Podcasts about smes

What does it really take to build a fintech company that quietly fixes one of the most frustrating problems SMEs face every day? In this episode of Tech Talks Daily, I'm joined by Pierre-Antoine Dusoulier, the Founder and CEO of iBanFirst, for a candid conversation about entrepreneurship, timing, and why cross-border payments have remained broken for so long.  Pierre-Antoine's story begins in London, where his early career as an FX trader felt like a compromise at the time, yet quietly gave him a front-row seat to inefficiencies most people accepted as normal. That experience would later shape two companies and a very clear point of view on how money should move across borders. Pierre-Antoine walks through his first venture, Combeast.com, one of France's earliest FX brokerages for retail investors, and what he learned from selling it to Saxo Bank and staying on to run Western European operations. That chapter matters, because it exposed the gap between how sophisticated FX markets really are and how poorly SMEs are served when FX and payments are bundled together inside traditional banks. Out of that frustration, IbanFirst was born in 2016 with a simple idea: treat cross-border payments as a specialist discipline, not a side feature. Today, IbanFirst serves more than 10,000 clients across Europe and processes over €2 billion in transactions every month. We dig into why growth has continued while many fintechs have slowed, from a product designed to be used daily, to proactive sales, to a new generation of CFOs and CEOs who expect the same clarity and speed at work that they get from consumer fintech tools.  Pierre-Antoine explains how real-time FX rates, payment tracking using SWIFT GPI, and multi-entity account management change the day-to-day reality for SMEs trading internationally. We also talk about Brexit, and how being rooted in continental Europe created an unexpected opening. Pierre-Antoine shares why expanding into the UK, including the acquisition of Cornhill, made sense, and why London's payments ecosystem still stands apart in scale and depth. Along the way, he is refreshingly open about the heavy investment required in compliance, trust, and regulation, and why nearly a third of IbanFirst's team focuses on operations and oversight. Looking ahead, Pierre-Antoine lays out a bold vision for the SME payments market, predicting a future where specialists replace banks in much the same way fintech reshaped consumer money transfers. As cross-border trade grows and currency volatility becomes a daily concern, his perspective raises an interesting question for anyone running an international business today:  if specialists already exist, why keep relying on systems that were never designed for how SMEs actually operate? Useful Links: Connect with Pierre-Antoine Dusoulier Learn more about iBanFirst, Tech Talks Daily is sponsored by Denodo

The Dext Effect: How Modern Bookkeepers Save UK SMBs: https://subscribepage.io/qn0D3U We talk about the Dext report here: https://www.youtube.com/watch?v=02y_ZDbROus In this solo episode, Zoe dives into why so many bookkeeping practices are falling behind — not because of skill, but because the industry has evolved faster than the services most bookkeepers are offering. Drawing on new data from Dext's survey of 500 SMEs, Zoe reveals a widening gap between what small businesses urgently need (support, clarity, forecasting, guidance) and what the bookkeeping profession is traditionally providing. She speaks candidly about the crisis mindset many business owners are in — some even saying conditions now feel worse than Covid — and explains the pivotal opportunity for bookkeepers to reposition themselves as finance business partners. Through insights from their Summer 2025 Bookkeeper Survey, Zoe breaks down the time bottlenecks, confidence challenges, and outdated processes keeping practices stuck. She then shares a practical roadmap for modernising your practice through 1% improvements, automation, advisory conversations, and building a gold-standard service that scales with ease. ----------------------------------------------- About us We're Jo and Zoe and we help bookkeepers find clients, make more money and build profitable businesses they love. Find out about working with us in The Bookkeepers' Collective, at: 6figurebookkeeper.com/collective ----------------------------------------------- About our Sponsor This episode of The Bookkeepers' Podcast is sponsored by Xero. Get 90% off your first 6 months by visiting: https://xero5440.partnerlinks.io/6figurebookkeeper ----------------------------------------------- Promotion This video contains paid promotion. ----------------------------------------------- Disclaimer The information contained in The Bookkeepers' Podcast is provided for information purposes only. The contents of The Bookkeepers' Podcast is not intended to amount to advice and you should not rely on any of the contents of the Bookkeepers' Podcast. Professional advice should be obtained before taking or refraining from taking any action as a result of the contents of the Bookkeepers' Podcast. The 6 Figure Bookkeeper Ltd disclaims all liability and responsibility arising from any reliance placed on any of the contents of the Bookkeepers' Podcast.

Today we're exploring a remarkable success story - 40 SME business have just completed Business in the Community Ireland's All-Ireland Climate Action Programme, doubling the participation from last year. The programme, delivered in partnership with Business in the Community Northern Ireland, brought together these SMEs with support from major corporates including Bank of Ireland Group, ESB, and SSE Airtricity.Visit www.thinkbusiness.ie for more news and supports for start-ups and SMEs in Ireland. If you want to start and grow a business, ThinkBusiness.

The Gulf as One System: Bahrain's Aerospace EcosystemMany organizations get too big to succeed. Bahrain is small enough to call the minister and align an ecosystem over coffee. That's not a limitation—it's infrastructure. Leena Faraj spent a decade proving that relationship density beats bureaucratic scale. One island. Neighbors who outspend you ten to one. The puzzle: how do you win when you can't win the resource game? The answer: don't fight for the whole trip—win the increment. For some, Bahrain may not be big enough for two-week stays. But "pop in for a couple of days" works when the Gulf operates as one system. Regional partnerships turn constraints into market expansion.The method: incubate what government can't control, prove it works, and hand it back. Tamkeen for SMEs. Mumtalakat—the sovereign fund whose subsidiaries now include McLaren. Airport operations are separated from the regulator. Ten years of lobbying later: Bahrain's first National Aviation Strategy.Paradigm Shifts:

Outsourcing podcast Learn more about this outsourcing podcast and Inside Outsourcing here: https://www.outsourceaccelerator.com/podcast/inside-outsourcing-podcast-series/    We're publishing the entire book, Inside Outsourcing, written by Derek Gallimore, on this podcast feed over the coming weeks. This episode: OA 569 Inside Outsourcing (full audiobook) - Chapter 2.3 SMEs and Business   If you're tuning in for the first time, go back to Episode 563 to catch the book from the beginning. — — — About the book: Inside Outsourcing: How Remote Work, Offshoring & Global Employment is Changing the World Outsourcing has long been criticized for low wages and poor conditions, yet nearly every major company—from Apple to JP Morgan—depends on it. Once a $200 billion industry limited to multinationals, outsourcing is now accessible to small and mid-sized firms, offering up to 70% savings and access to a global talent pool of 2 billion professionals. Inside Outsourcing unpacks the industry's evolution, misconceptions, and future—offering clear insights and practical guidance for businesses ready to harness outsourcing as a driver of innovation and growth.   NOTES on listening: We will be publishing full chapters of the book over the coming weeks. Start with Ep 563 first, and tune in next week for the following chapter(s). Please share with your friends.   Get a copy of the book: You can buy a full version of Inside Outsourcing for yourself from Amazon - with audio, Kindle, and hardcopy available. https://www.amazon.com/Inside-Outsourcing-Offshoring-Employment-Changing/dp/1739623002   Please leave a review: If you've listened to the book and enjoyed it, please support us by leaving a review on Amazon or Goodreads. https://www.amazon.com/Inside-Outsourcing-Offshoring-Employment-Changing/dp/1739623002 or https://www.goodreads.com/book/show/61210866-inside-outsourcing Enjoy.   Start Outsourcing Outsource Accelerator can help you transform your business with outsourcing. Get in touch now, or use one of the resources below.   Business Process Outsourcing Get a Free Quote - Connect with 3 verified outsourcing experts & see how outsourcing can transform your business Book a Discovery Call - See how Outsource Accelerator can help you enhance your company's innovation and growth with outsourcing The Top 40 BPOs - We have compiled this review of the most notable 40 Business Process Outsourcing companies in the Philippines Outsourcing Calculator - This tool provides you with invaluable insight into the potential savings outsourcing can do for your business Outsourcing Salary Guide - Access the comprehensive guide to payroll salary compensation, benefits, and allowances in the Philippines Outsourcing Accelerator Podcast - Subscribe and listen to the world's leading outsourcing podcast, hosted by Derek Gallimore Payoneer - The leading global B2B payment solution for the outsourcing industry   About Outsource Accelerator Outsource Accelerator is the world's leading outsourcing marketplace and advisory. We offer the full spectrum of services, from light advisory and vendor brokerage, though to full implementation and fully-managed solutions. We service companies of all sectors, and all sizes, spanning all departmental verticals. Outsource Accelerator's unique approach to outsourcing enables our clients to build the best teams, access the most flexible solutions, and generate the best results possible. Our unrivaled sector knowledge and market reach mean that you get the best terms and results possible, at the best ALL-IN market-leading price - guaranteed.

By Dominic Colenso, who is an international speaker, communication coach and the author of Cut-Through: The pitch and presentation playbook. Playing the leading role: How to deliver when all eyes are on you When I was shooting the film Thunderbirds, the late Bill Paxton gave me a piece of advice that has stayed with me ever since. He said, "Honour the audience." Cut-Through and play the leading role Bill had starred in some of the biggest films of his generation, yet he was meticulous about understanding who the film was for and what they expected from it. His point was simple. When you're in the spotlight, it's very easy to think you're the most important person in the room. In reality, the audience is. That lesson applies just as much in business as it does on screen. When leaders speak, whether it's in a pitch, a town hall, or a project update, all eyes are already on them. Playing the leading role in that moment isn't about commanding attention or dominating airtime. It's about taking responsibility for how the message lands. One of the most common issues I see in tech companies and SMEs is leaders over-relying on content. They build detailed decks, share reams of information, and hope that clarity will emerge. But clarity doesn't come from volume. It comes from intention. In my first book, IMPACT: How to be more confident, increase your influence and know what to say under pressure, I suggest that intention is the first ingredient of effective communication for a reason. Before an actor steps on stage, they're crystal clear on what they are there to do. What should the audience feel? What energy do they need to bring to the scene? They understand their role in the narrative. Leaders face the same challenge. If you can't clearly articulate what you want your audience to know, feel, or do after you've spoken, your message will lack focus, no matter how strong the strategy is. Once intention is clear, presence becomes critical. Presence isn't charisma or confidence in the traditional sense. It's the ability to be fully there, especially when the pressure is on. On stage, that comes from breath, posture, and focus. In leadership, those things are vital too. They show up in how calmly you speak, how well you listen, and how much space you give others. People read these signals instantly. If a leader looks rushed or distracted, the room becomes unsettled. If they're grounded and attentive, trust builds. This isn't about personality. It's about presence and awareness of the signals you're sending out. That's where preparation comes in. In acting, rehearsal isn't only about memorising lines. More importantly, it's about creating enough familiarity with the material that you can respond naturally in the moment. The performances that look most relaxed are usually the most rehearsed. In my latest book, Cut-Through: The Pitch and Presentation Playbook, I describe this as drilling the moments that matter. Your opening words. Your closing message. The question you hope doesn't get asked but probably will. Leaders who do this work show up calmer, clearer, and more credible. Those who don't often feel exposed when things don't go to plan. Importantly, playing the leading role doesn't mean being centre stage all the time. The best leaders, like the best actors, make the people around them better. They shine the spotlight on their teams, create clarity about direction, and help others understand where they fit and why their work matters. When all eyes are on you, your job isn't to perform harder. It's to serve better. Be clear on your intention. Show up with presence. Prepare properly. Do that, and people won't just hear your message. They'll buy into it. Dominic Colenso is an international speaker, communication coach and the author of Cut-Through: The pitch and presentation playbook. See more breaking stories here. More about Irish Tech News Irish Tech News are Ireland's No. 1 Online Tech Publication and often Ireland's No.1 Tech Podc...

India's rural areas are developing at an extraordinary rate, and it poses both challenges and extraordinary opportunities to rethink development at a large scale. Across the OECD, over nine in ten households are now connected to the Internet, but in rural regions connectivity still lags behind, with only about 89% of rural households having even a basic broadband connection. https://www.oecd.org/en/publications/2024/11/oecd-digital-economy-outlook-2024-volume-2_9b2801fc.html India reflects these contrasts in its own way, but the speed of change is remarkable. Over the four years ending in December 2024, internet penetration in rural India surged from 59% to 78%, a jump that outpaced urban growth, which rose from 77% to 90% over the same period. https://telecom.economictimes.indiatimes.com/news/industry/indias-rural-subscribers-to-primarily-drive-arpu-growth-in-fy26-crisil/121130745 Recorded live from the OECD Rural Development Conference in Rio de Janeiro, Shayne MacLachlan speaks with Shahid Iqbal Choudhary, Secretary to the Government in the Department of Rural Development and Panchayati Raj, about how India's fascinating track-record of rural transformation can offer practical lessons to policymakers everywhere. Tune in to hear how one of the world's most dynamic rural transformations is unfolding and what it means for the future of development. Dr. Shahid currently serves as Secretary to the Government, Department of Rural Development and Panchayati Raj (Local Self-Government). Over the course of his distinguished public service career, he has held several key leadership positions, including Secretary, Tribal Affairs, J&K Government; CEO, Mission Youth J&K; Managing Director, Skill Development & Livelihood Initiatives; and multiple tenures as District Development Commissioner/District Magistrate in Srinagar, Rajouri, Bandipora, Leh, Udhampur, Kathua, and Reasi. He has also served as Additional Secretary in the Chief Minister's Office, Director, Information & Public Relations, Managing Director, J&K Tourism Development Corporation, Additional Secretary, Planning & Development, Special Officer, Relief & Reconstruction Leh, and SDM Nowshera. Internationally, Dr. Shahid is recognized as a resource person on mobile indigenous communities, transhumance, and migration. He is a member of the UN Working Group for the International Year of Rangelands and Pastoralists and has represented India in international collaborations on pastoralism and migratory indigenous peoples in Albania (2021), Ethiopia (2021), and Italy (2022). As Public Affairs and Communications Manager, Shayne engages with policy issues concerning SMEs, tourism, culture, regions and cities to name a few. He has worked on a number of OECD campaigns including “Going Digital”, "Climate Action" and "I am the future of work". **** To learn more, visit OECD Latin American Rural Development Conference www.oecd.org/en/events/2025/11/…nt-conference.html and the OECD's work on Rural Development www.oecd.org/en/topics/policy-i…l-development.html. Find out more on these topics by reading Reinforcing Rural Resilience www.oecd.org/en/publications/re…e_7cd485e3-en.html and Rural Innovation Pathways www.oecd.org/en/publications/ru…s_c86de0f4-en.html. To learn more about the OECD, our global reach, and how to join us, go to www.oecd.org/about/ To keep up with latest at the OECD, visit www.oecd.org/ Get the latest OECD content delivered directly to your inbox! Subscribe to our newsletters: www.oecd.org/newsletters

What does it take to build truly product-driven engineering teams? In this episode, Matt Watson — founder and CEO of Full Scale and author of Product Driven — joins Lily and Randy to challenge the longstanding silos between product and engineering. Drawing on 25+ years of experience and four tech ventures, Matt makes the case for why developers need more than just code to care about: they need context, ownership, and clarity.From redefining “done” to the evolving role of AI in software teams, this conversation dives into how product leaders can foster a culture where engineers aren't just implementers, but co-creators of customer value.Chapters0:00 – Why “no feedback” is a warning sign, not success1:46 – Matt's journey: from developer to founder2:58 – Thinking outside the code: how the book Product Driven started4:50 – Why many engineers don't think about the customer5:57 – The rise of product managers and the walling off of engineers6:56 – Redefining the role of PMs in cross-functional teams9:01 – Metrics, measurement, and the illusion of progress10:57 – Ownership as the root of productivity13:04 – Code monkeys, culture, and killing creativity14:55 – Communicating context: five minutes that save weeks17:04 – AI and the changing definition of developer productivity20:32 – External value vs internal tech debt22:48 – The Product Driven model: Vision, Focus, Clarity, Shared Ownership, Courage27:08 – Why courage is the starting point for changeOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

The mid-year economic and fiscal outlook has confirmed that Australia's federal budget will remain deeply in the red until at least the 2035 financial year. Plus, SMEs are under serious financial pressure. See omnystudio.com/listener for privacy information.

We explore the innovations shaping the future of healthcare where we're joined by Simon Wallace, Chief Medical Information Officer for Microsoft UK and Ireland, to discuss Dragon Copilot, a groundbreaking technology that's redefining clinical workflows.Visit www.thinkbusiness.ie for more news and supports for start-ups and SMEs in Ireland. If you want to start and grow a business, ThinkBusiness.

Join Debbie Gilbert from The Business Awards Show as we discover How a Qualified Marketing Expert Can Transform Your Business with Dee Blick. Dee is a multi-award-winning marketing expert, and author of six bestselling books. Crucially, she is one of only 3% of marketers globally to hold Fellowship status with the Chartered Institute of Marketing. With 41 years in marketing, Dee evolved from working in "big glossy businesses" to becoming a passionate advocate for SMEs. A natural writer who "tumbled into marketing," she continues writing for magazines, as well as her books, combining her twin passions seamlessly. Key insights from this episode: • Why "marketer" has become misappropriated: web designers to promotional gift sellers claim the title without proper training or understanding of marketing fundamentals  • You have to put in the hard yards to become a Fellow: Dee submitted a rigorous dossier proving decades of grassroots work  • Unregulated industries are a problem: many businesses have spendt £20,000+ with "marketers" (actually web developers) pushing expensive websites without the right marketing analysis • Good marketing advice is unbiased: it should prioritize client success over selling schemes, memberships, or specific services Book Awards vs Business Awards: Unlike business awards, book awards often nominate works independently. Dee won awards from independent review sites, Guardian Top 10 Reads for Entrepreneurs, and magazine writing awards; all without entering. The Business Book Awards, however, requires a written entry but features rigorous judging where every book is read and assessed on content quality, not sales figures or publisher prestige. "You're The Best!" - Dee's Latest Book: Born from a dream (literally!), this personal branding guide distills Dee's 40-year template for moving from "seeker of opportunity" to "sought after." Written against the backdrop of AI "bleaching" authentic brands, it celebrates authenticity and provides a step-by-step roadmap to building your brand without selling expensive schemes. Dee's Essential Marketing Tips: Strip back to basics: identify your target audience, overcome barriers to sale, and create wow moments throughout your client journey. Additionally, review marketing spend: small amounts add up to thousands when misaligned with your target audience. And if you don't have time to do marketing, bring in a specialist, even for 10-15 hours a week. It will pay dividends. About Dee Dee is a multi-award-winning Fellow of the Chartered Institute of Marketing. She is also a #1 bestselling marketing author of books including, The 15 Essential Marketing Masterclasses for Your Small Business (Wiley), winner of the Bookbag non-fiction award. Her previous book, The Ultimate Small Business Marketing Book, hit the Amazon charts at 150 before remaining a top 10 category bestseller for 5 years. It was even translated into Chinese after Dee was offered a publishing deal by CITIC Publishing. She has just launched her fifth marketing book, You're the Best! How to Build an Authentic and Magnetic Personal Brand. It offers 13 chapters of theory-free wisdom and experience so you can move from "seeker" to "sought after". On Amazon pre-release it was #1 in 6 categories. It is essential reading for any founder wanting to be a magnet for clients, introducers, and influencers on a shoestring budget. Throughout a 40-year career, Dee has worked with clients from all sectors,helping each one to build their personal brand and become a key person of influence. Consistently, she has followed the same process, delivering considerable success.     {2:20} Dee's business journey. {3:22} What made Dee go into marketing. {4:33} Working with a diverse range of customers. {6:05} Why the Chartered Institute of Marketing is so essential. {9:58} The worrying growth of unqualified marketeers. {13:20} Dee's experience of book awards. {20:27} You're the Best! The book to build your personal brand. {28:37} How awards and personal branding align. {29:36} The Boutique - Dee's work of fiction. {32:28} Dee's top marketing tips.   Connect with Debbie at: https://thebusinessawardsshow.co.uk                                         https://bestsmeawards.co.uk/                                        Connect with Dee:  https://www.linkedin.com/in/creativemarketer/ Facebook:  https://www.facebook.com/dee.blick Instagram: https://www.instagram.com/blick.dee/ You're the Best!: https://www.amazon.co.uk/Youre-Best-Authentic-Magnetic-Personal/dp/1917534078 15 Essential Marketing Masterclasses for Your Small Business: https://www.amazon.co.uk/Essential-Marketing-Masterclasses-Small-Business/dp/0857084402

The OECD Report for Regional Policy for Greece Post-2020 (https://www.oecd.org/en/publications/regional-policy-for-greece-post-2020_cedf09a5-en.html) revealed that 32% of the population lives in predominantly rural regions which is significantly higher than the OECD average share of rural population which is around 25%. Of those living in predominantly rural regions (~3.4 million people), roughly 3 million live in remote rural regions meaning Greece has one of the largest shares in this demographic among OECD countries. Recorded live from the OECD Rural Development Conference in Rio de Janeiro, Greek officials Vasiliki Pantelopoulou (Secretary-General of the Partnership Agreement) and Christos Kyrkoglou (General Director of Monitoring and Implementation) explain Greece's approach to rural urban development under the European Union's Cohesion Policy and the role of Integrated Territorial Investments (ITIs). They describe their respective roles in coordinating and implementing programmes financed through the Partnership Agreement, stressing the importance of integrating urban and rural policies. Sit back, relax and take a listen! Vasiliki Pantelopoulou is a lawyer and a Member of Athens Bar Association. She graduated from School of Law of the National and Kapodistrian University of Athens and holds two postgraduate degrees (LL.M. in Commercial and Business Law from East Anglia University, U.K., and MSc in Business Administration for Law Practitioners from Alba Graduate Business School, The American College of Greece, Greece). She is a Member of the Board of the Hellenic Development Bank. She has worked for twenty years as an in-house lawyer at STASY – Urban Rail Transport S.A., specialized in the field of public procurement (Law 4412/2016). Since April 2023, she has been the Director of Legal Services at Metavasi S.A. – Hellenic Company for Just Transition S.A. She is a Member of investing Committees such as EQUIFUND I & II, TEPIX III Loan Fund and others. Christos Kyrkoglou is the General Director of Monitoring and Implementation for the ESPA, which operate under the Secretary General. Mr Kyrkoglou holds a Bachelor's Degree in Sociology from Panteion University of Social and Political Sciences, as well as a Master's Degree in Urban and Regional Development from the same institution. In 2023, he was appointed Head of the Special Service for the Coordination of Regional Programs of the General Secretariat for the Partnership Agreement of the Ministry of Economy and Finance. Since 2025, he is Head of the General Directorate for Monitoring and Implementation. His professional interests and fields of expertise span the full spectrum of development interventions under the Partnership Agreement for Regional Development 2021–2027, with a particular focus on employment, human resources development, innovation and entrepreneurship, social policy, territorial development, culture, and the environment. As Public Affairs and Communications Manager, Shayne engages with policy issues concerning SMEs, tourism, culture, regions and cities to name a few. He has worked on a number of OECD campaigns including “Going Digital”, "Climate Action" and "I am the future of work". **** To learn more, visit OECD Latin American Rural Development Conference www.oecd.org/en/events/2025/11/…nt-conference.html and the OECD's work on Rural Development www.oecd.org/en/topics/policy-i…l-development.html. Find out more on these topics by reading Reinforcing Rural Resilience www.oecd.org/en/publications/re…e_7cd485e3-en.html and Rural Innovation Pathways www.oecd.org/en/publications/ru…s_c86de0f4-en.html. To learn more about the OECD, our global reach, and how to join us, go to www.oecd.org/about/ To keep up with latest at the OECD, visit www.oecd.org/ Get the latest OECD content delivered directly to your inbox! Subscribe to our newsletters: www.oecd.org/newsletters

Australia’s small and medium-sized businesses are under sustained pressure from higher costs, tighter cash flow and uneven economic conditions. Sean Aylmer speaks with CreditorWatch chief economist Ivan Colhoun about why capital city SMEs are failing at higher rates than regional businesses, which sectors are most exposed, and what the latest Business Risk Index reveals about the year ahead.Find out more: https://fearandgreed.com.au/See omnystudio.com/listener for privacy information.

Welcome to the CanadianSME Small Business Podcast, hosted by SK. In this episode, we explore how small and medium-sized businesses can move beyond AI hype and build practical, measurable strategies that drive real value.Joining us is Edward Johnson, AI Strategy Consultant at PRAKTIKAI and Founder of Ikinique Ltd., known for bridging business strategy with deep technical insight across fintech, healthcare, and capital markets. Edward helps organizations design responsible data and AI roadmaps while building strong, human centered tech cultures.Key Highlights:Demystifying AI for SMEs: How simple, low cost automations can deliver immediate operational wins. Blockchain Beyond Crypto: Where blockchain will drive value in retail, healthcare, and logistics. Tech Culture & Leadership: Lessons on building innovative, resilient teams in fast changing environments. TariffEdge & Compliance Tools: How new solutions simplify tariffs and support Bill 149 and 190 readiness. Future of Human Centered Tech: Edward's global perspective on building ethical, scalable tech ecosystems.Special Thanks to Our Partners:RBC: https://www.rbcroyalbank.com/dms/business/accounts/beyond-banking/index.htmlUPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWAGoogle: https://www.google.ca/A1 Global College: https://a1globalcollege.ca/ADP Canada: https://www.adp.ca/en.aspxFor more expert insights, visit www.canadiansme.ca and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age!Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

Welcome to the CanadianSME Small Business Podcast, hosted by Maheen Bari. In this AI for SMBs series, we explore how Artificial Intelligence is reshaping productivity, decision-making, and growth for Canadian small businesses.Today's episode features Chris McLellan, Founder of Friends Electric and creator of the nonprofit Ask AI. With over 15 years of experience launching breakthrough technologies globally, Chris specializes in building practical, human-AI powered marketing systems for SMEs.Key Highlights:Taxi Wars & Market Disruption: Chris shares lessons from London's taxi app battles and how they inform today's AI-driven regulatory and market shifts. AI Adoption for SMBs: He explains how small businesses can begin using AI for marketing, growth, and productivity through human-AI collaboration. Data Governance & Standards: Chris breaks down the importance of the ISO-approved Data Collaboration Framework for secure, ethical data innovation in Canada. AI-Enabled Content Engine: He discusses his model for scaling content and marketing programs with AI while staying rooted in strategy and adaptability.Special Thanks to Our Partners:RBC: https://www.rbcroyalbank.com/dms/business/accounts/beyond-banking/index.htmlUPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWAGoogle: https://www.google.ca/A1 Global College: https://a1globalcollege.ca/ADP Canada: https://www.adp.ca/en.aspxFor more expert insights, visit www.canadiansme.ca and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age!Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

Pathos Communications (LSE:NEWS) CEO Omar Hamdi talked with Proactive's Stephen Gunnion about the company's mission to revolutionise media access for small and medium-sized enterprises (SMEs) through its proprietary AI tools. Hamdi outlined how Pathos Communications solves a long-standing issue in the PR space: getting SMEs into mainstream media coverage, a space typically dominated by billion-pound companies. With over 400 million SMEs globally, the company aims to scale impact through technology, not traditional PR methods. Pathos, recently named the fastest-growing communications firm in the UK by the Financial Times, is now a London-listed business. Hamdi highlighted that the decision to list was strategic: “We looked at all of the markets in the world, and we said, London's the right place for us to be.” He also noted the rare backing of institutional investors, including Venture Capital Trusts. The firm's roadmap includes scaling existing systems, global expansion into non-English-speaking markets, and advancing two internal AI tools: PathosMind, a PR brain for agencies, and Pressella, a virtual publicist for SMEs. “We believe that every business should have a full-time publicist,” said Hamdi. “The good news is you don't have to pay $150,000 for one.” Watch the full interview for more on how Pathos plans to disrupt the global PR market. For more interviews, visit Proactive's YouTube channel. Don't forget to like this video, subscribe to our channel, and hit the bell for notifications on new content. #PathosCommunications #OmarHamdi #AIPR #PublicRelations #SmallBusinessMarketing #SMEGrowth #AItools #ProactiveInvestors #LondonIPO #TechGrowth #Pressella #PathosMind

Greengage & Co Group Plc founder and CEO Sean Kiernan talked with Proactive's Stephen Gunnion about the company's plans to float on the Access segment of the Aquis Growth Market and its unique Bitcoin yield reserve strategy. Kiernan explained how Greengage, a fintech platform offering accounts and lending services, is addressing challenges faced by clients in the crypto space and underserved SMEs. The platform facilitates wholesale Bitcoin-backed loans and focuses on private credit lending. He highlighted the company's differentiated treasury approach, stating, “Our version is using our own fintech platform... to get a loan against Bitcoin... and then deploy out the loan proceeds to the private credit world.” The strategy seeks to earn a net yield by leveraging Bitcoin through lending, while protecting downside risk using structured loan mechanisms. Kiernan also shared details about the IPO plans, noting the decision to list on Aquis was driven by strong liquidity in the Bitcoin treasury space. Proceeds from the IPO will largely be used to acquire Bitcoin, which will then be leveraged to fund yield-generating loans. With over 40 client accounts opened and more than $350 million in loans facilitated to date, Kiernan sees significant growth potential. He said the IPO will help build awareness of the core fintech platform and increase investor engagement, while reinforcing the company's strategic focus on Bitcoin as a treasury asset. To hear more about Greengage's growth plans and strategy, watch the full interview. For more videos like this, visit Proactive's YouTube channel. Don't forget to give this video a like, subscribe, and turn on notifications to stay updated. #BitcoinYield #CryptoLending #GreengageGroup #SeanKiernan #FintechStrategy #AquisIPO #BitcoinTreasury #PrivateCredit #DeBanking #Stablecoins #CryptoFinance #IPO2025 #DigitalAssets #BlockchainFinance #BitcoinLoans

Business in the Community Ireland has been instrumental in moving sustainability from the margins to the mainstream in Irish business. Tomas Sercovich, CEO of Business in the Community Ireland, talks about why climate change and inequality remain urgent challenges.Visit www.thinkbusiness.ie for more news and supports for start-ups and SMEs in Ireland. If you want to start and grow a business, ThinkBusiness.

In the headlines this week: ☑️ OECS Trade Finance Workshop targets systemic barriers to SMEs accessing finance to grow their businesses ☑️ OECS Commission extends deadline for the OECS Student Census

There are two major forces shaping how businesses operate right now: intergenerational pressures, and hefty tax debts. In this week’s episode, leadership expert Marnie Brokenshire explains why managing five generations in one workplace is pushing managers to their limits - and why employees in their 50s may be the most underutilised asset in your organisation. Marnie also outlines the emotional-intelligence skills needed to turn generational tension into team strength. Next, CEO of Grow Capital Gus Gilkeson, breaks down this year’s surge in ATO tax debt - and what SMEs must do to avoid financial strain. Gus shares practical steps for early intervention, clear communication and managing tax obligations before they become business-threatening. Business Essentials is produced by: SoundCartelsoundcartel.com.au+61 3 9882 8333See omnystudio.com/listener for privacy information.

It's a magnet for side hustlers around Europe. The CoCreate event was held this November in London, the first time it's come to Europe. It's an event run by Alibaba.com, a global online marketplace for b2b wholesale trade. Small businesses use it to source in bulk products from manufacturers and trading companies to then sell to consumers themselves. Alibaba.com is part of Alibaba Group founded by Jack Ma in China in 1999. Alibaba.com now connects 50 million buyers with 200,000 global suppliers, many of them based in China. At CoCreate there are suppliers showing off their wares, including everything from robot vacuum cleaners to skincare products and fashion items. Dougal Shaw spoke to the entrepreneurs who flocked to this event before catching up with Kuo Zhang, the president of Alibaba.com, to find out how small companies can access global supply chains, with AI making the task increasingly sophisticated. Hosted on Acast. See acast.com/privacy for more information.

In this final Accountants Minute Podcast episode for 2025, Peter Towers is joined by Darren Gleeson, Managing Director of TaxFitness, to explore how benchmarking and virtual CFO services can transform struggling SMEs into top-performing businesses. They discuss why benchmarking against the top 20% (not the average) is critical, how to turn profit gaps into advisory opportunities, and why accountants and bookkeepers must move beyond compliance if they want to stay relevant in an AI-driven world. Perfect for firms ready to lead clients—and their own team—into 2026 with stronger profitability and sharper advisory services. You can also access our podcast on: Amazon Music Apple Podcasts Audible Spotify YouTube  

In this episode, Prerna Singh, CPTO at Avaaz, walks us through how AI is reshaping the way we prototype, learn and build digital products. Rather than replacing teams or skipping straight to production, she argues that AI shines when used as a “thought partner” to accelerate early‑stage experimentation. Through her own journey building a community platform on weekends, she demonstrates how tools like ChatGPT, Lovable (and later Claude / Replet) and Figma AI enabled her to move from blank page to clickable prototype in hours — while retaining the human insight, iteration and context that underpin good product work. The conversation reframes common assumptions about “fast‑AI = bypass human work,” and instead proposes a balanced adoption path: start in “sandbox mode,” learn and play — before graduating to “architect mode” where the real value to business begins.Chapters00:00 – Introduction & AI's impact on product cycles01:43 – Meet Prerna Singh: her background in product and community building03:50 – The community problem: logistics over connection05:11 – Turning to AI to solve her own problem06:50 – What AI can't do: user insight and human judgment08:08 – From waterfall to short-cycle prototyping10:54 – Using ChatGPT as a Socratic thought partner13:07 – Working solo vs team: where AI fits17:17 – From prompt to prototype: using Lovable19:06 – Iterating with Figma AI and other tools23:00 – Real feedback from real users25:02 – Creating a feedback knowledge base with AI26:16 – AI vs design sprints: same principles, new toolsOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

In this episode of the Business Coach Podcast, business coach Kevin O'Keefe shares why true sales success isn't about pushing products or features—it's about understanding what customers are really buying. Drawing from decades in international banking and two decades as an ActionCOACH mentor, Kevin reveals the five key metrics that drive business growth and how gap analysis can transform sales performance. Through engaging stories and practical insights, he shows how knowing your customer, not just your product, leads to stronger margins, loyal clients, and long-term success.Coaching is more than a job, it's a calling. Discover how you can become a certified ActionCOACH and change lives, starting with your own. Get started by clicking here. https://lp.actioncoach.com/franchise-apply  About Kevin O'Keefe:Kevin O'Keefe is an experienced business coach and chartered accountant with over 20 years at ActionCOACH. After a global career in finance spanning Europe, the Middle East, and Asia, Kevin now helps SMEs unlock growth through smarter sales strategies and better systems. Known for his straightforward, results-driven approach, he teaches leaders to focus on value, not just volume, helping businesses sell solutions that truly matter.Learn more: https://kevinokeeffe.actioncoach.com/About ActionCOACHActionCOACH is a global business coaching firm founded in 1993 by Brad Sugars. It offers coaching services to all types of businesses, providing guidance and support in various aspects of business management, including marketing, sales, finance, team building, and systems development. ActionCOACH operates through a network of trained business coaches who work directly with clients to help them achieve their business goals and overcome challenges. The company's vision is to "create world abundance through business re-education," aiming to empower entrepreneurs and business owners to build profitable enterprises that work without them. Learn more about ActionCOACH: https://www.actioncoach.com/Become A Coach: https://www.actioncoach.com/

About Ayah Yahia AlRashdanAyah Yahia AlRashdan is a marketing strategist and leader who blends engineering-level analytical thinking with a deep understanding of culture, people, and place. Born in Jordan and raised in Qatar, she earned a bachelor's degree in electrical engineering before pivoting into marketing through an MBA in Malaysia, where she also landed her first role in the industry.Over the past 15 years, Ayah has worked across government, private sector, startups, and SMEs, building campaigns that don't just reach audiences but move them. Today, as Marketing Director at LinkViva, she has helped transform marketing from a one-woman function into a 40-person operation, delivering large-scale experiences such as Liwa Village and other flagship events across the UAE.Her leadership is shaped by time spent in male-dominated boardrooms, dealing with toxic environments, and rebuilding her confidence by carving out her own space and voice. She is passionate about empowering women in leadership, building teams grounded in respect rather than fear, and using storytelling-driven marketing to create genuine emotional connection, not just impressions and clicks.About this EpisodeIn this conversation, Ayah walks us through her journey from electrical engineering to executive marketing leadership, showing how a willingness to pivot can completely reshape a career. She shares how growing up between Jordan and Qatar, then moving to Malaysia for her MBA, exposed her to different cultures and perspectives that later defined her storytelling-first approach to marketing. Ayah explains how her engineering background, far from being wasted, gave her the analytical mindset and problem-solving instincts that now serve as the backbone of her strategic work.We explore the moments that tested her confidence, from early imposter syndrome to navigating male-dominated boardrooms and dealing with toxic leadership environments. Ayah opens up about the setback that pushed her to step away, rebuild her confidence, and reinvent herself during the pandemic by creating content, launching her own platform, and learning how to stand on her own professionally. Her story highlights how resilience isn't always about enduring; sometimes it's about walking away to protect your growth.Ayah also shares the remarkable transformation she led at LinkViva—scaling marketing from a one-person role to a 40-member team delivering major cultural, entertainment, and wellness events across the UAE. She breaks down how storytelling, emotional connection, and cultural insight shape her campaigns, and offers practical advice for women in leadership: keep your voice loud, support your team, stay current, and step outside your comfort zone. Her path is a reminder that breaking stereotypes, staying curious, and trusting your instincts can lead to a purpose-driven and impactful career.Quotes2:50 - One of my main goals at that age was basically to love what I do and to wake up happy to go to work. 3:09 - We are very problem-solving oriented and very analytical. And that helps a lot when it comes to developing a career in marketing. 6:02 - I believe basically that when it comes to workplaces, I think females and males have different mentalities of how they handle specific situation challenges. And it's usually that I think men have been more empowered to take leaps into uncomfortable zones. But women always do more calculated uh risks. 9:15 - We hired the right people, delivering the right quality of work. 10:52 - It's keeping yourself busy and never giving up, no matter what you're doing. Sometimes a smallThe Matrix Green Pill Podcast: https://thematrixgreenpill.com/Please review us: https://g.page/r/CS8IW35GvlraEAI/review

In this episode of the Accountants Minute Podcast, Peter Towers explores how predictive accounting reports turn a business plan into a live early-warning radar for SMEs — with budgets by operation, key drivers, cashflow forecasts, projected balance sheets and KPIs all working together. You'll hear real stories of how weak communication, poor debtor and creditor management, and hidden inventory or capex blowouts can quietly destroy cash flow — and how accountants, acting as Virtual CFOs, can step in, monitor the numbers weekly, and protect profitability. Peter also highlights the role of benchmarking with the top 20% of performers and best-practice Trades Charge-Out Rate Calculators as powerful tools to help your clients scale with confidence. You can also access our podcast on: Amazon Music Apple Podcasts Audible Spotify YouTube  

Graham Dufault, General Counsel at ACT | The App Association, joins Kevin Frazier, AI Innovation and Law Fellow at the University of Texas School of Law and a Senior Editor at Lawfare, to explore how small- and medium-sized enterprises (SMEs) are navigating the EU's AI regulatory framework. The duo breakdown the Association's recent survey of SMEs, which included the views of more than 1,000 enterprises and assessed their views on regulation and adoption of AI. Follow Graham: @GDufault and ACT | The App Association: @actonline Hosted on Acast. See acast.com/privacy for more information.

In this episode of Accountants Minute Podcast, Peter Towers introduces Stage One of the Innovation Journey — where every breakthrough begins with a simple idea. You'll discover how accountants and bookkeepers can guide SMEs from that first spark through R&D eligibility, record-keeping, prototype development and commercial planning. This is your roadmap to becoming the internal auditor, advisor and strategic navigator SMEs desperately need as they innovate, experiment and build new intellectual property. If your firm wants to lead clients through real innovation (and unlock new advisory revenue along the way), this episode is your starting point. You can also access our podcast on: Amazon Music Apple Podcasts Audible Spotify YouTube

Timestamps:7:30 - Impact vs profit maximizing19:48 - The price of saying no to investors and customers25:17 - How bootstrapping vs VC funding impact speed and focus30:54 - Defining success: short global impact story vs sustainable and long-term growth This episode was produced by Founders Hive, a community of successful startup founders, industry experts, and investors promoting entrepreneurship in Switzerland and helping early-stage business concepts get ready for seed-stage investment.Founders Hive is a partner of the Entrepreneurship Training programme, empowered by Innosuisse, the Swiss innovation agency supporting SMEs, startups, research institutions and other Swiss organizations in their research and development activities. Click here to find out more about Founders Hive, empowered by Innosuisse.Episode summary:In this Opposing Views episode, we welcome David Eberle (INSEAD MBA), Co-Founder and CEO of Typewise, a YC-backed AI startup building autonomous customer service agents, and Florian Emaury (ETH PhD), Co-Founder and CEO of Menhir Photonics, a fully bootstrapped Swiss deep-tech company producing some of the most precise lasers in the world.Together with Silvan, they unpack one of the most debated questions in the startup world: should you optimize for impact or profit? They explore how funding strategy shapes decisions, why margins (not industry) determine whether bootstrapping is viable, and how shifting from B2C keyboard app to B2B enterprise AI changed Typewise's trajectory. They also discuss pricing discipline, ethical boundaries, pivots, and how Swiss founders approach growth compared to U.S. startup culture.They also open up about navigating ethical red flags with investors, resisting tempting short-term revenue, and balancing ambition with a life worth living. Both founders reflect on what success means beyond valuations: sustainability, joy, quality, risk-taking, and building something that lasts. Whether you're building a deep-tech hardware company or scaling AI software, this episode challenges how you define success and what you're willing to trade for it.The cover portrait was edited by⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠www.smartportrait.io⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.‍‍‍Don't forget to give us a follow on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Youtube ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly giveaways or founders' dinners.‍

Todd Irwin, founder and Chief Strategy Officer at Fazer on de-positioning, a strategic approach to outperform competitors by solving hero customer pain points better than anyone else. The musician and artist turned brand strategist who has advised Fortune 500 companies, SMEs and startups for three decades, argues for a shift in thinking from differentiation to problem solving, and simply being better. An expert in delivering competitive brand strategies to visionary leaders seeking growth, he argues that creativity is downstream of positioning, and solving problems reminds us that when people grow, brands grow, and when companies grow, we all grow. 

According to Forbes, sales reps spend 35.2% of their time selling and 65% of their time on literally everything else. So how can organizations cut through the noise and focus reps on the activities that matter most? Riley Rogers: Hi, and welcome to the Win-Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic are Yvette Boucher, Director of Sales Enablement at CentralReach, and Chelsea Louro, Senior Manager of Sales Enablement at CentralReach. Thank you so much for joining us, both. Just to kick us off, I’d love if you could tell us a little bit about yourself, your background, and your role. Yvette, would you like to kick us off? Yvette Boucher: Yeah, thanks for having us. I’m Yvette. I’ve been with Central Reach for about six years now, building out our enablement programs. We’re an AI-powered platform for autism and IDD care providers. Our end-to-end software and learning solutions help organizations deliver quality outcomes to help every client succeed. I'll pass it over to Chelsea. Chelsea Louro: Thank you. I’m Chelsea Louro, senior manager of sales enablement. I’m also approaching six years here at CentralReach. And then prior to coming to CentralReach, I was a teacher for a little over a decade. I also did teacher training and recruitment and then education sales, then that brought me here where I was in SDR, an account executive, and then also now in enablement the last three and a half years. RR: Amazing. Well, we’re super excited to have you here, especially knowing that you guys were both up for a Spark Award this year. So you are doing some really wonderful work that I’m really looking forward to digging into as we kick off. I’d love to start with you, Yvette. Let’s open with what’s difficult, what you’re up against lately. So, what are some of the core challenges to GTM success that you’re seeing, and how have those challenges kind of evolved throughout your enablement career? YB: One of the biggest challenges we’ve seen recently is just how short the timelines have become between a product announcement and when reps are expected to start selling it. We’re moving faster than ever, especially with our new AI products. That means enablement has to get the reps the right information, the right messaging, and the right training almost immediately. It’s been a constant balancing act between speed and depth. We want reps to feel confident and well prepared, but we also need to deliver that enablement in a really agile way, so they’re ready to have meaningful conversations from day one. So the pressure to move fast has definitely shaped how enablement operates today. For us, it’s not just about building training, it’s about building our systems and processes that can scale and flex with the business. RR: I think you’re certainly not alone in some of those challenges. Organizations across the board are struggling with similar things, and everyone’s kind of looking for that silver bullet. Chelsea, I wonder if you can maybe help us kind of build on this. So, from your perspective, how does an enablement platform support you and the team in addressing these challenges and helping reps focus on selling? CL: Yeah, so I’ve been in roles at other companies where there wasn’t much organization. There was no enablement platform at all. Both as a seller and a leader, I spent a lot of time trying to find the resources that I needed, and sometimes just—out of pure frustration—had to create my own. I know a lot of sales reps come across that as well. So, having a platform like Highspot gives us kind of that single source of truth so we can get all of our content guidance training all together in one platform, one workflow. Our reps aren’t spending time trying to find things and they can focus on what they really need to do, which is sell. It also helps us deliver insights back to our leadership, um, and lets us see what content and sales plays are actually driving our sales. That visibility allows us to continually refine and to make sure that the reps are supported and then focused on selling. RR: Kind of moving forward, I would love to maybe focus on some of the ways that you’re using an enablement tool. I’ve heard that you and the team are doing some really wonderful things with Sales Plays, and that’s kind of part of what earned you that Spark Award nomination. Yvette, knowing that Sales Plays are playing such a critical role in supporting some of your AI-centric product launches this year, I’d love to learn a little bit from you about what that strategy is, and how you’re using plays to streamline rep workflows. YB: We’ve really built our Plays with simplicity and speed in mind. So, the idea is that we get the right information in our reps hands as quickly as possible with who to target, what to say, and what resources they can use so they can jump straight into the action instead of digging through multiple tools or decks. When we launched our AI solutions last year, the Plays became a living guide for the team. And because the plays live right in Highspot, reps can easily pull them up in the moment. So as our products continue to evolve, the Plays evolve too. So they’ve become a go-to reference point that helps stay, keep everyone aligned and stay confident in how they’re positioning our solutions. RR: It’s funny because you know, a Sales Play is such a humble thing, but it can be so powerful if you use it right. It’s not just the strategy that I think is really impressive with what you guys are doing. Chelsea, I’ve heard that you and the team have driven a really incredible 99 again, 99% adoption rate of your Plays. So can you walk us through how you maintain such high sales play adoption? CL: I think a lot of it is just constant repetition and reinforcement. Our teams have kind of become used to our enablement and go-to-market communications, so adding in Sales Plays was just a nice easy process. Every time we roll out a new Sales Play, we emphasize the importance to them. We let the team know that any changes or updates will be made in that Sales Play. So that’s where they need to go to find their source of truth. I put out a weekly newsletter called the CR Morning Brew every Monday, and in the Brew we share new marketing content, any updates to those Sales Plays, any initiatives, things that they need to know. Then we have a live sales meeting on Tuesdays where everything that was shared in the Brew is reinforced. So again, the reps are reading it, they’re getting it in sales team channels—because I share out that Brew in every single sales team channel—and then that live, vocal repetition and just making sure that they’re paying attention and, and they know what’s happening. RR: I think one thing that’s really important that you called out there is that yes, you’ve driven really high adoption, but you also built the foundation of communication beforehand. So you had these levers in place that you could pull and be like: “You trust us. You know where we’re coming from, and now I can send you to the right places.” So, you’ve built a strategy. You’ve seen near unanimous engagement with it, but it goes further than that. Yvette, you shared that using Sales Plays during a recent product launch led you to influence over 900 opportunities. Could you walk us through how you drove those results and then how that impacted the launch outcomes? YB: I think it really came down to how we set up the Plays to begin with. Like it came down with that alignment and teamwork. So prior to the launch we worked cross-functionally with product marketing, sales leaderships and our SMEs to make sure the reps had everything they needed for messaging, positioning, and the hands-on product support, which I think was key there. They needed someone that knew that product. We also knew we would be learning in real time. So every team at CR leaned in to help them, everyone. By the time the Play that went live, we were already making edits and updates based on early feedback. Every update and change was communicated in our Morning Brew. sales team meetings, and individual team meetings, and we continued that communication and support from our SMEs, and that’s really what helped us influence those opportunities. It’s also great that it was a great product for people to have. RR: That is the kicker—it's hard to sell when you don’t have something exciting. So I’m glad that both cylinders were firing there. You guys were doing the right things and so was the product. Now, I feel like we could probably continue digging into Sales Plays, there's a lot there. Again, like I said, they're one thing that gets overlooked, but they can be really, really high impact. I would like to maybe switch gears to another win that you’ve shared with us. Chelsea, you leveraged Highspot to redesign your onboarding program, achieving a really impressive one hundred percent adoption of required training and reducing ramp time by one to two weeks. Can you walk me through what you were thinking about as you were improving this program? What impact has that has had on rep productivity, ramp time, and all of those good things? CL: Yeah, so we kind of reimagined the onboarding program to be a little bit more personalized and performance driven. Using Highspot's training module, we built out role-specific Learning Paths that kind of combine product knowledge, our Sales Plays, and then real world scenarios. We also created an onboarding homepage. So when a brand new rep first joins the team, they log into Highspot. They have an onboarding homepage that clearly links all the Learning Paths but also defines the expectations, the deliverables, and what they should expect every single week. We also hold weekly check-in meetings with all of our new hires where we can answer any questions about what they’ve learned. We have discussions, we’ll bring in SMEs and then we can do any troubleshooting. And then honestly, just using the analytics with the Learning Paths, we’ve been able to track completion and performance and we can kind of quickly identify where the reps need maybe a little bit of additional support in different areas. But yeah, I mean this all together, we’ve kind of, like you said, we’ve reduced our ramp time, one to two weeks, and we make sure just with buy-in from our leadership, that all of the sales reps are completing every single Learning Path. So we do have that hundred percent completion rate. RR: What motivated the shift in the onboarding process? Where were you, and why were you like: “It’s time”? CL: We had all of the resources, but we hadn’t had that training or coaching platform yet. So we adopted that, really rolled that out, and that was kind of the kicker to get everything together and organized and built out into those Learning Paths. So I think just adding that training and coaching platform was the kicker to really redefine what our onboarding looks like. YB: I would say that previously we had our onboarding program in another tool outside of Highspot. So it’s just—we know sales reps: They wanna find everything right away, very easily. So just putting content and introducing people “Hey, you’re gonna use Highspot for this, but in your onboarding you’re gonna be using something else” just wasn’t going to get people using it or building things out. RR: That kind of goes back to something we were talking about earlier with your established communication cadences, and so bringing everything together, that’s a great move and I love to see that it’s already having that impact on not only engagement, but on productivity. And I think one thing that’s really impressive to me is just how much data you guys are coming with—of we’ve improved ramp time, we’ve seen really high adoption, and we’ve seen high engagement. Proving enablements impact is usually really, really hard. How are you measuring the effectiveness of your programs and demonstrating their contribution to broader business goals? YB: That is such a good question and honestly it’s something that’s been a challenge for us too. Measuring the true impact of enablement isn’t always straightforward. You can track engagement completion rates, but tying that back to real business outcomes takes a lot more work. One thing that really helped us in the last year really is using the Business Outcome section of our Sales Play Scorecards. That gives us a way to look beyond the usage and see how those Plays are actually influencing the results. So it tells us a clearer story about how our enablement drives performance, and not just participation from our reps. We’re taking that a step further next year. Our team is really excited to roll out Initiative Scorecards for our programs in 2026, so that’ll let us measure the impact across the full life cycle from launch to execution so we can keep improving and show the tangible value of enablement in driving the business forward. RR: Can I ask how you’re planning to use the Initiative Scorecard? Knowing that CentralReach is in a pretty launch heavy motion right now, is it going to be for product launches? What are your goals for that? YB: You know, we’re trying to develop that right now, so as we’re thinking of 2026 planning, I want to partner with the different sales leaders here as well as my direct leader and see what are our initiatives going into 2026. So potentially Q1, Q2, we’re not sure how we’re gonna break that out yet. But really getting some pipeline generation numbers. I know we have a lot of releases happening in some of our already launched AI products, so I want to generate campaigns of this is the product of focus, how much pipeline do we want to build, and how are we gonna build it. Then we'll use that Scorecard to show here’s the content, here’s the Plays, and here’s the training, supporting the team. Then, here’s the teams using it, getting it out there, and being able to tie that back to our future opportunities. RR: Amazing. I think that’s the foundation you need, right? You can have these key motions in the business, but encapsulating it all into an agreed-upon initiative that every function is aligned with is harder than you’d think. So I like to hear that you’re starting that new planning with: “What are our initiatives?” We looked a little bit ahead there, but I’d like to kind of just take a pause at where we are. We’ve talked about a couple of wins—Sales Plays, influenced opportunities, improved onboarding programs, and better ramp time. Outside of those things, since implementing Highspot, what are some of the key results that you’ve achieved? Are there any wins or really proud achievements that you could share? Chelsea, I’ll kick it over to you first. CL: Yeah, so I mean like you mentioned, just the 99% adoption of our sales plays and our onboarding ramp time being reduced to one to two weeks. I think overall just the 900 influenced opportunities in our new AI products was a huge win for us and brought in a lot of revenue, and Yvette mentioned at the beginning, it’s really a tool that helps this industry and helps our customers. So we were really excited to see that. But overall, just our win rates have improved our deal velocity, and I think that’s just more thanks to consistent execution and messaging alignment. Overall, I think the biggest win that we’ve seen is rep confidence. Our reps feel like they know what to say. They know the value prop, they know what to do. We get less questions, which is nice because they know exactly where to find things. They know where to go, what to find, how to use it, and just how to use it to win. RR: I think that’s everything you want to hear—your reps know how to do the thing. That’s what you’re here for. So fantastic that you’re kind of achieving that and have the data to back that up. Yvette, were there any wins that you wanted to share? YB: Honestly, I think Chelsea nailed it. Like the Learning Paths and all the work we’ve been doing with our training, I think that’s been huge. Definitely noticed the ramp time reduced with our new hires. They’re more confident, and I think we also have that always continue learning and changing mentality here. So, it's meeting with Chelsea and the enablement team and always like, how do we improve this? Just adding things like Role Plays now for SDRs because we found that, hey, once we launch a training, yes they can get on, they can get opportunities very, very quickly, reduce their ramp time, but we want to improve their conversations, so let’s have additional weeks of learn of Role Play training added into their courses. Just those minor changes make a really big difference. RR: Fantastic. I love that you're kind of evolving your strategy with the product, that as new things come on board, you guys are embedding it and finding new ways to make the product work for you. And that kind of leads me to my last question very neatly, which is that we’ve talked a little bit now about Spark—and you guys were able to come and join us and see a little bit of the fun, exciting new things that are coming out—so looking ahead, based on what you saw, how do you plan to evolve your enablement strategy, especially with some of those AI features? Maybe it’s Role Play, maybe it’s other things. YB: Spark is always such an inspiring event and we love going every year and this year really showed how quickly AI is transforming the way we work. So, for us, we see AI as a huge opportunity to scale our enablement smarter. We’re exploring ways to use it to personalize a learning experience, surface more relevant content right when the reps need it, and provide managers with coaching insights to help them guide their teams more effectively. Our goal is to make enablement more proactive. So we want to anticipate what the sellers will need before they realize it themselves. So that’s where AI will come in. For us. It’s not just about speeding things up, it’s gonna be about helping our reps focus on what really drives the results. RR: I think that’s a great vision. One of the ways I’ve heard it put is that AI can allow us to do more, but what it can really allow us to do is do better. So you guys, it seems, are really leaning into that and I can’t wait to see how it turns out. I know we have kind of hit the time that we have for you today, so I just wanna thank you both again for joining us. It was a really wonderful conversation and it’s been so fantastic to hear from you. CB: Thanks so much for having us.  RR: To our listeners, thank you for tuning into this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

EP 410 - Tax Without BS returns with a fiery but surprisingly hopeful breakdown of the November 2025 UK Budget. Andy, Jemma and Emma from Oury Clark sift the good, the bad, and the “are-you-kidding-me?” of Britain's latest fiscal planFrom scale-up salvation and EIS boosts, to SME heartbreak, Mansion Tax grumbles, pension puzzles, and the four-year foreign-income free-for-all.It's the only budget reaction that'll make you laugh and rethink your life insurance.*For Apple Podcast chapters, access them from the menu in the bottom right corner of your player*Spotify Video Chapters:00:00 Andy's Episode Synposis02:29 Business Tax Positives05:37 Funding Gaps and EIS14:18 Business Rates and SME Challenges18:16 Inheritance Tax and Business Property Relief23:58 Impact on SMEs and Entrepreneurs33:12 Understanding Business Rates34:04 Personal Taxes Overview34:16 Employee Ownership Trusts Explained37:54 Income Tax Threshold Freeze38:55 Salary Sacrifice and ISA Changes40:08 Financial Literacy and Investment Advice43:44 Mansion Tax and Property Levies48:42 Tax Avoidance vs. Tax Evasion55:48 Foreign Income and Gains Regime01:00:32 Final Thoughts and Budget ReflectionsWatch and subscribe to us on YouTubeFollow us:InstagramTikTokLinkedinTwitterFacebook

In this episode of The Product Experience, host Randy Silver speaks with Teresa Huang — Head of Product for Enablement at global health‑insurer Bupa — about the often‑overlooked world of platform product management. They explore why building internal platforms is fundamentally different and often more challenging than building user‑facing products, how to measure the value of platform work, and practical strategies for gaining stakeholder alignment, driving platform adoption and demonstrating business impact.Chapters0:00 – Why “efficiency” alone no longer cuts it — measuring platform impact in business terms1:02 – Teresa's background: from business analyst to head of product in health insurance6:20 – What we mean by “platform product management” — internal tools vs marketplace vs public‑API platforms7:44 – Why you need to “hop two steps”: address developer needs and end-customer value10:24 – Types of platforms: internal APIs, marketplace ecosystems, public‑facing platforms (e.g. like Shopify)10:55 – Reframing platform work: building business cases instead of chasing “efficiency” metrics13:16 – Linking platform initiatives to core business goals and joint OKRs15:47 – The importance of visualisation — using prototypes and role‑plays to communicate platform value20:57 – Internal showcases: keeping stakeholders engaged with real‑world scenarios23:28 – Success metrics for platforms: adoption, usage, reliability, ecosystem growth26:00 – Retiring legacy services: deciding when low-use tools should be decommissioned28:55 – From cost centre to enabler: shifting the narrative to show value creationOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Raviteja Yelamanchili shares how Scale AI transformed banking cycles from one year to real-time and why your most valuable enterprise data isn't being collected.Topics Include:Scale evolved from data annotations company to enterprise AI solutions providerHealthcare system transformed patient transcriptions into value using reinforcement learning researchBlank slate customer problems allow Scale to experiment with latest methodsMany customers propose solutions before explaining their actual underlying business problemsBiggest AI misconception: technology will replace jobs rather than augment productivityDon't wait for perfect AI—start learning through iteration and evolution nowBanking credit cycle transformed from one-year process to real-time strategic insightsScale deploys flexibly across EC2, EKS, or Bedrock based on customer requirementsEnterprises want business value generation more than academic research papers aloneNext 12-24 months focus: making data consumable and leveraging unused datasetsTribal knowledge from experienced SMEs represents most valuable yet uncollected dataAgent-based learning captures expertise through feedback loops on Scale's SGP platformParticipants:Raviteja Yelamanchili - Head of Solution Engineering, Scale AISee how Amazon Web Services gives you the freedom to migrate, innovate, and scale your software company at https://aws.amazon.com/isv/

Allen and Joel sit down with Dan Fesenmeyer of Windquest Advisors to discuss turbine supply agreement fundamentals, negotiation leverage, and how tariff uncertainty is reshaping contract terms. Dan also explains why operators should maximize warranty claims before service agreements take over. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes’ YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Allen Hall: Dan, welcome to the program. Great to be here. Thanks for having me, guys. Well, we’ve been looking forward to this for several weeks now because. We’re trying to learn some of the ins and outs of turbine supply agreements, FSAs, because everybody’s talking about them now. Uh, and there’s a lot of assets being exchanged. A lot of turbine farms up for sale. A lot of acquisitions on the other side, on the investment side coming in and. As engineers, we don’t deal a lot with TSAs. It’s just not something that we typically see until, unless there’s a huge problem and then we sort of get involved a little bit. I wanna understand, first off, and you have a a ton of experience doing this, that’s why we [00:01:00] love having you. What are some of the fundamentals of turbine supply agreements? Like what? What is their function? How do they operate? Because I think a lot of engineers and technicians don’t understand the basic fundamentals of these TSAs. Dan Fesenmeyer: The TSA is a turbine supply agreement and it’s for the purchase and delivery of the wind turbines for your wind farm. Um, typically they are negotiated maybe over a 12 ish month period and typically they’re signed at least 12 months before you need, or you want your deliveries for the wind turbines. Joel Saxum: We talk with people all over the world. Um, you know, GE Americas is different than GE in Spain and GE in Australia and Nordics here, and everybody’s a little bit different. Um, but what we, we regularly see, and this is always an odd thing to me, is you talked about like negotiating. It starts 12 months ahead of time stuff, but we see that [00:02:00] the agreements a lot of times are very boilerplate. They’re very much like we’re trying to structure this in a certain way, and at the end of the day, well, as from an operator standpoint, from the the person buying them, we would like this and we would like this and we would like this, but at the end of the day, they don’t really seem to get that much negotiation in ’em. It’s kind of like, this is what the agreement you’re gonna take and this is how we sell them. That’s it. Is, is that your experience? I mean, you’re at GE for a long time, one of the leading OEMs, but is that what you’re seeing now or is there a little bit more flexibility or kind of what’s your take on that? Dan Fesenmeyer: I think generally it depends, and of course the, the OEMs in the, and I’ll focus more on the us, they’ll start with their standard template and it’s up to the purchaser, uh, to develop what they want as their wishlist and start negotiations and do their, let’s say, markup. So, uh, and then there’s a bit of leverage involved. If you’re buying two units, it’s hard to get a lot of interest. [00:03:00] If you’re buying 200 units, then you have a lot more leverage, uh, to negotiate terms and conditions in those agreements. I was with GE for 12 years on the sales and commercial side and now doing advisory services for four years. Uh, some of these negotiations can go for a long time and can get very, very red. Others can go pretty quick. It really depends on what your priorities are. How hard you want to push for what you need. Allen Hall: So how much detail goes into a TSA then are, are they getting very prescriptive, the operators coming with a, a list of things they would like to see? Or is it more negotiating on the price side and the delivery time and the specifics of the turbine? Dan Fesenmeyer: Generally speaking, you start kind of with the proposal stage and. First thing I always tell people is, let’s understand what you have in your proposal. Let’s understand, you know, what are the delivery [00:04:00] rates and times and does that fit with your project? Does the price work with respect to your PPA, what does it say about tariffs? That’s a huge one right now. Where is the risk going to land? What’s in, what’s out? Um. Is the price firm or is there indexation, whether it’s tied to commodities or different currencies. So in my view, there’s some pre-negotiations or at least really understanding what the offer is before you start getting into red lines and, and generally it’s good to sit down with the purchasing team and then ultimately with the OEM and walk through that proposal. Make sure you have everything you need. Make sure you understand what’s included, what’s not. Scope of supply is also a big one. Um, less in less in terms of the turbine itself, but more about the options, like does it have the control features you need for Ercot, for example. Uh, does it have leading [00:05:00]edge protection on your blades? Does it have low noise trailing edge? Do we even need lo low noise trailing edges? Uh, you know, those Joel Saxum: sorts Dan Fesenmeyer: of things. Joel Saxum: Do you see the more of the red lining in the commercial phase or like the technical phase? Because, and why I ask this question is when we talk, ’cause we’re regularly in the o and m world, right? Talking with engineers and asset managers, how do you manage your assets? And they really complain a lot that a lot of their input in that, that feedback loop from operations doesn’t make it to the developers when they’re signing TSAs. Um, so that’s a big complaint of theirs. And so my question is like, kind of like. All right. Are there wishes being heard or is it more general on the technical side and more focused on the commercial Dan Fesenmeyer: side? Where do you see that it comes down to making sure that your negotiation team has all the different voices and constituents at the table? Uh, my approach and our, our team’s approach is you have the legal piece, a technical piece, and we’re in between. We’re [00:06:00] the commercial piece. So when you’re talking TSAs, we’re talking price delivery terms. Determination, warranty, you know, kind of the, the big ticket items, liquidated damages, contract caps, all those big ticket commercial items. When you move over to the operations agreement, which generally gets negotiated at the same time or immediately after, I recommend doing them at the same time because you have more leverage and you wanna make sure terms go from TSA. They look the same in the. Services agreement. And that’s where it’s really important to have your operations people involved. Right? And, and we all learn by mistakes. So people that have operated assets for a long time, they always have their list of five or 10 things that they want in their o and m agreement. And, um, from a process standpoint, before we get into red lines, we usually do kind of a high [00:07:00] level walkthrough of here’s what we think is important. Um. For the TSA and for the SMA or the operations and maintenance agreement, let’s get on the same page as a team on what’s important, what’s our priority, and what do we want to see as the outcome. Allen Hall: And the weird thing right now is the tariffs in the United States that they are a hundred percent, 200%, then they’re 10%. They are bouncing. Like a pinball or a pong ping pong ball at the moment. How are you writing in adjustments for tariffs right now? Because some of the components may enter the country when there’s a tariff or the park the same park enter a week later and not be under that tariff. How does that even get written into a contract right now? Dan Fesenmeyer: Well, that’s a fluid, it’s a fluid environment with terrorists obviously, and. It seems, and I’ll speak mostly from the two large OEMs in the US market. Um, [00:08:00] basically what you’re seeing is you have a proposal and tariffs, it includes a tariff adder based on tariffs as in as they were in effect in August. And each one may have a different date. And this is fairly recent, right? So as of August, here’s what the dates, you know, here’s a tariff table with the different countries and the amounts. Here’s what it translates into a dollar amount. And it’ll also say, well, what we’re going to do is when, uh, these units ship, or they’re delivered X works, that’s when we come back and say, here’s what the tariffs are now. And that difference is on the developer or the purchaser typically. Allen Hall: So at the end of the day. The OEM is not going to eat all the tariffs. They’re gonna pass that on. It’s just basically a price increase at the end. So the, are the, are the buyers of turbines then [00:09:00] really conscious of where components are coming from to try to minimize those tariffs? Dan Fesenmeyer: That’s Allen Hall: difficult. Dan Fesenmeyer: I mean, I would say that’s the starting point of the negotiation. Um, I’ve seen things go different ways depending on, you know, if an off, if a developer can pass through their tariffs to the, on their PPA. They can handle more. If they can’t, then they may come back and say, you know what, we can only handle this much tariff risk or amount in our, in our PPA. The rest we need to figure out a way to share between the OEM or maybe and the developer. Uh, so let’s not assume, you know, not one, one size doesn’t fit all. Joel Saxum: The scary thing there is it sound, it sounds like you’re, like, as a developer when you’re signing a TSA, you’re almost signing a pro forma invoice. Right. That that could, that could go up 25% depending on the, the mood on, in Capitol Hill that day, which is, it’s a scary thought and I, I would think in my mind, hard to really get to [00:10:00] FID with that hanging over your head. Dan Fesenmeyer: Yeah. It it’s a tough situation right now for sure. Yeah. And, and we haven’t really seen what section 2 32, which is another round of potential tariffs out there, and I think that’s what. At least in the last month or two. People are comfortable with what tariffs are currently, but there’s this risk of section 2 32, uh, and who’s going to take that risk Allen Hall: moving forward? Because the 2 32 risk is, is not set in stone as when it will apply yet or if it even Dan Fesenmeyer: will happen and the amount, right. So three ifs, three big ifs there, Alan. Allen Hall: Yeah. And I, maybe that’s designed on purpose to be that way because it does seem. A little bit of chaos in the system will slow down wind and solar development. That’s one way you do. We just have a, a tariff. It’s sort of a tariff that just hangs out there forever. And you, are there ways to avoid that? Is it just getting the contract in [00:11:00] place ahead of time that you can avoid like the 2 32 thing or is it just luck of the draw right now? It’s always Dan Fesenmeyer: up to the situation and what your project delivery. Is looking at what your PPA, what can go in, what can go out. Um, it’s tough to avoid because the OEMs certainly don’t want to take that risk. And, uh, and I don’t blame them. Uh, and separately you were asking about, well, gee, do you start worrying about where your components are sourced from? Of course you are. However, you’re going to see that in the price and in the tariff table. Uh, typically. I would say from that may impact your, your, uh, sort of which, which OEM or which manufacturer you go with, depending on where their supply chain is. Although frankly, a lot of components come from China. Plain and simple, Allen Hall: right? Dan Fesenmeyer: Same place. If you are [00:12:00] subject to these tariffs, then you want to be more on a, you know, what I would say a fleet wide basis. So, uh, meaning. Blades can come from two places. We don’t want to have, you know, an OEM select place number one because it’s subject to tariff and we have to pay for it. You want it more on a fleet basis, so you’re not, so the OEM’s not necessarily picking and choosing who gets covered or who has to pay for a tariff or not. Joel Saxum: And I wonder that, going back to your first statement there, like if you have the power, the leverage, if you can influence that, right? Like. Immediately. My mind goes to, of course, like one of the big operators that has like 10, 12, 15,000 turbines and deals exclusively with ge. They probably have a lot of, they might have the, the stroke to be able to say, no, we want our components to come from here. We want our blades to come from TPI Mexico, or whatever it may be, because we don’t want to make sure they’re coming from overseas. And, and, and if that happens in, in [00:13:00] the, let’s take like the market as a whole, the macro environment. If you’re not that big player. You kind of get the shaft, like you, you would get the leftovers basically. Dan Fesenmeyer: You could, and that makes for a very interesting discussion when you’re negotiating the contract and, and figuring out something that could work for both. It also gets tricky with, you know, there could be maybe three different gearbox suppliers, right? And some of those. So this is when things really get, you know, peeling back an onion level. It’s difficult and I’ll be nice to the OEMs. It’s very tough for them to say, oh, we’re only a source these gearbox, because they avoid the tariffs. Right? That’s why I get more to this fleet cost basis, which I think is a fair way for both sides to, to handle the the issue. Allen Hall: What’s a turbine backlog right now? If I sign a TSA today, what’s the earliest I would see a turbine? Delivered. Dan Fesenmeyer: You know, I, I really don’t know the answer to that. I would say [00:14:00] generally speaking, it would be 12 months is generally the response you would get. Uh, in terms of if I sign today, we get delivery in 12 months, Allen Hall: anywhere less than two years, I think is a really short turnaround period. Because if you’re going for a, uh, gas turbine, you know, something that GE or Siemens would provide, Mitsubishi would provide. You’re talking about. Five or six years out before we ever see that turbine on site. But wind turbines are a year, maybe two years out. That seems like a no brainer for a lot of operators. Dan Fesenmeyer: I would say a year to two is safe. Um, my experience has been things, things really get serious 12 months out. It’s hard to get something quicker. Um, that suppliers would like to sign something two years in advance, but somewhere in between the 12 months and 24 months is generally what you can expect. Now, I haven’t seen and been close to a lot of recent turbine supply [00:15:00]deals and, and with delivery, so I, I, I can’t quote me on any of this. And obviously different safe harbor, PTC, windows are going to be more and more important. 20 eights preferred over 29. 29 will be preferred over 30. Um, and how quick can you act and how quick can you get in line? Allen Hall: Yeah, it’s gonna make a big difference. There’s gonna be a rush to the end. Wouldn’t you think? There’s must be operators putting in orders just because of the end of the IRA bill to try to get some production tax credits or any tax credits out of it. Dan Fesenmeyer: Absolutely. And you know. June of 2028 is a hell of a lot better than fall of 2028 if you want a COD in 2 28. Right. And then you just work backwards from there. Yeah. And that’s, that’s, we’ve seen that in the past as well, uh, with, with the different PTC cliffs that we’ve [00:16:00] seen. Allen Hall: Let’s talk service agreements for a moment when after you have a TSA signed and. The next thing on the list usually is a service agreement, and there are some OEMs that are really hard pushing their service agreements. 25, 30, 35 years. Joel, I think 35 is the longest one I have seen. That’s a long time. Joel Saxum: Mostly in the Nordics though. We’ve seen like see like, uh, there are Vestas in the Nordic countries. We’ve seen some 35 year ones, but that’s, to me, that’s. That’s crazy. That’s, that’s a marriage. 35 years. The crazy thing is, is some of them are with mo models that we know have issues. Right? That’s the one that’s always crazy to me when I watch and, and so then maybe this is a service, maybe this is a com a question is in a service level agreement, like I, I, I know people that are installing specific turbines that we’ve been staring at for five, six years that we know have problems now. They’ve addressed a lot of the problems and different components, bearings and drive, train and [00:17:00] blades and all these different things. Um, but as an, as an operator, you’d think that you have, okay, I have my turbine supply agreement, so there’s some warranty stuff in there that’s protecting me. There is definitely some serial defect clauses that are protecting me. Now I have a service level agreement or a service agreement that we’re signing that should protect me for from some more things. So I’m reducing my risk a little more. I also have insurance and stuff in built into this whole thing. But when, when you start crossing that gap between. These three, four different types of contracts, how do people ensure that when they get to that service level contract, that’s kind of in my mind, the last level of protection from the OEM. How do they make sure they don’t end up in a, uh, a really weird Swiss cheese moment where something fell through the cracks, serial defects, or something like that? You know? Dan Fesenmeyer: Yeah. It, it comes down to, I, I think it’s good to negotiate both at the same time. Um, it sometimes that’s not practical. It’s good. And [00:18:00] part of it is the, the simple, once your TSA is signed, you, you don’t have that leverage over that seller to negotiate terms in the services agreement, right? Because you’ve already signed a t to supply agreement. Uh, the other piece I think is really important is making sure the defect language, for example, and the warranty language in the TSA. Pretty much gets pulled over into the service agreement, so we don’t have different definitions of what a defect is or a failed part, uh, that’s important from an execution standpoint. My view has always been in the TSA, do as much on a warranty claim as you possibly can at that end of the warranty term. The caps and the coverages. And the warranty is much higher than under the services agreement. Services agreement [00:19:00] will end up, you know, warranty or extended warranty brackets, right? ’cause that’s not what it is. It becomes unscheduled maintenance or unplanned maintenance. So you do have that coverage, but then you’re subject to, potentially subject to CAPS or mews, annual or per event. Um. Maybe the standard of a defect is different. Again, that’s why it’s important to keep defect in the TSAs the same as an SMA, and do your warranty claim first. Get as much fixed under the warranty before you get into that service contract. Joel Saxum: So with Windquest, do you go, do you regularly engage at that as farms are coming up to that warranty period? Do you help people with that process as well? As far as end of warranty claims? Contract review and those things before they get into that next phase, you know, at the end of that two year or three years. Dan Fesenmeyer: Yeah. We try to be soup to nuts, meaning we’re there from the proposal to helping [00:20:00] negotiate and close the supply agreement and the services agreement. Then once you move into the services agreement or into the operation period, we can help out with, uh, filing warranty claims. Right. Do we, do you have a serial defect, for example, or. That, that’s usually a big one. Do you have something that gets to that level to at least start that process with an root cause analysis? Um, that’s, that’s obviously big ones, so we help with warranty claims and then if things aren’t getting fixed on time or if you’re in a service agreement and you’re unhappy, we try to step in and help out with, uh, that process as well. Joel Saxum: In taking on those projects, what is your most common component that you deal with for seald? Defects, Dan Fesenmeyer: gearboxes seem to always be a problem. Um, more recently, blade issues, um, main bearing issues. Uh, those are [00:21:00] some of the bigger ones. And then, yeah, and we can be main bearings. Also. Pitch bearings often an issue as well. Joel Saxum: Yeah, no, nothing surprising there. I think if you, if you listen to the podcast at all, you’ve heard us talk about all of those components. Fairly regularly. We’re not, we’re not to lightening the world on firing new information on that one. Allen Hall: Do a lot of operators and developers miss out on that end of warranty period? It does sound like when we talk to them like they know it’s coming, but they haven’t necessarily prepared to have the data and the information ready to go till they can file anything with the OEM it. It’s like they haven’t, they know it’s approaching, right? It’s just, it’s just like, um, you know, tax day is coming, you know, April 15th, you’re gonna write a check for to somebody, but you’re not gonna start thinking about it until April 14th. And that’s the wrong approach. And are you getting more because things are getting tighter? Are you getting more requests to look at that and to help? Operators and developers engage that part of their agreements. I think it’s an Dan Fesenmeyer: [00:22:00] oppor opportunity area for owner operators. I think in the past, a lot of folks have just thought, oh, well, you know, the, the, the service agreement kicks in and it’ll be covered under unscheduled or unplanned maintenance, which is true. But, uh, again, response time might be slower. You might be subject to caps, or in the very least, an overall contract level. Cap or limitation, let’s say. Uh, so I, I do think it’s an opportunity area. And then similarly, when you’re negotiating these upfront to put in language that, well, I don’t wanna say too much, but you wanna make sure, Hey, if I, if I file a claim during warranty and you don’t fix it, that doesn’t count against, let’s say your unplanned cap or unplanned maintenance. Joel Saxum: That’s a good point. I was actually, Alan, this is, I was surprised the other day. You and I were on a call with someone and they had mentioned that they were coming up on end of warranty and they were just kinda like, eh, [00:23:00] we’ve got a service agreement, so like we’re not gonna do anything about it. And I was like, really? Like that day? Like, yeah, that deadline’s passed, or it’s like too close. It wasn’t even passed. It was like, it’s coming up and a month or two. And they’re like, yeah, it’s too close. We’re not gonna do anything about it. We’ll just kind of deal with it as it comes. And I was thinking, man, that’s a weird way to. To manage a, you know, a wind farm that’s worth 300 million bucks. Dan Fesenmeyer: And then the other thing is sometimes, uh, the dates are based on individual turbine CDs. So your farm may have a December 31 COD, but some of the units may have an October, uh, date. Yeah, we heard a weird one the other day that was Joel Saxum: like the entire wind farm warranty period started when the first turbine in the wind farm was COD. And so there was some turbines that had only been running for a year and a half and they were at the end of warranty already. Someone didn’t do their due diligence on that contract. They should have called Dan Meyer. Dan Fesenmeyer: And thing is, I come back is when you know red lines are full of things that people learned [00:24:00] by something going wrong or by something they missed. And that’s a great example of, oh yeah, we missed that when we signed this contract. Joel Saxum: That’s one of the reasons why Alan and I, a lot, a lot of people we talk to, it’s like consult the SMEs in the space, right? You’re, you may be at tasked with being a do it all person and you may be really good at that, but someone that deals in these contracts every day and has 20 years of experience in it, that’s the person you talk to. Just like you may be able to figure out some things, enlight. Call Allen. The guy’s been doing lightning his whole career as a subject matter expert, or call a, you know, a on our team and the podcast team is the blade expert or like some of the people we have on our network. Like if you’re going to dive into this thing, like just consult, even if it’s a, a small part of a contract, give someone a day to look through your contract real quick just to make sure that you’re not missing anything. ’cause the insights from SMEs are. Priceless. Really. Dan Fesenmeyer: I couldn’t agree more. And that’s kind of how I got the idea of starting Windquest advisors to begin with. [00:25:00] Um, I used to sit across the table with very smart people, but GE would con, you know, we would negotiate a hundred contracts a year. The purchaser made one or two. And again, this isn’t, you know, to beat up the manufacturers, right? They do a good job. They, they really work with their, their customers to. Find solutions that work for both. So this is not a beat up the OEM, uh, from my perspective, but having another set of eyes and experience can help a lot. Allen Hall: I think it’s really important that anybody listening to this podcast understand how much risk they’re taking on and that they do need help, and that’s what Windquest Advisors is all about. And getting ahold of Dan. Dan, how do people get ahold of you? www.win advisors.com. If you need to get it to Dan or reach out to win advisors, check out LinkedIn, go to the website, learn more about it. Give Dan a phone call because I think [00:26:00] you’re missing out probably on millions of dollars of opportunity that probably didn’t even know existed. Uh, so it’s, it’s a good contact and a good resource. And Dan, thank you so much for being on the podcast. We appreciate having you and. We’d like to have you back again. Dan Fesenmeyer: Well, I’d love to come back and talk about, maybe we can talk more about Lightning. That’s a Joel Saxum: couple of episodes. Dan Fesenmeyer: I like watching your podcast. I always find them. Informative and also casual. It’s like you can sit and listen to a discussion and, and pick up a few things, so please continue doing what you’re doing well, thanks Dan. Allen Hall: Thanks Dan.

RED RAM MEDIA KG launches VISIBL, a six-step SEO and AI framework developed by SEO expert Daniel Neubauer to help industrial SMEs boost visibility in search engines and AI assistants. RED RAM MEDIA KG City: Neu-Ulm Address: Max-Eyth-Str. 41/1 Website: https://www.redrammedia.com/ Phone: 49 731 85074360 Email: info@redrammedia.com

In this episode of The Product Experience, host Randy Silver speaks with Teresa Huang — Head of Product for Enablement at global health‑insurer Bupa — about the often‑overlooked world of platform product management. They explore why building internal platforms is fundamentally different and often more challenging than building user‑facing products, how to measure the value of platform work, and practical strategies for gaining stakeholder alignment, driving platform adoption and demonstrating business impact. Chapters0:00 – Why “efficiency” alone no longer cuts it — measuring platform impact in business terms1:02 – Teresa's background: from business analyst to head of product in health insurance6:20 – What we mean by “platform product management” — internal tools vs marketplace vs public‑API platforms7:44 – Why you need to “hop two steps”: address developer needs and end-customer value10:24 – Types of platforms: internal APIs, marketplace ecosystems, public‑facing platforms (e.g. like Shopify)10:55 – Reframing platform work: building business cases instead of chasing “efficiency” metrics13:16 – Linking platform initiatives to core business goals and joint OKRs15:47 – The importance of visualisation — using prototypes and role‑plays to communicate platform value20:57 – Internal showcases: keeping stakeholders engaged with real‑world scenarios23:28 – Success metrics for platforms: adoption, usage, reliability, ecosystem growth26:00 – Retiring legacy services: deciding when low-use tools should be decommissioned28:55 – From cost centre to enabler: shifting the narrative to show value creationOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Most leaders genuinely want a strong relationship with their team, yet day-to-day reality can be messy—especially when performance feels uneven. The trap is thinking "they should change." The breakthrough is realising: you can't change others, but you can change how you think, communicate, and lead.  Why do leaders get annoyed with the "80%" of the team (and what should they do instead)? Because the Pareto Principle (80/20 rule) makes it feel like you're paying for effort you're not getting—but the fix is to lead the whole system, not just the stars. In most teams, a smaller group carries a disproportionate chunk of the output, and that can irritate any manager trying to hit targets, KPIs, OKRs, or quarterly numbers.   But treating the "80%" as a problem creates a self-fulfilling spiral: you spend less time with them, they feel it, motivation drops, and performance follows.  In Japan-based teams (and in global teams post-pandemic, with hybrid work and remote collaboration), this spiral gets worse because "relationship temperature" matters. Instead, think like an orchestra conductor: the first violin matters, but the whole section must play in harmony.  Do now: Stop "ranking people in your head" mid-week. Start "designing the system" that helps every player contribute.  Can you actually change your team members' performance or attitude? Not directly—you can't rewire other adults, but you can change the environment you create and the way you show up. The leader move is internal first: adjust your assumptions, your language, your coaching cadence, and your consistency.   In practice, this means you stop waiting for people to become "more like you" and start shaping the conditions where they can succeed. A simple mental shift is accepting that high performers and average performers will always co-exist in any team—Japan, the US, Europe, APAC; startups, SMEs, or multinationals. When you accept the 20/80 reality, you can focus on (1) lifting the 20% even higher and (2) getting strong coordination and reliable contribution from everyone else.  Do now: Identify one attitude you bring to the "middle 60%" that's costing you results—and change that, first.  How do you stop criticism from destroying motivation and trust? By eliminating the "criticise, condemn, complain" reflex and replacing it with coaching language that preserves dignity. Dale Carnegie's human relations principle is blunt for a reason: criticism rarely produces agreement; it produces defence.   And when people feel attacked, they don't improve—they protect themselves, they withdraw, and they tell themselves a story about you. This is especially relevant in Japan, where public correction can trigger loss of face, and in Western contexts where blunt feedback can still backfire if it feels personal rather than behavioural. The point isn't to become "soft." It's to become effective: if the same negative approach keeps producing the same negative reaction, adjust the angle—just a few degrees—so the other person can respond positively.  Do now: Before your next correction, rewrite it as: "Here's what I observed, here's the impact, here's what good looks like next time."  What does "honest, sincere appreciation" look like in a Japanese workplace? It's specific, evidence-based praise—not vague compliments, not flattery, and not silence. Leaders often skip appreciation because they assume "they're paid to do it," then wonder why cooperation is hard.   Yet people are highly sensitive to fake praise, and they'll dismiss it as manipulation.   The fix is to praise something concrete and provable. A practical Japan example is exactly the point: "Suzuki-san, I appreciated the fact you got back to me on time with the information I requested—it helped me meet the deadline. Thank you for your cooperation."   The evidence makes it believable, the detail makes it useful, and the respect makes it repeatable. Do now: Give one piece of appreciation today that includes what, when, and why it mattered—in one sentence.    How do you motivate people who don't seem to care as much as you do? You motivate them by speaking to what they want—because everyone is already focused on their own priorities. If you need cooperation, it's not enough to repeat what you want and when you want it.   Your team member is running their own internal agenda: career security, competence, recognition, flexibility, learning, status, autonomy, or simply a calmer workday. This is where "arouse in the other person an eager want" becomes a leadership skill, not a slogan.   In a Japanese firm, the eager want might be stability and not standing out negatively. In a US startup, it might be speed, ownership, and visibility. Same principle, different cultural packaging. Listen to what comes out of your mouth—if it's all about you, you're making cooperation harder.  Do now: In your next request, add one line: "What would make this easier or more valuable for you?"  What should leaders do this week to strengthen team relationships—fast? Start by changing yourself "three degrees," then run a simple weekly rhythm that rebuilds trust, clarity, and contribution. If you keep approaching lower performers negatively, you'll keep getting the same negative reaction; change your approach first.   Then operationalise it—because intention without behaviour is just theatre. Here's a tight relationship-strengthening checklist you can run in any context (Japan HQ, regional APAC office, or global remote team): Weekly habit What you do Why it works 2x short 1:1s Ask: "What's blocking you?" Shows support, surfaces friction 1 evidence-based praise Specific + concrete Builds motivation without fluff  2021.10.11 GEO Version How Lead… 1 "eager want" question "What do you want from this?" Aligns incentives  2021.10.11 GEO Version How Lead… 1 criticism detox Remove complain/condemn Prevents defensive behaviour  2021.10.11 GEO Version How Lead… Do now: Pick one person you've mentally labelled "difficult" and change your next interaction by three degrees—more curiosity, more respect, more clarity.  Conclusion If you want stronger relationships, stop waiting for people to become easier to lead. You'll get better results by starting with what you control: your mindset, your communication habits, and your consistency. The leaders who do that build better teams; the leaders who don't keep complaining—and they're never short of company.  Next steps (quick actions) Replace one critical comment with one coaching request this week.  Deliver one evidence-based appreciation per day for five days.  In every request, add one line that links to what the other person wants.  Track who you spend time with—ensure the "80%" aren't getting frozen out.  FAQs Yes—high performers still need active leadership, not neglect. Keep lifting the 20% higher while systemising support for everyone else.  No—praise isn't "un-Japanese" if it's precise and evidence-based. Specific appreciation is usually accepted because it's verifiable and respectful.  Yes—criticism can be useful, but condemn-and-complain feedback usually backfires. People defend themselves; improvement requires clarity without attack.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

This week's Espresso covers news from Mercado de Recebíveis, Clara, BHub, and more!Outline of this episode:[00:30] – Creditas raises $108M Series G led by Andbank[00:40] – Mercado de Recebíveis raises $28M FIDC[00:48] – BHub raises $10M to bring AI to Brazil's accounting market[00:58] – ColmeIA raises $3.4M reaching a $94M valuation[01:08] – Clara raises $70M in debt[01:19] – Unergy raises $5M in a Pre-series A round[01:30] – Cenit raises $1.8M to automate tax management for SMEs[01:41] – Frankles raises $1M led by Südlich CapitalResources & people mentioned:Startups: Creditas, Mercado de Recebíveis, BHub, ColmeIA, Clara, Unergy, Cenit, Frankles.VCs: Andbank, Crescera Capital, BBVA Spark, Covalto, International Finance Corporation, Hi Ventures, Südlich Capital.

It's been a pivotal year for the circular economy, full of big ideas and practical breakthroughs.Before we fully dive into 2026, we're hitting pause for a moment of reflection.Join Fin, Lou, and Pippa who have hand-picked their favourite, most insightful, and memorable moments from the conversations they've had this year.This episode may show condensed snippets, but it is packed with big ideas, practical breakthroughs, and the highlights that defined the circular economy in 2025.Thanks for listening to the Circular Economy Show from the Ellen MacArthur Foundation. Help us grow our audience in 2026 by sharing your favourite episode with your friends and colleagues.Explore the episodes discussed in order of appearance:Ep 201: Why do circular business models fail to scale? Going it aloneEp 188: “It's a no-brainer”: Arc'teryx on bringing repairs in-storeEp 197: Stop minding your own businessEp 179: How are small start-ups, SMEs, and large corporations working together to change the food system?Ep 185: How can marketers turn ideas into impactful action?Ep 174: Material security in a circular economy | Energy and competitiveness

The scale and sophistication of fraudulent advertising and AI-generated scams on social media are growing rapidly, making it harder than ever for people to know what's real. New research from Visa in Ireland reveals that people who mistake fake AI-generated content for real are six times more likely to be tricked by scammers online than those who don't (73% vs. 12%). This highlights how digital misinformation directly increases vulnerability and underscores the importance of collective action to protect consumers and restore trust in digital platforms. In Ireland, Visa found that people who are affected by online scams typically lose €124.50 per incident (median amount), costing the Irish economy an estimated €71.8 million annually. The impact goes beyond financial loss, causing emotional distress, increased anxiety and reduced productivity. On average, victims of online scams spend around 8.9 days resolving the issue, which is 44% of the working month. The way people engage with content online plays a major role. Those who share a post without checking its accuracy first are five times more likely to be targeted and impacted by online scams compared to those who tend to take a moment to verify it first (35% vs. 6%). Every day online habits - such as skimming headlines, resharing without verifying and trusting AI-generated content - are creating new vulnerabilities that scammers are quick to exploit: 59% have believed online content was genuine, only to later discover it was an AI-generated fake Over a third (38%) rarely read beyond a headline before forming an opinion Almost a quarter (23%) have reshared a post without checking its accuracy The ripple effect of online scams As online scams grow more sophisticated and widespread, this shift in consumer behaviour is having a tangible impact on the wider economy. Almost half (42%) have changed how they shop online after being scammed, and one in two people (50%) targeted by online shopping scams say they now avoid shopping with smaller or unfamiliar brands. This is having a particularly significant impact on small and medium enterprises (SMEs), which account for 99.8% of Ireland's business population and depend heavily on consumer confidence to survive and grow. Stepping up the fight against fraud Visa is stepping up the fight against social media scams - combining decades of experience with cutting-edge technology and working closely with banks, retailers, and digital platforms to restore trust in online commerce. AI has been central to Visa's approach to fraud prevention. For over 30 years, the company has used AI-powered tools to help keep payments secure and stay ahead of evolving threats. In the last five years alone, Visa has invested $12 billion in technology, including building smart, AI-powered systems that detect suspicious behaviour in real time and stop scams before they reach people. Awareness is as critical as technology. With almost two in five (39%) people believing AI will make scams harder to spot on social media, Visa is taking proactive steps to close that gap. Tackling fraud requires a united front, and Visa is committed to collaborating across the ecosystem to set new standards for consumer protection. By working closely with banks, retailers and platforms to ensure consumers have the right advice at their fingertips, Visa is helping people recognise an AI-generated scam, understand how they work, and stay safe in an increasingly AI-driven digital world. Because the more informed people are, the harder it is for scammers to succeed. Visa is calling on all stakeholders - platforms, banks, retailers and policymakers - to work together to raise the bar for digital trust and consumer protection. Conor Langford, Visa Country Manager for Ireland said: "AI is transforming how we live, shop, work and connect, but it's also reshaping the landscape for fraud. Scammers are using the same technology that brings us innovation to deceive and exploit consumers, blurrin...

[Ad]  Support our show and yourself by supporting our two great sponsors! Go to https://piavpn.com/OTHERSIDE to get 83% off Private Internet Access with 4 months free!   AND D-I-Y Your Patio, Carport, Deck, Pergola and more with SmartKits at smartkits.com.auThis week on  THE OTHER SIDE...   (Ep 436  w/c Fri 28 November 2025)  -- Small business is in crisis in Australia -- but Big Government and Big Corporate don't care.  Two CEOs of small-to-medium-sized enterprises (SMEs) warn that If things don't change soon, the sector responsible for 97% of Australian non-government jobs will collapse.  -- The Relentless 'War on Masculinity' - How much longer can Australian society survive the constant attacks on men and boys?  Women and girls continue to be put first in every area of government and private business. What started as a 'correction' has turned into a disaster for young men - this is a conversation our country desperately needs to have and our guest David Maywald is leading the charge. -- Telstra's backflip on a terrible policy that would have seriously disadvantaged men is welcome news, but as Bettina Arndt explains, the giant telco has other issues it needs to fix. -- Damian's perspective on Pauline Hanson's burqa stunt, scary new laws in the increasingly authoritarian UK, the Green-left Labor government's rejection of calls for an inquiry into the ABC, and the unexpected bravery of one female ABC radio show host. Support us by joining THE EXCLUSIVE SIDE at https://www.othersidetv.com.au/Follow us on X  @OtherSideAUSSubscribe NOW on YouTube @OtherSideAUSSupport us - Support our Sponsors - PIAVPN.com/OtherSide and  smartkits.com.auSupport the showJoin The EXCLUSIVE Side at www.OtherSideTV.com.au and help us revolutionise Aussie media! The Other Side is a regular news/commentary show on YouTube @OtherSideAus and available to watch FREE here: https://www.youtube.com/@OtherSideAus Follow us on X @OtherSideAUS

In this episode, Eric sits down with Tony Gray from the Global Business Development Association to completely reframe what business development really is—and why most companies get it wrong. Tony explains how he built the Business Development Body of Knowledge after years of struggling to "break into BD," why traditional labels like B2B/B2C/B2G are less important than intent and trust, and how purpose, empathy, and truth literally create the brain chemistry that drives deals. He breaks down the difference between sales and true business development, shows how untrained teams cause massive revenue leakage, and shares practical tactics like open-book BD certification, community-led growth, and agile proposal methods that stop relying on overworked SMEs and start producing cleaner, clearer, more winnable bids. Key Takeaways Trust is the first principle of BD – purpose, empathy, and truth drive the brain chemistry that leads to real, lasting relationships and referrals. Everyone in your company is a business developer – if your team can't spot customer pain points and route them back to leadership, you're leaking revenue. Community-led growth beats going solo – partnering with aligned experts and building niche communities gets you into new markets faster than cold outreach alone. Learn more: https://federalhelpcenter.com/ https://govcongiants.org/  Encore Funding: https://www.encore-funding.com/  Tony's Linkedin: https://www.linkedin.com/in/tony-gray-mba-bdp/ Website: https://www.gbdassociation.org/  

In this episode of The Product Experience, host Randy Silver sits down with product veteran John Cutler to explore why creating great products remains one of the hardest things organisations do. They dive into why so many companies adopt off‑the‑shelf models (“Spotify”, “SAFe”, etc) and still struggle, and how the secret often lies not in what you build but how you build it—specifically the game you design for how you work.Chapters00:00 — The stigma around “how you work”00:54 — Introducing John Cutler (again)01:25 — What John's building at Dotwork02:46 — From fun to formal: doing discovery at scale04:04 — Why process became a bad word05:10 — The “cavalier PM” mindset06:28 — Empowered teams vs. harsh realities08:00 — What great pockets of practice have in common09:03 — Managing up vs. doing the right thing10:24 — Playing the game vs. designing the game11:20 — What makes a great internal game12:33 — Defining success: thriving, surviving, progressing13:46 — Environmental design: why leaders hesitate15:10 — Making intentional design less intimidating16:42 — Tools, rituals, and the power of checkpoints18:23 — The behaviour design playbook20:41 — Removing blockers: access, repetition, reflectionWe're taking Community Questions for The Product Experience podcast.Got a burning product question for Lily, Randy, or an upcoming guest? Submit it here. Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A...

Kurhula Baloyi, founder of Sum1 Investments, describes an innovative financing model – and even the idea of a future township stock exchange.

Operators with 30 years of pattern recognition leave for competitors. Engineers carrying legacy system intelligence depart. Everyone understands the risk. Few solve the execution: Systematically extracting tacit intelligence that experts can't articulate because it operates below the conscious threshold.Dr. Refiloe Mabaso and Wisdom Ndashe architected what many struggle to build - knowledge-capture systems that function independently of voluntary participation. At ATNS, harvesting is mandated by policy and embedded in workflows. Their "Legends and Beneficiaries" program identifies critical expertise five years before departure, mapping tacit intelligence to next-generation operators through structured protocols. The execution breakthrough: embedding capture into SOPs makes retention automatic. Travel with Purpose demonstrates strategic reach - converting unaccounted expenditures into documented intelligence acquisition with measurable ROI. Cost centers become intelligence operations.Paradigm Shifts:

Ron Benegbi, founder and CEO of Uplinq, a unique credit-scoring solution for SMEs, spoke with Rudolf Falat, founder of the Voice of FinTech podcast, about how to make credit scoring for SMEs smarter while working alongside existing solutions.Here is what they talked about in more detail:Ron's background and experienceRon's reasons for starting his businessWhat is Uplinq? What problem do they solve?What is Uplinq's unique advantage? How do they differ from other credit scoring solutions? Business modelTarget customersLocationsThe very first steps in starting this ventureWhere are you in your journey regarding product development, geographic reach, funding, and hiring? Can you share any numbers?What are your next steps for this year and beyond? Where can interested parties contact you? Uplinq site orRon Benegbi on LinkedIn 

Jeannette Linfoot speaks with Fergal O'Connor, the highly competitive founder and CEO of Buymedia, one of the fastest-growing companies in Ireland. In this episode, Fergal shares how Buymedia is continuing its rapid growth, recently launching into the UK market as part of its mission to transform the global advertising landscape. Fergal explains how he is democratising the advertising world for small and medium enterprises (SMEs) by leveraging AI to ensure every pound of ad spend delivers real business results. He opens up about his story, his deep competitive drive, and his unexpectedly shy nature. Fergal explains why: Revenues and customers will solve most of the business problems. You can go fast by yourself, but you can't go far unless you have a high-energy team around you. Why asking “Please tell me where my baby is ugly" to find what is wrong with your product or process early will help you solve it. You shouldn't be afraid to share your ideas with mentors, as people are generally too busy with their own work to steal them . Timestamps: 0:00 Introduction: Meet Fergal O'Connor, Founder and CEO of Buymedia 0:59 Transforming the Global Advertising Landscape (Buymedia's Mission) 4:58 Democratising Ad Spend for Small and Medium Enterprises (SMEs) 12:21 Revenues and Customers Will Solve Most Business Problems 26:11 You Need a High-Energy Team to Go Far 53:40 Why You Shouldn't Fear Sharing Ideas with Mentors 1:05:01 Conclusion and Final Resources (Visit Brave Bold Brilliant) Subscribe to Brave Bold Brilliant for weekly wisdom on leadership, legacy, and living boldly. Let's make your next move your bravest yet. CONNECT WITH JEANNETTE: Jeannette's linktree - ⁠https://linktr.ee/JLinfoot⁠ ⁠https://www.jeannettelinfootassociates.com/⁠ YOUTUBE - ⁠https://www.youtube.com/@braveboldbrilliant⁠ LinkedIn - ⁠https://uk.linkedin.com/in/jeannettelinfoot⁠ Facebook - ⁠https://www.facebook.com/jeannette.linfoot/⁠ Instagram - ⁠https://www.instagram.com/jeannette.linfoot/⁠ Tiktok - ⁠https://www.tiktok.com/@brave.bold.brilliant⁠ VALUABLE RESOURCES Brave Bold Brilliant - ⁠https://brave-bold-brilliant.com/⁠ Brave, Bold, Brilliant podcast series - ⁠https://podcasts.apple.com/gb/podcast/brave-bold-brilliant-podcast/id1524278970⁠ ABOUT THE HOST Jeannette Linfoot is a highly regarded senior executive, property investor, board advisor, and business mentor with over 30 years of global professional business experience across the travel, leisure, hospitality, and property sectors. Having bought, ran, and sold businesses all over the world, Jeannette now has a portfolio of her own businesses and also advises and mentors other business leaders to drive forward their strategies as well as their own personal development. ABOUT THE GUEST Fergal O'Connor is the Founder & CEO of Buymedia, one of Ireland's fastest-growing advertising technology companies, now expanding rapidly across the UK. With over 20 years of experience in the media and marketing industry, Fergal has worked across print, radio, television, and digital, giving him a uniquely comprehensive understanding of how businesses can maximise their advertising impact. Website: https://buymedia.ai/ie LinkedIn: https://www.linkedin.com/company/buymediahq/?originalSubdomain=ie Instagram:  https://www.instagram.com/buymediahq/ Podcast Description Jeannette Linfoot talks to incredible people about their experiences in business and life, gaining first hand insight into how they unleashed their potential to become Brave Bold Brilliant. From the boardroom tables of big international businesses to the exciting world of entrepreneurs it's all about stepping up to the next level while staying true to yourself.

The Space Show Presents KATHRYN BOLISH, WEX Foundation, Friday, 11-21-25Brief Summary:The program focused on discussing the WEX Foundation's educational programs, particularly their space STEM initiatives for K-12 students through their LCATS program, which provides free education and mentorship in space-related topics. The discussion covered the foundation's approach to teaching mathematics and programming, as well as their collaboration with NASA and other aerospace companies to develop student projects and curriculum. The conversation concluded with an exploration of the program's impact on student engagement and academic performance, while addressing challenges related to the COVID pandemic, funding, and policy issues in public education.Detailed Summary:David, John Jossy, and Kathryn Bolish, our guest from the WEX Foundation, discussed the WEX Foundation, its projects, and its namesake, Judge Waldo Jimenez. Kathryn explained the power outages at her office causing WIFI issues for this broadcast. We lost audio and video with our guest a few times during the program but were fortunate that we were able to reconnect with a minor delay. We do apologize for the audio/video issues during this discussion.Kathryn discussed her passion for mathematics and her plans to pursue a PhD at UTSA. John Jossy and I welcomed Dr. Ajay Kothari to the meeting and others as they joined us. I provided a formal introduction for Kathryn Bolish, a mathematician pursuing a PhD, who discussed her passion for mathematics and its applications in space travel. They explored the disconnect between theoretical and numerical mathematics in education, with Kathryn highlighting the importance of teaching math theory and logic from an early age to improve understanding and reduce remedial needs. Before commencing with the full program, I announced upcoming guests and program changes, including a fundraising campaign after Thanksgiving which is essential for supporting The Space Show for 2026.Kathryn discussed the importance of teaching propositional logic and set theory to students early on to help them understand math as a tool rather than a monster. She explained how WEX Foundation provides free space STEM education to K-12 students, focusing on lunar exploration. The program, called LCATS, accepts 30-40 students annually for a three-year commitment, meeting bi-weekly Saturdays at San Antonio area universities. Kathryn emphasized the need for teachers to understand basic programming and math theory to effectively teach these subjects. The discussion also touched on the challenges of AI in education, with Kathryn advocating for using AI as a tool for learning rather than for cheating. David inquired about the program's impact on students' general academic performance, including students not in a WEX program but in the class with a WEX student. Kathryn replied that it has led to increased interest and engagement in STEM subjects among participating students.Kathryn explained that the WEX Foundation's LCATS program, which was piloted by NASA in 2017, faced challenges due to the COVID-19 pandemic and staff changes in 2020. She emphasized the importance of ensuring that the program's content remains relevant to the space industry and highlighted the need to find suitable locations and teachers willing to conduct classes on Saturdays. Kathryn also discussed the foundation's approach to connecting young students with space industry experts, noting that while the experts may initially seem intimidating, the students often view their feedback as valuable learning opportunities. She mentioned that the foundation plans to finalize a comprehensive LCATS curriculum by May 2026, which will then be used to expand the program to other regions.Kathryn discussed the benefits of exposing students to industry challenges, noting that while some SMEs may be harsh, the experience helps build student confidence. She shared an example of a student project that led to a 3D printer prototype for lunar construction, now displayed at a museum. David raised concerns about magical thinking among graduate students and asked how Kathryn addresses it with young minds, to which she responded that embracing the “magic” of unknown possibilities is crucial for innovation, drawing parallels to historical achievements like the moon landing.The meeting discussed the NASA-funded New Worlds program, which trains pre-service educators in lunar habitat design. Kathryn explained that the program teaches students about lunar lava tubes and challenges them to design habitat systems. Ajay raised concerns about landing on the lunar surface, suggesting that the program could help address this issue by developing solutions for landing on uneven terrain. Marshall inquired about the transition from Earth-based biospheres to lunar habitats, and Kathryn mentioned that the program partners with experts in this field to provide students with relevant constraints and knowledge. The conversation ended with a reminder that the show had a strict 60-minute time limit.Kathryn explained that her parent company, Astroport, evaluates student proposals for space-related projects by assessing their feasibility for terrestrial demonstrations before advancing to lunar applications. She noted that while Astroport works with major aerospace companies like Boeing and SpaceX, WEX focuses on space STEM education and collaborates with these organizations through mentorship and partnerships. Kathryn also mentioned that WEX operates from the same building as Astroport and occasionally hosts engineers to help students brainstorm solutions for their projects, while acknowledging the challenges of addressing policy and regulation issues in their curriculum.Kathryn explained that WEX Foundation's space education programs are structured to be self-sustaining and low-cost, allowing them to continue operations despite NASA's education budget cuts. She clarified that while students can propose their own ideas for lunar projects, the program focuses on teaching established concepts like lava tube habitation and letting students develop their own solutions. The discussion concluded with Ajay offering to share a paper about space exploration with Kathryn, who expressed gratitude for the collaborative spirit among the participants.This program featured a discussion with Kathryn from the WEX Foundation, who shared insights about her math-focused educational programs in San Antonio. She explained how her mathematical background supports her work in program management and curriculum development, despite not directly using advanced math in her current role. The conversation highlighted the diversity of her student cohorts and the collaborative nature of her programs, which bring together students of different ages and backgrounds. The discussion concluded with questions about the demographics of her students and plans for program expansion, as well as a brief conversation about the challenges of public education and the role of money in society.Special thanks to our sponsors:Northrup Grumman, American Institute of Aeronautics and Astronautics, Helix Space in Luxembourg, Celestis Memorial Spaceflights, Astrox Corporation, Dr. Haym Benaroya of Rutgers University, The Space Settlement Progress Blog by John Jossy, The Atlantis Project, and Artless EntertainmentOur Toll Free Line for Live Broadcasts: 1-866-687-7223 (Not in service at this time)For real time program participation, email Dr. Space at: drspace@thespaceshow.com for instructions and access.The Space Show is a non-profit 501C3 through its parent, One Giant Leap Foundation, Inc. To donate via Pay Pal, use:To donate with Zelle, use the email address: david@onegiantleapfoundation.org.If you prefer donating with a check, please make the check payable to One Giant Leap Foundation and mail to:One Giant Leap Foundation, 11035 Lavender Hill Drive Ste. 160-306 Las Vegas, NV 89135Upcoming Programs:Broadcast 4466: ZOOM: Dr. Avi Loeb | Sunday 23 Nov 2025 1200PM PTGuests: Dr. Abraham (Avi) LoebZOOM: Dr. Avi Loeb returns to discuss our latest interstellar visitor and more. Get full access to The Space Show-One Giant Leap Foundation at doctorspace.substack.com/subscribe

Send us a textWhen decisions can't wait for perfect data, you need methods that actually work in the real world. We sit down with Brian Moon to pull naturalistic decision making out of journals and into the field where cops, medics, operators, and executives make consequential calls under stress, time pressure, and uncertainty. The conversation opens with a clear critique: elegant lab studies often miss the work. From there, we rebuild on stronger ground; agency, process, and the lived patterns of true expertise. Brian traces why experience isn't just hours served but exposure to hard problems, responsibility for outcomes, and honest feedback that reshapes judgment. We unpack how experts blend rapid recognition with deliberate checks, using counterfactuals to keep first interpretations from hardening too soon. If you lead training, you'll get specific moves: design scenarios that force ownership of the whole problem; capture tacit cues through structured debriefs; and teach a shared language for uncertainty so teams can flexecute as conditions change. We also push into high-friction topics like use-of-force errors and pathways to violence, showing how process signals, not labels or post-hoc narratives, offer the best chance to prevent bad outcomes.Across the hour, you'll hear how to spot and grow real SMEs, why credentials alone fall short, and how to engineer environments where sensemaking becomes a habit instead of a hope. Whether you work a midnight shift or a corner office, you'll leave with practical tools to clean up your decisions this week and a sharper lens for understanding human behavior where it actually happens: on the street, on the line, and in the moment. If this conversation helps, share it with a teammate, subscribe for more, and drop a review so others can find it. Darwin's People: AMAZONSupport the showWebsite: https://thehumanbehaviorpodcast.buzzsprout.com/shareFacebook: https://www.facebook.com/TheHumanBehaviorPodcastInstagram: https://www.instagram.com/thehumanbehaviorpodcast/ Patreon: https://www.patreon.com/ArcadiaCognerati More about Greg and Brian: https://arcadiacognerati.com/arcadia-cognerati-leadership-team/