Podcast appearances and mentions of Scott Sullivan

In the honor of one of our favorite sit comes on Netflix coming back so Arnold Schwarzenegger to refresh your memory and get you prepared for season two release date of June 12, 2025 please take a few minutes to listen to this episode to get you excited for the next one!What do you do when you find out your family is hiding secrets from each other and everyone they love? Well, you go on a mission to save the world. In this captivating episode, join hosts Michael and Diane Herst as we delve into an exhilarating news series that had us hooked from the very first opportunity. Get ready to be captivated by FUBAR, a gripping new series that follows the journey of a CIA Operative on the verge of retirement, who uncovers a shocking family secret that surpasses his own. This discovery thrusts him back into the field for one last mission. Prepare for a rollercoaster of universal family dynamics interwoven with espionage, thrilling action, and clever humor.FUBAR, currently available on Netflix, boasts an impressive lineup of talent. Showrunner and Executive Producer Nick Santora brings his expertise to the forefront, while the legendary Arnold Schwarzenegger shines as both the star and executive producer of this adrenaline-fueled series. Additionally, the show is executive produced by Adam Higgs, Scott Sullivan, Holly Dale, and Bill Bost, along with Skydance's David Ellison and Dana Goldberg.As we embark on this discussion, we encourage you to sit back, relax, and enjoy your favorite cup of beverage. Let us transport you to the world of FUBAR, where secrets unravel, alliances form, and lives are forever changed. Join us on this enthralling journey as we dissect the series, exploring its intricate plotlines, memorable characters, and the magnetic performances that bring it all to life. Welcome to One More Thing Before You Go, Over the Teacup Sunday! Find out more here: https://taplink.cc/beforeyougopodcast#FUBAR #CIAOperative #SpySeries #ArnoldSchwarzenegger #ActionDrama #FamilySecrets #NetflixThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

With Jeff Smith, Cam Benty and Steve Strope Presented by ARP Pro Street pioneer and GNRS Slonaker Award judge Scott Sullivan stops by to catch up with Steve and Jeff. Recorded at the Grand National Roadster Show. Checkout Rod Shows at @grandnationalroadstershow and https://www.rodshows.com. Visit ARP Bolts at https://www.arp-bolts.com for all of your engine fastener and hardware needs. Subscribe to Classic Truck Performance, All-Chevy Performance, and Modern Rodding magazines and the rest of In the Garage Media’s content at https://www.inthegaragemedia.com For more automotive videos and TV shows, visit Auto Revolution at https://www.autorevolutiononline.com

In this episode of The Ethics Experts, Nick welcomes Scott Sullivan. Scott E. Sullivan was most recently the former Chief Integrity & Compliance Officer of Newmont Corporation, the world's leading gold company. Newmont has approximately 20,000 employees and 25,000 contractors with 12 operating mines and 2 non-operated JVs in 9 countries. Mr. Sullivan oversaw, developed, implemented and managed Newmont's integrity and compliance program including ethics, anti-bribery, corporate investigations, conflicts of interest and global trade compliance. Previously, Mr. Sullivan was the Chief Ethics & Compliance Officer of Flowserve Corporation, a global manufacturer of fluid motion and control products with approximately 17,000 employees operating in 55 countries. Linkedin.com/in/scottesullivancco

This episode begs the question- Do we ever really know someone? If you're waiting to get to know someone, you may be waiting a lifetime. Truly, we rarely ever even fully know our ever-changing selves. Nothing in this podcast episode constitutes health, or medical (physical or mental) advice. This podcast is for informational and educational purposes only. See full website disclaimer at https://canyoucurecancer.com/disclaimer If you'd love to hear your company's advertisement read on this podcast by Heather, or you'd like to hear your own pre-recorded ad run during the show, email Heather to see if Sponsor space is still available. Heather's email is heather@canyoucurecancer.com If working with Scott Sullivan, or anyone at Bay Point Financial, LLC in Laconia, NH for your financial guidance interested you, they can be reached at (603) 581-2629. Thank you for all of the listens, shares, follows and downloads! Don't forget to subscribe so you never miss an episode! Letting just one friend know about an episode that inspired you will help me immensely, while passing on the inspiration to someone you love!

With Jeff Smith, Cam Benty and Steve Strope Presented by ARP Bringing you the best Pro Street highlights from the Grand National Roadster Show including pioneers like Rod Sodsbury, Scott Sullivan, Rick Dobbertin, Matt & Debbie Hay, Tim Strange and Troy Trepanier. Recorded at the Grand National Roadster Show in Pomona. Checkout Rod Shows at @grandnationalroadstershow and www.rodshows.com. Visit www.arp-bolts.com for all of your engine fastener and hardware needs. Subscribe to Classic Truck Performance, All-Chevy Performance, and Modern Rodding magazines and the rest of In the Garage Media’s content at www.inthegaragemedia.com For more automotive videos and TV shows, visit Auto Revolution at www.autorevolutiononline.com Get the parts and gear seen on our videos www.amazon.com/shop/autorevolution Watch episodes on Amazon Prime, Roku, and Tubi TV www.amazon.com/v/autorevolution

With Jeff Smith, Cam Benty and Steve Strope Presented by ARP Bringing you the best Pro Street highlights from the Grand National Roadster Show including pioneers like Rod Sodsbury, Scott Sullivan, Rick Dobbertin, Matt & Debbie Hay, Tim Strange and Troy Trepanier. Recorded at the Grand National Roadster Show in Pomona. Checkout Rod Shows at @grandnationalroadstershow and www.rodshows.com. Visit www.arp-bolts.com for all of your engine fastener and hardware needs. Subscribe to Classic Truck Performance, All-Chevy Performance, and Modern Rodding magazines and the rest of In the Garage Media’s content at www.inthegaragemedia.com For more automotive videos and TV shows, visit Auto Revolution at www.autorevolutiononline.com Get the parts and gear seen on our videos www.amazon.com/shop/autorevolution Watch episodes on Amazon Prime, Roku, and Tubi TV www.amazon.com/v/autorevolution

In this episode, Tim and Carrie Strange interview Scott Sullivan, a legendary figure in the hot rod community known for his iconic Cheese Whiz 55. Scott shares his early influences, the evolution of pro street cars, and the art of custom painting. He recounts his adventures driving across the country in his hot rod, the challenges he faced, and his reflections on the future of hot rodding. This conversation is a deep dive into the passion and culture surrounding classic cars and the hot rod scene. In this engaging conversation, Tim and Scott share his adventurous journey to Bonneville, detailing the challenges faced during road trips, racing experiences, and the evolution of hot rods. He discusses the artistry involved in building and restoring cars, the significance of personal connections in tribute builds, and the insights gained from judging at car shows. The conversation highlights the passion and dedication that goes into the hot rod culture, along with humorous anecdotes and valuable lessons learned along the way.

What if your HR department could transform into a beacon of sustainability? Join us for an insightful conversation with HR Director Scott Sullivan as he shares his story on becoming a key player in making Bates Wells the first major law firm to achieve B Corp certification. Scott's diverse experience across various industries and his roles as a magistrate and charity trustee provide a unique perspective on the importance of external opportunities for HR growth. We also explore Bates Wells' hybrid work model and the innovative strategies they've employed to keep their dispersed workforce connected and engaged. Discover how Bates Wells fosters a culture of sustainability through employee-driven initiatives. From vegetarian-only catering to incentivizing green energy adoption, Scott reveals how these grassroots efforts have sparked significant cultural shifts within the firm. These initiatives underscore Bates Wells' commitment to embedding sustainability into their DNA, illustrating how employee-led actions can lead to profound engagement and a stronger organisational culture. We dive into the practicalities of integrating sustainability into HR processes, tackling challenges like pension reform and performance management. Scott offers actionable advice on incorporating sustainability into onboarding, procurement, and recognition schemes. Whether you're an HR professional or simply passionate about sustainability, this episode is packed with inspiration and practical guidance for creating a better tomorrow. Chapters (00:03) HR and Sustainability (07:46) Employee-Led Sustainability Initiatives (16:09) Sustainable Pension Fund Implementation (21:48) Employee Engagement in Sustainability Initiatives (27:09) Building a Culture of Education Scott Sullivan https://www.linkedin.com/in/scottjacksullivan/ Disruptive HR Website: www.disruptivehr.com Join the Disruptive HR Club https://disruptivehr.com/welcome-to-the-future-of-hr/ Email: hello@disruptivehr.com

In this episode of the Strange Motion Way podcast, Tim and Carrie Strange interview Robbie Azevedo, a talented hot rod builder. Robbie shares his journey in the industry, starting from a young age working in his family's wrecking yard. He talks about his early experiences building cars and competing in shows like SEMA. Robbie also discusses his own shop and the projects he has worked on, including a 1964 Chevelle two-door wagon and a 1967 Nova. The conversation touches on topics like family, relationships, and the challenges of running a business in the hot rod industry. The conversation in this part revolves around the hot rod scene in Northern California, the Danville Dukes car club, and the experiences of Robbie Azevedo in the car industry. They discuss the difference between the hot rod scenes in Southern and Northern California, the weekly get-togethers of the Danville Dukes, and the camaraderie among car enthusiasts. They also talk about the appeal of rat rods and the craftsmanship involved in building them. The conversation touches on various car projects, including Robbie's unfinished truck chassis and Chris's Denali build. They also mention their admiration for builders like Eric Pratt, Scott Sullivan, and Alan Johnson. Robbie Azevedo discusses his career journey and the different jobs he has had, including working in a wrecking yard, doing HVAC, and building custom cars. He talks about the challenges and rewards of each job and how he ended up in Utah. Robbie also shares his experiences with car shows and winning awards for his builds. In this final part of the conversation, Robbie Azevedo discusses the classification of his car as a roadster pickup and shares a story about judges' reactions to custom rubber extrusions. He also talks about his preference for roadsters and his desire to own a Dearborn '32. The conversation then shifts to Robbie's two-door wagon project and his interest in building a Rambler wagon. He also shares his experience with a health issue and emphasizes the importance of seeking medical attention when something doesn't feel right.

Gregory and guest co-hosts, Julie Ziemann from the Star of Saugatuck and Jim Babcock from Isabel's and Coast 236, talk about the goings on in the Saugatuck/Douglas area.  Today's guests include: Danielle Evans from Resilience: Advocates for Ending Violence; Mary Campell talks about senior services in Allegan County; and Scott Sullivan from The Commercial Record.  Happy Sunday Funday.  7-14-24.See omnystudio.com/listener for privacy information.

Common and Paul are back at Grand View Lodge! Joel Comstock from the MGA joins to talk Golf Day in MN, and ‘Sully' joins to talk PING and finding talent.

In this edition of Redleg Roundtable, Seth Shaner sits down with longtime Cincinnati Reds relief pitcher Scott Sullivan. Sullivan had the distinction of throwing over 100 innings out of the Reds bullpen for four consecutive seasons and appeared in exactly 79 games in 1999, 2000 and 2001. From his journey as a walk on at Auburn University to a second-round pick and beyond, Sullivan's story is a great one. You are invited to join our ever-growing family of Cincinnati sports fans (and support the podcast) on Patreon! You can also give us a like and subscribe to our YouTube channel to catch each episode as it is released. Follow us on Twitter @riverfrontcincy, Instagram, and Facebook.  Please subscribe to the audio podcast for free (on Apple Podcasts/iTunes, Spotify, Google Play, Amazon Music, and give us a rating/review over at iTunes and elsewhere. If you like us, tell your friends! This episode was sponsored by SeatGeek!  Use code RIVERFRONT for $20 off your first SeatGeek order: https://seatgeek.onelink.me/RrnK/teamseatgeek Podcast-related questions and comments can be directed to the podcast via email (team@riverfrontcincy.com). Learn more about your ad choices. Visit podcastchoices.com/adchoices

Talking Tigers Podcast with Andy Burcham - 262 - Scott Sullivan Part 2

Talking Tigers Podcast with Andy Burcham-Scott Sullivan Part 1 Photo: Auburn Tigers

Welcome back to Part 2 of our interview with Scott Sullivan, my friend and one of the best networked executives in the industry. Earthquake excitement has diminished in the New Jersey area, but seismic changes in solar continue around the country. In Part 1 we discussed what happens in the solar and storage industry — really every industry — when company profits decline. It's a tough adjustment to make, and many companies have not yet recovered from this high interest rate environment. Nevertheless, the majority of companies have figured out the formula, and the topics that Scott and I discussed are summarized below: * What are the characteristics of a great solar and storage contractor? * What should potential customers look for in a contractor? * Have you seen any changes with the solar panels offered by contractors? * Have you seen any changes with the inverters and batteries offered by contractors? * Is solar financing recovering yet from high interest rates? * Are Virtual Power Plants (VPP) and Vehicle To Grid (V2G) technologies getting much traction? * And last but not least, what do you do for fun? If you missed any of Part 1 or Part 2 of our podcasts with Scott Sullivan, please visit ENERGYSHOW.BIZ and listen to the full podcasts.

Seismic changes in the solar and storage industry? Who would have thought that our friends in New Jersey would relate so viscerally? Their recent 4.8 magnitude quake in early April literally extended this metaphor across the country. Metaphors aside, the solar and storage industry is changing faster now than I have ever seen: * Electric rates are soaring, along with utility profits * Solar equipment costs — panels, inverters, batteries — are declining * UL-3741 standards for rapid shutdown throw a monkey wrench into rooftop safety standards * Demand for electricity to power our EVs and heat pumps is increasing * AI is recently on the scene as the newest electricity demand wildcard * Continued high interest rates are suppressing solar and storage financing * Utilities have wised-up to rooftop solar and storage threats to their profits * Hostile utility policies and relatively high interest rates squeeze installer margins, forcing many unprofitable solar companies out of business * Some companies have cracked the code for long-time success — how do they do it? For cross country insights into the impact of these changes, our guest on this week's podcast is Scott Sullivan. I've known Scott for over 20 years. Not only is he the best networked person in the industry, but his depth of solar sales and marketing knowledge is a treasure for people trying to figure out what's next. Scott and I had so many topics we decided to split the podcast into two episodes. So please listen to Part One of Scott's podcast for his observations and advice for these metaphorical seismic changes in the solar industry.

Colorado Mesa men's golf coach Scott Sullivan on The Jim Davis Show.

Jesus' parting words were to "go and make disciples," yet the Church tends to plan thier programming like those words were more of a suggestion than a commission. On today's show Brian Daniels, along with Haley Malone and Scott Sullivan, discuss what discipleship is and isn't and what Scott sees is and isn't working for churches.Scott is married to the love of his life, Elizabeth. They have four children: Erika, Austin, Caleb, and Noah. He serves as the Discipleship Catalyst for the Georgia Baptist Mission Board representing 3400 churches and 1.4 million Georgia Baptists. Scott is an author, think leader, national discipleship consultant, personal disciple-maker, and speaker. He is passionate about Jesus, family, and the outdoors.Scott shares with us negative and postive trends he's seeing in discipleship throughout the churches, and shares applicable practices to think through when implementing programs in ministry.Thanks for listening and sharing this episode with a friend!SHOW LINKS:-Connect with Brian Daniel-Connect with Haley Malone-Connect with Scott Sullivan

Original Air Date: 9/17/23 - Scott Sullivan-an independent film writer, producer and director as well as founder of the independent film production company Sulliscope Films. He talks with host Pam Bordelon about his recent project with East Baton Rouge District Attorney Hillar Moore on the independent film–Chances, which delves into ways to address the trauma of gang and gun violence plaguing our community. They also talk about his past film projects and those in the works.

Scott introduces Bates Wells' decision to become the first B Corp certified law firm and shares how this connects with HR deliverables. Providing the example of Bates Wells' Climate Programme, Scott cites a green workplace pension as one of several HR opportunities. Discussing initiatives such as engaging colleagues with a climate focussed Employee Resource Group, Scott also shares his lived experience and thoughts on social mobility, opportunities for business to lead, and why he advocates that everyone in HR unlock the potential of their people for the future of both business success and a healthy planet. Topics in Scott's episode:  A Climate Programme and HR strategy One HR opportunity: a green workplace pension A climate related Employee Resource Group Role modelling and social mobility DE&I in the legal sector B Corps and the Better Business Act HR unlocking business potential Referenced resources:  Bates Wells website B Corp website HR – UN SDGs mapping tool The Better Business Act Join the free How HR Leaders Change the World community and get our weekly newsletter – be the first to learn about new episodes and receive free bonus materials that help you showcase how your HR work is also driving positive change: https://frombabieswithlove.org/pages/how-hr-leaders-change-the-world We have a favour to ask! Would you tell an HR friend about the podcast? Or share the link with an HR team you think would find it helpful for their work? We're excited to bring more of your peers into the community, and hugely appreciate your help to make it happen!  Linkedin: @FromBabieswithLove Email: hrleaders@frombabieswithlove.org  Website: https://frombabieswithlove.org/ How HR Leaders Change the World is brought to you by social enterprise, From Babies with Love.  Across Moments that Matter, we provide employee engagement gift services to global HR functions and donate 100% of our profit to orphaned and abandoned children around the world.  We transform commonly existing gift spend in to strategic, efficient and inclusive tools in your People Strategy, delivering Exceptional Employee Experience, and at the same time, ESG results.

Welcome back to HR Insights: The Podcast! We have another exciting guest joining our host, Stuart Elliott this week. Scott Sullivan is the Director of Human Resources at law firm, Bates Wells and he sits down with Stuart to talk about green ethics and their role in the HR Strategy.  Scott Sullivan is an experienced strategic HR professional with varied involvement throughout the employee cycle, working within the legal sector for a long time in companies like Barclays Bank, he is also a Chartered Fellow of the CIPD, trustee of the charity Diversity Role Models and sits as a Justice of the Peace in East London. Scott was drawn to Bates Wells because of their values and mission to implement sustainability.  In this episode, Stuart and Scott examine the importance of green ethics in the HR Strategy, how these are utilised in company rewards and benefits as well as what companies can be doing to improve their overall sustainability.  Key Time Stamps:-   3:20 - Intro into Scott Sullivan -  11:10 - Why are green ethics important in the HR Strategy?-  15:00 – What does green ethics look like in practice from an HR standpoint? -  17:30 – Covid's impact on green ethics-  20:45 – Does cost effect sustainability within the business? -  22:20 - How are green ethics seen in your rewards and benefits? -  29:50 – Do sustainability values ever get in the way of business? -  31:20 – What is coming next in this space?-  34:50 – Advice to HR functions on implementing green ethics

Talking Tigers Podcast with Andy Burcham, Presented by Alabama Public Health-Scott Sullivan Photo: Auburn Athletics

What do you do when you find out your family is hiding secrets from each other and everyone they love? Well, you go on a mission to save the world. In this captivating episode, join hosts Michael and Diane Herst as we delve into an exhilarating news series that had us hooked from the very first opportunity. Get ready to be captivated by FUBAR, a gripping new series that follows the journey of a CIA Operative on the verge of retirement, who uncovers a shocking family secret that surpasses his own. This discovery thrusts him back into the field for one last mission. Prepare for a rollercoaster of universal family dynamics interwoven with espionage, thrilling action, and clever humor.FUBAR, currently available on Netflix, boasts an impressive lineup of talent. Showrunner and Executive Producer Nick Santora brings his expertise to the forefront, while the legendary Arnold Schwarzenegger shines as both the star and executive producer of this adrenaline-fueled series. Additionally, the show is executive produced by Adam Higgs, Scott Sullivan, Holly Dale, and Bill Bost, along with Skydance's David Ellison and Dana Goldberg.As we embark on this discussion, we encourage you to sit back, relax, and enjoy your favorite cup of beverage. Let us transport you to the world of FUBAR, where secrets unravel, alliances form, and lives are forever changed. Join us on this enthralling journey as we dissect the series, exploring its intricate plotlines, memorable characters, and the magnetic performances that bring it all to life. Welcome to One More Thing Before You Go, Over the Teacup Sunday! Find out more https://beforeyougopodcast.com#FUBAR #CIAOperative #SpySeries #ArnoldSchwarzenegger #ActionDrama #FamilySecrets #NetflixThis podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacyPodcorn - https://podcorn.com/privacy

Subscribe to PRESTONCREST - with Gordon Dabbs on Soundwise

Scott Sullivan, the Discipleship Catalyst for the Georgia Baptist Mission Board, shares some of the observations he’s made about top...

Colorado Mesa men's golf coach Scott Sullivan on The Jim Davis Show.

Scott Sullivan and Carl Johnson interview Ken Adams, pastor at Crossroads Church Newnan, Georgia and the President of IMPACT Ministries. IMPACT Ministries has a full line of resources developed to help disciples make fully trained disciples.In this episode: Ken shares how IMPACT Ministries was birthed and how leaders all over the world are using the material. https://impactdisciples.com/ Ken shares how IMPACT resources may be different from others. Carl shares from experience that the material shows the heart of a disciple making pastor and helps the disciple learn to live a disciple making journey. We learn the purpose of curriculum and how it can be used effectively to guide one's journey. Solid biblical curriculum always points people to scripture as the source of faith and practice. Ken shares practical ideas how IMPACT curriculum is used at Crossroads Church. Scott shares that healthy churches multiply disciples, multiply groups, and multiply churches. And curriculum can be a guide to help you align the theology for a seamless biblical focus.

Do hotlines really work? According to the 2019 Global Business Survey conducted by the Ethics and Compliance Initiative, only 6% of E&C complaints went to hotlines, compared to 51% to direct supervisors and the remainder to higher management or human resources. So why are so many E&C programs—not to mention boards of directors—relying principally on hotline data to assess company culture and compliance? In this episode of LRN's Principled Podcast, Susan Divers talks about reimagining hotlines with Scott Sullivan, the chief integrity and compliance officer at Newmont Corporation. Listen in as Scott shares how his team reinvented Newmont's hotline channel and reporting process to separate the wheat from the chaff and gain meaningful information.  For a transcript of this podcast, please visit the episode page at LRN.com. Guest: Scott Sullivan Scott Sullivan is the Chief Integrity & Compliance Officer of Newmont Corporation, the world's leading gold company. Newmont has approximately 15,000 employees and 15,000 contractors and has 12 operating mines and 2 non-operated JVs in 9 countries. Mr. Sullivan oversees, develops, implements, and manages Newmont's integrity and compliance program including ethics, anti-bribery, corporate investigations, and global trade compliance. Previously, Mr. Sullivan was the Chief Ethics & Compliance Officer of a global manufacturer of fluid motion and control products with approximately 17,000 employees operating in 55 countries. Mr. Sullivan has written and contributed numerous articles on compliance programs, anti-bribery/FCPA, export controls, economic sanctions, and other ethics and compliance topics to a variety of publications. Mr. Sullivan is also a frequent local, national, and international speaker, moderator, and conference organizer on compliance, anti-bribery/FCPA, export controls, and economic sanctions.   Host: Susan Divers Susan Divers is a senior advisor with LRN Corporation. In that capacity, Ms. Divers brings her 30+ years' accomplishments and experience in the ethics and compliance area to LRN partners and colleagues. This expertise includes building state-of-the-art compliance programs infused with values, designing user-friendly means of engaging and informing employees, fostering an embedded culture of compliance and substantial subject matter expertise in anti-corruption, export controls, sanctions, and other key areas of compliance. Prior to joining LRN, Mrs. Divers served as AECOM's Assistant General for Global Ethics & Compliance and Chief Ethics & Compliance Officer. Under her leadership, AECOM's ethics and compliance program garnered six external awards in recognition of its effectiveness and Mrs. Divers' thought leadership in the ethics field. In 2011, Mrs. Divers received the AECOM CEO Award of Excellence, which recognized her work in advancing the company's ethics and compliance program. Mrs. Divers' background includes more than thirty years' experience practicing law in these areas. Before joining AECOM, she worked at SAIC and Lockheed Martin in the international compliance area. Prior to that, she was a partner with the DC office of Sonnenschein, Nath & Rosenthal. She also spent four years in London and is qualified as a Solicitor to the High Court of England and Wales, practicing in the international arena with the law firms of Theodore Goddard & Co. and Herbert Smith & Co. She also served as an attorney in the Office of the Legal Advisor at the Department of State and was a member of the U.S. delegation to the UN working on the first anti-corruption multilateral treaty initiative. Mrs. Divers is a member of the DC Bar and a graduate of Trinity College, Washington D.C. and of the National Law Center of George Washington University. In 2011, 2012, 2013 and 2014 Ethisphere Magazine listed her as one the “Attorneys Who Matter” in the ethics & compliance area. She is a member of the Advisory Boards of the Rutgers University Center for Ethical Behavior and served as a member of the Board of Directors for the Institute for Practical Training from 2005-2008. She resides in Northern Virginia and is a frequent speaker, writer and commentator on ethics and compliance topics. Mrs. Divers' most recent publication is “Balancing Best Practices and Reality in Compliance,” published by Compliance Week in February 2015. In her spare time, she mentors veteran and university students and enjoys outdoor activities.

Scott Sullivan and Ray Sullivan conduct an incredible interview with Scott & Dawn Smith. Scott is the Discipleship Pastor at Lakewood Baptist in Gainesville, GA. Dawn is the Connection Director at Lakewood. Together, Scott and Dawn lead a podcast called, Forevermarriage.org.  In this episode we learn: The creative ways that Scott Smith and Sully proposed to their brides! Why the Smiths began the Forevermarriage.org podcast. Key insights for couples to finish well. The critical need for leaders to have people upstream (mentors & walking buddies) and downstream (those you invest in). Powerful relationship building principles like, “listening to your spouse to understand them not to change them.” To study your spouse and discern whether they are a red solo cup or a crystal goblet. Hear an important meaning of “passion” that can change your perspective of your spouse. Effective ideas to affair proof your marriage. Lessons for young parents including: “you can raise your kids and spoil your grandkids or spoil your kids and raise your grandkids.” Incredible personal rhythms to help deepen intimacy and gospel impact like fighting through awkwardness to learn to pray together. The most powerful marriage advice that Sully has ever heard.

In this episode PJ Dunn and Scott Sullivan interview: Dallas White, GBMB Young Leaders Network Director and pastor at The Grove Church in Ackworth GA. Dallas has revitalized The Grove Church in many aspects, including designing and updating intentional spaces on a limited budget. Kyle Clayton is the pastor at Grace Baptist Church in Cartersville, leading their church through revitalization and facility updates. They have intentionally improved areas in their building to help create a disciple-making culture by utilizing volunteers for design and construction. • How do environments, decorations, branding, and renovations communicate? • How to utilize church members to make updates and what parts should we reserve for professionals? • Key budget-saving tips and ideas when renovating? • Main issues why churches do not update spaces and environments and proven solutions & principles to consider? • Winston Churchill, “success is moving from failure to failure without loss of enthusiasm.” • How can intentional environments stir people's affection for the Lord and help make disciples? • Six concepts to consider as you create intentional spaces:  Renovated people to match renovated spaces  Assess your current situation  Trust is the relational soil in which individual and organizational change happens  Start with a Holy Spirit breathed vision  Flexibility in implementation  Surround yourself with quality leaders  Build Momentum through member engagement  Make the process a fun and rewarding experience

This week, Scott Sullivan joins us from Novato, California, where he is president of SoundVision, the highly respected Bay Area custom integration firm that he founded back in 1998. Scott and Jeremy have crossed paths many times over the past 20 years when first he was a passionate attendee of the CEDIA Management Conference and in more recent years, a vocal participant in HTSA buying group meetings. Yet, until now, they had never really sat down and chatted about Scott's career path, approach to running a business, or tech insights. What better way to make up for lost time than to share that conversation here on the podcast? And, you will be blown away by the revelations that Scott has about the industry and what it takes to succeed. For him, it all starts with improving the lives of clients, his employees, and all of the tradespeople and laborers they work with every day. Today's episode of Residential Tech Talks is brought to you by Shelly WiFi Relays by Allterco | Smart home devices designed and developed to provide solutions tailored to your needs.  Go to https://shelly.cloud and make IoT simple!

Colorado Mesa men's golf coach Scott Sullivan on The Jim Davis Show.

"This brings us to our fourth principle behind PoS, which is that **PoS relies on subjective truth**. There is simply no objective way to pick between two competing blockchains, and any new nodes to the network must ultimately trust some existing source of truth to resolve any ambiguity. This contrasts significantly with Bitcoin, where the “true” chain is always the one with the most work. It doesn't matter if a thousand nodes are telling you chain X, if a single node broadcasts chain Y and it contains more work, then Y is the correct blockchain. A block's header can prove its own worth, completely removing the need for trust." - Scott Sullivan With "The Merge" on everyone's mind, going through the specific mechanisms that make Proof of Stake "work" can be a very useful exercise. Especially when considering how things can go wrong, and where there is ultimately subjectivity in the consensus mechanism that sheds light on how certain disputes would fall in the politically tumultuous world we live in today. It isn't just that PoS is different than PoW, it's that many of their core principles are polar opposites of each other, and therefore they cannot accomplish the same goal. This piece by first time author on the show, Scott Sullivan, is an excellent breakdown of the inner workings of the ETH Proof-of-stake design, and will provide a solid foundation for the discussion of why I am Bitocin only in tomorrow's Guy's Take. Don't miss it Check out the original on Scott's Substack at the link below: https://scottmsul.substack.com/p/a-bitcoiners-guide-to-proof-of-stake Other articles linked to for digging deeper into this topic: Ethereum is a Dark Forest: https://www.paradigm.xyz/2020/08/ethereum-is-a-dark-forest Proof of Stake and Weak Subjectivity: https://blog.ethereum.org/2014/11/25/proof-stake-learned-love-weak-subjectivity The Case for Social Slashing: https://ercwl.medium.com/the-case-for-social-slashing-59277ff4d9c7 Check out our amazing sponsors and the products that Guy uses most in the space: • Dive into the Bitcoin only wallet, the cypherpunk calculator, and a company that has built secure Bitcoin products for nearly a decade. Code BITCOINAUDIBLE gets 5% off everything in the store! (guyswann.com/coldcard) • Gets sats back every time you dump fiat at a store, to pay your bills, everything in your fiat life pays you sats with the Fold Debit Card and FoldApp. 20% OFF with code BITCOINAUDIBLE (guyswann.com/fold) • The best place to onboard a true Bitcoiner - Stack sats automatically, withdraw automatically, and learn or get help from the best team of Bitcoiners out there with Swan Bitcoin. (swanbitcoin.com/guy) • COME HANG OUT! Join us and the Swan Bitcoin team at the Pacific Bitcoin Conference in November! Get your tickets now, 10% off with code BITOCINAUDIBLE (https://www.pacificbitcoin.com/) Learn more about your ad choices. Visit megaphone.fm/adchoices

"This brings us to our fourth principle behind PoS, which is that **PoS relies on subjective truth**. There is simply no objective way to pick between two competing blockchains, and any new nodes to the network must ultimately trust some existing source of truth to resolve any ambiguity. This contrasts significantly with Bitcoin, where the “true” chain is always the one with the most work. It doesn't matter if a thousand nodes are telling you chain X, if a single node broadcasts chain Y and it contains more work, then Y is the correct blockchain. A block's header can prove its own worth, completely removing the need for trust." - Scott Sullivan With "The Merge" on everyone's mind, going through the specific mechanisms that make Proof of Stake "work" can be a very useful exercise. Especially when considering how things can go wrong, and where there is ultimately subjectivity in the consensus mechanism that sheds light on how certain disputes would fall in the politically tumultuous world we live in today. It isn't just that PoS is different than PoW, it's that many of their core principles are polar opposites of each other, and therefore they cannot accomplish the same goal. This piece by first time author on the show, Scott Sullivan, is an excellent breakdown of the inner workings of the ETH Proof-of-stake design, and will provide a solid foundation for the discussion of why I am Bitocin only in tomorrow's Guy's Take. Don't miss it Check out the original on Scott's Substack at the link below: https://scottmsul.substack.com/p/a-bitcoiners-guide-to-proof-of-stake Other articles linked to for digging deeper into this topic: Ethereum is a Dark Forest: https://www.paradigm.xyz/2020/08/ethereum-is-a-dark-forest Proof of Stake and Weak Subjectivity: https://blog.ethereum.org/2014/11/25/proof-stake-learned-love-weak-subjectivity The Case for Social Slashing: https://ercwl.medium.com/the-case-for-social-slashing-59277ff4d9c7 Check out our amazing sponsors and the products that Guy uses most in the space: • Dive into the Bitcoin only wallet, the cypherpunk calculator, and a company that has built secure Bitcoin products for nearly a decade. Code BITCOINAUDIBLE gets 5% off everything in the store! (guyswann.com/coldcard) • Gets sats back every time you dump fiat at a store, to pay your bills, everything in your fiat life pays you sats with the Fold Debit Card and FoldApp. 20% OFF with code BITCOINAUDIBLE (guyswann.com/fold) • The best place to onboard a true Bitcoiner - Stack sats automatically, withdraw automatically, and learn or get help from the best team of Bitcoiners out there with Swan Bitcoin. (swanbitcoin.com/guy) • COME HANG OUT! Join us and the Swan Bitcoin team at the Pacific Bitcoin Conference in November! Get your tickets now, 10% off with code BITOCINAUDIBLE (https://www.pacificbitcoin.com/) Learn more about your ad choices. Visit megaphone.fm/adchoices --- Send in a voice message: https://podcasters.spotify.com/pod/show/bitcoinaudible/message

Colorado Mesa men's golf coach Scott Sullivan on The Jim Davis Show.

We're back with our first episode of Season 2! This season, James and Sal will be focusing each episode on one of InterLinc's 7 SERVICE Values. Listen in as they sit down with Scott Sullivan, a former MLB pitcher turned top-tier property agent in Alabama and Georgia, and discuss what service without exception means to him. Scott shares countless truths in this episode including the importance of always having a team, pursuing a purpose instead of happiness and his commitment to service before self. You do not want to miss this one!   New episodes in Season 2 of Sweatpants & Neckties will be released monthly on the 1st

What you'll learn in this podcast episode Is trust the ultimate currency of stakeholder capitalism? If so, how can corporate leaders create a culture of trust inside and outside of their organizations? In the final episode of season 7 on the Principled Podcast, host Jen Uner talks about the role of values in building organizational trust—and frameworks to help you get there—with LRN Director of Advisory Services Emily Miner. You can listen to the other season 7 episodes mentioned in this discussion here: How values inform decisions: Unpacking the role of the CECO Trust is at stake, and other insights from Edelman's 2022 Trust Barometer You can access other materials mentioned in the discussion here: Aspen Ideas Fest panel discussion with Ellen McGirt Corteva case study LRN Benchmark of Ethical Culture   Featured guest: Emily Miner Emily Miner is the Director of Advisory Services at LRN's Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN's ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.   Featured Host: Jen Üner Jen Uner is the Strategic Communications Director for LRN, where she captains programs for both internal and external audiences. She has an insatiable curiosity and an overdeveloped sense of right and wrong which she challenges each day through her study of ethics, compliance, and the value of values-based behavior in corporate governance. Prior to joining LRN, Jen led marketing communications for innovative technology companies operating in Europe and the US, and for media and marketplaces in California. She has won recognition for her work in brand development and experiential design, earned placements in leading news publications, and hosted a closing bell ceremony of the NASDAQ in honor of the California fashion industry as founder of the LA Fashion Awards. Jen holds a B.A. degree from Claremont McKenna College.      Principled Podcast Transcript Intro: Welcome to the Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. Jen Uner: Is trust the ultimate currency of stakeholder capitalism. If so, how can corporate leaders create a culture of trust inside and outside of their organizations? Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Jen Uner, strategic communications director at LRN, and today, I'm joined by my colleague, Emily Miner, director of advisory services. We're going to be talking about the role of values in building organizational trust and frameworks to help you get there. Emily, thanks for joining me today on the Principled Podcast, by the way, our final episode of this season seven. Emily Miner: Yeah, thanks for having me, Jen. I'm happy to be here and honored to be rounding out an incredible season on the Principled Podcast. Jen Uner: It has been a great season, and I think we're going to have an opportunity to touch on some of the folks that we've had on the podcast. To get us started though, recently at Aspen Ideas Fest, Fortune senior editor, Ellen McGirt, asked a great question of her panel. She said, "Is trust the ultimate currency of stakeholder capitalism?" It's how we started our conversation today. I of course will say yes, but recently, you spoke with David Bersoff, head of Global Thought Leadership Research at Edelman, and he worked on the Edelman Trust Barometer. You had a chance to speak with him earlier this season, and I'd love for you to recap for us some of the insights that stood out to you. Emily Miner: Yeah. I think based on the 2022 Edelman Trust Barometer, which is a fantastic annual look at levels of trust in key societal institutions, business, government, media, I think that the 2022 Trust Barometer report would say that the answer to your question and to Ellen's question is yes, trust is the ultimate currency of stakeholder capitalism. In fact, what Edelman found in their research is that business is the only institution in our society that is trusted, and that's actually a first in the 20 plus years that they have been running this type of study. Actually, for the second year in a row is business the most trusted institution. That was one of the takeaways from the Edelman Trust Barometer, and that David helped unpack when we spoke earlier this podcast season. Given that, if business is the only trusted institution for the second year running, it really underlines the question, what does this mean for leaders? How can they ensure that business remains trusted? People are looking more and more to business to help solve or address the problems of the world because we don't trust government, because we don't trust media, because we don't trust NGOs. With that mantle of being the only trusted institution, a lot more is falling on business and specifically business leaders and the expectations for them are a lot higher. I think that that really ... That was a current through the Aspen Ideas Institute that you mentioned through the conversation that took place there. Jen Uner: It really does put a lot of pressure on CEOs and leaders then. One of the stats that I thought was so interesting was how I think it was 60% of employees, they're basing their employment decisions now on the values of the companies that they're looking at and the positions that companies take around social issues, and of course they expect the company to have a position on a social issue, which I thinks it's a rather new thing. Would you say? Emily Miner: Yeah. I don't know if it's new in the past few years because I do feel like this has been a trend that I've observed in the research maybe up to the past decade or a little bit less, but it certainly every year seems to get to ... It grows. I think, first, it was a healthy minority of the global workforce or of the workforce in the United States, and now it's tipping to be a majority of the workforce. You see some of this in demographic changes as millennials grow in the size of our workforce and now Gen Zers as they're entering the workforce and the expectations that those two generations have for their employers. But it's certainly not a concept that millennials invented, but it does seem to be growing. Something that's interesting to me now where despite ... We're potentially heading toward a recession in the United States, and despite that, it's still very much an employee market out there. We're still in the midst of a great resignation, which is now really being more called a great reshuffling because it's not that people are dropping out of the workforce so much as they're leaving their jobs to find better jobs. What some research has shown is that it's not so much that I can find another job that pays me better, but it's that people are no longer satisfied with the status quo and they're looking for opportunities where they can feel more values alignment, where there's more culture of inclusion and equity in the workplace, where they feel that their company is doing something that's contributing positively to the world. Those are strong drivers of why people are jumping ship and looking elsewhere. It'll be interesting to see how that shapes the narrative and the importance of values and multi-stakeholder capitalism more generally as we continue to hopefully be coming out of the COVID pandemic and this great reshuffling in spite of some of the more negative trend lines with respect to our economy. Jen Uner: Yeah. I was just going to bring that up. When you have a business environment that's marred by an economic downturn, that puts a lot of pressure. There's then the business financial pressure on decision-making and performance for the company. Then you layer on top of that some of the social and political challenges that are happening and this need to have a position, and can you have a position on everything? Which are the things that you need to prioritize? I think often corporate leaders in ethics and compliance, our field, chief ethics and compliance officers, for example, the people listening here, they find themselves in a role of counselor to the C-suite as the company and as leaders are facing these kinds of tough decisions. One of the things that really struck me at that Aspen Ideas Institute conversation was Allstate's CEO, Tom Wilson, was one of the panelists and he spoke about a societal engagement framework. I know you had a chance to listen to his presentation. Can you tell me about their approach to decision-making and how they engage on hot button issues? Emily Miner: Yeah, absolutely. I am so inspired by this framework, and beyond that, there's so much common sense in it, and Tom Wilson talked about this societal engagement framework as something that Allstate developed a little over a year ago in response tom, he didn't use this word, but a deluge of social issues that were coming their way and that the company was being asked to take a stand on or take a position on, sign a letter that's going to be on the front page of the New York Times or what have you. It got to this point where they said, "We've got to pause and really think about how we're making these decisions." They developed what they call a societal engagement framework that they run all of these issues or questions through. The way that it starts is, first, as an added outset, how does this issue stack up against our values and the way that we do business? There needs to be a level of values alignment before they'll even entertain going further. But assuming that the issue does, they have four filters, as Tom called it, or you could also think of it as just four questions to ask. The first is, does this issue or does our taking action on this issue help us better serve our customers? The second is, do we, Allstate, have any institutional knowledge about this issue? Third is, can we affect change on this issue? What is our agency here? Then the fourth is, what impact does this issue have on our employees and our reputation? If issue A passes through all four of those filters, then Allstate will come out and they'll take a public stand, and more than just take a public stand, as in the CEO pens a letter that gets published somewhere, they'll actually come out and lead on the issue, engage on it. An example of an issue that passes this values track and the four filters is climate change. Allstate, obviously, an insurance company, and we know from science that the rate of forest fires in the west of the United States, for example, in the intensity of forest fires is ... The climate change plays a role in that. Forest fires are burning down Allstate customers homes. Does taking a stand and working to address climate change help them better serve their customers? Well, absolutely. That's an easy one. Do they have any institutional knowledge about the issue of climate change? Yeah, there's a lot of math and science that goes into determining what policy plans and rates are and the risk of different issues to someone's particular home. They have a lot of institutional knowledge about that. Can they affect change on the issue as a large insurer of homes as well as, of course, other things? Their voice carries some weight. They've worked with the government in the State of California to help shape and advance legislation and regulation, as well as perhaps other jurisdictions at the state level, or nationally as well. Then finally, what impact does this have on their employees and their reputations? Well, they know that climate change is an issue that their employees care about, and so it passes that filter. One distinction that Tom made that I thought was really helpful was that if an issue doesn't pass through the filters, it doesn't mean that they're not going to do anything with it. One of the examples that he gave was the Supreme Court recent ruling that overturns [inaudible 00:12:54]. Allstate's healthcare plan has always covered abortion care, and given the impact that the Supreme Court decision might have on some of their employees that are located in states where abortion care is no longer an option, Allstate has said, "We'll reimburse the travel, et cetera, for our employees in order to access that care." They're responding to that issue, but they're not coming out and taking a public stand on it. They're not taking a lead on reversing the reversal, shall we say, because does it help them better serve their customers? Well, they're not a healthcare insurer. Do they have any institutional knowledge about abortion care and the impacts of abortion or access or lack thereof? No. Et cetera. It doesn't pass the filters, but that doesn't mean that they're not doing anything about that particular issue. Having this societal engagement framework is a way for them to bring some discipline and structure and consistency into how they engage on the increasing number of social challenges, political challenges, climatic challenges that we as a global society and as businesses are faced with. It also tells everybody else, all of their stakeholders, their employees, their investors, their customers, it tells everybody, "This is how we do things. This is our process, and we go through this process." At the end of the day, depending on how you feel about the outcome, at least you know what that process was. I just think it's such a brilliant example of bringing that level of clarity into how they're operating in this multidimensional world and connecting it back to the Edelman Trust Barometer that we were talking about into the role of them as business leaders in fostering trust. Jen Uner: I think this clarity of where you stand and on which issues is an interesting one, because you can't necessarily stand for everything, right? You need to decide where is it your business, really? I think it's interesting how Allstate has chosen to filter a topic and arrive at a conclusion on it. This whole thing about how do you filter and how do you decide, I just find so fascinating. We had Scott Sullivan, he's the current chief integrity and compliance officer for Newmont Mining. We had him on the podcast with Joe Henry, former US compliance officer for Braskem, and they were talking to Susan Divers on our team. They were on a recent podcast and they were talking about some of the challenges they've both faced in decision-making, and one of the things that stood out for me was how they both used values to guide their decision-making and to guide their counseling of their colleagues in the C-suite, because they were both leaning into values and those corporate values might be stated differently or might be prioritized differently between the two organizations, they would arrive at different outcomes. Right? One of them would say, "Well, our policy around vaccines and masking is that you've got to do it, and no one's allowed back to the office without it." Then another organization might prioritize something else that says, "Well, it's up to you. You get to make that decision. You can work from home forever if you need to." I think it's really interesting that values plays a really important part and has a real impact on how corporate policy and ultimately behavior, how that comes to be. I don't know if you could talk to me a little bit about that, because obviously you spend a lot of time consulting on values with companies. Tell me about how that shapes company policy and behavior. Emily Miner:   Yeah. An interesting byproduct of the COVID pandemic I think has been that ... I perceive that the role of values has grown in prominence in terms of the discourse about the role of values in companies has increased. I think it's because the decisions around COVID are so hard. How do we ... Do people come in? Do they not come in? We're risking lives in making this decision. How do we keep, but we can't employ people if we don't have the money to pay the salaries? We have to keep on producing whatever it is that we produce in some level, but how do we do that? These are incredibly complex decisions. When you're in a situation where you have to make these really challenging decisions and there isn't necessarily a playbook for it. The last global health pandemic was over 100 years ago. I think a lot of companies have come out and said, "We didn't have a plan in place," because this wasn't something that was anticipated. When you don't have a playbook, or to use terminology that's common in our industry, ethics and compliance, rules or regulations about something, values help to fill that void and they guide us on what we should or shouldn't do as opposed to a playbook or a rule, which says what you can and can't do. Of course, we need rules, we need regulations, we need to know what we can and can't do and where the lines are. But there are always going to be these unforeseen situations, the variant on the scenario that we didn't anticipate when we wrote the rule, and that's where values come in. I think a lot of leaders, a lot of business leaders turned to their company's values, as well as I'm sure their own personal values, to help them navigate the incredibly complex decisions companies had to make surrounding COVID. I've read a number of accounts from business leaders that have talked about how helpful that was, and they're talking about values more internally and externally. I hope that that's a lens that business leaders will continue to use as strongly coming out of COVID, and that's at the company level, but it trickles down to the individual employee level too, because most companies offer some type of training or onboarding, or you have a code of conduct or you have policies. We have all of these resources that should tell us, again, the cans and can'ts, as well as the shoulds and shouldn'ts. But I think it's something like humans can only keep three or five things in their mind at once. We can only remember so much. Having the presence of really strong values where the values actually mean something, they're not just a nice recruitment tool on your website, but they really mean something, that's going to be infinitely more helpful guiding behavior on a daily basis across a global workforce and all the variation that comes with that. I've really been encouraged by how values have become a more dominant part of the conversation in the business community. You're right, depending on what your values are, you might have completely different outcomes. But again, it comes back to that transparency of the process and the fact that there is a process, the structure of the process that, at the end of the day, most of us can get on board and accept what it is because we understand how we got there. That's what I think is so key. It's just that transparency on how we got there. It's not so much about the end as the journey, so to speak. Jen Uner: Yeah. That makes total sense. I know in our code work, in the consulting work that you do with our clients, speaking of employee level work, we often include frameworks for decision-making, right? That work at the employee level. What are some examples of these tools that can help not just leadership, like we were just talking about a societal bigger picture one, but on the individual level? How does that play out? Emily Miner: Yeah. Actually, after watching Tom Wilson talk about Allstate's societal engagement framework, I actually went online and just Googled Allstate's code because I was curious, how do they ... do they have something similar, a similar framework that they share that they've developed for their employees? In fact, yes. In their code, they have a whole section on ethical decision-making that lists nine questions that employees should ask themselves when they're faced with a decision or a situation where the decision or the course of action is unclear. Is it legal? Okay. Yeah, that's an obvious one, but does it conflict with our values? What are the consequences of this? How would your family and friends perceive this decision or course of action that you take? These are some of the questions that Allstate included in their code that I think we ... The majority of us could probably take any number of tough, sticky, gray area situations and go through it, and is it legal? Okay, well, maybe I'm ... I don't know the law, but how would I feel if my mom knew? How would I feel if this was on the homepage of CNN? We all know how we would feel about that, and that's such a helpful ... It connects to our humanity, the human heart level. It's just really helpful framing that Allstate's providing to their employees. We help a lot of companies write their codes of conduct. Ethical decision-making models or a code in and of itself is a guide for behavior and breaking out different risk topics into what are the behavioral expectations, et cetera. But having a decision-making framework or a list of questions or whatever it is that ... It's issue agnostic, it's situation agnostic, it's just something that anybody can pick up and use. That continuity of Allstate at their company level, as well as how they translate that down to employees, it is just something that I wanted to note. But it's something that we include in most of our codes that we create for our clients. Some of my favorite examples, one of them is John Deere. Their code is beautiful, and it's who they are. It's their culture written down, which is what we always strive for. They include a decision-making framework as well and it include ... There's a series of questions and it's an interactive. You ask yourself this question and then you click yes or no, and it reveals guidance for what your next step is. But also, it starts out with is it consistent with our values? Centering the values first and then going into consistency with rules. They also ask, "Would this build trust with employees, customers, shareholders, or communities, or would it harm trust?" That is how we started at the outset of this conversation around the importance of trust in the business context. Similarly, how would I feel if my actions became public? Et cetera. They have their own framework that's speaks to their culture and to their values. Another example is Corteva, which is an agriscience company, and they also have a framework. Theirs is a little bit different. It asks a series of questions, and then depending on how you answer those questions, they give guidance on who you can consult for advice, and it's going to be different depending on the situation. That's also nice that you're not on your own, right? There are others in our organization that are here to help and can help, and if it's this situation, contact this group, and if it's this other situation, contact this other group. I also thought that's something that they did a little bit differently. They're all different. You talked about the conversation in the earlier podcast, but the goal is the same, which is to provide guidance for behavior that is reflective and supportive of who we are as an organization, what we stand for and what we value. Jen Uner: It's really, really important. One of the things that we know from our Benchmark of Ethical Culture, which is a report that you were very involved in, and it certainly steers a lot of my thinking these days. We know from the Benchmark of Ethical Culture that the companies with the strongest ethical cultures are going to outperform their peers by up to 40% in key business metrics, the standard things that you would want to have as a business like employee loyalty, innovation, adaptability, customer satisfaction, and growth. I think that taking code of conduct seriously, taking value seriously and taking culture building seriously is probably one of the most important things that a company could be doing right now, especially when you look at the Edelman Trust Barometer and the role companies have to take right now in society. Trust becomes super foundational to that. I know you've got some insights that you can share around trust building and how foundational that is for ethical culture. Emily Miner: Yeah. When we conducted our research into ethical culture globally in a business context, we looked at ... I want to say 10 different dimensions of culture and how people and organizations behave and operate, and we did some fancy statistical modeling to look at are there some aspects of culture that are more important than others? How do they relate to each other? What drives what? And all of that. What we found was that there were some dimensions that rose to the top in terms of influencing other elements of culture, as well as those business outcomes that you talked about, and trust was one of them. We found that trust had an outsized impact on whether or not people behaved ethically in an organization, and particularly when they were under pressure. I think that that's such an important idea because if you look at any number of corporate scandals, so often, not in every case certainly, but in many cases, the pressure to perform that was set out or pushed by the organization, by leaders in an organization, is part of why people did what they did. This idea that trust is one of the strongest drivers of whether people behave ethically, especially when under pressure, I think is a big one that certainly makes me sit up a little taller and take notice, because it's something that any chief ethics and compliance officer would say that they're looking for and is a goal of their program. Another area where trust really stood out as a driver of employee loyalty, we were talking earlier about the great shuffling, but I think that also makes it stand out even more for me, just in our current context. People are more likely to stay in your company, you're more likely to retain great talent if they trust you as leaders, as an organization, their peers, and if they feel trusted themselves. Jen Uner: I think one of the things that was evident too in the research is the value of transparency and building trust. Emily Miner:   To wrap up a lot of the threads that we've talked about and as it relates to transparency, one of the findings that was so compelling to me from the Edelman Trust Barometer was that the majority of people are expecting CEOs, specifically CEOs, to take a public stand on any number of social issues of our times. But at the same time, at least in the United States, these issues have become so politicized and polarizing. That's a tough bar to set for CEOs. How do they thread that needle? It's why I think that Allstate's societal engagement framework is just so brilliant, because it helps them figure out how are we going to address these issues? Responding to that majority of the population as Edelman, found they're looking for Allstate CEO and for any number of other companies' CEOs to take a stand. It's a way to respond to that call without politicizing or polarizing or without politicizing the issue, because that's not what it's about. It's not about is this a liberal cause or a conservative cause? Is it a Democratic cause or is it a Republican cause? It's four questions. Does this help our customers, do we know something about it, do we have agency over it, and what impact does it have on our employees? It really takes all of that noise out of the decision-making. I just think it's such a great example of how leaders in general can take up that mantle of society's expectations of business to help solve and address our social issues without having that response fall into any political trap that's going to alienate you or with your employees or with customers. It's such a great example and one that I hope other business leaders take inspiration from. Jen Uner: Well, I think it just really speaks to how important it is to set up those frameworks in advance so that you're not caught in panic mode or in defensive mode when it's not even necessary to be that way. Right? If you've set up those mechanisms in advance, you're going to probably come out ahead because you will have already created a framework that's going to prioritize the human response. Emily Miner: Absolutely. Absolutely. Because what's the next COVID? What's the next unexpected thing? To already have that framework in place is going to be so helpful. Jen Uner: That's why we say rules are good, values are better. Emily Miner: Exactly. Jen Uner: Goes back to that. Emily, thank you so much for joining me on the Principled Podcast today. It's our final episode of season seven, as we take a summer break and we'll resume with season eight in September. In the interim, we'll share encores of our favorite episodes from this season. To close out. My name is Jen Uner, and I want to thank you all for listening to the Principled Podcast by LRN. Outro: We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. If you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen, and don't forget to leave us a review.

What you'll learn in this podcast episode It's generally accepted that effective E&C programs are based on values as well as rules. But applying those values to real-life situations can be difficult. This has been particularly true during the pandemic, as organizations make hard decisions in many instances and chief ethics and compliance officers play a key role in guiding those efforts. How can values help CECOs sustain ethical performance—and even excel—in the face of such change and adversity? In this episode of LRN's Principled Podcast, host Susan Divers talks with Scott Sullivan, Chief Integrity & Compliance Officer at Newmont Corporation, and Joe Henry, who just retired as US Compliance Officer at Braskem. Listen in as they discuss the difficult choices they faced in providing moral leadership in their organizations—how those choices were made, by whom, and what the examples say about the role of the CECO.   Principled Podcast Show Notes [1:58] - Scott's role as the CECO at Newmont Corporation, the challenges faced and how he applies his values. [4:50] - Ethics and compliance at the heart of Newmont's decision making during the pandemic. [6:10] - Joe's role at Braskin and the challenges he faced. [11:20] - The role of Joe's values in influencing colleagues to change the decisions they made. [13:35] - The lessons learned from these tough experiences in the company. [16:12] - How both company's ethical cultures emerged after the pandemic.  [19:50] - Other circumstances which strengthened the respective ethics and compliance cultures. [27:25] - The most important areas of focus for an ethics leader in resolving difficult questions. Featured Guest: Joe Henry Joe Henry was the US Compliance Officer for Braskem, a multi-national Chemicals and Plastics company headquartered in Sao Paulo, Brazil.  He led the Ethics, Compliance and Risk Management efforts for Braskem's US operations including commercial, manufacturing, logistics, management and Innovation and Technology (R&D) functions.  Prior to joining Braskem in January 2017, Joe was a Compliance Director at GSK, a global pharmaceutical company, and worked in various ethics and compliance roles since 2003.  Investigations oversight, Compliance Operations, Methodology development, process assessment and improvement, policy and procedure management and managing government oversight programs were some of the responsibilities he successfully fulfilled while at GSK.  Prior to his GSK Compliance roles, Joe worked at SmithKline Beecham as an Information Technology Project Director and with IBM Sales, Technical Support and Product Development.  Joe earned a B.S. in Chemical Engineering from Carnegie-Mellon University and an MBA from Saint Joseph's University.  He also earned his certification as a Leading Professional in Ethics and Compliance from the Ethics and Compliance Initiative (ECI).  Joe and his wife reside in Lewes, Delaware and he retiredg at the end of March 2022 to pursue personal interests, travel and enjoy more time with his 3 grown children and two grandchildren.  Joe continues to provide advisory and investigation services on an as-needed basis to Braskem's US Compliance department.   Featured Guest: Scott E. Sullivan Scott E. Sullivan is the Chief Integrity & Compliance Officer of Newmont Corporation, the world's leading gold company. Newmont has approximately 15,000 employees and 15,000 contractors and has 12 operating mines and 2 non-operated JVs in 9 countries. Mr. Sullivan oversees, develops, implements and manages Newmont's integrity and compliance program including ethics, anti-bribery, corporate investigations, and global trade compliance. Previously, Mr. Sullivan was the Chief Ethics & Compliance Officer of a global manufacturer of fluid motion and control products with approximately 17,000 employees operating in 55 countries. Mr. Sullivan has written and contributed numerous articles on compliance programs, anti-bribery/FCPA, export controls, economic sanctions and other ethics and compliance topics to a variety of publications. Mr. Sullivan is also a frequent local, national and international speaker, moderator and conference organizer on compliance, anti-bribery/FCPA, export controls and economic sanctions.   Featured Host: Susan Divers Susan Divers is a senior advisor with LRN Corporation. In that capacity, Ms. Divers brings her 30+ years' accomplishments and experience in the ethics and compliance area to LRN partners and colleagues. This expertise includes building state-of-the-art compliance programs infused with values, designing user-friendly means of engaging and informing employees, fostering an embedded culture of compliance and substantial subject matter expertise in anti-corruption, export controls, sanctions, and other key areas of compliance. Prior to joining LRN, Mrs. Divers served as AECOM's Assistant General for Global Ethics & Compliance and Chief Ethics & Compliance Officer. Under her leadership, AECOM's ethics and compliance program garnered six external awards in recognition of its effectiveness and Mrs. Divers' thought leadership in the ethics field. In 2011, Mrs. Divers received the AECOM CEO Award of Excellence, which recognized her work in advancing the company's ethics and compliance program. Mrs. Divers' background includes more than thirty years' experience practicing law in these areas. Before joining AECOM, she worked at SAIC and Lockheed Martin in the international compliance area. Prior to that, she was a partner with the DC office of Sonnenschein, Nath & Rosenthal. She also spent four years in London and is qualified as a Solicitor to the High Court of England and Wales, practicing in the international arena with the law firms of Theodore Goddard & Co. and Herbert Smith & Co. She also served as an attorney in the Office of the Legal Advisor at the Department of State and was a member of the U.S. delegation to the UN working on the first anti-corruption multilateral treaty initiative. Mrs. Divers is a member of the DC Bar and a graduate of Trinity College, Washington D.C. and of the National Law Center of George Washington University. In 2011, 2012, 2013 and 2014 Ethisphere Magazine listed her as one the “Attorneys Who Matter” in the ethics & compliance area. She is a member of the Advisory Boards of the Rutgers University Center for Ethical Behavior and served as a member of the Board of Directors for the Institute for Practical Training from 2005-2008. She resides in Northern Virginia and is a frequent speaker, writer and commentator on ethics and compliance topics. Mrs. Divers' most recent publication is “Balancing Best Practices and Reality in Compliance,” published by Compliance Week in February 2015. In her spare time, she mentors veteran and university students and enjoys outdoor activities.     Principled Podcast Transcription Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. Susan Divers: Hello, it's generally accepted nowadays that ethics and compliance programs that are effective are based on values as well as rules, but applying those values to real life situations can be difficult. This was particularly true during the pandemic when organizations had to make hard decisions in many instances in unprecedented circumstances, and ethics and compliance officers frequently played a key role in guiding those efforts. How can values actually help ethics and compliance officers sustain ethical performance and even excel in the face of change and adversity?   Well, hello and welcome to another episode of LRN's Principled Podcast. I'm your host, Susan Divers, director of thought leadership and best practices with LRN's advisory group. Today, I'm joined by two thoughtful ethics and compliance professionals, Scott Sullivan, the chief ethics and integrity officer at Newmont Corporation, and Joe Henry, who just retired as the US compliance officer at Braskem. We're going to be talking about the difficult choices they face in providing moral leadership in their organizations, how those choices were made, by whom and what the examples say about the role of the chief ethics and compliance officer. Scott, I'm going to start with you. Can you talk about your role as the CECO at Newmont and some of the hard choices you've faced and how you applied your values? Scott Sullivan: Sure. And thank you, Susan. It's exciting to be part of this podcast and it's a subject I'm very passionate about. So while Joe will be tackling some specific examples, I thought it might be more beneficial to start with a bit on process and approach. So when your values are tested in trying times, this is when the rubber meets the road. So the least common denominator approach, or what is accepted, what is condoned, often becomes your culture. It's not the pronouncements and the platitudes, but rather what you do on the ground or in crunch time. So during COVID, which by the way is not yet over or gone, we faced numerous challenges like everyone else, our values of safety, responsibility and integrity were at the forefront of what we did and said every day. As our strategy rolled out, we had to consider the full spectrum of stakeholders from vulnerable indigenous communities in which we operate to suppliers who were dependent on us to our employees.    In some cases in the early days of COVID, we even went into what's known as care and maintenance mode, which is basically shutting down except for essential services to protect the health and wellbeing of a variety of our stakeholders. We also deployed over 20 million in a COVID fund to assist communities around our minds with COVID type issues and challenges. We were active partners in the COVID struggles. We protected our employees with PPE, with vaccines, with health checks, et cetera, all this being said there were numerous and oftentimes competing opinions on what to do, being strong proponents of our values, and always circling back to them as a gut check when we made decisions, some of them which might have turned out to be controversial, was an excellent moral compass. It made us focus on not just what the short term, but what the long term was and what the consequences could be, both the good and the bad. It was our collective corporate decision that we had to make.          As a compliance team. Part of our job was trying to read the tea leaves and anticipating what was coming. Fortunately at Newmont, we have a fantastic executive leadership team who gave us the space to support them and the organization this endeavor. We invited in diverse perspectives, we had spirited debates and we pressure tested key decisions that mattered most. I'm proud of the approach that we took as an organization whereby no means perfect, but I think it has served us quite well. Susan Divers: Scott, before I turn to Joe, one of the things that strikes me about what you just said is it sounds like ethics and compliance was really at the heart of decision making in these difficult areas that you mentioned. Am I reading that right? And if so, how did you achieve that? Scott Sullivan: Yeah, I think, health and safety for sure was I think the heartbeat, if you will. Perhaps we were the supporting role, but really as COVID evolved over times, the issues got more complicated as they went. So you had initial true health and safety issues, in some cases life and death that you had to do, but then you had a whole series of decisions around employment, around vaccinations, around care and maintenance. And what do you do with communities, where the donations go? How do you ensure that you're not supporting corruption when you're doing the good deed of making donations? So I think as COVID evolved and as the challenges around COVID evolved, we became more integral and more integrated to those decisions over time. Susan Divers: Well, and that's really a good example of how it's meant to work. Yeah, the ethics and compliance department isn't defective if it's often a corner, but it is effective if it's right at the heart of difficult choices, and that's a perfect segue to Joe. Joe, do you mind outlining your role at Braskem and then talking about some of the actual challenges you faced in your role in those? Joe Henry: Certainly. Thank you, Susan. Thank you for the invitation to join you all today. Let me start off by saying that Braskem leadership team is a caring and forward looking group and primarily based in the US headquarters in Philadelphia. And that information will be important in a minute or two. Early in the pandemic two of our sites operated for 28 days via a live-in where our workers stayed on site, quarantined from family and other outsiders to operate our plants in Pennsylvania and West Virginia. These plants produce polypropylene, which is a key material for personal protection equipment, such as surgical gowns, face, shields, gloves, and masks. So our workers were willing to do that. And our Braskem leaders provided all the essentials for this live-in. And our team members were paid for every hour on site. So Braskem tries to do the right thing. And during that time, all other team members were directed to work remotely during the pandemic. Eventually after our operations were deemed essential to US business interest, all of our plants reopened with strict masking and quarantine requirements, including restrictions in travel. One of our first policy decisions developed in Philadelphia was to require workers to quarantine for 14 days after travel if they had traveled from their home county. Works for Philadelphia were pretty close around in the urban area. The policy, and it worked for salary team members who could work from home, but not for hourly workers who worked on site and who would not be paid for the time they must quarantine. So at our Texas sites, this policy was problematic in that it would not be unusual for a worker employee to travel to the next county to care or check in on a family member. Therefore, compliance was asked to intervene. And as a result of that, our intervention, we extended the travel range and only had the policy applied to travel outside usual circumstances. The other one is more around vaccines. So one other example as vaccines became available, again, I remember they were under emergency authorization. There became a drive by Braskem management to encourage team members to be vaccinated and to push required team members to be vaccinated or else be terminated. The impetus for this requirement was that several people at manufacturing sites were complaining about being vaccinated and still having to wear a mask because others were not vaccinated. We discussed the proposed requirement at the leadership team meeting, which US compliance is a part. And then there was actually a discussion in our industrial team where we're not a part and they mandated this vaccination or termination requirement by a majority vote, not a consensus vote. I received a call from one of the dissenters. He was concerned that many of his employees would resign or be terminated because they did not trust the vaccine yet. His plant would be greatly affected. I brought this to the attention to the US leadership team that the vaccines were not yet fully approved and that no matter how administratively burdensome the CDC's recommendation was vaccination or regular testing. So I informed the group, I thought our requirement was overly restrictive. It infringed upon employees' rights, and I would not approve any of these terminations, in the US, the US compliance officer approves all terminations. So I had some leverage there. So what happened is we implemented weekly testing for team members who were not vaccinated. And that seemed to resolve the situation. By the way, it was helpful that I was fully vaccinated and boosted and it was clear, my personal beliefs were not a factor. Susan Divers: Wow. That's a very striking example, Joe, there's a couple of things I'd like to pursue a bit. One is, it's clear that people brought you into these decisions that they turned to you as a resource, it sounds like certainly in the case of be vaccinated or terminated before the vaccines were fully approved, but also it sounds like you were asked to intervene on the travel restriction. Is that correct? Joe Henry: Yes. Susan Divers: And was that at a senior, if I can ask, or other level? Joe Henry: I would say the vaccination or termination decision was a senior management at one of our industrial sites had the concern. And then the travel policy was probably, as I recall from one of the HR leaders at the site saying, Hey, we have some employees that are in unique situation here, or maybe not so unique, but different than what we would have from an urban center versus someone working in a more rural area. Susan Divers: Well, that's another good example of how a compliance and ethics and compliance program should work. It should be a resource and be welcomed into decision making, particularly on very difficult and tricky issues like the two that you just described. Can you talk about the role of your values in convincing your colleagues and your leadership to change or moderate the decisions that they made? Joe Henry: Absolutely. That was probably the driving force is our code of conduct, we don't dictate to people how they must behave, especially outside of work. It's fortunate that US compliance and compliance department of Braskem is independent and we're objective. And we're very visible. So people know us and people are willing to approach us. Again, that's why I started off the leadership team, it had the best of intentions. They heard from one group that says, Hey, we're tired of wearing masks. We want to be productive. And they reacted to that without understanding the potential consequences and the potential issues they may have with our own code of conduct. And that we couldn't mandate someone put something that was not yet fully approved. And that actually went further than what the government was telling us we needed to do. Which isn't uncommon. Our policies and procedures are frequently tighter than what the law requires. But in this case, we had to recognize that people have freedom of association and freedom of choice about theirselves. Once we brought all the potential consequences and perspectives of all affected team members, I think we reached the right decision. Susan Divers: So was that a difficult process, would you say, was it time consuming, or once you played that role of honest broker, was it something that people widely accepted? Joe Henry: Yes. Yes. I would say, we did use a lot of influence in... Basically had the show them what the consequences are, why their actions might not be entirely appropriate. So it wasn't a matter of authority. It was a discussion and it was a lengthy discussion, but I think everyone was fairly open minded and recognized that it was going take some more work and maybe we were going to have to spend some more money, especially getting a company to do the testing for us on a weekly basis. But I think they quickly arrived that it was the right decision. Susan Divers: Well, that's a great example. And thank you for sharing that. I'm going to go back to Scott for a minute and then to you Joe and ask. So obviously these were pretty intense situations that you dealt with. What lessons did you learn from that experience given your role in the company? If you could discuss that a bit, that would, I think be very helpful. Scott Sullivan: Sure. Yeah. Building on my prior comments a bit, I would say there were a few learnings and perhaps a few aha moments that we recognize along the curve. I think one was, you need to think both long term and short term. So whether it's your employees or your stakeholders, you might have a decision today that is different than the consequences tomorrow. So really making sure you're not just stuck in the moment, but you're thinking about the long term of the consequences or actions that come out of your decisions today. Playing off one of Joe's comments about culture and values, modifying a Warren Buffet quote a little bit, "Values take a long time to build, but they can be destroyed in a heartbeat." And people watch, I think that's the one that organizations often forget when they're looking at their culture, it's that whatever you allow or condone becomes your actual culture. So I think it's really important to practice what you preach and stay true to those values or before you know it, or right under your nose, you lose them. And that's true, perhaps even more so in the darkest days. So, how you're treating your employees and what people did with respect to terminations, or extending compensation during COVID, all eyes were on that. And I think that has longterm consequences for employees is they think, well, how did my employer treat me during those dark days? Did they exit us from the organization? Did they treat us poorly? Was the mighty dollar, the only thing that mattered? And again, for us, we have a social license to operate in the locations we do. So you have to think about that holistically, the full ESG perspective and look at all your stakeholders. And I think a little bit about what we've been talking about as well is anticipating the pushback, where are those pressure points, or focal points that are likely to come up and figuring out, like we always say, you can't take a program off the shelf, but customizing or figuring out what works best for you? And then hopefully that leads to you and many more in your organization becoming both values, beacons and champions to help the organization propel forward. Susan Divers: So in other words, it really can become a tremendous positive as long as you stay true to your values. And you're actually strengthening your culture, not destroying it to go back to the Warren Buffet quote. And Joe, based on your experience, do you think that your ethical culture at Braskem emerged stronger as a result of the types of difficult choices that people made in those circumstances? And are there any other lessons learned from that, that you would want to highlight? Joe Henry: So I believe our culture has gotten stronger. The ethics and compliance group and officers know they need to stay ever vigilant to ensure that passions do not overtake the organization's foundational values. We live in an impatient society that is quick to react and does not always consider all perspectives and unintended consequences. So this experience gives us an opportunity to talk to the leadership team and say, Hey, let's take a breath here. Let's look at this. I think when you're more thoughtful about these decisions, I think the decision will be better, probably strengthen your culture versus weaken it, or undermine it. But I do know that my successor's still facing these challenges. Susan Divers: Yeah. Although you're building ethical muscle at the same time, I want to highlight what you said about stop, pause, think, or you said it a little differently, but our chairman of our board, Doug Sideman, has written extensively about the benefits of pausing. And we do live in a impatient world and one that moves at light speed, particularly with social media. And I think Scott, you would agree with this too, that stopping and getting everybody to slow down and look at all the potential ramifications and equities. Joe's example of employees in Pennsylvania versus employees in Texas, I think is a very telling one. And that, that is really, I think what's needed to deal with particularly moral leadership issues. Scott, does that make sense? And also if you could talk about whether your ethical culture came out stronger as a result of the pandemic, that would be helpful. Scott Sullivan: Yeah. I think you often see in some areas the short term view or this, in the impatient world, as I like the way Joe characterize it, you see the pitch forks and the torches coming out in any particular topic. And so part of our job is to say, let's pause, let's think this through, the unintended consequences, the longterm consequences, I think for sure our ethical culture has emerged stronger. It really gave us ample opportunities to do the right thing and to put theory into practice. So one of the things coming out of the tragedy of COVID is it really gave us an opportunity to show our values and do the right thing in those dark days. And I think that also that consistency of messaging and values, it's not one offer. There's one big case. I think that really builds trust with stakeholders and gives you an opportunity to show that you're a different kind of company. So even in the dark days with bad or troubling news, you're going to be transparent and that we stand true to our values and hold ourself accountable to those values. So that consistency of operational model, I think extends well beyond ethics into business and health and safety. When faced with a challenge, we're going to think about it, be very thoughtful in what we do and ultimately do the right thing for the entirety of the stakeholder community. Susan Divers: Yeah, that sounds like very sound holistic decision making. Joe let's let's switch gears a little bit. We've talked about the pandemic and the challenges and how both of you feel that your ethical culture got stronger as a result, and you both played pivotal roles in the ethics and compliance programs, played pivotal roles in helping your organizations navigate. Can you give some other examples outside of the pandemic of having to do that? Joe Henry: So I mentioned one of our values is the freedom of association. As a result of the summer of 2020, George Floyd death and all, we had some outsiders, some activists and DE&I consultants recommend some potential path forward for the company. One of those, including tracking managers' social media profiles, and other forms of public expression and see whether they should continue to be leaders in the company or not. For instance, should we sanction a manager for attending a pro-life rally, or another manager for posting their support for the police on their Facebook page? That type of monitoring is not aligned with our code of conduct. We declined that recommendation. Again, the passion was there. Hey, we got to weed these people out. Well, no, we have to make sure that when they're working for Braskem, they're aligned to Braskem's values and that they're not diminishing our name in the public.   And then most recently we've discussed how and when should compliance be involved in handling microaggressions. And we've agreed that microaggressions are supposed, should be handled between the two people in the first instance, maybe in a second or third occurrence, that it's handled, the person's called out publicly. And if it's repeated, then it's no longer a microaggression, it's an aggression. And then it comes to human resources or compliance. But those are some of the choices where, again, we relied on our code of conduct and relied on our proven policies and procedures regarding our ethics line to preserve the culture and continue to move the company forward and evolve the company. Susan Divers: Well, and that's another excellent example of pausing and looking at all the ramifications and carefully analyzing whether it is consistent with your code or not. Scott, do you have similar examples outside of the pandemic experience? Scott Sullivan: Yeah. So we've been on a journey of what I would probably call radical transparency in the ethics and compliance space, so where we're willing to show the good, the bad and the ugly to advance the health of our culture. It is a journey, so we're not perfect by any chance, but we're now more transparently and willing to share internal stories and struggles with our employees. I used to laugh all the time that most companies will say something happened to somebody, sometime, someplace with some result. And that leaves everybody, what the heck is that? What happened? And what are the expectations I know? So we've decided that we want to clarify expectations for employees. We want to at least establish the baseline for ethical behavior. And we want to ensure really that fraudsters or predators are held to account in the organization wherever and whenever we can. And also there's an evolving view about when something happens in our organization, what do we do to ensure that those individuals or groups of individuals are not just set free and allowed to go into the general community and repeat those damage?     How many times have we all learned in the compliance profession, individual moves from company A to B, to C to D. And when you do the investigation, there's a long track record that history being repeated at different organizations. So we have done cradle to grave exposes, including one with a public press release, where we actually lifted the hood and told the full story. So most times it's fairly detailed internally and the reception has been excellent. It's advanced our culture ball pretty dramatically. As I mentioned, that being said, it's really, we're still on the journey, but we feel that practicing what we preach and not allowing performance to excuse misconduct or cornerstones of our culture. So even when the outcome is internally painful and extremely disappointing, we've been trying to promote this. So it's not just you do it once, because you can't fake it. And if you do it once, you see big scandals in organizations and periodically it's a big splash in the paper. And we've had similar things where you've had a case that we did our first radical transparency case. And I think the organization, the employees were saying, okay, is this a new way that we're going to operate, or is this the company's hand was forced and they felt they had to do it, so they did it? And so I think that whole concept of you can't fake, it's got to be genuine, it's got to be demonstrable and it's got to be sustainable, is really important. And as an aside, I think most companies can get compliance correct, or they get it right. That's to say that it's the right side of the brain, it's the math science side. It's one plus one, plus one equals three. But when you get to integrity, you get to ethics and culture, that's the equivalent to me, the left side of the brain, it's the English history. It's a little bit more soft. It's touchy, feely. It's hard to measure, but I think it's far more impactful. And that is often where I see organizations fall down, because it's so hard to do. And it's so hard to say, what is it? And it feels like it's subjective, or judgemental, or it's just real hard to do. So I think companies that focus on getting the integrity or the culture piece right, are so far ahead of the curve and getting everything else right. And that's not just in the ethics and compliance space, because I think that could be a proxy for good governance. It could be something that is a springboard for doing other things in an extraordinary way or well above peer organizations. Susan Divers: That's so interesting that you framed it in those terms. Something we talk about a lot and we're not alone in that in this area is that you can't just look at your ethics compliance program as a checklist and say, I'm good to go because I've got policies, code, training, audit, it has to be living and breathing. And that's where the touchy feely comes in. And the research, interestingly, it shows that if you have organizational justice where you're holding people to the same standard, and I hear you both talking about that in what you've described today, then you have the lifeblood and a strong foundation for your ethics and compliance program and activities. But if you don't, if there's two standards of justice, or what I'm hearing today too, is if there's a rush to judgment where some people get trampled in that rush, then you don't really have a strong foundation for your program. Joe, would you agree with that as well? Joe Henry: Yes, I absolutely do. Yeah, it has to be thoughtful, fair. We haven't gone to the extent from a transparency as Scott Newman have us to naming particular people, but we do anonymize those situations and publish them or even present them as lessons learned. Susan Divers: Yeah. That's very powerful. Well, we're starting to run out of time, but two questions before we terminate, which is what are the most important areas of focus by an ethics leader in resolving difficult questions? You've both given great examples of how central ethics and compliance was to tough decisions. But if you're a relatively new ethics leader, what are some of the key things to really bear in mind when those tough issues come up? Scott, you want to lead us off on that? Scott Sullivan: Sure. So I think as we've both mentioned, and same with Susan, the tone at the top is really important. So getting your executive leadership on board, otherwise the likelihood of success drops pretty dramatically. And I think as we've also both said, relationships matter. So build them wherever and whenever you can. And I think it's always that rainy day fund, you build credit in the bank, you build street credit. So for the bad news bear moment you have to come in, I think that's really important. So they understand who you are. You're not just a cry wolf person, you're thoughtful, you're methodical. You do all the things the way the organization would expect. And I think, for all of us, unfortunately, and you can see the business partnering go too far. So I think not withstanding that you always have to remember that there will be times undoubtedly as a compliance officer, where you have to put your neck on the line and hopefully your organization does not have a kill the messenger culture, that's not a fun organization to be a part of. And I think value based decisions are toughest in downturn markets and during crises. So we've come out of a pandemic and now we're going into what seems to be a downturn market. So I think the key message there is really prepare in advance and look at your rainy day credits and figure out where you're going to have to put your stake in the ground and move forward. Susan Divers: So build up your relationships and your credit and your goodwill. Joe, something to add. Joe Henry: I do that. I wholeheartedly agree. I think that what Scott mentioned is the most important area, but another area of focus is the company's values, which usually describes in the organization's code of conduct and implemented through your policies and procedures. And I remind the executives and our team members, employees, the code of conduct and policies are approved by the board of directors after thorough and thoughtful review by the executives, by the stakeholders and by compliance. So they're not done instantaneously and there's a lot of thought, there's a lot of reason why we have them and they shouldn't just be dismissed quickly because the particular circumstance. These documents provide the desired ethical direction of the company and have been very useful in resolving difficult decisions in the past, especially with well-meaning, but passionate team members. Go back to the foundation and consider it maybe, maybe, maybe we do need to make a change to the code of conduct or a change to our values, but at least reference it and have that discussion before taking any severe action that may have unintended consequences. Susan Divers: That's a very good point. One of my colleagues describes the code of conduct as your culture written down, and using it as a focal point and a way to ensure that major decisions and discussions include values, I think helps make it a living and breathing document. Well, this has been such an insightful conversation. I wish we could continue it talking about tough choices, I think is really helpful for people at whatever stage they are in their ethics and compliance journey and profession. So I want to thank our listeners. My name is Susan Frank Divers, and we'll see you the next time on Principled Podcast. Thanks Scott. Thanks Joe. Joe Henry: Thank you. Scott Sullivan: Thank you all. Outro:   We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principle performance in global organizations by helping them foster winning ethical cultures, rooted in sustainable values. Please visit us at LRN.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.  

In this episode, FS Chiron Funds CIO Ryan Caldwell is joined by Chief U.S. Economist Lara Rhame, Head of Quantitative Research Brian Cho and their team to cover key warning signs of a late cycle and urge investors to remain dynamic in a bearish time. While markets are facing downward pressures, the team urges investors to recognize the speed at which the economy is moving, and the potential for the long term to differ greatly from the short term. Plus, Ryan taps on Peter Bianco, Head Trader, and Scott Sullivan, Head of Fundamental Research, to discuss how commodities and other real assets may fare in this uncertain time. Want to read more from the FS Chiron team? Download the full 3D report here. 

There is an art and science to the sales process that, given the proper time and energy, can be the difference between making or breaking a sale.   It's all about recognizing the talents of your team and embracing the “no”.   Hear our conversation with Scott Sullivan, Entrepreneur and Strategic Sales Consultant: Creating a roadmap for maximum sales success Embracing rejection as part of the process Using technology to advance the sales cycle   More information about Scott and today's topics: LinkedIn Profile: www.linkedin.com/in/scottsullivan7076315668/  Website: www.scottsullivan.biz    Catch every single episode of The Evolved Sales Leader by subscribing on Apple Podcasts, Spotify, our website, or your favorite podcast player. 

There is an art and science to the sales process that, given the proper time and energy, can be the difference between making or breaking a sale.  It's all about recognizing the talents of your team and embracing the “no”.  Hear our conversation with Scott Sullivan, Entrepreneur and Strategic Sales Consultant:Creating a roadmap for maximum sales successEmbracing rejection as part of the processUsing technology to advance the sales cycle  More information about Scott and today's topics:LinkedIn Profile: www.linkedin.com/in/scottsullivan7076315668/ Website: www.scottsullivan.biz   Catch every single episode of The Evolved Sales Leader by subscribing on Apple Podcasts, Spotify, our website, or your favorite podcast player. 

With Jeff Smith, Steve Strope and Cam Benty Presented by ARP Iconic hot rod builder Scott Sullivan stops by to share the history of Pro Street cars and determine who was the first to coin that term. Steve Strope and Scott discuss stance and how subtle design changes, like removing an inch from a front bumper can make a huge difference on hot rods. Visit www.arp-bolts.com for all of your engine fastener and hardware needs. Subscribe to Classic Truck Performance, All-Chevy Performance, and Modern Rodding magazines and the rest of In the Garage Media's content at www.inthegaragemedia.com. For more automotive videos and TV shows, visit Auto Revolution at www.autorevolution.tv Get the parts and gear seen on our videos www.amazon.com/shop/autorevolution Watch episodes on Amazon Prime and Tubi TV www.amazon.com/v/autorevolution

https://entrearchitect.com/wp-content/uploads/2021/12/SCOTTSULLIVANAIANCARB.jpg ()How to Partner with Developers to Thrive as an Architect Born in Orange, CA, Scott Sullivan began his education as a mathematician and engineer, and transitioned to architecture at the Southern California Institute for Architecture (M.Arch 1999). During his first year of graduate school, both he and Tima Bell partnered to design and build a straw bale house for an organic farmer in San Diego, CA. This project was the start of his lasting partnership with Tima Bell and his inspiration to continue to pursue a career of architecture, merging both art and science. In 2000, Scott began his professional career in Los Angeles exploring the relationship between design detailing and alternative building methods. He has worked as a Senior Designer at (FER) Architects, Marmol/Radziner and Crockett Architects. During this time, several of Scott's projects received accolades and awards for design excellence. The mathematics of his youth can still be found in his clean, unencumbered aesthetic, his attention to detail and his love for fluid, dynamic forms. Scott has a love for green building techniques and alternative materials. He values honesty and simplicity in architecture. His projects ranged from $20 million multi-family developments to 15,000 sf residences. As co-founding Principal of RA, Scott has collaborated on a wide-range of design projects including urban master planning, production studios, and hospitality projects. He strives to make multi-dimensional projects that work beyond their required level of programmatic or aesthetic requirements. Scott is a licensed architect in California. This week at EntreArchitect Podcast, How to Partner with Developers to Thrive as an Architect with Scott Sullivan.  Connect with Scott online at StudioofRelativity.com, or find him on https://www.instagram.com/relativityarchitects/ (Instagram), https://www.linkedin.com/company/relativity-architects (LinkedIn) and https://www.facebook.com/pages/Relativity-Architects/437766623002179 (Facebook). Please visit Our Platform Sponsors https://arcat.com (ARCAT) is the online resource delivering quality building material information, CAD details, BIM, Specs, and more… all for free. Visit ARCAT now and subscribe to http://arcat.com (ARCATECT Weekly and ARCATAlert). http://EntreArchitect.com/Freshbooks (Freshbooks) is the all in one bookkeeping software that can save your small architecture firm both time and money by simplifying the hard parts of running your own business. Try Freshbooks for 30 days for FREE at http://EntreArchitect.com/Freshbooks (EntreArchitect.com/Freshbooks). Visit our Platform Sponsors today and thank them for supporting YOU… The EntreArchitect Community of small firm architects. The post https://entrearchitect.com/podcast/entrearch/how-to-partner-with-developers-to-thrive-as-an-architect/ (EA436: Scott Sullivan – How to Partner with Developers to Thrive as an Architect) appeared first on https://entrearchitect.com (EntreArchitect // Small Firm Entrepreneur Architects).

Listen in as Scott Sullivan from the Georgia Baptist Mission Board, preaches on a call to genuine discipleship.

In this episode, Ryan Caldwell, CIO of Chiron funds, is joined by FS Investments Chief U.S. Economist Lara Rhame, Chiron Head of Trading Peter Bianco, and Chiron Portfolio Managers Brian Cho and Scott Sullivan. The group reflects on the markets and economy in Q1 and what these trends may mean for the rest of the year. To access the full transcript click here.

We discussed: the importance of depth in artwork what attracts him to a work of art how to create a cohesive collection Art has stored value angst driven art part of the depth of artwork comes with age and wisdom collecting art is like collecting wine art patronage Legacy planning building relationships with collectors   People + Places mentioned: Guy Coheleach - https://www.guycoheleachart.com John Audubon - https://www.audubon.org/birds-of-america Seagrove NC Penland School of Craft - https://penland.org Herb Jackson - https://www.herbjackson.com Anne Brennan - https://wisefoolpod.com/museum-director-anne-brennan-cameron-art-museum-wilmington-nc-usa/ John Beerman - https://www.johnbeerman.com Richard Fennell - https://www.richardfennellart.com City Art Gallery - http://www.cityartgreenville.com Tuttle May - https://nancytuttlemay.com Art Cellar Gallery - https://www.artcellargallery.com Dominus Estate Winery - http://www.dominusestate.com Jack Bruce - http://www.jackbruce.com Buddy Miles - https://en.wikipedia.org/wiki/Buddy_Miles Billy Cox - https://www.experiencehendrixtour.com/artists.php?id=0001 Bruce Cameron album 'Midnight Daydream' - https://www.discogs.com/Bruce-Cameron-Midnight-Daydream/release/3224228 Cameron Art Museum - https://cameronartmuseum.org Mutual Art - MutualArt.com Artnet - https://www.artnet.com Findlay Gallery - https://www.findlaygalleries.com Jordan parah - http://www.parahdise.com/about-me.html Welborn E. Alexander, Jr - https://www.blowingrockmuseum.org/board-of-trustees Elliott Daingerfield - https://www.blowingrockgalleries.com/elliott-daingerfield   Hosted by Matthew Dols http://www.matthewdols.com

In this episode, Ryan Caldwell, CIO of Chiron funds, is joined by FS Investments Chief U.S. Economist Lara Rhame, FS Investments President Mike Kelly, Chiron Head of Trading Peter Bianco, and Chiron Portfolio Managers Brian Cho and Scott Sullivan. Ryan opens the show by explaining how '80s mockumentary Spinal Tap is the perfect metaphor for how interest rate policy is affecting all things portfolio construction, and the group gives their take on recent economic events and what they may mean.To access the full transcript click here.This information is educational in nature and does not constitute a financial promotion, investment advice or an inducement or incitement to participate in any product, offering or investment. FS Investments is not adopting, making a recommendation for or endorsing any investment strategy or particular security. All views, opinions and positions expressed herein are that of the author and do not necessarily reflect the views, opinions or positions of FS Investments. All opinions are subject to change without notice, and you should always obtain current information and perform due diligence before participating in any investment. FS Investments does not provide legal or tax advice and the information herein should not be considered legal or tax advice. Tax laws and regulations are complex and subject to change, which can materially impact any investment result. FS Investments cannot guarantee that the information herein is accurate, complete, or timely. FS Investments makes no warranties with regard to such information or results obtained by its use, and disclaims any liability arising out of your use of, or any tax position taken in reliance on, such information.Any projections, forecasts and estimates contained herein are based upon certain assumptions that the author considers reasonable. Projections are necessarily speculative in nature, and it can be expected that some or all of the assumptions underlying the projections will not materialize or will vary significantly from actual results. The inclusion of projections herein should not be regarded as a representation or guarantee regarding the reliability, accuracy or completeness of the information contained herein, and neither FS Investments nor the author are under any obligation to update or keep current such information.All investing is subject to risk, including the possible loss of the money you invest.