Podcasts about Significance

SummaryIn this episode, Benjamin Lee explores the significance of the phrase 'trustworthy statement' used by Paul in the New Testament, emphasizing the importance of faithfulness in the Christian life. He delves into key biblical passages, especially 2 Timothy 2, to highlight how faithfulness, rooted in the resurrection of Jesus, should guide our walk with God.Chapters00:00 Introduction to the 'Trustworthy Statement' in Paul's Letters00:29 Where Paul Uses the Phrase 'Trustworthy Statement'01:25 The Significance of 2 Timothy 2:11-1302:22 The Theme of Faithfulness in 2 Timothy04:17 The Fruit of the Spirit: Faithfulness05:43 Paul's Relationship with Timothy: A Faithful Partnership07:38 Paul's Final Words: A Call to Faithfulness09:01 How to Remain Faithful in Difficult Times11:27 Examples of Faithfulness: Soldier, Athlete, Farmer16:38 The Rewards of Faithfulness: Reigning with Christ28:40 The Warning: Denying Christ and Its Consequences30:07 God's Faithfulness and Our Response32:07 Conclusion: Living a Life of FaithfulnessConnect with Me! Newsletter and Podcasts: ⁠⁠⁠⁠⁠⁠https://icandopodcast.com⁠⁠⁠⁠⁠⁠Blogs: ⁠⁠⁠⁠⁠⁠https://benjaminlee.blog⁠⁠⁠⁠⁠⁠Books: ⁠⁠⁠⁠⁠⁠https://benjaminlee.blog/books-2/⁠⁠⁠⁠⁠⁠Apparel: ⁠⁠⁠⁠⁠⁠https://benjaminlee.blog/resources/#!/⁠⁠⁠⁠⁠⁠Youtube: ⁠⁠⁠⁠⁠⁠https://youtube.com/@icandopodcast?si=h9-JkT27jwynZZ-X

Making an Impact: A Life of SignificanceBarry Howard

In this episode, Leon Fontaine explores your true heart's desire and shares how Jesus calls each of us to a life of deep purpose and lasting significance.   Donate here to support outreaches that are sharing the truth about Jesus to Canada! Visit our website to discover new resources that will help you grow closer to Jesus every day. Connect with us on social media: YouTube | Instagram | Facebook | TikTok Follow Leon Fontaine: Facebook | Instagram | Podcast | YouTube

Nick and Jonathan react to Todd Monken's comments about using preseason games to evaluate the quarterback competition. Then, they're joined by Ashley Bastock of Cleveland.com, and they discuss Kevin Stefanski's QB situation in Atlanta.

In this episode, Conor and Jaeden explore the latest advancements in AI benchmarks, focusing on Mirror Code and its implications for software development and automation. They discuss how AI is increasingly capable of recreating complex software, solving friction points, and transforming productivity.Watch on YouTube: https://youtu.be/RqPuvAPN2LcGet the top 80+ AI Models for $8.99 at AI Box: https://aibox.aiConor's AI Course: https://www.ai-mindset.ai/coursesJaeden's AI Business Community: https://www.skool.com/aihustleChapters00:00 Introduction to the New AI Benchmark: Mirror Code00:30 The Context: AI Watching and Learning from Human Actions00:57 Mirror Code's Emergence and Its Significance02:12 Claude Opus 4.7 Rebuilding Apple Software in 14 Hours03:12 What is the Mirror Code Benchmark? Testing AI's Rebuilding Capabilities03:41 Results: 17 of 25 Programs Recreated Perfectly04:10 Implications of AI Recreating Complex Software04:39 OpenAI GPT 5.5 and Opus 4.7 Reimplementing Software05:10 The Significance of Speed and Cost in AI Rebuilding Tasks05:39 Personal Use Cases: Building and Rebuilding Software with AI06:06 AI's Impact on Software Development and Productivity07:13 Conor's Journey into AI Agents and Coding07:41 The Role of Articulating Friction Points in AI Solutions09:01 Fixing Friction Points in Software Using AI09:30 Case Study: Rebuilding a Booking Engine with Claude10:26 Rebuilding Software and Features Faster with AI11:25 The Power of AI in Solving Real-World Problems12:00 AI as a Tool for Solving Friction Points in Business12:26 Introducing AI Box: Affordable Access to AI Models12:48 The Value of Solving Problems with AI13:12 Encouragement to Explore AI Solutions and Friction Points See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Join Meghan and Elle Hales for part 2 as she shares insights into spiritual gift development, the importance of ethics in mediumship, and how to navigate the unseen realm responsibly. This episode demystifies spiritual abilities, emphasizing humility, discernment, and service in connecting with Spirit.In this episode: The mechanics of mediumship: perception, signs, and altered statesEthical boundaries and responsibility in spiritual workThe role of intention, bias, and ego in receiving messagesHow to develop and trust your spiritual senses: clairvoyance, clairaudience, and more Personal stories of Spirit communication, including visualizations and evidence-based guidancePractical tips for protection, setting boundaries, and maintaining spiritual hygieneThe significance of humility, patience, and joy on the spiritual journeyHow spiritual gifts can serve others and foster self-growth Timestamps:00:00 - Introduction to Spirit communication and gifts in action00:23 - The importance of authenticity and signs in spiritual practice01:06 - Sign seeking vs. true intention: understanding heart-centered asking01:41 - Significance of God's timing and receptivity in miracles02:30 - Discerning readiness and size of signs, gratitude in receiving gifts03:13 - The ethics of psychic work: responsibility and boundaries05:01 - Navigating spiritual boundaries and responsible use of gifts06:24 - Personal boundary-setting and managing spiritual overload07:21 - The reality of spirit worlds and protective boundaries08:45 - Visualizing and interacting with spirit guides in everyday life10:01 - Spirit communication mechanics: visuals, emotions, impressions12:18 - Handling sensitive information & respecting others' boundaries14:29 - The importance of continual self-awareness and humility in gift development15:20 - How mediumship works: altered states & divine tool usage16:12 - The subjective experience of intuition and perception channels18:08 - Recognizing energetic impressions: tension, emotions, and clair senses19:32 - The different “clairs”: clairvoyance, clairaudience, and others explained21:00 - Smelling, tasting, and sensing spirit's messages in everyday life22:34 - Developing personal propensities and biases in spirit communication24:15 - Layered experiences: impressions, visions, voices, and feelings25:45 - The interpretive role of the medium: translating spirit messages29:02 - Protecting yourself spiritually: prayers, visualization, and awareness30:24 - The importance of high frequency and spiritual hygiene32:44 - Trusting divine timing and God's protection in gifting practice34:16 - The journey of growth, deception, and returning to love36:26 - Demonstration of mediumship: connecting with guides and loved ones46:38 - The sacred responsibility of holding space and handling feelings55:10 - Embracing opposites: divine masculine and feminine within us62:33 - Healing inner conflicts, childhood wounds, and self-love70:25 - Recognizing your children's unique spiritual journeys78:58 - Joy, gratitude, and embracing the seasons of life85:17 - Small acts with big impacts: cultivating awareness and lessons learned90:45 - The promise of ongoing spiritual experiences and growth98:39 - The eternal progression of the soul and continuous learning in SpiritResources & Links- Through the Veil PodcastSpiritually Gifted CourseElle Hales on InstagramNote: This episode combines personal stories, spiritual teachings, and practical applications, aiming to empower listeners on their own spiritual journeys—always emphasizing humility, ethics, and service. Continue Your JourneyIf this episode resonated with you, there are several ways to go deeper:

4 Hours and 56 MinutesPG-13The episodes:The Significance of Oswald Spengler and Francis Parker YockeyThe 50th Anniversary of Chile's Pinochet Led CoupThe Book Recommendation EpisodeA DNC 'On-the-Ground Report'Understanding Russia's Position in the World Thomas' SubstackRadio Free Chicago - T777 and J BurdenThomas777 MerchandiseThomas' Book "Steelstorm Pt. 1"Thomas' Book "Steelstorm Pt. 2"Thomas on TwitterThomas' CashApp - $7homas777Pete and Thomas777 'At the Movies'Support Pete on His WebsitePete's PatreonPete's SubstackPete's SubscribestarPete's GUMROADPete's VenmoPete's Buy Me a CoffeePete on FacebookPete on TwitterBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-pete-quinones-show--6071361/support.

Mark Larkin, Founder and CEO of Vitaccess, leverages real-world patient data captured through mobile devices and wearables, combined with EMRs, claims data, and registries, to generate insights beyond the scope of traditional clinical trials. The company maintains proprietary disease registries, notably in myasthenia gravis, enabling researchers to compare treatment efficacy, side effects, and patient adherence to therapies in their daily lives. By linking diverse data sources and identifying comorbidities, the platform informs drug development, regulatory decisions, and the personalization of treatment matching. Mark explains, "Our mission is about patient-centric, science-driven research. That's how we do real-world research. We think that's a powerful way to combine scientific rigor with putting the patient at the heart of what we do. People are probably familiar with the idea that real-world data and real-world evidence are complementary to clinical trials. They don't have the same levels of scrutiny or the same designs, but nonetheless, if we do it properly, we should make it as rigorous as possible so the data can be used by many different audiences. Putting the patient at the heart of our designs means we can be in the best position to quantify the patient experience. That's really what we do, perhaps in the simplest terms."   "Well, I'd say that real-world data is a very broad church. There's lots of different types of data. Where I think you are referring to is data generated directly from patients, the patient-reported data. And I'll come back to that in a second, but it also includes a wide range of other data types and sources. So it could be electronic medical records. In the United States, very commonly it's claims data. There are registries."  #Vitaccess #RealWorldEvidence #PatientCentricity #ClinicalTrials #DigitalHealth #PatientReportedOutcomes #Wearables #RareDisease #HealthData #PatientInsights #RWE #HEOR #MyastheniaGravis #CIDP vitaccess.com  Listen to the podcast here

Mark Larkin, Founder and CEO of Vitaccess, leverages real-world patient data captured through mobile devices and wearables, combined with EMRs, claims data, and registries, to generate insights beyond the scope of traditional clinical trials. The company maintains proprietary disease registries, notably in myasthenia gravis, enabling researchers to compare treatment efficacy, side effects, and patient adherence to therapies in their daily lives. By linking diverse data sources and identifying comorbidities, the platform informs drug development, regulatory decisions, and the personalization of treatment matching. Mark explains, "Our mission is about patient-centric, science-driven research. That's how we do real-world research. We think that's a powerful way to combine scientific rigor with putting the patient at the heart of what we do. People are probably familiar with the idea that real-world data and real-world evidence are complementary to clinical trials. They don't have the same levels of scrutiny or the same designs, but nonetheless, if we do it properly, we should make it as rigorous as possible so the data can be used by many different audiences. Putting the patient at the heart of our designs means we can be in the best position to quantify the patient experience. That's really what we do, perhaps in the simplest terms."   "Well, I'd say that real-world data is a very broad church. There's lots of different types of data. Where I think you are referring to is data generated directly from patients, the patient-reported data. And I'll come back to that in a second, but it also includes a wide range of other data types and sources. So it could be electronic medical records. In the United States, very commonly it's claims data. There are registries."  #Vitaccess #RealWorldEvidence #PatientCentricity #ClinicalTrials #DigitalHealth #PatientReportedOutcomes #Wearables #RareDisease #HealthData #PatientInsights #RWE #HEOR #MyastheniaGravis #CIDP vitaccess.com Download the transcript here

Matt Rogers is the Founder and CEO of Significant Coaching & Recruiting, where he advises student-athletes and families, consults with college athletic programs, and speaks on recruiting, leadership, and personal development. Over a coaching career spanning more than 25 years, he has led men's and women's college basketball programs, guided teams to NCAA Tournament appearances, earned multiple conference Coach of the Year honors, and helped transition Maryville University from NCAA Division III to Division II. Rogers also spent nearly nine years with NCSA, where he helped more than 4,000 student-athletes across 34 sports earn opportunities to compete at all five collegiate levels. He is the author of the five-star-reviewed book Significant Recruiting: The Playbook for Prospective College Athletes, a step-by-step guide designed to help families navigate the college recruiting process. In addition, he hosts the Significant Coaching with Matt Rogers podcast and writes The Blog of Significance, sharing practical guidance for coaches, parents, and athletes.On this episode Mike & Matt discuss the significant challenges and emotional complexities associated with the transition from high school to collegiate athletics. With over 25 years of experience, Rogers emphasizes the necessity for aspiring student-athletes to endure the arduous first year, regardless of the institution's prestige, asserting that the emotional and psychological hurdles faced during this period are universally daunting. He advocates for the importance of selecting the appropriate environment and mentors, thereby ensuring that athletes have the requisite support to navigate the inevitable adversities they will encounter. Additionally, the episode delves into the multifaceted roles of coaches, parents, and athletes in the recruitment process, highlighting the need for candid communication and self-awareness among all parties involved. This episode highlights the dynamics of athletic recruitment and the pivotal moments that shape a student-athlete's journey.Follow us on Twitter and Instagram @hoopheadspod for the latest updates on episodes, guests, and events from the Hoop Heads Pod.Make sure you're subscribed to the Hoop Heads Pod on Apple, Spotify, or wherever you get your podcasts and while you're there please leave us a 5 star rating and review. Your ratings help your friends and coaching colleagues find the show. If you really love what you're hearing recommend the Hoop Heads Pod to someone and get them to join you as a part of Hoop Heads Nation.Be sure to have pen and paper by your side as you listen to this episode with Matt Rogers, Founder and CEO of Significant Coaching & Recruiting.Website - https://coachmattrogers.com/Email - coachsignificance@gmail.comTwitter/X - @coachmattrogers

What's the significance of the U.S.-Saudi nuclear deal? The two countries signed an agreement to co-operate on what they say is generating energy for civilian purposes. But in a volatile Middle East, could this deal lead to a new global nuclear arms race? In this episode: Abdulaziz Alghashian, Senior Non-Resident Fellow at Gulf International Forum Barbara Slavin, Distinguished Fellow at the Stimson Center Simon Mabon, Author, ‘The Struggle for Supremacy in the Middle East: Saudi Arabia and Iran Host: Frankie McCamley Connect with us: @AJEPodcasts on X, Instagram, Facebook, and YouTube

Get all set for Seventeenth Sunday in Ordinary Time with Father James BrockmeierSummaryIn this episode, we explore the significance of wisdom in faith, the symbolism of church traditions, and reflections on ten years of priesthood, offering insights for spiritual growth and leadership.TakeawaysThe story of Solomon asking for wisdomThe symbolism of the cardinal's hat in churchThe parables of the kingdom of heavenThe role of the Holy Spirit in wisdomReflections on ten years of priesthoodChapters00:00 Introduction and Episode Overview01:53 Parish Festival Season and Church Traditions03:51 First Reading: Solomon's Request for Wisdom04:48 Psalm and Second Reading: God's Plan for Our Lives05:46 Gospel of Matthew: Parables of the Kingdom of Heaven09:08 Understanding Wisdom: A Gift from God12:01 The Value of the Kingdom of God12:58 The Significance of the Pearl and Treasure Parables16:50 Reflections on Wisdom and Spiritual Insight18:45 The Tradition of the Cardinal's Hat in Cathedrals28:10 Celebrating Ten Years of Priesthood and Lessons Learned

Matt Kilgroe — President & CEO, Cyndeo Wealth Partners Matt Kilgroe shares how Cyndeo Wealth Partners grew from a newly launched $1.2B RIA to a $3.5B enterprise, and why the next challenge isn't independence, but building a firm capable of reaching $25B.  In Summary Five years after launching Cyndeo Wealth Partners from UBS, Matt Kilgroe returns to the podcast to discuss what happens after independence. Rather than focusing on the transition itself, Louis and Matt explore the next phase of growth: scaling an advisory business, attracting talent, developing niche expertise, taking on outside capital, and building an enterprise designed to last. Along the way, Matt shares how Cyndeo expanded from $1.2B to $3.5B, why serving professional athletes required a different business model, and what led the firm to partner with Rise Growth Partners as it looks toward a $25B future.  The Storyline For many advisors, independence is viewed as the finish line. For Matt Kilgroe, it became the starting point. When Cyndeo Wealth Partners launched in 2020, the goal wasn't simply to leave the wirehouse behind. It was to build a business with the flexibility to grow in ways that simply weren't possible before. Five years later, that vision has evolved into something much larger. Cyndeo has nearly tripled in size, expanded its niche serving professional athletes and entertainers, recruited advisors, added specialized operational talent, and recently welcomed Rise Growth Partners as a minority investor to help accelerate its next phase of growth. The conversation explores what changes when firm leaders stop thinking like advisors managing successful practices and begin thinking like CEOs building enduring enterprises. The discussion spans succession planning, capital strategy, recruiting, organizational design, and the mindset required to scale from billions to tens of billions—all while remaining focused on clients and culture.  Topics Covered Building an enterprise beyond independence Scaling from $1.2B to $3.5B in assets Organic growth versus recruiting Serving professional athletes and entertainers Why fiduciary independence matters for niche client segments Building operational infrastructure for growth Partnering with Dynasty Financial Partners Minority capital and Rise Growth Partners Succession planning and employee ownership Thinking from $3.5B to $25B > Download a transcript of this episode… Listen and Learn Highlights for Advisors What did Matt learn after transitioning nearly 98% of his clients? (06:20) Why client relationships—not firm logos—proved to be the firm's greatest asset during one of the most challenging transitions imaginable. How did Cyndeo nearly triple in size in five years? (16:10) Matt discusses the combination of niche specialization, disciplined organic growth, recruiting, and operational investment that fueled the firm's expansion. Why has Cyndeo become a destination for professional athletes? (17:15) The conversation explores how deep industry expertise, fiduciary flexibility, and specialized service created a business that would have been difficult to build inside a wirehouse. Why bring on a minority capital partner when the business was already thriving? (24:15) Matt explains why succession planning, future recruiting, and long-term enterprise growth made outside capital the right decision. How should advisors think about ownership versus compensation? (35:40) A candid discussion about enterprise value, equity, and why many advisors underestimate the long-term economics of ownership. What does it actually take to scale toward $25B? (42:20) From hiring executive talent to expanding geographically, Matt shares how he's thinking about the next chapter of Cyndeo's evolution. Key Takeaways Independence creates opportunities that extend well beyond higher payouts, including enterprise value, recruiting flexibility, and ownership. Scaling a business requires investing in operational leadership, not just adding advisors. Specialized client niches demand expertise that goes well beyond investment management. Outside capital can accelerate growth when it's aligned with long-term strategy rather than an exit. Building an enduring enterprise requires thinking differently about succession, talent, governance, and equity. https://youtu.be/WRYJd9Lkt7o Quotable Moments “Don't rent your practice. Own it.” “You can't work in those niches and not be a fiduciary.” “We're not done.” “The road from $3B to $25B is going to really compound on your equity.”  FAQs Why did Cyndeo decide to take on a minority capital partner? To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. How did Cyndeo grow from $1.2B to $3.5B? Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Why is serving professional athletes or other niche client segments different from serving traditional wealth clients? Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. What advantages did independence create that weren't available inside a wirehouse? Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. How should advisors think about building versus joining an independent firm? The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. What does Matt believe is required to build a $25B firm? A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. Related Resources Article: Your Practice Isn't Worth What You ThinkMost advisors misjudge their business's value, not because of the number, but because of the framework. Learn what really drives enterprise value. Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class FirmsHe's built and rebuilt some of the industry's most successful firms and now he's helping others do the same. In this episode, Joe Duran, the founder of Rise Growth Partners, shares lessons from building, selling, and starting again, and how staying curious and adaptable fuels lasting success. Matt KilgroePresident/CEO Prior to launching Cyndeo Wealth Partners in 2020, Matt ran advisory teams at Merrill Lynch and UBS Financial for 29 years. Providing guidance, counsel, and strategy for families the firm serves is Matt's passion. In addition to his role as an advisor, Matt works in a leadership capacity for Cyndeo while also helping with business development. Matt has been recognized by Barron's as a Top 1000 or Top 1200 Advisor consistently since 2009. In 2020 Forbes named him to their “Best-In-State Wealth Advisor” list. A graduate of Eckerd College, Matt has served on the Board of Trustees at his alma mater since 2012. His three children are his pride and joy. Daughter Carrington owns Sunstate Yoga studio in St. Petersburg, son Kent is a financial advisor with Cyndeo, and daughter Jillian recently graduated Florida State University. An athlete in college, Matt continues to enjoy staying in shape, playing basketball, and bike riding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing it with that in mind. For Nick and I, the ability to work on many different situations throughout the day and throughout the week is actually why this business is so attractive and interesting and why we want to do it for 30 years. And so we’re building with that context. And so, in some ways, it’s almost like a plug for younger advisors, the ability to work in a firm like what we’re building where you’ve got this diversity of work that is not just trading stocks and bonds or just spreadsheeting or just financial planning. This is a much broader expression and experience than what I would call “traditional” wealth management. So I think that’s the key on that front. Then, on the talent development side of the equation, if you will, this AI thing is going to be a big question mark. And what I mean by that is there is significant training that will be required in, call it traditional wealth management or the firm we’re building with regard to folks’ ability to actually learn when you can plug it into AI and get an answer that you don’t have to critically question or think through. And so there’s going to be a significant learning curve for folks that we’re going to have to continue to train and educate on in order to produce talent that can be long-term sustainable and beneficial for clients more writ large. Jason Diamond: Nick. Nick Hubert: Well, first and foremost, we haven’t given our third partner enough here of time. I think we have a tremendous benefit of having a multi-generational team at the partnership level where he’s in his mid to late 50s and can bring that additional experience to bear and as is necessary, and as is important because investing is an experienced business and a lot of clients want that. And so the power of that matters. I think that actually speaks to firms being willing to think of partnership at that level that partnership is not reserved for just once you’ve been there for a long time. So I think it’s getting at like, how do you share ownership earlier, do it in a way that is actually giving people a stake in the outcome and allowing that elevation to happen. I think that’s number one. Number two, honestly, the existence of people like you and your team and that your family has built over the years, Jason, is awesome. And because of the ability for you to help people navigate and see how easy it is to actually run this business and build this business in some sense… And that’s in the broader spectrum of having seen. We work with so many different types of companies. We sometimes say our business is so much easier to run and it has come so far with technology and with people like you who are providers to us to allow it to be easier for us so to speak. That’s a big deal. I think that should be talked about more that there is a massive… What that allows is more time to, as Taylor mentioned, build what you actually want because you can outsource the compliance piece in a major way that allows you to not spend as much time on that as you used to. So I don’t think that gets talked about enough. And I think if you just zoom out and view this in the perspective of post-2020, there was this massive movement of entrepreneurship through acquisitions and people looking at this idea of how do I get the life I want by way of not having to be on a two-year clock to go to the next job to the next job. Have something that I can have a long-term impact on where I get to build something and have employees. This is the perfect space for that because it’s such an awesome business where you get to work so intimately with people and clients and their life outcomes. They’re, again, relatively speaking, easier businesses to run relative to what’s out there. I’m just baffled by the fact that it is not seen a larger wave of younger people coming out of these more “traditional” paths and seeing this as an awesome place when they’re willing to go buy an HVAC company. This is so much easier than that. So honestly, I think

Brandon Pipkin is a father of five, co-author of Rock Your Business, restless spirit, drummer, and a disciplined leader within Autobahn, consultants to companies doing $20 million to $500 million per year. He also authored 21 Questions for 21 Millionaires. He discovered that all needed the next mountain to climb. All possessed a restless heart. Brandon talks about the bottleneck of leadership that prevents a mid market company to scaling. Hear the advice of when a leader/founder may step away and bring in new leadership to achieve new heights.  As Brandon says, "it's hard to read the label when you are inside the jar." Listen to the patterns of the business, consider the people to achieve EBITDA expansion, and simplified processes to drive a company forward. Thank you Brandon PIpkin for the rich advice you provided and your kindred spirit with Side Quests to Significance.   Brandon inspires to "enjoy the ride." Join Rick Tocquigny on his weekly Substack: Side Quests to Significance. Enjoy true stories of people who formed purpose alongside their careers. Subscribe free: https://sidequesttosignificance.substack.com/Become a supporter of this podcast: https://www.spreaker.com/podcast/success-made-to-last-legends--4302039/support.

If you've ever looked at your very different children and wondered how they could possibly share the same DNA, same parents, and same upbringing, you're not alone— and you're imagining things. Research shows that while siblings are usually more alike in appearance and intelligence than we sometimes think, their personalities are as different from one another as they would be from a stranger on the street. Why is that? This week, we discuss: Why siblings can have vastly different personalities despite common upbringings How birth order influences family dynamics Why "de-identification" tends to be more intense when siblings are closer in age Why "the same household" doesn't actually tell the whole story Here are links to some of the resources mentioned in the episode: Alix Spiegel for NPR: Siblings Share Genes, But Rarely Personalities Dr. Robert Plomin and Dr. Judy Dunn: Why Are Siblings So Different? The Significance of Differences in Sibling Experiences Within the Family Dr. Frank Sullaway: Why Siblings Are Like Darwin's Finches: Birth Order, Sibling Competition, and Adaptive Divergence within the Family Daniel Goleman for the NYT: Each Sibling Experiences a Different Family Dr. Robert Plomin and Dr Denise Daniels: Why are Children in the Same Family So Different From One Another? Science Daily: Parents' Comparisons Make Siblings Different Dr. Alexander Jensen and Dr. Susan McHale: What makes siblings different? The development of sibling differences in academic achievement and interests. Annie Wright, LMFT: Same Family, Different Survival: Why You and Your Sibling Turned Out So Differently What Fresh Hell is co-hosted by Amy Wilson and Margaret Ables. We love the sponsors that make this show possible! You can always find all the special deals and codes for all our current sponsors on our website: ⁠⁠https://www.whatfreshhellpodcast.com/p/promo-codes/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

Understanding that God often uses our problems to work out His divine plan in our lives; practical insights from the story of Hannah (Included in the series Dying To Live)Order this full message on MP3 HERE To support this ministry financially, visit: https://www.oneplace.com/donate/1213/29?v=20251111

Before Big: A guide to development, connection, and play in the first three years. In this special edition of the PlaySkill podcast, host Ava Davis interviews child development specialist Kathy about her new book, Before Big. The conversation dives into the challenges parents face during the critical early years of childhood and how to navigate them with confidence and creativity.## Understanding the Quiet Struggle of ParentingKathy reveals that the period from birth to three years is often filled with stress and uncertainty for new parents. Many struggle to connect with their babies and feel overwhelmed by societal pressures to achieve early academic milestones. Kathy emphasizes that parents need guidance to make the most of these precious years, rather than viewing them as a burden.## The Significance of the Phrase "Big Can Wait"The title of Kathy's book, Before Big signifies the importance of cherishing childhood before children grow up. Kathy insists that the early years should be about exploration, play, and allowing children to be curious, rather than rushing them into structured learning. This mindset fosters creativity and helps children develop a strong foundation for future learning.## The Role of Play in Child DevelopmentKathy discusses the critical role of play in a child's development. She argues that rigid schedules and early academic pressures can harm a child's brain development. Instead, allowing children to engage in open-ended play nurtures their cognitive, social, and emotional growth. Kathy highlights that play is the foundation for learning and can lead to better outcomes in areas like math and science later on.## Transitioning from Manager to ObserverKathy encourages parents to shift their mindset from being managers of their child's play to being observers. By stepping back and allowing children to explore on their own, parents can gain valuable insights into their child's interests and needs. This observational approach helps parents support their children more effectively and fosters independence.## Key Takeaways- Embrace the early years as a time for exploration and play, rather than rushing into academics.- Allow children to develop their creativity and curiosity.- Understand that play is essential for brain development and future learning.- Shift from managing play to observing, which provides insights into a child's needs and interests.Kathy's insights in this episode reveal that the journey of parenting is filled with challenges, but by focusing on the early years and understanding the significance of play, parents can nurture their children's development effectively. For more on this topic, check out Kathy's book, Before Big, and explore how you can make the most of these formative years.You can buy your copy of Before Big at kathyeggers.com/store or from your favorite book retailer.The Play Skillfully podcast will be back in August with a new season!

Australian agriculture is chasing lower emissions, but what does that actually look like on farm?In this short episode of Humans of Agriculture, Oli Le Lievre catches up with Richard Heath, CEO of the Zero Net Emissions Agriculture CRC, ahead of the 2026 ZNE Ag CRC Conference in Perth.Richard shares what has changed since the CRC's inaugural conference, the promising research already emerging around productivity and emissions, and why there is no single silver bullet. They also unpack this year's conference theme, Rewarding Pathways to Zero, exploring how farmers can reduce emissions while building more productive and profitable businesses.From 18 to 20 August in Perth, Western Australia this is where real conversationswill happen, bringing together the people, ideas, and innovations shaping the futureof agriculture.Whether you're in the paddock, in research, or across the supply chain, this is yourchance to be part of it.Head to zneagcrc.com.au to explore the program and get your ticket today.Key insights from the conversation:Zero Net Emissions CRC's role and projectsResearch on plants, animals, and farm systemsReward pathways for emissions reductionInnovations in methane and nitrous oxide reductionConference in Perth and stakeholder engagementChapters:00:00 Introduction to the conference and its significance01:01 Richard Heath's overview of CRC's work and goals02:00 Recap of last year's Brisbane conference and progress03:01 Focus on reward pathways and economic incentives04:06 Research on plants and animals to reduce emissions05:01 The importance of incremental improvements in agriculture07:07 Understanding the theme: rewards pathways to zero net emissions08:11 Potential financial and environmental rewards for farmers08:51 Significance of Western Australia in the conference10:02 Target audience and benefits of attending the conference10:49 Final thoughts and how to learn more about the event

Understanding that God often uses our problems to work out His divine plan in our lives; practical insights from the story of Hannah (Included in the series Dying To Live)Order this full message on MP3 HERE To support this ministry financially, visit: https://www.oneplace.com/donate/1213/29?v=20251111

E. John "Dragon" Teichert, United States Air Force Brig. Gen. (retired) and author of In God I Trust: Making Our National Motto My Personal Declaration, joined us on the Guy Benson Show today with guest host Rich Zeoli to talk about the impact of the U.S. military's strikes in Iran the past ten nights, and the significance of Kharg Island. Gen. Teichert also expands on his article about if Congress should kill the CLARITY Act— a proposal that would provide a clear regulatory framework for cryptocurrency exchanges— and more. Listen to the full interview with Teichert below! Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode, Greg Denning shares powerful insights from a world record-breaking runner to inspire men to achieve greatness through consistency, intensity, and proper preparation. Discover how stacking efforts and taking care of yourself can bridge the gap between mediocrity and excellence. "Consistency is the bridge between mediocrity and greatness."KEY TOPICS:-The story of Josh Kerr breaking the mile record-The importance of training at altitude as a metaphor for life-The role of consistency and intensity in achieving goals-The concept of stacking years, months, and days for success-The interconnectedness of all areas of life and self-care-The importance of filling the well to avoid burnout-The value of having a coach and accountability-Practical tips for improving relationships and personal growthChapters00:00 Introduction to Josh Kerr's Record-Breaking Run01:56 The Significance of Training at Altitude03:49 Training and Preparation as Life Metaphors06:00 The Power of Consistency and Vigor07:58 Stacking Years and Efforts for Success09:56 The Interconnection of Life Areas11:52 Refilling the Well and Self-Care14:13 Overcoming Procrastination and Sacrifice15:49 The Role of Coaching and Accountability17:47 Practical Steps to Build Relationships and Habits19:50 The Power of Intensity and Deposits21:58 Being Ready and Filled for Challenges24:05 Join the Community and Final ThoughtsFollow Greg on IG @greg.denning and on FBSchedule a free consultation call with him when you're ready to create your Extraordinary Marriage and Family Life, including winning at work!https://calendar.app.google/1PxvaEmdh4vLUrs28

The crux of this podcast episode revolves around the intriguing evolution of the process involved in spotting the football, as elucidated by our esteemed guest, Timothy Brown, an expert in football archaeology. Our discourse delves into the historical nuances of how the game's foundational rules regarding the placement of the ball have transformed over time, particularly examining the practices in antiquity when the rules were not as clearly defined. We explore the transition from an era where the ball's placement was dictated by custom and player discretion to a more structured system governed by modern officiating protocols. Additionally, we discuss pivotal moments in football history that shaped the current regulations surrounding the rotation and positioning of the ball during play. Join us as we navigate through these historical developments that have indelibly influenced the game we know and cherish today.The conversation is based on Tim's recent article titled: The Twists and Turns of Spotting Dead Balls - https://www.footballarchaeology.com/p/the-twists-and-turns-of-spottingThe discourse engages with the evolution of the fundamental aspects of American football, specifically the intricate process of how the ball is spotted during gameplay. The conversation unveils historical practices, revealing that the early iterations of football lacked a standardized method for ball placement, which was primarily dictated by custom rather than formal regulations. The dialogue emphasizes the transformative journey from a rudimentary and fluid style of play, akin to rugby, to the regimented and rule-bound game we recognize today. The speakers delve into the historical context, citing the contributions of notable figures such as Timothy Brown, who elucidates the significance of ball rotation and spotting techniques that have become integral to the sport. Through their discussion, they elucidate that the methods used to determine ball placement were not merely technicalities, but rather reflections of the game's evolution and the establishment of a more structured approach to play.⏰ Timecodes ⏰00:21 The Origins of Game Rules01:49 The Evolution of Spotting the Ball in Football04:31 The Evolution of Touchdown Rules in Football09:35 The Evolution of Football Rules: The Ball Rotation Controversy11:52 Understanding the Goal Line and the Ball's Position15:12 Exploring Football History and ResourcesDo you want more football history? Grab a copy of our Award-Winning book, "The World's Greatest Pro Gridiron Team: The 1903 Franklin All-Stars" at https://amzn.to/4rG6uVeDon't forget to check out and subscribe to the Pigskin Dispatch YouTube channel for additional content and the regular Football History Minute Shorts.Miss our football by the day of the year podcasts, well, don't, because they can still be found at the Pigskin Dispatch website. Do you want more football history? Test your Gridiron Knowledge, we feed you Daily with our new FREE activity, The Pigskin Trivia Drive.Grab a copy of our latest book, "Marooned," on the 1925 Pottsville Maroons NFL franchise saga.*OR* Grab a copy of our book on Western Pennsylvania football history, "World's Greatest Gridiron Team" on the 1903 Franklin All-StarsDrop us a line at PigskinDispatch@gmail .com and check out and subscribe to the Pigskin Dispatch YouTube channel.Contact us directly at PigskinDispatch@Gmail.comMiss our football by the day of the year podcasts, well, don't because they can still be found at the Pigskin Dispatch website.

 Jonathan Feldstein, President and founder of The Genesis 123 Foundation, discusses the latest situation in Israel, his current visit to the U.S., and the significance of observing Tisha B'Av with Christians. http://Genesis123.co

In this episode of Marked by Grace, Pastor Heath Lambert answers a listener question in two parts: what is the significance of fasting, and are Christians required to do it? He explains that fasting means withholding food (or another good gift) in order to shift focus from the gift to the Giver. He then walks through what the New Testament actually teaches about fasting as a spiritual practice, showing that while fasting is assumed throughout Scripture, it is never commanded the way prayer is commanded.00:13 This week's topic: the significance and requirements of fasting01:23 What fasting actually means: withholding food to focus on the Giver02:21 Is fasting required of Christians?03:07 Matthew 6:16-18: Jesus teaches on fasting in the Sermon on the Mount04:14 The New Testament assumes fasting but never commands it05:12 Why the lack of a command gives Christians freedom06:37 Ephesians 6:18 and the command to pray at all times07:04 Why fasting pairs with prayer but is not required like prayer is

In this episode Mark sits down with Aaron Walker. Aaron is a leader of men and business owner. He shares the key to living a life of success and significance. You can read more by purchasing his book, "A View from the Top." Here is a link to check out Aaron's community: https://www.isibrotherhood.com/If you want to get clear on your purpose, join us here for free conversations: https://www.skool.com/purpose-mastermind/aboutSupport the show

What gives your life lasting significance?In this encouraging Bible study, we explore what Scripture reveals about God's purpose for every believer and how our value is found not in achievements, status, or circumstances, but in our relationship with Christ. The word glory is an interesting word in the Old Testament. It comes from a Hebrew word, "kabod", which means "importance or significance." The best English word that we can equate to kabod is this idea "to matter."Tim Keller believed that every human being cannot live without glory. In other words, we can't live without this deep assurance that we matter, that our lives matter.Do you realize that your life is important and your life matters?God designed us to get our identity from Him. In other words, we matter because we matter to Him. Think about these truths from scripture:He loves me with an everlasting love. (Jeremiah 31:3)He wants to teach me what is best for my life. (John 14:26)He wants to give me an abundant life. (John 10:10)When a man can really get that he matters to God, he can be secure and at peace with his life because he realizes, "I do matter because I matter to God." Why does my life matter? Because God has pursued us, revealed Himself to us, redeemed us through Christ, and invited us into an eternal relationship with Him. Our significance is not something we achieve—it is something we receive from the God whose glory gives meaning and purpose to our lives.Psalm 16:11 tells us, "In Your presence is fullness of joy."

Work without Worship Scripture: Ecclesiastes 2:17-23, Ecclesiastes 4:4, Ecclesiastes 2:24-25   Under the Sun – Is believing the lie that life on earth is all there is. Point 1: The Reality of Work We brag about never neglecting work while neglecting the greater things in life   Point 2: The Ugly Truth about of Work Envy is one of the primary motivators of our ambition Three Practical Ways to end Envy 1. Repent of Envy – James 3:16 2. Remember His Promises – Psalm 84:11 3. Focus on Eternity – Colossians 3:2   Point 3: The Redemption of Work Satisfaction in work doesn't come from SUCCESS it comes from SIGNIFICANCE Three Questions to Think About: 1. Am I Worshipping Work? 2. Is Envy my Motivator? 3. Am I working for Success or Significance?

The RMA Reform Minister says there's been a "mad rush" for councils and iwi to secure deals before the concept is scrapped. The Government had initially planned for the Mana Whakahono ā Rohe to be transferred to the new Resource Management Act system. But that will no longer be the case, the Government arguing these agreements have become out-of-scope and unfit for purpose. Minister Chris Bishop told Mike Hosking the focus will instead be on identifying sites of cultural significance. He says most New Zealanders would agree pā sites and burial sites should be exempt from development. LISTEN ABOVE See omnystudio.com/listener for privacy information.

Dr. Ralph Douglas West encourages us with the Significance of Small Deeds, reminding us that our ordinary tasks bring order & meaning to our lives and bring glory to God, and illustrating how our small deeds can often add up and accumulate to great acts.

Join us as we delve into Daniel's inspiring journey from growing up in the Dolomites to becoming a top trail runner competing across Europe. We chat about his childhood, finding trail running, his current training, his past few years, and more. ----If you want to support the pod - here's how

What is the significance of Judea in the Bible? How is Judea different from the land of Judah and the land of Israel in the Bible?

What is the significance of the Jordan River in the Bible? What important events in the Bible occurred at the Jordan River?

What is the significance of Jesus saying, “Before Abraham was, I am!”? What is the meaning of John 8:58?

What is the significance of a kippah / yarmulke? What are kippot? What is a yamaka?

What does it mean that the life is in the blood? What is the meaning of Leviticus 17:14?

What is the significance of Jericho in the Bible? What important events in the Bible occurred in or near the city of Jericho?

What is the significance of lions in the Bible? What does the Bible say about lions? What is the lion a symbol of in the Bible?

What is the significance and implications of knowing (or understanding) the time? What is the meaning of Romans 13:11?

Get all set for Sixteenth Sunday in Ordinary Time with Father Johnathan MeyerSummaryJoin us as we explore the spiritual significance of silence, prayer, and the importance of Sabbath in our lives, with insights from Father Meyer. Discover practical ways to incorporate contemplative prayer and silence into your busy schedule and deepen your faith.Key topicsThe significance of silence and contemplative prayerThe biblical basis for Sabbath and restPractical ways to find silence in a busy lifeThe role of prayer in spiritual growthThe meaning of the parables of JesusChapters00:00 Introduction and Personal Stories03:58 Seasonal Celebrations and Community Events05:55 The 16th Sunday in Ordinary Time: Gospel and Reflection10:27 Preaching on the Parable of the Weeds and Wheat16:56 The Importance of Silence and Contemplative Prayer20:51 The Significance of Sabbath and Rest in Christian Life27:59 Practical Tips for Finding Silence and Rest36:06 Working on Sundays and Moral Considerations39:40 Community Celebrations and Religious Festivals42:23 Saint Francis of Assisi and Religious Exhibits44:19 Closing Remarks and Final Thoughts

Continuing the 'Double Click' miniseries, Ben Taatjes addresses a fear closely tied to but distinct from irrelevance: the fear of losing significance. Society tells a clear narrative - young people innovate, middle-aged people produce, and older people retire into insignificance. But Ben counteracts this cultural lie with a powerful truth about the irreplaceable value of wisdom. Discover why wisdom creates far greater impact than pure movement and energy, and why older voices are desperately needed in our fast-changing world. Learn how to completely rewire what significance means in retirement - moving beyond the metrics of productivity and ambition to the deeper currency of wisdom and perspective. This episode proves it's never too late to rewrite your story and step into a season of unprecedented influence and impact.

Register free at https://brightu.com  to watch the full "The Human Shutdown" stream. Stay informed on current events, visit www.NaturalNews.com - Pickaxe Mountain and Trump's Nuclear Threat (0:10) - Pickaxe Mountain's Significance and Naming (2:47) - Iran's Nuclear Capabilities and U.S. Military Strategy (5:41) - Potential Consequences of a Nuclear Attack (32:06) - Surviving Nuclear Fallout and Health Implications (41:01) - Tesla's Self-Driving Technology and Privacy Concerns (1:10:24) - Government Surveillance and Legal Implications (1:23:21) - Flock Cameras and Privacy Concerns (1:24:22) - Abuse of Flock Cameras and Legal Threats (1:25:22) - Data Collection and Privacy Issues (1:27:53) - Surveillance State and AI Technology (1:30:45) - Energy Lockdowns and Technological Control (1:32:25) - Stem Cells and Natural Healing (1:33:56) - Critique of Western Medicine and Vaccines (1:47:52) - The Human Shutdown Docu-Series (1:52:35) - Red Light Therapy and Its Benefits (1:55:34) - Conclusion and Call to Action (2:09:12) Watch more independent videos at http://www.brighteon.com/channel/hrreport  ▶️ Support our mission by shopping at the Health Ranger Store - https://www.healthrangerstore.com ▶️ Check out exclusive deals and special offers at https://rangerdeals.com ▶️ Sign up for our newsletter to stay informed: https://www.naturalnews.com/Readerregistration.html Watch more exclusive videos here:

Your life is the sum of your choices. Not one decision.Not one moment.But the daily choices that quietly shape who you become. On this episode of Like It Matters Radio, Mr. Black reveals the five choices that ultimately define every life. They may seem ordinary, but together they determine your direction, your influence, and your legacy. The five choices are: How you spend your timeThe attitude you chooseWhat you focus onThe story you tell yourselfWhat you believe about God, yourself, and your purpose Drawing from neuroscience, psychology, Scripture, and leadership principles, Mr. Black explains why our minds are constantly filtering information through deletion, distortion, and generalization—and why the stories we repeat to ourselves eventually become the lives we live. This episode also explores: How your Reticular Activating System (RAS) shapes what you notice and pursueWhy beliefs at the identity level create lasting transformationThe Sovereignty Triangle found in Jeremiah 29:11, Romans 8:28, and Ephesians 2:10The difference between living for Survival, Success, or Significance Because success isn’t the highest goal. Significance is. It’s not about what you accumulate. It’s about who you build. It’s not about making a name for yourself. It’s about making a difference in the lives of others. This is an Hour of Power designed to help you examine the choices you’re making today—because today’s choices become tomorrow’s character, and tomorrow’s character becomes your legacy. The time is now. Choose wisely. Inspiration. Education. Application. When you live your life like it matters… it does.See omnystudio.com/listener for privacy information.

Deconstructing the Myths of Darwin and Bird Evolution Guest: Stephen Moss Book Title: Ten Birds That Changed the World Moss clarifies the common misconception that Charles Darwin immediately recognized the significance of the Galapagos finches. In reality, Darwin initially failed to label his specimens by island and relied on ornithologist John Gould to identify them as related species. Ironically, Darwin used pigeons, not finches, as his primary example of evolution in On the Origin of Species. The segment also explores punctuated equilibrium, a theory by Eldredge and Gould suggesting that evolution occurs in rapid bursts rather than slow, gradual changes. This is evidenced by the work of Peter and Rosemary Grant, who observed finches adapting their beaks in just a few years due to drought. Mossfurther discusses the Australian magpie, explaining it is not actually a member of the crow family but an example of convergent evolution. These birds demonstrate high intelligence, capable of remembering individual humans and defending their nests with strategic aggression. (3)1859 WILD TURKEY

By Cort David Hughes - In the Bible, salt symbolizes preservation, loyalty, honesty, and the covenant between God and his people. The character and influence of believers are often referred to as the salt of the Earth.

When ESPN feature writer Roberto Jose Andrade Franco spent two weeks in Woodburn, Oregon, he met and spoke with a host of community members, from business owners to coaches to artists. Those conversations informed a new piece Franco wrote about the ways the community came alive and together during the World Cup.   Franco joins us to discuss his reporting and what he found during his time in Woodburn.  

**Josh & Awe** are back on the Jeep Talk Show! Tony and Josh kick things off talking about the new **250th USA July 4th Honor Badge** — do you need to go anywhere to get it? Is it a cool celebration or just a participation trophy? They also break down **fender flares** — the good, the bad, and the rooster tails that'll soak you when driving doorless. From poser badge warriors with more stickers than trail time, stolen valor comparisons, inside-the-hood sticker displays, state laws that can ticket you, and plenty of caller input, this episode is packed with laughs and real Jeep talk. **Key Highlights:** - 250th America Honor Badge debate and server crash stories - Why Jeep might have dropped the ball on the big anniversary - Fender flare warnings: rooster tails, spray, narrow vs wide options - Best places to actually display badges and stickers - Doorless driving hazards and foot peg pebble attacks - Great conversation with the community about what honor badges really mean Stick around until the very end for the **full unhinged Grok review** — she does not hold back! **Timestamps:** 00:00 Opening Banter 00:16 Weekly Intro & Honor Badge Overview 01:09 Fender Flares and Badge Disappointment 03:17 Jeep Corporate Leadership Shuffle 04:20 Sticker Placement and Personal Badge Views 06:37 Badge Display Culture 11:15 Trail Friendships and Bonding 13:13 Helping Newbies with Jeep Tips 13:33 Honors Recap and Planning 17:19 Fender Flare Risks & Best Practices 25:47 Legal Issues with Fender Modifications 28:00 Jamboree Badge Release Hiccups 32:50 Waylon and the Doghouse 34:01 Steve O on Participation Badges 35:50 Banters and Closing Remarks 36:07 Rick's Badge Frustration & E‑Bay 38:03 John's Badge Collection Reflections 39:55 Patch Memories and Significance 44:22 Mike's Badge Dilution Critique 50:35 Random Jokes and Farewell 52:35 Grock Review and Tech Updates 54:45 Editing Long Episodes 55:56 Production Challenges & Audience 56:57 Final Thanks and Closing 57:15 Honors on Non‑Jeep Vehicles If you're into honest Jeep conversation, off-road stories, and zero-filter opinions, hit that **LIKE** button, drop a comment telling us your thoughts on the 250 Honor Badge, and subscribe! Turn on notifications so you never miss an episode. Visit our website: https://jeeptalkshow.com/ Watch/Listen on Spotify https://jeeptalkshow.com/spotify Join our Discord Server: https://jeeptalkshow.com/discord Subscribe to our newsletter: https://jeeptalkshow.com/newsletter Help Support the show via Patreon: https://jeeptalkshow.com/patreon

Captain James Fanell. China's Nuclear Triad Expansion: Submerged Ballistic Missile Test. Captain Fanell explains the significance of China's recent submerged ballistic missile launch from a Jin-class submarine. Reaching over 10,000 kilometers, this JL-3 missile flew over U.S. territories like Guam. This rare test signals China's rapid development of a nuclear triad intended to achieve strategic deterrence against the U.S. (3)

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**Exploring the Significance of the Declaration of Independence** In this episode of the Carl Jackson Show, historian William J. Federer joins the host for a fascinating discussion on the enduring strength of the Declaration of Independence and its impact on American society. As the speaker delves into the history of the document, he reveals the surprising ways in which it has inspired social movements and civil rights movements around the world. The conversation touches on the unique aspects of the Declaration, including its emphasis on the idea that all men are created equal and endowed by their creator with certain unalienable rights. The speaker explains how this concept is rooted in the Bible and how it has influenced the country's founding documents, including the Constitution. He also discusses the significance of the phrase "self-evident" and how it was initially intended to be a more nuanced concept than what is commonly understood today. The episode also explores the history of the abolitionist movement in America, highlighting the contributions of Quakers and other groups who challenged the institution of slavery and advocated for its end. The speaker shares stories of individuals such as Paul Cuffe, a Quaker who fought in the Revolution and later became a successful businessman and abolitionist, and James Forten, a Quaker who helped to establish the first racially integrated school in Westport, Massachusetts. As the conversation comes to a close, the speaker emphasizes the importance of understanding the true history of America and the role that the Declaration of Independence has played in shaping the country's values and principles. He encourages listeners to learn more about this pivotal document and its impact on American society. Follow Carl Jackson:Facebook: https://www.facebook.com/carljacksonradioX/Twitter: https://twitter.com/carljacksonshowInstagram: https://www.instagram.com/thecarljacksonshowWebsite: http://www.TheCarlJacksonShow.comStore: https://CarlJacksonStore.comSee omnystudio.com/listener for privacy information.