Podcasts about simplifier

In this episode, we bring back Paul Stansik, Partner at ParkerGale Capital, to explore the critical distinction between what he calls Simplifiers and Complicators.Throughout the conversation, Paul and Sam discuss how to identify Simplifiers, the challenges of being a Simplifier (and what makes them truly special), and effective interview techniques to find candidates who embody this mindset. Paul dives into the nuances of hiring, focusing on the importance of enthusiasm, the right metrics for assessing business health, and the balance between micromanagement and excellence.We're not exaggerating when we say this is an episode that had both our audio and video editors picking up their pens to take notes. So don't be a Complicator — just give it a listen. Want to listen to Paul's first guest appearance on Becoming a Hiring Machine? Check that out here. You can also follow him on LinkedIn or subscribe to his newsletter, Hello Operator. Chapters:00:00 - Decoding talent: Insights for recruiters03:40 - Simplifiers vs. complicators: The critical hiring distinction12:12 - Unmasking complicators: Key behavioral indicators for recruiters17:00 - Strategic questioning: Identifying key candidate traits in interviews20:50 - The recruiter's guide to identifying and hiring simplifiers24:02 - Data-driven recruiting: Essential metrics for candidate assessment34:03 - From talk to action: Identifying candidates who execute and deliver results41:37 - Attracting top talent: Expert advice for recruiters and agenciesExplore all our episodes and catch the full video experience at loxo.co/podcastBecoming a Hiring Machine is brought to you by Loxo. To discover more about us, just visit loxo.co

L'intelligence artificielle n'est plus un concept abstrait : elle est déjà en train de transformer les métiers RH et les pratiques de recrutement. Dans cet épisode du podcast, nous vous emmenons au cœur de cette révolution avec Virgile Ferrand, expert en Talent Acquisition et RecOps chez Ekino.Vous entendrez parler d'un sujet encore trop méconnu dans les services RH : les agents IA. Ces assistants digitaux autonomes ne sont pas de simples gadgets, mais de véritables leviers d'optimisation pour les professionnels des ressources humaines.

Dans un monde où tout se réserve en quelques clics, la demande pour des services accessibles, rapides et flexibles ne cesse de croître. C’est dans cet esprit que Ease Cleaning, une toute nouvelle application mobile 100 % québécoise, fait son entrée sur le marché. Entrevue avec Vincent Toupin, fondateur de l’application Ease cleaning. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radioPour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Éliminer, Automatiser, Simplifier, le framework du Norman Nielsen Group propose une approche pragmatique pour augmenter la conversion de vos funnels et la satisfaction utilisateur. On découvre cette méthode ensemble dans ce guide UX. Article source: https://www.nngroup.com/articles/eas-framework-simplify-forms/

On parle beaucoup de stratégie, d'alignement, de visibilité… mais on oublie parfois l'essentiel : comment créer une communication simple, claire, et à notre image ?Dans cet épisode, je reçois Amélie Gandillet, brand designer et coach en communication.C'est elle qui a créé mon logo adapté à ma palette, mes éléments graphiques… et qui m'a aidée à mieux faire le lien entre ce que je suis, ce que je transmets, et ce que je montre.

Hello tout le monde,

Vous avez mille idées à la minute ? L'envie de tout lancer en même temps ? Rassurez-vous : vous n'êtes pas seul.J'étais comme vous. Et Sophia, mon invitée du jour, entrepreneure strasbourgeoise passionnée, l'est aussi.Quatre mois après l'ouverture de son espace bien-être, elle jongle déjà avec plusieurs activités… et un trop-plein d'idées.Mais comment savoir quelle direction prioriser sans renoncer à tout ?Comment éviter la dispersion tout en gardant intacte sa créativité ?Dans cette leçon, je partage avec elle la méthode que j'aurais choisie à sa place.Une stratégie concrète pour faire le tri, se recentrer, et surtout réussir, sans s'épuiser.Parce qu'il vaut parfois mieux faire peu, mais bien.Et que la vraie puissance naît de la clarté.Si cet épisode vous parle, je vous invite à le diffuser autour de vous : sur Instagram, LinkedIn, ou simplement à un ami entrepreneur qui en aurait besoin.Et bien sûr, à vous abonner au podcast pour ne rien manquer.Chapitrage : 00:00 – Introduction 03:07 – Présentation de Sophia04:16 – Multiplier les offres tue la lisibilité06:01 – Le piège de vouloir tout faire… tout de suite07:51 – Simplifier, clarifier, séquencer : la méthode09:11 – Trouver sa zone de génie : le vrai luxe de l'entrepreneurNotes et références de l'épisode Pour aller plus loin : La formation “Reprenez le contrôle de votre temps : faites plus en moins de temps” La formation “Avoir une communication puissante” Pour retrouver Sophia : Sur son site Sur InstagramVous pouvez consulter notre politique de confidentialité sur https://art19.com/privacy ainsi que la notice de confidentialité de la Californie sur https://art19.com/privacy#do-not-sell-my-info.

Et si la clé pour faire grandir son business… c'était d'en faire moins, mais mieux ?Dans cet épisode, je vous partage les 10 choses que j'ai complètement arrêtées en 2025 pour alléger mon quotidien, optimiser mon énergie, et gagner en performance.Résultat : je suis passée de 70 à 30h de travail par semaine, tout en pilotant deux entreprises. Et je ne compte pas revenir en arrière.✨ Au programme :➡️ Pourquoi viser la simplicité est devenu mon principal levier de croissance ?➡️ Comment j'ai divisé par deux mon temps de travail sans sacrifier mes résultats ?➡️ Comment sélectionner les bonnes opportunités ?➡️ Et surtout : le changement de posture en leadership qui a tout débloqué.En résumé, vous repartirez avec des actions concrètes pour simplifier votre business, retrouver du souffle, et avoir plus d'impact avec moins d'efforts.Bonne écoute

In this podcast episode, Dr. Jonathan H. Westover talks with Cyriel Kortleven about making change simple. For more than 20 years, Cyriel Kortleven has been inspiring organizations like IKEA, NASA and Unilever to approach Change with courage, confidence and enthusiasm. His pragmatic advice has earned him the nickname The Simplifier. In an increasingly complex world, we need new simple perspectives to enable us to navigate uncertainty and to turn problems into opportunities.  Check out all of the podcasts in the HCI Podcast Network!

Le sujet :Les démarches administratives découragent beaucoup de Français. Et pourtant, il existe des astuces simples pour économiser du temps et de l'argent !Finance, mobilité, logement, santé, travail : on vous dévoile les meilleurs hacks du quotidien.L'invitée du jour :Céline Bertrix a fondé Buddy, une newsletter suivie par 30 000 lecteurs. Son objectif ? Simplifier les corvées administratives des Français. Au micro de Matthieu Stefani, Céline nous partage ses meilleures astuces :Les économies à réaliser sur ses abonnementsComment éviter les galères de la déclaration d'impôt ?Transports, vacances et voyages : comment économiser ?Les meilleures astuces pour une meilleure santé, à moindre coûtTravail, formation, reconversion et retraite : les solutions à connaîtreLeur outil gratuit qui aide à remplir sa déclaration d'impôts : ICI Ils citent les références suivantes :CicladeLes congés payés en arrêt maladieLa pré-demande de passeportLa boîte à outils BuddyLes applications Begone, Préfixe Bloqueur et Clean EmailDoctolibListe des spécialistes à consulter sans ordonnanceAmeli.frL'application Carte VitaleLa carte européenne d'assurance maladieMon soutien psyM'Tes dentsTrainlineGoMoWorldOpération Tranquillité VacancesDépart 18:25Billet de congé annuel de la SNCFInfo-retraite.frAinsi que d'anciens épisodes de La Martingale :#133 – Comment faire des économies au quotidien ?#241 – Quelle est la meilleure carte bancaire ?#247 – Dépenser moins et voyager plus : les meilleurs tipsOn vous souhaite une très bonne écoute ! C'est par ici si vous préférez Apple Podcasts, ou ici si vous préférez Spotify.Et pour recevoir toutes les actus et des recommandations exclusives, abonnez-vous à la newsletter, c'est par ici.La Martingale est un podcast du label Orso Media.La Martingale est un podcast du label Orso Media.Merci à notre partenaire eToro de soutenir La Martingale.Allez sur etoro.com et prenez le contrôle de vos investissements. E-T-O-R-O point com.eToro est une plateforme d'investissement multi-actifs. La valeur de vos placements peut augmenter ou diminuer. Votre capital est assujetti à un risque.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Arrête de t'organiser. Apprends à simplifier.C'est le titre du nouvel épisode, et aussi peut-être le bottage de fesse doux dont tu avais besoin aujourd'hui.Tu penses manquer d'organisation ?Et si le vrai problème, c'était que tu essayes d'organiser un trop-plein ?Trop de tâches. Trop d'engagements. Trop de pression.Et toi au milieu, à tenter de tout caser dans une journée qui n'a que 24h.Dans cet épisode, je t'explique pourquoi l'organisation n'est pas toujours la solution (et peut même devenir un piège)… et comment tu peux retrouver de la clarté et du temps en apprenant à simplifier.Je te partage ce que j'observe chaque jour chez mes clientes : leur épuisement, leur volonté de bien faire… et les transformations qui arrivent quand on ose enlever, plutôt qu'ajouter.Un épisode fort, libérateur, à écouter si tu en as marre de courir après ton agenda.**********Inscris-toi au Challenge offert " 4 jours pour alléger ta vie" : https://communaute.paulettesimparfaites.com/challenge-simplicite-5Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Ever feel like you have a closet full of clothes and still nothing to wear?

Aujourd'hui, on parle de ce moment magique où tout le monde flippe et que les médias sortent les grands titres façon "FIN DU MONDE ÉCONOMIQUE" en 72 points rouges. Oui, c'est reparti pour une tournée de porno de la peur.Mais concrètement :

Spécial Colloque « 1965-2025 : les 60 ans de la copropriété, entre héritage et renouveau ».Notre invité, Hugues Périnet-Marquet est professeur émérite en droit privé de l'Université Panthéon-Assas où il enseigne le Droit de l'immobilier, le Droit de la construction et le Droit de l'urbanisme. Il est également Président du CNTGI et l'auteur de bien des articles de doctrine.Nous avons eu le plaisir de le recevoir dans le cadre de la série de podcasts que nous consacrons à la loi de 1965 fixant le statut de la copropriete des immeubles batis. Un texte fondateur qui fêtera bientôt ses 60 ans et sur lequel certains s'interrogent. “Simplifier la loi, c'est un petit peu comme remettre la pâte de dentifrice dans le tube.”Hugues Périnet-Marquet, Professeur émérite en droit privé de l'Université Panthéon-Assas et Président du CNTGIUne émission animée par Anne-Sandrine Di Girolamo.

Payfit, licorne spécialisée dans la gestion de la paie et les logiciels HR, fête ses 10 ans cette année. Décryptage de la transformation et de la stratégie de développement ce champion français de la tech avec son PDG et cofondateur Firmin Zocchetto, invité de l'émission Ecorama du 3 avril 2025, présentée par David Jacquot sur Boursorama.com Hébergé par Audion. Visitez https://www.audion.fm/fr/privacy-policy pour plus d'informations.

Agnès Verdier-Molinié analyse les enjeux liés à l'évaluation des normes qui pèsent sur les entreprises françaises. Elle revient sur la suppression du Haut Conseil chargé d'évaluer ces normes et propose des solutions pour mieux mesurer leur impact. Une discussion éclairante sur les défis de la simplification administrative pour les entreprises.Notre équipe a utilisé un outil d'Intelligence artificielle via les technologies d'Audiomeans© pour accompagner la création de ce contenu écrit.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Dans cet épisode, Agnès Verdier-Molinié analyse en détail les enjeux de la simplification de la vie économique en France. Elle souligne les nombreux comités, agences et organismes publics qui se chevauchent et génèrent des coûts importants. Selon elle, des milliards d'euros d'économies pourraient être réalisés en rationalisant ce maquis administratif. Une discussion passionnante sur les défis de la modernisation de l'État.Notre équipe a utilisé un outil d'Intelligence artificielle via les technologies d'Audiomeans© pour accompagner la création de ce contenu écrit.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Vidéo disponible ici"Tu as une idée, tu as un rêve ? Alors fais-le, sans te mettre de limites."Aujourd'hui, je reçois Valentine Mandon, cofondatrice d'Edumapper, une plateforme qui aide les lycéens et étudiants à s'orienter en leur donnant accès à plus de 30 000 formations. L'objectif ? Simplifier un parcours souvent flou et stressant.Son parcours est aussi atypique qu'inspirant : d'abord danseuse classique, elle a tout quitté pour créer Edumapper après être passée par Sciences Po. Déjà à l'époque, elle lançait une association pour aider les jeunes des quartiers prioritaires à intégrer les grandes écoles.On parle de l'orientation scolaire, des barrières financières et culturelles qui freinent certains étudiants, et de comment la tech et les réseaux sociaux peuvent changer la donne.Envie de partager ton histoire ou proposer un invité ? Contactez-moi directement ici : YacinePS : Petites galères audio en fin d'épisode sorry - mais beaucoup de plaisir et de valeurs promis

DEMAIN, je reçois ⁠Valentine Mandon⁠, cofondatrice d'⁠Edumapper⁠, une plateforme qui aide les lycéens et étudiants à s'orienter en leur donnant accès à plus de 30 000 formations. L'objectif ? Simplifier un parcours souvent flou et stressant.Petit extrait, la suite demain ! :)Envie de partager ton histoire ou proposer un invité ? Contactez-moi directement ici : ⁠Yacine⁠

"Aujourd'hui, je mets un peu moins d'une heure pour établir un devis, alors qu'avant je mettais le double de temps, voire le triple." ✒️ Le thème de ce nouvel épisode : utiliser l'IA pour gagner du temps sur sa compta et mieux piloter sa trésorerie en freelance. ✨ Mon invitée : Joy, fondatrice d'une agence de communication digitale (et ma collègue d'espace de coworking !). Elle a mis de l'IA dans tous les aspects de son business. Dernier en date: la compta et la gestion financière. 

Tu ranges, tu organises… et pourtant, le bazar revient toujours ?

durée : 00:06:14 - Françoise Gatel, ministre déléguée à la Ruralité - La ministre déléguée chargée de la Ruralité Françoise Gatel est dans les Vosges, jusqu'au samedi 8 mars. Invitée à l'assemblée générale des maires ruraux, elle vient également faire le bilan du dispositif "Villages d'avenir".

Au cœur du Sommet pour l'action sur l'Intelligence Artificielle à Paris, nous avons eu le plaisir d'accueillir Philippe Wellens au micro de notre podcast. Fondateur et CEO de Kleio, il nous a partagé son riche parcours dans l'intelligence artificielle, tant aux États-Unis qu'en France, notamment au sein de C3AI. Depuis fin 2023, avec ses deux co-fondateurs, il consacre son énergie à Kleio, une IA conversationnelle spécialement conçue pour accompagner les ventes complexes. Partons à la découverte de cette solution qui ambitionne de devenir leader de l'IA conversationnelle. Bonne écoute !

Ce mardi 4 mars, Michaël Trabbia, directeur exécutif et CEO Orange Wholesale, a abordé la retombée du contexte international sur les opérateurs réseaux, la répartition des investissements chez Orange, et la nouvelle offre pour simplifier l'accès à la 5G, dans l'émission Tech&Co Business présentée par Frédéric Simottel. Tech&Co Business est à voir ou écouter le mardi sur BFM Business.

Il signe l'appartenance à une armée, vêtement du quotidien, le treillis de l'armée française fait sa mue et sa révolution. Fini les treillis « désert » bien jaune, ou les treillis « centre Europe » bien verts, place désormais au BME pour « bariolage multi-environnement » : un seul vêtement pour tous les environnements, aux couleurs soigneusement choisies.Rediffusion du 26 janvier 2025. C'est une alternance de grandes et petites taches brisées, avec un panachage de vert, un soupçon de kaki, et un fond brun dit « Terre de France ». Très utile ce « terre de France » insiste le commandant Stéphane, le doigt sur le nouveau treillis qu'il porte, il est responsable du programme BME au sein de la section technique de l'armée de terre : « Il y a un peu de marron, un peu de brun, on appelle ça le 'brun terre de France', qui est la couleur majoritaire et qui est celle qui fusionne à la distance de portée des tirs. » Il y a aussi du blanc, une première. « Absolument, d'ailleurs le blanc, vous le voyez sur très peu de treillis dans le monde. C'est un petit peu une caractéristique du BME. Le blanc, il apporte en fait un contraste très fort, le blanc c'est un petit peu le reflet du soleil sur une feuille dans la lisière. Les contrastes que nous donnent les couleurs donnent du relief et permettent cette adaptation à un plus grand nombre d'environnements. » Du blanc mais pas de noirDu blanc donc, mais cette fois pas de noir, « Le précédent treillis fusionnait en noir et le noir dans la nature, il n'existe pas. À l'état naturel en tout cas. Et c'est la couleur qui a le plus fort signalement aux infrarouges et même à l'œil nu, donc il a été retiré. C'était en fait une faiblesse technique pour le Centre Europe. »Simplifier la logistiqueUn treillis à la place de deux, l'objectif est donc de simplifier la logistique. Et pour y parvenir six ans d'études et de tests auront été nécessaires, souligne le commissaire en chef Nicolas, chef de la division Habillement au sein des armées, « Oui, ça prend du temps parce que par exemple, le blanc pour avoir cet effet de dissimulation, il est difficile à mettre au point puisque le tissu est assez technique. Il incorpore des fibres d'aramide, qui donne une protection au feu, on dit que le treillis est thermostable. Ensuite, on a la phase d'approvisionnement du tissu. On a dû en commander 3,5 millions de mètres linéaires. Et une fois qu'on a approvisionné le tissu et qu'on l'a contrôlé pour vérifier qu'il présentait toutes les caractéristiques demandées par les armées, on le donne à d'autres types d'industriels qui vont nous confectionner les tenues. Ce qui a été important pour nous, c'est d'avoir le temps de constituer un stock suffisant pour qu'ensuite la manœuvre de distribution se passe de façon fluide et pilotée. Une fois que le bouton 'ON' a été enclenché, ça ne s'arrête jamais ! » Le chef d'état-major des armées sera le dernier à percevoir le sienQuelque 750 000 treillis ont été commandés. Deux industriels français et une société belge produisent le tissu qui est ensuite coupé en Bulgarie, avec quelques modifications, indique le commandant Stéphane : « On a rajouté de l'ergonomie au treillis F 3 tel qu'il avait été conçu initialement. Tout d'abord, dans la poche de poitrine, plutôt que d'avoir du tissu en fond de poche, nous avons mis un tissu Mesh, c'est un tissu qui est aéré. Ensuite, nous avons rajouté une poche qui se superpose à la poche cargo que nous avons sur la cuisse. Cette nouvelle poche s'ouvre verticalement, lorsque nous avons un genou à terre, nous pouvons accéder à cette poche et récupérer une checklist ou un message à envoyer, sans avoir besoin de se relever pour aller le récupérer ».  Ce treillis BME sera en dotation pour au moins trente ans. Les troupes en opération seront les premières équipées et comme le veut la tradition : le chef d'état-major des armées sera le dernier à percevoir le sien.

(Centre Bouddhiste Vimalakirti) Enseignement et méditation guidée

(Centre Bouddhiste Vimalakirti) Enseignement et méditation guidée

Je te propose une suite de mail pour faire immédiatement suite à ce podcast : Clique-ici***Découvre ce que nous avons créé pour t'aider à aller plus loin :Des formactions pratiques et concrètes pour manager efficacement, quel que soit ton rôle ou ton secteur.Une communauté unique en ligne, le CIEL, où dirigeants et cadres dirigeants, s'entraident pour réussir ensemble.L'offre exclusive du moment pour t'aider à passer à l'action dès aujourd'hui.Clique ici pour explorer LE CATALOGUE ODM.***"Je n'y comprends plus rien. Je fais tout pour simplifier la vie de mon équipe. J'automatise, je décompose les tâches, je mets en place des process... Et pourtant, ils semblent de moins en moins motivés. Ils ne voient même pas tout ce que je fais pour eux !" En voulant leur simplifier la vie, tu tues leur motivation. C'est une erreur classique. On nous a toujours dit qu'un bon manager devait faciliter le travail de son équipe. Mais c'est totalement contre-productif. Je t'explique pourquoi.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Decision fatigue—it's sneaky, it's draining, and it's likely slowing you down more than you realize. Ever feel like by the time you've decided what's for dinner, what to wear, and which email to answer first, you're too exhausted to tackle what really matters? That's decision fatigue at work. But here's the good news: You don't have to let it run the show. In this episode, I'm sharing five powerful strategies to help you cut through the mental clutter, reclaim your energy, and make progress on the things that actually move the needle. What You'll Learn in This Episode: ✔️ How automating small, daily choices can free up tons of mental space ✔️ Why “pre-deciding” can be a total game-changer for your productivity ✔️ The power of batching (and how one of my clients used it to simplify her chaotic paper piles) ✔️ The simple boundary trick that makes decluttering (or any decision-making) so much easier ✔️ Why prioritizing rest isn't a luxury—it's a productivity superpower

In this episode of Welcome to Cloudlandia, Dan and I explore how organizations can balance productivity with employee well-being through structured breaks and strategic planning. Dan shares insights from Strategic Coach's approach of giving employees six weeks off after three months of work, using Calgary's changing weather as a metaphor for workplace adaptability.  Looking at the British Royal Navy's history, we discuss how its organizational structure relates to modern planning methods. Dean explains his 80/20 framework for yearly planning—using 80% for structured goals while keeping 20% open for unexpected opportunities, which helps teams stay focused while remaining flexible. The conversation turns to a long-term perspective through 25-year frameworks, examining how past achievements shape future goals. Dean shares a story about the Y2K panic to illustrate how technological changes influence our planning and adaptability. We conclude with practical applications of these concepts, from cross-training team members to implementing daily time management strategies. SHOW HIGHLIGHTS We discuss the adaptability of humans to different climates, using Calgary's Chinook weather patterns as an example, and emphasize the importance of taking breaks to prevent burnout, citing Strategic Coach's policy of providing six weeks off after three months. Dean and I explore the planning strategies inspired by the golden age of the British Royal Navy, advocating for a structured year with 80% planning and 20% spontaneity to embrace life's unpredictability. Dan reflects on using 25-year frameworks to evaluate past achievements and future aspirations, noting that he has accomplished more between ages 70 to 80 than from birth to 70. We delve into the importance of discernment and invention, highlighting these skills as crucial for problem-solving and expressing creativity in today's world. Dean talks about sports salaries, noting how they reflect economic trends, and discusses the financial structure of sports franchises, particularly in relation to player salaries and revenue. We touch on government efficiency and cost-cutting measures, discussing figures like Elon Musk and Vivek Ramaswamy, and the impact of Argentina's President Milley. The conversation shifts to global trends and AI's role in the future workforce, noting the significance of recognizing patterns and making informed predictions about future technological advancements. Dean and I emphasize the importance of weekly and daily time management strategies, suggesting that structured planning can enhance both personal and professional effectiveness. Dan shares his year-end practices, including reflecting on past years and planning for the new year, while also noting his personal preference for staying home during the holidays to relax and recharge. We humorously recount historical events like the Y2K panic and discuss how technological shifts have historically reshaped industries and societal norms. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean: Mr Sullivan. Dan: Mr Jackson, I thought I'd just give you a minute or two to get settled in the throne. Dean: Oh, you see, there you go. I'm all settled, All settled and ready. Good, it's a little bit chilly here, but not you know, not yeah it's a little bit chilly here too. Dan: Yeah, it's a little bit chilly here too. It just shows you there's different kinds of little bits. Dean: Different levels. Choose your chilly. Yeah, that's so funny, are you? Dan: in Toronto. It just brings up a thought that there are people who live in climates where 40 degrees below zero is not such a bad day. Dean: Yeah. Dan: And there are people who live in temperatures where it's 120, and that's not a too uncomfortable day. Dean: Right. Dan: So that's 160 degrees variation. If nothing else, it proves that humans are quite adaptable. I think you're right. I think you're absolutely right. Dean: That's what that shows. I use that example a lot when talking about climate change. We're very adaptable. Dan: Oh yeah, yeah, there is a place in. I looked this up because in Western Canada I think in the Denver area too, they have a thing called a Chinook, and I've actually experienced it. I used to go to Calgary a lot for coach workshops and I'd always, if it was like February, I'd always have to pack two complete sets of clothes, because one day it was 20 degrees Fahrenheit in the morning and it was 75 degrees Fahrenheit in the evening, the morning, and it was 75 degrees Fahrenheit in the evening, and then it stayed. And then it stayed that way for about two days and then it went back to, back to 20. And uh, this happens about, I would say, in Calgary, you know Alberta. Uh, this would happen maybe three or four times during the winter mm-hmm yeah, so so so there? Dean: well, there you go, so are you. Are you done with workshops therefore? Dan: yeah, yeah of strategic coach does the whole office closed down from the 20th and 20th of well yeah 20th was our party, so that was friday night. So we have a big in toronto. We have a big christmas party. You know, we have 80 or 90 of our team members and they bring their other, whatever their other is and not all of them, but a lot of them do and now we're closed down until the 6th, uh, 6th of january. That's great. Yeah, you know what? Dean: a lot of people that's 17 days, that's that's 17 days yeah that's a very interesting thing. Dan: So you know, it's like um so completely shut down as there's nobody in the office nobody, you know there's people who check packages like, okay, yeah, and they live right around the corner from the office, so they just go in and you know they check and, um, you know, and if, um, but no phone calls are being taken, it's like uh company free days. Dean: Is that what it is? Dan: yeah, there. Dean: There's no phone calls being answered, no emails being attended to, anything like that. It's all just shut down. Dan: I'm going to take a guess and say yes. Dean: Right. That's great and that's kind of you know what. One of the things that I've often said about you and the organization is that you are actually like products of your environment. You actually do what you see. Dan: We're the product of our preaching. Dean: That's exactly right Organizationally and individually. Right Organizationally and individually. And when I tell people that new hires at Strategic Coach get six weeks of three days After three months. Dan: After three months. Yeah, yeah, yeah, they don't get any free days for the first three months, but you know, and they pass the test, you know they pass the test. Then in the first year year, they get six weeks, six weeks, yeah, and it's interesting, right? Dean: Nobody gets more. Right, everybody gets six weeks. Dan: Shannon Waller, who's been with us for 33 years. She gets her six weeks and everybody else gets their six weeks, and our logic for this is that we don't consider this compensation OK right, we do it for two reasons so that people don't burn out. You know they don't get, you know they they're not working, working, working, in that they start being ineffective, so they take a break. So they take a break and we give a one month grace period in January If you haven't taken your previous six weeks for the year before. You can take them during January, but you can't carry over. So there's no building up of three days over the years. Right, yeah, if you have, if you don't take them, you lose them. And but the other thing about it that really works one, they don't burn out. But number two, you can't take your free days in your particular role in the company, unless someone is trained to fill in with you so it actually it actually pushes cross training, you know. So in some roles it's three deep, you know they, yeah, there's three people who can do the role, and so you know you know, we've been at it for 35 years and it works yeah, oh, that's awesome dan I was curious about your you know. Dean: Do you have any kind of year end practices or anything that you do for you know, preparing for the new year, reflecting on the old year, do you do anything like that? Dan: I'd probably go through a bottle ofish whiskey a little bit quicker during that period that's the best I'm. I'm not saying that that's required, but sometimes exactly, just observation. Yeah, uh-huh you know, knowing you, like you know you right, yeah, yeah, not that it's noticeable you know I try to not make it noticeable. Uh, the other thing, the other thing about it is that we don't go away for the holidays. We we just stay put, because babs and I do a lot of traveling, especially now with our medical our medical journeys, uh and uh. I just like chilling, I just like to chill. I know, you know I I'm really into, um, uh, historical novels. Right now dealing with the british navy, the royal navy around 1800. So the golden age of sailing ships is just before steam power was, you know, was applied to ships. These are warships and and also before you know, they went over to metal. The boats started being steel rather than wood. And it's just the glory period. I mean, they were at the height of skill. I mean just the extraordinary teamwork it took to. You know just sailing, but then you know battles, war battles and everything Just extraordinary. This is cannons right, yeah. These were cannons, yeah, extraordinary, this is cannons, right? Yeah, these are cannons, yeah, and the big ones had 120 cannons on them, the big ships, right before the switchover, they just had this incredible firepower. And the Brits were best, the British were the best for pretty well 100, 150 years, and then it ended. It ended during the 1800s. Midway through the 1800s you started getting metal steam-powered ships and then it entirely changed. Yes, yeah, but back to your question Now. You know I do a lot of planning all the time. You know I do daily planning, weekly planning, quarterly planning. I call it projecting. I'm projecting more than planning. The schedule is pretty well set for me. I would say on the 1st of January, my next 365 days are 80% structured already. Dean: Yes. Dan: Yeah, and then you leave room for things that come up. You know, one of the things I really enjoy and I'm sure you do, dean is where I get invitations to do podcasts and we tell people you got to give us at least 30 days when you make a request before we can fill it in. But I've had about, I think during 2024, I think I had about 10. These weren't our scheduled podcasts with somebody these? Were. These were invitations, and yeah. I really enjoy that. Dean: Yeah, I do too, and that's kind of a I think you're. This is the first year, dan, that I've gone into the year, going into 2025, here with a 80% of my year locked, like you said. Like I know when my Breakthrough Blueprint events are, I know when my Zoom workshops are, I know when my member calls are, all of those things that kind of scaffolding is already in place right now. And that's the first. You know that's the first year that I've done that level of planning ahead all the way through. You know, going to London and Amsterdam in June and Australia in November and get it the whole thing, having it all already on the books, is a nice that's a nice thing, and now I'm I'm really getting into. I find this going into 2025 is kind of a special thing, because this is like a, you know, a 25 year. You know, I kind of like look at that as the beginning of a 25 year cycle. You know, I think there's something reflective about the turn of a century and 25 year, you know the quarters of a century kind of thing, because we talk about that 25-year time frame, do you? You're right now, though you are five years into a 25-year framework, right, in terms of your 75 to 100, was your 25? Yeah, my guess, my yeah, I didn't. Dan: I didn't do it on that basis I know I did it uh, uh. Um, I have done it that way before, but now it's I'm just uh 80 to 100, because 100 is an interesting number. Dean: Yes. Dan: And plus I have that tool called the best decade ever. Dean: Yeah. Dan: And so I'm really focused just on this. 80 to 90, 80 years old, and when I measured from 70 to 80, so this was about two years before it was two months before I got to my 80th birthday. I created this tool. And I just reflected back how much I'd gotten done. Dean: 70 to 80. Dan: And it occurred to me that it was greater than what I'd gotten done 70 to 80. Dean: Yeah, and it occurred to me that it was greater than what I had done from birth to 80. Dan: Birth to 70. Dean: Birth to 70. Yeah, yeah, yeah. Dan: So I had accomplished more in the last 10 years and I used two criteria creativity and productivity like coming up with making up more stuff. And then the other thing just getting lots of stuff done, and so I've got that going for 80 to 90. And it's very motivating. I find that a very motivating structure. I don't say I think about it every day, but I certainly think about it every week. Dean: That's what I was very curious about. I was thinking this morning about the because this period of time here, this two weeks here, last two weeks of the year, I'm really getting clear on, you know, the next 25 years. I like these frameworks. I think it's valuable to look back over the last 25 years and to look forward to the next 25 years. And you and I've had that conversation like literally we're talking about everything. That is, everything that's you know current and the most important things right now have weren't even really in the cards in 2000. You know, as we were coming into you, know, we all thought in 1999, there was a good chance that the world was going to blow up, right y2k. Dan: Everybody was uh some of us did. Dean: I love that but you know, it just goes to show. Dan: Yeah, I thought it was uh right yeah, there was this momentary industry called being a y2k consultant you know computer consultant and I thought it was a neat marketing trick. The only problem is you can only pull it off once every thousand years. Dean: Oh yeah. Dan: Yeah, but there was vast amount. I mean all the big consulting, you know, mckinsey and all those people. They were just raking in the money you know they were out there, All those people they were just raking in the money. Dean: You know they were out there. You know, I think probably the previous five years. Dan: It was probably a five year industry you know they probably started in 1995, and they said oh, you don't realize this, but somebody didn't give enough room to make the change. You know every computer system in the world is um, we forgot to program this in. They're all going to cease to. They're going to cease to operate on. Yeah and then. But all you had to do is watch new year's from australia and you knew that wasn't true, do? Dean: you know what? Uh, yeah, jesse, uh, jesse dejardin, who I believe you met one time, used to work with me, but he was the head of social for Australia, for Tourism Australia. Yeah, and when the world I don't know if you remember in 2012, the world was supposed to end, that was, uh, yeah, a big thing and uh so, that was that, wasn't that? Dan: uh, it was based on a stone tablet. Dean: That they found somewhere. South America, south America, yes, it was yes, peruvian it was uh, that's right, I think it was? Dan: I think it was the inca inca account yeah, yeah mayan or inca calendar. Dean: That's what it was, the mayan calendar. Dan: That's what it was ended in 2012. Yeah, and so jesse had the foresight it actually ended for them quite a bit earlier oh man, it's so funny. Yeah, you don't get much news from the mayan, no, no you say like when they created that mayan calendar. Dean: They had to end it sometime. Would you say something like that listen, that's enough, let's stop here, we don't even keep going forever. Dan: You know what I think the problem was? I think they ran out of stone I think you're probably right. Dean: They're like this is enough already. Dan: They got right to the edge of the stone and they said well, you know, jeez, let's go get another. Do you know how much work it is to get one of these stones? That? Oh yeah, chisel on yeah yeah. Dean: so jesse had the uh, jesse had the foresight that at midnight on Australia they're the first, yeah, to put the thing up. So once they made it past, they made a post that said all it said was we're okay. Dan: We're okay. Dean: You know, it was just so brilliant. You know we're okay. Dan: You know the the stuff that humans will make up to scare themselves oh man, I think that that's really along those lines. I just did a perplexity search this morning yeah and uh. For those who don't know what perplexity is, it's an a really a very congenial ai program and I put in um uh uh 10, um crucial periods of us history that were more politically polarized and violent than 2024. Dean: Okay. Dan: And you know, three seconds later I got the answer and there were 10. And very, very clearly, just from their little descriptions of what they were, they were clearly much more politically polarized and violent than they are right now. Yeah, the real period was, I mean the most. I mean Civil War was by far. Dean: Of course. Dan: Civil War, and. But the 1890s were just incredible. You had, you had a president. Garfield was assassinated in the 90s and then, right at 1991, mckinley was. So you had two presidents. There were judges assassinated, there were law officials, other politicians who were assassinated. There were riots where 200 people would die, you know, and everything like that. And you know, and you know, so nothing, I mean this guy, you know, the CEO of UnitedHealthcare gets shot on the street and everybody says, oh, you know, this is just the end. We're tipping over as a society. And I said nah nah, it's been worse tipping over as a society and I said nah, nah, there's been worse. Dean: Yeah, I think about uh. Dan: I mean you know you remember back uh in the 70s, I remember you know I mean in the 60s and 70s assassination attempts and playing yeah, well, they're hijacking. Yeah, there were three. You had the two Kennedys and Martin Luther King were assassinated within five years of each other. I remember the 60s as being much more tumultuous and violent. Yeah it seems like. Dean: I remember, as I was first coming aware of these things, and I remember, as I was first coming aware of these things, that you know remember when. And then Ronald Reagan, that was the last one, until Trump, that was the last actual attempt right, yeah, yeah, yeah, yeah. Dan: You know one thing you got to say about Trump. Dean: Tell me. Dan: Lucky, he's very lucky. Dean: Yes, but in a good sense lucky, no, no, I mean that I think luck is very important. Dan: Luck is very important, you know but, he's lucky, and his opponents, you know. I mean he had Hillary and you know, that was good luck, and Joe turned out to be good luck. You know, Joe Biden turned out to be good luck. And then Kamala was. I mean, you couldn't order up one like that from Amazon and have it delivered to you? Oh man, yeah, I mean, yeah, that you know. And, uh, you know, I mean, you know, the news media were so, uh, bought in. You know that it was like, oh, this is going to be really close. This is, oh, you know, this is going to be razor thin. We may not know for days what the election is. And when Miami-Dade went to Trump, I said it's over. Miami-dade's been Democratic since, you know, since the 70s. You know, Miami-Dade. Dean: And. Dan: I said if Miami-Dade this is like the first thing in this is, like you know, when they start eight o'clock I think it was seven o'clock or eight o'clock. Dean: I'm not sure Eastern. Dan: And they said Miami-Dade has just gone to Trump and I said that's over, I went to bed at nine o'clock. I went to bed at nine o'clock oh man. That's so funny. Yeah, but that's the news media. You know they got, so bought into one side of the political spectrum that they, you know, they were, you know, and I think what Elon is introducing is a medium that's 50-50. You know, like they, they've done surveys of x. You know who, yes, seems to be. You know, it's like 50-50. It's 50 um republican, 50 democratic or 50 liberal, 50 conservative, whatever you know. Uh, you want to do about it, but I think he's pioneering a new news medium oh for sure. Dean: I mean. Well, we've seen, you know, if you look at over the last 25 years, that you know we've gone from nobody having a voice to everybody, everybody having a voice. And I mean it's absolutely true, right Like that's the, that's the biggest. I think that's the. I guess what Peter Diamandis would call democratization, right Of everything. As it became digitized, it's like there's nothing stopping, there's no cost, there's no cost. Dan: There's no cost. There's no cost and there's nothing stopping anybody from having a radio station or having a television station or, you know, magazine, like a newsletter, or any of that thing we've got. In all the ways, it's completely possible for every human to meet every other human. Here's a, here's a question. Uh, I have and uh, I I don't know how you would actually prove it. So it's uh just a question for pondering do you think that the um people were just as crazy before they had a voice as they are after having the voice, or is it having the voice that makes them crazy? Dean: I think it's having access to so many convincing dissenting or, uh, you know voices like I'm talking about the person who's the broadcaster you know they weren't a broadcaster 25 years because there wasn't a medium for doing. Definitely, uh, I think there's definitely a piling on, yeah, of it that I think that you know. If you think about your only access to crazy opinions and I say crazy with air quotes it is was somebody you know in, uh, in your local environment. It's like you remember even in toronto, remember, they had speakers corner. Uh, yeah, sydney tv had speakers corner where you could go and down on uh down on uh cane street queen street down on queen and john queen and John Queen and John Street. I lived about three plus. Dan: Yeah, you never paid any attention to them. I mean you, I just made sure I was on the other side of the street walking, so they wouldn't, try to engage me you know and uh and uh, yeah, so I. So having the capability uh has its own bad consequence, for for some people, yeah, I think so, because the um, you know, I mean you and I couldn't be crazy like this, like we're doing right now. Dean: We couldn't have been crazy like this 25 years ago, but we would have had to just do it together at table 10,. Just yeah, just talk, that's all it is we just let everybody else now hear it? Come listen in. Dan: I don't think we're crazy. I think we're the height of sanity. I think we're the height of sanity. Dean: I do too, Absolutely. Yeah, it's so, but I do. I definitely think that that's that's one of the things is that it's very it's much more difficult to discern. Discernment is a is a big. You need discernment in this, in this period more than ever probably do you have that in your working genius? Dan: do you have that in your working genius? Dean: yeah, that's my number one thing discernment. I think we're the same, yeah invention and discernment which which is first. Dan: Mine is invention and discernment. Dean: Okay, so mine is discernment and invention. And it's an interesting. Chad Jenkins has been asking this. He's been kind of exploring with people what he calls their perpetual question, like what's the constant question? That is kind of like the driving question of what you do. Dan: Do you know yours? Dean: I do. I think, in looking at it, mine is what should we do? Dan: I know, what mine is, what's yours? I wonder how far I can go. Dean: I wonder how far I can go. I like that. Dan: I've had that since I was 11 years old. Dean: Yeah, yeah, that's really. It's very interesting, right like I look at it. That, uh, you know, there were years ago, um, there was a guy, bob beal, who wrote a book called uh, stop setting goals if you'd rather solve problems or something. And so I think I'm, I am a problem solver. Simplifier, you know, as I learn all the layers about what I am, is that I'm able to I just think about, as my MO is to look at a situation and see, well, what do we need to do? Right, like, what's the outcome that we really want? Right, like, what's the what, what's the outcome that we really want, and then go into inventing the simplest, most direct path to effectively get that outcome and that's the driver of, of all of the uh things you know. so I'm always. I think the layer of I think it's a subtlety, but the layer of discernment before inventing, for me is that I limit the inventing to the as a simplifier, you know, and I think you as a, you know I'm an obstacle bypasser, a crusher, uh-huh, uh, no, I I just say, uh, what's the way around this? Dan: so I don't have to deal with it. Dean: Yeah, yes and uh, yeah and uh I can't tell you that you that that progression of is there any way I could get this without doing anything, followed by what's the least that I could do to get this. And then, ok, is there, and who's the person? Dan: who's the person that can do it? Now I tell you, I've already thought about that 10 times this morning. Dean: It's a constant. Dan: It's right there. It's right there. It's a companion. And I sit there and you know, for example, you get caught in a situation where you have to. You know you have to wait, you know like you have to wait and I asked myself is there any way I can solve this without doing nothing? And I said yes, you have to just be patient for 10 minutes. Ok, I'm patient for 10 minutes. You know, oh, right, yeah, yeah you know, yeah, I experienced that a lot at Pearson Airport. Oh, yeah, right, yeah, yeah. Dean: Right, yeah, yeah, for sure, there's a lot of travel shenanigans, but I think, when you really look at, I think just it's fascinating what shifting your, shifting your view by an hour can do in travel. Oh, yeah, yeah. Like, if your target is to arrive three hours, yeah, you start the process one hour earlier than you would normally. There's so much, so much room for margin, so much. Dan: Uh, it's so much more relaxing, you know yeah, it takes us anywhere from uh 40 minutes to an hour to get to Pearson from the beach. Dean: Yeah. Dan: And so we leave three hours before the flight time three hours. And we're there and actually the US going to the US. They have a nice on one side. They've got some really really great um seating arrangements, tables and everything and uh, I really like it. I like getting there and, yes, you know, we starbucks is there, I get a coffee and yeah, you know I sit there and I'll just, uh, you know, I'll read my novel or whatever, or you know I have my laptop so I can work on it. But my killer question in those situations is it's 1924, how long does this trip take me? That's the best right. Dean: Yeah, or if that's not good enough 1824. Right, exactly. Dan: Right, exactly yeah. Dean: I just think. I mean, it's such a, would you say, dan, like your orientation, are you spending the majority of your time? Where do you, where do you live mentally, like? How much time do you spend reflecting on or, you know, thinking about the past, thinking about the future and thinking about right now? Dan: well, I think about the past, uh, quite a bit from the standpoint of creating the tools, because I don't know if you've noticed the progression like over the year, almost every tool has you say well, what have you done up until now? you know, and then your top three things that you've done up until now. And then, looking ahead, you you always brainstorm. That's a Dean Jackson add-on that I've added to. All the tools is brainstorming. And then you pick the top three for the past up until the present. And then you brainstorm what could I do over the next 12 months? And then you pick the top three. But the past is only interesting to me in terms is there a value back there that I can apply right now to, uh, building a better future? Dean: you know, I don't. Dan: I don't think I have an ounce of nostalgia or sentimentality about the past you know, or yearning, you know you don't want. No, I get you know, especially especially now you know it's uh. The boomers are now in their 70s. And I have to tell you, Dean, there's nothing more depressing than a nostalgic baby boomer. Dean: Yeah, back in our day, You're right. Dan: Yeah, that's back in the day, back in your day, you were unconscious. Yeah right, yeah, right, yeah, and I really I noticed it happening because the first boomers started to be 65. So 46, 46 and 65 was the 2011. They started to, you know, they crossed the 65 year mark and I started noticing, starting yeah, oh boy, you know, I'm really spending a lot of time with the people I graduated from high school with and I said, oh yeah, that's interesting, why haven't you seen them for 40 years? Right, yeah, yeah, I went to a 25-year graduation reunion, yeah, so I graduated in 62, so that was 87. And I went back and we had clients here and I told people you know, I'm going back for a high school reunion. I got back and there was an event, a party, and they said, well, how was that? And I said nobody came. None of them came. And he says you had a reunion and nobody came. I said no, they sent a bunch of old people in their place. You know they were talking about retirement. I only got another 20 years to retirement. I said, gee, wow, wow, wow I can't believe that. I mean, if you haven't seen someone for 50 years, there was a reason. Dean: Yeah, absolutely. I just look at these. You know I graduated in 85. So 40 years this year that just seems impossible, dan, like I just I remember you know so clearly. I have such clarity of memory of every year of that you know the last 40 years, that you know the last 40 years, but you know it's. It's a very. What I've had to consciously do is kind of narrow my attention span to the this. What I'm working on is getting to more in the actionable present kind of thing. You know more in the actionable present kind of thing, you know, because I tend to, I mean looking forward. You know if you, it's funny we can see so clearly back 25 years, even 40 years. We've got such great recollection of it. But what we're not really that great at is projecting forward, of looking forward as to what's the next 25 years going to look like. Dan: Well, you couldn't have done it back then either? Dean: then either, and that's what I wondered. So you, I remember, uh, you know, 25 years ago we had we've talked about the um, you know the investment decisions of starbucks and berkshire hathaway and procter and gamble. Those were the three that I chose. But if on reflection now, looking back at them, I could have, because they were there. I could have chosen Apple and Google and Amazon. They would have been the, they would have been eclipsed, those three. Dan: Yeah, but you did all right. Dean: Yeah, absolutely no. No, here's the thing. Dan: The big thing isn't what you invested in, it's what you stayed invested in. Yes, it's moving around. That kills your investment. We have whole life insurance, which is insurance with cash value. It's been 30 years now and the average has been 7% per year for 30 years now and the average has been 7% per year for 30 years. Yeah, I mean, that's interest. I mean interest. So it's not a capital gain, it's just interest. Dean: I was just going to say, and you can access the money. Dan: It's like a bank. It's like your own personal bank. We have an agreement with one of the Canadian banks here that we can borrow up to 95% against the cash value, and the investment keeps on going you just took out a loan. It doesn't affect the investment. What's his name? Dean: Morgan H morgan household. Dan: He talks about that. Yeah, he said it's the movement that uh kills you. Yes, he says, just find something you know you know, government bonds are good over 25 years. I mean people say yeah but I could have gone 100. Yeah, yeah, yeah, yeah, yeah, yeah. But you have to think about it. This way, you don't have to think about it. Right yeah that was the Toronto real estate. Toronto real estate, you know, geez yeah. Dean: Yeah, you're right, do you? Dan: know what the average price of a single detached is in GTA right now? I don't know. It's over a million dollars. Yeah, it's about 1.2, 1.4. That's a single detached, I'm not talking about a big place? No, no exactly. Dean: Just a three-bedroom, two-bed single-family home Too bad single family home. I remember when I was starting out in Georgetown the average price of that million dollar bungalow now is like a staple was a bungalow that was built in the 50s and 60s three bedroom, 1,200 square foot. Three bedroom brick bungalow uh, was on a 50-foot lot. Was uh a hundred and sixty five thousand dollars, yeah, and it was so funny, because now it's two uh, probably, uh, georgetown. Georgetown is a very desirable place, yes, and so, uh, when you look at the, I remember carol mcleod, who was in my office. She'd been in real estate for you know, 20, 20 years when, uh, when I joined the office and she remembers thinking when, the price of a prince charles bungalow there was a street called prince charles in, uh, georges, it was kind of like the staple of the uh, the like the consumer price index, bread basket kind of thing when a, uh, when a prince charles bungalow went for $100,000, she thought that was the end of the world. That that's like. This is unsustainable $100,000 for a house. Who's got that kind of money? How are people gonna be able to sustain this? I just think, man, that's so crazy, but you think about it. Do you remember when Dave Winfield got a million-dollar contract for baseball? Dan: Oh yeah. Dean: What an amazing thing. That was the million-dollar man. It's crazy. Now you know. Dan: Yeah, you know, it's really interesting If you take the salaries, let's say the Yankees right now the. Yankees, ok, and you know they're there. You know they have some huge, huge, huge contracts, you know, I think I'm trying to think of the biggest one. Dean: Well, aaron Judge, you know, is like three, three hundred and twenty million judge, you know is like three, 320 million, you know, and uh, but the guy in LA just you know, 700 million yeah, 760, 760 and Soto Soto with the mats. Dan: He just I think his is around 702 and uh and everything and people say this is just unsustainable. If you add up all the salaries of, you know, the yankees, their entire team, you know um, uh and, and average it out against what the market value of the yankees is. Yeah, you know, like this total salary. Dean: The average is exactly the same as it was 70 years ago and that's the thing people don't understand, that these salaries are based on collective bargaining and the basketball, for instance, half of the money goes to the players. So half of all the revenue from tickets and TV and media and merchandise, all of that stuff, half of the money that the organization makes, has to go to the players. And so on a basketball team they have maybe 12 players who are getting all of that money. Dan: You know, so that see the basketball players get I think it's 15, I think they have 15 now. 15, now 15 players. Dean: Yeah, yeah, yeah so you look at that and it's like, uh wow, now collectively they have to be within their, their salary cap or whatever is, yeah, 50, 50 percent of their revenue. But I mean it's kind of, uh, it's market value, right, it's all relative, yep yep, yep, yeah, and all the owners are billionaires. Dan: You know, they're. They mostly use it for a tax write-off, I mean that's yeah, yeah, yeah I have to tell you talk about tax write-off. About three blocks from us here in the beaches in Toronto, there's an Indian restaurant that's been there for about two years and every night we come by it on the way back from the office and I've never seen any customers. I've never once if I pass that restaurant and this is during business hours. I've never seen, I've never once if I pass that restaurant and this is during business hours yeah I've never. I've never seen it and I said I got a feeling there's some money laundering that's crazy. Dean: It's like I I look at the um, I'm trying right now, and this this next couple of weeks. One of the things I'm really gonna uh reflect on is kind of looking forward. I think about I did this with our realtors. I created an RIP for 2024. So RIP meaning reflection on what actually happened in the last year for you how many transactions, how much revenue, how much whatever came in. And then inflection, looking at what is it right now, where are you at and what trajectory is that on right? If you're looking, what are the things that you could make a change on? And then projecting projection into 2025. And I realized you know part. One of the things I said to the people is you can't same your way to different, that's, you can't save your way to different. I mean that's really if you're thinking that something different is going to happen. Something different has to take place. Dan: You can't crazy your way to normal either. Dean: Exactly. Dan: Yes, yeah, yeah, yeah, it's really. It's really. Yeah. I think you know that Morgan House book. We gave it out. We gave it out. I have to check on that. I put in a request for that. I don't know if it went out, you know, but he's just I. I told joe he should have him as a speaker at the national the annual event yeah, yeah, I think it'd be good. I mean because joe's really, really, really got to hustle now, because he uh really established a new standard for who he has. But yeah, I was just looking at an article this morning because it reminded me of who Joe had. He had Robert Kennedy and Jordan. Peterson and Tucker Carlson, tucker Carlson, yeah. Dean: And it was great. Dan: It was great. And then I was thinking about the role that elon musk is playing in the us government. There's no precedent for this in us history, that you have a person like that, who's just brought in with somebody else, vivek ramaswamy and uh, they're just given a department of government. Dean: A department of government oh, did I miss a vivek uh appointment. Was he appointed to something? Dan: no, he's, he's appointed with uh, with um with uh, elon, oh, I see, okay, yeah. Yeah, it's called the department of government efficiency right okay, uh, which may be a contradiction in terms, but anyway, but they're hiring people, but the people they hire don't get any salary. You have to volunteer, you have to volunteer to work. So you got to have, you got to be well funded to work there. You know you got to. I mean you got to be living off your own savings, your own investments, while you're there. You know you got to. I mean, you got to be living off your own savings your own investments while you're there. But I was thinking because we've been observers now for 13, actually just a year of President Milley in Argentina and he's cut government costs by 30% in one year. Dean: Wow, yeah there's interesting stuff. Dan: He eliminated or really cut 12 departments. Nine of the departments he just got rid of you know the one, you know they have departments like tuck you in safely at night, sort of that had about that, had about 5000 employees, you know, and you know, and send letters to your mom let her know you know that sort of department, but they were just creating employment, employment, employment where people didn't really have to work, and he got rid of seventy five thousand federal employees in a country of forty Forty six million. Forty six million, he got rid of seventy five thousand. Well, in the US, if they did equal proportions, we're about 350, so 46, that's about seven, seven, eight times. That would get rid of 550,000. I think it's doable, yeah. Dean: I mean that's fascinating and we don't get access to that right. You sought that out and you only came into contact with that because you're a frequent traveler to Argentina. Yeah, Argentina, and it feels better, yeah, and it feels better. Dan: We were noticing because we hadn't been there since March and we were there right at the end of November. We were there right at the end of Thanksgiving. We were actually American Thanksgiving. We were that week, we were down there and the place just feels better. You can just feel it there, there, and the place just feels better. You can just feel it. There is uh, you know, and uh, you know, and there's a real mood shift, you know, when people just feel that all this money is being, you know, confiscated and paid to people who aren't working. You know that yeah it doesn't feel good. Doesn't feel good, then there's Canada, then there's Canada. Dean: Right. Dan: Yes. Dean: It's great entertainment, I'll tell you. Well, you know it's funny. I don't know whether I mentioned last time, the guy from El Salvador, what he's done in since being elected. You're a young guy, I think he was elected at 35 or 37. And he's completely turned around the crime rate in El Salvador by being 100%. Dan: You just have a 50,000 convict prison. Well, that's exactly right, yeah, yeah. And that's the thing. Dean: It's like lock him up. That's the thing. Dan: He's like led, and they guard themselves. It's a self-guarding prison. Dean: Is that right? I didn't know that. No, no, I'm just kidding, I'm just playing on your theme. Dan: Right right, right'm just kidding, I'm just playing on your thing. Dean: Right, right, right, yeah, yeah. Well, that would be the combination, right, self-guarding. That would be the most efficient way to have the situation. Dan: Yeah, yeah, yeah yeah. Dean: But it is amazing what can happen when you have a focus on one particular thing. Dan: Well, you know what it is. I think partially and Peter Zion talks about this that, generally speaking, the way the world has been organized, during the 20th century the US really didn't pay much attention to South America, latin America at all, and never has you know the. United States never has, because they've been east and west, you know it's either Europe or it's Asia. But now that the US has decided that they're going to be very discerning about who gets to trade with them they're very discerning about who gets the benefit of US protection and everything else All of a sudden, the South Americans are getting their houses in order which they haven't been. It's been a century of mostly really bad government in Latin America. Now they're all getting things in order so that when the US looks south, they're front of the line. The only thing that the US really paid any attention to was Cuba Cuba's like a piece of meat. Dean: You can't yeah. Dan: The only thing that the US really paid any attention to was Cuba. Yes, right, cuba's like a piece of meat you can't get out of your teeth. For the United. States and your tongue is going crazy, trying to get that piece of meat out of you. It's just been sort of an annoying place, it's just been sort of an annoying place. Dean: Yeah, this is, I think when you look at you know Peter Zions stuff too. If you think about definitely the trend over the next 25 years is definitely more. Dan: I think it's trend lines are really almost eerily accurate. The one thing he doesn't understand, though, is US politics. I found that he doesn't have a clue about US politics. He's a Democrat. He told me he was a Democrat. I spent it. He came and spent a day at Genius, yes, and he said that he was a Democrat. He's an environmentalist, and you know, and you know, and. But he says but I can also do math, you know, he says I can do math so you can see what, which direction the numbers are going in. But he, I mean right up until a week before the election, he says Kamala is going to take it, Kamala is going to take it. You know and everything like that. So he didn't. He didn't have any real sense of the shifts that were going on voter shifts that were going on. I mean Trump went in and almost every county. There's 3,000 counties in the United States and he didn't go backwards in any of the counties, he went up in every county. Dean: Oh, wow, that's interesting so you didn't lose anything. Dan: That's really widespread. I mean, there isn't 3,001. There's just 3,000. Yeah, and he went up. It was just as it was. Like you know, it was like the tide came in. I think I've never seen in my lifetime, I've never really seen a shift of that proportion. And I wonder, you know, you look at over the new political establishment. Well, this isn't my thought George Friedman, who was Peter Zion's, because the political establishment in the United States, in other words, where the proportion of the votes are, is going to be working class. It won't be highly educated you know, professional people. For one thing, ai is really feeding. You know, if you have somebody's making $30,000 a year and somebody else is making $100,000 a year, which job would you like to eliminate to economize? Dean: Right, yeah, yeah, you look at the. That's one thing I think we, like I, look at when I am thinking about the next 25 years. I think about what are the like there's no way to predict. There was no way in 1999 to predict YouTube and Facebook and the things that are TikTok, you know, or AI, all of that impact right. But I think there. But, like I said, there was evidence that if you were, if you believe, guessing and betting, as you would say, you could see that the path that Amazon was on made sense and the path that Apple was on and the path that Google was on, all are ai for certain. Like that dna, all the like the things that are that we're learning about stem cells and genetics, and all of that kind of stuff. And Bitcoin, I guess, right, digital currency, crypto, you know everything. Just removing friction. Dan: Yeah, I think the whole blockchain makes sense. Yeah, yeah, you know. I mean I think the thing in the US dollar makes sense. Yeah, $1.44 yesterday. It's up 10 cents in the last eight weeks. Wow, yeah, I think when you were there in September it was $1.34, probably $1.34. Dean: Now it's $1.44. Oh, that's great yeah, yeah. Dan: And yeah, so yeah, I mean the ones that I mean. People say, well, bitcoin, you know Bitcoin is going to become the reserve currency. I said there's 21 million of them. It can't become the reserve currency. Dean: Right right. Dan: There is no currency that can replace the dollar. Dean: You know, it's just. Dan: And still have a livable planet. Dean: Mm-hmm, anyway, we've covered territory. Dan: We've covered territory today. Dean: We have Holy cow. It's already 1203. Dan: That's amazing. We covered a lot of territory. Dean: We really did. Dan: But the one thing that is predictable is the structure that you can put onto your schedule. That is predictable. Dean: You know, I have one. Dan: I have a thing I hadn't talked to you about this, but this is something I do is that when I start tomorrow, I look at next week, ok, and I just look at and and I just get a sense and then I'll put together some changes. I'd like Becca Miller she's my high beams into the future and she does all my scheduling and so I'll notice that some things can be rearranged, which if I got to next week I couldn't rearrange them. But I can rearrange them on Monday of this week for next week. Dean: But I I couldn't do it on. Dan: Monday of next for that week. So more and more this this year. Um, every uh Monday I'm going to look at the week uh, not this week, but the week ahead and make changes. I think, I bet there's uh, you know, like a five to 10% greater efficiency. That happens just by having that one habit. Dean: Yeah, dan, I'm really getting down to, I'm looking at and I do that same thing. But looking at this next, the 100 hours is really from. You know, hours is really from Monday morning at eight o'clock till Friday at noon is a hundred hours and that to me, is when everything that's the actionable period, and then really on a daily basis, getting it to this, the next 100 minutes is really that's where the real stuff takes place. So anyway, I always love the conversations. Dan: Yep, back to you next week. Yes, sir, have a great day. I'll talk to you soon. Dean: Bye, okay, bye.

Vous avez sûrement déjà essayé de reproduire les actions d'un entrepreneur inspirant, en espérant obtenir les mêmes résultats. Mais rien ne garantit que cela fonctionne pour vous. Pourquoi ? Parce que derrière chaque décision se cache une stratégie unique, adaptée à sa situation et à ses objectifs.Pour réussir, il ne suffit pas de copier des tactiques : il faut les intégrer dans une stratégie solide qui vous est propre. En effet, la stratégie vs tactique sont 2 choses différentes. Dans ce nouvel épisode, nous vous expliquons comment associer stratégie vs tactique pour maximiser vos résultats. Nous vous dévoilons également 3 tactiques puissantes à intégrer dès maintenant pour booster votre activité et attirer plus de clients.Au programme :La différence entre stratégie vs tactique.Pourquoi une stratégie bien pensée est indispensable ?Créer des conversations directes.Parler de votre activité de manière naturelle et percutante.Simplifier votre business et vous concentrer sur une offre principale.Besoin d'aide pour mettre en place une stratégie adaptée à votre projet ? Réservez votre rendez-vous gratuit dès aujourd'hui : https://femmentrepreneur.com/appelHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Ever found yourself clicking “Buy Now” on something just because an ad promised compliments galore? You're not alone, friend. In this week's episode, we're diving into the sneaky world of the “Validation Trap”—those clever marketing tactics that sell you more than a product. They sell the promise of being noticed, admired, and loved. But here's the truth: no product can truly give you the connection and confidence you're looking for. That's something we cultivate from within and through real, meaningful relationships. This episode is all about recognizing the pattern, breaking free from the trap, and choosing differently. What You'll Learn in This Episode: Why validation feels so good—and why it's a slippery slope when tied to stuff. How the “Compliment Trap” hooks us and keeps us spending. My personal story about sandals (and the cycle of searching for more). Practical questions to ask yourself before making a purchase. Your Simplifier of the Week! This week, I'm thrilled to highlight YOUR wins with a brand-new tradition: Simplifier of the Week! Whether you decluttered a corner of your home, shifted your mindset, or tackled something big or small, I want to hear about it. ✨ Want to be featured? Submit your story at katyjoywells.com/simplifier. I can't wait to celebrate you! Get FAST Results With My Free Guide: 75 Things to Declutter! Ready to kickstart your decluttering journey? Download my free guide for quick wins that make a big impact. Download now. Join My Next 14-Day Challenge! Need a little extra motivation? Join our upcoming 14-day challenge to tackle clutter together and transform your space. Sign up here. Work 1-1 With Me: Looking for personalized support? Let's work together one-on-one to create the clutter-free life you've been dreaming of. Learn more. Get Your Personalized Home Management Blueprint! Want a plan tailored just for you? Get your personalized blueprint for managing your home efficiently. Get started. Connect with Me on Instagram! Follow me for daily tips, inspiration, and behind-the-scenes peeks at my life. Let's connect! Follow me on Instagram.

Discover the Magic of Curating Your Space This week, I'm taking you on a journey from cluttered chaos to intentional curation—because your home deserves to feel more like an inspiring gallery and less like an overwhelming storage unit. Inspired by my youngest son Levi's adorable obsession with rocks (and how we turned his collection into a curated treasure), I'll share why curating your home isn't about perfection—it's about connection. What You'll Learn in This Episode: The difference between collecting and curating—and why it matters for your home. How to uncover your home's story and decide what deserves a prime spot in your “gallery.” Practical steps to highlight your “masterpieces” and let go of the filler that's taking up space. Why leaving room for meaning and breathing space transforms how you feel about your home. Simplifier of the Week I'm so excited to launch this new tradition! Each week, I'll spotlight your wins—big or small—as you simplify your home and life. Want to be featured? Share your story at katyjoywells.com/simplifier. I can't wait to celebrate your success! Grab Your Free Guide: 75 Things to Declutter Right Now Feeling inspired but not sure where to start? I've got you covered! Download my free guide, 75 Things to Declutter Right Now, and take your first step toward a curated home. Get it here. Your Home Is Your Gallery Curating your space is about choosing what serves your life and tells your story. It's not about perfection—it's about love. Take one area of your home this week, and start small. Decide what stays, what goes, and what makes your space feel like you. Ready, set, curate! Big hugs, my friend, and I'll see you next week!

Pour en savoir plus sur comment trouver le bonheur et remplir ta vie d'épanouissement, je te donne rendez-vous sur : https://www.sylvainviens.com/ Noël, c'est censé être magique… mais pour beaucoup, cette période est synonyme de stress, de pression et parfois de tristesse. Dans cet épisode, on explore pourquoi Noël peut être difficile et comment transformer cette expérience pour retrouver un peu de légèreté et de bonheur. 

Pour l'épisode de cette semaine, je reçois Matias Berny, cofondateur et CEO de Prelude.Prelude, c'est une plateforme SaaS spécialisée dans l'authentification utilisateur et la lutte contre la fraude via la vérification des numéros de téléphone. Leur mission ? Simplifier et sécuriser l'onboarding des utilisateurs tout en optimisant les coûts pour leurs clients.Au cours de cet épisode, nous avons exploré le parcours de Matias, depuis ses débuts chez Zenly jusqu'à la création de Prelude. Il a partagé ses apprentissages dans des entreprises de la Big Tech comme Microsoft et AWS, puis son expérience chez Zenly, où il a dirigé des projets cruciaux d'onboarding et de sécurité. C'est là qu'il identifie l'opportunité de créer Prelude, une solution qui permet de réduire les coûts liés à la vérification des utilisateurs, d'améliorer la lutte contre la fraude et d'assurer une expérience utilisateur fluide.Nous avons discuté de leur approche innovante qui combine data, IA, et partenariats avec les opérateurs télécoms. Matias revient également sur leur business model unique, conçu pour aligner les incentives entre Prelude et ses clients, et sur les défis techniques et commerciaux rencontrés pour scaler la solution.Enfin, nous avons parlé de leur roadmap ambitieuse, des nouvelles méthodes d'authentification qu'ils explorent comme le Silent Network Authentication, et de leur vision pour rester une équipe à taille humaine tout en impactant massivement l'écosystème SaaS.Vous pouvez suivre Matias sur LinkedIn.Bonne écoute !Mentionnés pendant l'épisode :ZenlyBeRealLagoDelivering Happiness de Tony HsiehPour soutenir SaaS Connection en 1 minute⏱ (et 2 secondes) :Abonnez-vous à SaaS Connection sur votre plateforme préférée pour ne rater aucun épisode

Waking Dreams Media helps Tech and Life Science companies turn their complex products into simple videos that customers and investors love. Then, they help them scale their online audience with content. Connect with Luke

Épisode 1223 : Instagram continue de réinventer la manière dont les utilisateurs interagissent avec leurs profils. Cette fois, ce sont les Stories à la une qui passent sous le scalpel de la simplification. Ces petites bulles circulaires, jusqu'ici situées en haut des profils, vont quitter leur emplacement habituel pour se voir attribuer un espace dédié sous forme d'onglet. Si cela peut sembler un simple ajustement esthétique, ce changement témoigne d'une vision plus large pour les profils Instagram : offrir une interface épurée, favoriser le contenu récent et encourager de nouvelles stratégies pour les créateurs.1. Pourquoi ce changement ?Adam Mosseri, chef d'Instagram, a expliqué que cette refonte répond à une volonté de :Simplifier la présentation des profils : Éliminer les éléments redondants ou datés et mettre en avant les contenus récents. Les cercles des Highlights, appelés « pogs » en interne, sont jugés encombrants et déplacés vers un onglet plus discret .Optimiser l'engagement : En intégrant les Highlights à la grille principale, Instagram espère les rendre plus visibles tout en rationalisant leur organisation .Cette mise à jour s'inscrit dans une stratégie globale de consolidation des formats, rapprochant les Stories Highlights des Reels et des publications pour un profil plus cohérent.Retrouvez toutes les notes de l'épisode sur www.lesuperdaily.com ! . . . Le Super Daily est le podcast quotidien sur les réseaux sociaux. Il est fabriqué avec une pluie d'amour par les équipes de Supernatifs. Nous sommes une agence social media basée à Lyon : https://supernatifs.com. Ensemble, nous aidons les entreprises à créer des relations durables et rentables avec leurs audiences. Ensemble, nous inventons, produisons et diffusons des contenus qui engagent vos collaborateurs, vos prospects et vos consommateurs. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Dans cet épisode, on plonge dans la planification d'un événement live de trois jours avec Solène, à un mois de son lancement. Ensemble, nous discutons des aspects stratégiques pour maximiser l'impact et les conversions de cet événement, en simplifiant le contenu pour se concentrer sur l'essentiel. Nous abordons la question clé du contenu gratuit versus payant : comment trouver l'équilibre entre ce qu'on offre et ce qui doit être réservé aux offres payantes. Pour celles qui préparent un événement gratuit, cet échange sera précieux : on parle de la séquence et du timing, jusqu'à l'art de planifier un pitch de vente impactant. Ce coaching aborde également l'importance de la préparation pour capter l'attention et bâtir la confiance, en veillant à ne pas promettre plus que ce qu'on peut offrir dans le format gratuit. Je vous invite à explorer comment des « Quick-Wins » peuvent transformer une audience en clients, en laissant place aux résultats concrets dès le début. Notes et références du podcast : Pour plus d'informations, remplis un formulaire : https://mqconsultation.pro.typeform.com/information Pour tout savoir sur le Diagnostic : ⁠⁠https://mqconsultationinc.com/mqd/ Tu peux aussi rejoindre le groupe Facebook Femmes d'Affaires Accomplies : https://www.facebook.com/groups/femmesdaffairesaccomplies Suis la formation en 6 étapes pour vendre un demi-million de dollars : https://mqconsultationinc.com/formation-mq2-6-etapes-pour-vendre-un-demi-million-de-dollars/

Try Miro now: https://tekpon.com/deals/miro-free/ Resourcify's all-in-one digital circularity platform helps businesses rethink their waste, reduce their costs, and restore the planet. Resourcify is on a mission to enable a zero-waste future and circular economy! Through the digitization of daily operations, our recycling platform enables all businesses to manage, track, and improve their recycling while having less administration and saving up to 40% of the costs compared to conventional waste management. Connect with Angeley

Tu peux soutenir sur le podcast sur KissKissBankBank ou en mettant 5⭐️ sur Apple Podcasts ou Spotify !Elodie est Head of Product Design chez Netwo.Elodie à un parcours qu'on pourrait qualifier de classique : après un BTS et une licence dans le design graphique, elle fait un master dans le design numérique avec spécialisation en psychologie et les sciences comportementales. Grâce à ces derniers, elle commence à s'orienter vers l'UX Design.En parallèle de ses études, Elodie suis un apprentissage chez Attoma en tant que Service Designer. Elle y travaille sur des projets de mobilités urbaines et y découvre la cherche utilisateur et ethnographique. Ne souhaitant continuer dans l'agence en tant qu'indépendante, elle change d'agence.Elodie rejoint alors Insign, en tant qu'Interface Designer : un métier où les délais d'exécution sont plus cours. Elle travaille pendant le boom des applications mobiles : toutes les entreprises veulent leur app. Elodie apprend beaucoup durant cette période. Cependant elle découvre une réalité : les organisations refont leurs applications tous les ans… Juste pour refaire l'application.Elle suit ensuite son manager chez UserAdgent, mais réalise qu'elle passe son temps chez le client et non plus dans l'agence. Elle passe ensuite chez Idean où elle travaille pour le Ministère des Armées et apprécie de le fait de faire évoluer un même projet dans le temps.Pour la suite, Elodie souhaite partir travailler chez le client. Mais chez un client avec une équipe Design existante. Elle rejoint alors la Société Générale et s'occupe des outils internes : une vraie opportunité pour elle, car il y a tout à faire et créer. Mais aussi, à évangéliser…Après 2 années, elle devient Lead. Un gros changement pour elle qui doit désormais recruter une équipe, gérer des budgets, mettre en place des rituels d'équipe. Néanmoins, elle gère principalement une équipe de consultants et subit un turn-over important qui déstabilise son équipe sur le long terme.Elle intègre ensuite Wemanity, une agence / cabinet de conseils en tant que Head of Design. Elodie y va avec la volonté de changer un modèle qu'elle connait de l'intérieur, tout en gérant une équipe en mode agence et en mode conseil.Malgré des succès, Elodie a envie d'autre chose après 2 années en cabinet. C'est alors qu'elle rejoint Netwo. Elle arrive en tant que Head of Product Design, mais son rôle évolue rapidement lorsque de son équipe intègre des Product Managers, en plus des designers. Dans cet épisode, elle revient sur ses missions et la place qu'elle occupe chez Netwo.Elodie aborde aussi l'organisation de son équipe et la manière dont elle fonctionne : rituels, pair-design, points de synchronisation, etc.Enfin on aborde la relation entre les équipes et la nécessité de comprendre la complexité pour la rendre plus simple.Les ressources de l'épisodeNetwoNNGroupEtienne MineurHarvard Business Review Les autres épisode de Design Journeys#25 Morgane Peng, Directrice de l'Experience Design @ Société Générale Corporate and Investment Banking (SGCIB)#70 Vanessa Guilloteau, Head of Product Design @ CANAL+#74 Thomas Vidal, Head of Design @ ThigaA-t-on encore besoin de Product Managers dans un monde de Product Designers ?    Pour contacter Elodie LinkedIn

À l'Antichambre, Luc Bellemare est en compagnie de Guy Carbonneau et François Gagnon pour parler du système défensif des Canadiens. 

Bonjour à tous, J'ai le plaisir de partager avec vous des conversations avec des entrepreneurs et plus largement avec des spécialistes dans leurs domaine, c'est le cas aujourd'hui avec un épisode sur le Leadership en compagnie de Alexis Monville. Aujourd'hui co-fondateur de Pearlside, Alexis est une référence en matière d'accompagnement et de transformation des organisations et des individus, que ce soit au sein de startups, scaleups ou grand groupe. Il a multiplié les expériences permettant à de nombreuses équipes de se développer, aligner ses valeurs et objetifs et créer des environnements propices à l'innovation. Il n'aime pas trop le mot “expert” mais croyez moi, sur ces sujets Alexis est une personnalité reconnue. Aussi conférencier, facilitateur, auteur de 2 livres et podcasteur, bref vous l'avez compris j'ai la chance de vous proposer cet enregistrement avec quelqu'un pour qui j'ai beaucoup d'affection. Bonne écoute ! Ressources citées : Linkedin Alexis : linkedin.com/in/alexismonville Site web personnel : alexis.monville.com Site web Pearlside : pearlside.fr BEPS Navigator Isabel Monville Moving Motivator, Jurgen Appello Le Podcast on Emerging Leadership Livres Alexis : Changing Your Team From The Inside I am a Software Engineer and I am in Charge Retrouvez tous les livres recommandés par les invités du podcast dans la bibliothèque Open Startup : ⁠https://bit.ly/livresOSP Si vous avez aimé cet épisode alors je vous recommande les suivants : Rémi Guyot, Simplifier pour innover Florian Blanc, Geev : Pourquoi jeter quand on peut donner ? Envie de proposer un invité ? Direction ce formulaire → https://bit.ly/3gSqwKx Avant de partir Cela me ferait plaisir aussi d'avoir de vos nouvelles, vous pouvez me contacter sur Linkedin ou Instagram. Si cet épisode vous a été utile, pensez à vous abonner sur votre app' de podcast préférée comme Apple Podcasts ou Spotify. D'ailleurs si le podcast vous plaît et que vous souhaitez me le dire, le meilleur moyen c'est de laisser un avis 5 étoiles sur Apple Podcasts. Allez-y ça ne coûte rien et m'aide beaucoup!

Dans l'épisode de cette semaine, je reçois Gauthier Henroz, le CEO de Chift.Chift est une plateforme qui permet aux éditeurs de logiciels de simplifier et de scaler leurs intégrations avec des outils de gestion, principalement comptables. Au lieu de devoir se connecter manuellement à chaque logiciel, Chift propose une API unifiée qui permet une connexion unique à une multitude de logiciels, facilitant ainsi l'automatisation des flux de données.Durant cet épisode, Gauthier revient sur la genèse de Chift, fondée avec ses deux cofondateurs, Matthieu et Henry. Ils partagent leur parcours, l'origine de l'idée qui est née de frustrations vécues dans leurs précédents postes autour des intégrations complexes et coûteuses pour les PME. Nous abordons également la manière dont Chift a convaincu ses premiers clients, comme PennyLane et Vertiosa, en leur offrant une solution clé pour résoudre leurs problématiques d'intégration.Nous avons discuté des défis techniques derrière les intégrations avec des logiciels comptables, des stratégies pour obtenir des accès API et de l'évolution du produit, qui s'étend maintenant à plusieurs secteurs comme le e-commerce et les points de vente.Vous pouvez suivre Gauthier sur LinkedIn.Bonne écoute !Mentionnés pendant l'épisode :PennyLaneAgicapOdooVertiosaPour soutenir SaaS Connection en 1 minute⏱ (et 2 secondes) :Abonnez-vous à SaaS Connection sur votre plateforme préférée pour ne rater aucun épisode

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“On n'est plus une petite startup. Et tant mieux car on est quand même une entreprise à mission. Donc plus on grossit, plus on a d'impact. On le mesure au nombre de paniers sauvés." Laurent Kretz retrouve Meleyne Rabot. Après un passage chez Just Eat, elle lui donne cette fois-ci des nouvelles de Too Good To Go. Meleyne revient sur son expérience en tant que Country Manager de l'application qui lutte contre le gaspillage alimentaire et qui, depuis sa création, a sauvé 330 millions de repas dans le monde. Elle nous partage ses 3 leviers de croissance : innovation technologique, sensibilisation des consommateurs et commerçants et lobbying auprès des décisionnaires politiques. Dans ce nouvel épisode du Panier, vous trouverez des clés pour : 00:00:00 - Intro 00:04:45- Rejoindre une entreprise à mission pour booster son impact ; 00:13:40 - Passer d'une startup à une entreprise présente dans bientôt 19 pays ; 00:26:45 - Comment gagner 5 millions de nouveaux clients en 1 année dans un contexte d'inflation ; 00:31:30 - Intervenir en amont de la chaîne de valeur pour ne pas avoir à agir en aval ; 00:37:00 - Faire du lobbying au niveau européen pour créer une contrainte législative ; 00:43:40 - Simplifier la tâche aux commerçants en mobilisant sa data ; 00:46:20 - Faire des choix stratégiques sur la livraison pour respecter son ADN écologique ; 00:53:45 - Engager ses collaborateurs avec des actions concrètes au quotidien. Pour en savoir plus sur les références abordées dans l'épisode : #87 - Just Eat : Comment le marché du food delivery a pris 3 ans de maturité en quelques mois ? #110 - Too Good To Go : Sauver 80 millions de repas dans 18 pays du monde en 5 ans, avec Georges Abi-Heila TrainLine Loi Garrot Les Gueules cassées Codabene Infinite Game de Simon Sinek Et quelques dernières infos à vous partager : Suivez Le Panier sur Instagram lepanier.podcast ! Inscrivez- vous à la newsletter sur leanier.io pour cartonner en e-comm ! Écoutez les épisodes sur Apple Podcasts, Spotify ou encore Podcast Addict Le Panier est un podcast produit par CosaVostra, du label Orso Media.

"I recorded this interview before I'd met Tom in person or been on the Marketer's Cruise," notes Hersh Rephun of his sit-down with Tom Beal, aka "The Simplifier." "It made me an instant fan, so by the time we got to know each other on the ship, I was starstruck."