Podcasts about Silos

What happens when the AI bubble bursts, how did Meta get away with it yet again, and…is Elon “Bubba”? Max Fisher pays Offline a visit to take stock of the year in memes, conspiracy theories, and information siloes. He and Jon meet the ghosts of twitter fights past and future, compare notes on staying off their phones, and chat about what they're watching right now…besides Zohran and Trump flirting.For a closed-captioned version of this episode, click here. For a transcript of this episode, please email transcripts@crooked.com and include the name of the podcast. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In dieser Episode spreche ich mit Dr. Sönke Iwersen, Director Data & Intelligence & Analytics, DKV Mobility.Wir sprechen über folgende Themen:Wie gelingt Unternehmen der Übergang von einer datengetriebenen Vision zu echtem Business Value („Data to Value“)?Welche ersten Schritte sind entscheidend, wenn Daten noch in Silos liegen und eine zentrale Datenstrategie fehlt?Wie identifiziert und priorisiert man über 100 Data-Use-Cases im gesamten Unternehmen effizient?Wie skaliert man eine Data-Organisation von einer zentralen Einheit zu dezentralen Data Hubs?Erhalte jede Woche aktuelle Strategien in dein E-Mail Postfach: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://stateofprocessautomation.beehiiv.com/⁠Podcast-Moderator: Christoph PacherLinkedInInterviewgast: Dr. Sönke Iwersen, Director Data & Intelligence & Analytics, DKV MobilityLinkedIn

En tiempos donde los egos, los celos y los círculos cerrados frenan el avance colectivo, surge una pregunta clave: ¿qué tipo de liderazgo necesita México para romper esas barreras y abrir caminos de colaboración auténtica? Javier Treviño nos presenta “Silos, celos y círculos íntimos: México necesita líderes como tú”, su más reciente libro. En otros temas: Adiós a Alejandro Gertz Manero. El Senado aprueba su renuncia e inicia el proceso para designar al nuevo titular de la FGR / Una filtración de una llamada entre el enviado estadounidense Steve Witkoff y el exministro ruso, Yuri Ushakov, tensa las negociaciones del acuerdo de paz en Ucrania.

Intercompany divisions, often pursue goals, and objective specific to their operational structure. However, lost in the shuffle, is tying all the divisions together, so that everyone works in a harmonized effort to satisfy the customer. Are your internal divisions pursuing divisional success over total customer satisfaction? It's a fair question that many companies need to answer. How about your company?Support the show

Today's show features: Eric Barbosa, VP of Variable Operations at Cavender Auto Group David Steinberg, CEO/Founder of Foureyes

 Robert Woolsey, Director of Corporate Security at Swickard Group This episode is brought to you by: Matador AI – Discover why the biggest dealership groups in America are using Matador AI to enhance their Sales and BDC teams to sell and service more cars than ever before. Right now, podcast listeners get the first 30 days risk-free with an included white-glove onboarding, so you can experience the difference in your store. This offer is only available until the end of the month, so don't wait! Head to https://matador.ai/ and book your demo today. Foureyes – Foureyes fixes what's underneath by connecting CRM, inventory, website, and DMS data so it's clean, connected, and flowing. Then all the stuff you've been stacking on top? It finally works. Collect, connect, and put your data to work – visit https://foureyes.io/ to learn more CDG Circles – A modern peer group for auto dealers. Private dealer chats. Real insights — confidential, compliant, no travel required. Visit ⁠https://cdgcircles.com/⁠ to learn more. Car Dealership Guy is back with our second annual NADA Party—happening in Las Vegas on Thursday, February 5th. It's the hottest ticket at NADA 2026. Spots are limited and unfortunately we can't invite everyone —so RSVP today at ⁠https://carguymedia.com/cdglive⁠ and we hope to see you in Vegas! — Check out Car Dealership Guy's stuff: CDG News ➤ ⁠⁠⁠⁠⁠⁠https://news.dealershipguy.com/⁠⁠⁠⁠⁠⁠ CDG Jobs ➤ ⁠⁠⁠⁠⁠⁠https://jobs.dealershipguy.com/⁠⁠⁠⁠⁠⁠ CDG Recruiting ➤ ⁠⁠⁠⁠⁠⁠https://www.cdgrecruiting.com/⁠⁠⁠⁠⁠⁠ My Socials: X ➤ ⁠⁠⁠⁠⁠⁠https://www.twitter.com/GuyDealership⁠⁠⁠⁠⁠⁠ Instagram ➤⁠⁠⁠⁠⁠⁠ https://www.instagram.com/cardealershipguy/⁠⁠⁠⁠⁠⁠ TikTok ➤ ⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@guydealership⁠⁠⁠⁠⁠⁠ LinkedIn ➤ ⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/cardealershipguy/⁠⁠⁠⁠⁠⁠ Threads ➤ ⁠⁠⁠⁠⁠⁠https://www.threads.net/@cardealershipguy⁠⁠⁠⁠⁠⁠ Facebook ➤ ⁠⁠⁠⁠⁠⁠https://www.facebook.com/profile.php?id=100077402857683⁠⁠⁠⁠⁠⁠ Everything else ➤ ⁠⁠⁠⁠⁠⁠dealershipguy.com

Wie gelingt Unternehmen die Integration von Künstlicher Intelligenz, Nachhaltigkeit und Resilienz in eine ganzheitliche Strategie? In dieser Episode hören wir Benedikt Gieger, Produktmanager bei SAP und ehemaliger Industry Fellow beim World Economic Forum (WEF), über sein Modell der „Triple Transformation“. Benedikt teilt seine Erfahrung aus Forschung und Praxis, zeigt praxisnahe Beispiele erfolgreicher Transformationen und beleuchtet, welche Zukunftskompetenzen seiner Meinung nach gefragt sind. Ein spannender Ansatz diese drei wichtigen Themen parallel, nicht sequentiell oder in Silos anzugehen. Zudem teilt Benedikt konkrete Tipps für die Praxis und wie er junge Menschen in der Global Shapers Community des WEF fördert. Mehr wie immer im EducationNewscast Podcast

Send us a textOn this episode of Embedded Insiders, Rich is joined by Brandon Hansen, COO & CFO at Sealevel Systems, in a sponsored segment to discuss breaking down silos in design teams and the importance of looking at the bigger picture.Next, Rich and Jerry Chen, Founder and CEO of Upbeat Technology, discuss how the company is taking a different approach to its RISC-V offering by leveraging low-power levels in applications like always-on IoT, wearables, edge AI sensors, and more. But first, Ken and Rich recap their recent trip to Anaheim, California, for embedded world North America 2025. For more information, visit embeddedcomputing.com

To mark episode 200, host Jennifer Simpson Carr is joined by teammates Kim Miller, Mahalet Ropar, and Kyla Thompson to discuss top takeaways from LMA's 2025 TWxSW Conference. They explore GEO and gated content, breaking down silos, responsible AI adoption, evolving pricing models, and a powerful fireside chat on the rule of law.

Bayer is reshaping its pharmaceutical business with a new operating model designed to enhance collaboration and bring research & development and commercialization closer together. In a recent episode of The Top Line podcast, Bayer executives Christine Roth, Executive Vice President and Head of Global Product Strategy and Commercialization, and Dr. Yesmean Wahdan, Head of Medical Affairs for the United States and North America, discussed how the company’s Dynamic Shared Ownership framework is driving faster innovation and helping accelerate the development of new therapies for patients. The model removes traditional hierarchies, empowers cross-functional teams and encourages real-time collaboration across departments. Roth and Wahdan said the approach has already shortened regulatory timelines, reduced resource use and helped deliver treatments to patients sooner. By embedding commercial insights early in the research process, Bayer teams can anticipate market needs and focus on the greatest areas of unmet medical demand. The leaders said the company’s collaborative culture keeps patient benefit at the center of decision-making. To learn more about how Bayer’s model is transforming its pipeline, listen to the full episode of The Top Line. See more from Bayer’s Christine Roth and Dr. Yesmean Wahdan on their LinkedIn profiles below: Christine: https://www.linkedin.com/in/christine-roth-34b07b18/ Yesmean: https://www.linkedin.com/in/yesmean-h-wahdan-md-71409b199/ See omnystudio.com/listener for privacy information.

It's been an interesting season for Mississippi barge captain, Jimmy "JRock" Cheatham. He is the pilot captain for Hines Furlong Line, Inc. His barge is 145 feet long, 48 feet tall and 45 feet wide. Add to that the 6000 horsepower engines and crew - and that's a lot of responsibility! He visits with Kiley Allan about the navigational challenges he saw this year, and what expects to see next spring dependent on tariff momentum.Hang up the holiday lights today if you don't want to battle Mother Nature. That's the advice from Stu Muck. He says that there will be a dramatic change in weather beginning this weekend.Wisconsin has some wonderful agriculture architecture that dots the state. However, not all our agricultural structures are going to make it. Ben Jarboe discusses the situation with John Sisulak, owner of silodemo.com from Edgerton. He's a silo demolition expert. He says today he's called on to take down concrete-stave silos for the most part, but he's also brought down Harvestore or sealed units too. Safety, he says, is the number one issue he works with.There's a new coalition that's working to help rural residents deal with family members facing memory loss and dementia. Pam Jahnke explains the collaboration between the Iowa College of Public Health, the University of Illinois Chicago, the University of Illinois Extension Service, and the Great Plains Center for Agricultural Health. Get up to $50 for surveys and feedback, if you’re eligible.On Thursday Mike Berg from Lafayette County was named the 2025 Wisconsin Leopold Conservation award winner. Pam Jahnke visits with Berg about his commitment to erosion control as he farms along the Pecatonica River. His father, Byron, started the legacy in the 50's, and Mike hopes the next generation's inspired by what he and his wife Diane have done to date.See omnystudio.com/listener for privacy information.

We're excited to share a special edition of our BrainTalk podcast – this time as a vidcast from within the European Parliament! Moderated by Frédéric Destrebecq, EBC Executive Director, MEP Tomáš Zdechovský (EPP, Czech Republic) and Suzanne Dickson, President of the European Brain Council, sit together to discuss the future of brain health research, innovation, and the urgent need for systemic change.Key themes discussed: Breaking down silos – The urgent need to connect fragmented brain research efforts across the EU's 27 countries and create strategic research hubs of excellenceBeyond physical health – Why social rehabilitation and reintegration are crucial for people living with brain disorders, and how this connects to brain capital and economic productivityCurrent challenges – From threats to research to administrative burdens that limit scientific creativity, and the critical need for long-term strategic planningBringing the community together – The importance of bringing together neurologists, mental health experts, neuroscientists and people with lived experienceAs MEP Zdechovský powerfully shared: "It's not about how much money you have or how high your social status, but how you live your life, how your brain is functioning, and how you can participate in society." This conversation comes at a crucial time as our community works on a Coordination Plan for brain health.

We sit down with Harry and Paul from Inturing to move past the AI buzzwords and get practical about automation in Australian manufacturing. We talk about the real opportunities, the common traps, and how to use AI as an enabler for better processes instead of chasing the latest shiny tool. We walk through how manufacturers can connect the dots between CRMs, ERPs, finance and project systems, and we look at simple ways to free people from low value admin so they can spend more time with customers and on strategy. From sales call transcription to purchase order processing and accounts receivable, we show how small, targeted automations can add up to serious savings and better cash flow.Harry and Paul also share the mistakes they see all the time, why “AI first” thinking often backfires, and a simple way to get started without blowing the budget or creating a data security mess.

Discover how the hidden silos within organizations can become the biggest business opportunities for public health entrepreneurs. In this empowering episode, we unpack a real story from the frontlines. A university wellness director spotting a vital public health opportunity, only to be dismissed by leadership who couldn't see beyond traditional boundaries.Our host reveals how strategic thinkers can spot these gaps, bridge divisions, and bring innovative solutions that drive both mission and impact. Get actionable insights to better position your expertise and unlock new potential in the ever-evolving landscape of public health entrepreneurship. Resources ▶️ Website https://PublicHealthEntrepreneurs.com ▶️ Grab your copy of: Top 10 Tips For Finding Clients ▶️ Grab your copy of: Top 10 Tips For Getting Started ▶️ Submit a question you'd like us to answer on this podcast here. ▶️ Stay connected. Subscribe to our email list

Last week, I talked about getting stakeholders actively involved in UX activities like research sessions and workshops. That engagement is brilliant for building empathy and support, but it only takes you so far if everyone retreats back to their own departmental bubble afterward.This week, I want to focus on something that will amplify all that good work: breaking down the silos that keep teams isolated from one another.Why silos are killing your UX effortsIn most organizations, different teams work in their own little worlds. Developers, marketers, product owners, business analysts; they all contribute to and impact the user experience, but they rarely talk to each other beyond handoffs and status updates.This creates two problems for you as a UX leader.First, it causes friction in the user experience itself. When users move from one part of your product or service to another, they're effectively moving between teams. If those teams don't collaborate, users literally fall between the gaps.I've seen this happen over and over. The sales team promises one thing, but another department doesn't deliver it. Or a customer goes through a complaints process and gets a resolution, but that information never reaches finance, who keeps invoicing them anyway. Users get caught in the crossfire of departments that aren't talking to each other.These breakdowns aren't just annoying. They damage trust, create support overhead, and drive customers away. And from a UX perspective, you can have the most beautiful interface in the world, but if the experience breaks down because departments aren't aligned, none of that matters.The second area is much simpler. Your ability to change the culture will be limited by which teams you can access and influence. If you're stuck in one silo, your impact stays trapped there too.The benefits of breaking outWhen you start collaborating across departmental lines, good things happen.You plug the gaps in the user experience. When teams work together, you can identify and fix those places where users fall through the cracks. Sales and delivery get aligned. Support issues get fed back to the teams who can fix them. Information flows across departmental boundaries instead of stopping at them.You gain better business insights. You'll understand how UX affects different parts of the organization and what motivates other teams. That knowledge helps you frame UX in ways that matter to them.You build cross-departmental UX advocacy. When other teams see how UX helps them achieve their goals, they become advocates. That momentum spreads much faster than anything you could do alone.You increase your team's influence. As you collaborate and demonstrate value, you become essential to strategy and decision-making across departments, not just within your own corner.You streamline processes. Collaboration helps you integrate UX into different workflows and ensure those processes work better together. You deliver results faster and remove false assumptions people have about UX being slow or impractical.Which teams to prioritizeYou can't be everywhere at once, especially early on. Focus your energy on four groups that will give you the biggest return.Sales and marketing feel the impact of poor user experience most directly. If you help them improve conversion rates, average order values, or lead quality, you'll be improving the metrics that senior management actually cares about. Everyone wants to make more money, and this is your most direct path to those conversations.Customer support cares deeply about retention. It's much more expensive to win a new customer than keep an existing one, so reducing churn matters. Work with support to identify where UX improvements can reduce complaints and improve retention. They're usually quite receptive because better UX makes their job easier.Development has a huge impact on user experience through performance, security, and technical implementation. They're often frustrated by bottlenecks from design teams, so working with them improves the relationship and streamlines handoffs. You can also empower developers to handle some of the more routine UX work themselves.Business analysts (if your organization has them) evaluate potential projects and opportunities. They understand the importance of user acceptance, but they often don't feel equipped to assess it. If you can help them evaluate projects from a user perspective, you become invaluable to their process.How to start breaking down wallsLook, let me breakdown in what has worked for me.Conduct stakeholder interviews. Book casual chats with representatives from these departments. Ask about their challenges and explore ways your team can support them. This shows genuine interest and positions you as someone looking to help, not looking for help. That's powerful.Offer resources. Provide tools, time, and advice to help them overcome challenges. Give before you ask. It builds trust much faster than any formal presentation ever will.Run exchange programs. Suggest shadowing each other for a day or swapping team members for a week. Yes, it's an investment, but understanding each other's roles transforms how you work together.Collaborate on standards. When you're setting standards for accessibility, content, or research methods, engage other departments in creating them. They'll have valuable input, the standards will work better for everyone, and people are much more likely to follow standards they helped create.Prototype together. Get different people in a room (a developer, a marketer, you) and just create something collaboratively. Free from normal constraints, working toward a shared vision. It's rewarding and it breaks down barriers fast.One more tipIf you possibly can, suggest that your UX team becomes its own center of excellence, independent from any existing business silo. It eliminates the perception that you're only responsible for one area and recognizes that user experience affects every part of the organization.It's not always possible, and if it isn't, don't worry. But it's worth raising the conversation.Next weekSo far in this series, I've focused on building relationships and demonstrating value internally. But sometimes the most powerful way to build credibility inside your organization is to bring in validation from outside.Next week, I'll talk about using external benchmarking, industry recognition, and expert voices to reinforce your position and give your recommendations extra weight. It's a tactic I've used more times than I can count, and it works remarkably well.

In this episode of The Association Insights Podcast, host Colleen Gallagher sits down with Denny Lengkong, President of IntelliData, for a candid, jargon-free conversation about turning association data into decisions. From “Dashboarding 101” to building a culture that breaks down silos, Denny shares practical ways teams of any size can start small, prove value, and scale their analytics—without blowing the budget or waiting on IT.

UFOs Disable Missiles in Silos - Robert Salas graduated from the U.S. Air Force Academy and spent seven years on active duty from 1964 to 1971. From 1971 to 73 he worked for Martin-Marietta Aerospace and Rockwell International on Space Shuttle design proposals. From 1973 until his retirement in 1995 he worked for the Federal Aviation Administration. While an officer in the Air Force, he held positions as a weapons controller, drone pilot, missile launch officer, as well as and engineer on the Titan III missile program. On the mornings of March 16, 1967, and March 24, 1967 --- 10 nuclear missiles had become simultaneously non-operational at two different launch facilities immediately after guards reported UFOs hovering above the facilities. Robert wrote the book Faded Giant with co-author James Klotz which details his UFO incident while stationed at Malmstrom AFB, Montana. He is an international consultant for the National Aviation Reporting Center on Anomalous Phenomena of the United States of North America (NARCAP), he is an international correspondent of the Brazilian UFO magazine and director of the "Peruvian Association of Ufology" (APU) founded in 2012 which officially works for the declassification of the Peruvian government secret files of ufology.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-x-zone-radio-tv-show--1078348/support.Please note that all XZBN radio and/or television shows are Copyright © REL-MAR McConnell Meda Company, Niagara, Ontario, Canada – www.rel-mar.com. For more Episodes of this show and all shows produced, broadcasted and syndicated from REL-MAR McConell Media Company and The 'X' Zone Broadcast Network and the 'X' Zone TV Channell, visit www.xzbn.net. For programming, distribution, and syndication inquiries, email programming@xzbn.net.We are proud to announce the we have launched TWATNews.com, launched in August 2025.TWATNews.com is an independent online news platform dedicated to uncovering the truth about Donald Trump and his ongoing influence in politics, business, and society. Unlike mainstream outlets that often sanitize, soften, or ignore stories that challenge Trump and his allies, TWATNews digs deeper to deliver hard-hitting articles, investigative features, and sharp commentary that mainstream media won't touch.These are stories and articles that you will not read anywhere else.Our mission is simple: to expose corruption, lies, and authoritarian tendencies while giving voice to the perspectives and evidence that are often marginalized or buried by corporate-controlled media

In dieser Spezial Serie der SEOPRESSO Podcast-WG diskutieren Michael Weckerlin, Björn Darko, Vanessa Wurster Stefan Godulla und Julia Weißbach, wie Low-Code-Automationen (make/n8n + GPT) SEO-Arbeit effizienter machen – von Review-Antworten über News-Kuration bis Keyword-Analysen. Kernfrage: Wo hilft Automatisierung wirklich, und wo braucht es „Human in the Loop“ für Authentizität, Brand-Stimme und Verantwortung?Am Beispiel lokaler Bewertungen (Templates vs. echte Reaktion) und automatisierter News (sachlich ok, Meinungen besser redaktionell) wird klar: Für klassische SERPs kann KI-Kuration reichen, für AI-Search braucht es Einzigartigkeit, Daten und Haltung. Zudem: Content sollte teurer (besser) werden – Interviews, Studien, Fact-Checking, Lokalisierung und „Content Design“ bleiben Pflicht. Automatisierung ist mehr als Text: AIO-Erkennung, Meta-Tests, Lokalisierungsglossare, Sentiment-Analysen, Prozess-Dashboards. Fazit: SEO muss organisatorisch aufsteigen (Weg vom Silo, hin zu „Digital Impact/Visibility Center“) und die KI-Welle nutzen, um PR, Brand und Reputation endlich mit Impact zu verzahnen. Umsetzung hakt oft Inhouse (Strukturen, Roadmaps), doch Druck und Bedarf wachsen – jetzt experimentieren, messen, lernen.TakeawaysAutomatisierung ja – aber mit klaren Guardrails und Human-Review.Reviews: Positives „Danke“ kann KI übernehmen; Negatives braucht Menschen & Eskalation.News-Kuration ohne Meinung kann KI leisten; Meinungsstücke brauchen Autor*in & Brand-Voice.Für AI-Search zählen Einzigartigkeit, eigene Daten, Quellen & klare Position.Content wird „teurer“: Research, Interviews, Studien, Fact-Check, Lokalisierung.Automatisierung ≠ nur Content: AIO-Tracking, Meta-Testing, Sentiment, Workflows.Lokalisierung zuerst, Übersetzung danach (Glossare/Terminologie).SEO organisatorisch neu denken: raus aus Silos, rein in „Digital Impact/Visibility“.Kaptitel00:00 Intro & Setup der WG00:57 Low-Code-Automation (make/n8n + GPT) – Use Cases02:16 Risiko KI-Texte & Brand-Voice03:23 KI für besseren Content (Avatare, Video, Bilder)04:25 Reviews automatisieren? Human in the Loop!08:20 Reputation & Google-Ratings vs. Trustpilot10:44 Grenzen der Automatisierung bei Meinung12:16 News-Automation: Kuration vs. Authentizität18:20 AI-Search braucht Einzigartigkeit & Daten20:16 Publisher, Automatisierung & Business-Purpose24:33 Erwartungshaltung: Qualität statt Quantität – Content wird teurer27:29 Rolle Redaktion/Lokalisierung & „Content Design“29:20 Automation jenseits von Content (AIO, Meta-Tests)31:01 Terminologie-Fallen bei Übersetzungen32:42 Branche muss schneller werden (Experimentieren!)41:14 Silos, PR/Brand & „Digital Impact Center“43:58 Inhouse vs. Agentur, Umsetzungs-Hürden44:42 Cliffhanger & kurze Pause

Welcome to AI Unraveled, the briefing for enterprise leaders building production AI.Today, we're dissecting the industrial challenge: How do you feed a massive LLM like Gemini or Copilot data from a decades-old oil pipeline and a brand-new inspection drone, all at once? The answer is a new, three-stage architecture of data fusion. We'll show you how Energy and Construction are moving from data silos to unified, prescriptive intelligence.Stick with us. This is Industrial AI Unlocked.But first, a crucial message for our corporate partners:

Es gibt einige Leute, die dem offenen, unabhängigen Internet das Totenglöcklein läuten: Medienwissenschaftler Martin Andree bezeichnete das Web in seinem Buch «Big Tech muss weg!» 2023 als riesigen Friedhof. Und dieser Tage geben Verlagsmanager die Parole aus, zum Überleben müssten die Medien die Mechanismen von Google, Meta und Tiktok kopieren und selbst zu «Silos» werden – also zu grossen Plattformen, die das Publikum möglichst lange binden. Sind das Panikmacher – oder steht es so schlimm? Wir versuchen, anhand unserer eigenen bescheidenen Möglichkeiten einen Eindruck davon zu bekommen, ob es den Tech-Konzernen tatsächlich gelungen ist, unsere Aufmerksamkeit zu monopolisieren. Wir klären ab, ob die Gen Z mit ihrer Tiktok-Hörigkeit alles noch viel schlimmer macht, wie manche behaupten. Und wir diskutieren die Vorschläge Martin Andrees, wie sich das Netz vielleicht doch noch retten lässt.

Have you ever felt like you're constantly putting out fires at work instead of making progress? Kevin welcomes Don Kieffer and Nelson Repenning to discuss why so many workplace processes feel frustrating and ineffective, and what leaders can do about it. Drawing on decades of experience in operations and organizational design, Don and Nelson reveal why quick-fix workarounds backfire, how firefighting becomes the default mode of operation, and the hidden costs of constantly reacting instead of leading. They introduce the concept of dynamic work design and explain why breaking down silos isn't just nice to have, it's essential. Along the way, they share practical tools leaders can use to move from chaos to sustainable success. Listen For 00:00 Introduction and the problem with roadblocks at work 03:33 How they met and started collaborating 06:07 The Harley-Davidson connection 08:32 The big idea behind the book 09:41 Why organizations assume the world is predictable 11:03 What dynamic work design means 12:21 The hidden cost of firefighting and workarounds 13:01 The firefighting trap explained 15:33 How firefighting becomes self-reinforcing 17:36 Why the dynamic appears in every organization 19:12 Leadership behaviors that unintentionally worsen it 21:12 Moving beyond blame to system thinking 21:56 The problem with silos in organizations 23:43 How work actually flows across silos 25:12 Visualizing knowledge work to expose inefficiency 26:04 Silos and identity in organizations 27:22 Why we must focus on system productivity 28:36 The matrix problem in modern organizations 29:12 Five elements of dynamic work design 29:48 Problem formation as an underrated leadership skill 30:24 Why framing the problem matters 31:23 Using conscious thinking to solve the right problems 32:36 Asking "what problem are we trying to solve" 33:20 What leaders can learn from this habit 33:48 Don and Nelson's hobbies outside of work 34:38 What they are reading now 35:35 Where to find their book and connect 37:19 Wrap up and invitation to subscribe Their Story: Nelson P. Repenning and Donald C. Kieffer are the authors of There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work. Nelson is the School of Management Distinguished Professor at the MIT Sloan School of Management. He is currently the director of MIT's Leadership Center and was recently recognized by Poets & Quants as one of the world's top executive MBA instructors. His scholarly work has appeared in Management Science, Organization Science, Administrative Science Quarterly, the Academy of Management Review, Strategic Management Journal, and Research in Organizational Behavior. Donald C. Kieffer is a Senior Lecturer in Operations Management at MIT Sloan. He is a career operations executive and co-creator of Dynamic Work Design. Kieffer started running equipment in factories at age 17. He was VP of operational excellence at Harley-Davidson, where he worked for 15 years. Since 2007, he has been advising leaders in a variety of industries around the globe. His guidance was instrumental in transforming both the production and technical development areas of the Broad Institute, a Cambridge-based genomic sequencing organization, now an industry leader. He is the founder of ShiftGear Work Design, LLC, and teaches Operations Management at AVT in Copenhagen. This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos.  Book Recommendations There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work by Nelson P. Repenning and Donald C. Kieffer  The Mindful Body: Thinking Our Way to Chronic Health by Ellen J. Langer  Murder Mysteries by Lousie Penny Like this? Competing in the New World of Work with Keith Ferrazzi How to Achieve Breakthrough Execution and Accelerate Growth with Patrick Thean Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP  

Chief Jeffrey Yarbrough is one of those guests who becomes an immediate friend. The Chief's philosophy of public safety is one of breaking down silos. Silos don't speak of teamwork—and that's what the Chief of Hutto, Texas is all about. If we were to find ourselves in a precarious situation—we would be reaching out to Jeffrey for help. A true Christ follower—this policeman understands spiritual needs of perpetrators and victims alike.

In this episode, I sit down with Michael Joseph and Phil Mederi from the Sacred Honor Educational Fellowship for a deep dive into the principles of self-governance, natural law, and the spiritual foundations of sovereignty.We explore the invisible contracts that bind us to a corporate fiction, the difference between natural rights and state-granted privileges, and why true freedom begins with self-responsibility and principle. Together, we break down the public versus private divide, the role of contracts in our daily lives, and how to live with greater awareness inside—or entirely outside—the system.If you've ever sensed that the world's “rules” aren't natural law but manmade constructs designed to keep you small, this conversation will open new doors of understanding. It's not about fighting the system—it's about remembering who you are, reclaiming your inherent sovereignty, and learning to live in alignment with divine order. Visit lukestorey.com/fellowship to activate your membership in the Sacred Honor Fellowship.Visit lukestorey.com/equitypassage to receive the complimentary ebook "Equity Unveiled" and join the Equity Passage private course. Now through December 19, use code EQPASSLS250 to receive $250 off enrollment.DISCLAIMER: This podcast is for educational purposes only and not intended for diagnosing or treating illnesses. The hosts disclaim responsibility for any adverse effects from using the information presented. Consult your healthcare provider before using referenced products. This podcast may include paid endorsements.THIS SHOW IS BROUGHT TO YOU BY:LITTLE SAINTS | Visit littlesaints.com/luke and use code LUKE to get 20% off your first order.BIOPTIMIZERS | You can use the code LUKE15 for 15% off at bioptimizers.com/lukeBON CHARGE | Use the code LIFESTYLIST for 15% off at boncharge.com/lifestylistLEELA QUANTUM TECH | Go to lukestorey.com/leelaq and use the code LUKE10 for 10% off their product line.MORE ABOUT THIS EPISODE:(00:00:00) The Awakening of Sovereignty(00:24:53) Public vs. Private: Reclaiming Authority by Principle(00:52:04) Equity vs. “Status Correction”: Foundations, Not Factions(01:12:45) Debtor vs. Creditor: Flipping the Script(01:25:23) Cooperation vs. Silos—and What Equity Actually Is(01:41:47) Building in the Private: The Fellowship & Foundation for Self-GovernanceResources:• Website: sacredhonoref.com • Website: libertishorizon.com • Instagram: instagram.com/sacredhonorfellowship • Shop all our merch designs at lukestoreymerch.com• Check out Gilded...

What if the greatest leadership blind spot isn't about people at all, but about the space between them?In this episode of Partnering Leadership, Mahan Tavakoli speaks with Jim Ferrell, renowned leadership thinker and author of You and We: The Relational Rethinking of Work, Life, and Leadership. Known for co-authoring the international bestseller Leadership and Self-Deception, Ferrell's latest work shifts the lens from managing individuals to managing the relationships that determine whether strategies succeed or fail.Ferrell explains why execution often falters not inside functions, but at the seams — the handoffs, dependencies, and connections that link people, teams, and departments. He challenges leaders to rethink the org chart: while boxes and reporting lines are visible, the real value is created or lost in the white space between them. CEOs and boards who fail to see and lead that space risk blind spots, stalled strategies, and underperformance.In the conversation, Ferrell outlines a framework of “levels of connectivity” that helps leaders diagnose whether relationships are dividing, subtracting, siloed, multiplying, or compounding results. He shares why leaders at the top often get the worst data, how systems and incentives frequently reinforce silos, and what it takes to truly lead at the relational level.Whether you lead a global enterprise, a nonprofit, or a government agency, Ferrell's insights invite you to rethink what leadership demands today: not simply inspiring individuals, but intentionally managing the relational field that drives execution, culture, and long-term performance.Actionable TakeawaysHear why execution fails most often at the seams, not inside the silos—and what this means for how leaders should focus their attention.Learn how to spot the blind spot on your org chart and why the white space between boxes matters more than the boxes themselves.Discover Jim Ferrell's “levels of connectivity” and how each level determines whether relationships subtract value, add value, or compound it.Find out why CEOs at the top often receive the worst data—and what kind of leadership it takes to cultivate candor and real feedback.Explore how system design and incentives can quietly sabotage collaboration even among well-intentioned people.Understand how mapping connections across teams can reveal hidden risks and opportunities for acceleration.Learn practical moves senior leaders can make to strengthen critical relationships across teams, functions, and business units.Hear how leaders can build an organization where success is shared and compounded, rather than siloed and slowed.Connect with Jim FerrellJim Ferrell LinkedIn You and We Withiii Leadership Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

The silos between Application Security and Cloud Security are officially breaking down, and AI is the primary catalyst. In this episode, Tejas Dakve, Senior Manager, Application Security, Bloomberg Industry Group and Aditya Patel, VP of Cybersecurity Architecture discuss how the AI-driven landscape is forcing a fundamental change in how we secure our applications and infrastructure.The conversation explores why traditional security models and gates are "absolutely impossible" to maintain against the sheer speed and volume of AI-generated code . Learn why traditional threat modeling is no longer a one-time event, how the lines between AppSec and CloudSec are merging, and why the future of the industry belongs to "T-shaped engineers" with a multidisciplinary range of skills.Guest Socials -⁠ ⁠⁠⁠⁠⁠⁠⁠Tejas's Linkedin + Aditya's Linkedin Podcast Twitter - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@CloudSecPod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠If you want to watch videos of this LIVE STREAMED episode and past episodes - Check out our other Cloud Security Social Channels:-⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Cloud Security Podcast- Youtube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠- ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Cloud Security Newsletter ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠If you are interested in AI Cybersecurity, you can check out our sister podcast -⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ AI Security Podcast⁠Questions asked:(00:00) Introduction(02:30) Who is Tejas Dakve? (AppSec)(03:40) Who is Aditya Patel? (CloudSec)(04:30) Common Use Cases for AI in Cloud & Applications(08:00) How AI Changed the Landscape for AppSec Teams(09:00) Why Traditional Security Models Don't Work for AI(11:00) AI is Breaking Down Security Silos (CloudSec & AppSec)(12:15) The "Hallucination" Problem: AI Knows Everything Until You're the Expert(12:45) The Speed & Volume of AI-Generated Code is the Real Challenge(14:30) How to Handle the AI Code Explosion? "Paved Roads"(15:45) From "Department of No" to "Department of Safe Yes"(16:30) Baking Security into the AI Lifecycle (Like DevSecOps)(18:25) Securing Agentic AI: Why IAM is More Important than the Chat(24:00) The Silo: AppSec Doesn't Have Visibility into Cloud IAM(25:00) Merging Threat Models: AppSec + CloudSec(26:20) Using New Frameworks: MITRE ATLAS & OWASP LLM Top 10(27:30) Threat Modeling Must Be a "Living & Breathing Process"(28:30) Using AI for Automated Threat Modeling(31:00) Building vs. Buying AI Security Tools(34:10) Prioritizing Vulnerabilities: Quality Over Quantity(37:20) The Rise of the "T-Shaped" Security Engineer(39:20) Building AI Governance with Cross-Functional Teams(40:10) Secure by Design for AI-Native Applications(44:10) AI Adoption Maturity: The 5 Stages of Grief(50:00) How the Security Role is Evolving with AI(55:20) Career Advice for Evolving in the Age of AI(01:00:00) Career Advice for Newcomers: Get an IT Help Desk Job(01:03:00) Fun Questions: Cats, Philanthropy, and Thai FoodResources discussed during the interview:Amazon Rufus: (Amazon's AI review summarizer) OWASP Top 10 for LLMsSTRIDE Threat Model: (Microsoft methodology) MITRE ATLASCloud Security Alliance (CSA) Maestro Framework CISA KEV (Known Exploited Vulnerabilities)Book: Range: Why Generalists Triumph in a Specialized World by David Epstein Anjali Charitable TrustAditya Patel's Blog

In episode 135 of Nonprofit Mission: Impact, Carol Hamilton talks with organizational design consultant Julian Chender about how nonprofits can move beyond simple restructuring to intentional organizational design that aligns strategy, structure, and process.  They discuss: how organizational design is not the same as restructuring how design choices impact effectiveness, collaboration, and long-term sustainability.  the pitfalls of designing around personalities,  the importance of strategic clarity when facing downsizing or merger decisions.  The conversation offers nonprofit leaders practical insights into building organizations that are resilient, adaptable, and positioned for impact.   Episode highlights: The Why Behind the Work -  [00:08:08]  Defining Organizational Design - [00:13:53]  Structure, Silos, and Collaboration - [00:14:41]  Common Mistakes in Nonprofit Design -  [00:18:23]  Balancing Human-Centered Values and Strategy -  [00:20:40]  Downsizing by Design - [00:24:36]  Participation and Ownership - [00:23:32]  Benchmarking vs. Mass Customization -  [00:30:01]  Strategic Plans Require Organizational Design - [00:37:40] Mergers and Strategic Alliances -  [00:41:21]  Examples of Successful Mergers -  [00:44:16]  The Key Question for Leaders - [00:47:57]    Guest Bio: Julian Chender is the founder of 11A Collaborative, an organization design firm focused on creating healthy society through healthy organizations. In his early years, Julian was an internal consultant at the National Institute of Allergy and Infectious Disease (NIAID) under Tony Fauci during the agency's response to the global Ebola and Zika crises. From there, he moved to external consulting, eventually joining Accenture's Operating Model & Organization Design practice shortly after its acquisition of Kates Kesler. Through 11A Collaborative, Julian has consulted to purpose-driven organizations across sectors. He is a Certified Organization Design Practitioner and an ICF-Certified Coach who holds a master's degree in Organization Development from American University and a B.A. in History from Swarthmore College. Important Links and Resources: Julian Chender 11A Collaborative Organization Design Forum Downsizing by Design: A Guide for Nonprofits Candid Social Impact Staff Retention survey Board Source Purpose Driven Leadership   Be in Touch: ✉️ Subscribe to Carol's newsletter at Grace Social Sector Consulting and receive the Common Mistakes Nonprofits Make In Strategic Planning And How To Avoid Them

Summary: In this episode of the Customer Service Revolution podcast, Denise Thompson and Dave Murray discuss the critical importance of customer experience consulting across various industries. They explore how systems and structures can enhance customer interactions, the significance of internal communication, and the need for organizations to recognize their role in the customer experience. The conversation highlights successful client transformations, the impact of silos, and the essential link between employee and customer experiences. They also provide actionable insights for leaders looking to improve their organizations and ensure lasting change after consulting engagements. Takeaways: Customer experience consulting is essential for all industries. World-class service requires structured systems, not just slogans. Internal communication gaps often erode customer experience. Every employee has a role in the customer experience. Transformations can turn customer service initiatives into cultural norms. Silos within organizations can negatively impact customer engagement. Identifying internal issues is crucial for improving customer experience. Leaders must support their teams to enhance customer service. Small changes can lead to significant improvements in customer interactions. Measuring ROI is vital for understanding the impact of customer experience initiatives. Chapters: 00:00 Transforming Customer Experience Across Industries 01:05 The Importance of Systems in Customer Experience 05:56 Identifying Internal Barriers to Customer Experience 09:04 Tailoring Consulting for Diverse Industries 11:17 Client Transformations: Success Stories 15:56 Bridging the Gap Between Operations and Customer Experience 18:07 Signs Your Organization Needs Consulting Engagement 22:35 The Importance of Internal Culture 26:03 Empowering Middle Managers 27:30 Ownership of Customer Experience 29:48 The Role of Niceties in Communication 31:53 Supporting Employee Success 33:03 Ensuring Lasting Change After Consulting 36:09 Measuring ROI in Customer Experience 42:23 Scaling Without Losing Your Service Soul Links: Dave's Podcast with AlpinHaus: https://thedijuliusgroup.com/csr-221/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Blogs on Above and Beyond Culture: https://thedijuliusgroup.com/category/above-beyond-culture/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Join host Adam Larson for a lively conversation with entrepreneur, speaker, author, and president of VisionEdge Marketing, Laura Paterson. Drawing on decades of experience, Laura shares her practical wisdom on building stronger partnerships between marketing and finance in today's data-driven organizations. Discover why learning to speak each other's language and focusing on real business outcomes rather than budget line items leads to smarter decisions and meaningful growth. Laura breaks down common traps like “random acts” of marketing, reveals how aligning around purpose improves performance, and gives actionable advice for CFOs and finance leaders who want to genuinely connect with their marketing counterparts. With real-world stories and plenty of energy, Laura discusses the transformative power of customer-centric strategies and outcome-based budgeting, all while highlighting the importance of using data for insight, not just information. Perfect for anyone in marketing, finance, or leadership, this episode is packed with fresh ideas and relatable anecdotes that will inspire collaboration and drive success. If you're ready to move from transaction to strategy and make a real impact. Don't miss this engaging conversation.

Send us a Message!This episode touches on the themes of Strengthen Culture.In this episode, we explore workplace silos; what causes them, how they impact the workplace, and, most importantly, how do we tear them down.Our prescription for this episode is, when looking to make improvements in your workplace, ask yourself the most important question "What needs to exist first before this will be successful"?.NOTE: James wants to apologies for the poor quality of the sound of his intro, he had his mic plugged in, he just forget to put it in front of his face (see what Coby has to deal with).Past Episode Referenced:S4 E3: How Do I Fix A Competitive Or Hostile Team Culture?S1 E16: How Do We Build A Workplace Culture?S1 E17: How Is Organizational Culture Linked To Business Performance And Outcomes?To talk more about The Workplace Culture Hierarchy, reach out to us at info@roman3.ca or through our LinkedIn page at https://www.linkedin.com/company/roman3Don't forget to sign up for our New Quarterly Newsletter that launched in the fall of 2024!About Our Hosts!James is an experienced business coach with a specialization in HR management and talent attraction and retention. Coby is a skilled educator and has an extensive background in building workforce and organizational capacity. For a little more on our ideas and concepts, check out our Knowledge Suite or our YouTube Channel, Solutions Explained by Roman 3.

Ram Sahasranam, President and Co-Founder of Fold Health, has created a platform that integrates with the EHR to create an AI-driven interface that streamlines workflows, improves communication across the care team, and helps better manage patient care. Traditional EHR systems, while effective for documentation, were not built for proactive care and data sharing. With a focus on the patient and providers, Fold Health is integrating data sources and automating redundant administrative tasks helping to reduce clinician burnout and improve patient communication for scheduling and reminders. Ram explains, "The way to look at it is that empowering providers and patients need to go hand in hand. That is the fundamental reason why we called ourselves Fold Health, which is that healthcare needs to fold around the providers and the team supporting the providers and the patients and the families of the patients who are involved in the care. We have seen healthcare go from $1.6 trillion in spending to $5.3 trillion in spending this year. But in those 15 years, we haven't yet seen it fold around the two most important people, the provider or the patient, in terms of better outcomes or improving the burnout rates that clinicians and their teams face today." "So the fundamental challenge that we noticed was that multiple people were living in different systems and hence different silos from a data standpoint. So the clinician did not know what was happening with their care teams. The patient was living in a different system. If the patient goes to a specialist, the data comes in a compressed format to the physician in an easily digestible manner, which was a challenge. So what Fold does as a result of getting control of all these different nodes is that data can be used to summarize and provide things for the different teams in a quick, easily digestible manner."  #Foldhealth #CareCoordination #CareDelivery #ConnectedCare #HealthTech #AI #HealthAI Fold.Health Download the transcript here

Ram Sahasranam, President and Co-Founder of Fold Health, has created a platform that integrates with the EHR to create an AI-driven interface that streamlines workflows, improves communication across the care team, and helps better manage patient care. Traditional EHR systems, while effective for documentation, were not built for proactive care and data sharing. With a focus on the patient and providers, Fold Health is integrating data sources and automating redundant administrative tasks helping to reduce clinician burnout and improve patient communication for scheduling and reminders. Ram explains, "The way to look at it is that empowering providers and patients need to go hand in hand. That is the fundamental reason why we called ourselves Fold Health, which is that healthcare needs to fold around the providers and the team supporting the providers and the patients and the families of the patients who are involved in the care. We have seen healthcare go from $1.6 trillion in spending to $5.3 trillion in spending this year. But in those 15 years, we haven't yet seen it fold around the two most important people, the provider or the patient, in terms of better outcomes or improving the burnout rates that clinicians and their teams face today." "So the fundamental challenge that we noticed was that multiple people were living in different systems and hence different silos from a data standpoint. So the clinician did not know what was happening with their care teams. The patient was living in a different system. If the patient goes to a specialist, the data comes in a compressed format to the physician in an easily digestible manner, which was a challenge. So what Fold does as a result of getting control of all these different nodes is that data can be used to summarize and provide things for the different teams in a quick, easily digestible manner."  #Foldhealth #CareCoordination #CareDelivery #ConnectedCare #HealthTech #AI #HealthAI Fold.Health Listen to the podcast here

In this episode of the IC-DISC Show, I sit down with Randy from Trinity Bay Capital to talk about how specialized capital advisory bridges the gap between growing companies and the financing they actually need. Randy spent 17 years in traditional banking at First City and other institutions before moving into capital finance in the mid-1990s. His transition came from frustration with banking silos that prevented common-sense solutions for growing companies. After traveling extensively as a capital finance professional and later serving as president of a bank, he launched Trinity Bay Capital to help companies access everything from asset-based lending to purchase order financing. His approach differs from typical brokers because he pre-qualifies deals using his banking expertise, then targets just three carefully selected lenders rather than shotgunning dozens of institutions. What makes Randy's work compelling is how often he solves problems without charging fees. One client I referred received three competitive term sheets that gave him leverage to renegotiate with his existing bank, getting everything he wanted at no cost. Randy's focus on matching companies with conventional banks whenever possible, even when capital finance would pay higher fees, demonstrates how his business model prioritizes client outcomes over transaction volume. His internal 48-page reference guide of specialized lenders reflects decades of relationship-building across oil and gas, maritime, manufacturing, and distribution sectors. Randy's philosophy that "I don't need to work, I do this because I enjoy it" explains why 75% of his pipeline comes from Texas energy companies that conventional banks won't touch, and why he celebrates when clients find better deals elsewhere.     SHOW HIGHLIGHTS Randy turns down fund management opportunities that would pay more because accepting them would recreate the banking silos he left to escape. Trinity Bay Capital targets just three carefully selected lenders per deal instead of shotgunning 12-20 institutions, achieving 95% term sheet success rates. A construction mat company couldn't get financing because their primary assets wear out quickly, until Randy found lenders who advance directly on depreciating equipment. Randy helped a frack pipe manufacturer secure $30 million after eight conventional banks declined, simply by knowing which bank was allowed to do oil and gas deals. One client found a better deal independently, and Randy celebrated it instead of pushing his commission, telling him "as long as I can work with you, that's awesome." Randy's success fee from conventional banks is often reduced compared to capital finance companies, but he always takes clients there first because it's what they deserve.   Contact Details LinkedIn - Randy Gartz (https://www.linkedin.com/in/randygartz/) LINKSShow Notes Be a Guest About IC-DISC Alliance Randy GartzAbout Randy TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning, Randy. How are we today? Randy: We're doing great. How are you? Dave: I am doing great. Thank you. Where are you calling in from today? What part of the world are you in? Randy: Houston, Texas. Dave: Okay. Me as well. So I was just trying to think, how long have I known you? I think it's been over 20 years. Randy: It's been since the mid nineties. Dave: Has it been that long? Wow. So more like 30 years. Randy: Yes. Dave: We're getting old, my friend. Hey, I look a lot older than you did. That's subjective. So I've got some questions for you. Some I think I know the answer to, some I don't. Why don't we start? I'm a sequential learner. Let's start at the beginning. Where are you from originally? Are you from Southeast Texas? Originally? Randy: I'm an Air Force brat and I was born in El Paso, Texas. Dave: Okay. Randy: And we moved about every two years after that until I was in high school. Well, actually in high school I was at three different locations. And then starting from college on Texas a and an, I've been in Houston ever since. Dave: Why did I forget that you're in Aggie? Because where I went to school and I guess we've been able to get past that. Randy: I don't talk about that much. It's probably one of the main reasons a and m was good to me, but in my past. Dave: Yeah, no, I hear you. I'm just having fun with you. So I suppose moving every two years, that will help you learn rapport, building interpersonal skills, I suppose. Randy: Absolutely. That helped me go to city to city when I was traveling for capital finance companies and just introduce myself about a problem and just, hi, how are you? Who are you? What do you do? So yes, absolutely. Dave: So your degree from Texas a and m? Finance. Randy: Finance. And then I went to U of H and worked on an accounting degree. Dave: Okay. So what was your first job out of college? Randy: Oh, it was at credit training program for First City and Texas. Dave: Oh wow. They really had a great training program, didn't they? Randy: Two years long. Yeah, absolutely. We were working sometimes seven days a week and Saturday and Sunday the air conditioner wasn't working, wasn't on in building. And it's enough like it is today. Dave: No, I remember when I was at Arthur Anderson working one of our clients' weekends, those high rises had air conditioning on the weekends. You had to pay for it and we were not, were deemed worthy of air conditioning on the weekends. Randy: That's right. That's right. Dave: So you started out at traditional banking, Randy: Started at traditional banking, did that for about 17 years. First City and all of its precursors. First city in bank. Bank one, they finally sold to Chase. And then right after they sold to Chase, my manager at the time had gone to a capital finance company and he asked me to follow 'em. And that's when I got involved with Capital Finance. That was back in mid nineties. I enjoyed it. I enjoyed being on help companies. It wasn't like you're in silos at banks and the regulators can only allow you to do so much that there's so much more out there for companies to be able to provide them with growth capital, turnaround capital, acquisition capital that most people, most CFOs don't even know. And so I really enjoy that. I went back to conventional banking when I'm woman by the name of Mary Bass and I think you might know her. Dave: I know Mary. Yeah. Randy: She followed me for two years trying to get me to go to Redstone. Randy: Redstone was a small little bank. I didn't want to have anything to do with it. I didn't want to go to back to banking after I'd gone to Capital Finance and after two years of her calling me every two, three days a week when I was traveling three and a half weeks out of every month for four years Earth saying stuff like, rainy, where are you? When's the last time you saw your son pitch? When's the best time you were with your wife? What'd she do tonight? It's like, Mary, I'll interview. I've got to know that if I say no to this interview, you're not going to call me anymore. Well, I went on an interview, I met with David Chin Decker and he got me to go back to conventional finance and it was a good thing at the time, both he and Bob Hendrickson, who was president at the time of Redstone, had both grown up in the national division of First City's asset-based lending. Dave: That's Randy: What they were trying to bring over to this very small bank. We grew that bank from 58 million to 1,000,000,002 in three years. Dave: That is serious growth Randy: And most of those customers are still there. So it worked. But when you go on to other banks and all the silos that they have, you can't grow. You can't help companies as much as you would like if you know what's available. And I don't mean that to be mean to conventional bankers. Conventional bankers, I have all their respect or I respect them tremendously, but I just think that don't know what's still available. So Dave: It's Randy: Right going out there and trying to educate them to know, Hey listen, if you can't do this, here's what we can do. Dave: Yeah, no, I get it. And I know that as is typical in the banking business, most bankers don't serve at one bank for 40 years. There's always movement. And what I'd like to do though now is I'd like to skip forward to your May gig. I mean, I think the bottom line takeaway was your career was split between traditional corporate lending from the banker level all the way up to senior executive level. You've done the capital finance piece. It sounds like you wanted to create a new combination, new offering to the marketplace. So talk to me about what prompted you to start Trinity Bay Capital. Randy: I think, and I won't name his name, but I had just come back one day from booking an $85 million deal. I was by myself. I was doing all the settlement work. I was there for eight hours at this closing. And when I came back to the bank with all the paperwork and I walked in and I was really happy we got a large deal done, which eventually turned into a much larger deal. The first words out of my president's mouth was, Randy, any more deposits well understand. But this was a pretty good deal. And that together with all the silos that conventional banks have, the inability to do things that should be done, common sense things, but just conventional banks can do because of the regulators and because you can't put a hundred bankers out there and just let them be run out there and do everything they want to do. You can't do that makes conventional bankers conventional. But after being an capital financed group and also being at Redstone's Mezzanine and Equity Group, it taught me all the additional options that we have out there to be able to provide. So I thought at the time I was 63 years old, do I want to go to another bank? Am I tired of these silos? Yes, I am. I decided to just start my own company. I've been asked to take on funds and be able to lend our own money, but that would put me right back in the silos. Dave: Sure. Randy: I just enjoyed helping companies. It just makes me happy. And I wake up every morning, I come upstairs to my third floor office overlooking the bay and no silos, no having to sell every little credit card option that's out there. It just makes me happy. And so I know David, I don't know what I'd do if I retired. I never even considered it. I am enjoying what I'm doing now. I'm happy where I'm at and I'm happy making people happy. Dave: That is awesome. So help me understand who's like your ideal customer? What are the characteristics of the person you can help the most Randy: Fast growing companies, I mean, when you think of me as a broker, which I hate the term, there's 55,000 brokers out there. I trust five. Understood the difference. Lemme first start with the difference. The difference is that I've run credit departments, I've been on credit committees, I've been ping a bank. I know what banks can do and what they can't do. So when a bank can't do something, that is who should come to me, Dave: That Randy: Is who the banker should send me to. And it's not just because it's turnaround, it's not because they're in trouble. Maybe they're growing too fast, the lines of credit are going to be diminished, convince somebody just can't liven to leverage themselves up to the extent they need to take on the growth that they're seeing, acquisition growth where they're going to have to leverage your company with asset base collateral. Those are the type of things that we can do so we can actually help really good companies. For example, and unfortunately I say unfortunately for me it is, but 75% of my pipeline is oil and gas. I've been in Texas for 45 years. Oil and gas just follows here in Houston, Texas. And so just they call me that and maritime. So those two industries really can run our business alone. Although I would much rather have a lot of other manufacturer distribution and service companies than a lot of those companies. A lot of those CFOs owners of the companies, they have no clue what is available out there or why they can't get financing at the time. Maybe that's changing today, but at the time a lot of banks weren't allowed to venture into oil and gas. Oil and gas is a very cyclical industry, Randy: The ups and downs. If you don't do an oil and gas company in an asset based selection, you're bound to have trouble later on when the SLE falls because a lot of those assets can disappear. Randy: But on an asset based business, conventional banks can't do that. But not a lot of conventional banks are allowing their asset based lenders to do it today. So for example, I had a company that was a pipe manufacturer. They supplied from the pipe all the way to the dynamite and they had gone to eight different conventional banks, been declined every single time. When they came to me, I asked them, who'd you go to? Well, none of those guys have been to your deal because they're not allowed to. Their ownership was not allowing to do it. Took 'em to the first bank that I knew would do it, and we got that deal closed this year. A 30 million line of credit was with a $20 million accordion and well potential accordion they didn't need at the time because they were on the downhill run. But that bank knew how to do it. That bank, that lender knew how to do it. We knew who to go to. That deal got done. Dave: So let me just take a step back to make sure the audience understands. So your company doesn't actually yourself lend money. You're basically an intermediary between the capital markets, I guess primarily debt markets. Do you guys do any equity? Randy: We do some equity on the oil and gas side. I don't have that many providers on manufacturing distribution service, not oil and gas. Dave: It's mostly, yeah. And impart of what makes you unique is that you have, because of your background, you're able to match up the deal with the bank and want it simple Randy: For probably over 35 years. 35 years ago, a man by name of John Flatow at that time was at Briggs. Dave: Yeah, Randy: Put out this spreadsheet for me. And on the vertical column it had all of his customers on the horizontal column. It had everyone they could refer him to. What that did for me was realize that in the capital finance side where I was traveling throughout the United States, Canada, and sometimes Mexico, I was relating with so many financial providers and I've started taking down names and I've got a book, single page, probably 48 pages now of who does what likes, what their rates are, what their structure is. And so what makes us different than most other brokers is that, number one, I know what a bank can do and what they can't do. Randy: And when banks, we put together or I request all the financial information, all the documents that a banker would need in order that a financial officer would need, we put that together. We do our own pre-flight, which most all bankers now need to do to get credit to allow them to offer term sheets. We decide where the risk level is of each one of our customers after we decide if we can help 'em or not. Some customers don't have cash flow, they don't have collateral. Those two items combined make it a tough deal, impossible deal to do. But if they haven't waited too long, they're still survivable. There's so many options. We put together a pre-flight and then I go to that book and then we decide three up to three opportunities to take these financial providers. The difference between most brokers is most brokers don't know what they're looking at, don't know what's available, and they just chunking it out to 12 or 20 different institutions hoping something sticks. Randy: We go to three 95% of the time, we'll get three term sheets. Those are going to be at the right rate that the customer deserves and they're going to be the right structure. And then we take the closing and after closing, we help them negotiate or before closing, we help them negotiate the documents. We help 'em negotiate their term sheet and we get them through the entire process. Because most CFOs, well, I'm not going to say most, it's surprising how many CFOs don't know what's possible, don't know why a conventional bank can't help them and don't know why this other opportunity that's going to be 2% higher or more if the company's risk level is higher, why they have to do that. Many times, David, we'll have someone say, no, we're not going to take any of those term sheets. They're just too high. That that just doesn't make any sense to us. The structure's too tough, the administration's too tough. Okay, well get to more banks, go to more conventional banks, see if you can get your loan and if you can't come back, and that's where it's an education. It's an education that these CFOs need to go through it and they need to understand it to instruct their owners why they're doing what they're doing. Dave: And so you only get paid if you're able to successfully, Randy: We only get paid at closing at the closing table. We'll either obtain a success fee if it goes to conventional bank because if it goes to conventional bank, that's where I'm going to take it. That's what the client deserves. And it's always going to be a lower rate. It's always going to be less administration. And if I can do that, that's a win. Even though our fees are a lot of times going to be reduced because it's going to conventional bank and for that banker to be competitive, they can't pay our full fee. But if it goes to a capital finance company, the capital finance company is who's going to pay us. So the other doesn't have to pay us. If it goes to a capital finance company Dave: And if it goes to a bank are they Randy: Say bank, we need a success fee agreement Dave: From the Randy: We're going to be able to invoice the bank and at closing they'll pay us. Dave: Okay. So my listeners like stories. So let's talk about some examples. And again, I'm sure the client name will be anonymous, but give us just some stories to give us a sense of the types of deals that you guys can do. Randy: David, I'm going to throw out one that you referred to me yourself in front of some of your clients Dave: And Randy: We had a nice little discussion and at a later date, one of your clients called me for help. Dave: Yep, I know who you're talking about. Randy: Well, what we ended up doing is finding three other banks that could have helped him. Conventional banks. The client was definitely bank worthy, but his existing bank wasn't really working with him as much as they should have. While the client wanted the release of his personal guarantee at the size level that he was at, I had to educate him and convince him that since you're making every decision, you rule the company, you can do whatever you want to do with the company. They're going to want your personal guarantee to make sure that you stay in long. Randy: But that on the side, he deserved everything. He was, everything else he was asking for. He deserved a lower rate. He deserved a re amortization. So when he received the three term sheets that we provided him from other conventional banks, he went back to his existing bank and said, this is what I've got. And he got everything he was asking for the release of his personal guarantee. Well, he offered to pay me. There was nothing I could, I didn't do much. I didn't do anything extraordinary. It didn't take long to realize who he should be working with. So no charge. He went back to his original bank, got what he wanted and everybody's happy. So that's point. Dave: I know he was very appreciative of that. And that really goes to show the power or the ability you have to help clients. I mean, you effectively made a couple phone calls, I'm simplifying it, but you reached Randy: Out, it wasn't much more. Dave: You reached out to a couple people. You told 'em, Hey, this is a bankable deal. Their current banks may be taking advantage of 'em or doesn't see how bankable they really are, and this may be an opportunity for you. They threw out some turn sheets that was a wake up call for his current bank and they went ahead and because of the leverage he had of the other term sheets, his current bank suddenly became more reasonable Randy: And for no cost at all. He didn't have to get any appraisals, he didn't have to go through the underwriting process. The existing bank helped him. And yeah, bank that he was at is known as one of the most conventional banks in Texas. That's where he deserved to be because he deserved it. Dave: And I know of which bank you speak. Okay, well that's helpful. What about a deal, an example of somebody who wasn't as bankable and yet to go to the capital finance markets. Do you have an example of a deal like that? Randy: Sure. And it's not just because, I mean the company was doing well, but they were a provider of construction mats. So in other words, utilities are being put in, it's really muddy. It's been rainy. They provide their huge construction mats, large yellow equipment can go over, can drive over and not get stuck in the mud. Those mats are not that usable as collateral because they wear out real quick. Sure, sure. So who's going to do that? So we found a few companies that were willing to advance on those mats directly. Their existing company wasn't, their existing bank was not going to give them any more availability. If this company is growing and once we found them additional availability, the company has been able to grow. It's been able to find additional equity if they want it because once it started growing, they exists, said, I'm happy you're uncle and hunting. So they didn't want to do everything that we expected them to do was to go out and acquire other companies. We could have helped 'em grow to 200, $300 million. Dave: I've got you. Randy: Leon owner Dave: Just wasn't interested in Randy: All of a sudden the pressure was off his shoulders. I've got a great family, everything's taken care of. We're good. Dave: Okay. Randy: Now the issue with that is during the next dry season, he's not going to have the working capital to continue what he's doing. Dave: Right, right. Randy: He'll come back. Dave: Yeah. Randy: We expect that he'll come back. Dave: Okay. Randy: Is that what you were looking for? Dave: Yeah, yeah. Yeah. So I think you've kind of answered this question indirectly, but let me just ask you directly. So what is it that you enjoy the most about serving your clients in this capacity with your own gig? What do you enjoy the most about it? Randy: Well, even in my conventional bank days, I've always enjoyed ringing the bell and a deal gets done when we get a customer what he wants. And that is always endless. A struggle thing I can do. Dave: Yeah. Yeah. I knew that's what you were going to say. I know you John Flatow me, my wife. I mean we all relish serving customers in helping solve business problems for them. So that answer does not surprise me. Randy: Great. Dave: So that's coming from your perspective, what makes you different? What do your clients tell you about what makes you different? What are some feedback you've had from your clients? Randy: Well, we have an existing client right now that we're going to help him get purchase order financing Dave: And Randy: We're going to provide him an asset base loan and they purchase order facility on the side. And he found a conventional bank that agreed to do his deal that no other conventional bank would ever done at a fantastic rate, gave him 15 million instead of the 5 million he was asking for. Dave: Wow. Randy: Yeah. But he went there and he called me to tell me, Randy, I'm sorry I got bad news for you. I said, no, you found a great deal. As long as I can work with you. That is awesome. We'll get you the PO financing you take care of closing that deal at that bank and if they can't service it in the future, we'll take you back to through the banks that want to do it. Fact. That's great. That's still fine. So before he hung up, he said, Randy, you've really surprised me. I knew you wanted the sale of the asset based loan, but you're happy for me. You got the deal you wanted. I don't need to work. I do this, I enjoy it and it's I going to get the company the best thing I can get 'em. That kind of goes back to why did I start my own company, the stand my own company? Because conventional banks can't always do the common sense thing that the company means or we're doing it here. Dave: No, that is awesome. Yeah. I remember when you reached out to me and you started, I remembered thinking what a great fit, what great service you're offering that you're able to bring all of your expertise and because really what they're paying you for isn't your time, it's your knowledge is what they're really paying you for. They're not paying you for your time to reach out to 20 banks. A less the experienced person would do it is like the joke about the factory machinery that was down and they called in an engineer the story and he looked at it and he turned one screw, like half a turn and then gave him a $10,000 invoice and the owner was flabbergasted, why so much money? I need a detailed invoice. And his detailed invoice was turning the screw $1, knowing which screw to turn, $9,999. It's kind of the same way. Right? They're really paying you for your knowledge and your relationships, right? Randy: Correct. Absolutely. Dave: So what else, as we're kind of wrapping up here, what did I not ask you that you wish I had or I should have asked you? Randy: David, you're very good at what you do. You've asked me all the right questions. I've been able to tell you what we offer, why we're different, what we do. You've covered it. Okay, Dave: Well good. Well, I know you have helped many of my clients over the last 30 years in all of your different capacities, so I just wanted to thank you for that. You've always made me look good with my clients when I say, Hey, let me introduce you to Randy. Randy will take care of you. And that always makes me look good like this client, you had mentioned that you basically gave him leverage to renegotiate with his current bank. He'd been working on this problem for years and just was kind of hitting a wall because he sensed he could get a better deal, but he didn't really know how to go about that. He didn't really have the time and he didn't know if he just starts in the Yellow Pages. Well, I guess we don't have the yellow pages, but just starting at the eighties and just start calling all the banks. And then the problem is who you call at each bank. You can't just go to a retail branch and talk to the retail branch manager. So yes. Anyway, I appreciate over all these years you making me look like a star. Randy: You are one. David, I promise. Thank you for this opportunity. Dave: So I've got just one, two more questions and they're both fun. One is, if you could go back in time and give some advice to your 25 or 30-year-old self, what advice might you give to yourself Randy: And do what I'm doing now earlier? Dave: Yeah. That's the number one answer I get from my entrepreneur clients because almost, or my guest, almost all my guests had a similar path. They didn't just graduate from college and start their business. They didn't know, they didn't have any experience that always worked for somebody else for a while. Then they went on their own and they always have the same regret. They wish they'd been more courageous and done it sooner. So last one more. We're in Texas TexMex or barbecue? Randy: TexMex. Dave: Yeah. Randy: But worthy, I'll probably have both every week. Dave: Yeah. What's really good is if you find a place that's got great brisket tacos or brisket enchiladas, that kind of gives you a sense of both. So here's what a guest told me that I would have to agree with. He said it depends if it's average, I'm going to take the Tex-Mex. He goes, if I know that the option is too the barbecue place that's exceptional, and a Mexican restaurant that's exceptional, I take the barbecue because he said Tex-Mex has more capacity, more tolerance for average use, right? I mean, average Tex-Mex is still good, but average barbecue, not so much. Randy: I agree you 100%. Dave: That is great. Well, Randy, I really appreciate you taking time and I'm really excited to hear about what you're doing now and hopefully this episode will cost some people to reach out to you. We'll have your contact information in the show notes. So thanks again, Randy. Really appreciate it. Randy: Thank you David. Really appreciate it. Dave: There we have it. Another great episode. Thanks for listening in. If you want to continue the conversation, go to ic disc show.com. That's IC dash D-I-S-C-S-H-O w.com. And we have additional information on the podcast archived episodes as well as a button to be a guest. So if you'd like to be a guest, go select that and fill out the information and we'd love to have you on the show. So it we'll be back next time with another episode of the IC Disc Show. Special Guest: Randy Gartz.

What happens when a charismatic home renovator marries a budding design whiz? You get the billion-dollar powerhouse that is Chip and Joanna Gaines.The Gaines' TV show Fixer Upper became a cultural obsession, turning shiplap and farmhouse sinks into a lifestyle movement that swept America.When they walked away from that show at peak popularity, everyone thought they were crazy. Instead, they turned their business Magnolia into a thriving lifestyle brand, which includes a network, retail, restaurants, books, and a magazine. The Silos, their Waco headquarters, became an unlikely tourist destination, drawing millions.Chip and Joanna proved that faith, small-town values and authentic storytelling could compete with coastal glitz. And they did it all while raising five kids. You'll learn:What Chip and Joanna saw in each other—as business and life partners.How a miserable semester in New York sparked the idea for Joanna's first store.How the Gaines' almost went bankrupt after the 2008 housing crash—and refused to quit. Why walking away from their TV show turned out to be a brilliant move.Why faith is as important as luck.Why betting on your hometown can be a superpower.Time Stamps:3:30 Chip's failed dream of becoming a pro baseball player—and the unexpected path that followed.8:20 How running a laundry in college taught Chip the economics of entrepreneurship.14:35 Joanna's Korean-American childhood, identity struggles, and how a toxic newsroom internship changed the course of her life.24:10 The day Chip walked into her dad's tire shop—and never left.35:10 How Joanna's first $25 “sale” encouraged her to open the first Magnolia store.45:15 The housing crash that nearly ended their renovation business—and how they scraped their way back.55:15 The moment HGTV called—and why Chip thought it was a scam.1:09:10 How saying “no” to Fixer Upper opened the door to owning their own network—and their future. 1:13:09 The cultural backlash and the lessons that came with becoming America's most famous fixer-uppers.This episode was produced by Katherine Sypher with music composed by Ramtin Arablouei. It was edited by Neva Grant with research help from Chris Maccini. Our engineers were Patrick Murray and Kwesi Lee.Follow How I Built This:Instagram → @howibuiltthisX → @HowIBuiltThisFacebook → How I Built ThisFollow Guy Raz:Instagram → @guy.razYoutube → guy_razX → @guyrazSubstack → guyraz.substack.comWebsite → guyraz.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this energizing episode of Confessions of a Higher Ed CMO, host Jaime Hunt sits down with Brandy Kift, AVP of Marketing Strategy at Bucknell University, to unpack how her team has successfully broken down the silos between marketing and admissions. Brandy shares the inside story of how Bucknell transformed their approach to enrollment marketing by fostering mutual trust, aligning content strategy with recruitment goals, and leveraging data and AI for meaningful student engagement. If you're searching for strategies to build better collaboration across departments and increase application numbers, this is a must-listen.Guest Name: Brandy Kift, Assistant Vice President of Marketing Strategy at Bucknell UniversityGuest Social: www.linkedin.com/in/brandykiftGuest Bio: Brandy Kift is an accomplished marketing strategist with more than two decades of experience spanning healthcare, K-12 software, and higher education. As Assistant Vice President of Marketing Strategy at Bucknell University, Brandy leverages her extensive background to lead innovative initiatives in branding, reputation building, and recruitment marketing. During her six years at Bucknell, she has cultivated a talented team of marketers and content creators whose work has contributed to record application numbers and earned national recognition. - - - -Connect With Our Host:Jaime Hunthttps://www.linkedin.com/in/jaimehunt/https://twitter.com/JaimeHuntIMCAbout The Enrollify Podcast Network:Confessions of a Higher Ed CMO is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of The Authority Company Podcast, host Joe Pardavila sits down with Dr. Ramin Farhood and Dr. Kirk Shepard, co-authors of Voices of Oncology and co-founders of the Medical Affairs Professional Society (MAPS). Together, they share how breaking down silos, fostering collaboration, and elevating the patient voice are reshaping the future of oncology drug development. Farhood and Shepard reflect on their decade-long partnership in oncology, the lessons learned from working across functions, and why they believe true progress depends on bringing every perspective to the table—from scientists and regulators to patients and advocates. They discuss the “moonshot” mindset, the surprising insights from more than 30 contributors to their book, and how advances in AI and real-time FDA review processes are accelerating the path from research to treatment. This conversation highlights the optimism, challenges, and collaborative breakthroughs driving innovation in cancer care—and why building a global community of experts is essential to finding cures.

Frank X. Shaw, Chief Communications Officer at Microsoft, joins Ann on this week's episode of Afternoon Cyber Tea to explore the critical role of communication in cybersecurity. They discuss how transparency and trust shape effective response to cyber incidents, the importance of breaking down silos across teams, and how AI is transforming communication strategies. Frank shares insights on leadership, the power of internal communications, navigating misinformation in an era where perception matters as much as technical reality, and why building a culture of security awareness starts with clear, honest messaging—no fluff, no spin.    Resources:   View Frank X. Shaw on LinkedIn     View Ann Johnson on LinkedIn       Related Microsoft Podcasts:   Microsoft Threat Intelligence Podcast   The BlueHat Podcast    Uncovering Hidden Risks           Discover and follow other Microsoft podcasts at microsoft.com/podcasts      Afternoon Cyber Tea with Ann Johnson is produced by Microsoft and distributed as part of N2K media network.    

PREVIEW HEADLINE: The US Defense Gap Caused by the 1990s Peace Dividend GUEST NAME: Peter HuessySUMMARY: John Batchelor speaks with Peter Huessy about the US need to update commands, moving from Minuteman silos to Sentinel systems. This stems from the 1990s "peace dividend," when America assumed great power competition ended. This caused cumulative losses of $1.5-2 trillion in defense investment, causing systems to atrophy.

What You'll Learn:In this episode, host Catherine McDonald, Patrick Adams, and guest Tina Patel Gunaldo discuss interprofessional collaboration. They explain the importance of interprofessional education (IPE) in training future healthcare professionals to collaborate effectively. Tina highlights the challenges of traditional hierarchies and the need for asynchronous collaboration.About the Guest:Tina is an innovative and results-driven healthcare leader dedicated to advancing interprofessional collaboration and patient-centered care. She is known for transforming visionary ideas into lasting, evidence-based systems that improve access, quality, and performance across clinical, academic, and community settings. With a proven track record of developing scalable models, securing multimillion-dollar funding, and launching initiatives adopted statewide and nationally, Tina brings together clinicians, administrators, educators, and community partners around shared goals that elevate both patient care and organizational excellence. Her work includes pioneering Louisiana's first hospital-based food pantry, establishing the state's first Interprofessional Consortium, and developing vaccination training programs for dentists. Guided by the principles of empowering patients as leaders of their health teams, fostering interdependence, and embedding evidence-based teamwork into practice, Tina continues to inspire innovation and collaboration in healthcare.Links:Collaborate for Health WebsiteTina Patel Gunaldo LinkedIn

It is episode 400 of Smart Driving Cars and Princeton's Alain Kornhauser and co-host Fred Fishkin are joined by Michael Sena, co-author of The Real Case for Driverless Mobility. And hist Mobility Industry Insights asks is driverless research and development being done in windowless silos? Tune in for that and an ending courtesy of TJ Smith!

Shamus Toomey, Editor in Chief and co-founder of Block Club Chicago, joins Bob Sirott to share the latest Chicago neighborhood stories. Shamus has details on: City Stops Damen Silos Demolition Due To Excessive Dust: The demolition is on hold until the city approves new plans, officials said. Neighbors and environmental leaders had previously called for the […]

Today's two guests are leaders of the new United States Health Literacy Association (USHLA). Karen Komondor, RN, BSN, CCRN, is the co-founder and president of USHLA. Recognized for her ongoing leadership and expertise in health literacy, Karen's passion for this topic comes from knowing why, both personally and professionally, understandable health communication matters so much. […] The post U.S. Health Literacy Association: From Silos to Synergy (HLOL #264) appeared first on Health Literacy Out Loud Podcast.

Today on Rock Feed, we're joined by Dustin Bates, frontman of Starset, for a wide-ranging conversation ahead of the release of their brand new album Silos, out now.Dustin opens up about leaving behind a PhD program to chase his music dreams, how Starset was formed, and the intense creative process that went into this ambitious new record. We dive into his sci-fi storytelling, the evolution of Starset's cinematic sound, and why this album started out as singles before transforming into a full-fledged project.0:00 — Dustin Bates Joins Rock Feed + “Silos” Release0:27 — From Singles to Full Album: Why “Silos”1:59 — Sci-Fi Roots & Engineering Background2:26 — Epic Records Deal… Then Dropped3:10 — “My Demons” Breaks Through3:34 — Walking Away from a PhD: No-Brainer Risk4:08 — “Everyone Thought I Was Crazy”4:27 — Early Influences: Phil Collins to Metallica6:03 — Building the Starset Sound: Zimmer, Sigur Rós, Orchestral + Electronic6:42 — Anthem Writing: Hooks that Stick7:06 — Solo vs Co-Writes, Interludes, 18-Hour Days7:43 — Writing on a Train: Lyric Lock-In8:34 — Where Inspiration Really Comes From9:20 — Work Ethic, Growing Up with Less10:00 — The All-In Loan: Recording Without a Label11:17 — Radio Games, Signing, and Recoupment Reality12:20 — “It's Like an 800% Loan”: Label Economics12:41 — Keeping the Edge: Refusing the Comfort Blanket14:58 — What “Silos” Sounds Like + Next Album Already15:51 — No Tour Yet: Building a Bigger Return16:18 — The AI Video Backlash: What Really Happened17:27 — Tech Evolves: From Synths to AI18:00 — Covers, Not Composers: What AI Can (and Can't) Do18:39 — Pro-Tech, Not Anti-Art: Using Tools, Hiring Artists21:58 — AI & Society: Jobs, Churn, and the Future23:47 — Closing Thoughts & Mutual Respect

Performance entfaltet Kraft, wenn Business und IT Verantwortung teilen – nicht in Silos arbeiten. Jonna Diener steuert mit ihrem Team die agile Transformation bei Signal Iduna, verknüpft strategische Leitplanken mit Wertorientierung im Alltag und ordnet Initiativen konsequent nach Nutzen, Risiko und Dringlichkeit. Zwischen gewachsenen Strukturen, politischer Klugheit und vier Prioritätenringen entstehen Quartalsziele, Transparenz und neue Wege für Co-Leadership. Wer Transformation im Werkzeugkasten und Herzschlag sucht, spürt hier, wie beides möglich wird. Du erfährst... …wie Jonna Diener Performance in Unternehmen etabliert …welche Rolle agile Steuerung bei Signal Iduna spielt …wie OKRs Business und IT verbinden …wie Signal Iduna Transparenz und Effizienz steigert …welche Zukunft KI bei Signal Iduna hat __________________________ ||||| PERSONEN |||||

What do people in other functions at your organization think lean is all about?For many—in HR, OD, Finance, or operations—the answer is simple: process improvement, efficiency, waste elimination. And while those are pieces of the puzzle, they miss the bigger picture.Too often, continuous improvement and operational excellence teams get pigeonholed as “process people,” making it hard to gain traction or build the partnerships needed for real transformation.But lean isn't just about processes—it's about people. It's a strategy for developing leaders, engaging employees, and creating lasting change.If you're struggling to get leadership buy-in for lean or continuous improvement, the problem likely isn't the results you deliver. It's how you're positioning the value of lean and your role as a change leader.That's why I teamed up with my friend and business positioning and branding expert Betsy Jordyn for a special bonus episode.Together, we explore one of the biggest challenges you face as a lean and CI professional: how to position and frame your work so others see its true impact.YOU'LL LEARN:Why lean consultants – both internal and external – struggle with positioningHow to talk about what you do in language executives care aboutWhy people and learning matter more than toolsHow to connect leadership behaviors to measurable business resultsAnd why influence skills are just as important as technical expertiseWhether you're an internal or external consultant, this conversation will help you reframe your work in ways that create greater traction and impact.ABOUT MY GUEST:Betsy Jordyn is a Brand Positioning Strategist that helps consulting and coaching business owners clarify their brand positioning and messaging, create a website presence that positions them as sought-after experts, land clients with ease and integrity, and take their place as thought leaders and influencers in their niche. Her mission is to help consultants and coaches monetize their best-at strengths and authentic passions to make a bigger difference in the world.IMPORTANT LINKS:Full episode show notes: https://kbjanderson.com/roi-strategic-positioning-lean-consultants/ Watch this bonus episode on YouTube: https://youtu.be/kgCbr2Os3nA Connect with Betsy Jordyn: linkedin.com/in/betsy-jordynListen to my conversation with Betsy Jordyn on Consulting Matters podcast: The ROI of Elevating Your Strategic Positioning & MessagingCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip Download my KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst TIMESTAMPS:01:00 – The challenge: how lean is misunderstood as process improvement04:00 – Why “lean” became associated with tools in the West07:30 – The “paint story”: respect for people in action at Toyota10:00 – Demystifying jargon like gemba and focusing on “going to see”12:00 – Creating conditions for frontline problem-solving15:00 – Respect for people = holding precious what it means to be human19:00 – Don't lead with methodology: framing problems leaders care about22:00 – From tools to transformation: shaping client expectations24:00 – Linking behavior change to ROI and business results25:00 – The Katalyst™ model: building influence and communication skills27:00 – Why executives aren't always on board—and how to change that33:00 – Silos among OD, HR, L&D, and lean consultants36:00 – Building cross-disciplinary partnerships for culture change41:00 – Positioning tips: language, boundaries, and when to reveal methods42:00 – Pairing technical expertise with influence for greater impact46:00 – Trojan-horsing people-centered leadership through process work48:00 – Quantifying value: behaviors, KPIs, and ROI54:00 – Wrap-up: The path forward for lean consultants

Hello friends and welcome to The Five By! Your quatriweekly source of rapid-fire board game reviews. 00:00 Jose - Introduction 00:39 Justin - Metal Gear Solid: The Board Game (https://boardgamegeek.com/boardgame/266529/metal-gear-solid-the-board-game) 05:57 Amanda - Sanctuary (https://boardgamegeek.com/boardgame/441696/sanctuary) 10:44 Sarah - Twinkle Twinkle (https://boardgamegeek.com/boardgame/408280/twinkle-twinkle) 15:56 Jose - SILOS (https://boardgamegeek.com/boardgame/429765/silos) 21:04 John - Gatsby (https://boardgamegeek.com/boardgame/433908/gatsby) 26:38 Justin - Outro

Automation and cheap data turned outbound into spam and Google's new rules are shutting the door on mass email. AI only made the noise louder. In this episode we break down how the predictable-revenue model collapsed, why reply rates keep falling, and why phone calls and research-driven outreach are proving more effective. JB Daguené, founder and CEO of Evergrowth, explains how his team uses AI digital colleagues to help sales teams start real conversations instead of just firing off sequences. (00:00) - Introduction (01:05) - JB's Journey with Trustpilot (04:04) - The Early Days of E-commerce and Customer-Centric Sales      (14:37) - The Impact of Predictable Revenue (17:47) - The Rise of SDRs and Data Challenges (18:53) - How did we get here? (21:57) - Automation, AI and Pipeline Management (24:40) - The SDR Playbook (26:57) - Challenges with Tools and Silos (29:17) - Google's Crackdown on Email Spam (33:04) - The Resurgence of Phone Calls (35:48) - Evergrowth's AI Tool (37:58) - Understanding Agentic Workflows (45:47) - Avoiding AI Hallucinations (53:55) - Wrapping up (55:51) - Next Week: Chris Walker on Frequency

Marissa Eyanson, Director of Behavioral Health for the Iowa Department of Health and Human Services, shares how her department is breaking down silos between its behavioral health and disability service systems to make it easier for Iowans to access care; Dr. Paul Petersen, Director of the Emergency Preparedness Program with the Tennessee Department of Health, explains how his state teamed up with ASTHO to strengthen its Healthcare Resource Tracking System (HRTS) and support emergency preparedness efforts; on September 16th, PHIG Partners Public Health Data Modernization Implementation Center Program will hold the first of two Q&A sessions on Wave 2 applications; and Thursday, September 18th, ASTHO will host its second session in its three-part Succession Planning series to help public health agencies develop a more resilient workforce. Iowa HHS: State of Iowa Launches New Behavioral Health and Disability Services Systems ASTHO Resource: Public Health Preparedness PHIG Partners: Public Health Data Modernization IC Program Wave 2 Q&A (Session 1) ASTHO Webinar: Succession Planning Part 2 of 3: Laying the Groundwork  

This week, I'm continuing the conversation we started in Episode 190 about workplace silos. In Part 1, we explored what silos are, how they form, and the impact they have if left unchecked. Now, in Part 2, I'm sharing the practical side: The Blueprint for Building Bridges. I'll walk you through the four components - Vision, Awareness, Adaptation, and Activation - along with the glue that holds them together: curiosity and compassion. We'll talk about how communication becomes the bridge, why awareness is truly the pixie dust of leadership, and how intentional action helps dissolve silos. If you're ready to create stronger connections, improve collaboration, and shift from working in isolation to working in partnership, this episode is for you. Enjoy! Angie Robinson Links + Ways to Connect: Show Notes: Episode 191 Show Notes Subscribe to my newsletter! Angie Robinson Coaching Website Schedule a free Discovery Call   Angie Robinson LinkedIn Angie Robinson Coaching Instagram Angie Robinson Coaching Facebook 

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Fan Mail: Got a challenge digitizing your intake? Share it with us, and we'll unpack solutions from our experience at Cytora.In this episode of Making Risk Flow, host Juan de Castro speaks with Bilge Mert, Chief Technology and Transformation Officer at Brit Insurance, about what it takes to drive meaningful digital transformation in commercial insurance. Bilge shares her approach to standardising processes across lines of business, leveraging AI to unlock efficiency, and building scalable technology foundations that support long-term innovation.Discover how combining insurance expertise with cross-industry experience can accelerate digital transformation, and learn practical approaches to breaking down silos while driving organisational change. Whether you're leading technology initiatives in insurance or interested in industry innovation, this conversation delivers actionable strategies for building scalable, future-ready insurance operations.To receive a custom demo from Cytora, click here and use the code 'Making Risk Flow'.Our previous guests include: Bronek Masojada of PPL, Craig Knightly of Inigo, Andrew Horton of QBE Insurance, Simon McGinn of Allianz, Stephane Flaquet of Hiscox, Matthew Grant of InsTech, Paul Brand of Convex, Paolo Cuomo of Gallagher Re, and Thierry Daucourt of AXA.Check out the three most downloaded episodes: The Five Pillars of Data Analytics Strategy in Insurance | Craig Knightly, Inigo 20 Years as CEO of Hiscox: Personal Reflections and the Evolution of PPL | Bronek Masojada Implementing ESG in the Insurance and Underwriting Space | Simon Tighe, Chaucer, and Paul McCarney, Moody's