Podcasts about Silos

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

Czy przedsiębiorczości można się nauczyć? Dlaczego różnorodność jest źródłem dobrych pomysłów? Jakie czynniki tworzą warunki dla poważnej innowacyjności, także w nauce? Mówi Prof. Agnieszka Skala-Gosk, ekonomistka, kierowniczka Zakładu Przedsiębiorczości i Innowacji Wydziału Zarządzania Politechniki Warszawskiej.

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.

Language, collaboration, and leadership training turned competition into cohesion.The DisruptorsWith Liz FarrWhen Alan Whitman became Baker Tilly's CEO, he was caught between two warring camps. On one side were the legacy partners who had built the organization and “wanted to continue doing things the way that we've always done them because we've been so successful.” That side was afraid of “losing what they had built.” In the other camp were the new partners who wanted to change “to what they were promised, what they signed on to by becoming part of Baker Tilly.” The newcomers wanted “to move faster and do it differently.”  MORE STREAMING: Shein: No PE? No M&A? No Problem | Hood and Weber: Time to RISE | Proctor: Turn Dumb Ideas into Brilliant Solutions | Carter-Gray: How 1 Poor Review Strengthened the Firm | Hartman: Upwork to “40 Under 40” in 3 Years | Telka: Transform Fear into Fuel | Woodard: Move Past Reports; Deliver Results | As Whitman describes in his new book, “Break the Mold: How to Achieve Transformational Change Scale and Grow Simultaneously, the conflict was resolved over time, one conversation, one small meeting at a time. “It would be more evolution, not revolution,” Whitman says.  Whitman's book, part memoir and part practical guide, describes his time leading one of the largest accounting firms in the US through a fundamental transformation. “We're a storied profession, the CPA profession, and we are an incremental type of people,” Whitman explains. The transformation Whitman had in mind needed a different approach, as he says in his previous appearance on The Disruptors. “Break the mold is designing new ways of doing things to achieve results that we don't think can happen, or don't even think that are possible.”  

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.

Die Ernte ist eingefahren,die Silos aufgefüllt,die Natur legt sich nach und nach deutlich sichtbar zur Ruhe.Und du?Termine, Verpflichtungen, viele Dinge, die wir nicht mögen, sind Großteil unseres Lebens.Doch was ist mit deinem Herz - und Energiespeicher?Wie gefüllt sind sie gerade?Darum geht's in der heutigen Folge.Ich erzähle Dir, wie ich bewusst meine Zeiten zum Ende des Jahres umstelle und habe einige Impulse mit im Gebäck, wie auch Du im größten, lautesten Trubel des Alltags immer wieder kleine Ruhepausen einlegen kannst, was dafür Voraussetzung ist und an wem Du Dich orientieren kannst, wenn es Dir partout nicht gelingen will...Viel Freude beim Zuhören.

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.    

En el Mundo Rural de este 13 de octubre, nos acercamos a la Política Agraria Común (PAC) como cada semana. La presidenta del Fondo Español de Garantía Agraria (FEGA), Silvia Capdevila, habla sobre los silos.Escuchar audio

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

Fashion's climate and nature strategies are converging – but what does that mean for brands and suppliers? Beth Jensen, chief impact officer at Textile Exchange, reflects on the key takeaways from our recent apparel conference, from cross-industry collaboration to the role of data. In conversation with Innovation Forum's Tanya Richard, she explains why nature-positive practices are not only about driving sustainability, but also about building supply chain resilience.

Dan's back from his solo vacation for another solo ride this week, as he describes a solo ride he took at Cuyuna Lakes, buy himself. Included: Ron Gallo; George Winston; Rush; Mark Knopfler; Neko Case; Frike; Tom Waits; The Silos; Courtney Barnett

In this episode, Brendon Dennewill speaks with Cait Grabowski, Implementation Manager at Denamico. Her experience as a Fractional CRO and GTM Strategist shapes her unique perspective on franchise operations. Cait explores the unique challenges and opportunities facing franchise brands as they work to scale through better systems and processes.The conversation reveals how franchise organizations juggle multiple complex relationships – from franchise development and real estate teams to individual franchisees and their end customers. Cait shares insights on overcoming common strategic missteps, including the tendency for franchisors to oversell multi-unit deals to unproven franchisees and the critical importance of data transparency and proactive communication throughout the franchise lifecycle.This episode is essential listening for franchise executives, RevOps professionals, and franchise development teams looking to transform their operations through strategic technology implementation and data-driven decision making.What You'll LearnWhy transparency and proactivity matter The multi-unit franchise trapTiming as a critical metricThe power of unified data systemsStrategic alignment across verticalsBuilding vs. buying CRM solutionsThe team you need for CRM success Resources MentionedHubSpot – CRM platform with customization capabilities and multi-account management features for franchise organizationsHubSpot Academy – Free training resources with video content for learning platform fundamentalsEOS (Entrepreneurial Operating System) – Business framework for setting and tracking short-term and long-term organizational goalsAbout Cait GrabowskiTitle: Implementation Manager  Company: DenamicoIs your business ready to scale? Take the Growth Readiness Score to find out. In 5 minutes, you'll see: Benchmark data showing how you stack up to other organizations A clear view of your operational maturity Whether your business is ready to scale (and what to do next if it's not) Let's Connect Subscribe to the RevOps Champions Newsletter LinkedIn YouTube Explore the show at revopschampions.com. Ready to unite your teams with RevOps strategies that eliminate costly silos and drive growth? Let's talk!

Bis zu 75% aller deutschen Unternehmen kämpfen mit dem gleichen Problem: Silo-Strukturen lähmen die Zusammenarbeit, machen Wissen zu isolierten Inseln und bremsen Innovation aus. Besonders Industrie und Mittelstand leiden unter dieser organisatorischen Abschottung, die Schnittstellen verteuert und die Reaktionsfähigkeit schwächt.Wie können wir diese Mauern niederreißen?Darüber spreche ich mit Yves-André Mahler, SalesLead von #MysteryMinds. Wir zeigen konkrete Wege auf, wie Unternehmen aus der Silo-Falle herauskommen und echte Kollaboration schaffen.

In this episode of Robots and Red Tape, host Nick Schutt interviews Anoop Mehendale, an entrepreneur and AI innovator with extensive experience in healthcare and data analytics, to explore AI's transformative potential in revolutionizing healthcare through unified medical records and data-driven solutions. Anoop shares his journey from building an R&D center for Daimler Chrysler in India to launching an AI-driven healthcare startup that went IPO in 2022. He discusses how AI can address healthcare's data fragmentation, streamline administrative inefficiencies, and enhance patient care, drawing from his work at Highmark, Optum, and Aetna. Reflecting on the White House's CMS-led initiative for unified medical records, Anoop notes, “With AI, you can do a lot more with a massive dataset” (53:24), emphasizing its potential to boost research and personalize medicine while addressing challenges like standardization and privacy concerns. He delves into the need for industry-specific AI benchmarks and a convenor role for CMS to align data standards, advocating for AI as a collaborative tool that complements human oversight. Tune in for insights on how AI can reshape healthcare, from improving patient outcomes to advancing public health research. Subscribe for more insights on AI.

In this episode of HFS Unfiltered Stories, Saurabh Gupta, President of Research and Advisory Services at HFS Research, sits down with Jay Desai, Head of IT Infrastructure Operations at JTI, for an eye-opening conversation on bridging the often-disconnected worlds of business, IT, and cybersecurity. Jay shares hard-earned lessons from leading Global Business Services (GBS) through geopolitical shocks, shifting into IT and cyber leadership, and navigating the GenAI hype with realism and grit. This is a rare look into what it really takes to drive enterprise transformation, from aligning C-suite incentives to overcoming organizational resistance. Whether you're scaling GenAI or building connected enterprise models, this conversation is full of truth bombs, leadership insights, and the kind of wisdom that only comes from being on both sides of the transformation divide. Key discussion points:Breaking Functional Silos: Why IT, GBS, and cybersecurity leaders must adopt a shared vision to enable true enterprise-wide transformation.The Moral Hazard in Transformation: How misaligned ownership of costs vs. benefits creates friction between business and IT, and how to solve it.Why the 'OneOffice' Vision Still Eludes Us: The challenge of aligning incentives and OKRs across finance, IT, and HR departments.GenAI: From Hype to Reality: Why GenAI is stuck in POC purgatory, and what leaders must fix to unlock real value.Enterprise ‘Debts' Beyond Technology: Cultural, process, and people debt are just as critical as technical debt in holding back transformation.Leadership Lessons in the AI Era: Jay's real-world advice to aspiring leaders, embrace failure, earn trust, and be unapologetically authentic.Tune in now to hear what it really takes to lead across silos—and why the future belongs to those who can connect dots others can't.

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  

Send us a textAnne Marie Dougherty is the CEO of the Bob Woodruff Foundation, where she has led the organization from $4.3 million to nearly $40 million in annual revenue. With no formal business training, she built a high-performing, data-driven nonprofit by applying principles from the for-profit world and building long-term partnerships with companies like the NFL, UBS, and Capital One.In this episode, she shares how her identity as a military child, spouse, and mother informs the way she leads, why nonprofit organizations need to stop playing small, and how the Foundation is preparing for the evolving needs of veterans and military families in a changing world. We talk about building trust, addressing mental health, managing transitions, and why leading well starts with hiring the right team.Show NotesIn this episode, we discuss:Anne Marie's path to leading the Bob Woodruff Foundation and how she scaled it from $4.3M to nearly $40MWhy leaving the military is often more stressful than combat, and how the Foundation is working to ease that transitionHow she brought a business lens to nonprofit leadership without formal trainingBuilding long-term corporate partnerships by speaking the language of businessWhat she looks for in high-impact programs and how the Foundation uses data to drive funding decisionsWhy imposter syndrome shows up even in rooms she earned her way into—and how she manages itHow she built and manages a board of directors made up of top leaders across military, media, and financeThe growing mental health crisis among veterans, caregivers, spouses, and children—and what needs to changeThe importance of local networks, town-by-town coordination, and long-term infrastructureHer approach to leadership, team building, and personal sustainability as the organization maturesWhy the Foundation's agility and trust model allow it to respond faster than traditional institutionsContact InformationBob Woodruff Foundation Website: https://bobwoodrufffoundation.org LinkedIn: Bob Woodruff Foundation Instagram: @bwforg Facebook: facebook.com/BobWoodruffFoundationAnne Marie Dougherty LinkedIn: Anne Marie Dougherty Instagram: @ammdougherty--- Subscribe and ReviewIf you loved this episode, drop us a review, share it with a badass woman in your life, and subscribe to Badass Women in Business wherever you get your podcasts. Stay badass. Stay bold. Build it your way. Keep up with more content from Aggie and Cristy here: Facebook: Empowered Women Leaders Instagram: @badass_women_in_business LinkedIn: ProveHer - Badass Women in Business Website: Badasswomeninbusinesspodcast.com Athena: athenaac.com

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 

In this episode of Reboot IT, host Dave Coriale, President of DelCor, sits down with fellow podcasters KiKi L'Italien (former EVP Marketing & Community), Joanna Pineda (CEO, Matrix Group), and Dave Will (Co-founder, PropFuel) to discuss why technology implementations often take longer than expected. From strategic misalignment and governance bottlenecks to emotional resistance and resource constraints, the group explores the underlying causes of slow change. Themes and Topics:The Emotional Impact of Letting GoKiKi shares her experience stepping away from Association Chat after 16 years, describing a mix of grief and relief.Joanna reflects on taking a break from LinkedIn during a personal loss and the surprising sense of freedom it brought.The group discusses how identity and purpose are often tied to long-term projects, making change psychologically difficult.Strategic Planning and Prioritization GapsAssociations often struggle to define clear strategic goals, making it hard to prioritize technology decisions.Lack of alignment on KPIs leads to confusion and stalled initiatives.Dave Will emphasizes that knowing what's important makes change easier and faster.Governance and Decision-Making BottlenecksToo many stakeholders involved in decisions leads to paralysis and delays.Joanna suggests sunsetting committees when strategic plans change to realign focus and authority.Leadership must clarify who owns decisions and avoid retroactive interference.Risk Aversion and Culture of CautionAssociations operate in a highly visible environment, making them more cautious about failure.Fear of public scrutiny and investing too early in emerging tech (like AI) slows down innovation.Dave Will notes that experimentation is often discouraged, even when it could lead to valuable breakthroughs.Leadership and Ownership Leadership must define clear goals and empower teams to make decisions without fear of being second-guessed.Joanna highlights the importance of psychological safety and trust in project ownership.Late-stage leadership involvement often derails progress and undermines team autonomy.Resource Constraints and Internal SilosMany associations lack internal tech expertise or project management capacity, leading to delays.Misunderstanding the need for internal PMs results in stalled implementations.Silos between departments (e.g., marketing, membership, IT) hinder collaboration and alignment.

What if you could actually turn money back to the owner on a project instead of watching margins disappear?In this episode, Jason Brenner, Head of Industry Strategy at JOIN, shares how better decision-making, transparency, and collaboration are helping builders move beyond black boxes, endless silos, and razor-thin margins.We get into:Jason's journey from biotech to billion-dollar construction projectsWhy most projects burn cash they don't have toThe lessons a tough boss taught him early on (“stop selling once you've sold”)How JOIN helps teams make decisions faster and with more trustWhy even small projects can benefit from big ideas like Target Value DeliverySay goodbye to outdated ways of working — and hello to a smarter, fairer way to build.

Meet Nelle

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

In this episode of Leadership Magic, I'm sharing Part One of my recent keynote talk, Breaking Down Silos & Building Bridges. If you've ever felt the frustration of having a great idea stall out because it got tangled up in red tape, competing priorities, or departmental walls, this conversation is for you. I'll explore why silos aren't usually created out of malice, how they show up in organizations and teams, and the ripple effects when they go unchecked. Most importantly, I'll invite you to reflect on your own role in either reinforcing silos or building bridges. This episode is about awareness, choice, and what becomes possible when we decide to truly connect across boundaries. Enjoy! Angie Robinson Links + Ways to Connect: Show Notes: Episode 190 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 

Another interesting topic

Feeling stuck between fundraising approaches? Break down the silos!I've seen the fundraising divide firsthand—and I believe there's a better way. I call it human-centered fundraising.I recently heard a longtime donor say, “I'm tired of being just a checkbook. I want to be part of something bigger.” I've felt that tension, too.Donor fatigue is real—but connection changes everything.Let's stop choosing sides and start building bridges.Want to learn how human-centered fundraising could transform your mission?Tune in to this episode and share it with a colleague who's ready to reimagine fundraising for greater impact.Resources: Show notes, links, and resources mentioned in this episode.Review my show: Please review my show. After you click the link, scroll to the bottom, first tap to rate with five stars, and then tap “Write a Review.” Then, let me know what you liked most about this particular episode or how you find my podcast helpful, valuable, insightful, or inspiring in some way. Privacy Policy: See Privacy Policy at https://www.fundraisingtransformed.com/policies Newsletter: Subscribe to my Scaling Major Gifts weekly newsletter.

Dive into an insightful conversation with Annik Sobing and Nathan Chaney, supply chain advocate and podcast host, as he reveals how breaking down industry silos can revolutionize global trade. Learn about the critical importance of networking, the evolving landscape of supply chain management, and strategies for connecting professionals across different sectors. Discover how innovative platforms like the Global Trade Cafe are transforming professional interactions, bridging gaps between trade compliance, logistics, and supply chain experts. Perfect for entrepreneurs, logistics professionals, and business leaders seeking to understand the power of meaningful professional connections in today's complex global trade environment. Connect with Nathan:  website - https://supplychaney.com/  linkedin - https://www.linkedin.com/company/supply-chaney  In the midst of all this chaos, education is your best ally. Access Exclusive Resources Here ⏬ Recommended Resources: Check out our OnDemand Library at GTC!

In the latest episode of the Level Up Claims Podcast, host Galen Hair welcomes Katie Armentrout , founder of Peoplefluence, who challenges the notion that being nice is an effective leadership strategy. With insights from corporate leadership, Katie explains how courageous leadership drives real influence and team success. Don't miss how to foster healthy conflict and boost your team's performance. Tune in for practical tips on evolving your leadership style and breaking away from people-pleasing habits.   Highlights Leadership involves effectiveness, not just likability. Nice is not a strategy. Moving beyond merely “nice” leadership. Nice vs. Kind leadership. Value of healthy conflict. Silos resulting from avoiding conflict. Five phases of courageous leadership. Transition from pleasing to stirring phase. Importance of courageous leadership. Benefits of engaged leadership. Artificial harmony in teams. Identifying artificial harmony. Communication issues as warning signs. Importance of high performer retention.   Episode Resources Connect with Galen M. Hair https://insuranceclaimhq.com hair@hairshunnarah.com  https://levelupclaim.com/ Connect with Katie Armentrout https://www.peoplefluence.com/homepage   

Join Sarah Olivieri, Inspired Nonprofit Leadership host, as she explores the importance of breaking down departmental silos in nonprofit organizations. Learn why effective communication is crucial, discover strategies to foster collaboration, and gain practical tips on using cross-departmental meetings, shared goals, and modern collaboration tools. Find out how to create a cohesive team that drives better outcomes for your mission. Episode Highlights 01:18 - Why Silos Happen in Nonprofits 01:54 - The Importance of Breaking Down Silos 03:33 - How to Prevent or Reduce Silos 05:39 - Shared Goals Across Departments 07:31 - Using Collaboration Tools 08:36 - The Impact Method & Book Recommendation Resource The Board Clarity Club A monthly membership for boards that provides training and live expert support to help your board have total clarity on how to be the best board possible. Learn More >> About Your Host Have you seen Casino Royale? That moment when Vespa slides in elegantly, opposite James, all charming smile, razor-sharp wit and mighty brainpower, and says, “I'm the money”? Well, your host, Sarah Olivieri has been likened to Vespa by one of her clients – not just because she's charming, beautiful and brainy– but because that bold statement “I'm the money” was, as it turned out, right ON the money. Sarah helps nonprofits transform their organizations from failing to thriving. And she's very, very good at it. She's brought nonprofits back from the brink of insolvency. She's averted major cash-flow crises, solved funding droughts, board conflicts and everything in between… and so she has literally become “the money” for many of the organizations she works with. As the former director of 3 nonprofits and founder of 5 for-profit businesses, she understands, deeply, the challenges and complexities facing organizations and she's created a framework, called The Impact Method®️, which can help you simplify operations, build aligned teams and make a bigger impact without getting overwhelmed or burning out – and Every. Single. One. Of her clients that have implemented her methodologies have achieved the most incredible results. Sarah is also a #1 international bestselling author, holds a BA from the University of Chicago with a focus on globalization and its effect on marginalized cultures, and a master's degree in Humanistic and Multicultural Education from SUNY New Paltz. Access additional training at www.pivotground.com/funding-secrets or apply for the THRiVE Program for personalized support at www.pivotground.com/application Be sure to subscribe to Inspired Nonprofit Leadership so that you don't miss a single episode, and while you're at it, won't you take a moment to write a short review and rate our show? It would be greatly appreciated! Let us know the topics or questions you would like to hear about in a future episode. You can do that and follow us on LinkedIn.

What happens when pet sitters and independent veterinarians start working together more intentionally? Dr. Christie Cornelius, Director of the Independent Veterinary Practitioners Association, joins the show to discuss the unique challenges and strengths of independently owned veterinary practices. She explores how pet sitters can play a pivotal role in improving pet health outcomes through strong communication and observation. The conversation covers evolving veterinary trends, AI integration, and practical ways to establish partnerships between sitters and clinics. Dr. Cornelius shares how trust, storytelling, and showing up consistently can build lasting community relationships. Main Topics Independent veterinary clinic challenges Pet sitter-veterinarian collaboration AI in veterinary care Building trust and communication End-of-life and hospice pet care Main takeaway: “What they want is they want to be invited into your mission, and they want to participate in that, and then showing them how care is actually a collective act builds those lasting bonds.” As pet sitters, we often feel like we're doing it all on our own. But the truth is, the most powerful care happens when we collaborate. Pet parents are craving connection and clarity—they want to know that their sitter, their vet, and everyone involved in their pet's life are on the same page. When we open the door to cooperation, we don't just lighten our load—we build bonds that benefit the pet most. Invite others into your mission. That's where the magic happens. About our guest: Dr. Christie Cornelius is a veterinarian with over two decades of experience, currently serving as the Director of the Independent Veterinary Practitioners Association. After founding Texas's first water-based pet cremation and home hospice care business, she sold her practice to help launch BluePearl's national pet hospice program. Now, she focuses on consulting and empowering other independent vets through leadership, business strategy, and community collaboration. Based on Galveston Island, Dr. Cornelius also provides in-home veterinary services in her local area. Links: https://www.iveterinarians.org Check out our Starter Packs See all of our discounts! Check out ProTrainings Code: CPR-petsitterconfessional for 10% off