Podcasts about Shell Oil Company

Casey Gregersen is the Founder and CEO of Bighorn Capital Fund, a real estate investment firm based in Laramie, Wyoming. Prior to launching Bighorn, Casey spent over a decade at Shell Oil Company where he held technical, project management and leadership roles. In 2016, Casey transitioned to entrepreneurship, managing seven successful Pure Barre franchises across Texas and California where he gained invaluable expertise in business operations, cash flow management, and strategic growth. Connect with Casey: https://caseygregersen.com/ Highlights: 1:32 - Casey's Background 3:00 - Start as a Bar Franchise 9:50 - Managing Real Estate From Another State 13:03 - How to Grow Into Multi-Family 20:13 - Mitigating Risks In A Small Town 23:44 - Big Plans For The Future (Creative Transactions)   Quote: "What if I didn't have to be away from my family? What if I could be at home, marketing my own schedule?"   Recommended Resources: Accredited Investors, you're invited to Join the Cashflow Investor Club to learn how you can partner with Kevin Bupp on current and upcoming opportunities to create passive cash flow and build wealth. Join the Club! If you're a high net worth investor with capital to deploy in the next 12 months and you want to build passive income and wealth with a trusted partner, go to InvestWithKB.com for opportunities to invest in real estate projects alongside Kevin and his team.  Looking for the ultimate guide to passive investing? Grab a copy of my latest book, The Cash Flow Investor at KevinBupp.com.  Tap into a wealth of free information on Commercial Real Estate Investing by listening to past podcast episodes at KevinBupp.com/Podcast.

Welcome to Episode 28, Season 9 of A CEO's Virtual Mentor®  In this compelling episode of Leadership Lyceum: A CEO's Virtual Mentor, we are joined by Dan Bane, the retired CEO of Trader Joe's, to explore the remarkable journey of leading one of the most iconic brands in modern retail through a period of unprecedented growth. From 2001 to 2023, Trader Joe's expanded from 150 to 547 stores, maintaining its unique culture, customer-centric approach, and reputation for excellence. This conversation dives into the leadership strategies that guided this transformation, offering invaluable lessons for CEOs and board members navigating rapid growth.  The episode is divided into five insightful segments:  A Brief History of Trader Joe's: A look back at the company's origins under founder Joe Coulombe and its transition into a national retail powerhouse following its acquisition by Theo Albrecht.  Dan Bane's Leadership Journey: From his roots in accounting and retail to his role as CEO, Dan shares how his experiences shaped his approach to leadership and decision-making.  Managing Explosive Growth: Drawing on Steven Bragg's framework from his book Managing Explosive Corporate Growth, the discussion highlights how Dan balanced strategy, operational efficiency, and culture to navigate geographic expansion and product innovation.  Trader Joe's Seven Core Values: Dan reflects on the values he introduced as CEO, including integrity, a product-driven mindset, and a “wow” customer experience. These principles were pivotal in fostering accountability, innovation, and a scalable culture that remained true to Trader Joe's identity.  Lessons Learned: In the concluding segment, Dan shares parting insights on leadership, emphasizing the importance of talent development, customer connection, and a relentless focus on continuous improvement.  Program Guide A CEO's Virtual Mentor Episode 28 “Leading Explosive Growth” with Dan Bane, Retired President and CEO of Trader Joe's  0:00 Introduction to the program and to guest, Mr. Dan Bane, Retired President and CEO of Trader Joe's. 4:27 Part 1: A brief history of Trader Joe's 9:21 Break 1 9:36 Part 2: Dan Bane's experience leading to Trader Joe's 14:40 Break 2 15:02 Part 3: Becoming CEO and the Trader Joe's seven core values formation 22:05 Break 3 22:55 Part 4: Becoming CEO and the Trader Joe's seven core values formation 33:44 Break 4 43:57 Break 5 1:02:35 Break 6 1:03:02 Part 5: Managing explosive growth reprised, lessons learned, and parting thoughts 1:18:24 Closing comments  We would like to express our special thanks to the clients of Lyceum Leadership Consulting that enable us to bring you this podcast.  Informative and Helpful Links  Amazon.com: Managing Explosive Corporate Growth eBook : Bragg, Steven M.: Kindle Store         Your host Thomas B. Linquist is the Founder and Managing Director of Lyceum Leadership Consulting and Lyceum Leadership Productions. Over his 23 years in management and leadership consulting he has served a wide array of corporate clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 34-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders.  Join the Lyceum Circle of Leaders® a community of forward-thinking leaders dedicated to improving leadership through shared intelligence. Please spread the word among your fellow executives and board colleagues.  Program Disclaimer The only purpose of the podcast is to educate, inform and entertain. The information shared is based on the collection of experiences of each of the guests interviewed and should not be considered or substituted for professional advice. Guests who speak in this podcast express their own opinions, experience and conclusions, and neither The Leadership Lyceum LLC nor any company providing financial support endorses or opposes any particular content, recommendation or methodology discussed in this podcast.          This podcast Leadership Lyceum: A CEO's Virtual Mentor has been a production of The Leadership Lyceum LLC. Copyright 2025. All rights reserved.   

Oklahoma native John A. Brock was raised in Oklahoma City and graduated from Classen High School in 1948. In 1953 he graduated from the University of Oklahoma with a B.S. in Geological Engineering. He served in the U.S. Army Artillery in Korea from 1953 to 1955 when he began his career in the oil business with Shell Oil Company.John returned to Oklahoma in 1968 to become executive vice president and general manager of LVO Corporation in Tulsa, followed by president of Southport Exploration, chairman of Medallion Petroleum, Inc., and chairman of Brighton Energy, LLC.John endowed the Brock Chair of Energy Economics and Policy and the John A. Brock Endowed Chair in Engineering Leadership at the University of Oklahoma. He also established the Brock Chair for Education Leadership and the Brock Chair for Education Innovation at Oklahoma State University.Listen to John talk about the ups and downs of the Oil industry and the investments he made in our state on the podcast and the oral history website, VoicesOfOklahoma.com.

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Meet Kirk Beck, a dedicated educator with over 40 years of experience and a passion for teaching meaningful lessons.   Kirk's love for mathematics and children led him to leave his engineering career at Shell Oil Company to pursue a life of purpose and compassion.   A former editorialist for Gannett newspapers and U.S. Army Captain, Kirk is driven by his Christian faith, family values, and a quest for truth regarding America's Constitutional common law roots.   Kirk is renowned for his expertise in the "Power of Paper" and has successfully utilized affidavits to defend personal liberty from government encroachments.   He is the author of "Parenting the Passive Rebel" and is currently publishing his second book, "Officer Hanson, Compassion in Blue," which aims to inspire readers to embrace compassion and sacrifice in addressing potentially violent situations.   Tune in to learn from Kirk's extensive experience, expertise, and commitment to making a positive impact on society.   Learn More Here: https://affidavitsecrets.com/PodMatch   And this is a free gift from Kirk to you: https://affidavitsecrets.com/witnesses   Wanna be a guest? Send us an email here: witnessespodcast@gmail.com

In this episode of The Health Literacy 2.0 Podcast, Seth Serxner is joined by Marleece Estella, Chief Medical Officer at BP, to explore the complexities of workforce health literacy, the impact of the physical environment on employee well-being, and the critical role of civility and media consumption.Marleece Estella is the Chief Medical Officer at BP, leading a global team dedicated to the health, safety, and well-being of over 60,000 employees. With over 20 years of experience in clinical, strategic, and operational roles across industries like defense, agriculture, manufacturing, and energy, she is a recognized leader in health and productivity management. Marleece is committed to making health and well-being a strategic priority at BP, advising the C-suite on health-related risks, and developing initiatives that enhance employee performance and job satisfaction.Before joining BP, Marleece held senior positions at Lockheed Martin, John Deere, and Shell Oil Company, where she managed large-scale health programs. A sought-after speaker on topics such as stress management and work-life balance, she holds an MD from the University of Rochester and a Master of Healthcare Management from Harvard T.H. Chan School of Public Health.In a wide-ranging conversation, Marleece and Seth discuss:☑️ The transition from traditional occupational health to a holistic approach.☑️ Strategies for maintaining employee health both inside and outside the workplace.☑️ Improvements in workplace ergonomics to reduce strain and injuries.☑️ Using the social-ecological model to understand health influences.☑️ How leadership roles impact organizational health and mental wellness.☑️ Collaborating to design health-promoting workplace environments.☑️ The importance of civility in maintaining a healthy and productive work environment.☑️ And much more.Learn About EdLogicsWant to see how EdLogics' gamified platform can boost health literacy, drive engagement in health and wellness programs, and help people live happier, healthier lives?Visit the EdLogics website.Links:bp: www.bp.comLinkedIn: www.linkedin.com/in/marleece-estella-99963060

Kirk Beck understanding of the “Power of Paper” has led to the usage of affidavits in many areas. ---   UPGRADE YOUR BRAIN UNLEASH AND USE YOUR UNIQUENESS   https://braingym.fitness/   ------------   Speaking Podcast Social Media / Coaching My Other Podcasts ⁠https://bio.link/podcaster⁠ ------------------ About my Guest: Kirk Beck is an educator for over 40 years and has dreamed of the day when he can “teach things that really matter.” His love for kids and mathematics led him to leave his work as an engineer with Shell Oil Company to devote his life to reaching kids with compassion and truth. Kirk has been an editorialist for a Gannett newspaper and served in the U.S. Army attaining the rank of Capt. Known by many as “the real Capt. Kirk”, he has dedicated his life to his Christian faith, his family and the search for the truth regarding America's Constitutional common law roots. His understanding of the “Power of Paper” has led to the usage of affidavits in many areas. Frederic Bastiat wrote in “The Law” that if the law can be kept to its proper boundaries, it makes no difference who is elected. It is the affidavit process that has led to his numerous successes in defending his own personal liberty from government encroachments. He is the author of “Parenting the Passive Rebel” and is in the process of publishing his second book: “Officer Hanson, Compassion in Blue.” It is this book that Kirk attempts to entertain, educate and elevate the souls of the readers to make the commitment of sacrifice for a more compassionate method for handling potentially violent situations. What we Discussed:   - Who is Kirk Beck ( Start to 1:45mins) - How did he get into the Affidavit Process ( 2 mins to 4:30 ) - Why he used the Small Claims Court (4:45min ) - The Critical Issue is Jurisdiction ( 7 mins) - The Trickery with Legal Words ( 9 mins) - The Importance for Pre Trial Motion (10 mins) - Taking Best Buy to Court (11:15 mins) - The Affidavit Spells out their Responsibility to Answer (13:45mins 15:05 mins) - How there was a bench warrent for him (15 mins) - My own Irish Affidavit (18 minsto 20:35) - Explaining Common Law to a Police Officer ( 22 mins) - Planning on Sending all in Judges in the County an Affidavit (24 mins) - Must you Notarise the Affidavit (25:30 mins) - The first Step is Notification ( 28 mins) - De Registering Your Car (33:40mins) - Why are you Calling me this Strawman (35:30 mins) - The Rules of Common Law ( 37 mins) - What is the Purpose of Government (41 mins) - A template for the Affivit Process (45 mins) - When trying to Stop Chemitrails who do we go after (49:45 mins) - How we make the World a Better Place (53 mins)   and more   How to Contact Kirk:   https://AffidavitSecrets.com/awakenings  Book Recommended ------------------------------ More about the Awakening Podcast: All Episodes can be found at www.awakeningpodcast.org   All Social Media + Donations link https://bio.link/podcaster   Our Facebook Group can be found at https://www.facebook.com/royawakening

Peter Stangel, the U.S. Endowment for Forestry and Communities Chief Operating Officer, joins Sybil and explains how to distribute funds in the right places and how donors can strategically use their dollars to leverage public funds and maximize impact. Episode Highlights:Successfully leverage private and public funds for the causes that we care aboutNavigate the federal grant bureaucracies for maximum impactPeter Stangel Bio:Peter Stangel of Aiken, SC, joined the US Endowment in April 2010. An ecologist by training, Peter received a B.S. in Biology from Furman University and a Ph.D. from the University of Georgia. Previously, he was with National Fish and Wildlife Foundation, most recently as Director of Science and Evaluation. With the Foundation, he also served as Eastern and Southeastern Regional Director and Neotropical Migratory Bird Initiative Director. Peter has extensive experience building corporate conservation partnerships and has worked with Walmart, Shell Oil Company, ConocoPhillips, and Southern Company, among others. He has more than 20 publications in the technical literature and nearly 200 in the popular magazines.Links:U.S. Endowment for Forestry and Communities: https://www.usendowment.org If you enjoyed this episode, listen to these as well:https://podcasts.apple.com/us/podcast/168-effective-funding-strategies-that-work-with-tony/id1556900518?i=1000646850710https://podcasts.apple.com/us/podcast/126-sybil-speaks-leveraging-public-dollars/id1556900518?i=1000611281600https://podcasts.apple.com/us/podcast/99-partnering-with-government-to-leverage-your-private/id1556900518?i=1000582885400Crack the Code: Sybil's Successful Guide to PhilanthropyBecome even better at what you do as Sybil teaches you the strategies and tools you'll need to avoid mistakes and make a career out of philanthropy.Sybil offers resources including free mini-course videos, templates, checklists, and words of advice summarized in easy to review pdfs. https://www.doyourgood.com/funders Check out Sybil's website with all the latest opportunities to learn from Sybil at https://www.doyourgood.comConnect with Do Your Goodhttps://www.facebook.com/doyourgoodhttps://www.instagram.com/doyourgoodWould you like to talk with Sybil directly?Send in your inquiries through her website https://www.doyourgood.com/ or you can email her directly at sybil@doyourgood.com.

Clifford MahootyZuni Pueblo Indian ElderMahooty was a Zuni Pueblo Indian elder, and member of the tribal orders of the Kachina Priest hood, Galaxy medicine society, Sun Clan, and wisdom keeper of the Zuni history and spiritual practices. Mahooty is a retired Civil/Environmental Engineer (BSCE-NMSU-1969). He worked for Shell Oil Company and various US government programs for housing under USHUD, DOI-BIA planning design and construction of Indian reservation infrastructures and school projects. Mahooty served in the US Public Health Service, as a commissioned officer, to provide services to American Indian communities. He served in Oklahoma and Arizona in water, wastewater, and solid waste systems. Mahooty served as the National Environmental Justice Coordinator, in the DOI-BIA for the 561 federally recognized Indian tribes. He coordinated with various agencies of federal, state and tribal governments to enforce laws and regulations to protect sacred sites, and lands against desecrations, pollution of natural resources, illegal taking of artifacts, burials, and sacred objects. He represented the Indian tribe's environmental assessments and impact statements. Mahooty was instrumental in the contracting of federally funded programs, where Indian Nations can administer projects including: planning, design, construction of facilities and infrastructure, schools, hospitals, law and order, housing. The law is known as PL-93-638. The Indian Self-Determination and Education Act of 1974. SOVEREIGNTY RIGHTS NOWBecome a supporter of this podcast: https://www.spreaker.com/podcast/earth-ancients--2790919/support.

Today I'm excited to have a conversation with Alicia Butler Pierre, an operational management consultant, CEO of Equilibria, and author. Alicia shares her journey from being a process engineer to an entrepreneur offering business infrastructure solutions. We are also going to talk about the need every entrepreneur has for business infrastructure and its importance in smooth operations and scaling up, both for home-based businesses and larger companies. Alicia is going to share the significance of a system to link the people, processes, and technologies in business to create a solid foundation, and she will recommend some digital tools and simple methods to start documenting business processes to create and improve business infrastructure. Topics Covered: 15:43 Discussing Business Infrastructure 20:50 Understanding the Need for Business Infrastructure 26:55 Key Questions for Business Infrastructure 32:14 The Challenge of Scaling a Business 32:40 The Importance of Systemizing Business Operations 33:07 Breaking Down the Business Framework 33:46 Understanding the Role of Each Department in Your Business 34:15 The Power of Delegation in Business Growth 34:55 Organizing Your Company's Digital Records 35:37 The Role of Physical Workspace in Business Productivity 36:55 The Benefits of Business Infrastructure I hope you learned some valuable things in this episode.  I truly believe you have Greatness inside you.  I know you can Learn, Grow and Accomplish anything you put your mind toward.  I appreciate you listening today.  See you tomorrow. George Wright III FREE Daily Mastermind Resources: CONNECT with George & Access Tons of Resources Get access to Proven Strategies and Time-Test Principles for Success. Plus, download and access tons of FREE resources and online events by joining our Exclusive Community of Entrepreneurs, Business Owners, and High Achievers like YOU. Join FREE at www.JoinTheEvolution.com   About George Wright III: George Wright is a Proven, Successful Entrepreneur- and he knows how to inspire entrepreneurs, companies, and individuals to achieve Massive Results. With more than 20 years of Executive Management experience and 25 years of Direct Marketing and Sales experience, George is responsible for starting and building several successful multimillion-dollar companies. He started at a very young age to network and build his experience and knowledge of what it takes to become a driven and well-known entrepreneur. George built a multi-million-dollar seminar business, promoting some of the biggest stars and brands in the world. He has accelerated the success and cash flow in each of his ventures through his network of resources and results driven strategies. George is now dedicated to teaching and sharing his Prosperity Principles and Strategies to every Driven and Passionate Entrepreneur he meets. His mission is to Empower Entrepreneurs Globally to create Massive Change and LIVE their Ultimate Destiny.   About Alicia Butler Pierre Alicia Butler Pierre's career in operations began over 20 years ago as a chemical engineer in several chemical plants and oil refineries in her native Louisiana. It's here where she first started applying principles of process engineering. Alicia is the founder and CEO of Equilibria, Inc., where she formulated the Kasennu methodology for her clients. She has since successfully applied this methodology in over 30 different industries and counting. Equilibria boasts the world's largest and most comprehensive repository on business infrastructure for small businesses. She has a B.S. in Chemical Engineering from Louisiana State University and an MBA from Tulane University. She is also a certified Lean Six Sigma Black Belt and has authored over 200 articles, case studies, videos and white papers in the areas of business infrastructure, process improvement and operational excellence. Combined, her content has received over a quarter of a million views on SlideShare.net alone. Her ability to blend scientific, business and mathematical methodologies to solve complex operational problems enables her to bring a unique, tactical and realistic perspective to her clients, who have also included larger enterprises like The Coca-Cola Company, Lowe's and Shell Oil Company. Alicia loves traveling internationally and studying ancient civilizations. She lives in Georgia with her husband. Committed to doing the right things the right way, her mantra is "to leave it better than you found it."   Guest Resources: Personal Website:  AliciaButlerPierr.com Free Linkedin Newsletter:  The Smooth Operator Free Chapter from Book:  Behind the Façade: How to Structure Company Operations for Sustainable Success Tips & Strategies:  29 Processes Every Small Business Should Have  

Today I'm excited to have a conversation with Alicia Butler Pierre, an operational management consultant, CEO of Equilibria, and author. Alicia shares her journey from being a process engineer to an entrepreneur offering business infrastructure solutions. We are also going to talk about the need every entrepreneur has for business infrastructure and its importance in smooth operations and scaling up, both for home-based businesses and larger companies. Alicia is going to share the significance of a system to link the people, processes, and technologies in business to create a solid foundation, and she will recommend some digital tools and simple methods to start documenting business processes to create and improve business infrastructure. Topics Covered: 15:43 Discussing Business Infrastructure 20:50 Understanding the Need for Business Infrastructure 26:55 Key Questions for Business Infrastructure 32:14 The Challenge of Scaling a Business 32:40 The Importance of Systemizing Business Operations 33:07 Breaking Down the Business Framework 33:46 Understanding the Role of Each Department in Your Business 34:15 The Power of Delegation in Business Growth 34:55 Organizing Your Company's Digital Records 35:37 The Role of Physical Workspace in Business Productivity 36:55 The Benefits of Business Infrastructure I hope you learned some valuable things in this episode.  I truly believe you have Greatness inside you.  I know you can Learn, Grow and Accomplish anything you put your mind toward.  I appreciate you listening today.  See you tomorrow. George Wright III FREE Daily Mastermind Resources: CONNECT with George & Access Tons of Resources Get access to Proven Strategies and Time-Test Principles for Success. Plus, download and access tons of FREE resources and online events by joining our Exclusive Community of Entrepreneurs, Business Owners, and High Achievers like YOU. Join FREE at www.JoinTheEvolution.com   About George Wright III: George Wright is a Proven, Successful Entrepreneur- and he knows how to inspire entrepreneurs, companies, and individuals to achieve Massive Results. With more than 20 years of Executive Management experience and 25 years of Direct Marketing and Sales experience, George is responsible for starting and building several successful multimillion-dollar companies. He started at a very young age to network and build his experience and knowledge of what it takes to become a driven and well-known entrepreneur. George built a multi-million-dollar seminar business, promoting some of the biggest stars and brands in the world. He has accelerated the success and cash flow in each of his ventures through his network of resources and results driven strategies. George is now dedicated to teaching and sharing his Prosperity Principles and Strategies to every Driven and Passionate Entrepreneur he meets. His mission is to Empower Entrepreneurs Globally to create Massive Change and LIVE their Ultimate Destiny.   About Alicia Butler Pierre Alicia Butler Pierre's career in operations began over 20 years ago as a chemical engineer in several chemical plants and oil refineries in her native Louisiana. It's here where she first started applying principles of process engineering. Alicia is the founder and CEO of Equilibria, Inc., where she formulated the Kasennu methodology for her clients. She has since successfully applied this methodology in over 30 different industries and counting. Equilibria boasts the world's largest and most comprehensive repository on business infrastructure for small businesses. She has a B.S. in Chemical Engineering from Louisiana State University and an MBA from Tulane University. She is also a certified Lean Six Sigma Black Belt and has authored over 200 articles, case studies, videos and white papers in the areas of business infrastructure, process improvement and operational excellence. Combined, her content has received over a quarter of a million views on SlideShare.net alone. Her ability to blend scientific, business and mathematical methodologies to solve complex operational problems enables her to bring a unique, tactical and realistic perspective to her clients, who have also included larger enterprises like The Coca-Cola Company, Lowe's and Shell Oil Company. Alicia loves traveling internationally and studying ancient civilizations. She lives in Georgia with her husband. Committed to doing the right things the right way, her mantra is "to leave it better than you found it."   Guest Resources: Personal Website:  AliciaButlerPierr.com Free Linkedin Newsletter:  The Smooth Operator Free Chapter from Book:  Behind the Façade: How to Structure Company Operations for Sustainable Success Tips & Strategies:  29 Processes Every Small Business Should Have  

Alicia Butler Pierre's career in operations began 25 years ago as a chemical engineer in several chemical plants and oil refineries in her native Louisiana. Her passion is in designing processes that help people, places and things flow more efficiently. Alicia is the Founder and CEO of Equilibria, Inc., an 18-year-old operations management firm specializing in business infrastructure for fast-growing companies. Her company is currently the world's largest and most comprehensive repository on business infrastructure for small businesses.It is at Equilibria where she invented the KasennuTM system for business infrastructureand software by the same name. She has since successfully applied this system in over 30different industries and counting. Alicia has a B.S. in Chemical Engineering from LouisianaState University and an MBA from Tulane University.Her ability to blend scientific, business, and mathematical methodologies to solve complexoperational problems enables her to bring a unique, tactical, and realistic perspective toher clients, who have also included larger organizations like The Coca-Cola Company,Lowe's, The Library of Congress, and Shell Oil Company.She was appointed by the Indian-based Women Economic Forum as the USA Chair of the G100's Micro, Small, and Medium Enterprises sector. In 2023, the Process Excellence Network recognized her as a Top 50 Global Thought Leader in Operational Excellence. Alicia also holds a Lean Six Sigma Black Belt certification and has produced over 600 original articles, podcast episodes, case studies, videos, and white papers in the areas of business infrastructure, process improvement, and operational excellence. Combined, her content has over a million views across various online platforms. She teaches Lean Principles to students globally as an adjunct instructor at Purdue University.Alicia hosts the weekly Business Infrastructure: Curing Back Office Blues podcast – a showthat ranks in the top 2% in the world with listeners in 68 countries. She's also the authorof the two-time Amazon bestseller, Behind the Façade: How to Structure CompanyOperations for Sustainable Success. Her book debuted on Amazon as the #1 New Releasefor business books in the Production and Operations category. Committed to doing theright things the right way, Alicia's mantra is "to leave it better than you found it."https://www.eqbsystems.com/https://aliciabutlerpierre.com/https://www.facebook.com/AliciaButlerPierrehttps://twitter.com/alicia_b_pierrehttps://www.amazon.com/Alicia-Butler-Pierre/e/B07JJNF5X8?ref=sr_ntt_srch_lnk_1&qid=1578492380&sr=8-1https://www.youtube.com/user/EquilibriaInchttps://www.linkedin.com/in/aliciabutlerpierre/

Host Tim K. sits down in Bulverde, Texas with Lisa Jaster to discuss her path to becoming only the third female and first female reservist at 37 years old (the average age of a graduate is 23) to earn the coveted Ranger Tab. This was only after going on hiatus from a booming career at Shell Oil Company as an engineer. Jaster also discusses her time at West Point, multiple deployments overseas, an unexpected transition out, and her eventual choice to reenlist. www. deletetheadjective.com www.teamrwb.org

Alicia Butler Pierre is on a quest to revolutionize the way small businesses operate. She does that by speaking, coaching, writing, lecturing, and podcasting. She is the Founder & CEO of Equilibria, Inc. and the bestselling author of Behind the Façade, the world's first published book on business infrastructure. She's an adjunct instructor of Lean Principles at Purdue University and Operations Management at Nichols College. A chemical engineer turned entrepreneur, she's advised, designed, and optimized processes for organizations including Coca-Cola, Shell Oil, The Library of Congress, and The Home Depot. Alicia Butler Pierre's career in operations began over 20 years ago as a chemical engineer in several chemical plants and oil refineries in her native Louisiana. Her passion is in designing processes that help people, places and things flow more efficiently. Alicia is the Founder and CEO of Equilibria, Inc., a — 16-year-old operations management firm specializing in business infrastructure for fast-growing companies. Her company is currently the world's largest and most comprehensive repository on business infrastructure for small businesses. It is at Equilibria where she invented the KasennuTM framework for business infrastructure and software by the same name. She has since successfully applied this framework in over 30 different industries and counting. Alicia has a B.S. in Chemical Engineering from Louisiana State University and an MBA from Tulane University. Her ability to blend scientific, business, and mathematical methodologies to solve complex operational problems enables her to bring a unique, tactical, and realistic perspective to her clients, who have also included larger organizations like The Coca-Cola Company, Lowe's, The Library of Congress, and Shell Oil Company. Alicia is also a certified Lean Six Sigma Black Belt and has produced over 500 articles, podcast episodes, case studies, videos, and white papers in the areas of business infrastructure, process improvement, and operational excellence. Combined, her content has over a million views across various online platforms. Alicia hosts the weekly Business Infrastructure: Curing Back Office Blues podcast. Her show was only one of six initially hand-selected in the world by HubSpot to become a part of its new podcast network in 2021. She's also the author of the 2x Amazon bestseller, Behind the Façade: How to Structure Company Operations for Sustainable Success. Her book debuted in Oct. 2018 on Amazon as the #1 New Release for business books in the Production and Operations category. Committed to doing the right things the right way, Alicia's mantra is "to leave it better than you found it." Alicia's website Alicia's LinkedIn

How can we successfully leverage public funds as private donors? Peter Stangel joins Sybil and explains how to distribute funds in the right places, and how donors can strategically use their dollars to strategically leverage public funds and maximize impact. Episode Highlights:How can we successfully leverage private and public funds for the causes that we care aboutPeter's personal journey to ultimately become Chief Operating Officer of the U.S. Endowment for Forestry and CommunitiesHow to navigate the federal grant bureaucracies for maximum impactPeter Stangel Bio:Peter Stangel of Aiken, SC joined the US Endowment in April of 2010. An ecologist by training, Peter received a B.S. in Biology from Furman University and a Ph.D. from the University of Georgia. Previously he was with National Fish and Wildlife Foundation, most recently as Director of Science and Evaluation. With the Foundation he also served as Eastern and Southeastern Regional Director, and Neotropical Migratory Bird Initiative Director. Peter has extensive experience building corporate conservation partnerships, and has worked with Walmart, Shell Oil Company, ConocoPhillips, and Southern Company, among others. He has more than 20 publications in the technical literature and nearly 200 in the popular magazines.Links:U.S. Endowment for Forestry and Communities: https://www.usendowment.orgIf you enjoyed this episode, listen to these as well:· https://www.doyourgood.com/blog/leveraging-public-dollars· https://www.doyourgood.com/blog/99-Meta-Loftsgaarden· https://www.doyourgood.com/blog/57-michael-chatmanCrack the Code: Sybil's Successful Guide to PhilanthropyBecome even better at what you do as Sybil teaches you the strategies as well as the tools, you'll need to avoid mistakes and make a career out of philanthropy through my new course, Crack the Code!In this new course, you'll gain access to beautifully animated and filmed engaging videos, and many more! Link for the wait list for the Philanthropy Accelerator https://www.doyourgood.com/Philanthropy-Accelerator-Mastermind-WaitlistLink to the nonprofit email sign-up to connect https://www.doyourgood.com/ticket-to-fundraisingCheck out her website with all the latest opportunities to learn from Sybil at www.doyourgood.com. Connect with Do Your Goodhttps://www.facebook.com/doyourgoodhttps://www.instagram.com/doyourgoodWould you like to talk with Sybil directly?Send in your inquiries through her website https://www.doyourgood.com/ or you can email her directly at sybil@doyourgood.com!

Welcome to Episode 27, Season 7 of A CEO's Virtual Mentor® Are you a new board member serving on a regulated company board, but from a non regulatory background? This episode is directed especially to newer board members and executives in utility companies regulated at the state and even federal levels.   My guest in this episode is Dr. Mark Jamison. Dr. Jamison is Director and Gerald Gunter Professor, Public Utility Research Center at the Warrington College of Business at the University of Florida in Gainesville. PURC is an internationally recognized academic center dedicated to research and to providing training in utility regulation and strategy to support effective utility policy, regulation, management, and leadership. PURC helps government and industry officials develop efficient utility infrastructure to better meet the needs of their customers. PURC's view is educated executives, employees, and board members, organizations benefit from better decision making and thus a more promising future.  Our discussion today is merely a survey of the history, development, structure, and process of utility regulation with advice on a few best practices in regulatory affairs posture and approach. Lyceum sees fitting coverage of the vast subject of regulation as well beyond this brief podcast. This is an appetizer.  For the main course - and to help you navigate more thoroughly through the changing regulatory landscape - please contact our guest Dr. Mark Jamison at the Public Utility Research Center.  For more about PURC, its ever-expanding body of research and its training courses, conferences and other events see the PURC webpage thought the Warrington College of Business at the University of Florida. See important hyperlinks in the program's album notes.    Program Guide   A CEO's Virtual Mentor Episode 27: A Regulatory Primer for Board Members with Non Regulatory Backgrounds  0:00     Introduction to the program and to guest, Dr. Mark Jamison  3:50     Part 1: The history of regulation 15:25   Break 1  15:45   Part 2: The structure of the regulatory commission  21:49   Break 2  22:09   Part 3: How does the regulator set prices?  30:01   Break 3  30:44   Part 4: Regulatory risk and strategies for dealing with risk  52:27   Closing comments We would like to express our special thanks to the clients of Lyceum Leadership Consulting that enable us to bring you this podcast.  Thanks for listening.  We can't improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.    See you next time.  Informative and Helpful Links  ​PURC Webpage: https://warrington.ufl.edu/public-utility-research-center/   ​Links to Biographies of Guests: Mark A. Jamison ​Your host Thomas B. Linquist is the Founder and Managing Director of Lyceum Leadership Consulting and Lyceum Leadership Productions. Over his 18 years in management and leadership consulting he has served a wide array of corporate clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 32-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders. Program Disclaimer  The only purpose of the podcast is to educate, inform and entertain. The information shared is based on the collection of experiences of each of the guests interviewed and should not be considered or substituted for professional advice. Guests who speak in this podcast express their own opinions, experience and conclusions, and neither The Leadership Lyceum LLC nor any company providing financial support endorses or opposes any particular content, recommendation or methodology discussed in this podcast.  Follow Leadership Lyceum on:  Our website: www.LeadershipLyceum.com  LinkedIn: The Leadership Lyceum LLC  Email us: info@LeadershipLyceum.com  This podcast Leadership Lyceum: A CEO's Virtual Mentor has been a production of The Leadership Lyceum LLC. Copyright 2023. All rights reserved. 

Welcome to Episode 26, Season 7, of the Leadership Lyceum: A CEO's Virtual Mentor®. This episode coupled with the prior Episode 25 on Overcoming Homophily forms two episodes themed to span both Black History Month and Women's History Month. I'm joined in this program by four of five women who on May 1st, 2019, published together a collective autobiographical book titled The Energy Within Us. It is their stories across the arc of their lives from childhood environments and experiences that shaped them to, and through, their long careers in executive leadership roles in the energy industry. These women have a great deal in common. They're all dear friends. They're all accomplished executive leaders in the energy industry and their careers. They're all giving back by serving broader leadership roles in corporate and non-for-profit boardrooms and social service organizations. They all have unbounded generosity of spirit. And they all, as you will hear, exude the energy within themselves. The discursive style of our interview revealed a wealth of advice for current and future business leaders especially in the realm of diversity, equity, and inclusion. Topics covered include – role models, mentors and coaches, courage to challenge the status quo and hold leaders accountable, assumptions and misunderstandings, barriers to developing instrumental networks and receiving developmental feedback. Program Guide A CEO's Virtual Mentor Episode 26 The Energy Within Us A wide-ranging discussion about the upbringing and developmental experiences of four pioneering corporate leaders 0:00  Introduction to the program and to guests and authors Telisa Toliver, Carolyn Green, Joyce Hayes Giles, and Hilda Pinnix-Ragland. 2:54    Part 1: What motivated the authors to write their autobiographies? 15:04    Break 1 15:43    Part 2: Upbringing, Environment, and Foundational Experiences 15:49    Author Joyce Hayes Giles and segregated Mississippi 22:01    Background on Medgar Evers 24:00    Audio clip of speech of Medgar Evers 27:56    Audio clip of speech of Myrlie Evers Williams 31:35    Break 2 31:51    Author Hilda Pinnix-Ragland and the North Carolina farming community 36:49    Author Telisa Toliver and growing up in white communities in Oklahoma 43:08    Break 3 43:32    Part 3 Formative Decisions, Influencers, and Mentors 52:15    What is misunderstood about people? 56:02    Break 4 56:46    Part 4 Barriers to Professional Development: Forming Instrumental Networks and Critical Feedback and Coaching. 1:09:24    Break 5 1:09:42    Part 5: Conclusion and Closing Comments and Advice from the Authors 1:12:51    End of Program and Preview of Episode 27, a primer on the regulatory construct that regulated utilities operate within. We would like to express our special thanks to the clients of Lyceum Leadership Consulting that enable us to bring you this podcast.  Thanks for listening.  We can't improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  See you next time.   Informative and Helpful Links  Amazon Link to the book. The Energy Within Us  https://www.amazon.com/Energy-Within-Illuminating-Perspective-Trailblazers/dp/1945875615 Links to Biographies of Guests  Joyce Hayes Giles https://dpsfdn.org/about/board-and-staff/joyce-hayes-giles-2/  Carolyn Green https://www.ase.org/biography/carolyn-green Telisa Toliver  https://www.aabe.org/docs/pages/19/file/Toliver%20-%20Short%20Bio%202013.pdf Hilda Pinnix Ragland  https://www.aabe.org/docs/fck/file/Leadership%20Profile%20-%20Hilda%20Pinnix%20Ragland.DOC Your host Thomas B. Linquist is the Founder and Managing Director of Lyceum Leadership Consulting and Lyceum Leadership Productions. Over his 18 years in management and leadership consulting he has served a wide array of corporate clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 32-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders. Thanks for listening.  We can't improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  Please rate us and spread the word among your fellow executives and board colleagues. Program Disclaimer The only purpose of the podcast is to educate, inform and entertain. The information shared is based on the collection of experiences of each of the guests interviewed and should not be considered or substituted for professional advice. Guests who speak in this podcast express their own opinions, experience and conclusions, and neither The Leadership Lyceum LLC nor any company providing financial support endorses or opposes any particular content, recommendation or methodology discussed in this podcast.  Follow Leadership Lyceum on: Our website: www.LeadershipLyceum.com LinkedIn: The Leadership Lyceum LLC Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum Email us: info@LeadershipLyceum.com Thanks for listening.  We can't improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  Please rate us and spread the word among your fellow executives and board colleagues.   This podcast Leadership Lyceum: A CEO's Virtual Mentor has been a production of The Leadership Lyceum LLC. Copyright 2023. All rights reserved.

Each state is different in the way that certain aspects of royalty payments are handled. One of the more unique situations exists in Oklahoma with the concept of Blanchard Royalty Interests. Blanchard Interests refer to the way that royalty owners were to be paid by the various Working Interest owners in a well when each working interest owner entered into a separate gas sale contract for their proportionate share of gas produced and sold. The term Blanchard interest stems from the landmark Oklahoma Supreme Court case from 1963 between Shell Oil Company and the Oklahoma Corporation commission, often referred to as the “Blanchard Decision.” Be sure to listen to this one if you have interests in Oklahoma or if you want to understand some tips on how to make sure you are getting paid correctly in any state. As always, show notes with links to the resources mentioned in this episode can be found at mineralrightspodcast.com.

Discover why Dr. John Demartini (President of the Demartini Institute) claims it's important to live by design, why others used to call him "the terminator", and which leadership practices helped him reach exponential growth (14 minute episode). CEO Blindspots® Podcast Guest: Dr. John Demartini. He is the Founder and President of the Demartini Institute, Author, Speaker, and world renowned doctor who has received various awards for his many humanitarian services and achievements, including the Crystal Award for being the "Top Human Behavioral Specialist Worldwide in 2020"! Dr. Demartini, has studied over 30,000 books, been in over 30 documentaries, 1000+ news and radio channels, been a keynote speaker in over 100 countries, presented to audiences of up to 11,000 people, and shared the stage with some of the world's most influential people such as Sir Richard Branson, Stephen Covey, Robert Kiyosaki, Dr. Deepak Chopra, and even a President. In addition, he has presented at Harvard University, University of Houston, and various international universities including in the UK, Australia, and India. And some of the more well known companies Dr Demartini has spoken to include IBM, Tenneco, Shell Oil Company, Enterprise Bank, Hyatt International, McKenzie Corporation, and Maserati/Ferrari. For more information about Dr. Demartini: https://drdemartini.com/ To ask questions about this or one of the 170+ other CEO Blindspots® Podcast episodes, send an email to birgit@ceoblindspots.com CEO Blindspots® Podcast Host: Birgit Kamps. Birgit was speaking five languages by the age of 10, and lived in five countries with her Dutch parents prior to becoming an American citizen. Birgit's professional experience includes starting and selling an “Inc. 500 Fastest Growing Private Company” and a “Best Company to Work for in Texas”, and serving as a Board Member with various companies. In addition, Birgit is the President of Hire Universe LLC, and the host of the CEO Blindspots® Podcast which was recognized by Spotify for having the “biggest listener growth” in the USA by 733%; https://www.ceoblindspots.com/

By now, regular listeners to this podcast have observed that I begin episodes with the word “Unstoppable”. I stole the idea from the old-time radio show Dragnet which began every show with the words “The Big” followed by other title words. Hey, it worked for Dragnet so why invent something new? You will hear near the end of this episode why I used “Unstoppable Guy” as the title.   Anyway, meet Dr. David Schein, JD, Ph.D. who currently is a Professor, Endowed Chair of Management and Marketing, and Director of Graduate Programs at the Cameron School of Business at the University of St. Thomas. Throughout his lifetime, Dr. Schein has worked first as a real estate salesperson, and then later as a lawyer for many years. Now he is teaching others his skills and giving them his knowledge and wisdom through his teaching efforts.   As you will discover, David made choices that moved his career along. His story is quite fascinating, and he is by any definition unstoppable. I hope you enjoy listening to David Schein's conversation and that he will inspire you with his thoughts. Please let me know your thoughts and, as always, please give us a 5-star rating after you hear what David has to say.     About the Guest: Dr. David D. Schein, MBA, JD, Ph.D. is a Professor, Endowed Chair of Management and Marketing, and Director of Graduate Programs at the Cameron School of Business at the University of St. Thomas. Dr. Schein is frequently interviewed on employment and business law matters. He speaks for business and industry groups throughout the United States on various current topics. His new book is: Bad Deal for America. He is also the author of The Decline of America: 100 Years of Leadership Failures (2018). He has been quoted in numerous national and local publications, including Forbes and US News and World Reports. In addition to hosting “Saving America” and “Business Law 101” webcasts, he has been interviewed on numerous webcasts and podcasts in the United States and England. He also is President and General Counsel of Claremont Management Group, a national human resource consulting and training firm, which is celebrated its 30th anniversary in 2019.   Author Website/Blog: https://claremontmanagementgroup.com/ Author Profile Page on Amazon: https://www.amazon.com/gp/product/B09RNG3YY3/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i1 Goodreads Profile: https://www.goodreads.com/author/show/17164693.David_D_Schein Facebook Profile: https://www.facebook.com/authordavidschein/ Twitter Account: https://twitter.com/dschein1 LinkedIn Account: David Schein | LinkedIn       About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is an Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app.   Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.     Transcription Notes UM Intro/Outro  00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i  capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson  01:20 Welcome to another episode of unstoppable mindset. Today, we get to talk with Dr. David Schein, who lives in Houston. And Dr. Shein, or David, as he likes to sometimes be called, is the Endowed Chair of the Cameron School of Business at the University of St. Thomas. And we'll get into all of that, and lots of other stuff. But David, I'm gonna go ahead and call you David, if that's okay. Welcome to mindset.   Dr.David Schein  01:54 Well, thank you. And I appreciate the invitation. And, you know, we had an opportunity for a pre interview recently. And I'm fascinated by your background and your accomplishments. So it's, it's it's fun to be back with you.   Michael Hingson  02:08 So do you do a podcast?   Dr.David Schein  02:10 Yes, I actually do two series right now I do. The main one is called saving America. And we're in our fourth season of that. And it's called the intersection of business and politics. And then the other series, which is more recent is called Business Law 101. And as I teach business law, to college seniors, we've selected different lectures and clipped them into just three to five minute portions. And we're now adding new sections of current business news events that have a legal aspect. So the case would be pretty busy.   Michael Hingson  02:52 Well, if you ever need to guest if you think we're a fit, after all of this, would love to explore it. That'd be great. Certainly, and certainly anyone who is listening to this, by the end, we will go through how you can reach out to David and you might be a guest on his podcast as well or certainly learn more about what he has to offer, but we'll get there. So, you said in our earlier discussions, that you grew up in a large family, I'd love to learn about that. Sure. I only had one brother so of course two parents, but only one brother. So we didn't have the luxury or, or challenges or joy of a large family.   Dr.David Schein  03:35 Well, it is a two bladed sword. I'm the oldest of seven children. My dad was a career enlisted member of the US Navy and especially in the time period I don't think they're well paid today. But certainly when he was doing his career in the military from shortly after World War Two until around 1980 The pay was was not good. And he had to you know struggle financially keep food on the table and keep a roof over our heads. And my mom because of the seven children really couldn't work outside the home because she had quite a bit to take care of it the house. We all had family responsibilities, the boys so we were very traditional background, the three boys we were responsible for yard maintenance and taking the trash out stuff and the girls helped my mom in the kitchen and with with laundry and things like that. So we all had our own responsibilities and basically clean up your own stuff. But it was it was a bit of a challenge at the same time. It's it's funny because of what you just said about having one on one brother because you get used to kind of it's it's more of a crew and An approach than an individualistic approach if you know what I mean.   Michael Hingson  05:04  Yeah. So I do understand what you're saying. So what what did your dad do?   Dr.David Schein  05:12 He was a chief Yeoman. And he retired as the chief Yeoman in the US Navy. He did 28 and a half years in the Navy, he actually was afforded an opportunity. The crossover degree or the enlisted level is called an ensign. An ensign is the crossover from enlisted to Officer. But he felt that at the time, they offered that to him, that the cost of uniforms to go to Officer uniforms and so forth, would would put too much of a financial crunch in the family. So he actually career to out as a as the senior enlisted officer, which is the chief in the Navy sergeant in the Army.   Michael Hingson  05:57 Interesting. So the military didn't pay for the uniforms and all that.   Dr.David Schein  06:04 Apparently, they they give you an allowance, but like in a lot of things, it's not enough to actually have a complete redo. And my dad was a very modest fellow. And I think he also felt socially pressured because he had not yet finished college. And generally speaking, in the military, the standard, pretty much post World War Two is that you finished college and you can start as a junior lieutenant, or, you know, junior officer, but then you can move up from there. So since he didn't have a college degree at the time, I think that was another factor,   Michael Hingson  06:41 a factor that kind of limited what he was able to get,   Dr.David Schein  06:46 right or that he was willing to take on, because he would have been dealing primarily with other officers who did have a college degree already.   Michael Hingson  06:54 So when did he actually term out in the military, then?   Dr.David Schein  06:59 I'm looking back I said, 1980, actually, I think it was around 1974. And so he actually was in the military through the Vietnam War. And at one point, he did have orders to go to Vietnam, which for a navy cabin person, if you will, Yeoman manages the business of the ship. That's a relatively safe position. But he would have been sitting on the ship outside of Tonkin Harbor, rather than being on land or flying planes over North Vietnam, which was, of course, as you know, from John McCain story, much more dangerous activity. But because he had so many children, there was some intercession there. And he was moved to a three year position at Norfolk, Virginia, which in turn ended up my strong connection to the state of Virginia. You know, Norfolk is navy town, USA,   Michael Hingson  07:59 right. So you grew up more than in Virginia than anywhere else?   Dr.David Schein  08:06 Well, I went to the school that I went to was divided in a very neat fashion. It had the school system in Norfolk, Virginia, which by the way, was a fully integrated system, which I thought was very beneficial. I went from a high school in Massachusetts, with a total of 12 black students in the whole school, in small town in suburban Boston, to a high school, a large high school that was 1/3, black. And so it was my first experience dealing with a much more diverse student population. And in fact, when I was in high school, this was still a transition period in the late 60s, where we're one of the first integrated high school debate teams. I know it seems strange today, but they the people around us were not used to seeing black and white students on the same high school debate team. And we had some interesting experiences because of that. But it was a great experience for me to go to a different state. But because it was a senior high school system when I moved there, starting my sophomore year in high school, all of the other students were starting there at the same time. So whereas many military families, you would just get dropped in at whatever day or semester that your father or mother ended up being transferred. You were kind of at the mercy of what was happening, but that did help me a great deal to be on the same level as the other students. In other words, we all were starting in a new school and our sophomore year, and it's quite a big high school. My graduating, the whole school had 2700 students for just three grades, and my graduating class had over 700 students.   Michael Hingson  09:57 What school was it again?   Dr.David Schein  09:59 It was called Norview Senior High and the novel Cavs gone back to the traditional system where the middle schools are sixth, seventh and eighth grade. And the high schools for the traditional four year high school, and but at the time was called Norview, Senior High. And it was one of the four high schools and Northfolk. And they expanded to five high schools while I was in high school I was fortunate enough to stay with, with Norview. But it was, it was very interesting experience because we were living in government housing, which was when you're in the military, especially as an enlisted man living in government, housing is a better deal, because the token cost of your housing, it cannot be replaced in the civilian marketplace. But it was very interesting, because I was the one of the first honors graduates that the high school ever had, who was living in the housing project that was served by that high school. And then my sister did it the the year behind us. So we kind of turned things around a little bit. I came in second in my high school graduating class, my sister graduated year behind me and was first in her class. So I think we redefined what it was like to have students coming out of a government housing project   Michael Hingson  11:21 must have been a little bit of a challenge, having seven kids and, and dealing with school and so on. Did you guys help each other a lot. We said we had a team network.   Dr.David Schein  11:34 Yeah, we had a particular system. Like I said, we all had family responsibilities, you know, chores to do. So what it looked like is the family would retire to the living room and watch the little black and white tea. But if they had at the time, and my sister Catherine and I who were the two oldest, would stay at the kitchen table and do homework until you know from say, you know, dinnertime until 10, sometimes later at night. And we did that every every night pretty much during the school year. So we there was my parents understood the need for us to do that. And the funny part was my parents, my mom had a GED, my dad was a high school graduate, my parents had no concept of what it was like to actually go to college, but they kept telling us you will go to college, you will go to college, college. And it's like, you know, once I got to college, it was like, I don't think my parents really quite handy that I had a clue. But in i in i didn't take any money from my parents once I left for college. And then my sister a year later also did not take any money when she left for college. So it was an unusual thing. And I find it interesting today that the federal government is talking about dismissing student loans. And, you know, all I can say is my sister, I don't know if my sister borrowed very much money at all. But I borrowed a modest amount of money for federally guaranteed loans, and I paid all of them back this year once I got out of school. And I think that's the appropriate thing to do. Because you're making an investment in your own future.   Michael Hingson  13:24 It is a lot more expensive to to do college. Now. I know when I went to university, California, Irvine. So it's the A state university system. I think it was like $273 of quarter for registration and so on. And I know living in the dorm. It was I think, if I recall, right. I'm trying to remember it was not it grossly expensive was like $1,200 to live in the dorm. And you know, it's of course, a lot different nowadays.   Dr.David Schein  14:09 Yes, it is it there's no question about it. And I just had my younger son finished college in 2018. And he attended, actually a branch of Texas a&m University, a state university here in Texas. And it was the cost of education was not trivial. But he did very well. He did very well when he's finished school. And I actually think he makes about what I make and he's working half as much so I think he had a good investment. And so you know, and one of the things that statistically they look at on the student loans is the two schools that have the largest student debt, our law school and medical school. Now in fairness law school is not a good Guaranteed payout a lot of people think it is. But, you know, speaking as a law graduate, you have to get out there and get job done and work hard. And especially if you hang out your shingle, it's certainly not a guaranteed paycheck. But for medical school, there's such an enormous demand for medical doctors, that the the normal payout is 10 to $20,000 a month as soon as they get their their medical license. So in that ballpark, I'm not sure why we would forgive student loans for those people unless they go to low income communities and do things like that. And then parallel to that, is the students who pursue education that go to work in urban school districts also get a certain balance. I think students with disabilities also can apply for student loan relief. So I favor more targeted programs than just blanket just saying, oh, we'll just write off all the student debt. I don't think that's I don't think it serves a social interest. In other words,   Michael Hingson  16:11 so you left high school and went to college. And you also, as I recall, started a radio show and eventually started your own business. Yes, early, you're doing a lot of innovative things and your family taught you well, how to think and how to move forward. And of course, the terminology we use is Be unstoppable. But tell us about college in your your business and the radio show, if you Well,   Dr.David Schein  16:39 thanks for bringing that up. I started I've been a writer since I was fairly young. And I went to K through 12k through eight rather, in the Catholic school system. And you know, that's a back then, especially when it's a very good school system with the nuns, who really focused on the three R's. And especially writing. And I'm not saying every every one of us can write, but certainly it inspired me to write and I was a very avid reader. And so when I was in high school, I was quite capable of writing papers, I used to type papers for other students and things like that. And so when I got to college, I started with the student newspaper. And the thing I ran into is they kept editing and changing my articles. I got a little upset with that after a while, when they would take an article I'd spent a lot of time writing and cut it in half. And not not very creative editing either didn't come out very good. So I had an opportunity to move into radio, went and got my license. And initially just was being a college, radio station DJ, a bit of trivia WX pn, which is the FM radio station at the Penn campus was started by none other than Hamlet prince, the famous Broadway producer just recently passed away. Yes. And I while I was doing the entertainment radio, which is what I morphed into, I actually had the opportunity to interview him several times. And he was very gracious and cordial to allow a, you know, a college student to interview him. I think he did that. Also, because we were at the SPN station initially. And so I morphed into doing a entertainment radio show from seven to 8pm on a Thursday night, and about a year into that the W H Y. Y, which is the public radio station for the greater Philadelphia area, approached me and said, Dave, how would you feel about moving your radio program, which was called the arts Menagerie? How would you feel about when we got over to h y, y. And the advantage for me is that   Dr.David Schein  19:08 while WX, pn had a very good broadcast area, in fact, the two radio stations ironically had about the same power and about the same geographic coverage, the being affiliated with H Y, Y, and gave me a much broader access to traditional press outlets like I got invited to press luncheons, that things that involve the entertainment community, and it just gave me a foot in the door. So it was a very exciting time period. For me, I covered all sorts of things, and the show was recorded in the early evening, and then broadcasts from 10 to 11pm on the East Coast, and I would cover stage plays, fine art exhibits and would include interviews with different people. were touring. And I also provided reviews of different stage place and art shows. So it, it certainly opened a lot of doors for me. And of course, an experience like that. It's a very maturing experience. I did not ever look at it as a business. But the business came about because of kind of an odd situation. I am one of those stone sober people. And I've never done drugs, I don't really understand why you would want to do drugs. And I was doing this at a time when which I colloquially referred to as sex, drugs and rock'n'roll. And the summer before I started college was Woodstock, which famously was quite a celebration of sex, drugs and rock and roll. And so it was kind of a Woodstock generation. But what what I ran into was just a very, very just oddball situation. So there was an art gallery called the painted bride on South Street in Philadelphia, and South Street had been where all the bridal galleries were affiliated, and were associated they would be there was a neighborhood of art galleries, and it was kind of a neat area. And by 1970, South Street was a ruin. All the businesses had closed and there was a lot of crime and everything. So these fellows got together these art artists and art appreciator people started an art gallery called the painted bride. And what, what they did was, they would have live entertainment on Friday and Saturday night to help out local artists, you know, folk singers and similar performers. So they somehow connected with me, and I began to cover events at the painted bride. And what happened during that time period is South Street, blossomed into an arts district. And it became very popular and very trendy, and they had some high end restaurants open on South Street and other art galleries and   Dr.David Schein  22:18 nice bakeries, and all sorts of things happened during the several year period that we're talking about. But in any event, I'm over the painted bride. And talking to some of the folk singers, and we actually had some of the folk singers come on my radio program and perform live. And you know, just with a guitar, they would just show up and you know, we didn't do any special miking or anything, we just sit them back from the mic a little bit. So we got to do some pretty interesting stuff. But what happened was several the folks on yours approached me and they said, you don't do drugs, do you? And I know that sounds like a funny question. But what was happening at the time, is that the traditional model is you have a manager if you're a performer, most performers do not have business backgrounds. There's a few out there who do, but most do not. And so what what would happen is, is that the manager would get paid for the evening, and we're not talking about a lot of money, it might have been $60, it might have been $100 would be a nice night for folks. So you're back in 1970. But if the manager was on drugs, the performer might only get 20 out of the $100 or might get nothing and so they became very concerned because they needed management help but they didn't want some drug addict taking the bulk of the money or taking most of the money. After all, they had done the work. And so I began to to slowly represent some folks or years and once the word got out, it was all word of mouth. This is course before the internet, and I didn't have the money to buy any advertising or anything. And so I we said we created an acronym. So the arts Menagerie is T A M. So we call the business operation tam productions. And I had an artist who worked with me a wonderful artist named Alan Walker, who sadly passed away about four years ago and Al did some wonderful artwork created logos and letterhead and things like that. And I would get on the phone and call various colleges mostly but also clubs and book the folk singers and then it morphed in added rock bands and add some fine arts and I put on some art shows to display the artists created artwork. So there's a lot of fun and and I was able to break even I didn't make any enormous amount of money out of it. If you can think about it. Somebody's per forming for 60 or $100. The Management Commission is between six and $10. So you have to have a lot of $10 conditions to kind of pay the rent rent wasn't bad. I remember the rent was around 110 or $115 a month.   Michael Hingson  25:19 Did you manage anyone who we might know?   Dr.David Schein  25:23 Well, unfortunately, not I, what happened is I was accepted to a full time MBA program at the University of Virginia, when I came out of my undergrad at the University of Pennsylvania. And so, because of the pressures of that, and leaving Philadelphia, were the artists all were local in the Philadelphia area, I turned over the business to a young fellow who had already started an agency and he absorbed my people. And unfortunately, and again, you know, pre email, I think the current generation forgets how much more work it was when you didn't have mobile phones and you didn't have email to stay in touch with people. And of course, I was, you know, working very hard at grad school. But I did unfortunately lose con contact. I do know that one of the performers, one of my very first performers that I worked with, did release a children's recording around 2005 or 2006. I found that on the internet, and but I wasn't able to find any of the other performers. I did have the opportunity as a member of the press to meet a number of very famous people, including Carol Channing. Helen Hayes, Edward Maul hair. Just quite a list of people. Probably one of the most fun luncheons I had was the rock promoter, Bill Graham. And Bill Graham came to Philadelphia as part of a tour. What had happened is that rock had exploded during the several year period that we're talking about in the early 1970s. And it went from small venues like the Fillmore Fillmore east and Fillmore West, into big stadiums that could absorb the sound from the who and these other big groups. And so, Graham did very intelligent thing. He did a big concert promotion, run at the very end, and then close the two play analysis. And he released a triple album of the closing of the Fillmore. And so what happened was, is that as when he's promoting that, I had an opportunity to have lunch with him. And of course, unfortunately, several years later, he died in a helicopter crash. But that was, you know, there, it was very interesting to get a chance to talk with him. Close up.   Michael Hingson  27:57 I remember being at UC Irvine one Sunday, and we learn that there was a symposium on the presidency. And one of the speakers was going to be Hubert Humphrey. So this was after he was vice president. Yeah, we have this little college radio station, we decided that we were going to interview him, there were a few of us. So we went over. And we learned where he they were going to park his limo, and then he would walk to the gymnasium to do the presentation. And we intercepted the car. And as he got out, we said, Mr. Vice President, could we interview you and and he was very gracious. He said, You know, after my presentation, I'll be glad to talk with you boys. And and sure enough after the the meeting was over, the symposium was over. There were other people at a Gallup from Gallup polling organization. I remember even asked him a question. We were pretty impressed by Gallup being there but anyway, he did. Humphrey did his his session and came back out and they were trying to hustle him right back into the car. And he said, No, I promised these boys an interview and we're going to do it. He did, which was was a lot of fun.   Dr.David Schein  29:15 You know, it's interesting. You mentioned Hubert Humphrey. We talked a little bit about my high school days. And in order to get a full scholarship to an Ivy League college, I worked pretty hard in high school. And one of the things that happened while I was in high school is the beginning of the fall semester of my senior year, I was invited to the national citizenship conference, which was held in Washington DC, and I got to stay at the Mayflower Hotel, and just all sorts of exciting things happened. And one of the things I did while I was there is I went to the Hubert Humphrey for President headquarters. There you go. And I actually have a full color poster of Hubert Humphrey for president and I'd never displayed it, I did display it in my dorm room, briefly. So it's got a few pinholes in the corners. But I haven't in storage at this time. And I will probably put that up at eBay at some point. And you know, it should be a kind of a fun item. But it's an authentic, I can vouch for it, because I personally picked it up in September 1968, from the uebert Humphrey for President headquarters. But it was very interesting. I do have a few other bits and pieces from my visit to their political office there. So and I've been, you know, following politics for, you know, very long time. And so, in addition to my interest in business is my interest in politics.   Michael Hingson  30:47 So you went on to Virginia after undergraduate school, right? Correct. Yeah,   Dr.David Schein  30:53 UVA, at that time, had a kind of a take off on the Harvard program. It was a two year case method program. And most of the professors at the Virginia Darden School, Colgate Darden School of Business, had attended Harvard and done their doctor Business Administration DBA program. And so it was a heavily case method program, which is why the Harvard system was was styled. And because of Charlottesville, being Charlottesville, especially back then today. It's a hotbed of startups. But back then it was kind of a sleepy town that just happened to be hosting a top notch Business School. And while I was in their two year program, which is very intense program, the school moved into the top 20. And I think it's been in the top 20 business schools since.   Michael Hingson  31:51 So you eventually went to the Wharton graduate school?   Dr.David Schein  31:55 Well, while I was an undergraduate at Penn, I attended, I took about a year's worth of credit at the Wharton graduate division. And that was a very interesting experience. At that time. I don't know how pennant structure today, but at that time, there was no barricade between taking undergraduate graduate courses. And so I took a full years equivalent at Wharton graduate. And as I finished, the people at Wharton graduate knew me because they started the first entrepreneurship center in the United States collegian Entrepreneurship Center. And the person who started that center, love to interview the young David shine. Because I was out there doing it, you know, with, you know, running it out of the second bedroom in my little apartment, and they got kind of a kick out of it. And they would periodically when I would blow through their building, they'd say, hey, you know, let's talk to you for a few minutes. You know, what's the latest and kind of things that you and I just talked about? They would talk to me about it as they got it started. And to give you an idea of recently UPenn opened an entire building dedicated to that entrepreneurship center. So that center has been very successful. But what happened was, is the Wharton graduate people said, you know, look, they and they were blunt, they said, Look, shine, we know you too well, we don't want you to just stay here and get an MBA, go someplace else. And I was very ambitious and wanted to get my credentials. And the Darden School at Virginia was a similar program, they really wanted people who had been out working for, you know, two or three years and then come back for their doctorate, or master's degree rather. But in my case, they they allowed me to come in directly from college, because I have, I did have the radio show. And I did have the business experience of having my own business. Now, if I had it to do over again, I would really should have gone out and worked, as we say, worked corporate for a couple years and gotten a little bit more background before I got my MBA. But you know, that's, you know, that that's all news at this point. And in fact, I went directly from the Darden program to law school. And my connection to Euston was, I had family here in Houston. And they said, Hey, we heard you're thinking of going to law school, lunch, come down here and check out the University of Houston. So that was how I ended up at Euston.   Michael Hingson  34:32 What cause you though, to get a doctrine of jurisprudence or go into law, even though you had clearly been kind of going in another direction?   Dr.David Schein  34:41 Well, a couple of things that it I found that there were hitches. And frankly, I tried to get some legal help for like drafting contracts for my performers and things like that. And the attorneys that I worked with, I'll be very blunt. On work was sloppy. They didn't take, you know, young guy who was still in college seriously. They didn't give us the quick turnaround that we needed with contracts and things like that. And so I said, you know, I want to make sure that I'm a different kind of attorney at a business attorney who really, you know, get stuff out the door quickly. And so that was one factor. The other factor is at that time, a number of major corporation print presidents were also law graduates. So people either had an MBA and a law degree or just a law degree, and had been moved into the corner office. So I saw it as, as a win win move to go to law school. If I had that to do over again, I would probably law schools interesting, because for most people, it's a three year full time gig, or four year part time gig. And I would probably have taken some of the very generous offers I had finishing the MBA program and gone to law school at night on the four year cycle. So again, you know, there's a lot of options that you come across on the road there, but I did do college, the MBA in the law degree back to back to back, and all of them full time. I did finish law school a semester early. So that that helped me a little bit.   Michael Hingson  36:28 Something that I'm curious about, you have, clearly so far, we're talking all about your education, but you've done some pretty well rounded things, you've gotten an MBA, you went and got a law degree and so on. How did your upbringing and your your family life kind of shaped you to have that kind of mental attitude about going after education and just being really a survivor in what you did in college, and then later?   Dr.David Schein  36:59 Well, my parents worked very hard. Like I said, my mom did a little bit of gig work outside the house from time to time, but generally was a full time homemaker. And I can tell you, when you're raising seven kids, and you're doing a great job, which she did, she did a phenomenal job. That's That's dedication. That's hard work. That's you get you get up early, and you work hard all day. My dad, at the same time, had a successful military career. And he often worked a second job, especially when I would have been in middle school. Before we moved to Norfolk, Virginia, he works seasonal work in the evenings that would accommodate his military schedule when he was on shore duty. The way the Navy works, you're on a ship for two years, and then you're on shore duty for two years, and they rotate that. And so when he was on his shore duties schedule, he would work a second job to make some additional money and help keep the bills paid. So having seen my parents work that hard, certainly set a good example for us. The other thing, as I mentioned is my parents were they were pretty tough on us in terms of you will go to college, you will study hard, you will go to college. So my parents, you know, the paid attention to that and imbued us with this overall drive. My dad's family had a business interest and so my father's father was a mom and pop grocer in a small town in Massachusetts before the a&p opened the first major supermarket chain, open one of their locations in Taunton. Again, Tom's a small town between Boston and Providence, and over on the eastern part of Massachusetts, but it was kind of interesting, because that's a tough business and Joe shine. My father's father ran that grocery store during the Great Depression, when people were you know, they were giving food away up the street to people who weren't working. And here he was selling food. So he was a very creative person and in so the, you know, it's kind of a blood line   Michael Hingson  39:16 there. What did you do after you got your law degree?   Dr.David Schein  39:23 Well, being here in Houston, Texas, it was pretty straightforward. A while I was in law school, second half of law school, I worked for Gulf Oil, part time you get on an hourly basis working with natural gas contracts. When I finished law school, I got a minor offer from Gulf that I turned down another offer from another oil company. And I turned that down and then I hit the right one is I was given a job offer by Shell Oil Company, and I then had a nice, brief career with Shell Oil I work for Shell Look, the three states in three years, I had two promotions in that time period. And it was a tremendous place to work. The people say, Well, Dave, it was such a great place to work. Why did you leave? Well, I left to be a manager at a midsize oil company. And part of the problem with a Shell Oil is it's such a big organization, that if you're very ambitious, the opportunity to move up tends to be a little slower, just because there's so much competition, there's so many people between you and the next rung up the ladder. So I did you have a great deal more physical freedom and opportunity to do more things with a smaller oil company. But that's so I did, I went with another old company. And so my total corporate employment was about 10 years. And at that point, I hung out my shingle. And so I did private practice for about a dozen years after that.   Michael Hingson  40:59 You couldn't convince them to change the name of the company from Shell Oil to Schein oil Hmm.   Dr.David Schein  41:05 Well, I'll tell you, they after I left shell that they, at some point, shell did start a new ventures division. And I thought that was pretty interesting. And I actually knew some people worked in the shell ventures operation. And I think if they'd had that when I was still there and had an opportunity to go over there, that might have been a pretty interesting thing, because basically, shell would let some of their executives work on some of the startup company ideas. And I think that was a pretty creative approach. Shell also went through some major changes. It used to be there was shell, USA, and shell, Dutch Shell, that parent company, and then they kind of liquidated shell USA and created like Shell global or something like that. So the company did go through some changes, but that was after I left and gone to the technical Oil Company. Technical Oil Company was one of the big conglomerates at the time when conglomerates were sexy. Of course, ITT was the most famous one, Harold Geneen. But tenneco was a very successful adult, primarily, the money originally came from the oil and gas industry following World War Two. But unfortunately, while I was there, the company kind of self destructed. And one of the reasons why I decided to set out in private practice was I could see that the tentacle was on the way out. So organization, and I felt it's better to get out there and do my thing. And, and that was a very interesting and enjoyable period. And you know, as I tell people, and I left corporate, and went out, hung out my shingle, and I did that, and never missed a mortgage payment. But, again, similar to starting my business in college, it was certainly not an easy path.   Michael Hingson  43:01 What did what did you do? What kind of law did you practice once you went out on your own?   Dr.David Schein  43:05 I have always been a small business representative. And my main focus is employment law. So I do a lot of business contracts, and I do lots of employment law. And when I was corporate, that was my responsibility. I was a human resource representative. I worked in industrial relations, which is working with unions when I was at Shell Oil. And then when I went to tenneco, I worked with unions and I also did a lot of retail employment law, technical at the time was operating about 500 large cell service gas stations in the south in the southeast, and I handled a bout 1500 EEOC complaints over a five year period, that's a pretty good volume.   Michael Hingson  43:58 Well, somewhere along the line, you got involved in some way or another and Equal Employment and Disability Law and so on. I gather   Dr.David Schein  44:08 that is correct. When I was at tenneco, I was I got involved with the Texas Commission on employment of the handicap, which of course, we use the term disabled today. But Texas was actually ahead of the fence because this was in the 80s, the Texas law related back to the 70s. And so I did have an opportunity to work with a fellow named Bill Hale who headed up that commission for the state of Texas and was also kind of on the ground floor when President Bush signed the Americans with Disabilities Act in 1990. And then that was phased into effect between 90 and 94. So I was one of the early people understand it because it has a lot of the features that the state law passed. And you know, I'm very active advocate for employment of the disabled. As recently as yesterday, when I was teaching business law, I was talking with my students about the, the, you know, importance of consideration of how reasonable accommodation works under the Americans with Disabilities Act, and how the important thing is to take a look at people for what they can do, not what they can't do.   Michael Hingson  45:26 Yeah, and of course, today, we would probably even call it the commission for the disabled, rather commission for persons with disabilities, because we really, the words do matter. And yes, saying I'm disabled, because I happen to be blind, should really be no different than saying you're disabled, because you happen to be able to see and without lights, you don't have a lick of probability of being able to travel around. But you know, we, we all have our challenges. And we also all have our gifts. So I appreciate persons with disabilities as opposed to other things. One of the I had a discussion with someone this morning, who was talking about the fact that I'm visually impaired, and I said, I don't think so. Again, words matter, because I said, Why do you say I'm visually impaired? Do I look different? Simply because I'm blind? Is my whole appearance change visually? Because I'm blind? Yeah, I don't like vision impaired because I think I have lots of vision, as I love to tell people I just don't see so good. But I say and vision are enough synonymous that vision impaired is something I could tolerate, although I think that either I'm sight impaired, or you're blind, impaired. And you know, one way or the other. We we work that out. But disability is a term that has to become different than what people have believed in and decided that it is because the reality is, having a so called disability has taught me that everyone has a disability, and why should I be different than anyone else, just because I'm in a minority. And of course, that's a real problem, right? I happen to be in a minority. And the result is that people who are not tend to think, because we're taught that way that we're better.   Dr.David Schein  47:23 Well, I think, obviously, might be made some very, very good points there. And as a person who does management, training, for EEO sensitivity, and things like that, I emphasize the fact that there's so many opportunities in life. And it's interesting what you say, I have very good daytime vision. But I have large eyes. But I didn't really realize they don't look that big to me. But I have large pupils, which means that in light, I have to protect my eyes from too much light. And in the dark, I have extreme trouble seeing in the dark. So I'm one of those people that when I walk into a room late in the afternoon, or in the evening, the first thing I do is run for lights and turn all the lights off. Because that way I don't trip and fall over something and I actually clear paths so that I'm able to function if if I don't turn the lights on, and I decide to, you know, get up before daylight or something like that. So yeah, all of us have to make adjustments for whatever is unique about us. And probably a better word is saying what are your unique qualities and qualifications versus saying what are your disabilities?   Michael Hingson  48:47 And I think that's an absolutely valid point. And one I wish more people would would recognize, how do you think the Americans with Disabilities Act? Looking back on it now? Because it's been 31 years since it was signed? Yes. How do you how do you feel that it is really changed? Well, our our whole outlook on people with minorities such as I have, or have we really mentally changed all that much.   Dr.David Schein  49:24 You know, I don't think we've changed it. First of all, I think the Act has helped. That's, that's number one. I think it's a positive in itself. I think there's a couple of major issues with it. One of them is that my experience, which is extensive, I've handled over 2000 EEOC complaints at this point, again, a very high volume when I was working with retail gasoline stations, is that the least competent federal agency I've dealt with which is really saying something when you consider how incompetent So many of the federal agencies are is, is EEOC, and in my experience with them has been that they're there, they're not serving the public interest, sadly, and they're not well run, and they, they don't train their people well. And I think if you're going to have a dis, you know, a division that helps people with discrimination, that it ought to be a lot more effective that it should be number one focused on education before everything else. And I don't see them doing much of that. Number two, what's happening throughout the United States with the EEOC is they are flooded with complaints, they are flooded. And what the EEOC needs to do is they need to put a tough person in charge at each office, who, who sells people to get a life and show up for work and do your damn job. And pick out the cases that require attention that really should have attention. Because by trying take every case that comes in the door, they end up not giving good service to the people who are legitimately discriminated against, which is a fairly small percentage of the population, by the way. And they're, they're not, they're not getting anybody's job done. So I'd like to see them run a lot better than the alr. And I don't have a magic wand for that. But that's part of what I'm seeing, again, as somebody who's had a lot of work with the the see. But in terms of education, I think that we have done a better job of sensitizing our population, particularly our younger population, to the realities of we're all different. And I think part of making people more sensitive to what color people are protection of LGBT, and things like that, that if you know, as developing a more accepting population, and frankly, a better educated population. And Michael, you touched on some key points of that is that you, you have certain positives and attributes that you use to be an effective person. And that's what we need to focus on is what are the pieces that somebody can do that makes them effective. And what I talked with my students about just yesterday is to if you there used to be if somebody would would come in to a employment application. And when we used to have paper applications, almost everybody courses using online today, but a person in wheelchair would roll into an office and say to the person at the front desk, I'd like an employment application. And the person that front desk would say, Well, sir, you're in wheelchair, you know, we're not going to give you a we're not going to give you an employment application, because your wheelchair and the Americans Disability Act, of course, you know, interfered with that took a while for employers to figure that out. But to avoid that knee jerk reaction that this person can't do the job, let's focus on what they can do. And when somebody gets hurt at work and can't do the job they could previously do. That doesn't mean you just dump them on the street, it means that you make reasonable accommodation, and you try to see the best way to put that person to work. Do they have other skills, they may not be able to drive a truck or do certain mechanical things anymore? But are they capable of being a dispatcher or bookkeeping or sales calls? Is there someplace else that that person can be valuable to your company?   Michael Hingson  53:47 One of my favorite speeches that I deliver is called moving from diversity to inclusion is actually part mostly the second episode and unstoppable mindset. And one of the things that I talk about in there is how people deal with disabilities. And I actually play a segment from a television show called What would you do that John, Ken Jonas and IB, Elan ABC does, and this particular episode had? Well, the premise of the show is they get actors to play different roles. And they do it to see how people will react to uncomfortable situations. So they had in this case, two women from the Rochester Institute for the Deaf, they were deaf, and they go into this coffee shop where there's a guy behind the counter who happened to be an actor, a a barista, and there's a sign out that they're looking for employees. And so one of them goes up and says, I want to apply for a job and the guy goes, well, what what can you do? And she says, Well, you have a kitchen job available here and he said Yeah, but you can't do that you're deaf. And she and by the way, this is only in the last 12 or 13 years. So it's way post ADA. Yeah. And she says, well, but it's a kitchen job, I'm not really being out here I would be in the kitchen. Well, but what if I need something immediately? And she's, well, you could, you could write it down Well, I don't might not have the time to write it down. You're just not someone that I could hire. And the whole point is to see how people who over here this react and so part of the, the show, and they record it all, of course, part of the show had three HR people come up to this barista not knowing that he's just an actor, and say, Look, you handled that all wrong. These people have more rights than we do, this is all recorded, these people have more rights than we do, you should have just taken the application written not a fit, and filed it and sent them on their way.   Dr.David Schein  56:01 Oh, my goodness.   Michael Hingson  56:03  And some, some others really hit the roof about what this barista guy was doing. And of course, they they intercept everyone and tell them what's really going on somewhere on the line. But, but we really have still a very long way to go in terms of how we, we deal with so called disabilities. And it's in part because of that show that I came up with this whole concept. And in reality, we all have disabilities, most of you are like dependent, and we love you anyway. But, you know, the, the fact is that we shouldn't be judging what someone's abilities are or aren't. And it's, it's so unfortunate that we do well, it   Dr.David Schein  56:44 this is a, you've raised an important example. And as I indicated, that is the classic that I try and untrained people from, if you will, to have that knee jerk reaction, it's like, let's focus on what this person can do. And unfortunately, because of decades and decades of discrimination against people with disabilities, you have a very interesting situation out there, where when a person has been accommodated, and does get a position where the company has reached out and said, let's see how we can get afford this person opportunity. A lot of times they tend to be great employees, and tend to have be very loyal to the companies that are more accepting and inclusive. And so it's, it's, you know, it's a win win for the situation.   Michael Hingson  57:39 Sure. How did you get into education, college education, and so on from law?   57:47 Well, I had decided that as I left law school, that about the 25 year marker, that I would move into education, it's just something I felt that that was an appropriate, you know, career path for me. So I did a, you know, a decade corporate and about 12 years in private practice full time. And then when my last kid left for college, I said, you know, it's time for me to do something. And I had been adjunct teaching very actively. And what happened was, is I realized that with even though I had a law degree in an MBA, I was very well qualified, that without a PhD, I would not be successful and competing for tenure. And if you're not a tenured professor, you know, that's kind of the gold standard in higher ed. And so I went back to the University of Virginia where I'd got my MBA, and I worked on my PhD full time. And it was quite an eye opener. And I know we're running out of time, I'll just say very quickly. The MBA PhD program went very, very well for me, I did quite well like finished program a year ahead of my cohort, because I was so focused and went year round and so forth, managed to continue to work with my clients here in Houston, to you know, least keep keep the bills paid. But unfortunately, when I finished my PhD, it took me two years to get my first full time appointment. And the discrimination that I faced as a person who got their PhD in the mid 50s, H mid 50s. Whereas the traditional and this touches on classic discrimination. The traditional PhDs are in their mid 30s. So I was 20 years older than the normal quotation marks PhD recipient, and it's been a bit of a struggle, so I'm very appreciative of the universities that did afforded me a full time teaching opportunity. And once I got into the track, I progressed from a visiting Peru Professor to a full professor to tenure, endowed chair, but I had to have that opportunity in the first place.   Michael Hingson  1:00:08 So in addition to all of that you mentioned earlier that you like to write even when you were young, what's writing done for you, in all of your experiences?   Dr.David Schein  1:00:23 Well, you cannot get a PhD. If you're not a writer, you cannot be a successful attorney without being a writer. And you cannot be an author unless you sit down in your write. And so one of the things that PhD did for me is it gave me the understanding of doing deep research and things like that. And that enabled me to write decline of America 100 years of leadership failures, which was released by postale press on Presidents Day 2018. And then my newer book, a bad deal for America, was released on Presidents Day 2022. And I'm hoping not to have a four year gap between that and my next book, but I am working on as we talked about briefly on a musical review, called novel T, the letter T. And it is a musical review of novelty songs from the 50s through the 70s and 80s, when there were variety of novelty songs that became gets on the radio. So that's a throwback to my days of doing the arts Menagerie.   Michael Hingson  1:01:30 Flying purple people eater was Shep willing, I would assume   Dr.David Schein  1:01:34 you are very good. That is definitely in the list. And I'll have to go back. And look I have one of my research assistants has been talking to the different publishing houses to make sure that we have the rights to to present that. So the review focuses on the music. There's not a lot of text in between. But we actually through doing podcasts to promote my current book, met a gentleman, Douglas Coleman, and Douglas has a podcasting show. And he has actually written a theme song for the new musical. And that's very close to being ready.   Michael Hingson  1:02:16 That sounds like a lot of fun.   Dr.David Schein  1:02:19 That's the plan. It's designed to be family friendly.   Michael Hingson  1:02:22 It should be that would be a good thing. Well, how do people get ahold of you reach out to you learn about you and your books and so on, as well. You've been an unstoppable guy. There's no question about things. And you're driven.   Dr.David Schein  1:02:39 I'm still working on it, Michael. It's, it's a it's a work in progress. And my consulting firm is called Clermont management group. So we're Wide Web Claremont management group.com. I am on Facebook. I'm on LinkedIn, Twitter, Geter, and I'm trying to remember some others. But I'm pretty easy to find and of course of both of my books, bad deal for America and decline of America are on Amazon.   Michael Hingson  1:03:08 So is there a specific email address or LinkedIn address or anything that people should?   Dr.David Schein  1:03:14 It's D shine and you know, about the only hard part is my last name is s ch, e i n, it's, it's spelling. You know, the EI is announced sign for the German spelling. But other than that, if people can put in David de shine, and it'll probably pop up several places. I think Amazon is got enough market power that that tends to pop up first.   Michael Hingson  1:03:40 Right? Well, David, thank you very much. This has been fun. And as I told you, initially, and I say, on the podcast, one of the reasons for doing this is to tell stories that will inspire people. And I've got one last question I've got to ask, what would you advise both for young people today and parents today, having grown up in a time when information wasn't so readily available, or self-gratification wasn't so readily available? Now, both of those kinds of things have changed and everyone wants everything immediately? How would you advise people, kids and adults?   Dr.David Schein  1:04:23 Well, I think it's extremely important to mirror what my parents did, which is that the focus of childhood should be on education and a solid three Rs education. Even though I'm a business professor. I encouraged stem and I'd like to see us get as many children motivated for Science, Technology, Engineering and Math stem as possible in the United States because we are trailing other countries, and I would encourage parents to be involved in their children's education. Trying to make sure that the children are getting a real education and not a bunch of political malarkey is let's focus on the three R's. And let the students when they get a little bit older, figure out how they want to move in life in terms of politics, and you know, those kinds of things. And everybody can get through college, again, this student loan dismissal stuff, clouds, the fact that there are plenty of scholarship opportunities. There are financial loans out there. The school that I teach at, we have 92% of our undergraduates on financial aid, many of that is grants, that doesn't mean loans. I mean, that's money, they don't have to pay back. And so if students do well in high school, and they perform well, there are opportunities for them. And again, I'm living proof that if you if you've put in the time, and you do it, it can be I was successful as a corporate person and successful in private practice and successful in higher ed. But it came with putting in that time, and having that good parental support at home at the critical period when I needed a   Michael Hingson  1:06:12 course, if we're going to be totally technical. And this was even a Jeopardy question recently, out of the three R's. There's only one that's really an art. And that's the reading because writing isn't an art and arithmetic doesn't start with. You are absolutely correct.   Dr.David Schein  1:06:31 I wasn't a very good speller when I was in grammar school, and the nuns used to really take me to task I think spelling used to be a separate grade when I was in grammar school with the nuns. And I flunked several years in a row and you say, well, let's get this straight. You are a young high school graduate, you've just graduated before you turned 80. How the heck did you get through flunking all those courses, and it was very straightforward. My mother was the secretary for the church operation down the street. And the nuns knew that Dave shine sometimes flunked spelling, and cursive writing, but he was a pretty smart kid, and his mom was right there with him. And so they passed me, you know, probably fourth, fifth and sixth grade. But what happened was, is when I got to that point where the light switch went on, and I said, Gosh, I can really do this, I had a very successful seventh and eighth grade, and then a very successful high school experience, because I did absorb that even if I didn't show it on my report card.   Michael Hingson  1:07:38 And then you went on from there. Well, David Schilling, thanks for being here. We really enjoyed it. And I hope it inspires parents and kids and and I hope it inspires people to reach out to you.   Dr.David Schein  1:07:54 Well, I'm delighted to do it, Michael, it's been an absolute pleasure to meet you and my folks of work with your folks to see about having you make an appearance on saving America   Michael Hingson  1:08:05 would love to do it. And for all of you definitely go find David's saving America podcast. And we hope that you enjoyed this, please give us a five star rating. Wherever you're listening to the podcast, go and rate us it's the way we are able to, to know what you think. And of course, we like good ratings. We like to hear whatever you have to say and if you want to comment about this or any of our podcasts, feel free to email me at Michael M I C H A E L H I acessibe.com. And, or you can go to our podcast page, which is www dot Michael hingson.com/podcast. And check out whether it's there or anywhere you get podcasts. Go check us out and listen to some of the other episodes. And we hope that you'll join us again next time on unstoppable mindset. Thanks again for listening. And Dave, thanks for me. Thank you.   UM Intro/Outro  1:09:07 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com. accessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for listening. Please come back and visit us again next week.

The Compliance Life details the journey to and in the role of a Chief Compliance Officer. How does one come to sit in the CCO chair? What are some of the skills a CCO needs to success navigate the compliance waters in any company? What are some of the top challenges CCOs have faced and how did they meet them? These questions and many others will be explored in this new podcast series. Over four episodes each month on The Compliance Life, I visit with one current or former CCO to explore their journey to the CCO chair. This month, I take things in a different direction as I host my first non-CCO compliance professional, Joya Williams and detail her journey in compliance. Joya discusses her move to Shell to her now current role at Chevron Phillips Chemical Company as a Compliance Specialist, then onto Shell Oil Company and her current position at Applied Materials.  She discusses her own professional growth and details some of the key relationships she had at each organization and how those relationships continue to bear fruit in her compliance work up through today. She also details some of the key lessons learned at each stop. She discusses getting her MA Resources  Joya William LinkedIn Profile Learn more about your ad choices. Visit megaphone.fm/adchoices

Lisa Jaster graduated from the West Point Academy with a BS in Civil Engineering and was commissioned as an active duty engineer officer. During 2003, Lisa deployed in support of Operation Iraqi Freedom as a company executive officer, later serving as the battalion operations construction officer. She attended the Army Engineer Officer Advanced Course at Fort Leonard Wood, MO, and earned her MS in Civil Engineering from the University of Missouri-Rolla in 2004.After leaving the Active Army, Lisa was employed by Shell Oil Company for 12 years. From April to October 2015, she took a six-month leave of absence and attended Army Ranger School, being one of three females that graduated from the first integrated Ranger School course.Lisa is married to a fellow reserve officer and has two children. She lives an active lifestyle competing in anything from ultra trail runs to CrossFit competitions. She loves martial arts training, specifically Jiu-Jitsu, and is always looking for the next challenge to tackle.Support the show

Rulon McKay joins with me on this episode to talk about the power of listening and change management. Rulon expands upon the power listening by discussing a week-long course he had on this characteristic of servant leadership and by highlighting a story about one of his first dates with his wife and the way she displayed true listening. Rulon also sheds light on what some would consider the "dark art" of change management by talking about the need for leaders to be dissatisfied with the current state in order to welcome new and innovative ideas. Rulon gives us some great perspective on recognizing people, illustrating some ways we can do this while also empowering them to show greater trust in them. Rulon compares servant leadership to parenting; reminding us that we should want people to surpass us and it is our role to help them become more competent than us. We should look at the individuals around us and ask ourselves what they need and what it is that qualifies them just enough to get more opportunities and responsibility. Rulon also displays a natural tendency to want to keep learning that helps him work to get even better while reminding us that we need to be focused on the future and the people that will take over our organizations after us.  Rulon McKay is a Senior Consultant with PeopleCore, a firm based in Pennsylvania. He spent the bulk of his career with Shell Oil Company as a Human Resource Manager. He has a Masters in Human Resources Management, and a Bachelor's degree in Human Resource Development. Rulon has trained and coached thousands of leaders over the courses of his career--from front line supervisors to Senior Executives. He also served as a member of leadership teams and, for two years, as the Chairman of the Contra Costa County Workforce development board in California. He and his wife Martha are the parents of five children and 11 grandchildren.           

Brandon Pollett, 33, was perfectly healthy prior to the vaccines according to his wife, Jessica, with whom he has a one-year-old daughter. However, “After his second Pfizer vaccine, Brandon developed a headache right away then fever 48 hours after,” Jessica told the St. Charles Herald Guide. “He had high fevers, terrible headaches, and his blood counts were not what they should be,” reports a GoFundMe for Brandon. Brandon, who worked for 7 years as an instrument mechanic for the Shell Oil Company, visited the hospital on October 21, where he stayed until November 2, the GoFundMe states. Jessica says doctors initially believed Brandon suffered from hemophagocytic lymphohistiocystosis, or HLH, but later diagnosed him as having a rare autoimmune disorder called Still's Disease. “After discharge, Brandon went home for about a month and was then re-hospitalized Dec. 14,” Jessica says. This time, Brandon was diagnosed with HLH, and doctor's began a treatment protocol that included chemotherapy. Doctors also admitted to Jessica and Brandon the disease was directly caused by the vaccine. “Unfortunately, none of the usual treatments have worked. The doctors have agreed that the COVID vaccine caused an immune response that led to the development of the autoimmune disease and HLH.” Brandon ultimately succumbed to the illness on January 28. “He fought so hard. I have never see someone put up such a fight. He said ‘I'm sorry, I tried to beat it' as he was dying,” wrote a friend on Facebook. An obituary for Brandon states he passed away “due to complications from the Covid-19 vaccine.” http://globalreportage.org/2022/02/01/33-year-old-dad-dies-after-developing-autoimmune-disease-following-2nd-covid-jab/ --- Support this podcast: https://anchor.fm/global-reportage/support

In fall 1947 the Shell Oil Company hired a Women's Travel Director named Carol Lane, who served in the role until she retired in 1974. Lane's job was to encourage women to travel, showing them the joys of touring the country by car. Lane herself traveled around the United States and Canada, speaking to women's clubs and on radio and TV, giving travel tips and packing demonstrations. Eventually, she even awarded women who developed local travel safety programs with the Carol Lane Award. So who was Carol Lane? To learn the answer to that question, I'm joined on this episode by historian Melissa Dollman, author of the digital dissertation, Changing Lanes: A Reanimation of Shell Oil's Carol Lane, which was the source I consulted in writing the introduction to this episode. Our theme song is Frogs Legs Rag, composed by James Scott and performed by Kevin MacLeod, licensed under Creative Commons. The image is from the booklet Carol Lane's Dress-O-Graph, from 1953, which is in the public domain. Learn more about your ad choices. Visit megaphone.fm/adchoices

Pedro Ferriz Híjar criticó que el gobierno de Andrés Manuel López Obrador presumió que con la compra de la refinería Deer Park habría una ‘soberanía energética', sin embargo, será Shell Oil Company quien abastezca de crudo a Pemex.“La compra de esta refinería de Deer Park tiene como objetivo alcanzar la soberanía energética nacional. Compramos una refinería en los Estados Unidos, en terreno no soberano y, aparte de todo, comprometemos la compra por 15 años de crudo a la holandesa Shell”, explicó.Pedro Ferriz Hijar mencionó que quien ganó fue Shell ya que vendió la refinería Deer Park y seguirá abasteciendo de crudo, petróleo que será comprado por Pemex. “¡Ahí está su refinería! ¡Ahí está su “soberanía energética”! ¿De verdad? Lo que a ustedes les están vendiendo como “soberanía energética” no es más que otro negocio jugoso de la 4T”, reclamó.

Pedro Ferriz Híjar analiza la compra de la refinería de Deer Park con la que se busca, según la 4T, la ‘soberanía energética' nacional. Menciona que la compra no es mala, sino las condiciones en las que se llevó a cabo, por ejemplo, será Shell Oil Company quien abastecerá de crudo.“Se dice que esto nos va a dar la soberanía energética. El 70 por ciento del combustible que se utiliza en nuestro país se compra en el extranejero, ¿usted piensa que la compra de la refinería va a ser suficiente para abastecer ese 70 por ciento?”, cuestionó Ferriz Híjar.También espera que la refinería de Deer Park nos dé un beneficio a los mexicanos, ya que, “por lo menos durante los próximos 15 años, no vamos a tener un beneficio directo sobre la explotación de nuestro propio crudo”.“Esperemos que esto dé los resultados, por el bien de nuestro país, y no solamente por el bien de lo que Andrés Manuel López Obrador planea impulsar en estas reformas energéticas y en esta soberanía nacional que pretende vendernos”, finalizó.

In the first episode of 2022 host Scott Joseph sits down with some of the experts in the auto industry at the MOPAR Service Parts and Business Conference in Orlando Florida. Ben Rexrode with the Carter-Myers Automotive group to talk about some of the things they have done to adapt to todays environment from Covid-19 to chip shortages. Scott and Ben also discuss the difference between a customer and a client and how sales teams can provide an added value to their services. Also joining the show this week is Jesse Campos with Shell Oil Company. Scott and Jesse discuss the future of the automotive industry and where things are headed with electric vehicles and charging stations.  This is a unique episode of move crush count that you will not want to miss. 

Niel Golightly is a Senior Counselor at Sard Verbinnen & Company, a global strategic communications firm.  He is also founder and principal of Niel Golightly LLC, a leadership communications and coaching consultancy. Niel has served as Chief Communications Officer at both Fiat Chrysler Automobiles (now Stellantis) and the Boeing Company.  He has also held senior executive roles in global communications, sustainability and energy transition for Ford Motor Company and Shell Oil Company.  He began his career as a U.S. Naval officer and carrier-based pilot. https://www.sardverb.com/who-we-are/our-people/niel-golightly/

This is one you don't want to miss.Many people ask me who is MY mentor and in all honesty, that person is my father.  He has guided me in life, pursuing my dreams and running my business every step of the way.  Join us for a heartfelt conversation on what it takes to have a happy & successful life, raising me and being my biggest cheerleader, his work/life balance from a young age to becoming an Executive with the Shell Oil Company.  Raising two daughters, being a husband, being transferred every few years & more.My dad is the best storyteller there is.  You will laugh and you may shed a few tears!

Alicia Butler Pierre's career in operations began over 20 years ago as a chemical engineer in several chemical plants and oil refineries in her native Louisiana. Her passion is in designing processes that help people, places and things flow more efficiently. Alicia is the Founder and CEO of Equilibria, Inc., a 16-year-old operations management firm specializing in business infrastructure for fast-growing companies. Her company is currently the world's largest and most comprehensive repository on business infrastructure for small businesses. It is at Equilibria where she invented the KasennuTM framework for business infrastructure and software by the same name. She has since successfully applied this framework in over 30 different industries and counting. Alicia has a B.S. in Chemical Engineering from Louisiana State University and an MBA from Tulane University. Her ability to blend scientific, business and mathematical methodologies to solve complex operational problems enables her to bring a unique, tactical, and realistic perspective to her clients, who have also included larger organizations like The Coca-Cola Company, The Library of Congress, and Shell Oil Company. Alicia is also a certified Lean Six Sigma Black Belt and has produced over 500 articles, podcast episodes, case studies, videos, and white papers in the areas of business infrastructure, process improvement, and operational excellence. Combined, her content has over a million views across various online platforms. Alicia hosts the weekly Business Infrastructure: Curing Back Office Blues podcast. Her show was only one of six initially hand-selected in the world by HubSpot to become a part of its new podcast network. Alicia is also the author of the 2x Amazon bestseller, Behind the Fascade: How to Structure Company Operations for Sustainable Success. Her book debuted in Oct. 2018 on Amazon as the #1 New Release for business books in the Production and Operations category. Committed to doing the right things the right way, Alicia's mantra is "to leave it better than you found it" --- Support this podcast: https://anchor.fm/odell-glenn-jr/support

Alicia Butler Pierre's career in operations began over 20 years ago as a chemical engineer in several chemical plants and oil refineries in her native Louisiana. Her passion is in designing processes that help people, places and things flow more efficiently. Alicia is the Founder and CEO of Equilibria, Inc., a 16-year-old operations management firm specializing in business infrastructure for fast-growing companies. Her company is currently the world's largest and most comprehensive repository on business infrastructure for small businesses. It is at Equilibria where she invented the KasennuTM framework for business infrastructure and software by the same name. She has since successfully applied this framework in over 30 different industries and counting. Alicia has a B.S. in Chemical Engineering from Louisiana State University and an MBA from Tulane University. Her ability to blend scientific, business and mathematical methodologies to solve complex operational problems enables her to bring a unique, tactical, and realistic perspective to her clients, who have also included larger organizations like The Coca-Cola Company, The Library of Congress, and Shell Oil Company. Alicia is also a certified Lean Six Sigma Black Belt and has produced over 500 articles, podcast episodes, case studies, videos, and white papers in the areas of business infrastructure, process improvement, and operational excellence. Combined, her content has over a million views across various online platforms. Alicia hosts the weekly Business Infrastructure: Curing Back Office Blues podcast. Her show was only one of six initially hand-selected in the world by HubSpot to become a part of its new podcast network. Alicia is also the author of the 2x Amazon bestseller, Behind the Fascade: How to Structure Company Operations for Sustainable Success. Her book debuted in Oct. 2018 on Amazon as the #1 New Release for business books in the Production and Operations category. Committed to doing the right things the right way, Alicia's mantra is "to leave it better than you found it"

➡️ In this episode of Making Sense ⬅️ Ed Butowsky sits down with John Hofmeister, the former president of the Shell Oil Company and an expert in the oil industry, to discuss how geopolitical events impact the price of oil. It is important to understand that oil prices are a crucial component of the value of your overall equity portfolio. Whether you're actively investing in oil or not this is interview is well worth the watch! ➡️ About Chapwood Investments and Ed Butowsky ⬅️For over 25 years  Ed Butowsky of Chapwood Investments has helped countless high net-worth clients bring clarity and understanding to their portfolio management by targeting specific rates of return to meet their long-term needs.  In fact, Chapwood Investments was formed for one simple reason: To help clients understand and give perspective and knowledge of what they already have in their portfolios.Most clients have no idea what it is that they own and what they should expect from what they own. So, Chapwood Investments was built to give people that knowledge. For more information, visit http://www.chapwoodinvestments.com.➡️ Questions for Ed Butowsky or Chapwood Investments? ⬅️If you have any comments or recommendations for subject matters on future videos you would like to see covered, please share them at ed@chapwoodinvestments.com.➡️ Looking for more information? ⬅️Consider adding Ed's book, Wealth Mismanagement, to your collection. It is available on Amazon and Barnes & Noble. Visit http://www.wealthmismanagement.com for more information.And be sure to subscribe to the channel and visit us at ChapwoodInvestments.com for more investment and wealth management news and information. 

Shell Oil Company v. United States

Informamos sobre la compra por parte de Pemex, de la refinería Deer Park ubicada en Houston, Texas y propiedad de Shell Oil Company. Esta adquisición nos permitirá cumplir con el objetivo de que México sea autosuficiente en combustibles y garantizar la soberanía en materia energética.

Compra de la refinería Deer Park contribuirá a la autosuficiencia energética, afirma presidente AMLO Estamos decididos a que en 2023 dejemos de comprar gasolinas en el extranjero y esto significará autosuficiencia, seguridad nacional y que no aumenten los precios de los combustibles, afirmó el presidente Andrés Manuel López Obrador. En conferencia de prensa matutina encabezó la presentación del informe sobre el proceso de adquisición de la refinería Deer Park en Houston, Texas, la cual dijo que fortalecerá la infraestructura energética del país. “Ya iniciamos el proceso de adquisición para que esta refinería forme parte de los bienes de nuestro país, que sea propiedad de México. (…) Decidimos adquirir las acciones de Shell, se compraron y ya nosotros tenemos el control. La propiedad de la refinería está en proceso (…) pero ya se firmaron todos los documentos, se cerró la operación”, explicó. El mandatario sostuvo que esta operación es un hecho histórico. Confió en que la buena relación con el gobierno estadounidense y el presidente Joseph Biden facilitará los trámites para consumar la compra en beneficio del país. Indicó que actualmente México es el país petrolero que compra más gasolinas y otros petrolíferos al extranjero, por lo que la operación realizada con Shell ampliará la capacidad nacional de producción de combustibles para reducir la importación. La refinería Deer Park se suma a las seis refinerías existentes que están en rehabilitación, a la planta coquizadora de Tula, Hidalgo, y a la refinería de Dos Bocas en Paraíso, Tabasco, ambas en construcción. A pesar del descubrimiento de tres grandes yacimientos de petróleo en México, solo se extraerá el necesario para abastecer el mercado interno; el gobierno federal tomó la decisión de no producir más de 2 millones de barriles diarios, aseveró el jefe del Ejecutivo. “Se trata de un recurso no renovable que tenemos que cuidar y además tenemos que dejar de herencia a las nuevas generaciones”, remarcó. En resumen, dijo el mandatario, el plan del Gobierno de la Cuarta Transformación en materia energética consiste en extraer petróleo, refinarlo y venderlo a precios justos en el mercado interno. “Pemex va a tener todo el respaldo del gobierno de la República. (La compra de la refinería) es muy buena noticia. Estoy muy contento y aquí nos va a tocar a todos constatar que en el 2023 vamos a estar produciendo en México las gasolinas, el diésel y vamos a ser autosuficientes. Estaremos constatando que no aumentarán los precios de los combustibles”, enfatizó. El director general de Petróleos Mexicanos, Octavio Romero Oropeza, expuso que el 24 de mayo de 2021, en presencia del presidente López Obrador, el Consejo de Administración de Pemex autorizó la compra a Shell Oil Company el 50.005 por ciento de su participación accionaria en la refinería de Deer Park de la que Pemex poseía ya el 49.995 por ciento de las acciones. La decisión se inscribe en el objetivo de lograr a corto plazo producir el total de combustibles que se requieren en México, apuntó. “El cambio de paradigma de la actual administración está siendo exitoso. Las estadísticas muestran que la política de fortalecimiento de Pemex para el abasto de combustibles en el país va en la dirección correcta”, expresó. La consejera independiente Laura Itzel Castillo Juárez, añadió que la compra “se trata de una excelente iniciativa respaldada por los grupos técnicos expertos de Pemex que incrementa de forma inmediata y sobre todo a muy bajo costo el procesamiento de crudo y la producción de petrolíferos. Tal es la razón por la cual votamos a favor por unanimidad en el Consejo de Administración”. Explicó que la decisión estratégica agrega valor en concordancia con el Plan Nacional de Desarrollo, el Plan Sectorial de Energía 2019-2024 y el Plan de Negocios de Pemex y sus Empresas Productivas Subsidiarias 2021-2025. Acompañaron al presidente, la presidenta del Consejo de Administración de Pemex y secretaria de Energía, Rocío Nahle García; la consejera y secretaria de Medio Ambiente y Recursos Naturales, María Luisa Albores González; el consejero y secretario de Hacienda y Crédito Público, Arturo Herrera Gutiérrez, el consejero y director general de la CFE, Manuel Bartlett Díaz, y los consejeros independientes: Juan José Paullada Figueroa, Rafael Espino de la Peña, José Eduardo Beltrán Hernández y Humberto Domingo Mayans Canabal.

Today I'm releasing my next installment in my God Among MGTOW Series. This one is about the famous petroleum geologist M. King Hubbert who went his own way and stood up to the Shell Oil Company in 1956. I usually don't feature men that are married and have families in this series. But the reason I'm featuring him is because this man had the strength to stand up for the research, regardless of what the company paying him told him to do. So let me take you back to 1956. In that year Marion King Hubbert or M. King Hubbert as he is sometimes referred to was working as a geoscientist for the Shell oil company in one of their laboratory in Houston, Texas. On March 8th, 1956 he made a speech to the Southern Section of the American Petroleum Institute in San Antonio Texas. He was about to go up on stage and present his speech that day but was signaled to leave the stage. In what was a last minute phone call the public relations staff at the Shell Oil company begged him to tone down the parts of his speech that they considered to be sensational. However he didn't do this and instead decided to go his own way instead. He didn't do what people in his own company told him to do. We went on stage and told his audience that oil production in the United States was going to reach a peak or maximum rate of production for conventional oil in 1970. Many of the people in the audience thought he was a crackpot. In some weird way he was like Galileo telling men that the world was flat. He told everyone that United States conventional oil production would peak in 1970 at 3 billion barrels of oil production per year. In reality it peaked in 1970 at 3.4 billion barrels and has never recovered to those levels. Even with Alaska in the nineteen seventies and nineteen eighties and today's Oil Fracking boom it never rose above that point and if oil production from fracking goes into decline within the next 5 years as is predicted by many of today's petroleum geologists then that will mean oil production will continues to decline. I know many of you are skeptics and will say if only the US government would allow for more offshore drilling then everything will be alright. And that the US government is holding back US oil production. On the contrary the US government is doing whatever it can to bend over backwards to the oil companies. They are giving them permits to frack most of America's oil shale. We are in the midst of giant oil boom in North America. But it's not going to last as production starts to peak out and go into decline. Marion King Hubbert is guy most of you haven't heard of before but in the coming decades as global oil production goes into terminal decline you will most likely be hearing his name.People mocked Hubbert and criticized him because up to that point in history more and more oil was being found all of the time back then. It was being found faster then humanity could burn it up. Today for every new barrel of conventional oil we find we burn three. And most of the non-conventional oil is uneconomical at current prices and requires one hundred and fifty to two hundred barrels to be produced for a profit. President Jimmy Carter - Address to the Nation on Energy https://www.youtube.com/watch?v=-tPeP... ( https://www.youtube.com/watch?t=0s&v=-tPePpMxJaA ) The End of Suburbia https://www.youtube.com/watch?v=Q3uvz... ( https://www.youtube.com/watch?t=0s&v=Q3uvzcY2Xug ) Updated Natural Gas Production UK http://www.eia.gov/countries/country-... ( https://www.youtube.com/redirect?event=video_description&q=http%3A%2F%2Fwww.eia.gov%2Fcountries%2Fcountry-data.cfm%3Ffips%3DUK%23ng&redir_token=QUFFLUhqbWgxWWlBakktd0ljclNDYjFNTjZjeVJFWS16Z3xBQ3Jtc0trRkZjcExCSEFfdUFkOUoxbDJpWER4b1BpUVJ5NHdnckloUWg4eGZqQUc3UjdibHJNNmlEMWhhYUpWakd5WmxWcWxNQmxDTExTTHgwb3hjRTFYVjV1VVJIbmlWZzV1VlZiRS1wdjlVZ3hWdGxUSkFISQ ) Support this podcast at — https://redcircle.com/mgtow/donations Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy

➡️ In this episode of Making Sense ⬅️ Ed Butowsky sits down with John Hofmeister, the former president of the Shell Oil Company and an expert in the oil industry, to discuss how geopolitical events impact the price of oil. It is important to understand that oil prices are a crucial component of the value of your overall equity portfolio. Whether you're actively investing in oil or not this is interview is well worth the watch! ➡️ About Chapwood Investments and Ed Butowsky ⬅️For over 25 years  Ed Butowsky of Chapwood Investments has helped countless high net-worth clients bring clarity and understanding to their portfolio management by targeting specific rates of return to meet their long-term needs.  In fact, Chapwood Investments was formed for one simple reason: To help clients understand and give perspective and knowledge of what they already have in their portfolios.Most clients have no idea what it is that they own and what they should expect from what they own. So, Chapwood Investments was built to give people that knowledge. For more information, visit http://www.chapwoodinvestments.com​.➡️ Questions for Ed Butowsky or Chapwood Investments? ⬅️If you have any comments or recommendations for subject matters on future videos you would like to see covered, please share them at ed@chapwoodinvestments.com.➡️ Looking for more information? ⬅️Consider adding Ed's book, Wealth Mismanagement, to your collection. It is available on Amazon and Barnes & Noble. Visit http://www.wealthmismanagement.com​ for more information.And be sure to subscribe to the channel and visit us at ChapwoodInvestments.com for more investment and wealth management news and information. 

Travis Torrence serves as the Global Litigation Bankruptcy & Credit Team Lead for Shell Oil Company and manages a team handling bankruptcy and credit legal issues for all of Shell’s business units in the U.S. and Canada. Torrence has been recognized as a “Rising Star” in the area of bankruptcy and creditor/debtor rights by Texas Super Lawyers, and was a 2016 Houston Business Journal “40 Under 40” honoree and a finalist in the publication’s Best Corporate Counsel Awards. He was recently appointed to serve on the Board of Directors for the Texas Access to Justice Foundation, a non-profit that provides grant funding for civil legal aid in Texas. Travis and I discuss his college experience and the mentor that encouraged him to reach higher than he thought possible, the time he met Maya Angelou and the words he carried with him from that meeting, and the lessons he carried from his experiences into his current leadership role. A special thanks to our sponsor….Vinson & Elkins, a global law firm with 11 offices and more than 700 lawyers, committed to excellence in serving and advising its sophisticated clients in industries such as energy, finance, technology, real estate, media, and beyond. V&E lawyers also are proud to support pro bono clients across their communities. To help clients navigate complex areas of law, V&E hires the best and brightest law students and lawyers, valuing diverse perspectives and backgrounds. Visit www.velaw.com to learn more about V&E’s summer associate program and hiring opportunities. Start your success story at Vinson & Elkins For more on the Houston Law Review, please visit houstonlawreview.orgTwitter | @HoustonLRevInstagram | @HoustonLRevFacebook | @HoustonLRevLinkedIn | The Houston Law Review Support the show Support the show (https://www.paypal.com/webapps/shoppingcart?flowlogging_id=1e36b5f2829cd&mfid=1570127481732_1e36b5f2829cd#/checkout/openButton)

Welcome to Episode 25, Season 6, of the Leadership Lyceum: A CEO's Virtual Mentor®. This is part one of two episodes aimed as a celebration of Black History Month. In August 2020, USA Today reported that 11% of the directors across the 50 largest companies in the S&P 100 are black. On the other hand, gender diversity on boards has shown better improvement over the last seven years. BoardEx just released data that revealed gender diversity on corporate boards in the US increased about 10% over the seven-year period from 2014 to 2020, that is from 19% to 28.8%, a year on your average growth rate of about 1.4%. France and Norway are at 44% and 39% respectively, but their growth rate is slower than the US. You see, they started from a higher percentage level in the first place. We agree with all the benefits of having diverse boards, but we think that a 1.4% growth rate is not even close to good enough. Since the 2017 founding of our sister company, Lyceum Leadership Consulting, we’ve placed diverse candidates in 24 out of 43 of our board and executive searches, or 56%. It's a track record we're proud of, but we can do better. If we assume the good intentions of everyone involved in board selection decisions to improve upon those numbers, then what is holding us all back? What is causing the stubborn persistence of diversity levels across the world? Lyceum Leadership Consulting thesis is that we are battling our own human nature. In my search work over the last decade and a half, I often observed that a missing link in creating boardroom diversity is often a lack of diversity in the professional networks of the board of directors or the nominating committee themselves. As often, candidates are identified and selected from these networks. In order to understand what causes a lack of network diversity to exist, it's instructive to understand sociology applied to these social networks. In this program, we examine ways of counteracting our own human nature to ultimately make significant improvements in boardroom and executive diversity. Joining me on the program is Associate Professor of Sociology, James M. Cook, from the University of Maine. One of Dr. Cook's areas of expertise is in the area of social network analysis. I discovered Professor Cook's work in my own research on this perplexing issue. I was especially intrigued and informed by an academic paper that he co-authored in 2001 called Birds of a Feather: Homophily in Social Networks.         Program Guide A CEO’s Virtual Mentor Episode 25  Why is Achieving Diversity So Hard? Overcoming Homophily and Our Own Human Nature with Sociologist James Cook  0:00     Introduction to the program and Dr. James M. Cook, Associate Professor of Sociology, from the University of Maine. 4:26     Definition of Homophily 7:25     Homophily in the boardroom setting and the limitations of the board 11:20   Break 1 11:19   Social Capital: Bonding and Bridging 14:34   Break 2 14:47   Part 1 of the Framework for Overcoming Homophily: Finding people who are different 25:35   Break 3 26:19   Part 1 (continued): Finding, or being found, at the individual level 33:46   Break 4 34:29   Part 2 of the Framework for Overcoming Homophily: Uniting through the instability that bringing people who are different causes 40:24   Break 4 40:51   Part 3 of the Framework for Overcoming Homophily: Managing conflicts that are bound to arise. 44:15   Break 5 44:38   Conclusion: Intergroup relations and advice toward improvement in diversity outcomes 55:06   End of Program and Preview of Episode 26, part 2 of 2, in celebration of Black History Month   We would like to express our special thanks to the clients of Lyceum Leadership Consulting that enable us to bring you this podcast. Thanks for listening.  We can’t improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  See you next time.   Informative and Helpful Links USA Today Article Biographies of Guests Dr. James Cook Dr. James Cook is currently an Associate Professor of Sociology at the University of Maine at Augusta. His primary areas of interest in research and teaching are political organizations, social networks, social media, and the sociology of gender. That interest is reflected in the development of new courses at UMA in Social Networks and Analyzing Social Media and in community service (where his current projects are attempts to deepen student connections with the UMA Community Gardens civic engagement project and the Maine State Legislature). His present research interests include applications of social network and social identity theory to social media, the development and testing of a social network model of state legislators, and the application of workplace theories of glass ceilings and escalators to explain patterns of cooperation among legislators along and across lines of gender.  He is also engaged in research regarding the social network characteristics of publicly-communicating groups of sexual minorities. Dr. James Cook received a B.A. in Sociology from Oberlin College in 1993 and M.A. and Ph.D. in Sociology from the University of Arizona in 1996 and 2000, respectively.     Your host Thomas B. Linquist is the Founder and Managing Director of Lyceum Leadership Consulting and Lyceum Leadership Productions. Over his 16 years in management and leadership consulting he has served a wide array of corporate clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 30-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders. Thanks for listening.  We can’t improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  Please rate us and spread the word among your fellow executives and board colleagues.   Program Disclaimer The only purpose of the podcast is to educate, inform and entertain. The information shared is based on the collection of experiences of each of the guests interviewed and should not be considered or substituted for professional advice. Guests who speak in this podcast express their own opinions, experience and conclusions, and neither The Leadership Lyceum LLC nor any company providing financial support endorses or opposes any particular content, recommendation or methodology discussed in this podcast.   Follow Leadership Lyceum on: Our website: www.LeadershipLyceum.com LinkedIn: The Leadership Lyceum LLC Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum Email us: info@LeadershipLyceum.com   Thanks for listening.  We can’t improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  Please rate us and spread the word among your fellow executives and board colleagues.   This podcast Leadership Lyceum: A CEO’s Virtual Mentor has been a production of The Leadership Lyceum LLC. Copyright 2021. All rights reserved.  

In this episode, Duncan and I talk about the potential pub shopping spree and whether Shell is being too cautious...

What are your opinions on the energy industry?

Discover why Dr. John Demartini (Founder and President of the Demartini Institute) claims it's important to avoid subordination during times of crisis, and which blindspot he became aware of that changed the growth trajectory of his clinic and leadership success (14 minute episode). CEO BLINDSPOTS PODCAST GUEST: Dr. John Demartini. He is the Founder and President of the Demartini Institute, Business Advisor, Author, Educator, Speaker, and world renowned doctor who has received various awards for his many humanitarian services and achievements, including the Crystal Award for being the "Top Human Behavioral Specialist Worldwide in 2020"! https://drdemartini.com/about/dr-john-demartini/ From an early age he had difficulty reading, writing and speaking which was later diagnosed as dyslexia and a speech impediment. In first grade, his teacher announced to his parents that he would never read, write, communicate, never amount to anything, nor go very far in life. At the age of 14 Dr Demartini left school and headed for Hawaii where at 17 he had a near death experience as a result of strychnine poisoning. These early challenges set the scene for a remarkable transformation, especially after he met a 93 year old man called Paul Bragg who became his mentor. Since then, Dr. Demartini, has studied over 30,000 books, been in over 30 documentaries, 1000+ news and radio channels, been a keynote speaker in over 100 countries, presented to audiences of up to 11,000 people, and shared the stage with some of the world’s most influential people such as Sir Richard Branson, Stephen Covey, Robert Kiyosaki, Dr. Deepak Chopra, and even a President. In addition, he has presented at Harvard University, University of Houston, and various international universities including in the UK, Australia, and India. And some of the more well known companies Dr Demartini has spoken to include IBM, Tenneco, Shell Oil Company, Enterprise Bank, Hyatt International, McKenzie Corporation, and Maserati/Ferrari. CEO BLINDSPOTS HOST: Birgit Kamps. She started and sold HireSynergy LLC (an "Inc. 500 Fastest Growing Private Company" and a "Best Company to Work for in Texas"), held 3 terms as a Board Member of the Gulf Coast Workforce Commission, was the Chair of the Gulf Coast Workforce Education Committee, and is currently both the founder of the CEO Blindspots Podcast and president of Hire Universe LLC; https://ceoblindspots.com/

Inspiring award-winning performances from your talent: Crossover applications to business leadership from the theatrical development process with Charles Newell, Artistic Director of Court Theatre in Chicago A CEO’s Virtual Mentor Episode 24   Welcome to Episode 24, Season 5, of the Leadership Lyceum: A CEO's Virtual Mentor®. I'm joined in the program today by Charles Newell, the Marilyn F. Vitale Artistic Director of the renowned and critically acclaimed Court Theatre in Chicago. This interview was recorded in the summer of 2019 as the Court Theatre's production of the play, The Adventures of Augie March, had completed its record-breaking performance run. We had intended to publish this episode early this year in 2020, but COVID hit and it seemed a little bold to put this out at the early stage of the pandemic. The world had other pressing items that deserved attention. But now, in the middle of the holiday season, we've been without live theater and entertainment for nine months, we thought this interview might be not only informative, but also soothing at this stage of the pandemic.   This interview is timeless and gets deep into a theatrical production's creative process as seen through the mind's eye of the director. In general, we, as an audience of entertainment, be it sports or the performing arts, are often spoiled with the perfection and professionalism of the finished product. But what is involved or required from a leadership perspective to develop and burnish the performance into the form to which we are also accustomed? What goes on in the business of theater has crossover applications to all business leaders. We'll cover a wide range of topics in today's program. We'll outline the organizational form of the Court Theatre, including its governance, funding and management structure. But the majority of our time will be spent stepping through the phases of the creation of a production from script selection to closing night.   Program Guide A CEO’s Virtual Mentor Episode 24 Inspiring award-winning performances from your talent with Charles Newell, Artistic Director of Court Theatre in Chicago 0:00     Introduction to the program and Charles Newell, Artistic Director of the Court Theatre in Chicago 3:20     Court Theatre’s history, governance structure, funding sources and unique structure with the University of Chicago. 5:09     Achieving high caliber of performances on a smaller budget than peers theater companies in Chicago 7:25     Unique mission and social-societal outcomes of Court Theatre in the realm of national theater. 10:39   Break 1 11:19   Phase 1 of the Theatrical Development Process: Finding and developing a script. 17:11   Break 2 17:27   Phase 2 of the Theatrical Development Process: Developing the look and feel of the production. Revealing the collaborative creative process. 25:01   Break 3 25:35   Phase 3 of the Theatrical Development Process: The Casting Process. Dealing with barriers and constraints. 32:45   Break 4 34:51   Phase 4 of the Theatrical Development Process: Production development, rehearsal, and refinement. Inspiring and motivating actors to perform at their best. 39:20   Break 5 39:46   Phase 5 of the Theatrical Development Process: The arc of production and performance evolution from opening night to closing night. Keeping a production evolving and improving in the absence of continuous rehearsals. 49:33   Break 6 50:03   Retrospective self-reflection on the evolution of a theater director. 55:06   Conclusion and coming attractions.   We would like to express our special thanks to the clients of Lyceum Leadership Consulting that enable us to bring you this podcast. Thanks for listening.  We can’t improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  See you next time.   Informative and Helpful Links   https://www.courttheatre.org/ http://manualcinema.com/   Biographies of Guests Mr. Charles Newell Charles Newell is the Marilyn F. Vitale Artistic Director of Court Theatre. He was awarded the SDCF Zelda Fichandler Award, “which recognizes an outstanding director or choreographer who is transforming the regional arts landscape through singular creativity and artistry in theatre.” Charlie has been Artistic Director at Court Theatre since 1994, where he has directed over 50 productions. He made his Chicago directorial debut in 1993 with The Triumph of Love, which won the Joseph Jefferson Award for Best Production. Charlie’s productions of Man of La Mancha and Caroline, or Change have also won Best Production Jeffs. Other directorial highlights at Court include All My Sons, The Hard Problem,  Man in the Ring; One Man, Two Guvnors; Satchmo at the Waldorf; Agamemnon; The Secret Garden; Iphigenia in Aulis; M. Butterfly; The Misanthrope; Tartuffe; Proof; Angels in America; An Iliad; Porgy and Bess; Three Tall Women; Titus Andronicus; Arcadia; Uncle Vanya; Raisin; The Glass Menagerie; Travesties; Who’s Afraid of Virginia Woolf?; The Invention of Love; and Hamlet. Charlie has also directed at Goodman Theatre (Rock ‘n’ Roll), Guthrie Theater (The History Cycle, Cymbeline), Arena Stage, John Houseman’s The Acting Company (Staff Repertory Director), the California and Alabama Shakespeare Festivals, Juilliard, and New York University. He has served on the Board of TCG, as well as on several panels for the NEA. Opera directing credits include Marc Blitzstein’s Regina (Lyric Opera), Rigoletto (Opera Theatre of St. Louis), Don Giovanni and The Jewel Box (Chicago Opera Theater), and Carousel (Glimmerglass). Charlie was the recipient of the 1992 TCG Alan Schneider Director Award, and has been nominated for 16 Joseph Jefferson Director Awards, winning four times. In 2012, Charlie was honored by the League of Chicago Theatres with its Artistic Achievement Award.   Your host Thomas B. Linquist is the Founder and Managing Director of Lyceum Leadership Consulting and Lyceum Leadership Productions. Over his 15 years in management and leadership consulting he has served a wide array of corporate clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 30-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders. Thanks for listening.  We can’t improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  Please rate us and spread the word among your fellow executives and board colleagues.   Program Disclaimer The only purpose of the podcast is to educate, inform and entertain. The information shared is based on the collection of experiences of each of the guests interviewed and should not be considered or substituted for professional advice. Guests who speak in this podcast express their own opinions, experience and conclusions, and neither The Leadership Lyceum LLC nor any company providing financial support endorses or opposes any particular content, recommendation or methodology discussed in this podcast.   Follow Leadership Lyceum on: Our website: www.LeadershipLyceum.com LinkedIn: The Leadership Lyceum LLC Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum Email us: info@LeadershipLyceum.com   Thanks for listening.  We can’t improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe wherever you listen to your podcasts.  Please rate us and spread the word among your fellow executives and board colleagues.  This podcast Leadership Lyceum: A CEO’s Virtual Mentor has been a production of The Leadership Lyceum LLC. Copyright 2020. All rights reserved.

Experienced CEO / senior leader across multiple industries Rick Altizer joined Earnnest in March 2019 from BP, where he was senior vice president of fuel sales and marketing for North America. He was named North America’s Fuels Leader of the Year in 2018 by Convenience Store magazine Prior to BP, Rick served as regional vice president for McDonald's, running a $1 billion region with 500 stores. He also served as president of Jiffy Lube International, vice president of marketing for Shell Oil Company, the first non-founder CEO of organic burger pioneer startup Elevation Burger and president of private-equity-owned McAlister's Deli. In 2020, he was named a RISMedia Newsmaker for his headline-making contributions to the real estate industry as CEO of Earnnest.Under Rick’s leadership, digital payment maven Earnnest has raised over $5M in capital, increased revenue 15x and has grown staff 5x to 30 employees. Rick’s goal is to present Earnnest as “the one digital payment solution for the built world” beginning with residential real estate in the US.

Join Darryll Stinson and Steven Stack as they talk about how to build wealth and make your money work hard for you. Steven is a Sales Manager at Shell Oil Company. At the age of 32, he has already achieved a 100% debt-free life and became a millionaire. How did he do it? He's going to share some valuable tips that you don't want to miss. So, get ready to tune in and say YES to building your wealth! In this episode, you'll learn: ● Establishing a wealth mindset at an early age and getting inspiration from successful business owners. ● Starting with what you know, then growing further in that space through research and connection with like-minded people. ● The importance of surrounding yourself with the right people. Bad company corrupts good character! ● Having an owner mentality versus a consumer mentality. ● The difference between an asset and a liability. ● And so much more! About Steven Stack: I'm a Clemson graduate w/ a B.S. degree in Industrial Engineering & am now based in Charlotte, NC as a Sales Manager w/ Shell Oil Company. Through discipline, I became a millionaire & 100% debt free (including my home) by age 32 by living within my means to build a strong investment portfolio through avenues such as real estate & investment funds. In addition, I do business consulting as well as coaching in personal finance for those in the community & beyond. Though business & financial savvy has yielded great results, I credit my success to faith in God. I've been married for nearly 10 years & have 3 young children w/ my wife. In addition to family & work, I serve with the K.I.N.G. Movement as a national board member & Charlotte chapter president. I also serve musically as a vocalist & small group leader at Transformation Church in Indian Land, SC. You can find Steven Stack on: Instagram - https://www.instagram.com/stackingwithstack/ Email - steven.l.stack@gmail.com

Wilton sits down with Kendale Lumpkins, a safety advisor for the Shell Oil Company, motivational speaker and mentor to many in Mississippi and beyond. While most might think his life is perfect, he's the first one to tell you that he has made a lot of mistakes along his journey. Sit back and get ready to listen as he discusses embracing change in tough situations, overcoming mistakes, changing the narrative of a Black man, life lessons from basketball and more.

Key Points:The proper way to show up on a buisness zoom callThe secret to moving up the corporate ladder in a male dominated industryAn underutilized gem for finding your next corporate career opportunityGet Your Audible Recommendation Click HerePodcast Guest Submission Click HereIf you need to gain more clarity on your purpose and desire coaching click hereIf you know your purpose but need assistant and support for creating a customized action plan click hereFor more information on my Master Life Class: Strategize Your Vision click hereIf you love to journal, click here to check out my book 31 Days of Truth Manifest Your Passion, Power, & PerseveranceIf you love the conversations here on LHT, we’d love your support to keep the monthly operations going. You can provide a donation clicking the donate button below to help us to continue operating in purpose. DONATE Let’s Keep In Touch:Linkedin: @LaKitiaWoodardFacebook: @LaKitiaWoodardFacebook: @LivingHerTruthInstagram: @LaKitiaWoodardTwitter: @LaKitiaWoodardYouTube: @ASistersTruth

New Orleans restaurants are facing an existential threat. The pandemic has drastically reduced the number of visitors to the city and locals are dining out less frequently. It's unclear when health restrictions will ease and life can return to normal. On today's podcast we talk with Jennifer Weishaupt, the founder and CEO of the Ruby Slipper Restaurant Group, about how COVID-19 may change restaurants forever - and how she's managed to keep her business moving forward despite all the challenges. ---- A chemical engineer, Jennifer “retired” from Shell Oil Company in 2015 with 16 years of service, most recently as operations manager for three oil and gas production platforms in the Gulf of Mexico. As founder and CEO of Ruby Slipper Restaurant Group, Jennifer oversees all aspects of restaurant operations and future growth for what has grown from a single neighborhood café in 2008 into an award-winning, 18-unit restaurant group spanning five states and two sister brands (Ruby Slipper Café and Ruby Sunshine). Jennifer stays engaged in her community where she recently completed a term of service on the board of directors of Liberty's Kitchen and previously served on the board of directors of Morris Jeff Community School. She and her husband, Ruby Slipper co-founder Erich Weishaupt, have been married for 19 years and have three amazing school-aged children who keep her on her toes.

Part 1 includes keynote speech delivered by John Hofmeister, the former president of Shell Oil Company.