Podcasts about smes

Cheryl Platz, Cheryl Platz, former UX Director for Riot Games, Scopely and Author of "The Game Development Strategy Guide," returns to The Product Experience to explore how video game design principles can transform product development. From her time at Riot Games and Marvel Strike Force to teaching at Carnegie Mellon, Cheryl shares hard-won lessons about player motivation, onboarding, and building products that thrive. Discover why competition is no longer the primary driver of modern gaming, how a children's game taught her about gendered design assumptions, and how she turned a catastrophic server outage into a UX win that made Reddit happy.Chapters06:03 Game development is cloud services plus filmmaking07:08 The problem with silos in game studios08:24 “Modern” games: live service, messy business models, shifting tastes09:58 Defining a game: players decide if you got it right11:41 Motivators of play and why they matter to product people12:26 Disney Friends: the moment a playtest rewrote the design17:19 Classic vs modern motivators: what technology changed20:41 The research that challenged the “games are competition” assumption22:36 Why game lessons translate to enterprise software (and where gamification goes wrong)25:19 Pro-social design: trust, safety and communities at scale28:33 Designing for companionship and shared experiences34:43 Onboarding as growth strategy, not a “nice to have”37:38 Journey mapping 100 levels: making invisible drop-off visible39:25 On-demand learning beats one-and-done tutorials41:58 Advice for people trying to break into games during layoffs44:36 Turning a sixth anniversary outage into a UX win 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 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.

Stephen Grootes speaks to Xolani Nyali, Partner at Bowmans, about the firm’s warning that South Africa’s banks could face a potential Competition Commission market inquiry into their lending practices toward black-owned small businesses and SMMEs. The issue comes amid heightened scrutiny of access to funding for historically disadvantaged persons, ongoing investigations into aspects of banking conduct, and broader debates around competition and transformation in the financial sector. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.    Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 18:00 to 20:00 (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Follow us on social media   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

In the latest episode of Finance Specialist, hosts Liam Garman and Trent Carter examine the major banks' aggressive push into business lending and what it signals for brokers operating in the SME and commercial credit space. With latest data from the Australian Prudential Regulation Authority showing the top 10 banks' business lending books closing in on $1 trillion, the discussion unpacks why commercial credit has become such a priority for lenders. Carter explains how tightening margins in residential lending have driven banks to focus on higher-yielding, relationship-based business banking, where risk-adjusted pricing and cross-selling opportunities create stronger returns. The episode also considers what this competitive shift means for brokers. Garman and Carter break down how familiarity and trust keep many SMEs with major banks, while challenger banks and specialist lenders carve out space through flexibility and faster decision making. For brokers, the message is clear: understanding lender segmentation, defining a niche, and knowing which funder suits which scenario is increasingly critical as competition intensifies across Australia's commercial credit landscape.

Budget 2026 sets out a mix of adjustments and incentives that may shape the operating environment for Singapore’s small and medium-sized enterprises going forward. From changes to foreign manpower qualifying salaries to measures aimed at supporting internationalisation and business transformation, the signals are clear but the impact may not be uniform across sectors. So how should SMEs interpret this year’s Budget? Where might cost pressures be most keenly felt, and how might firms respond as policy shifts take effect over the next two years? Chor Khieng Yuit, Senior Business Correspondent, The Straits Times joins the Breakfast Show to share her insights.See omnystudio.com/listener for privacy information.

15.00 บสย. เผยปี 2568 ยอดค้ำประกันทะลุ 4 หมื่นล้านบาท ช่วย SMEs เข้าถึงสินเชื่อกว่า 5.2 หมื่นราย ช่วยลูกหนี้ปรับโครงสร้างหนี้สะสม 1.6 หมื่นล้านบาท

Adam Smith is often invoked as the intellectual godfather of modern capitalism — but he was also a moral philosopher. Judo Bank founder and former CEO Joseph Healy joins Gene Tunny to argue that Australia's market economy has drifted from Smith's vision. From weak competition and high household debt to corporate scandals and lobbying influence, this episode explores whether capitalism has been “hijacked by capitalists” — and why complacency may be Australia's greatest economic risk.Gene would love to hear your thoughts on this episode. You can email him via contact@economicsexplored.com. About this episode's guest: Joseph HealyJoseph Healy is an experienced Australian banking executive and the author of What Would Adam Smith Make of Modern Australia? He has had a long career in financial services in Australia and internationally, including as a co-founder and former CEO of Judo Bank, a specialist SME bank. Joseph has a longstanding interest in Adam Smith's work as both an economist and moral philosopher. In his book, he draws on The Wealth of Nations and The Theory of Moral Sentiments to assess the state of modern Australian capitalism — examining competition, corporate governance, banking, regulation, education, and the relationship between economic performance and societal wellbeing.What You'll LearnWhy Adam Smith must be read as both an economist and a moral philosopher.How shareholder value thinking reshaped corporate incentives from the 1980s onward.Why weak competition in banking, airlines, retail, and energy may be generating economic rents in Australia.How the shift of bank lending toward housing may have created systemic risk and underinvestment in SMEs in Australia.Why Joseph gives Australia a C+ overall — and why that grade could deteriorate.Timestamps02:25 – Why Joseph wrote to The EconomistThe 250th anniversary of The Wealth of Nations and reclaiming Smith's legacy.09:18 – Why Moral Sentiments still matters“Loved and lovely” — Smith's moral framework explained.16:30 – The legal test vs the moral test“It's not ‘Will we get caught?' — it's ‘Is this the right thing to do?'”18:29 – Shareholder value and the erosion of restraintHow incentives shifted corporate behaviour from the 1980s onward.27:39 – Banking concentration and the shift to mortgagesBig Four dominance and declining SME lending.31:05 – Systemic risk and household leverageIs Australia too exposed to housing debt?36:10 – Lobbying and barriers to competitionWhy reform is politically difficult.40:45 – Five areas of reformGovernment size, competition, tax reform, governance, trade unions & education.48:34 – The Qantas exampleLobbying, protection, and consumer impact.51:39 – What would Adam Smith make of Australia?The “report card”: A for trade, D for competition, C+ overall.55:11 – Reclaiming capitalism“Capture it back again so it's working for everybody.”Links relevant to the conversationJoseph's book, What Would Adam Smith Make of Modern Australia?https://majorstreet.com.au/products/what-would-adam-smith-make-of-modern-australia-br-i-small-by-joseph-healy-i-smallLumo Coffee promotion10% of Lumo Coffee's Seriously Healthy Organic Coffee.Website: https://www.lumocoffee.com/10EXPLOREDPromo code: 10EXPLORED 

January may have looked quiet on the surface, but the Nordic fintech engine was very much running.In this Nordic Fintech Highlights episode, Ville, Pål and Janne unpack what actually mattered beneath the seasonal slowdown — where peer-to-peer payments, SME banking, and the future of merchant acquiring all collide in very Nordic ways.On the agenda:.- Klarna goes P2P. From BNPL to bank to sending money between friends, Klarna steps into an already crowded wallet space — starting closed-loop, with bigger ambitions ahead. We dig into ecosystems, cross-border logic, and why P2P always ends up being about much more than just P2P..- Lunar raises €46m and doubles down on SMEs. Fresh capital, sharper focus on business banking, and Moonrise as a platform play. Underserved SMEs return to the spotlight — this time backed by a proper war chest..- Loomis Pay and Android POS. Cash heritage meets programmable terminals as Loomis pushes deeper into digital acquiring. We explore why open POS platforms matter, how new payment rails complicate acquiring, and why instant payments still give merchants plenty of operational headaches.Naturally, the conversation takes a few familiar side roads: embedded finance, platform economics, gig workers, AI agents as future bank customers — and a shared realization that merchant acquiring has become one of the most quietly complicated parts of fintech.A calm start to the year, a surprisingly busy news cycle, and just enough skepticism to keep everyone honest.Episode hosted by Pål Krogdahl, Ville Sointu & Janne SalminenEpisode produced and edited by Fintech Daydreaming- Email us on Hello@FintechDaydreaming.com- Fintech Daydreaming home page - https://www.FintechDaydreaming.com- Fintech Daydreaming on Twitter - https://twitter.com/FintechDaydream- Fintech Daydreaming on LinkedIn - https://www.linkedin.com/company/fintech-daydreaming- Pål Krogdahl - https://www.linkedin.com/in/krogdahl/- Ville Sointu - https://www.linkedin.com/in/ville-sointu-54682b/

We talk to entrepreneurs Jayne Ronayne and Sarah Sexton about their new business Oac Snacks, which is on a mission to create healthy snacks that actually taste good. Jayne previously founded employee experience platform Talivest, which raised over €3 million from investors, while Sarah previously founded Bean Brownie, the Cork healthy treats brand that became a cult favourite over almost a decade.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.

Welcome to the CanadianSME Small Business Podcast, hosted by Maheen Bari. In this episode, we explore how Canadian SMEs can turn sustainability ambition into measurable action while navigating the growing challenges of climate finance.Our guest is Elisa Moscolin, Executive Vice President of Sustainability and the Sage Foundation at Sage. A global sustainability leader, Elisa shares how access to capital, smarter reporting, and inclusive policy design can unlock responsible growth for small businesses.Key HighlightsThe Stocktake Report: What it reveals about Canadian SMEs and how their sustainability journey compares globally. The Virtuous Circle: How access to finance, data, and sustainability reporting must reinforce rather than restrict SME growth. AI and Sustainability: How AI can help SMEs reduce reporting friction and scale impact. Finance Built for SMEs: What must change to create financial products that support climate resilience and growth. Global Implementation: How Sage is ensuring SMEs have a voice at COP30 and beyond.Special Thanks to Our Partners:UPS: 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.

In the wake of Singapore’s latest Budget, attention is turning to what the measures will mean where it matters on the ground for small and medium-sized enterprises. From cost pressures and manpower constraints to AI adoption and overseas expansion, are businesses feeling reassured… or still wary about the road ahead? We take the pulse of SME sentiment with: Chen Ze Ling, Group Head of Corporate and SME Banking at DBS Eric Sim, Founder of Institute of Life Toh Ting Feng, CEO and Co-Founder of GetGo Join the Breakfast Show as we unpack early reactions to the Budget, explore how AI is reshaping business models, and explore why more SMEs are eyeing overseas expansion in 2026. For more Budget 2026 insights:https://www.moneyfm893.sg/whats-on/budget-2026/See omnystudio.com/listener for privacy information.

Who is Arup?Arup Biswas is a dynamic entrepreneur at the forefront of AI-driven marketing solutions. Recognizing that true innovation lies in customer outcomes, Arup has dedicated his career to making powerful marketing accessible for all. He identified three key audiences—marketing agencies, recruitment firms, and SME owners—who often found traditional radio advertising out of reach due to high costs and lack of expertise. With a passion for breaking down barriers, Arup's work centers on helping these businesses connect with audiences more effectively, using cutting-edge technology to solve longstanding challenges and drive real, measurable success.Key Takeaways* Arup Biswas, founder of Klaxon AI, shared how AI can make radio and podcast advertising accessible, affordable, and targeted—even for small businesses. Breaking down barriers is reshaping who gets to be heard.* Removing technical barriers in media isn't just about cost. Klaxon AI lets anyone create professional audio ads in minutes, not days, changing who gets to participate in the advertising landscape.* Culture shifts when technology puts power in new hands. DIY audio ads, as Arup describes, give small business owners a voice where only big brands used to play. That shapes narratives—and who gets to tell them.* Targeted messaging is more than a marketing tactic. Klaxon AI shows that when we speak directly to our audience, we foster deeper connections and more inclusive cultural conversations.* Audio advertising isn't just for radio. Arup encourages using your audio ad everywhere—on your site, social, emails. Culture today is cross-media, and your voice can travel further than ever before.Don't forget: If you want to connect, ask questions, or get notified about upcoming guests like Arup, subscribe to the Systemise.Me newsletter here. You only need your first name and email—easy as (coffee) pie!Thanks for sharing a cup with us this week. Here's to strong coffee, smart hiring, and believing in the dreams you're just starting to imagine.And don't forget: keep an eye out for next guest. To submit your own questions, subscribe to our newsletter and join the conversation!P.S. Loved this episode? Hit reply and let us know what resonated most_________________________________________________________________________________________________Subscribe to our newsletter and get details of when we are doing these interviews live at www.systemise.me/subscribeFind out more about being a guest at : link.thecompleteapproach.co.uk/beaguestSubscribe to the podcast at https://link.thecompleteapproach.co.uk/podcastHelp us get this podcast in front of as many people as possible. Leave a nice five-star review at apple podcasts : https://link.thecompleteapproach.co.uk/apple-podcasts and on YouTube : https://link.thecompleteapproach.co.uk/Itsnotrocketscienceatyt!Do You Need a P.A.T.H. to Scale?We help established business owners with small but growing teams:go from feeling stuck, sceptical, and tired of wasting time and money on false promises,to running a confident, purpose-driven business where their team delivers results, customers are happy, and they can finally enjoy more time with their family -with a results-based refund guarantee: if you follow the process and it doesn't work, we refund what you paid.This is THE P.A.T.H. to scale your business.————————————————————————————————————————————-TranscriptNote, this was transcribed using a transcription software and may not reflect the exact words used in the podcast)SUMMARY KEYWORDSsmall business hiring, remote work, hybrid companies, digital marketing agencies, coaches and consultants, e-commerce businesses, hiring process, HR departments, bad hire costs, hiring mistakes, onboarding, job candidate selection, concierge hiring service, affordable recruiting, job post templates, freelancer pricing guides, virtual assistants, customer service hiring, company culture fit, soft skills, work from home, moms working remotely, freelancing, home-based businesses, job boards, local business networking, HireMyMom platform, Hire Thy Neighbor, faith-based business, church directory, entrepreneurial journeySPEAKERArup Biswas, Stuart WebbStuart Webb [00:00:00]:Hi there and welcome back to It's Not Rocket Science. Five questions over coffee. I have in front of me my coffee mug. I hope Arup has his drink with him, whether or not it's coffee or something else. But I'd love to welcome Arup as well. Arup is the founder of something called Claxon AI which I'm hoping we will learn more about in the next 15, 20 minutes. But from initial introduction I'll say that Klaxon AI is one of those game changing type AI systems that really should be shaking up the podcast advertising, media advertising landscape, enabling us all to produce those really game changing ads cheaper, faster and with more specificity.Stuart Webb [00:01:14]:So Arup, welcome to It's Not Rocket Science five questions over coffee.Arup Biswas [00:01:19]:Thank you, Stuart. I'm delighted to be here.Stuart Webb [00:01:22]:Terrific. Well, you know, let's start with who the who the who. The ideal audience for Klaxon AI is what's the sort of characteristics that anybody who's listening to us at the moment might be thinking? Well, I wonder if this is for me.Arup Biswas [00:01:38]:Yeah, well, there are three key audiences for what we do. And I should say that actually, yes, we are an AI business, of course, but actually it's all about the outcome for the customer. And the outcome for the customer is reaching people effectively in a powerful way. So our core market is marketing agencies are already working with clients, but offering traditional marketing methods, recruitment agencies who may be looking to recruit volume numbers of staff and owners of SMEs. So those business owners who are struggling hard to, to make their business business a success. But I've always thought that radio advertising in particular has been out of their reach because of lack of knowledge or price cost. Those kind of traditional factors have always been the issue. So that's our traditional market, that's our marketplace that we focus on and our solution is all about helping them overcome those issues.Arup Biswas [00:02:31]:And we provided a, created a solution which we think does all that.Stuart Webb [00:02:36]:And let's just sort of understand that. I mean you talked about the fact that it's a solution. So what are the sort of problems that you noticed that you were trying to solve with this? Obviously cost is one, but there must a bunch of other things that you're looking at this solution in AI that will actually help solve.Arup Biswas [00:02:55]:Absolutely. And the biggest, one of the biggest issues other than price, price is always an issue for small business owners is knowledge and technical expertise.Stuart Webb [00:03:03]:Yeah.Arup Biswas [00:03:03]:Particularly when it comes to broadcast advertising, whether it's TV or radio, people think, and traditionally this has been the case. So this is completely justified why people think this way. You need to go to a recording studio, you need a sound engineer, you need a voiceover artist, you need to create a script. And traditionally the cost of creating an audio advert has been thousands and thousands of pounds. Typically a recording studio can be upwards of £300 an hour to just hire the recording studio. So the costs are really high. But also the technical expertise, you know, if you're a business owner running whatever your business is, you know, how much do you actually know about creating a radio advert? You think you might have to outsource that, but it's not typically something you think you can do yourself. So there were high barriers to entry to get into radio advertising and there traditionally always has been high barriers to entry.Arup Biswas [00:03:56]:So when we came up with the concept for doing this, and I should say myself and my co founder, we come from a media background, so we were very experienced in working with small business owners who were looking to promote their businesses in normal market ways, but struggled with things like broadcast advertising. So we came with it from a problem point of view of how do we make it easier for these business owners to get their message out via radio advertising and increasingly podcast advertising. So we know that we know the pain. We, you know, we see the pain every day. And historically the pain's been there, been there. So what we've done is create a system which removes every, every barrier to entry. And I'll, you know, we'll talk a little bit more about what we offer, but essentially one of the services we offer is a self serve advert creation system where anybody can go in and create a professional audio advert with no technical expertise in less than five minutes. So that's what we've tried to do, is remove barriers to entry.Stuart Webb [00:04:55]:So let's, let's just deal into that and I guess we're going to get into some of the sort of the offerings and services that you've got. And I hope that there's going to be a valuable offer, a piece of advice that you'd like to give to the audience. But let me just explore for a moment. I mean, how does this system work? What does the business owner do to, to solve the problem they've got? Having sort of looked at the cost of this and thought this is going to be too expensive for me to be able to sort of put a radio advert, a podcast advert, TV advert, whatever, out this might be a solution to it. What's the steps that they take? What are the different services you Offer.Arup Biswas [00:05:33]:Yeah, well, the first thing to say is when we talk to business owners is to forget everything they know about creating radio adverts. Because most of us, or most people come to this thinking expensive techniques, technically complex, all those kind of things. As I said, we've created a system that removes all that. So we've got two services. One is a self serve system I mentioned where anybody can go in, they can just write a few words of text. We use AI to create a script for the, for the company owner or the marketing executive. So you just need to put in a few words about your business. You know, for example, you know, ABC is a marketing company that works in Chester.Arup Biswas [00:06:11]:Our AI will automatically create a 30 second advert script using that text, or you can put in the exact text that you want to be read out. What happens is our system automatically creates the script, automatically adds an AI voice, and these are high quality AI voices. We use the best AI voices in the industry. You would never know it's an AI voice. And we add background music to it as well and we patch it up as a, as a 30 second advert. Now that process is super quick. Anybody can go into the site now, they could do it now and they'll see that they'll have an advert there to listen to literally within less than a minute, you know, no more than five minutes if they want to translate it, because we offer a translation facility as well. So that's fine, they could do that, then they could download the advert, do whatever they want with it.Arup Biswas [00:06:56]:But what we also know is quite often somebody will produce something like an audio file and they won't know what to do with it. It's great having an advert on your desktop or what the hell do you do with it. So what we do is we don't see ourselves so much as a tech company, we see ourselves as a full service tech and advertising agency. So we offer what we call a fully managed service where we'll create the advert for the client for the same cost. It's the same low cost. So we'll create the advert for the client and then we work with our media partners. So we have media partnerships with the largest radio station owners in the UK and the world's largest podcast advertising network. And, and these are companies that own every commercial radio station you've heard of, the big ones, you know, Heart Great Sits Radio, lbc, Capital Jazz fm, Classic fm, all the ones you, you've heard of, which get millions and millions of listeners every week.Arup Biswas [00:07:49]:And we partner with those guys to actually broadcast the advert for the client. So we offer a full one stop shop solution where the client can just say to us, yes, create the advert for us and we want it broadcast in Chester in, in September for two weeks. And we want to target a particular demographic now because more and more people are listening to radio adverts, not on traditional radios but on what you call connected devices, smart speakers, phones, game stations, Alexas, all those kind of things that gives you a lot of data about who's listening. And because the media owners have that data, we could target really effectively. So nowadays if a business owner says to us, oh my target audience is Eastbourne for example, but I only want to target 45 year old business owners in Eastbourne, within a 10 mile radius of Eastbourne and they have to be female business owners, we can do that. We could target exactly that audience through our media partners and deliver the advert exactly to that audience. So nobody else other than those target audience people will hear the advert which makes the advertising spend really effective of course. So what we do for the client is we create the advert, we manage the broadcast for them, we get it broadcast and we send them analytics at the end of it.Arup Biswas [00:09:02]:So, and obviously they can hear the advert when it's live on air. So we offer a full service solution.Stuart Webb [00:09:09]:And I think it's really important to, to, to, to, to sort of emphasize in this, if it's not become very obvious, that makes this really very, very cost effective, doesn't it? Because you're not paying for the normally 95% of people who don't want, you're targeting the very specific people that you know that you have a solution to their problem and therefore that advert becomes extremely relevant and very much more targeted.Arup Biswas [00:09:35]:That's right. And actually some of the campaigns we've already run for clients, they've been very targeted campaigns. So we've got one coming up actually in the next couple of weeks which is targeting business owners in Birmingham and it's just targeting Birmingham city centre. So like a mile, a couple of mile radius of Birmingham city centre. It's only targeting business owners because that's who the business the advertiser wants to target. We can even set the age range. If they only want to target business owners over 25, for example, we could do that. So yeah, it makes it very effective and it means you're not, you're not wasting your ad spend on people hearing your advert who aren't in your target audience.Arup Biswas [00:10:13]:So why why waste money doing that?Stuart Webb [00:10:15]:Terrific. So that brings me on to the sort of third question. Is there a piece of advice, an offer, something that you can give, give to the audience listening at the moment, the people watching us on YouTube, LinkedIn who might say, well, this sounds like it's interesting. So how do I get some advice from this guy and understand whether or not this is for me?Arup Biswas [00:10:34]:Yeah, well, the first thing I would do is I'd say look at one of the challenges is people often think that radio listenership in particular is declining. They know podcast listenership is increasing because podcasts are booming massively around the world, but they think radio listenership generally is declining. And that's not the case at all. Radio listenership is really, really strong in the and around the world. So in terms of free advice, free resources, I would tell people to go to a couple of the industry websites. These are completely in industry official websites. One is called radiocentre.org which is kind of the voice of the radio industry in the uk. The second one is a site called Rajar R a j a r.co.uk which is run by the BBC and the Radio center which gives the stats on how many people listen to different radio stations.Arup Biswas [00:11:24]:So if you go there and even if you look for your local radio station, so you might want to know how many people listen to heart radio in your part of the world, you can go there and you can see the actual stats of how many people are listening to heart radio in your area. So you'll know how big the audience is. The second bit of advice I'd give, and this may sound a bit self serving, is just go onto our website, go into register for our free advertising service. There's no cost to create the advert. The only, the only cost is if you want to download the advert at the end of the process. But you don't have to do that if you just want to go in, have a look, see how it works, actually create an advert yourself, see how it sounds, do that, go in there, have a play with it, see how easy it is to create a professional audio advert and that you'll, that will make you very familiar and comfortable with knowing it's really easy. Now you don't need the traditional ways of creating adverts now. What we've done is created a disruptive way to create an professional audio ad cheaply and quickly.Stuart Webb [00:12:21]:So anybody who's just tried to sort of write down all of that information, I can promise you, and I've put it on screen. Now, if you go to our vault, which is systemize S Y S T E M I s e.me forward/free hyphen stuff that's systemized me free hyphen stuff, all of those links that ARIP has just, just mentioned will be there. You don't have to try and write them down. Just remember, systemize me free hyphen stuff, dead easy. Go on that, pick up all of that links, pick all of the information that we've got and we'll be able to direct you to all of that stuff that ARUP has just mentioned. And that will save you having to try and remember a lot of information which is actually going to help you to understand exactly how you can create these adverts. Low cost, highly targeted, very relevant to the person, has a problem that you can solve for them. And if that doesn't bring in leads, then nothing else will.Stuart Webb [00:13:17]:Arab, you've mentioned a little bit about how you sort of began your journey towards this. You were, you were obviously in the media world yourself. Was there a, was there a moment, a book, a course and in a meeting, something which sort of struck you as, okay, I've got a solution to a problem. I need to, I need to start telling the world about this. What brought you to who you are at the moment, as it were?Arup Biswas [00:13:38]:Yeah, well, as I said, myself, my co founder, Monok, we come from the media sector and actually we both started off as traditional newspaper journalists back in the day when, you know, newspaper readership was huge. So we started in the media sector. We moved into different areas of media operations in terms of managing news websites and operations, those kind of things. But we worked quite closely with advertising teams in our media companies. So we were working with colleagues who were working with local businesses who were looking to promote themselves via. In those days it was all newspaper advertising. You'll remember, Stuart, back in the day, all the job listings weren't on. Indeed they were in your local paper.Stuart Webb [00:14:16]:And all the properties, I don't remember those times.Arup Biswas [00:14:18]:I'm only 21, I'm obviously older than you.Stuart Webb [00:14:24]:21 in a few months. I just haven't counted the number of months recently.Arup Biswas [00:14:29]:But trust me, in, in, I'm going to say in the old days, job listings, property listings, they're all in your local paper. That's where you would go, you know, Thursday used to be job paper day. You know, you'd get a paper on a Thursday and that's where your jobs were. Wednesday was for property. Now all that has moved online. But working with commercial teams in media organizations. Like I said, we understood how SME owners, business owners were evolving, what they wanted to do. They were Google AdWords was a new thing at the time.Arup Biswas [00:14:55]:You know, the, the power of advertising online became a new thing and more and more were shifting away from traditional print advertising into online advertising. But there was a growing band who wanted to go further and want to do things like radio advertising. But there just wasn't the capability to do it. A low cost, easy to, easy to use and understand way and it hasn't been for years. You know, we set up to solve that problem, to fix that problem. We, we knew AI could solve that problem and we built our own system to enable us to do it. So we have our own proprietary system that uses AI. Now if you're into AI, yeah, it's fine, it's exciting.Arup Biswas [00:15:31]:But if you just focus on the outcome of I want to reach potential large audiences in a really effective and powerful way. Radio advertising, podcast advertising is number one. And actually it's not me saying that numerous bodies, including the Guardian newspaper and Tapestry research, they did some analysis a few years ago about the effectiveness of podcast advertising, for example, and what they found, what they found was podcast advertising is more, it's the most effective form of advertising around, much more effective than online advertising, a lot more effective than TV advertising. And actually what they found in their in depth analysis and research was 52% of of podcast listeners who heard an advert in a podcast wanted to buy something from the brand. 38% of people who heard an advert on radio wanted to buy something from the brand. And there's a whole stack of literature about the science of audio and the fact it goes in your ear and it sticks in your brain and it, and you digest it and you, and it works its way into your brain in a different way to things you see visually, for example. So there's a lot of science about how audio is the most effective method of getting a message in, in your brain and also the most effective message method of advertising and getting the customers to recall your brand, recall your message and go onto your website and make a purchase.Stuart Webb [00:16:55]:Terrific. I'm very aware of the fact that you've given a huge amount of very detailed answers to questions that I've given you, but probably I've not yet asked you the one question that I should have asked and that's probably my fault for having not realized. There's an important question here, but there must be one important question that you keep thinking. When's he going to ask this really, really important question. So I'm going to ask you now to tell me what that question was. And obviously, as you know what the question is, you're also going to have to answer it for me because I can't answer that question.Arup Biswas [00:17:25]:That's fine. Well, I guess a really obvious question is what do I do with an advert? And I know it sounds really obvious because we've been talking about advertising on radio, we've been talking about advertising podcasts and Absolutely, you know, create the advert. That's where it'll go. That's where you're going to get your biggest audience when it's broadcast on radio or broadcast in podcast. However, an audio advert doesn't have to be just used in that way. There's lots of other things you can do with an audio advert. You can stick it on your website, you can stick it in your newsletters, you can stick it on your email, you can use on social media. So if you never want it to be on radio or you don't think you can afford the cost of it, going out on radio or podcast doesn't mean that an audio advert won't be effective.Arup Biswas [00:18:06]:It will be effective and there's lots of ways you can use it. So, you know, if you don't want it on Heart FM or Greatest Radio or in the podcast or whatever, fine. Use it on your website, Use it on your, in your blog section if you've got one. Use it in your emails. User on social media, people still digest it in the same way. It's still going through people's ears. They're still hearing the message. It's just a different medium that's going out.Arup Biswas [00:18:29]:So that's the one thing I think people should get, should really understand that using our system or using any system to create an advert doesn't necessarily mean you have to broadcast it on radio. An audio file, an audio advert can be used in lots of different ways and it's a powerful mechanism whichever way they use.Stuart Webb [00:18:48]:And now it's as cost effective as you described, Eric. There's no reason not to do five, six, seven of them and use them in different ways, different channels where, you know, there'll be different audiences. I'm always very keen on talking to business owners who are sort of unsure about whether or not they should target and get very much more niche in there trying to solve particular problems. And I keep saying to them the niche person is the one that actually it's where the money is really made. So actually creating a very niche advert might sound like a really crazy idea, but actually it's the one which is probably going to be the most effective in bringing the person that has a problem that you solve to get to know who you are and start to know and trust you. And it's a much more effective way of doing it by something as simple as creating an audio advert like you're describing than it is by blasting a message to the entire world and hoping, which is just a very ineffective strategy.Arup Biswas [00:19:41]:Yeah. And, you know, with our services, there's two ways to, to look at that. One is, as I said, with the radio advertising, it can be really targeted at who you want to reach and the demographics. But podcast advertising is a really interesting space. I mean, everyone know how big podcasts are getting? You know, they're huge globally in the UK and globally. But with podcasts, obviously there, it's a bit like websites. There's podcasts for everything and podcasts for very niche subjects. So if you want a podcast just on marketing, you'll come to your podcast Stuart.Arup Biswas [00:20:11]:But if you want a podcast on business growth that you, you know, sorry, your business growth podcast will come to you. If you want one on marketing, if you want one on cars, whatever, there'll be a podcast about it. I mean, if you. Everybody knows about the Peter Crouch podcast, you know, and he's got some really successful podcasts out there now, music podcasts that appeal to people, they're funny, that the comedy podcast, but the podcast for everything. And whatever sector you're working in, there will be a podcast that relates to that sector. So that means you can have an advert in that particular podcast, which means only people that be hearing it are people that you want to target, people who are, who are looking for those services or looking for knowledge and experience. So you can be really, really highly targeted. Which is why some podcast advertising can be a bit more expensive because it's so targeted.Arup Biswas [00:21:04]:But going back to your point, it's exactly that point, you're not wasting a single penny on people that aren't in your target audience.Stuart Webb [00:21:11]:Brilliant. Brilliant. Arab. I think you've really, really hit the nail on the head with that. And I'm just going to, once again, if you, if I would encourage you, go to Systemize me free hyphen stuff, go and find out Those email, those URLs, those websites that are mentioned, they will be in the vault. You can go there, you can pick up those, those valuable links and find out just how quickly and easily you can create an advert like Arup has just described to you. I'm going to back up what he's saying. I've been doing some sort of helping people launch their own podcast just recently.Stuart Webb [00:21:47]:When you look at the number of blogs there are in the world and yet there are so few podcasts and blogs are something that I know every web expert tells me, you must have a blog, you must have a blog. If you've got a blog but you haven't got a podcast, you've missed out on a huge section of potential audience I happen to have to attend. Not because I, because I was doing something else there, but I was attending an event recently in the middle of Derby which was around the train industry and there were no less than 12 YouTube and podcast people there, all creating podcasts about the trains that they were seeing. So there are some really huge audiences for these people. If they hadn't expected there to be a huge audience for their stuff, they wouldn't have been there. So go think about it. Go have a look at what you can do with podcasts, look at what you can do with an advert to promote your stuff on a podcast and get out there and do it. Arup, I've got to thank you for, for what you've just said.Stuart Webb [00:22:46]:I think it's brilliant stuff and really, really appreciate you coming on and spending a few minutes with us.Arup Biswas [00:22:50]:Thank you, sir, I really enjoyed it. Thank you for the opportunity.Stuart Webb [00:22:53]:No problem. If you'll excuse me, I'm just going to now encourage people to subscribe to this podcast and website. Go to once again, Systemize Me subscribe you just, it's a simple format, asks you for what two things, your first name and your email address. And every week you'll get an email with me from me telling you who's coming up on this so that you can join live on LinkedIn or YouTube and actually get the sort of valuable free advice from experts such as Eric. We don't have people on here who have got something really valuable to say. So if you want to listen to more people like Arup who've got really valuable free advice for you and really will help get your business motoring, come and subscribe at Systemize Me Forward slash subscribe. Arup, thank you very much. Thank you for indulging me for a few minutes in making my own little self promotion there.Stuart Webb [00:23:42]:It's not an advert. Maybe I need to start thinking about one of those as well, but thank you very much for being here.Arup Biswas [00:23:47]:Thank you, Stuart.. Get full access to It's Not Rocket Science! at thecompleteapproach.substack.com/subscribe

Guest post by Crystel Robbins Rynne, CEO, HRLocker Irish SMEs are no strangers to pressure. They are the backbone of the economy, the employers of local communities, and the innovators driving Ireland's next wave of growth. Yet beneath that resilience lies a quieter, more pervasive anxiety. It surfaced clearly in HRLocker's recent research. As revealed in our Irish SME HR Report 2025, three-quarters (74%) of Irish SMEs fear they would fail a surprise Workplace Relations Commission (WRC) inspection. That figure is not about negligence. It is about confidence. Or more accurately, the lack of it. And it signals that the compliance burden on SMEs has reached a tipping point. The Confidence Gap: Why Good Businesses Still Feel Exposed Most SMEs want to do the right thing. They want fair contracts, accurate time records, transparent policies, and safe workplaces. But intent alone does not create compliance readiness. The reality is that many SMEs are operating with: Outdated or inconsistent employment contracts Patchy training records Manual time tracking that does not reflect modern hybrid work Policies stored across inboxes, desktops, and filing cabinets HR processes that rely on one overstretched person remembering everything This is not a failure of leadership. It is a failure of bandwidth. When regulations evolve quickly, inspections become more rigorous, and hybrid work adds new layers of complexity, SMEs often lack the internal infrastructure to keep pace. The result is a growing sense of audit anxiety. A fear that something important has slipped through the cracks. The Emotional Toll of Compliance Uncertainty Compliance is not just a legal obligation. It is an emotional one. For founders and HR leads, low confidence shows up as worry about reputational damage, fear of fines or enforcement actions, stress around documentation gaps, and sleepless nights before audits. When compliance becomes a source of dread, it drains energy from the work that actually grows a business. Innovation, culture, and customer experience all take a hit. Why Technology Is the Turning Point The good news is that the confidence gap is not inevitable. It is structural, and structural problems can be solved. HR technology is transforming compliance from a reactive scramble into a proactive and predictable process. The shift is significant. 1. Audit readiness becomes automatic. Modern HR platforms centralise contracts, policies, training records, and time data in one secure system. Version control, digital signatures, and automated updates give SMEs clarity about where they stand. 2. Gaps surface before they become liabilities. Dashboards highlight missing documents, expired certifications, or overdue reviews. Issues can be addressed long before an inspection. 3. Hybrid work becomes compliant by design. Accurate time tracking, remote attendance logs, and digital leave management remove the guesswork from flexible work arrangements. 4. Documentation becomes a strength, not a stressor. With everything stored, searchable, and timestamped, SMEs can demonstrate compliance with confidence rather than hope. 5. Leaders reclaim headspace. When the administrative burden lifts, founders and HR teams can focus on people, culture, and strategy. The Irish Context: Why Local Matters Ireland's regulatory landscape is unique. WRC inspections, GDPR obligations, and the rapid shift to hybrid work have created a compliance environment that is both demanding and fast-moving. The pace of change has been extraordinary. In the past three years, Irish employers have navigated statutory sick leave, auto-enrolment pensions, the right to request remote and flexible working, gender pay gap reporting, and domestic violence leave, with pay transparency requirements now on the horizon. Parental leave entitlements have also expanded. Each change, even when welcome, adds another layer of documentation, policy updates, and process adjustments. For SMEs that are already stretched thin, k...

In this episode Debbie Klintworth from the Footprint Collective joins me. Debbie has over 25 years of international experience working across Australia, NZ, Europe, the UAE, South Africa and the US, partnering with bold start-ups, corporates, and global brands to turn strategy into action and engagement into measurable growth.  Debbie blends marketing strategy, business development and company culture design helping businesses thrive from the inside out, aligning internal teams and values with external customer experience to help drive meaningful, lasting impact. Debbie is one talented lady and we could have talked on any number of the strings to her bow but we hone in on how businesses can look to refine their customer strategy and build a better client experience that will have your customers coming back time and time again. Debbie shares insights we me about how businesses can create solutions that connect your teams, resonate with your customers and ultimately help to strengthen your market position. How good! I really enjoyed talking with Debbie and learning valuable new insights into how SMEs can help differentiate themselves in this space. What are you waiting for?

Coaching is the real work of leadership once you start managing other people. In modern workplaces—especially post-pandemic and in hybrid teams—your job isn't just delivering results; it's building capability so results keep happening even when you're not in the room. This guide breaks down a Seven Step Coaching Process leaders can use to develop team members through everyday, on-the-job coaching, not just HR training programs. It's designed for busy managers in SMEs, multinationals, and fast-moving teams where skills, tools, and customer expectations change constantly. How do leaders identify coaching opportunities in day-to-day work? Coaching opportunities show up through observation, self-awareness, external feedback, changing business needs, and sudden situations. Leaders who wait for formal training cycles miss the daily moments where performance can lift quickly with small, targeted coaching. In practice, there are five classic triggers. First, you notice a gap—someone lacks a skill, hasn't been trained, or is moved into a new task with no reps. Second, the staff member flags it themselves, either because they're stuck or ambitious and want growth. Third, customers, vendors, or outsiders complain or comment, which is often the clearest real-world signal that training hasn't landed. Fourth, the business changes—new technology replaces old ways (think "Telex to email" as the metaphor), so yesterday's competencies become irrelevant. Fifth, situations force change, like promotions, role shifts, or remote work onboarding. Do now: Create a weekly "coaching log" with 5 headings (Boss, Self, Customer, Change, Situation) and write one example under each. What's a real example of a "customer complaint" coaching trigger? Customer feedback often reveals tiny skill gaps that quietly damage trust—especially in service culture. Leaders should treat complaints as coaching gold, not just quality problems. A simple example is telephone etiquette in corporate settings. In Japan, one common frustration is when staff answer the phone by stating only the company name, without their own name—creating awkwardness for the caller if they ask for someone and discover the person answering is that individual. The fix is not expensive training or a big workshop; it's a repeatable micro-skill: answer with "Company name + your name." This is the essence of practical coaching—catch a pattern, define the desired behaviour, practise it, and reinforce it until it becomes normal. This same principle applies across markets. In the US or Australia, the equivalent might be email tone, response time, or how staff handle returns. In B2B environments, it might be meeting preparation or follow-up discipline. Do now: Pick one customer friction point from the last 30 days and turn it into a 2-minute coaching drill. What should the "desired outcome" of coaching look like? Coaching only works when both people can clearly picture success and agree it matters. If the outcome is fuzzy—or owned only by the boss—it becomes compliance, not growth. A strong coaching outcome is behavioural and observable: "They can do X task independently, to Y standard, in Z timeframe." That clarity matters even more in remote or hybrid work, where leaders can't rely on informal monitoring. The outcome should also be jointly owned: the team member needs to want it, not just tolerate it. That means the leader's role is to define what good looks like, show why it matters (customer impact, team efficiency, career growth), and confirm the person buys in. In startups, outcomes often focus on speed and adaptability. In large organisations, they may be tied to compliance, brand, or consistency. Either way, "success" must be visible, measurable, and shared. Do now: Ask: "What would 'great' look like here in two weeks?" Write the answer as one sentence you both agree on. How do you establish the right attitudes for effective coaching? Coaching accelerates when the leader understands the person's motivations and role fit. Without that, even good advice lands badly—or gets ignored. Attitude isn't about pep talks; it's about context. How well you know your team determines how quickly you can judge whether you have the right people in the right roles—"the right bus and the right seats." Some people are motivated by mastery, others by recognition, autonomy, stability, or future promotion. A leader who understands this can tailor coaching so it feels supportive rather than corrective. This is especially important across cultures. In Japan, people may avoid direct self-promotion, so ambition can be hidden. In Australia or the US, staff may be more comfortable stating career goals openly. In both cases, leaders need genuine curiosity: "What do you want to get better at, and why?" Do now: In your next 1:1, ask one question: "What part of your job gives you energy, and what drains it?" Use the answer to guide coaching. What resources do managers need to provide for coaching to work? The scarcest and most valuable resource in coaching is the leader's time. If you demand performance but deny support, you're setting people up to fail. Resources can include money, equipment, training materials, access to internal experts, or backing from senior management—but the key constraint is often attention. Coaching isn't a side hobby; it's core leadership work. Many managers confuse "time efficiency" with effectiveness, rushing tasks while leaving capability undeveloped. The result is predictable: repeated mistakes, avoidable escalations, and a team that can't operate independently. In a post-pandemic world, time investment is even more critical for onboarding. New hires who joined after early 2020 often missed informal learning because there was nobody physically nearby to ask. Do now: Block 30 minutes per week for coaching, not status updates. Treat it like a leadership KPI, not optional admin. Why is coaching "job number one" for the boss? When leaders get coaching wrong, performance problems multiply—and the team becomes dependent, fragile, and reactive. When leaders coach well, talent compounds and the organisation scales. Coaching sits upstream of almost everything that matters: customer satisfaction, productivity, retention, and succession. HR can organise training, but only the direct manager can reinforce it in daily work—correcting small behaviours before they become big issues, and building confidence through repetition. The best leaders don't just solve problems; they develop problem-solvers. This is true whether you're leading a sales team, operations team, or a professional services unit. In high-change environments—new tech, new processes, new market expectations—coaching is how teams keep up without burning out. It's also how you build a leadership bench instead of becoming the bottleneck. Do now: Identify one person you're currently "rescuing" too often. Coach them on the skill that removes the dependency. Conclusion: The Coaching Process as a leadership operating system The Seven Step Coaching Process is a practical way to lead: spot opportunities, define success, align attitudes, and provide resources—starting with your time. The goal isn't to create perfect employees; it's to build capability so people can perform confidently as work evolves. If you treat coaching as a daily discipline, you'll scale your team's competence, reduce recurring issues, and strengthen results across customers, culture, and performance. 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. Greg 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 ザ営業 (Za Eigyō), プレゼンの達人 (Purezen no Tatsujin), トレーニングでお金を無駄にするのはやめましょう, and 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, widely followed by executives pursuing success strategies in Japan.

Signs of growing positivity from New Zealand's small and medium sized businesses. A new report from MYOB reveals that 33% of SMEs polled have more work or sales lined up for the first quarter than usual, and a further 40% say they have the amount they'd normally expect. The green shoots are showing up in sectors that have struggled of late, including manufacturers, retail, and construction. ABC Business Sales CEO Chris Small told Mike Hosking the vibe is incredibly positive, especially in comparison to the last two years. He says that this time last year they had high volumes of business owners saying their earnings were down and they weren't going to take their business to market, but now those business owners are reporting strong previous quarters. LISTEN ABOVE See omnystudio.com/listener for privacy information.

Signs of growing positivity from New Zealand's small and medium sized businesses. A new report from MYOB reveals that 33% of SMEs polled have more work or sales lined up for the first quarter than usual, and a further 40% say they have the amount they'd normally expect. The green shoots are showing up in sectors that have struggled of late, including manufacturers, retail, and construction. ABC Business Sales CEO Chris Small told Mike Hosking the vibe is incredibly positive, especially in comparison to the last two years. He says that this time last year they had high volumes of business owners saying their earnings were down and they weren't going to take their business to market, but now those business owners are reporting strong previous quarters. LISTEN ABOVE See omnystudio.com/listener for privacy information.

We get lots of questions from our listener on Procurement Says No...now you can listen to them all again in our series of mini bite-sized podcast chunks. Like dog food.  In episode 18 it's actually Ask Verity (White) & Graeme (Hunter) - experts on the brilliant Procurement Act which brings bureaucracy and inefficiency to all things public procurement in the UK. Recorded waaaaay back in September 2024 - see if you can tell which bits of the Act have now been significantly improved following feedback from users (clue - none).Will the Act make it easier for SMEs?What's the new system like?Why do we need all these rules?Will there be new best practice?Will the new framework timescales drive better value?You can probably guess the answers!All of the procurement questions, all of the time.www.procurementsaysno.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/procurement-says-no--5886102/support.

Welcome to the CanadianSME Small Business Podcast, hosted by SK Uddin. In this episode, we explore how Canadian SMEs can modernize, optimize, and scale securely on AWS while balancing cost, security, and operational efficiency.Our guest is Benoit (Ben) Maheux, Partner and VP of Growth at Unicorne. With over 15 years in innovation, product strategy, and digital transformation, Ben helps SMEs leverage cloud technology and FinOps to reduce waste, improve governance, and achieve measurable business outcomes.Key HighlightsWhy AWS for SMEs: How Canadian SMEs can scale securely and modernize infrastructure without large IT teams. FinOps & Cost Optimization: How Unicorne's Stable platform detects cloud waste and turns migration into a cost advantage. Security and Simplicity: Lessons from rebuilding MUUTAA's architecture to improve hospital supply chains. Boutique Cloud Advantage: How Unicorne combines technical expertise and business strategy to deliver measurable ROI. Future of Cloud Scaling: Trends shaping cloud adoption for SMEs and Unicorne's long term vision for smarter operations.Special Thanks to Our Partners:UPS: 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.

We talk to Patrick Murphy, CEO of Codex Office Solutions, about his mission to make Irish workplaces more inclusive for everyone. Codex has partnered with AsIAm, Ireland's national autism charity, to launch Ireland's first neuroinclusive workplace product range. Codex's Neuroinclusion in the Workplace report found that among neurodivergent people 61% said noise was their biggest workplace barrier followed by 56% citing lighting and 55% struggling with social interaction.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.

A happier school without smartphones, a million euros to assist SMEs in the Northeast, Wildlife matters, legitimising a marriage and a precious thirty year old Valentine card! Hosted on Acast. See acast.com/privacy for more information.

Just like the work of sterile processing, HSPA certifications are robust, relevant, and constantly evolving. The process of keeping certification exams and requirements up to date involves years of work, the expertise of subject matter experts (SMEs), and the input of thousands of current certification holders. HSPA's rigorous test development process ensures that each certification holder is ready to meet the modern demands of their job and the increasing complexity of the healthcare field. In episode 144, host Casey Czarnowski speaks with Siri Sorensen, Director of Certification and Membership with HSPA, about updating HSPA certifications. Siri reviews each step in the process—job analysis, desk study, task force meeting, validation survey, and SME meetings—as well as the role of the Certification Council. She also explains a new eligibility requirement of the Certified Healthcare Leader (CHL) certification, which requires CHL holders to meet one of three flexible pathways, each designed to recognize the diverse backgrounds and experiences of SP professionals. Listen to learn about the collaborative nature of the HSPA certifications accredited by the ANSI National Accreditation Board (ANAB). Siri Sorensen Director of Certification and Membership HSPA Siri Sorensen, MA, CAE, ICE-CCP, PMP, CMP, has served HSPA for more than twelve years. In her current role, she oversees the development, maintenance and administration of the Association’s four accredited certification programs, serving more than 60,000 individuals, as well as the CCSVP certification for vendors and suppliers. Her accomplishments include being awarded the Deborah Sexton Education Scholarship (PCMA, 2019) and recognition as a Forty Under 40 honoree (Association Forum, 2018). Her career has focused on effective and meaningful work with associations and nonprofits. Earn CE Now

Annual venture capital funding into Irish tech SMEs fell for the first time last year since 2018, according to the Irish Venture Capital Association (IVCA) VenturePulse report, published today in association with William Fry. Funding in 2025 was down by 23% to €1.1 billion. Funding in the fourth quarter fell by 46% to €291.4 million. "It's been a roller coaster year for Irish SMEs looking to raise capital," commented Caroline Gaynor, chairperson, IVCA. She said that there had been an undoubted Trump effect after uncertainty caused by tariffs led to the worst second quarter for ten years. "In addition, the fourth quarter saw a 71% retreat from the Irish market by international investors from €470m to €132.4m. This may be due to hesitation and uncertainty by US VC firms due to a number of factors, including an 'America first' focus, negativity from across the Atlantic about Europe, and the impact of a weakening dollar." However, despite these headwinds, the IVCA chairperson said that she remained positive about Irish entrepreneurs looking to raise capital in 2026. "The Government's Seed and Venture Capital Scheme 2025-29 (1) has a record allocation of €250 million, and we should see the benefits kicking in shortly. In addition, progress is being made on the Government's important enterprise scaling fund (2) as well as other policy measures to mobilise capital to Irish SMEs." She added: "Current geopolitical events have highlighted the need for us to be more self-reliant, have more access to local capital, and not be dependent on overseas investors to fund our indigenous tech sectors." Sarah-Jane Larkin, director general, IVCA, said that the fourth quarter highlighted the weakness of not being able to tap into local private capital. "A major reason for the 46% decline in fourth quarter funding was the 71% fall off in international investment." She added, "Another reason for the decrease in international funding may be that US investors may be overly focused on local AI opportunities, and certainly, the amount of money being invested there is sucking up a lot of venture capital. Unicorn status is being achieved by early-stage start-ups in generative AI in the US much quicker than in the past." Ms Larkin said that the decline in overseas funding in 2025 is reflected in the 33% fall in larger deals in the €30m + category to €540.8m. In the fourth quarter, this category fell by more than two-thirds (69%) to €111m. Funding in the €10m–€30m range for the year overall also fell, by 14% to €269.4m. The IVCA data suggests that transactions for smaller rounds held up reasonably well in 2025. Funding in the €3m-€5m category rose by 39% to €113.8m. There was a small decline (3%) in the €1-€3m range to €102.2m. Seed funding, or first rounds raised by SMEs, dropped by 5% to €141m. The top five deals in quarter four were quantum computing company, Equal 1, which raised €30m; Shorla Oncology (speciality pharmaceuticals, €25m); Aerska (biotech, €17m); Fresco (smart kitchen platform, €15m) and Luminate Medical (healthcare technology, €14m). Life science companies attracted most funding in 2025 in Ireland, raising €461m or 40% of the total. This was followed by software with €156m (14%); cybersecurity €136m (12%); AI and machine learning €104m (9%) and fintech €96m (8%). 186 deals were completed in 2025, down from 217 the previous year, a fall of 14%.

In the latest episode of Finance Specialist, hosts Liam Garman and Trent Carter take a closer look at what the latest rate rise – and the likelihood of more to come – means for brokers and their SME clients. With inflation still sticky across housing and energy, the discussion moves beyond the headline 25 basis point increase to the broader pressures building in the system. Carter explains how higher rates are compounding existing cost pressures for small businesses, from wages and rents to insurance and input costs, and why many owners are shifting from growth mode to capital preservation. The episode also explores the changing nature of SME borrowing. Rather than funding expansion, more businesses are using finance defensively: refinancing, smoothing cash flow, or taking short-term facilities to manage stock and tax obligations. Garman and Carter then discuss the growing role of non-bank and fintech lenders within that mix, arguing that brokers who focus on solutions, build industry expertise and position themselves as a steady hand during volatility will be better placed to support clients through the current cycle.

Welcome to the CanadianSME Small Business Podcast, hosted by SK Uddin. In this episode, we explore how digital media, paid advertising, and AI driven platforms are reshaping how brands achieve measurable growth in an increasingly crowded market.Our guest is Sanjeays Fernando, Senior Digital Media Specialist at Vovia. With over seven years of international experience managing campaigns for brands like Red Cross, Tourism Calgary, and Edo Japan, Sanjeays shares how strategy, creativity, and analytics come together to drive real performance for Canadian SMEs.Key HighlightsAI in Digital Media: How AI is reshaping targeting, optimization, and the role of human media specialists by 2026. Creative as the Growth Lever: Why creative quality now outperforms media spend and how SMEs can test ideas efficiently. The Isolation Effect: How visual contrast and zero cost psychology help ads stand out on platforms like Meta. Platform Pitfalls: What Canadian SMEs should watch for with Performance Max and evolving social algorithms. Vovia's Vision: How Vovia continues to innovate and deliver measurable growth for North American brands.Special Thanks to Our Partners:UPS: 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 episode, we explore how SMEs can build a strong, secure, and scalable online presence by aligning web infrastructure, cybersecurity, and digital marketing strategy.Our guest is Mudassir Ismail, Social Media Associate at HostNOC. With a strong foundation in social media strategy and a broad understanding of digital marketing and hosting technologies, Mudassir shares how dependable infrastructure, smart automation, and data driven creativity help businesses grow with confidence.Key HighlightsChoosing the Right Hosting: How SMEs can select between web hosting, VPS, and dedicated servers based on cost, security, and scalability. Cybersecurity for SMEs: The most common risks businesses face and practical, affordable steps to protect data and systems. AI and Automation: How managed services, AI, and automation improve efficiency and customer experience. Creative Meets Analytics: Why blending creativity with performance data is essential for effective social media and digital marketing. HostNOC's Vision: How combining technology, design, and data will shape smarter digital experiences and future hosting solutions.Special Thanks to Our Partners:UPS: 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 episode, we unpack how public opinion and market research help businesses understand the real motivations behind consumer behavior and stay relevant in a shifting economic landscape.Our guest is Dan Arnold, Chief Strategy Officer at Pollara Strategic Insights. With extensive experience in economic polling, political research, and consumer sentiment analysis, Dan shares how SMEs can use research tools once reserved for large organizations to sharpen strategy, assess sustainability perceptions, and plan with confidence for 2026.Key Highlights2026 Economic Mood: How Canadians feel about finances and what it means for SME decision making. Polling vs Focus Groups: When to use each research method and why it matters. SME Market Insight: How small businesses can use research to validate products and messaging. Sustainability Findings: What recent SME polling reveals about ROI and perception gaps. Pollara Substack: Why Pollara launched a new platform for economic and public insight.Special Thanks to Our Partners:UPS: 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.

eir, Ireland's leading telecommunications provider, today published its Digital Ireland Report, a landmark nationwide study that shows Ireland has become one of the most digitally connected societies in Europe, powered by record investment in fibre and 5G, and an unprecedented surge in data usage. The report tracks Ireland's progress through the first half of the Digital Decade (2019–2025) and finds that demand for connectivity has grown dramatically as digital services become central to daily life, work and business. Overall traffic on eir's broadband network has more than doubled since 2019, driven by the rollout of 1GB fibre and explosive growth in data-hungry apps and services. Average household usage on high-speed fibre has risen by 61% in five years, from the equivalent of 6.2 hours to almost 10 hours of HD video per day, while data carried on eir's mobile network has grown sevenfold over the same period. Highlights of the report include: — Consumer use: Major social and sporting events have become powerful barometers of Ireland's 'always-on' digital habits (for example, data usage at Electric Picnic on eir's mobile network has grown sixfold since 2022). In parallel, traditional fixed-line calling has continued to decline, with minutes falling by 57% since late 2021, even as mobile voice use remains broadly stable. — Regional: Counties such as Cavan, Meath and Offaly are leading a nationwide surge in data consumption, with average monthly usage up nearly 80% since 2019. Top and bottom counties for household data usage (2024): Highest: Kildare – 7,800 GB per household Lowest: Sligo – 5,800 GB per household — Online: The report also confirms Ireland's position as a European leader in digital skills and online participation: more than seven in ten people now have basic or better digital skills. Ecommerce continues at pace – almost all internet users shopped online in 2024. — Business: There is a growing digital divide in enterprises, with a slowing in digital intensification amongst SMEs, and evidence pointing to a low rate of take-up amongst smaller businesses in high-speed data capability. — Older people: Older customers are less likely to have availed of high-speed broadband service and are twice as likely to rely on older and slower copper lines compared with younger customers. — Future needs: The report highlights the expectation that the data traffic volumes will continue to grow at a high rate for the remainder of the decade, driven by AI transformation, the Internet of Things, and other digital megatrends. The report emphasises the need for digital and related policies to evolve at both an EU and national level to keep pace with the digital transformation and promote the ongoing investment and take-up of digital technology and infrastructure. Oliver Loomes, CEO of eir, said: "At eir, our purpose is to connect for a better Ireland. The findings of our Digital Ireland Report show that, thanks to sustained investment and collaboration, Ireland has undergone a remarkable transformation in digital infrastructure and usage. This report shows that Ireland's Digital Decade is real and measurable – in the way we work, learn, do business and come together at our favourite festivals and matches. Data use has exploded, powered by our investment in fibre and 5G, and Ireland now has the opportunity to be one of the most connected, competitive and inclusive digital societies in the world." He added: "Connectivity also has to mean inclusion; more work is needed in the coming years to ensure all people and businesses can participate in Ireland's Digital Decade. As Ireland's leading connectivity provider, eir is committed to continuing our multibillion-euro investment in fibre and 5G, and to working with Government and partners so that every home, every business and every community can thrive in a truly digital Ireland". Speaking at the launch of the report, Jack Chambers, Minister for Public Expenditure, Infrastructure, Public Se...

Aik Chuan (A.C.) Goh, Founder of Singapore's first traditional search fund, joins Jeremy Au to unpack how operators evolve from startup builders into long-term business stewards. They explore lessons from Uber's Southeast Asia expansion, why localization determines platform winners, and how consulting shaped A.C.'s decision-making framework. The conversation covers the limits of venture capital in personalized industries like education, the hidden succession crisis inside Singapore SMEs, and how search funds bridge retiring founders with new leadership. Aik Chuan also shares why disciplined capital structures matter, how growth still exists in mature markets, and why conviction requires respecting experience without surrendering belief in your thesis. 07:00 Uber proved that small autonomous teams can build cities: Three strong generalists with a mission can launch operations faster than large centralized structures. 10:30 Uber lost Indonesia because localization came too late: Missing cash payments and motorcycles allowed competitors to lock in the market. 11:45 Regional winners depend on profit hub cities: Control of Singapore, KL, Bangkok, and Jakarta determines who funds expansion. 19:32 Consulting builds structured decision discipline: Senior leaders iterate assumptions just like junior consultants, only faster. 29:53 Venture capital struggles in personalized education: Edtech exposed the limits of scale when every student needs different content. 34:22 Search funds solve SME succession gaps: Retiring founders need both liquidity and leadership, which the model combines. 53:15 Conviction requires reframing criticism: Aik Chuan learns to respect experience while still backing his thesis. Watch, listen or read the full insight at https://www.bravesea.com/blog/aik-chuan-goh-owning-the-future Get transcripts, startup resources & community discussions at www.bravesea.com WhatsApp: https://whatsapp.com/channel/0029VakR55X6BIElUEvkN02e TikTok: https://www.tiktok.com/@jeremyau Instagram: https://www.instagram.com/jeremyauz Twitter: https://twitter.com/jeremyau LinkedIn: https://www.linkedin.com/company/bravesea English: Spotify | YouTube | Apple Podcasts Bahasa Indonesia: Spotify | YouTube | Apple Podcasts Chinese: Spotify | YouTube | Apple Podcasts Vietnamese: Spotify | YouTube | Apple Podcasts #CorporateInnovation #VentureBuilding #StartupStrategy #SoutheastAsia #VentureCapital #FounderIncentives #CorporateGovernance #InnovationStrategy #VentureStudios #BRAVEpodcast

Luigi Mallardo joined Woffu as an early angel investor and later became CRO, helping founder Miguel Fresneda shape a practical SaaS growth path. Based in Barcelona, Spain, Woffu has built a modern cloud-based time and attendance platform for SMEs and mid-market companies, replacing legacy tools and spreadsheets with a focused, mobile-first workforce solution. Starting from just €2K MRR, Luigi led growth first through inbound, then outbound, and partner channels, increasing average revenue per account five to seven times. By 2025, the company reached nearly €500K in monthly recurring revenue, or about €6M ARR, with more than 50 employees and profitable, efficient growth across Spain. Woffu sold to Visma in 2022 following a multi-year, proactive exit strategy, with a total reported value of €20–30M including the 3-year earnout. Luigi shares how early focus, diversified revenue, and optionality shaped every decision. His biggest lesson: clarity about your endgame determines your strategy early on, including your growth model and many other important decisions. Key Takeaways Strategic Focus - Choosing one clear use case and market unlocked faster growth than chasing horizontal HR suite ambitions across Europe. Optionality First - Designing for multiple future paths gave founders leverage rather than forcing a sale based solely on valuation. Revenue - Layers Inbound, outbound, and partners created resilience while steadily raising average contract value and predictability. Exit Readiness - Warming buyers years early turned selling into a strategic process rather than a rushed financial event. Customer Success - Investing deeply in retention created low churn and made Woffu more attractive to long-term acquirers. Builder Mindset - Great CROs zoom in and out, connecting go-to-market execution with strategy, culture, and long-term outcomes. Quote from Luigi Mallardo, Chief Revenue Officer at Woffu "We chose our focus of ICP and focus of use case, to reduce the space of market optionality to get more business optionality. You see what I mean?  "The advice I give most often is to focus, which doesn't mean to close off the option of having more verticals forever, but you need 75% or 80 % of your pipeline on where you are already monetizing and building traction. And then you leave that 20 % of pipeline to do experimentations in a new vertical. "It's one of the historical challenges, especially with young founders: the feeling of losing opportunities if they decide and don't do everything. But you are losing opportunities if you go too wide and you don't focus. Just be patient, postpone, and focus on what works." Links Luigi Mallardo on LinkedIn Woffu on LinkedIn Woffu website Podcast Sponsor – Lighter Capital This podcast is sponsored by Lighter Capital. In the last 15 years, Lighter Capital has helped over 600 software and SaaS founders secure simple, non-dilutive financing to grow a little faster—without giving up any precious equity or board seats to investors.  Simple debt funding from Lighter Capital can range from $50K to $10 million, with straightforward terms, no personal guarantees or covenants, and up to a 4-year payback period. Go to LighterCapital.com to apply and get a quick pre-qualification. Then talk with their experienced team to create a practical funding plan to achieve your goals.  The Practical Founders Podcast Tune into the Practical Founders Podcast for weekly in-depth interviews with founders who have built valuable software companies without big funding. Subscribe to the Practical Founders Podcast using your favorite podcast app or view on our YouTube channel. Get the weekly Practical Founders newsletter and podcast updates at practicalfounders.com. Practical Founders CEO Peer Groups Be part of a committed and confidential group of practical founders creating valuable software companies without big VC funding.  A Practical Founders Peer Group is a committed and confidential group of founders/CEOs who want to help you succeed on your terms. Each Practical Founders Peer Group is personally curated and moderated by Greg Head.

"Whenever you have leaders who have vision and can back the vision with execution, amazing things will happen."The Mandela Washington Fellowship for Young African Leaders is the flagship program of the U.S. Government's Young African Leaders Initiative, also known as YALI . Since 2014, the Mandela Washington Fellowship has brought nearly 6,500 young leaders from every country in Sub-Saharan Africa to the United States for academic and leadership training. These Fellows, are between the ages of 25 and 35, and are accomplished innovators and leaders in their communities and countries.One of them is Olugbenga Ogunbowale. He completed the YALI West Africa program in 2018, was a 2019 Mandela Washington Fellow and an Alumni Ambassador in 2020. Since then, he's set up ventures like Grant Master, helping secure over $30 million in grant funding for clients and students. He also set up Epower, where he consulted with Meta and Google on digital skills, training SMEs and start-ups in Nigeria and Ghana. Dimpho Lekgeu spoke to him about his experience with the YALI program to draw out some valuable lessons for young Africans looking to supercharge their careers.Plus: The hardest thing about living in the USA

Irish small and medium-sized enterprises (SMEs) are increasingly aware of the growing risk posed by AI-driven cyberattacks, though most are not using available and affordable defences, and many are now looking for practical, affordable ways to strengthen their digital defences, Vodafone Ireland said at the Small Firms Association's SFA Connect event in Naas, Co. Kildare. Addressing over 450 business leaders at the event, Lynsey Sweeney, Head of SME Sales Strategy at Vodafone Business, shared research showing that 94% of SMEs feel unprepared for AI-powered cyber threats, while 28% believe a single ransomware attack could seriously threaten their business. "SMEs understand the risks; what they need are solutions that are simple, effective and fit their reality," said Sweeney. "Cybersecurity doesn't have to be complex or costly. With the right support, small steps can make a big difference in protecting a business." Despite strong awareness of cyber risks, adoption of basic protections remains low. Only 21% of SMEs currently use multifactor authentication, while more than half store sensitive data without encryption, leaving many exposed to issues that can be addressed quickly and affordably. Sweeney said that while digital transformation can feel daunting for smaller organisations, progress is often achieved through practical improvements rather than large-scale change. "For SMEs, we fully understand that time and certainty matter," she said. "Technology should remove pressure, not add to it. Choosing the right tools, whether that's strengthening security or automating routine tasks, can free up time and help businesses focus on growth." "Digital transformation isn't about doing everything at once. The most successful SMEs focus on the right next step. Start small, build confidence and scale over time. Vodafone Business reports that Businesses that embrace digital tools can achieve up to 26% higher revenue growth – and that's a real competitive advantage." "This is where the right partner makes a difference," Sweeney added. "Measures like multifactor authentication, encrypted backups, regular updates and staff training are proven, accessible ways to reduce risk, and they don't require in-house IT teams." With over six in ten Irish businesses as customers, Vodafone Ireland is investing €100 million per year in its network to expand and enhance services nationwide, ensuring businesses have secure, resilient connectivity they can rely on. The company, which serves over 2.4 million customers and holds the largest share of Ireland's mobile market, continues to see solid growth across its small business mobile and business broadband customer bases. During her address, Sweeney outlined four foundations for digital efficiency for SMEs: automating everyday processes, building a secure digital foundation, using technology to deliver more personalised customer experiences, and empowering teams through upskilling. Vodafone Business continues to support Irish SMEs with practical connectivity and digital solutions designed to improve efficiency, strengthen security and support long-term growth. Over 2,000 people work with Vodafone Ireland across its Dublin headquarters and 80 retail stores nationwide. This year, Vodafone will move to its new headquarters on St Stephen's Green as the company marks 25 years in Ireland. The company has recently made significant investments in innovation as the first telco to launch Real Time Text, and through the recent trial of a new mission-critical communications service with Government. See more stories here.

Will Poskett is an award-winning strategist, the founder of Defiant and previously of Wieden & Kennedy, Droga5 and Saatchis.Full show notes, including a transcript, links to everything discussed and contact details can be found on the episode page here.In this episode we discuss:The art of strategy Beavertown and how you help a craft beer brand go mainstream Is testing useful for strategists?How brand can unify an organisation What's the future for agencies?Why agencies don't charge for strategy Why direct mail is ace Building leads for SMEs on LinkedIn and Substack Will Poskett  Will Poskett is an award-winning strategist and the founder of Defiant. He has advised some of the world's most famous brands (Clipper Teas, Heineken & Coca Cola) and worked at the world's most awarded agencies. In 2014 he was awarded the first ever Grand Prix at the YouTube Effectiveness Awards for his work on Mattessons and gaming.Find Will on LinkedIn or Substack.Andi Jarvis - Strategy Sessions HostIf you have any questions or want to talk about anything that was discussed in the show, the best place to get me is on LinkedIn or Instagram.Make sure you subscribe to get the podcast directly or sign up for it here to have it emailed when it's released. If you enjoyed the show, please give it a 5* rating.

Aussie small businesses are desperate for payroll tax reform and relief. Matthew Addison the chair of COSBOA joins James to discuss their pre-budget push advocating for SMEs.See omnystudio.com/listener for privacy information.

What does alignment really mean in product teams, and why does consensus often slow everything down?In this episode of The Product Experience, Lily Smith and Randy Silver are joined by Blagoja Golubovski (VP of Product, formerly at Usercentrics) to unpack one of the most persistent myths in product leadership: that good product organisations are democracies.Chapters0:00 Product leadership is not about consensus1:21 Introduction to Blagoja2:48 From engineering to product leadership4:47 What people think product leadership is5:44 Creating clarity and explicit trade-offs6:53 Why product organisations are not democracies7:54 Input vs ownership in decision-making8:24 Who is accountable for product decisions9:50 Leadership, strategy, and prioritisation10:02 How product leadership changes as companies scale12:29 Why decision-making mechanics define product culture13:27 Separating input from decisions14:59 Committees vs accountability16:16 Why alignment does not mean agreement17:29 The three levels of product decisions21:00 Diagnosing broken decision-making22:08 Environment beats individual skill23:19 What real prioritisation looks like24:46Our 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.

Performance appraisals are one of the hardest jobs in leadership because they affect promotions, bonuses, bigger responsibilities — and sometimes who gets shown the door. That's why both sides of the table get tense: employees feel judged, and bosses often feel like they're being asked to play "merchant of doom" inside a system they may not even agree with.  Why do performance appraisals feel so stressful for both bosses and employees? Performance appraisals feel stressful because the stakes are real and the conversation is deeply personal. When someone's pay, promotion prospects, or continued employment is on the line, even good performers can get nervous — and many managers get uncomfortable delivering blunt feedback. This stress spikes in different ways across contexts. In Japan and other high-harmony cultures, managers may avoid direct critique and staff may read between the lines, which can leave the "real message" unspoken. In the US and parts of Europe, the feedback can be more direct, but the legal and HR risk can make leaders cautious and scripted. In multinationals, calibration meetings (HR, department heads, regional heads) add pressure; in SMEs, it's often the owner-manager doing it without any training. Do now: Treat the appraisal as a leadership skill — prepare like you would for a major client pitch.  Is forced ranking and "bottom 10%" performance appraisal still a problem? Forced ranking creates fear and politics because someone must lose by design, even if the team is solid. Leaders hate those meetings where everyone is plotted on a bell curve and the "bottom group" becomes a target — not always because they're hopeless, but because the organisation needs a number to cut.  Historically, forced ranking got popular in big corporate systems (the GE/Jack Welch era still gets cited), but it can backfire in modern work where collaboration is the productivity engine. In a startup, a forced curve can be absurd because every role is critical and teams are tiny. In a Japanese corporate setting, it can feel especially brutal because loyalty is valued, and the manager becomes the "executioner" of a process they may see as flawed. Do now: If your organisation calibrates on a curve, focus your energy on clear standards and documented evidence — not defending by emotion.  What is the RAVE framework for doing performance appraisals properly? RAVE is a simple formula that makes appraisals clearer, fairer, and more future-focused: Review, Analyse, Vision, Encourage.  "Review" anchors the discussion in the role's results description and the "should be" standard, instead of vibes. "Analyse" looks at the "as is" reality using the person's monthly project list and key business elements — where they're strong, where they're short, and why. "Vision" shifts the conversation forward: what does future success look like, what gaps must close, and what support is needed? "Encourage" prevents the classic failure mode where the meeting demotivates the person; the leader's communication style decides whether the employee leaves engaged or defeated. Do now: Write R-A-V-E at the top of your prep notes and build the meeting around those four moves.  How do you "Review" performance results without drowning in subjective judgement? You review performance by starting with the "should be" standard and tying feedback to observable results. When roles are numbers-heavy (sales targets, margin, project delivery dates, customer retention), the "ideal outcomes" are usually obvious. The danger zone is qualitative work — leadership, teamwork, judgment, communication — where managers slip into the fog of opinion. That's where you need standards: specific behaviours, clear expectations, and real examples. In a multinational, this might mean competency frameworks and leadership models; in an SME, it can be a simple scorecard with defined behaviours. In Japan, be careful of over-relying on "effort" or "attitude" as a proxy for results; in the US, be careful of over-relying on numbers without context (territory, market conditions, team dependencies). Do now: Bring three examples: one win, one gap, one pattern — all tied to the role standard.  How do you "Analyse" monthly projects and decide if it's a performance issue or a role-fit issue? You analyse performance by comparing the person's "as is" output to the "should be" goals and asking whether the job matches their capacity.  This is the tough leadership fork in the road: is the person in the right role, and can they realistically meet the level the organisation needs? If they're falling short, the next decision is not moral — it's practical. Sometimes you can redesign the job, move them into a better fit, or coach the missing capability. Other times, the gap is too large and the organisation will replace them with someone more capable. That doesn't make them "bad"; it means the requirements outgrew them. Do now: Identify the root cause: skill gap, will gap, role mismatch, resource constraints, or unclear standards — then choose the right fix.  How do you create "Vision" and "Encourage" so the appraisal motivates rather than crushes them? You motivate by being frank about gaps while painting a believable path forward — and then encouraging effort toward that future.  "Vision" answers: what does success look like next year, what growth is required, and what time/energy/resources must be committed? It also tackles an awkward truth: some bosses fear developing staff because they worry their subordinate will replace them. The smarter view is succession builds your reputation — organisations promote leaders who produce leaders.  "Encourage" is where many managers fail. They do the backward-looking critique, but they don't set up the future in a way that energises the employee. Because appraisals happen only a few times a year, skill doesn't build naturally — preparation must compensate. Do now: End the meeting with a clear 90-day plan: one improvement focus, one support action from you, one measurable outcome.  Conclusion Performance appraisals don't have to feel like judgement day. When you anchor the review in clear standards, analyse real work, set a forward vision, and encourage the person properly, the meeting becomes a leadership tool — not a trauma event. RAVE is a simple, repeatable structure that helps you avoid subjectivity, reduce fear, and lift performance with clarity and humanity.  Quick next steps for leaders Prepare with RAVE: Review → Analyse → Vision → Encourage.  Bring evidence: standards, examples, patterns, and project outcomes.  Decide the real issue: capability, role fit, resources, or clarity.  Finish with a 90-day forward plan and weekly check-ins.  FAQs Should managers do appraisals more than once a year? Yes — frequent check-ins reduce surprise and make the annual review smoother. What's the biggest mistake in appraisal meetings? Talking only about the past and failing to create a motivating future plan.  How do you reduce subjectivity? Use clear standards plus specific examples linked to the role's "should be."  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. 

With a finance career spanning 40 years, from the policy halls of the Reserve Bank of Australia to corporate lending, Matt 'The Cashman' Erwin is now helping SMEs access finance to better manage their cash flow and turn around their businesses. In this episode of Elite Broker, Annie Kane sits down with the Cashman Consulting director to unpack how he helps business owners rescue their reputations and operations when facing the threat of insolvency and how he uses his "The Cashman" persona to differentiate his brand. Tune in to find out: How he transitioned from the RBA to building a specialised cash flow brokerage. What his "money tool" philosophy is and how it helps SMEs better manage cash flow. How he manages his pipeline of working capital and asset finance solutions. And much more!

If you're considering gamification for engagement, retention, or loyalty, I'm happy to compare options with you: professorgame.com/chat The biggest impact of gamification often happens in the least obvious places. In this episode, Rob Alvarez talks with David Dand about using game-inspired strategies in recruitment, leadership, and employee experience to attract better-fit talent, reduce churn, and build stronger, more human organizations, even in highly traditional sectors. David is the Founder and Managing Director of Coreus, a boutique hiring services provider based in Brighton. Coreus specialises in helping professional SMEs tackle critical talent challenges and is experienced in the complexities of recruiting in skilled, competitive, and often highly regulated markets. David is a CIPD-qualified HR and recruitment expert with a career spanning global firms such as EY, AXA, and Roche, with a focus on cultural fit, leadership assessment, and career coaching. He lives in the South Downs near Brighton, UK, with his wife and their three mischievous children. His interests include music, travel, and sport. Rob Alvarez is Head of Engagement Strategy, Europe at The Octalysis Group (TOG), a leading gamification and behavioral design consultancy. A globally recognized gamification strategist and TEDx speaker, he founded and hosts Professor Game, the #1 gamification podcast, and has interviewed hundreds of global experts. He designs evidence-based engagement systems that drive motivation, loyalty, and results, and teaches LEGO® SERIOUS PLAY® and gamification at top institutions including IE Business School, EFMD, and EBS University across Europe, the Americas, and Asia.   Guest Links and Info Website: Gamification in Recruitment | Coreus LinkedIn: Personal: David Dand | LinkedIn Company: Coreus Instagram: @coreus_talentacquisition   Links to episode mentions: Recommended book: Hiring Success by Jerome Ternynck Favorite game: Chess and Football   Lets's do stuff together! Let's chat about your gamification project Start Your Community on Skool for Free YouTube LinkedIn Instagram Facebook Ask a question

“We help companies drive growth. We deliver innovative solutions. We're customer-focused.” Sound familiar? If it does, your positioning probably sounds like everyone else's, and in a world where ChatGPT can generate endless value props in seconds, that sameness is now a real threat. In this episode of Pipe Dream, host Jason Bradwell talks with Christian Klepp, co-founder of EINBLICK Consulting, about why vanilla positioning is collapsing under AI pressure and how to build differentiation that actually holds up. Christian argues that the brands that win won't be the ones publishing more AI content. They'll be the ones doing deeper customer research, crafting a clearer point of view, and using subject matter experts as a defensible moat. Jason opens with the core problem: AI made generic messaging catastrophically easy to ignore. Christian explains what's changed recently, buyers increasingly use AI-assisted search and comparison tools that see through fluff faster than ever. It's no longer enough to say “we have AI.” Buyers want specifics: what is AI doing, how does it create value, and why should they trust your approach? They also address the pressure many agencies feel as clients expect AI to make everything cheaper and faster. Christian's take is that AI has no “soul”, no nuance, humor, lived experience, or real context. The winning strategy isn't volume (100 AI-generated blogs), t's choosing fewer topics and creating truly insightful, differentiated content that reflects real expertise. Christian explains why companies end up with bland positioning: fear of alienating prospects, cultures that reward safe messaging, and internal misalignment about what truly differentiates them. He's seen teams stuck in endless debates, leading to either analysis paralysis or messaging based purely on internal assumptions. His solution starts with a research strategy. He compares it to building a house - you wouldn't build without a blueprint. Likewise, you shouldn't build positioning without deep customer interviews that uncover why buyers chose you, what triggered the decision, and what language they use to describe value. That customer voice becomes the foundation not boardroom opinions. And if you think you don't have differentiation? Christian argues it's there, but often hidden. The answer lives with your customers and SMEs, you need to dig through interviews, sales calls, and objections to find the real demand triggers. Companies producing generic content will drown in sameness. Use AI intentionally, not as a replacement. Tap SMEs, listen to sales conversations, and build messaging from real expertise. If your positioning could've been written by anyone or any AI, this episode is the wake-up call you need. 00:00 - Introduction: The uncomfortable truth about your positioning 02:00 - Meet Christian Klepp and EINBLICK Consulting 04:00 - What's changed since AI went mainstream 07:00 - The agency tension: AI expectations vs actual value 11:00 - Why AI content lacks soul (and why that matters) 14:00 - Why companies default to vanilla positioning 18:00 - Using market research to break internal misalignment 22:00 - What to do when differentiation isn't obvious 26:00 - Differentiated perspective vs being opinionated 30:00 - The cybersecurity firm that got it right 34:00 - Is the media the new competitive moat? 38:00 - What happens to companies that don't adapt 42:00 - Final advice: Interview SMEs and sit in on sales calls Connect with Jason Bradwell on LinkedIn Connect with Christian Klepp on LinkedIn Visit EINBLICK Consulting Check out B2B Marketers on a Mission Podcast Explore B2B Better website and the Pipe Dream podcast

My co-host Ken Suzan and I are welcoming you to episode 171 of our podcast IP Fridays! Today's interview guest is the president of the German Patent and Trademark Office Eva Schewior! But before we jump into this very interesting interview, I have news for you: The US Supreme Court has taken up an important patent law case concerning so-called “skinny labels” for generic drugs. Specifically, the highest US court is reviewing a case in which Amarin accuses generic drug manufacturer Hikma of inciting doctors to use the cholesterol drug Vascepa in violation of patents by providing a limited package insert. In two landmark decisions, the UPC Court of Appeal clarified the criteria for inventive step and essentially confirmed the EPO’s typical “problem-solution” approach (Amgen v Sanofi and Meril v Edwards). However, experts are not entirely sure whether the Court of Appeal’s decisions, particularly those relating to the determination of the closest prior art, deviate from EPO practice. As a result of Brexit, mutual recognition of trademark use between the EU and the UK will cease to apply from January 1, 2026. Use of a trademark only in the UK will then no longer count as use of an EU trademark for the purpose of maintaining rights – and conversely, EU use will no longer count for British trademarks. Bayer is attacking several mRNA vaccine manufacturers in the US (Pfizer, BioNTech, Moderna, and J&J separately). The core allegation: patent infringements relating to old (Monsanto) patents on mRNA stabilization; Bayer is seeking damages, not sales bans. DISCO Pharmaceuticals from Cologne signs an exclusive license agreement with Amgen (potentially up to USD 618 million plus royalties) for novel cancer therapies targeting surface structures. Relevant from an IP perspective: license scope, milestones, data/know-how allocation. And now let's jump into the interview with Eva Schewior! The German IP System in Transition: Key Insights from DPMA President Eva Schewior In an in-depth conversation on the IP Fridays podcast, Eva Schewior, President of the German Patent and Trademark Office (DPMA), outlined how Germany's IP system is responding to rising demand, technological change, and a fundamentally altered European patent landscape. The interview offers valuable insights for innovators, companies, and IP professionals navigating patent, trademark, and design protection in Europe. Sustained Demand and Procedural Efficiency Despite the introduction of the Unitary Patent system, national German IP rights continue to see strong and growing demand. According to Schewior, application numbers at the DPMA have been increasing for years, which she views as a strong vote of confidence in the quality and reliability of German IP rights. At the same time, this success creates pressure on examination capacity. The average duration of patent proceedings at the DPMA is currently around three years and two months from filing to grant, provided applicants request examination early and avoid extensions. Internationally, this timeframe remains competitive. Nevertheless, shortening procedures remains a strategic priority. Search requests alone have risen by almost 50% over the past decade, yet the DPMA still delivers search reports on time in around 90% of cases. To better reflect applicant needs, the DPMA distinguishes between two main user groups: applicants seeking a rapid grant, often as a basis for international filings, and applicants primarily interested in a fast, high-quality initial assessment through search or first examination. Future procedural adjustments are being considered to better serve both groups. The Role of Artificial Intelligence Artificial intelligence already plays a practical role at the DPMA, particularly in patent search, classification, and the translation of Asian patent literature. Schewior emphasized that the office is closely monitoring rapid developments in AI to assess where these tools can further improve efficiency. However, she made clear that AI will remain a supporting technology. In public administration, and especially in IP examination, final decisions must always be taken and reviewed by humans. AI is seen as a way to relieve examiners of routine tasks so they can focus on substantive examination and quality. Maintaining and Monitoring Examination Quality Quality assurance is a central pillar of the DPMA's work. Schewior reported consistently positive feedback from users, but stressed that maintaining quality is a continuous task. The office applies systematic double checks for grants and refusals and uses internal quality management tools to randomly review searches and first office actions during ongoing proceedings. External feedback is equally important. The DPMA's User Advisory Board, which includes patent attorneys, startups, and patent information centers, plays a key role in identifying issues and suggesting improvements. Several of its recommendations have already been implemented. Trademark Filings and Bad-Faith Applications The trademark side of the DPMA has experienced particularly strong growth. In 2025, the office received around 95,000 trademark applications, an increase of approximately 18% compared to the previous year. Much of this growth came from abroad, especially from China. While new trademark types such as sound marks, multimedia marks, and holograms have so far seen only moderate uptake, word marks and figurative marks remain dominant. A growing challenge, however, is the rise in bad-faith trademark filings. The DPMA has responded by intensively training examiners to identify and handle such cases. Procedural reforms following EU trademark law modernization have also shifted competencies. Applicants can now choose whether to bring revocation and invalidity actions before the courts or directly before the DPMA. While courts may act faster, proceedings before the DPMA involve significantly lower financial risk, as each party generally bears its own costs. Accelerated Examination as a Practical Tool Despite rising filing numbers, the DPMA aims to avoid significant delays in trademark proceedings. Organizational restructuring within the trademark department is intended to balance workloads across teams. Schewior highlighted the option of accelerated trademark examination, available for a relatively modest additional fee. In practice, this can lead to registration within a matter of weeks, without affecting priority, since the filing date remains decisive. New Protection for Geographical Indications A major recent development is the extension of EU-wide protection for geographical indications to craft and industrial products. Since late 2025, the DPMA acts as the national authority for German applications in this area. The first application has already been filed, notably for a traditional German product. Under the new system, applications undergo a national examination phase at the DPMA before being forwarded to the EUIPO for final decision. Products eligible for protection must originate from a specific region and derive their quality or reputation from that origin, with at least one production step taking place there. The EU estimates that around 40 German products may qualify. Outreach, SMEs, and Education Schewior underlined the DPMA's statutory duty to inform the public about IP rights, with a particular focus on small and medium-sized enterprises. The office has significantly expanded its presence on platforms such as LinkedIn and YouTube, offering accessible and practical IP content. Studies show that fewer than 10% of European SMEs use IP rights, despite evidence that IP-owning companies generate higher revenues. To address this gap, the DPMA is expanding outreach formats, strengthening cooperation with educational institutions, and publishing new empirical studies, including a forthcoming analysis of patenting behavior among innovative German startups conducted with WIPO. Strategic Challenges Ahead Looking forward, Schewior identified several key challenges: insufficient awareness of IP protection among SMEs and startups, a tendency in some sectors to rely solely on trade secrets, and the growing problem of product and trademark piracy linked to organized crime. From an institutional perspective, the DPMA must remain attractive and competitive in a European system offering multiple routes to protection. This requires legally robust decisions, efficient procedures, qualified staff, and continuous investment in IT and training. Careers at the DPMA Finally, Schewior highlighted recruitment as a strategic priority. The DPMA recently hired around 50 new patent examiners and continues to seek experts in fields such as electrical engineering, e-mobility, IT, and aerospace, as well as IT specialists, lawyers, and staff in many other functions. She emphasized the DPMA's role as Europe's largest national patent office and a globally significant, stable, and family-friendly employer at the forefront of technological development. German and European Patents as Complementary Options In her closing remarks, Schewior addressed the post-UPC patent landscape. Rather than competing, German and European patent systems complement each other. For many SMEs, a German patent alone may be sufficient, particularly where Germany is the core market. At the same time, the possibility of holding both a European patent and a national German patent offers strategic resilience, as national protection can survive even if a European patent is revoked. Her key message was clear: the range of options has never been broader, but making informed strategic choices is more important than ever. If you would like, I can also adapt this article for a specialist legal audience, condense it for a magazine format, or rework it as a thought-leadership piece for LinkedIn or your website. Rolf Claessen: Today's interview guest is Eva Schewior. If you don't know her yet, she is the President of the German Patent and Trademark Office. Thank you very much for being here. Eva Schewior: I'm very happy that you're having me today. Thank you, Mr. Claessen. Rolf Claessen: Shortening the length of procedures has been a stated goal since you took office. What is the current situation, and which measures are in place to achieve this goal? Eva Schewior: First of all, I'm very glad that German IP rights are in high demand. Even though applicants in Europe have multiple options today to obtain protection for their innovations, we have seen increasing application numbers for years at my office, even after the introduction of the Unitary Patent system. I see this as very positive feedback for our work. It is clear, however, that the high number of applications leads to a constantly increasing workload. At the same time, we want to remain attractive for our applicants. This means we must offer not only high-quality IP rights but also reasonable durations of proceedings. Ensuring this remains a central and permanent objective of our strategy. The average duration of proceedings from filing to grant is currently about three years and two months, provided that applicants file an examination request within the first four months after application and do not request extensions of time limits. In other cases, the average duration of proceedings is admittedly longer. With these three years and two months, we do not have to shy away from international comparison. Nonetheless, we strive to get better. In the last few years, we were able to improve the number of concluded proceedings or to keep them at a high level. In some areas, we were even able to shorten durations of proceedings a bit, though not yet to the extent that we would have wished for. Our efforts are often overtaken by the increasing demand for our services. Just to give you an example, in the last ten to fifteen years, search requests increased by nearly fifty percent. Despite this, we managed to deliver search reports in ninety percent of all cases in time, so that customers have enough time left to take a decision on a subsequent application. I have to admit that we are not equally successful with the first official communication containing the first results of our examination. Here, our applicants need a bit more patience due to longer durations of proceedings. But I think I do not have to explain to your expert audience that longer processing times depend on various reasons, which are in no way solely to be found on our side as an examination office. To further reduce the length of proceedings, we need targeted measures. To identify them, we have analyzed the needs of our applicants. It has been shown that there are two main interests in patent procedures. About three quarters of our applicants have a very strong interest in obtaining a patent. They mainly expect us to make fast decisions on their applications. Here we find applicants who want to have their invention protected within Germany but often also wish for subsequent protection outside Germany. The remaining quarter consists of applicants that are solely interested in a fast and high-quality first assessment of the application by means of a search or a first official examination. We observe that these applicants use our services before they subsequently apply outside Germany. This latter group has little interest in continuing the procedure before my office here in Germany. We are currently considering how we can act in the best interest of both groups. What I can certainly say is that we will continue to address this topic. And of course, in general, it can be said that if we want to shorten the duration of proceedings, we need motivated and highly skilled patent examiners. Therefore, we are currently recruiting many young colleagues for our offices in Munich and Jena, and we want to make our procedures more efficient by using new technical options, thus taking workload from patent examiners and enabling them to concentrate on their core tasks and on speedy examination. Rolf Claessen: Thank you very much. I also feel that the German Patent and Trademark Office has become quite popular, especially with the start of the UPC. Some applicants seem to find that it is a very clever option to also file national patents in Germany. Eva Schewior: I think you're perfectly right, and I think we will come to this point later. Rolf Claessen: In 2023, you mentioned artificial intelligence as an important tool for supporting patent examiners. What has happened regarding AI since then? Eva Schewior: Of course, we are already successfully using AI at our office. For instance, in the field of patent search, we use AI-based tools that make our examiners' work easier. We also use AI quite successfully for classification and for the translation of Asian patent literature into English. In the meantime, we have seen a rapid development of AI in the market. I think it is strategically imperative to get an overview and to make realistic assessments of what AI is capable of doing to make our procedures more efficient. Therefore, we are observing the market to find out where AI can perform tasks so that we enable examiners to concentrate on their core business. There are many ideas right now in our office where artificial intelligence can help us tackle challenges, for instance demographic change, which certainly also affects our office, and maintaining our quality standards. We will strategically promote new tools in this field to cope with these challenges. But this much is also clear: humans will always stay in our focus. Especially in public administration, I consider it a fundamental principle that in the end, decisions must be taken and reviewed by humans. AI may help us reach our goals in a more efficient way, but it can never replace patent or trademark examiners. Rolf Claessen: You have made quality improvements in patent examination a priority and have already implemented a number of measures. How would you describe the current situation? Eva Schewior: I often receive positive feedback from different sides that our users are very satisfied with the quality of our examination, and I'm very glad about that. But maintaining this quality standard is a permanent task, and we must not become careless here. For years, for instance, we have established double checks for all grants and rejections. In addition, we have introduced a quality management tool that enables us, even during the examination process, to randomly check the quality of first office communications and searches. This helps us detect critical trends and take appropriate countermeasures at a very early stage. What is also very important when it comes to patent quality is to actively ask our customers for their feedback. We do this in different ways. Just to give you an example, we have a User Advisory Board, which is a panel of external experts implemented a couple of years ago. Discussing questions of quality is regularly on the agenda of this board. We carefully listen to criticism, ideas, and suggestions, and we have already implemented some of them for the benefit of the office and our users. Rolf Claessen: The German Patent and Trademark Office, as the largest patent and trademark office in Europe, records very high numbers of trademark applications. What are you currently especially concerned with in the trademark area? Eva Schewior: In 2025, we saw around ninety-five thousand trademark applications. This is an increase of eighteen percent compared to the previous year, and I have to say that this took us by surprise. Especially applications from outside Germany, and above all from China, have risen significantly. It is of course challenging to cope with such a sudden increase on an organizational level. Another challenge is dealing with trademark applications filed in bad faith, which we are currently seeing more and more of. We have thoroughly trained our trademark examiners on how to identify and handle such applications. As regards the new types of trademarks, the rush has been moderate so far. Sound marks, multimedia marks, or holograms are apparently not yet common solutions for the majority of applicants. The key focus remains on word marks and combined word and figurative marks. Nevertheless, I believe that the new trademark types are a meaningful supplement and may play a greater role as digitization advances. The most significant changes, however, concern procedures. Applicants can now choose whether to file revocation or invalidity actions with the courts or with our office. While courts may proceed somewhat faster, the financial risk is higher. Before the DPMA, each party generally bears its own costs, apart from exceptional cases. Rolf Claessen: How does this dynamic filing development impact the duration of trademark proceedings? Eva Schewior: This is indeed a major organizational challenge. For a long time, our trademark department managed to keep durations of proceedings very short, especially with regard to registration. Despite the recent increases in applications, especially in 2025, we hope to avoid a significant extension of processing times. We have restructured the organization of the trademark department to distribute applications more equally among teams. Applicants should also be aware that it is possible to request accelerated examination for a relatively moderate fee of two hundred euros. This often leads to registration within a very short time. The filing date, of course, always determines priority. Rolf Claessen: Since December 2025, the EU grants protection not only for agricultural products but also for craft and industrial products through geographical indications. Has your office already received applications? Eva Schewior: Yes, we have received our first application, and interestingly it concerns garden gnomes. Protected geographical indications are an important topic because they help maintain traditional know-how in regions and secure local jobs. The DPMA is the competent authority for Germany. Applications go through a national examination phase at our office before being forwarded to the EUIPO, which takes the final decision on EU-wide registration. Eligible products must originate from a specific region and derive their quality, reputation, or characteristics from that origin, with at least one production step taking place there. Rolf Claessen: The DPMA has expanded its outreach activities, including social media. What else is planned? Eva Schewior: Raising awareness of IP rights, especially among small and medium-sized enterprises, is part of our statutory duty. We currently use LinkedIn and YouTube to communicate IP topics in an understandable and engaging way. We also plan dedicated LinkedIn channels, for example for SMEs. Studies show that fewer than ten percent of European SMEs use IP rights, even though those that do earn significantly more on average. In 2026, we will further expand outreach activities, cooperate more closely with universities and educational institutions, and publish new studies, including one on the patenting behavior of innovative German start-ups conducted together with WIPO. Rolf Claessen: Where do you see the biggest future challenges in IP? Eva Schewior: Germany depends on innovation, but awareness of IP protection is still insufficient, particularly among SMEs and start-ups. Some companies deliberately avoid IP rights and rely on trade secrets, which I consider risky. Another growing concern is the increase in product and trademark piracy, often linked to organized crime. For our office, remaining attractive and competitive is crucial. Applicants have many options in Europe, so we need fast procedures, legally robust decisions, qualified staff, and modern IT systems. Rolf Claessen: The DPMA is currently recruiting. Which areas are you focusing on? Eva Schewior: Our focus is on patent examination and IT. We recently hired fifty new patent examiners and are particularly looking for experts in fields such as electrical engineering, e-mobility, IT, and aerospace. We are Europe's largest national patent office and offer meaningful, secure jobs with fair compensation and strong development opportunities. Rolf Claessen: Is there a final message you would like to share with our listeners? Eva Schewior: The Unitary Patent system has created many new options. German and European patent systems do not compete; they complement each other. For many SMEs, a German patent may already be sufficient, especially where Germany is the core market. Holding both European and national patents can also be a strategic advantage. My key message is: be aware of the options, stay informed, and choose your IP strategy deliberately. Rolf Claessen: Thank you very much for being on IP Fridays. Eva Schewior: Thank you for having me. It was a pleasure.

In 2025, what were university leaders looking to learn about with Gen AI? On today's episode, I'll mention the top 5 requests for my webinars and workshops on Gen AI. 

In this episode, Jeff Mains sits down with Alistair Gordon, founder of Expertunity and author of "Master Expert," to explore why technical excellence alone isn't enough to drive career momentum and organizational impact. Alistair reveals how subject matter experts (SMEs) can unlock influence without abandoning their technical edge through what he calls "expert ship"—a set of enterprise skills that translate expertise into clear business value. The conversation challenges the assumption that management is the only path forward for technical professionals and offers practical frameworks for founders looking to retain and grow top technical talent.Key Takeaways[5:00] - The leadership development gap: Only 11% of first-time leaders receive training in their first year, leaving 89% to sink or swim[7:50] - Why "knowledge leader" failed: Technical experts don't want to be leaders—they want to avoid "useless meetings where nothing gets done"[12:00] - The invisibility problem: Much of experts' work (like keeping email systems running) is completely invisible until something breaks[14:30] - Expert as coach: The most transformational skill is learning to ask better questions before providing technical advice[19:30] - The coaching paradox: Half of stakeholders love the questioning approach; the other half just want immediate answers[23:00] - The negativity trap: Experts often spend 22 minutes explaining why something is difficult before mentioning it's actually a good idea[29:00] - The promotion trap: Three out of four times, forcing technical experts into management roles is "a train wreck"[40:30] - The remuneration shift: In successful tech companies, technical experts often earn more than leaders because they add more valueTweetable Quotes

Local investment is becoming one of the clearest indicators of economic confidence across the continent. The principle is simple: foreign direct investment follows local belief.Ethiopia is emerging after decades of economic rebuilding, now attracting significant cross-border investment from African business leaders. But challenges remain, especially for small businesses. In Ethiopia, just 2% of enterprises receive up to 90% of bank lending, leaving SMEs — the real job creators — underserved. Bernard Laurendeau, Managing Director of Enkopa Lab joins us to discuss Africa's next growth chapter and why it depends on building stronger support systems for enterprise.

In this episode, Lily Smith and Randy Silver host Anu Jagga‑Narang, a product evangelist at AT&T, to explore premortems — a powerful technique for anticipating product failure before launch. Anu explains how premortems use prospective hindsight to uncover risks early, surface assumptions teams are reluctant to voice, and improve decision quality. The conversation covers practical steps for running premortems, risk classification using tigers, paper tigers and elephants, common pitfalls, and when to revisit the exercise as products evolve. They also examine how emerging AI capabilities influence product risk management — increasing the need for thoughtful planning rather than replacing human insight. This discussion offers product leaders a framework to strengthen strategic thinking, foster psychological safety and equip teams to build with confidence and clarity.Chapters 00:00 Introduction to Premortems01:39 Guest Introduction — Anu Jagga‑Narang02:14 Career Journey into Product05:03 What Is a Premortem?07:04 Framing Failure and Success in Premortems11:02 How to Conduct a Premortem15:04 Voting and Risk Classification17:00 Tigers, Paper Tigers, and Elephants20:22 Assigning Ownership and Actions21:28 When to Run a Premortem23:40 Who Should Participate and Duration25:14 Examples and Surprising Insights28:43 Common Mistakes and Anti‑patterns31:51 AI's Impact on Premortems34:13 Closing Remarks and CreditsOur 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.

As CEO of financial services giant Legal & General, António Simões plays a huge role in the UK economy, not to mention in the financial wellbeing of tens of millions of people. From managing pension funds to massive infrastructure spending around the country, he oversees well over a trillion dollars' worth of UK assets. Simões took the top job at the beginning of 2024, and he tells Will Bain how from the start he has been dedicated to maintaining a corporate culture with a healthy work-life balance.Bullish on the UK economy, Simões says the country sometimes spends too much time ‘talking itself down' and that with its fundamental strengths the UK is one of the most stable economies in the world. But, he says, there are still big worries for young Britons' futures. He tells Will he's concerned about the low levels of pension enrolment around the country and says more financial education is needed for people to understand the “eighth wonder of the world”: compound interest.He also tells Will about L&G's massive investments around the country, from digital infrastructure and energy storage to affordable homes. And he says that despite a backlash against ESG and diversity programmes in recent years, he believes those are essential to ensuring returns for investors, and the country, far into the future. Presenter: Will BainProducer: Olie D'AlbertansonEditor: Henry Jones00:00 Sean Farrington and Will Bain introduce the episode02:00 António Simões interview begins02:21 Maintaining work-life balance and corporate culture05:30 Britons not saving enough into their pensions and the need for more financial literacy 08:40 Addressing low pensions auto-enrollment, challenges for employees and SMEs alike20:30 UK Growth - how to get there? 24:30 AI investments and 'bubble' fears 26:30 Government and private investments in new infrastructure around the UK40:00 The continued value of diversity schemes and ESG amid backlash 41:30 The politicisation of the economy 42:30 Low gender and LGBT representation in the C-suite

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  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okasu" Rīdā).  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. 

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  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okasu" Rīdā).  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. 

Next to forecasting customer demand, aligning production capacity with anticipated sales is the stuff of manufacturing forecasting. In this blog post, we go over production forecasting essentials, look at how to implement a forecasting system, and see the role manufacturing software can play in ensuring that the shop floor is aligned with forecasted sales numbers. You can learn more in this episode or read about it on our blog For more information about the MRPeasy software, visit our website: mrpeasy.com

Episode 209 with Dara Adekunle, Managing Partner and CEO of FARMTIES Capital, an investment firm financing export oriented African agribusinesses and strengthening Africa's role in global trade.Dara brings deep experience in impact investing, innovative finance, and international trade to this conversation on one of the most critical and under examined constraints to Africa's economic growth the trade finance gap facing agricultural SMEs.In this episode, we explore why Africa's challenge is not agricultural production, but the lack of working capital, trade infrastructure, and risk appropriate financing needed to move goods from farms to global markets. Dara explains how FARMTIES Fund I, a 50 million dollar profit sharing trade finance fund, is unlocking capital for export ready agribusinesses across West and East Africa, with strong market linkages to North America and Europe.From blended finance and technical assistance to compliance, traceability, and ESG standards, this conversation breaks down how African SMEs can become bankable, competitive, and scalable in global food markets. Dara also unpacks why gender inclusive and climate resilient value chains are not only good for impact, but essential for long term commercial success.What We Discuss With DaraWhy Africa's biggest constraint to agribusiness growth is the trade finance gap rather than production capacityHow profit sharing trade finance and blended capital structures can de risk African agricultureTurning compliance, traceability, and ESG requirements into competitive advantages for African exportersThe commercial case for gender inclusive and climate resilient agricultural value chainsWhat founders, investors, and policymakers must change to unlock Africa's export led growthDid you miss my previous episode where I discuss Financial Inclusion, Entrepreneurship, and How to Build Markets That Work in Africa? Make sure to check it out!Connect with Terser:LinkedIn - Terser AdamuInstagram - unlockingafricaTwitter (X) - @TerserAdamuConnect with Dara:LinkedIn - Oluwadara (Dara) Adekunle and Farmties Capital LimitedMany of the businesses unlocking opportunities in Africa don't do it alone. If you'd like strategic support on entering or expanding across African markets, reach out to our partners ETK Group: www.etkgroup.co.ukinfo@etkgroup.co.uk

In this conversation, Arnab Naskar from Stokr discusses the intersection of Bitcoin, tokenization, and capital markets. He explains how Bitcoin serves as both a store of value and a settlement layer, enabling the creation of decentralized financial systems. The discussion covers the advantages of using Liquid for tokenization, the importance of confidentiality in transactions, and the innovative financing opportunities in energy and Bitcoin mining. Arnab emphasizes the systemic shift in financial markets due to tokenization, the role of stablecoins, and the future of decentralized finance on Liquid.Takeaways:

With hundreds of sustainability and impact labels in circulation, how can consumers, policymakers and investors identify organisations that really do put people over profit? And why does it matter for the social economy? In this episode of Cogito Talks, Shayne MacLachlan is joined by Ruben Rebelo from the European Commission and Sofija Rakcejeva from the OECD to explore how labels can do more than just make social economy more visible and easier to support but also help people do better. Drawing on a recent joint OECD and European Commission report, we will unpack the different types of labels that exist, from those exclusively for social economy entities to broader impact and financial labels, and discuss how they can guide funding, policy decisions and consumer choices. Host: Shayne MacLachlan, Public Affairs and Communications Manager at the OECD Centre for Entrepreneurship, SMEs, Regions and Cities Rúben Rebelo is a policy officer currently serving at the Directorate-General for Employment, Social Affairs and Inclusion of the European Commission. He joined the ‘Social and Inclusive Entrepreneurship' unit in 2021 and is working on the implementation of the Social Economy Action Plan. He was involved in drafting and negotiating the Council recommendation on developing social economy framework conditions, and in publishing the Special Eurobarometer on the social economy in the lives of Europeans. Sofija Rakcejeva is a policy analyst in the Social Economy and Innovation Unit at the OECD Centre for Entrepreneurship, SMEs, Regions and Cities, where she analyses the contribution of the social economy to policy priorities such as affordable housing and social inclusion, as well as framework conditions that can increase its impact, including labels, taxation and access to finance. Before joining the OECD, Sofija co-authored two technical briefs and contributed to due diligence of microfinance projects at the Council of Europe Development Bank. Sofija holds an MA in International Economic Policy from Sciences Po and a BA in History, Politics and Economics from University College London. 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