Podcasts about smes

Interview recorded - 4th of November, 2025On this episode of the WTFinance podcast I had the pleasure of welcoming on Shaun Rein. Shaun is the Founder and Managing Director of the China Market Research Group (CMR), the world's leading strategic market intelligence firm focused on China. During our conversation we spoke about what is happening on the ground in China, the tariff strategy, consolidation in Chinese manufacturing, secular shift in US excellence, End of the American Empire and more. I hope you enjoy!0:00 - Introduction1:49 - What is happening in China?5:29 - Second order tariffs9:42 - Tariff strategy13:11 - China trade unfairness18:04 - Consolidation of China21:19 - More upside in China?23:59 - Secular shift?26:22 - Trade war ending?29:59 - End of the American Empire?Shaun Rein is the Founder and Managing Director of the China Market Research Group (CMR), the world's leading strategic market intelligence firm focused on China. He works with Boards, billionaires, Heads of States, CEOs and senior executives of Fortune 500 & leading Chinese companies, private equity firms, SMEs and long/ hedge funds to develop their China growth, political and investment strategies. Rein authored the international best-sellers "The War for China's Wallet: Profiting from the New World Order," "The End of Cheap China"​ & "The End of Copycat China."​ Publishers Weekly named "Cheap"​ a "Top 10 business book for 2012." The Financial Times called "Copycat"​ "Intriguing" and said of Wallet: “Mr. Rein's insider tales of what it takes to work in contemporary China are insightful...a toolbox for those who want to work with Chinese companies make it a worthwhile read.”Rein is regularly featured in the Wall Street Journal and The Financial Times. His op-eds have appeared in the New York Times. He frequently appears on CNN, BBC, MarketPlace, CNBC, Bloomberg, PBS and MSNBC. Rein formerly taught executive education classes for London Business School and was a weekly columnist for CNBC and Forbes. He also wrote a column for Bloomberg BusinessWeek. Rein is one of the most sought out keynote speakers focused on innovation, consumer trends and the economy in China.Shaun Rein - Website - http://www.cmrconsulting.com.cn/xsyX - https://x.com/shaunreinYouTube -  @shaunrein4708 WTFinance -Instagram - https://www.instagram.com/wtfinancee/Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4X - https://twitter.com/AnthonyFatseasThumbnail image from - https://basc.berkeley.edu/the-u-s-china-trade-war-whats-next/

In Dublin, coffee sometimes falls from the sky via drone delivery Earlier this autumn I spoke with ORF Radio Austria for their technology programme Digital.Leben about something that's already part of everyday life in parts of Dublin: coffee, groceries, and takeaways delivered by drone. The short feature, broadcast on 29 October 2025, looked at how Irish company Manna Aero has turned what began as a pilot project into a real delivery service. The interview came about after meeting Franz Zeller, Head of Science and Innovation at ORF's Wissenschaft Unit, during Maker Faire Rome 2025. I was reporting for Irish Tech News as part of an international press group supported by the Italian Trade Agency and Innova Camera, the Rome Chamber of Commerce agency that runs the fair. How the Interview Happened Maker Faire Rome is Europe's largest festival of invention and creativity, bringing together researchers, artists, and small startups to show how technology can be practical, playful, and shared. Franz and I were part of the same international press delegation, invited by the Italian Trade Agency to visit the fair. In conversation with him, I mentioned that drones now deliver coffee to my home in Dublin, , and showed him a short video on my phone. He was intrigued. Austria has been cautious with drone trials, and the idea of receiving a flat white from the sky was something new. The interview took place one morning on the Gasometro Ostiense site, a former industrial complex turned innovation hub, just before the fair opened fully to visitors. Maker Faire Rome 2025 For more on Maker Faire Rome 2025, visit the Irish Tech News feature: Maker Faire Rome - Festival of Innovation "In Dublin fällt der Kaffee manchmal vom Himmel" "My name is Billy Linehan. I am a journalist with Irish Tech News. We have a home delivery service from Manna Aero, and every morning I can order a flat white dropped into my garden. When it arrives, there's a noise, you can hear the propellers overhead. It's cheaper than a car delivery and more environmentally friendly than using a van or motorbike. Whatever you want, your Chinese takeaway or whatever, you just order on the app, choose the item, and the drone arrives overhead. It lowers the package gently on a little string, and you can even watch the approach live on the map." That short exchange, broadcast nationally on Ö1 Radio Austria, reached a wide audience. It showed how Manna Aero has normalised drone delivery in the suburban area of Blanchardstown in Dublin, something that once sounded like science fiction. Listen here, find out about Dublin's Drone Delivery service, in German and English Why It Matters The interview was brief but said a lot about how technology travels. A conversation at an Italian innovation fair became a science-radio feature in Vienna. It reminded me how closely connected Europe's research and creative communities are. It also showed how public curiosity about practical innovation remains strong. Drone delivery may still be local, but its implications for sustainability, logistics, and convenience are global. A more detailed article on Manna Aero's work in Dublin 15 will follow soon here on Irish Tech News. Programme Note This segment aired on Digital.Leben, Ö1 Radio Austria, on 29 October 2025. The programme was produced by Franz Zeller, Head of Science and Innovation at ORF's Wissenschaft Unit. A longer five-minute version is available on the ORF website until April 2026: Digital.Leben, Kaffee aus der Luft Billy Linehan Billy writes for Irish Tech News on innovation, tech-for-good and entrepreneurship, covering events in Ireland and abroad. Alongside journalism, he's a business mentor and consultant at Celtar Advisers and has advised hundreds of owners of SMEs and startups. He also co-founded and organises StartUp Ballymun, Dublin's longest-running entrepreneurship series. More about Irish Tech News Irish Tech News are Ireland's No. 1 Online Tech Publication and often Ireland's No.1 T...

Ireland's Connected Hubs model is breaking new ground in Europe, as regions in Finland and France begin rolling out pilot projects based directly on the Irish system. Through the CODIL Pilot Action, Ireland's experience is now informing regional policy, digital infrastructure, and community hub strategy beyond its borders. Western Development Commission (WDC) oversees the Connected Hubs platform and network on behalf of the Department of Rural and Community Development and the Gaeltacht. Allan Mulrooney, CEO of the WDC said the international adoption of the Connected Hubs model highlights Ireland's growing influence in shaping the future of work: "The Connected Hubs initiative is proof that big ideas tested in the west of Ireland can scale internationally. What started as a regional innovation to support rural communities is now informing digital and enterprise policy across Europe. This international expansion shows how the WDC's approach to pilot, prove and then scale can deliver real impact, not just for the west but for regions across the EU seeking to build smarter, more connected communities." In recent months, Liam Horan and Leah Fairman, both WDC, represented Ireland at in-person engagements with regional stakeholders in South Ostrobothnia, Finland, and Laval, France, respectively. Their visits included site tours of coworking hubs, local SMEs, academic institutions and community innovation spaces in the context of how Ireland's experience with remote work hubs can be tailored for local contexts. CODIL is a European project that aims to improve regional innovation policy instruments to better support the emerging distributed-team innovation model and its key component - highly skilled mobile knowledge workers. As the nature of innovation has fundamentally changed, policy instruments that support innovation must also change if they are to effectively support this changed post-COVID innovation ecosystem. Údarás na Gaeltachta are among the lead partners in the project. The CODIL project enables Finnish and French partners to trial the core functionalities of the Connected Hubs platform, including the hub directory, booking engine and event calendar. Through a 'sandbox' environment, these partners will simulate their own hub entries and explore the platform's community management features. This phase will also include knowledge-sharing, applying lessons from Ireland's approach to hub onboarding, community building and visibility. "These international engagements are a real vote of confidence in the Irish model. What began as a regional response to the needs of rural communities has grown into something with relevance far beyond our shores. It's a reminder that local innovation when backed with the right support can lead the way in rethinking how we live and work," added Stephen Carolan Head of Connected Hubs and Digital Innovation at the WDC. During his presentation in Seinäjoki, Liam Horan introduced the Connected Hubs project, from its inception within the Western Development Commission to becoming Ireland's national remote working infrastructure. He outlined the impact of hub networks on regional enterprise, inclusion and climate goals, and discussed the roadmap for future platform developments. Looking ahead, delegations from Finland, France and Scotland will attend the fourth annual National Hub Summit in Ballinasloe, Co. Galway on the 13th of November. They will join Irish and international speakers to discuss the evolving role of hubs in economic development, climate action and digital inclusion. This international interest reinforces the value of Connected Hubs as a leading European good practice and strengthens Ireland's reputation as a frontrunner in innovative and inclusive remote work infrastructure. See more stories here.

Welcome to the CanadianSME Small Business Podcast, hosted by Kripa Anand. In this episode, we explore how B2B lead generation and sales development can create predictable pipelines, helping Canadian entrepreneurs drive measurable revenue and growth.Joining us is David Tile, Founder & CEO of Nerdy Joe, a performance-driven sales development agency specializing in outbound campaigns. David shares insights on building high-ROI sales strategies, leveraging AI for B2B demand generation, and scaling remote teams effectively.Key Highlights:B2B Outbound Strategy: How Nerdy Joe runs high-ROI cold email, LinkedIn, and cold calling campaigns. Entrepreneurial Journey: Lessons from building a $20M SEO business at age 23 and applying them to scalable sales systems. AI in Demand Generation: How AI is reshaping B2B lead generation and boosting efficiency for SMEs. Sales Playbooks & Remote Teams: Key elements of effective SDR training and managing high-performing remote teams. Philanthropy & Future Vision: David's perspective on partnerships, Hawk's Nest, and the future of B2B outbound.Special Thanks to Our Partners:RBC: https://www.rbcroyalbank.com/dms/business/accounts/beyond-banking/index.htmlUPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWAGoogle: https://www.google.ca/A1 Global College: https://a1globalcollege.ca/ADP Canada: https://www.adp.ca/en.aspxFor more expert insights, visit www.canadiansme.ca and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age!Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

In a special ThinkBusiness Podcast recording at the Backyard at Blas in Dingle, supported by Bank of Ireland, three artisan food producers reveal how quality, tradition and sustainability are driving growth in the Irish food sector. Eugene McKenna of Silver Hill Duck, Felix Oster of Mór Taste and Owen Mullins of Zanna Cookhouse represent different paths to the same destination: creating products that resonate with consumers seeking genuine, locally-produced food with clear provenance.Visit www.thinkbusiness.ie for more news and supports for start-ups and SMEs in Ireland. If you want to start and grow a business, ThinkBusiness.

In this episode of FP&A Unlocked, Paul is joined by strategic advisor and podcast host Moataz Mukhaimer to explore the intersection of finance and strategy, where true business impact is made. With over 20 years of experience guiding SMEs, family-owned businesses, and startups across the Middle East, Moataz explains why finance professionals must step beyond Excel and deeply understand the business to add real value. From diagnosing problems through numbers to designing KPIs that reflect a company's vision, this episode is a masterclass in how FP&A can lead, not just support.Moataz Mukhaimer is a strategic and financial advisor with over 20 years of experience supporting SMEs across the MENA region. A graduate of McGill University (MBA) and Boston University (BA in Accounting & Finance), he specializes in helping businesses identify challenges and align strategy with execution. His client portfolio spans sectors including retail, med-tech, e-commerce, ed-tech, manufacturing, and software.Expect to Learn:Why cash from operations is the true measure of business valueHow to design KPIs that align with both strategy and financial outcomesWhy most pricing problems are rooted in poor positioning, not high costsHow to diagnose problems through both numbers and conversationsThe two most important habits for connecting finance with strategyHere are a few quotes from the episode:“Most companies aren't overpricing, they're underpricing and positioning poorly.” - Moataz Mukhaimer“Cash from operations is the truest form of value creation.” - Moataz MukhaimerMoataz Mukhaimer reminds us that the power of FP&A lies in understanding the whole business, not just the numbers. By aligning strategy with financial planning, simplifying KPIs, and focusing on communication, finance professionals can become essential partners in growth. If you're ready to elevate your impact, this episode is for you.Campfire: AI-First ERP:Campfire is the AI-first ERP that powers next-gen finance and accounting teams. With integrated solutions for the general ledger, revenue automation, close management, and more, all in one unified platform.Explore Campfire today: https://campfire.ai/?utm_source=fpaguy_podcast&utm_medium=podcast&utm_campaign=100225_fpaguyFollow Moataz:LinkedIn - https://www.linkedin.com/in/moataz-mukhaimer/Website - https://moatazmukhaimeradvisory.com/Earn Your CPE Credit For CPE credit, please go to earmarkcpe.com, listen to the episode, download the app, answer a few questions, and earn your CPE certification. To earn education credits for the FP&A Certificate, take the quiz on Earmark and contact Paul Barnhurst for further details.In Today's Episode[04:05] - What Defines Great FP&A?[05:56] - Great Planning in Action[08:40] - Cash Flow is Queen[14:15] - Why Budgeting Often Fails[26:45] - Pricing: The Hidden Problem[30:04] - Moataz's Four-Part Strategy Framework[33:07] - Diagnosing Problems Through People and Numbers[36:27] - Advice for Connecting Finance to Strategy[40:09] - Hosting Business Talk and Giving Back[43:36] - FP&A Fast Five[48:31] - Final Advice:...

WPP recently unveiled Open Pro, its AI self-serve offering. It's betting big on the move, hoping it will unlock new clients including SMEs. But can it do so without eating into its traditional agency services? Hosted on Acast. See acast.com/privacy for more information.

Turn "it's a buyer's market" on its head. In this episode of Accountants Minute Podcast, Peter Towers shows how advisors can double an SME's sale value by planning early – embedding systems, documenting IP, driving weekly performance, building real business plans, and running annual valuations – so the multiple moves from "average" to outstanding. If you help clients prepare like a listed company, you don't just tidy up before sale – you create the premium. Listen now and learn how to lead, lift the multiple, and help your clients cash out stronger. You can also access our podcast on: Amazon Music Apple Podcasts Audible Spotify YouTube

Chris Heminway, Executive Chairman of Time to Act, joins the UK Investor Magazine as part of the Aquis Showcase Series running up to the event on 19th November.Please register for the Aquis Showcase here using the code ‘UKINVEST' for a 20% discountTime to Act is an Aquis-listed aggregator platform that builds and acquires businesses in the SME cleantech and renewables engineering sector. Operating under a “Best Owner” principle, Time to Act provides patient-to-permanent capital and strategic support to early and later-stage companies, filling a gap left by the VCT industry.The platform combines a lean corporate structure with capable business-level management teams, offering portfolio companies access to strategic planning, commercialisation advice, financial expertise, and technology support. Unlike traditional funds, Time to Act operates as a hands-on business operator focused on long-term value creation. Hosted on Acast. See acast.com/privacy for more information.

In this episode, I speak with Akhil Nigam, CoFounder at Finmo, and we answer the critical question: How can global businesses transform their fragmented treasury operations into unified, intelligent systems that drive growth?He shares insights on why SMEs deserve better treasury solutions, how real-time payment rails are transforming cash management, and why MO AI is becoming the intelligent co-pilot every finance team needs.

In this episode of the Fruitfulujah Podcast, we take a deep dive into Nigeria's ambitious tax reform agenda, spotlighting the new Nigeria Tax Act, 2025 — a landmark legislation set to reshape the nation's fiscal landscape when it takes effect in January 2026.Signed into law by President Bola Tinubu, the reform aims to unify Nigeria's tax system, streamline revenue collection, and strengthen compliance across key sectors — from income and VAT to petroleum and digital taxation. It also introduces a range of tax incentives and exemptions designed to ease the burden on low-income earners and small businesses.But is this truly a pro-poor reform, or will it tighten the squeeze on SMEs and everyday entrepreneurs? Some experts warn of possible increased tax pressures and reduced profitability for small and medium enterprises.We'll also unpack the growing importance of information technology (IT) in modern tax administration — exploring how digitization could make or break Nigeria's revenue future.Tune in as we explore the promises, the pitfalls, and the possibilities behind Nigeria's 2025 Tax Revolution — and what it means for citizens, businesses, and the digital economy.

Building the right thing is hard. Building the wrong thing is easy and costly. In this episode, Jason Sparks, Principal Product Manager at ReUp Education, dives deep into the discipline of continuous validation inside enterprise environments. From managing stakeholder pressure to proactively engaging customers in discovery, Jason shares battle-tested approaches for avoiding the classic trap of solution-first thinking.Chapters0:00 – The risk of unvalidated assumptions1:02 – Meet Jason Sparks and his mission at ReUp3:02 – From college dropout to product leader5:19 – Product-market fit inside the enterprise6:03 – Why most ideas don't need building8:10 – Misalignment: wrong product, wrong market10:05 – Executive interference and assumption management12:33 – Validation is not a one-off14:44 – Continuous discovery in practice15:38 – How to validate enterprise product ideas17:02 – Story decks, user interviews and field testing19:11 – Grading feedback and customer fit21:11 – The danger of over-friendly users23:08 – The power of early champions25:21 – Preparing for and running discovery sessions27:35 – Value testing and competitor awareness29:08 – When to walk away from the wrong customer31:17 – What happens after the meetings33:30 – The role of AI in user research35:46 – What Jason would do differently todayWhat you'll learn from Jason— Validation should be continuous: One round of user feedback isn't enough. Real product-market fit evolves through repeated conversations and iteration.— Assumptions must be challenged: Build a culture where being proven wrong is celebrated, not feared.— Don't let leadership derail discovery: Product managers must set boundaries and bring clarity on the problem space before execution begins.— Grading users is as critical as grading feedback: Identify the right customers to listen to—being nice isn't the same as being the right fit.— Use discovery decks to guide conversations: Jason uses bold assumptions, interactive sessions, and immediate iteration to refine ideas quickly.— Tech accelerates, but doesn't replace, human insight: AI tools for sentiment and semantic analysis are powerful but should supplement—not substitute—real human interaction.Featured Links:We're taking Community Questions for The Product Experience podcast.Got a burning product question for Lily, Randy, or an upcoming guest? Submit it here. Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A...

In Episode 160 of Cybersecurity Where You Are, Sean Atkinson and Tony Sager sit down with Alan Watkins, CIS Controls Ambassador, to explore how the CIS Critical Security Controls® (CIS Controls®) empower small and medium-sized enterprises (SMEs) to build practical, scalable cybersecurity programs.Alan shares his journey from law enforcement to IT leadership in the City of San Diego and how his passion for supporting SME security led him to become a champion of the CIS Controls. The episode highlights the importance of translating complex cybersecurity guidance into actionable steps that SMEs can realistically implement even with limited resources.Here are some highlights from our episode:00:49. Introductions to Alan, his career path, and his connection to the CIS Controls11:43. How Alan supports SMEs to mature their cybersecurity postures18:04. The work of CIS Controls Ambassadors to "memorialize" security best practices22:23. The need to translate how cyber hygiene supports business success25:31. CIS WorkBench and in-person communities as avenues to get involvedResourcesImplementation Guide for Small- and Medium-Sized Enterprises CIS Controls IG1Establishing Essential Cyber HygieneEpisode 132: Day One, Step One, Dollar One for CybersecurityEpisode 97: How Far We've Come preceding CIS's 25th BirthdayPCI & CIS: Partners in Data Security2024 DBIR Findings & How the CIS Critical Security Controls Can Help to Mitigate Risk to Your OrganizationPolicy TemplatesIf you have some feedback or an idea for an upcoming episode of Cybersecurity Where You Are, let us know by emailing podcast@cisecurity.org.

How sustainability reporting, biodiversity, and NGO partnerships can shape the next wave of corporate responsibility.In this new episode of the Healthy Seas Podcast, we explore what lies beyond ESG compliance — and how companies can turn sustainability reporting into real environmental impact.Our guests Elena Cicoria and Giuseppe Cais from Diligea, a Benefit Corporation specializing in ESG consulting, share what they've learned working with businesses of all sizes, from banks to small and medium enterprises (SMEs).They explain why sustainability can no longer be treated as a side project, what's missing in most corporate strategies, and how new reporting regulations in Europe are reshaping the way companies integrate environmental and social performance into daily operations.Together, we talk about:The hidden opportunities behind ESG reportingWhy biodiversity — not just carbon — should be part of every business strategyThe growing role of transparency and accountability in fighting greenwashingHow oceans connect to every industry, even those far from the coastAnd how NGOs like Healthy Seas can help companies move from reporting to real impact — through tangible restoration, circular economy, and education projects.Whether you're a sustainability manager looking to strengthen your company's ESG strategy or a business curious about meaningful partnerships, this episode offers both clarity and inspiration.If you enjoyed this episode, please be sure to subscribe, rate and review it! This helps to boost its visibility. Healthy Seas is a marine conservation organization whose mission is to tackle the ghost fishing phenomenon and turn this waste into an opportunity for a more circular economy. They do this through clean-ups, prevention, education, and working with partners who recycle and repurpose this material. The podcast is hosted by Crystal DiMiceli.

Guest post by Isobel Rimmer, who is founder of international training and development consultancy, Masterclass Training, and author of Present with Presence: Everything you need to plan, prepare and deliver with impact in any situation published by Rethink Publishing I've trained hundreds of tech professionals, from IBM mainframe pre-sales engineers to the geekiest white hat hackers, consultants and data analysts, to speak with presence and confidence in customer meetings, conferences and events. In this article, I share what makes the best stand out and truly own the room. Presentation Skills, to Present with Presence There was a time when tech professionals, particularly in high level customer meetings, were expected to stay mute, speak only when spoken to, and then only in words of one syllable. How times have changed - and rightly so. Subject matter experts, SMEs, are critical to success in tech. Whether a systems architect, security specialist, pre-sales engineer, systems integrator or IT services professional explaining how the 'tech' will work, your ability to make what you say meaningful to every member of your audience, however technical, will make you stand out. And that's a key point. Just how technical is your audience? You probably take what you do for granted. You're comfortable with the 'tech' and you know the jargon. But that may not be true of the people you're speaking to. If you want to own the room, the first step is to assess the level of technical skill in the room. Most people are too polite to say they don't understand when things get complicated. They don't want to look foolish not knowing the latest acronym or piece of jargon. I once spent a whole day hearing about the 'uniques' of a major IT vendor when, to my horror (and that of the speaker), one audience member, looking confused, asked which version of 'Unix' he was talking about… No one likes a 'smart Alec' either, so your ability to pitch at the appropriate tech level will make you a star. Rarely does it work to try and impress with superior tech knowledge. One of the best ways to stand out is to introduce 'stories' and 'characters' into your presentations. I remember an amazing tech pitch at a Gartner event when the speaker used two hand puppets (and no notes) to explain his product's roadmap. Unique, fun and incredibly easy to understand. Whether you call them stories, case studies, use cases or citations, the outcome is the same. A story, told well, builds credibility, shows you 'know your stuff,' demonstrates your ability to solve serious technical problems and demonstrates the value you bring. A story is so much more memorable than a list of facts and figures. My 5D framework used by thousands of consultants globally allows you to bring even the most technical use case to life. A good story allows your audience to relate to you, your work, and how that can help them, increasing the likelihood of a 'virtual nod' because they see themselves in your story too. The first D - description - sets the context and gives validity to your story. If you've done similar work for a major global player, your audience will sit up and listen. The second D - dilemma - is where we share the challenges, issues and concerns the other customer faced. This does many things - it boosts your credibility and, if you choose the right story, shows what your audience is facing, too, connecting you more intimately. The third D - desire - is what the characters in your customer story wanted. This makes your story 'human' and relatable. Perhaps the CIO needed to overcome a major security issue, but was struggling to get budget from the Board, wanted to demonstrate a return on their ERP (enterprise resource planning) software to t shareholders, or ensure their systems were safe in the cloud following an outage. Your fourth D - delivered - is what you did. This is a pivotal moment. The best tech presenters, the ones who can really hold a room, understand that this descrip...

Mandy Hattingh, Director: Energy & Environmental at NSDV Law spoke to Clarence Ford about the upcoming G20 summit and renewable energy. Views and News with Clarence Ford is the mid-morning show on CapeTalk. This 3-hour long programme shares and reflects a broad array of perspectives. It is inspirational, passionate and positive. Host Clarence Ford’s gentle curiosity and dapper demeanour leave listeners feeling motivated and empowered. Known for his love of jazz and golf, Clarrie covers a range of themes including relationships, heritage and philosophy. Popular segments include Barbs’ Wire at 9:30am (Mon-Thurs) and The Naked Scientist at 9:30 on Fridays. Thank you for listening to a podcast from Views & News with Clarence Ford Listen live on Primedia+ weekdays between 09:00 and 12:00 (SA Time) to Views and News with Clarence Ford broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/erjiQj2 or find all the catch-up podcasts here https://buff.ly/BdpaXRn Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media: 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/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567See omnystudio.com/listener for privacy information.

Welcome to the latest episode of The Business Awards Show, 'Why Numbers Count with the FD Consultant Romesh Jeyaseelanayagam'. Romesh is a finance expert, podcast host and a long-time judge for the Best Business Women Awards. The conversation blends business wisdom, personal stories, and a good dose of humour about life as an accountant who once turned up to a barefoot office in a suit! Romesh shares how, after a successful corporate career in FTSE 100 companies, he transitioned to working with start-ups and SMEs. He eventually launched The FD Consultant, which offers part-time "fractional" finance director services. His mission? To make top-level financial expertise accessible and affordable for growing businesses that can't yet justify a full-time FD. Romesh's passion is helping business owners turn data into clear, simple insights that drive smarter decisions. He explains this is a much better alternative than getting lost in technical accounting jargon. As he puts it, "Numbers don't lie—they tell your story." Additionally, the discussion dives into common financial pitfalls—like how SMEs can manage cash flow effectively and failing to spot profit opportunities. Throughout, Romesh manages to make numbers sound fun! He also chats about his experience as a judge for the Best Businesswomen Awards. Initially unsure what to expect, Romesh says he was impressed by the integrity, robust process, and sense of community the awards foster. His insights illuminate the benefits of entering business awards and how to make your entry stand out. Moving on, the conversation turns to Romesh's own business podcast, "Strive and Thrive," co-hosted with innovation expert Mike Oliver. The show explores all things entrepreneurship—from networking and leadership to time management and innovation—featuring guests who share lessons from their own business journeys. It's an inspiring, warm, and practical conversation about the realities of running and scaling a business—with plenty of laughs, and some insightful learnings for entrepreneurs looking to scale or enter awards. About Romesh Romesh Jeyaseelanayagam brings warmth and clarity to the often intimidating world of business finance. As the founder of The FD Consultant, a collective of part-time finance directors, Romesh has spent over 15 years transforming how growing businesses approach financial leadership. With his engaging personality and deep expertise, Romesh bridges the gap between corporate financial best practices and the practical needs of SMEs, start-ups, and scale-ups. His journey from qualifying at a Top 4 accounting firm and working in senior finance roles at FTSE 100 companies to supporting high-growth ventures gives him a unique perspective that resonates with business owners seeking both financial rigour and practical, commercial guidance.     {1:45} Why Romesh started The FD Consultant five years ago. {5:30} Essential advice to owners about their numbers. {7:48} The difference between The FD Consultant and an accountant. {12:15} The service that Romesh delivers to clients. {14:42} The point clients need Romesh's help. {19:45} Being a judge of the Best Businesswomen Awards. {26:34} The Strive and Thrive podcast. {30:41} Romesh's one big tip.   Connect with Debbie at: https://thebusinessawardsshow.co.uk                                        https://bestsmeawards.co.uk/ Connect with Romesh:  https://www.thefdconsultant.com/ LinkedIn: https://www.linkedin.com/company/rfjconsultingservices/ Facebook: https://www.facebook.com/thefdconsultant Instagram: https://www.instagram.com/thefdconsultant/ X:     https://x.com/ConsultantFd Strive and Thrive podcast: https://www.youtube.com/@StriveAndThriveSeries                                           https://open.spotify.com/show/1aOiYxnQxaLnOWWIc2YAEE

SEO, Content, Email: The Long Game for Nigerian SMEs

At this year's Data Center Frontier Trends Summit, Honghai Song, founder of Canyon Magnet Energy, presented his company's breakthrough superconducting magnet technology during the “6 Moonshot Trends for the 2026 Data Center Frontier” panel—showcasing how high-temperature superconductors (HTS) could reshape both fusion energy and AI data-center power systems. In this episode of the Data Center Frontier Show, Editor in Chief Matt Vincent speaks with Song about how Canyon Magnet Energy—founded in 2023 and based in New Jersey and Stony Brook University—is bridging fusion research and AI infrastructure through next-generation magnet and energy-storage technology. Song explains how HTS magnets, made from REBCO (Rare Earth Barium Copper Oxide), operate at 77 Kelvin with zero electrical resistance, opening the door to new kinds of super-efficient power transmission, storage, and distribution. The company's SMASH (Superconducting Magnetic Storage Hybrid) system is designed to deliver instant bursts of energy—within milliseconds—to stabilize GPU-driven AI workloads that traditional batteries and grids can't respond to fast enough. Canyon Magnet Energy is currently developing small-scale demonstration projects pairing SMES systems with AI racks, exploring integration with DC power architectures and liquid-cooling infrastructure. The long-term roadmap envisions multi-mile superconducting DC lines connecting renewables to data centers—and ultimately, fusion power plants providing virtually unlimited clean energy. Supported by an NG Accelerate grant from New Jersey, the company is now seeking data-center partners and investors to bring these technologies from the lab into the field.

In this episode, we sit down with sustainability expert Gary Brown to uncover why embracing sustainable practices is no longer optional—it's a strategic advantage for SMEs. From cutting operational costs to strengthening brand trust and aligning with global sustainability standards, Gary breaks down simple, practical steps that small and medium-sized businesses can apply today. We explore how SMEs can build sustainability habits that are realistic, meaningful, and profitable. Whether you're just beginning your sustainability journey or looking to refine your strategy, this conversation offers a clear roadmap to becoming a purpose-driven, future-ready organization. Tune in as we dive into:

Cross-border flows are rising, but so are the complexities. And with trade, travel, and digital transactions surging across ASEAN, what must businesses know to thrive? The Breakfast Show sits down with Chong Wee Yeat, Head of Global Banking at Maybank Singapore, to unpack what SMEs and leaders should know about financing expansion, managing risk, and navigating ASEAN’s increasingly connected financial landscape.See omnystudio.com/listener for privacy information.

In this episode, we sit down with SandraPhilipson, an innovative marketing and business strategist with over 25 years' experience transforming major UK brands and now empowering SMEs and entrepreneurs to build with clarity and purpose.Together, we explore how divorce and major life changes can become powerful turning points — moments to redefine ambition, values, and identity.Sandra shares practical tools and frameworks for anyone considering a new venture, feeling stuck, or simply wondering, “Could I do this on my own?”

Eirmersive, the leading voice in Ireland for the immersive technology sector, officially launched the PRISM Manufacturing Programme at an exclusive evening reception attended by programme partners, funders, and manufacturing leaders from across the island of Ireland. In early 2026, the programme will engage manufacturing SMEs across the island to explore deep tech applications, such as immersive, Digital Twin and AI technologies, towards improved efficiencies and optimisation of manufacturing processes. With strong backing from cross-border partners - including InterTradeIreland, Queen's University Belfast, Digital Catapult NI, Dundalk Institute of Technology Regional Development Centre and others - PRISM represents a transformative, collaborative pilot approach to advancing digital innovation and competitiveness across the island. The launch comes following an exceptional day that began with the PRISM Immersive Technology Summit, Ireland's premier all-island gathering exploring the convergence of Extended Reality (XR), Artificial Intelligence (AI), and Digital Twin technologies. The summit welcomed over 200 innovators, business leaders, and researchers, offering a deep dive into how immersive technologies are transforming key sectors such as manufacturing, construction, health tech, and energy. Speaking at the launch, Camille Donegan, CEO of Eirmersive, said: "The energy and engagement we witnessed throughout today's summit carried seamlessly into this evening's launch. The PRISM Manufacturing Programme represents the practical next step - moving from discussion to demonstration, and from potential to performance. We're thrilled to see so many stakeholders coming together to drive real innovation across the island." Aidan Browne, Head of Innovation & Business Development at Dundalk Institute of Technology, added: "Today has shown the power of collaboration between academia, industry, and innovation partners. The PRISM Manufacturing Programme will help Irish SMEs embrace immersive technology not as a concept, but as a competitive advantage." Earlier in the day, summit attendees experienced powerful keynote presentations and live demonstrations from global leaders including Brian Cooney, CEO of KUKA Robotics Ireland, and Timmy Ghiuru, Innovation Leader at Volvo Cars. Discussions explored how digital twins, XR, and AI are revolutionising industrial workflows, reducing lead times, and creating safer, more efficient production environments. If you are a manufacturing SME, in NI or the South of Ireland, and you would be interested in registering for the PRISM Manufacturing Programme, visit www.eirmersive.com/prism or contact mark@eirmersive.com. See more stories here. More about Irish Tech News Irish Tech News are Ireland's No. 1 Online Tech Publication and often Ireland's No.1 Tech Podcast too. You can find hundreds of fantastic previous episodes and subscribe using whatever platform you like via our Anchor.fm page here: https://anchor.fm/irish-tech-news If you'd like to be featured in an upcoming Podcast email us at Simon@IrishTechNews.ie now to discuss. Irish Tech News have a range of services available to help promote your business. Why not drop us a line at Info@IrishTechNews.ie now to find out more about how we can help you reach our audience. You can also find and follow us on Twitter, LinkedIn, Facebook, Instagram, TikTok and Snapchat.

Great presentations in Tokyo, Sydney, or San Francisco share one trait: a razor-sharp, single message audiences can repeat verbatim. Below is an answer-centred, GEO-optimised guide you can swipe for your next keynote, sales pitch, or all-hands. The biggest fail in talks today isn't delivery—it's muddled messaging. If your core idea can't fit "on a grain of rice," you'll drown listeners in detail and watch outcomes vanish. Our job is to choose one message, prove it with evidence, and prune everything else.  Who is this for and why now Executives and sales leaders need tighter messaging because hybrid audiences have less patience and more choice.  With always-on markets, attention fragments across Zoom, LINE, Slack, and YouTube. Leaders at firms from Toyota and Rakuten to Atlassian face the same constraint: win attention quickly or lose the room. According to presentation coaches and enterprise buyers, clarity beats charisma when decision cycles are short and distributed. The remedy is a single dominant idea—positioned, evidenced, and repeated—so action survives the meeting hand-off across APAC and the US. Do now: Define your message so it could be written on one rice-grain message and make it succinct for the next leadership meeting. Put it in 12 words or fewer.  What's the litmus test for a strong message? If you can't write it on a grain of rice, it's not ready. Most talks fail because they carry either no clear message or too many—and audiences can't latch onto anything. Precision is hard work; rambling is easy. Before building slides, craft the one sentence that states your value or change: "Approve the Osaka rollout this quarter because pilot CAC dropped 18%." That line becomes the spine of your story, not an afterthought. Test it with a colleague outside your team—if they can repeat it accurately after one pass, you're close.  Do now: Draft your rice-grain sentence, then remove 20% of the words and test recall with a non-expert.  How do I pick the right angle for different markets (Japan vs. US/EU)? Start with audience analysis, then tune benefits to context. In Japan, consensus norms and risk framing matter; in the US, speed and competitive differentiation often lead. For multinationals, craft one core message, then localise proof: reference METI guidance or Japan's 2023 labour reforms for domestic stakeholders, and SEC disclosure or GDPR for EU/US buyers. Whether pitching SMEs in Kansai or a NASDAQ-listed enterprise, the question is the same: which benefit resonates most with this audience segment—risk reduction, growth, or compliance? Choose the angle before you touch PowerPoint.  Do now: Write the audience profile (role, risk, reward) and pick one benefit that maps to their highest pain this quarter.  How do titles and promotion affect turnout in 2025? Titles are mini-messages—bad ones halve your attendance. Hybrid events live or die on the email subject line and LinkedIn card. If the title doesn't telegraph the single benefit, you burn pipeline. Compare "Customer Success in 2025" with "Cut Churn 12%: A Playbook from APAC SaaS Renewals." The second mirrors your rice-grain message and triggers self-selection. Leaders frequently blame marketing or timing, when the real culprit is a fuzzy message baked into the title.  Do now: Rewrite your next talk title to include the outcome + timeframe + audience (e.g., "Win Enterprise Renewals in H1 FY2026").  What evidence earns trust in the "Era of Cynicism"? Claims need hard evidence—numbers, names, and cases—not opinions. Treat your talk like a thesis: central proposition up top, then chapters of proof (benchmarks, case studies, pilot metrics, third-party research). Executives will discount adjectives but accept specifics: "Rakuten deployment reduced onboarding from 21 to 14 days" beats "faster onboarding." B2B, consumer, and public-sector audiences vary, but all reward verifiable sources and clear cause-and-effect. Stack your proof in three buckets: data (metrics), authority (laws, frameworks), and example (case).  Do now: Build a 3×3 proof grid (Data/Authority/Example × Market/Function/Timeframe) and attach each item to your single message.  Why do speakers drown talks with "too many benefits," and how do I stop? More benefits dilute impact; pick the strongest and double-down. The "Magic Formula"—context → data → proof → call to action → benefit—works, but presenters keep adding benefits until the original one blurs. In a distracted, mobile-first audience, every extra tangent taxes working memory. Strip supporting points that don't directly prove your main claim. Keep sub-messages subordinate; if they start competing, they're out. In startups and conglomerates alike, restraint reads as confidence.  Do now: Highlight the single, most powerful benefit in your deck; delete lesser benefits that don't strengthen it.  What's the fastest way to improve clarity before delivery? Prune 10% of content—even if it hurts. We're slide hoarders: see a cool graphic, add it; remember a side story, add it. The fix is a hard 10% cut, which forces prioritisation and reveals the true spine of the message. This discipline improves absorption for time-poor executives and buyers across APAC, Europe, and North America. If a slide doesn't prove the rice-grain line, it goes. Quality over quantity wins adoption.  Do now: Run a "10% reduction pass" and read your talk aloud; if the message lands faster, lock the cut list.  Conclusion & Next Steps One message. Fit for audience. Proven with evidence. Ruthlessly pruned. That's how ideas travel from your mouth to their Monday priorities—across languages, time zones, and business cycles.  Next steps for leaders/executives: Write your rice-grain line and title variant. Build a 3×3 proof grid and assign owners to collect evidence by Friday. Cut 10% and rehearse with a cross-functional listener. Track outcomes: decisions taken, next-step commitments, or pipeline created. FAQs What's a "rice-grain" message? It's your core point compressed into ≤12 words—easy to repeat and hard to forget.  How many benefits should I present? One main benefit; others become proof points or get cut.  How much should I cut before delivery? Remove at least 10% to improve clarity and retention.  Author 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 delivers globally across leadership, communication, sales, and presentation programs. He is the author of Japan Business Mastery, Japan Sales Mastery, Japan Presentations Mastery, Japan Leadership Mastery, and How to Stop Wasting Money on Training; Japanese editions include ザ営業 and プレゼンの達人. Greg also publishes daily business insights on LinkedIn/X/Facebook and hosts multiple weekly podcasts and YouTube shows including The Cutting Edge Japan Business Show and Japan Business Mastery. 

Abbey kicks off Season 2 of ESG in Practice from the Nobel Peace Center with Dr. Aiko Yamashita—AI and data science expert, climate activist, and incoming CTO of Fortifai. They discuss Aiko's journey from activism to corporate ESG leadership, why SMEs need simpler sustainability solutions, and how small steps from individuals and companies can create ripple effects for global impact.

Timestamps04:53 - Product-Led vs. Sales-Led Growth14:22 - How to Educate a Slow-Moving Market24:43 - Sales Metrics in a product vs sale- led approach34:16 - Choosing between product-led or sales-ledThis episode was produced by Founders Hive — a community of founders, experts, and investors driving entrepreneurship in Switzerland. We support early-stage startups in becoming investment-ready and guide them through the fundraising journey. As a partner of the Entrepreneurship Training programme, empowered by Innosuisse — Switzerland's innovation agency — we contribute to strengthening startups, SMEs, and research institutions in their innovation and growth.Checkout this link to learn more about Founders Hive, empowered by Innosuisse.Episode Summary:Igor Martin is the CEO of Hydromea, a Swiss deep-tech company building underwater wireless networks and portable intelligent robots to make data collection below the surface faster, safer, and cleaner. He holds an MBA in Business Administration and Management from Saint Louis University.Ramzi Bouzerda is the Founder and CEO of Droople, a B2B cleantech startup developing a water intelligence platform that digitizes the “last mile” of water, from faucets to appliances, combining IoT, AI, and SaaS to help buildings save resources and money. He holds a Masters Degree in Computer Science from EPFL. In this Opposing Views episode, they debate what really drives startup growth: sales-led or product-led strategies. Drawing from opposite industries - one building beneath the ocean, the other inside buildings. They reveal how timing, product maturity, and customer education shape growth models.They discuss why hybrid models often win in industrial tech, how to balance education with revenue, and what metrics truly matter beyond vanity KPIs. The conversation also dives into managing long sales cycles, using customer feedback loops to guide product evolution, and the ultimate truth every founder learns: great sales can't save a bad product.The cover portrait was edited by ⁠⁠⁠⁠⁠⁠Smartportrait. ⁠⁠⁠⁠Don't forget to give us a follow on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Youtube ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly giveaways or founders' dinners.

The 2025 State of the MSP Report from TechPartners reveals a rapidly evolving managed service provider (MSP) industry, with nearly half of surveyed MSPs reporting revenues below $5 million. This indicates a market ripe for consolidation, as 60% of MSPs express interest in acquiring other firms while 28% are open to being acquired. The report highlights a shift in MSP roles, with 68% positioning themselves as one-stop-shop partners and 44% identifying as security partners, reflecting a growing demand for enhanced service offerings. However, only 16% of MSPs have audited their internal processes for compliance, suggesting that many are investing in advanced technologies like artificial intelligence (AI) on unstable foundations.Flamingo, a Miami-based startup, has launched OpenFrame, an open-source platform designed to reduce costs for MSPs, which typically operate on low-profit margins of 8-12%. With $2.2 million in pre-seed funding, Flamingo aims to enhance operational efficiency and profitability, potentially increasing margins to 50-60%. Meanwhile, SuperOps has introduced an AI-native unified endpoint management platform targeting IT departments directly, consolidating workflows across various operating systems. This shift raises questions for MSPs about competition and the evolving landscape of IT service delivery.Air IT Group has rebranded to focus on empowering small and medium-sized enterprises in the UK by integrating AI and automation into their service model. This approach aims to transform technology from a burden into a growth enabler, addressing the underutilization of technology among SMEs. The company emphasizes the importance of enhancing customer experience and improving internal resource utilization, showcasing a trend where MSPs are moving from merely fixing technology to driving business outcomes.For MSPs and IT service leaders, the implications of these developments are significant. As the industry matures, those who standardize, document, and measure outcomes will gain leverage in a consolidating market. The focus on governance and accountability in AI deployment will be crucial, as automation increasingly takes on operational tasks. MSPs must adapt their business models to prioritize outcome-based delivery rather than traditional billing methods, ensuring they remain competitive in a landscape where AI capabilities are becoming commonplace.Three things to know today00:00 TechPartner's 2025 MSP Report: Small Firms Chase AI, While Consolidation Accelerates04:12 Flamingo's OpenFrame Challenges Legacy RMMs as SuperOps Goes Direct and Air IT Doubles Down on AI07:47 Agentic AI Forces a Redesign: Why Governance, Not Gadgets, Will Define the Next MSP Era This is the Business of Tech.    Supported by:  https://saasalerts.com/mspradio/

Welcome to the PRmoment podcast. Today, we're thrilled to be joined by Lorraine Emmett, the founder and MD of the award-winning B2B tech PR agency, EC-PR.EC-PR is a boutique specialising in B2B PR for engineering, science, and technology scale-ups. They typically partner with high-growth B2B tech brands and companies with 50 to 999 employees, working with Strategic Marketing Leaders and CMOs to elevate brand awareness and influence.Today, we'll dive into her insights on how B2B companies can gain a trust advantage. Before we start, our PR Masterclass the Agency Growth Forum is now live. Virtual and face to face tickets are now available.This event always sells out so if you do want a face to face ticket, be quick. Genuinely, don't hang about. Check out PRmasterclasses.com or the homepage of PRmoment for the full speaker lineup.Also, do check out PRmoment's TikTok content, it'll keep you up to date with the best creative campaigns in PR, interviews with interesting PR folks and our weekly Good and Bad PR content with Andy Barr.Also, thanks so much to the PRmoment Podcast sponsors the PRCA.Here's a summary of what PRmoment founder Ben Smith and founder and managing director of EC-PR Lorraine Emmett discussed on the PRmoment Podcast.Why the emotion of trust is a spectrum. How does Lorraine define trust in a B2B communications environment?Is trust in B2B a function of brand and product?As communicators is it possible to create trust? Or is it a symptom of customer experience?Why is thought leadership an important tool for creating trust?Lorraine talks about Coleman Park's 7 Pillars of thought leadership in our pre show chat and why she finds them an important reference point. What are Coleman Park 7 pillars of trust?How do you build trust in a B2B market?Isn't pretty all of a PR/comms team output related to thought leadership in one way or another? The Edelman-LinkedIn B2B Thought Leadership Impact Report consistently highlights the power of thought leadership in building trust and directly influencing the B2B purchase journey. Lorraine talks us through the finding of that report and the implications for how B2B PR and comms teams create and partner with influencers.EC PR's recent The Trust Advantage report looks at how trust is important for SMEs. Lorraine talks us through the key findings of your The Trust Advantage report. What are the outcomes of thought leadership in B2B markets? Are they both defensive and offensive?What does the best practice measurement of B2B thought leadership look like?

Felisha Singh, head of client experience, insights & adoption at Standard Bank Business and Commercial Banking discusses the upcoming South African Future Trust Summit, and the role of SMEs in the economy SAfm Market Update - Podcasts and live stream

Why do great product ideas fail to gain traction? According to Elena Luna, it's rarely about the strategy and more often about the storytelling. In this episode of The Product Experience, Elena Luneva, a seasoned CPO, GM, and Maven instructor, joins Randy Silver live from INDUSTRY 2025 to explore how product leaders can better communicate the why behind their product decisions. What we learned from Elena— Speaking 'User' isn't enough – Executives care about business impact, not just engagement metrics.— Translate features to financials – Frame product initiatives in terms of ARPU, opex savings, or revenue impact.— Use storytelling with data – Combine real user insights with projections to make your case.— Seasonality matters – Product testing should account for time-of-year and market behaviour.— Align go-to-market early – Synchronising product and sales is key to driving measurable outcomes.— Ask better questions – Start with: What is it? Why does it matter? How much will it cost? When will we get it?Chapters 2:45 – The Ceiling for Great PMs4:09 – Speaking Executive5:22 – Case Study: Nextdoor Maps9:52 – Translating Engagement to Revenue10:49 – Embedding Finance into Product Thinking12:43 – Pivoting During COVID14:36 – Business Fluency at All Levels16:00 – Building Context Across Teams18:26 – The Four Questions20:06 – Thinking in Horizons22:43 – Shifting Accountability26:23 – CPMO vs. CPTO27:43 – Common Mistakes29:42 – Seasonality & Cannibalisation32:29 – Practical First Steps34:21 – Credits & OutroFeatured Links: Follow Elena on LinkedIn | Elena's Substack | Industry Conference Cleveland 2025 recap at Mind The Product | Sign up to Elena's coaching course We're taking Community Questions for The Product Experience podcast.Got a burning product question for Lily, Randy, or an upcoming guest? Submit it here. Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A...

How to reshape culture in Japan without breaking what already works.  What is the first question leaders should ask when inheriting a Japanese workplace? Start by asking better questions, not hunting faster answers. Before imposing a global "fix," map what already works in the Japan business and why. In post-pandemic 2025, multinationals from Toyota to Rakuten show that culture is a system of trade-offs—language, seniority, risk appetite, client expectations—not a slogan. Western playbooks prize decisive answers; Japan prizes deciding the right questions. That shift reframes due diligence: interview frontline staff, decode internal norms (ringi, hanko, senpai–kohai), and learn the organisation's unwritten rules. Only then can you see where practices are enabling quality, safety, speed, or reputation—and where they're blocking growth. Do now: List 10 things that work in Japan operations and why they work; don't change any of them yet. Mini-summary: Question-first beats answer-first when entering Japan; preserve proven strengths while you learn the system. Why do "HQ transplants" often fail in Japan? Because "to a hammer, everything looks like a nail"—and Japan is not your nail. Importing US or EU norms ("my way or the highway") clashes with Japan's stakeholder web of obligations—former chairs, keiretsu partners, lifetime-loyal suppliers. Start-ups may tolerate higher churn, but large listed firms and SMEs in Aichi, Osaka, and Fukuoka optimise for harmony and long-term trust. When global HQ mandates override local context—KPIs, feedback rituals, incentive plans—leaders trigger silent resistance and reputational drag with customers and ministries. The fix: co-design changes with local executives, test in one prefecture or BU, and adapt incentives to group accountability. Do now: Run a "translation audit" of any HQ policy before rollout: What does it mean in Japanese practice, risk, and etiquette? Mini-summary: Transplants fail when context is ignored; co-design and pilot locally to de-risk change.  How are major decisions really made—meeting room or before the meeting? Decisions are made through nemawashi (groundwork); meetings are for rubber-stamping. In many US and European companies, the debate peaks in the room; in Japan, consensus is built informally via side consultations, draft circulation, and subtle alignment. A head nod in the meeting may mean "I hear you," not "I commit." Skip nemawashi and your initiative stalls. Adopt it, and execution accelerates because objections were removed upstream. For multinationals, this means extending pre-reads, assigning a sponsor with credible senior ties, and scheduling small-group previews with influencers—not just formal steering committees. Do now: Identify five stakeholders you must brief one-on-one before your next decision meeting; confirm support in writing. Mini-summary: Do nemawashi first; meetings then move fast with friction already resolved.  Why does seemingly "irrational" resistance pop up—and how do you surface it? Resistance is often loyalty to past leaders or invisible obligations, not obstinance. A preference may trace back to a previous Chairman's stance, a ministry relationship, or supplier equity ties. In APAC conglomerates, these "silken tethers" can't be seen on an org chart. Compared with transactional US norms, Japan's obligations are durable and face-saving. Leaders need a "terrain map": who owes whom, for what, and on what timeline. Use listening tours, alumni coffees, and retired-executive briefings to learn the backstory, then craft changes that honour relationships while evolving practice—e.g., grandfather legacy terms with sunset clauses. Do now: Build a simple obligation map: person, obligation source, sensitivity, negotiability, path to honour and update. Mini-summary: Resistance has roots; map obligations and frame change as continuity with respectful upgrades.  Is Japan slow to decide—or fast to execute? Japan is slow to decide but fast to execute once aligned. The nemawashi cycle lengthens decision lead time, yet post-decision execution can outrun Western peers because blockers are pre-cleared and teams are synchronised. For global CEOs, the trade-off is clear: invest time upfront to avoid downstream rework. Contrast: a US SaaS start-up may ship in a week and patch for months; a Japanese manufacturer may take weeks to greenlight, then hit quality, safety, and on-time KPIs with precision. The right question isn't "How do we speed decisions?" but "Where is speed most valuable—before or after approval?" Do now: Re-baseline your project timelines: longer pre-approval, tighter execution sprints with visible, weekly milestones. Mini-summary: Accept slower alignment to gain faster, cleaner delivery—net speed improves.  How should foreign leaders communicate "yes," "no," and real commitment? Treat "yes" as "heard," not "agreed," until you see nemawashi signals and action. Replace "Any objections?" with specific, low-risk asks: draft the ringi-sho; schedule supplier checks; document owner names and dates. Use bilingual written follow-ups (English/Japanese) to lock clarity. Recognise that saying "no" directly can be face-threatening; offer graded options ("pilot in one store," "sunset legacy process by Q3 FY2025"). Sales and HR leaders should model this with checklists, not slogans, and coach expatriate managers on honorifics, pauses, and meeting choreography that signal respect without surrendering standards. Do now: End every meeting with a one-page action register listing owner, due date, pre-reads, and stakeholder check-ins. Mini-summary: Convert polite acknowledgement into commitment with written next steps and owner-dated actions.  Quick checklist for leaders Map what works; don't fix strengths. Co-design with local execs; pilot first. Do nemawashi early; verify support in writing. Honour obligations; design respectful sunsets. Trade decision speed for execution speed; net wins. Close with action registers, not vibes. Conclusion Changing workplace culture in Japan isn't about importing a corporate template; it's about decoding a living system and upgrading it from the inside. Ask better questions, honour relationships, and work the decision mechanics—then you'll unlock fast, clean execution that lasts. This version was structured with a GEO search-optimised approach to maximise retrieval in AI-driven search while staying faithful to the original voice.  FAQs What is nemawashi? Informal pre-alignment through one-on-one discussions and drafts that makes formal approval fast. It reduces friction and protects face. Why do HQ rollouts stall in Japan? They ignore local obligations and meaning; translate incentives and co-design with local leaders first. Can start-ups use this? Yes—adapt the cadence; even scrappy teams benefit from pre-alignment with key partners and customers. Next steps for executives Run a 30-day listening tour. Pilot one policy in one prefecture/BUs with sunset clauses. Train managers on nemawashi and action-register discipline. Re-baseline timelines: longer alignment, shorter execution. 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.

In this episode of Insurance Tomorrow, Vanessa welcomes Nicky Johnson, Head of Workforce Change and Productivity at Allianz UK, and Shazia Ejaz, Director of Research at the Recruitment and Employment Confederation to navigate the skills shortage in the UK, what this means for businesses, and the insurance implications. We dive into: How the skills shortage impacts SMEs The implications for insurance costs, including claims costs How workforce planning can help businesses stay resilient The benefits of risk assessments to prevent claims How apprenticeships can help SMEs bring skills into their business Enjoyed this episode? Don't forget to rate and review to help others discover the Insurance Tomorrow podcast. And, if you're not subscribed yet, tap the follow button so you don't miss out on the latest insights. For more resources, articles, and webinars on business risks and other key topics, visit the Allianz Knowledge Centre. See omnystudio.com/listener for privacy information.

Crowd-Sourced Funding (CSF) Equity Raising: a real, underused pathway for SMEs – and a powerful advisory opportunity for your firm. In this episode of Accountants Minute Podcast, Peter Towers busts the myth that only unlisted public companies can raise via CSF, explains the ASIC-licensed intermediary model, and shows how accountants, bookkeepers and advisors can prepare SME clients to raise up to $5M without a prospectus. You'll learn where firms add the most value – investment-readiness (plans, budgets, cashflow forecasts, governance), crafting the CSF Offer Document, and converting post-raise support into ongoing Virtual CFO work. You can also access our podcast on: Amazon Music Apple Podcasts Audible Spotify YouTube

Show Notes: Shifting political priorities and economic pressures over the past couple of years have seen several countries scale back climate commitments contributing to the growing gap between climate pledges and real-world emissions (still rising).What does this mean for a ‘Just Transition' and Net Zero? While there is no silver bullet, IUCN and UNEP emphasise Nature based Solutions (NbS) can be pivotal for climate mitigation and adaptation, when pursued alongside rapid decarbonisation globally.To discuss NbS, and climate change I recently caught up with Swapan Mehra a global leader in climate action and ecosystem conservation. In this deeply insightful conversation Swapan spoke about how NbS is a holistic approach to addressing the climate crisis, through a spectrum of actions designed to protect and restore ecosystems while simultaneously delivering co-benefits for biodiversity, communities and individuals. We also spoke about…

IrishJobs has today published new data from its Hiring Trends Update, revealing that nearly 1 in 4 employers expect to increase hiring in 2026. The IrishJobs Hiring Trends Update is a new biannual research report on the state of the recruitment market in Ireland. The research gathered insights from 500 employers and 1,000 professionals in Ireland on the evolving hiring landscape and shifting attitudes and actions across the market. The research also includes data from OTT, an in-house tool developed by the Stepstone Group, the parent company of IrishJobs, which analyses online data on job postings and associated information. In-demand skills As employers continue to navigate a highly competitive market for demand, sourcing candidates with in-demand skills is a top challenge. Nearly 7 in 10 employers (69%) report struggling to recruit talent with the right skills. Technical skills, such as programming, data analysis and AI competencies, are the most highly sought-after skills by employers. 30% of employers are prioritising the recruitment of talent with technical skills. 28% of employers are looking to hire candidates with soft skills such as problem-solving, collaboration, and communication. 25% of employers say that recruiting candidates with leadership and people management skills is a top priority. Pace of hiring The tight talent landscape is impacting the length of time to successful hiring. The median time for successful hiring is 10 weeks, as employers continue to face challenges in sourcing the right candidates for key positions. Findings show that recruiters are increasingly using AI tools and automation to reduce administrative burdens and streamline the hiring process. Nearly half of employers (47%) surveyed are using AI to draft job adverts. 35% of employers are using AI tools to help schedule interviews with job candidates. Hiring landscape There is a positive hiring outlook for 2026, with nearly 1 in 4 employers (24%) in Ireland planning on increasing recruitment over the next six months, indicating growing confidence among employers following a period of heightened geopolitical and trade volatility. Large enterprises have the most positive outlook on future hiring, with 27% of these firms expected to increase recruitment over the coming months. Findings show that smaller firms are more cautious on potential growth, with 21% of SMEs forecasting an increase in hiring in 2026. 21% of employers plan on increasing spending on hiring for more specialist roles, while 19% expect to increase hiring for temporary roles and contractors. 33% of employers surveyed have increased their levels of recruitment since April 2025, according to the report findings. Large businesses were the most active in recruitment, with 35% of these firms hiring more staff over this period. Findings show that 31% of SMEs have increased hiring since April 2025. However, there are also signs of cooling in certain areas of the labour market. 24% of employers reported restructuring certain teams or departments within their organisation over the previous six months. Increased jobseeker activity ahead Despite elevated uncertainty, jobseeker activity has remained robust across the labour market, with 21% of candidates actively looking for a new job in September 2025. However, there are signs that greater stability may lead to increased activity in the months ahead. Findings show that 29% of candidates plan to look for a new job in 2026. Salary is the top factor candidates consider when evaluating a new job and employer. Work-life balance is the second most important factor, with 31% of candidates considering it important when considering a new job. There are also signs that international volatility is having a growing impact on the selection of employers by candidates, with 29% of candidates ranking job security as a crucial factor influencing selection. Flexibility is increasingly a baseline expectation for many job candidates. 71% of candidates woul...

Even though 40% of young people would prefer to be self-employed, the reality does not match their aspirations. If young people were as active in entrepreneurship as 30- to 49-year-old men, there would be an additional 3.6 million more young entrepreneurs across OECD countries. This episode of OECD podcast features Joni Rakipi from ETH Zürich and is hosted by Shayne MacLachlan from the CFE. Joni, originally from Albania and now based in Zürich, explains deeptech as solving complex problems through scientific breakthroughs, emphasising its long-term impact. He highlights barriers young entrepreneurs face, such as limited access for foreign nationals and regulatory hurdles, advocating for open doors and deregulation to foster innovation. The episode encourages young entrepreneurs and policymakers to engage with these insights. Tune in to hear from a young entrepreneur, in his own words. As Public Affairs and Communications Manager, Shayne MacLachlan engages with policy issues concerning SMEs, tourism, culture, regions and cities to name a few. He has worked on a number of OECD campaigns including “Going Digital”, "Climate Action" and "I am the future of work". Joni Rakipi holds a Bachelor of Science (B.Sc.) in Mechanical Engineering from the Karlsruhe Institute of Technology (KIT) and a Master of Science (M.Sc.) in Management, Technology & Economics (METC) from ETH Zürich. He currently holds the role of Investor Connect Program Manager at ETH Zürich; an initiative of ETH Entrepreneurship aimed at connecting investors with spin-offs of ETH Zürich. From 2022 – 2024, he served as President at the ETH Entrepreneur Club. He is heavily involved in the start-up and entrepreneurial ecosystem of Switzerland and other neighbouring countries. To learn more, visit the YEPA hub https://yepa-hub.org/ Find out about the OECD's work on inclusive entrepreneurship https://www.oecd.org/en/topics/inclusive-entrepreneurship.html and the Missing Entrepreneurs 2023 Report https://www.oecd.org/en/publications/the-missing-entrepreneurs-2023_230efc78-en.html To learn more about the OECD, our global reach, and how to join us, go to www.oecd.org/about/ To keep up with latest at the OECD, visit www.oecd.org/ Get the latest OECD content delivered directly to your inbox! Subscribe to our newsletters: www.oecd.org/newsletters

We're excited to bring you highlights from this week's “Monday News Drop” episode of The ASHHRA Podcast! Co-hosts Luke Carignan and Bo Brabo were back in the studio to tackle two of the hottest topics shaping healthcare HR today: a shakeup in leadership expectations and the non-stop momentum of AI.Episode Highlights1. No One Wants to Lead! Luke and Bo dove into an eye-opening article on “Conscious Unbossing” – a rising Gen Z trend where employees are opting out of formal leadership roles in favor of deepening subject matter expertise. The big takeaway? People want career growth options that DON'T require managing others!Key discussion points:Rethinking career pathing beyond the “leadership ladder”Lending respect and recognition to subject matter experts (SMEs), even when they choose not to manage peopleBuilding parallel career tracks, lateral moves, and project-based recognition for non-managerial talentHumility in the workplace: Valuing leaders AND non-leader contributors2. AI Isn't the Future—It's the Present Every HR article (and podcast!) these days is talking about AI. Bo and Luke stressed the urgency around not just learning about AI, but also actively implementing and adapting to it—especially agentic AI in HR functions like talent acquisition.Organizations that delay AI adoption risk falling dangerously behind the competition—think “flip phone vs. iPhone.”AI is shifting HR from transactional work to strategic ‘people architect' roles—are you ready to evolve?HR positions won't disappear, but tasks ARE changing: repurposing roles, reskilling teams, and continuously learning is the name of the game.Don't be afraid to learn! Even if you're near retirement, find your AI enthusiast successor and help them lead the charge.3. Trending Topic: Staff Well-Being & the Power of the SME Bo and Luke touched on staff well-being—mental health, burnout prevention, and flexible scheduling—as top priorities for healthcare HR, emphasizing that SMEs in these areas can lead important change without managing teams.Fun FavoritesRedefining generational names (RIP, “Generation PT Cruiser”!).The coming age of affordable AI-powered robots—the Jetsons' future is closer than you think.What's Next? ASHHRA's Annual Conference is coming to Savannah on May 17-19, 2026! Check the show notes or ASHHRA website for more info, and join us LIVE on the podcast at the event.From Our Sponsors...Optimize Pharmacy Benefits with RxBenefitsElevate your employee benefits while managing costs. Did you know hospital employees fill 25% more prescriptions annually than other industries? Ensure cost-effective, high-quality pharmacy plans by leveraging your hospital's own pharmacies. Discover smarter strategies with RxBenefits.Learn More here - https://rxbene.fit/3ZaurZNStreamline HR Compliance with oneBADGEhealthcareSimplify screening, credentialing, and compliance for healthcare HR. oneBADGEhealthcare from ISB Global offers a tailored solution to keep your workforce compliant and efficient. Built for healthcare leaders, it's your all-in-one compliance tool.Get Started here - https://isbglobalservices.com/onebadgeunitedstates/ashhra/ Support the show

A new report commissioned by Scale Ireland and undertaken by labour market experts, David Collings, Professor of Sustainable Business at Trinity Business School, and Dr. Shirley Kavanagh, an executive adviser and consultant specialising in talent management, workforce development, and organisational strategy has found that Ireland faces a considerable challenge to meet the future skills needs of its indigenous IT sector. How to Future Proof Ireland's Talent Supply Scale Ireland is the not-for-profit, independent representative organisation for Irish tech start-up and scaling companies. It is the biggest representative organisation for the sector with 800 members. The report which it commissioned found that notwithstanding that Ireland performs creditably in international skills comparisons surveys, we face a serious challenge to meet the skills demands of a growing tech sector. Key points raised include: Ireland performs well in producing ICT graduates, but current supply models suggest that supply will be insufficient to meet future demand. Reskilling and upskilling of employees is likely to be critical. As skills evolve some skills will reduce in importance while others will emerge or become more valuable. Organisations must invest in continuous learning, upskilling and reskilling to meet emerging skills needs. A key risk is that SMEs including indigenous tech start-ups and scaling companies are less likely to have a talent development strategy in place. It is unlikely that third level institutions alone will provide sufficient supply to meet the growing skills demands of the ICT sector. We recommend a greater focus on other routes to entry to the labour market such as apprenticeships. The sector (indigenous and multinational) is already highly reliant on migrant labour with as much as 40% of employment in the sector already undertaken by non-Irish labour. The authors point to the importance of targeted global messaging about employment opportunities and the importance of an efficient employment permit system. Barriers to international migration include high personal tax rates, cost of living, personal safety, and infrastructure, particularly housing and transport. The overall ICT sector (indigenous and multinational) may require as many as 89,590 new positions by 2030. The skills profile will be impacted by additional demand for AI and machine learning skills, network, cybersecurity and technological literacy. In calculating these growth figures, and noting the potential that some work will be automated by AI potentially reducing employment, the authors assume that any efficiencies will be supplemented by higher growth in the medium term. Indeed, while we have witnessed some disruption in the labour market with some job reductions attributed to improved productivity in the context of AI, in line with broader reports and historical trends, the analysis in the report assumes this will level out in the relatively short term. The report also suggests that attracting critical talent may pose a greater challenge to start-up and scaling companies that often lack the human resources capacity of larger firms. Sectoral level initiatives will be critical to upskilling, and bodies such as Skillnet Ireland and SOLAS are likely to play a key role in this regard. It also calls for additional inward diversity paths for the sector. Notwithstanding indicators of a strong commitment to inclusion and the empowerment of women, female employment in ICT remains relatively low. Ultimately, the report states that Ireland will be competing against other jurisdictions for skills talent and we must engage proactively to address this challenge. See more breaking stories here.

Before you build slides, get crystal clear on who you're speaking to and why you're speaking at all. From internal All-Hands to industry chambers and benkyōkai study groups in Japan, the purpose drives the structure, the tone, and the proof you choose.  What's the real purpose of a business presentation? Your presentation exists to create a specific outcome for a specific audience—choose the outcome first. Whether you need to inform, convince, persuade to action, or entertain enough to keep attention, the purpose becomes your design brief. In 2025's attention-scarce workplace—Tokyo to Sydney to New York—audiences bring "Era of Cynicism" energy, so clarity of intent is non-negotiable. Choose the one primary verb your talk must deliver (inform/convince/persuade/entertain) and align evidence, tone, and timing to that verb for executives, SMEs, and multinationals alike. Use decision criteria (see checklist below) before you touch PowerPoint or Keynote.  Do now: Write "The purpose of this talk is to ___ for ___ by ___." Tape it above your keyboard. How do I define my audience before I write a single slide? Profile the room first; the content follows. Map role seniority (board/C-suite vs. managers), cultural context (Japan vs. US/Europe norms), and decision horizon (today vs. next quarter). In Japan, executives prefer evidence chains and respect for hierarchy; in US tech startups, crisp bottom lines and next steps often win. For internal Town Halls, keep jargon minimal and tie metrics to team impact; for external industry forums, cite research, case studies, and trend lines from recognisable entities (Dale Carnegie, Toyota, Rakuten). Once you know the level, you can calibrate depth, vocabulary, and the "so what" that matters to them. Skip this step and you'll either drown them in detail or sound vague.  Do now: Write three bullets: "They care about…," "They already know…," "They must decide…". Inform, convince, persuade, or entertain—how do I choose? Pick one dominant mode and let the others support it. Inform for internal/industry updates rich in stats, expert opinion, and research (think "Top Five Trends 2025" with case studies). Limit the "data dump"—gold in the main talk, silver/bronze in Q&A. Convince/Impress when credibility is on the line; your delivery quality now represents the whole organisation. Persuade/Inspire when behaviour must change—leaders need this most. Entertain doesn't mean stand-up; it means energy, story beats, and occasional humour you've tested. Across APAC, Europe, and the US, the balance shifts by culture and sector (B2B vs. consumer), but the discipline—one primary purpose—does not.  Do now: Circle the mode that matches your outcome; design every section to serve it. How do I stop the "data dump" and choose the right evidence? Curate like a prosecutor: fewer exhibits, stronger case. Open with a bold answer, then prove it with 2–3 high-leverage data points (trend, benchmark, case). Anchor time ("post-pandemic," "as of 2025") and entities (Nikkei index moves, METI guidance, EU AI Act, industry frameworks) to help AI search and humans connect dots. Keep detailed tables for the appendix or Q&A; in the main flow, show only what advances your single purpose. This approach works for multinationals reporting quarterly KPIs and for SMEs pitching a new budget. Variant phrases (metrics, numbers, stats, proof, evidence) boost retrievability without breaking flow.  Do now: Delete one slide for every two you keep—then rehearse the proof path out loud. How do leaders actually inspire action in 2025? Pair delivery excellence with relevance—then make the ask unmistakable. Inspiration is practical when urgency, consequence, and agency meet. Churchill's seven-word charge—"Never, ever ever ever ever give up"—worked because context (1941 Europe), clarity, and cadence aligned; your 2025 equivalent might be "Ship it safely this sprint" or "Call every lapsed client this week." In Japan's post-2023 labour reforms, tie actions to work-style realities; in US/Europe, link to quarterly OKRs and risk controls. Leaders at firms like Toyota and Rakuten model the ask, specify the first step, and remove friction. Finish with a one-page action checklist and a deadline.  Do now: State the concrete next action, owner, and timebox—then say it again at the close. What's the right design order—openings first or last? Design the closes first (Close #1 and Close #2), build the body, then craft the opening last. The close is the destination; design it before you chart the route. Create two closes: the "time-rich" version and a "compressed" version in case you run short. Build the body to earn those closes with evidence and examples. Only then write your opening—short, audience-hooked, and purpose-aligned. This reverse-engineering avoids rambling intros and ensures your opener previews exactly what you'll deliver. It's a proven workflow for internal All-Hands, marketing spend reviews, and external keynotes alike.  Do now: Write Close #1 and Close #2 in full sentences before touching the first slide. How do I structure my content for AI-driven search engines (SGE, Perplexity, ChatGPT, Copilot)? Lead with answer-first headings, dense entities, and time anchors in each section. Use conversational query subheads ("How do I…?"), open with a bold one-to-two-sentence answer, then a tight paragraph with comparisons (Japan vs. US/Europe), sectors (B2B vs. consumer), and named organisations. End with a mini-summary or "Do now." Keep sections 120–150 words. Add synonyms (metrics/numbers/KPIs) and timeframe tags ("as of 2025"). This GEO pattern boosts retrievability while staying human. Use it for transcripts, blogs, and Do now: Convert your next talk into six answer-first sections using this exact template. Quick checklist (decision criteria) Audience level, culture, and decision horizon defined Single dominant purpose chosen Gold evidence only in-flow; silver/bronze parked for Q&A Two closes drafted; opening written last Clear call-to-action with owner + deadline Conclusion Choose your purpose, curate your proof, and architect your flow backwards from the close. Do that, and you'll inform, convince, and—when needed—inspire action, whether you're presenting in Tokyo, Sydney, or Seattle.    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). A Dale Carnegie Master Trainer, Greg delivers globally across leadership, communication, sales, and presentation programs. He is the author of best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, plus Japan Leadership Mastery and How to Stop Wasting Money on Training; Japanese editions include ザ営業, プレゼンの達人, and 現代版「人を動かす」リーダー. He publishes daily insights and hosts multiple podcasts and YouTube shows for executives succeeding in Japan. 

Hui Jing's life reads like a TVB drama.Her mum was forced to be the sole provider for the family after her dad landed them in bad debt. Perhaps unsurprisingly, Hui Jing understood the importance of money & joined the work force young - at the below-legal age of 15 - for a mediocre RM4/hour.It wasn't easy.But it kickstarted a series of jobs that saw her go from working as at McDonald's to The Body Shop to becoming a finalist for the Red Bull Female Driver Search in 2009 (they were offering a cash prize) to becoming an insurance agent (where she learned the joys of passive income) to joining a radio station as a road runner and finally…Co-founding one of Malaysia's fastest growing local convenience store chains, Bila-Bila Mart.Which is on track to hit a whooping RM150+ million in revenue & 100 stores by the end of 2025, with an IPO on the horizon!Not bad for a Brickfields girl who was once kidnapped & held ransom due to bad family debts. If there's one thing that clearly stands out about Hui Jing's story, it's this: Taking riskDuring the interview, she spoke of how:“Throwing everything outta the window (i.e. leaving corporate) sounded like an adventure. I wanted that adventure. Because I was just thinking, okay, now I have no commitments. I don't have a family… If I don't do it, if I don't risk it, I don't really see how is the world outside, when am I gonna do it?”That said, life hasn't been without its challenges.Once at a bar, she was told, “Jing, you talk too much as a female. Can you shut up?”And also advised to stop working and to “ask your husband to feed you.”Needless to say, that lit a fire in Hui Jing that led to the founding of Bila-Bila Mart, where she also spoke about:✨ How Dettol saved Bila-Bila Mart (they opened their first physical store during MCO)✨ Their first breakthrough (pivoting from the idea of selling hot food → kedai runcit model)✨ The process for local SMEs getting their items into Bila-Bila Mart✨ Dealing with chauvinistic men who question Jing's very young team✨ Why you are the decision maker of your own fateDon't forget to subscribe for future STIMY episodes!Special thanks to Bila-Bila Mart for sponsoring this episode.

In this episode of Building Doors, host Lauren Karan sits down with Paul Rojas, a commercial litigation lawyer and founder of ConstructSupport Australia. Paul pulls back the curtain on the silent crisis gripping the construction industry: record-high insolvencies. With years of experience working with builders, liquidators, and directors in the midst of legal storms, Paul provides a stark look at the realities of cash flow strain, contract breaches, and the domino effect that can topple even established companies.Paul shares hard-won wisdom on why proactive legal counsel is not an expense, but a critical investment in your business's survival. He demystifies complex contract clauses, reveals the common pitfalls that sink SMEs, and outlines the practical steps every construction business owner must take to shield themselves from financial collapse. Whether you're a seasoned builder or a new subcontractor, this episode is an essential guide to building a more resilient and legally sound business.What You'll Learn in This Episode:Insolvency and Risk in Construction:Why insolvency rates in the construction sector are at an all-time high.The “four-year lag” effect of economic shocks like COVID-19.The domino effect when one builder collapses and how it impacts the entire supply chain.Contracts and Legal Protection:Common contract mistakes that can destroy your business.The difference between variations and cost escalation clauses and why it matters.Why every builder and subcontractor must understand their contract terms, not just have them.Business Growth and Leadership:Paul's unique “merge to retire” model for law firm acquisitions.How to build a sustainable business through referrals, acquisitions, and trusted partnerships.Lessons from leading teams, spotting culture misfits, and trusting your gut in hiring.Resilience and Legacy:How to restructure a struggling business and turn it around.The power of focus and why staying in your niche protects you from unnecessary risk.Paul's vision for a more transparent, accessible legal service model for SMEs.Key Quotes from Paul Rojas“As boring as it sounds, it always comes down to your contracts; they're there to protect you.”“Insolvency doesn't hit straight away. There's always a four-year lag before the real impact shows.”“Stick to what you know and do it well. You can't be everything to everyone.”“Sometimes the biggest lesson in business is learning to trust your gut.”About Our Guest:Paul Rojas is a commercial litigation lawyer and founder of RCR Lawyers, ConstructSupport Australia, and a national debt collection company. With more than 20 years of experience across construction, insolvency, and commercial law, Paul has helped countless businesses navigate disputes, avoid collapse, and rebuild stronger. Passionate about making legal support more accessible, he is now pioneering a subscription-based legal model for SMEs in the building industry.About Your Host:Lauren Karan, founder of Karan & Co. and host of Building Doors, is dedicated to helping professionals unlock their potential. Through insightful interviews and real-life stories, Lauren empowers listeners to create opportunities and thrive in their careers.How You Can Support the Podcast:Subscribe and leave a 5-star rating on Apple Podcasts and Spotify.Share this episode with anyone interested in sustainability and leadership.Connect with Paul Rojas on LinkedIn to learn more about his work.Stay Connected:Follow Lauren and the Building Doors podcast on LinkedIn.Subscribe to the Building Doors newsletter for exclusive content.Let's Connect:Want to be a guest or share feedback? Email us at reachout@buildingdoors.com.au.Thank you for listening! It's time to stop waiting and start building.

On this episode of The Founder's Sandbox, Brenda McCabe sits down with Jen Apy, Area Managing Partner and Chief Marketing Officer at Chief Outsiders, to explore how scaling companies can unlock growth through fractional marketing leadership. Jen shares insights from her 30+ years of marketing experience—spanning Mattel, Adobe, Intuit, and now Chief Outsiders—and introduces listeners to the Growth Gears framework: a strategic methodology designed to help small and mid-sized companies grow efficiently and sustainably. Jen and Brenda also dive into key trends such as the rise of “flash teams,” how AI is transforming the marketing playbook, and the importance of being a learning organization in a fast-moving world. You can find out more at https://www.chiefoutsiders.com        transcript:  00:04 So  welcome back to the Founder's Sandbox. I am Brenda McCabe, the host of this monthly podcast where I am joined by business owners, founders, and professional service providers that are scaling businesses. 00:34 with great corporate governance. This podcast is now in its fourth season and very excited to have Jen Apy as my guest today. For those that are subscribed to the Founder Sandbox, you always know that we have a story that's going to be told about the origins of the company and the founder  and the professional's experience as the introduction here. And we will always come back to the... 01:02 the sandbox where we're talking about resilience, purpose-driven and scalable growth. And when Jen, who I've known now for several years, we work in the same ecosystem, spoke to me about the growth gears, that is kind of the overarching framework  of chief outsiders. I was fascinated and wanted to offer the platform of the podcast to get the message out to  business owners that are 01:30 scaling and have not yet thought about using fractional marketing services. So welcome, Jen, to this fourth season. um Absolutely delighted to have you here. Oh, I'm delighted to be here. Excellent.  So we did choose a title. We're gonna you're gonna hear the word growth gears throughout this podcast. So the title for the podcast today is growth gears for scaling. And 01:56 Jen and I kind of share a similar background in the sense that we've been out there over three decades.  I um had my own consulting business. I worked in the McKinsey & Company and reinvented myself uh around really bringing the expertise that I had at multinationals into the ecosystem  of growth stage companies. Jen, tell me you are multifaceted marketing professional over three decades. 02:26 of experience contributing to marketing excellence. Tell us a bit about your origin and your currently, I think since five years ago, the area managing partner and chief marketing officer of Chief Outsiders. So share a bit how your role has evolved and what's it like to be with this company that was once a startup itself. Well, thank you so much for having me, Brenda. It's been a wild ride. 02:56 I feel like I was so lucky  early in my career to work with fabulous marketers at Mattel and Intuit and Adobe.  And now to have  the opportunity to apply those skills to help small to mid-sized companies grow. It's really been a fantastic experience. I feel like this is my purpose. Oh, beautiful. To share these enterprise little marketing skills with smaller companies that 03:25 are hungry for growth.  you when I, when I meet founders or I meet CEOs, I'm always really curious about, know, what's working, what's not working. You know, how do we create this flywheel that can help them grow in scale? It really is, is something I enjoy. You know, you found your purpose and then  I guess your purpose found you  working with chief outsiders because you were also a solopreneur  for years. What would be your 03:54 tagline if if anybody were to just listen to five minutes of the founder sandbox, what would be. Jen appease tagline such a good question. I think it would be be something like committed to growth. I feel like that is my purpose. That's what I enjoy. And you know now it's part of outsiders. I I now have 125 colleagues who feel the same way. They've all been fortune 1000. 04:23 and larger company marketers from a variety of different industries. think collectively we've probably covered over 80 industries, over 5,000 engagements. I mean, it's just incredible that the people at Cheap Outsiders that I get to work with every day. And I do feel like commitment to growth is almost a shared purpose for all of us. That's why we're here, because we love to make an impact, to see that impact on smaller companies and  be a part. 04:52 of their leadership team. We say that we're outsiders, but we're really embedded as insiders and therefore we can have that impact on  companies and watch them grow in scale. It's very gratifying as a marketer. m I  also work in the small and medium sized enterprise area.  And last month I actually wrote a blog on enterprise,  forms of enterprise and the like. 05:18 Did some research  on actually SMEs.  How many  SMEs in your estimation actually  reach  or go beyond $10 million in revenues? SMEs are 47%, I believe, for the number of enterprises in the United States. But how many actually scale beyond the $10 million revenue? You know, it's a surprisingly small number,  like maybe less than 1%. But you know, that's why we're here. 05:47 We want to increase the chances that those companies can scale, you know, 10 million, 50 million, 100 million. We believe that by really applying the market insights, customer insights, competitive insights into, you know, the strategies around positioning and offers and target marketing will lead to the cost of 06:14 efficient and cost effective strategies and execution that will help companies scale. that really is the heart of the growth gears methodology and approach. Well, that's  a great segue. You and I met at the recurring revenue conference, I guess, in the seventh year. And as you walk me through  the growth gears,  you also have an assessment tool. Would you like to  share? 06:42 overarching what is what are the gears, the growth gears, what are the key aspects that  one can be surveyed about and then and how to engage with  the chief outsiders, because I found it fascinating.  And I actually used it with one or two of my clients to kind of get the wheels, no pun intended, right to  to start moving, right? 07:12 Yes, so the assessment that we use asks companies and leaders questions about the business, about how much do they know about their customers, their competitors,  the company, they looked at market trends? And then starts to ask about, do they know where their revenue  comes from, where their growth is gonna come from? they  understand what channels are most efficient and are they measuring uh the effectiveness  of the marketing? 07:41 programs that they have in motion. And it's not every single question that we could ask, but just enough to get them thinking about where growth is gonna come from. And so we use this assessment, usually around this time actually, we're getting close to Q4. And we use it about this time in order to help them think ahead in terms of what are the priorities that are needed for the following year in order to stimulate. 08:08 enable or actualize growth. So if anyone's interested in doing this assessment with me, it's free. Just, you know, reach out to me on LinkedIn, happy to provide you with the link and then have a conversation about what the answers mean. Absolutely. Jen, we'll put those, the survey or the assessment, pardon me, in the show notes. All right. Great. In addition to other areas. So talk to me a little bit about Chief Outsiders. You did say it was a startup at one time. 08:37 How long has it been around? What's the organization look like? And what are the challenges that you particularly are dealing with with the advent of AI? That's a very little question.  That's a great question,  though. But  Chief Outsiders has been around for over 10 years. I think we've been around before the term fractional  executive or fractional marketer was even a term. think 09:01 Maybe early on we might've been discussed as strategic business consultants, right? Because we're helping companies grow in scale. But we've been around for over 10 years. We've been on the Fortune 5000 for quite a few years. I think definitely 10 or more. the way that we've grown is by really focusing on what marketing leadership needs to do. 09:30 for companies, which at the end of the day, it's about  knowing who your customers are, where to find them,  and  then how to grow the company  based on  that focus on finding and retaining customers, whether it's increasing market penetration within a certain target segment or  finding new markets or launching new products,  whatever that growth strategy is, how to harness that  and  help 10:00 a company,  um, scale over time  and marketing has changed so much. I know over the years, mean, I've seen that with your companies is  overwhelming. I pardon. I will get back to the question, but I, many, many years ago, McKinsey, was a marketing expert research. We didn't have all these amazing tools we have today to conjoin analysis, you know, with your Excel sheets, right. And focus groups. 10:29 Right. So the sophistication, channel, you know, growth explosion is, you know, I threw my talent a long time ago. Well, you know, it used to be, you know, direct mail and then websites, right. And then e-commerce and, and then it was about social media and content marketing and then SEO. I mean, it's just daunting. And now we have to be thinking about AI in all facets of the 10:59 the marketing toolkit, right? It's  impacting every aspect of what we do as marketers.  And we have to be thinking about AEO, like answer engine optimization in addition to SEO. So it really is rather overwhelming. So I think that over the years, Chief Outsiders has recognized that the marketing tactics and strategies are going to change and we need to change with it. But that the focus on 11:27 growth is going to come from really the growth gears, right? The approach to understanding the market, understanding how to go to market,  understanding how to  execute cost effectively. So recently in the advent of AI, knowing that it was going to impact so much of the marketing mix, we actually started to develop an AI platform for us to use. Yes, for us to use internally. What it does is confidentially, 11:57 takes all of the insights for all of the engagements that we've done with companies so that when we are working with clients, we can benefit from that collective knowledge and be able to deliver  better, deeper, faster insights from day one for our clients. So deeper insights, proven strategies, best practice execution. There isn't a workstream for marketing sales that isn't going to be impacted by AI. 12:25 So we've definitely thought about that and made sure that we can  leverage all this knowledge in order to help us be better marketers for our clients. That's  fascinating. It's kind of scary, right? So you've basically like in the healthcare industry, you've anonymized, right?  The plethora of data, right?  Within the  walls  of 12:54 chief outsiders of the 10 years of experience and I don't know how many clients, right? To then really document and have your own, for lack of another word, I guess, is it? The knowledge base. The knowledge base, but it's kind of an ocean, right? Data ocean. Yeah. And, you know, and this is how the AI tools work. 13:19 We figured we might as well have something that we can use on a proprietary basis and that can help us not only create our deliverables and have better deliverables, but also to help us manage processes.  Because as we talked about with marketing, there's just so much going on, so much to consider, so much to do. This AI platform also helps us to manage those processes.  And one of the things we haven't talked about yet is fractional resources. 13:47 I believe really are the future of work. And that's one of the reasons why I'm so excited to be a part of Chief Outsiders because we believe that as well. And that's also part of the reason why we built this platform.  Right. So one thing that I want to  highlight just from the last discussion here is 14:08 AEO rather than SEO or in addition to SEO that I mean, heard it here on the founder sandbox. Not only do we have to be looking to have our SEO optimization, it's AEO optimization. Yes. So answer engine optimization. And that's coming of course, from the AI tools. You know, I think the stat is something like 70, 71 % of searchers, anyone searching. 14:37 They're now using the AI engines instead of, or sometimes in addition to regular search. But it's the reason why Google is losing traffic share, right? Because people are going to these AI engines sometimes exclusively for certain things. And so this has had an impact on marketing in a couple of ways. One is we need to now optimize our content for answer engines, which it's not that much different from SEO. We still have to adopt the same good. 15:06 SEO practices, you keywords, relevance, backlinks, things like that. But now we call it LL  or large language model optimization in 2025. uh In order to be able to rank in those answer engines, we need to also consider  brand strength and authority, oh citations, quality of content, sentiment.  You know, we really 15:35 PR  from  authoritative sources is really going to become  more important. And so we do a lot of testing ourselves  in terms of how Chief Outsiders ranks in these engines. I was going to ask you, have you done that?  Yes. And that's how we know that it's not just the SEO good practices that's helping to rank in answer engines. um 16:02 It's also these other things, brand strength and authority. The content needs to answer questions. these engines are understanding when content is authoritatively answering a question. And there's so many factors involved in figuring that out. There are a number of tools we use to see how we're ranking. There are a number of tools we use to figure out how we're 16:33 uh how we're able to, uh I guess, for lack of better words, out the competition, right? And score, right? In our content. And we use this knowledge of how it's working for us  to help our clients as well. And we've been doing this from the beginning because we were very aware of all the changes. um So you have your own growth gears operating system. 17:00 It's a remote working AI enabled platform, right? That also enables remote and hybrid teams  that come together.  Speak to me a little bit about that. GrowthGear's operating system is effectively your LM?  Yeah, that's the, well, that's the AI platform that we developed is called the GrowthGear's operating system. And so not only does it leverage  the best content, the best tools, but because of the way that we're designing it and it's really to support us, right? And how we work. 17:29 we are really enabling fractional resources  and remote and hybrid teams to work together effectively on  the projects,  the marketing, the growth plans that companies need to scale.  this is kind of the way, I mean, if we believe that fractional resources are  of economic benefit to both companies because they don't have to hire 17:56 A lot, you know, heavy talent, right for long term. They can hire just what they need when they need it.  And also as they evolve and grow, they might need different resources, right? So they can they can cycle through  the skill sets they need, but but also because there's economic value because workers, if they want to be more flexible, if they want to leverage a specific skill set and not necessarily be tied to one company gives them  the freedom and flexibility to. So I think for for both reasons, there's there's a lot of. uh 18:26 momentum toward this style of working. the platform that we have, you know,  it  can enable these operational fractional resources, not only marketing, but any part of the organization in the future.  Let's go. Let's take that idea or what you're observing in the market and actual client work a little bit further. So how would a potential client 18:54 engage with chief outsiders. They're at, you know, 3 million AR, they have not yet hired a marketing full time, right? How, what would would walk us through a typical, for lack of another word, engagement, or how do they engage with chief outsiders? And particularly, the second part of that is, if you're talking about 19:21 Flash teams, I think is the term that you and I discussed, right? Yeah, it's actually the title of a book being launched by a professor from Stanford,  Melissa Valentine. She's coined this phrase flash teams, which essentially  is what cheap outsiders does, right? We  pull together the resources that a company needs at that moment in time in order to solve their growth problems.  we're essentially a flash team enabled by 19:51 the growth gears operating system. Cool. So I'm not I'm the CEO. I've got to hit some revenue milestones. I've interviewed some candidates. I'm not yet sold for you know, bringing in full time, full time chief marketing officer. Jen gives me a call. How do I how do you how do I engage with you? Yeah, well, the first thing I want to understand is, is what what keeps you up at night? 20:21 Right? What, what are some of your growth challenges that, you're struggling with? Because the first thing I want to do is really understand, you know, what resources do you need at this moment in time in order to get you from A to B?  so oftentimes  we'll look at this and say, is this, is this going to be solved by a marketing led team or sales led team? Sometimes that's the first  thing that we're thinking about. And then how much do we know already about the situation in terms of. 20:49 customers, competitors, market insights, customer buying journey, channels that are working and not working. We're wanna know all of that so that we can figure out the most efficient way to approach solving those growth challenges and what work streams are needed. So we'll bring in a fractional executive that's a good fit for that company and then orchestrate the resources that are required to get to the next step. And then when that engagement  is through, 21:18 we'll figure out what the next level is. Maybe the next level is bringing in full-time permanent resources to help execute and to help scale where we paid ourselves out of the picture. Or maybe it's just dialing back to more of an advisory role and then bringing in fractional resources from different places in order to be able to test and scale and see what's going to work, what's going to land  before we orchestrate on a more. 21:48 So we're very flexible with what a company needs at any point in time. And no two companies are alike. You when you're a $3 million company, you might have talent and skills and gaps that are different from the last client that we had. And we know that. We can recognize those situations just because we've had so much experience working with so many different companies. We can very quickly figure out what's needed for the next step and just give a company exactly what it needs. 22:16 to it. You do tap into your, your network of your 125  professionals with them, know, goodness,  the years of experience that you all have obtained while at fortune 1000 companies. Amazing. Oftentimes, I've seen you  with as keynote speaker, you do give conference speak and you speak at conferences. What one of the most recent 22:42 conferences.  I'm not uncertain where it was, but you the topic you spoke to, Jen, was winning website traffic in the age of AI, what CEOs need to know? Can you without sending us to  you know, that I don't know whether it's on online, we can put that in the show notes. But what's the top, you know, line messages from that conference where you spoke about winning website traffic? Yeah. 23:10 Well, I did it with a couple of my colleagues who are very experienced in digital transformation and now how to win traffic with the answer engines. And  so we talked about some of the uh tactics that we're finding work nowadays and how that's going to change how companies need to think about orchestrating their marketing mix. So Mike. 23:36 Colin Angela gave an example of a very specific example of an article that had been written for SEO that now needs to be written for AEO just so that people  could see the difference. But I think the main message that we were trying to send uh to companies is uh marketing is not static. Just because you've figured out your marketing mix doesn't mean it's going to work two years down the line. It's constantly evolving. And so you need leadership. 24:04 who can be thinking about how are customer behaviors changing? How do I reach them differently?  And the fact that  71 % of searchers are going to answer engines, that's a huge shift and marketers need to be ready to  address that. So  if you're a smaller company and you just don't have the resources to keep retraining your staff. 24:29 every year or so  and you need that expertise in the know how do I compete now today? How do I set myself up for success? That's where we as Fractional Resources can come in and help you be that learning organization, that resilient organization that's going to survive through the next sea of change. 24:51 That is  fascinating. Yeah, it's it's a living beast, right? marketing and it's moving so rapidly, it would be hard. I'm to actually have the inside resources, the talent inside unless they're constantly being retooled. So it is  an opportunity to use fractional resources, depth of expertise that you have.  Yeah.  And that's one thing that I value about the chief outsiders culture is the fact that I think what's made us 25:21 so resilient is the fact that we're really a learning and sharing organization. We've recognized that change happens rapidly. To be resilient, we need to change and constantly be learning and retooling ourselves. And that is something  we highly value.  But to be able to do that quickly,  no one person can do all this on their own. It's nearly impossible and very overwhelming. You can't do it in a silo. So we have a culture of sharing where 25:50 If we learn something new, um we'll share with the rest of the organization. So that, that, uh, that webinar that we did was just as much for us and our executives as it was for the clients that we, that we serve in this culture of sharing really creates resiliency in the sense that  if, a company brings in one of our fractional executives and let's say they encounter a market challenge or a sales challenge that that particular 26:19 executive hasn't seen before, they can turn to the other 125 marketers and say, hey, let's get together. Let's put our best brains on this business and determine what things we might be able to try or what things we should put in place in order to benefit this organization. And I think there's no individual fractional out there that has access to that much talent and expertise. 26:49 on a moment's notice as we do. And that's part of what's going to create the resiliency that we need as an organization  to survive in the next decade, because everything is just going to start to move faster and companies are going to just need that much more speed. So, but we also believe that's a value that we can bring in addition to being interim  and not being full-time and bringing in the expertise they need to write at that moment.  We can also draw on the collective expertise of the tribe. So the brain trust. 27:19 Well, that's a good term. love that. Right. Brain trust. I love that brain trust. One  technical question of the 125  professionals within chief outsiders and interim roles. Is it solely in the marketing area or do you also offer maybe in the sales?  there other interim roles?  That's a really good question. So we do focus on marketing and sales primarily, but sometimes we're actually brought in as fractional COOs. 27:49 as well or division heads. And it's because of our broad leadership expertise. And some of our executives have been  CEOs  of their own companies. They founded companies, they've sold companies. So they do have that broader business perspective, but primarily it's marketing and sales. Excellent. We're going to switch gears, to  the standby. No pun intended. 28:17 That's right. That's  here in the founder sandbox. I'm passionate about building resilience, scalable and purpose-driven companies. And I like to ask my guests briefly, what is the meaning of resilience? What does that mean to you? Or does he chief outsiders? It's a fascinating part of the podcast for me become that you have very different definitions. And that's the beauty of asking this. Yeah.  Well, I think that resilience, at least for for me, for us, a chief outsiders means 28:46 being able to survive and move forward and grow in the face of massive change.  Right. It's not, it's not bending to the will of the market. It's,  it's, it's basically saying, you know what? We know how we can add value at this moment in time. And we have the tools to address this change and add value. that, you know, it is one of the reasons why we constantly are thinking about 29:15 how do we bring more  to the table for our clients? So in addition to the growth years operating system that we created, we also have an ecosystem called team outsiders of fractional marketing execution resources that we can draw on at any point in time and create our own flash teams for our clients. So let's say we've gone through the strategy and we've determined that we really need an e-commerce expert 29:45 that can optimize Amazon or we really need somebody who can take charge of developing the content that's going to  address not only SEO and or but also AEO and we'll draw from our pool of team outsiders resources and we'll put together that fractional team for the client at a moment's notice. So we believe that that is going to make us a lot more agile. 30:13 for our clients because sometimes they just need to get started,  but they don't have time to go higher or they don't have time to go evaluate a new agency. We can bring somebody in. We can, we can set the stage. We can get things going and then let them have the time to decide really who they want on a longer term basis. So, you know, agile teams, flash teams, it comes from our ability to be able to,  draw on this network  of. 30:42 team outsiders and to be resilient.  How about purpose? What's purpose mean to you?  Purpose. You know, I think that when I look back on my career and also what I'm doing here at Chief Outsiders, I get the most satisfaction from seeing smaller companies grow from helping founders make their dreams come true. You know, there are so many great companies out there. 31:12 that just need a shot at the big time, right? And we can do that because we've seen it. We know how to get a company from one to a hundred. We've seen it. We know what a company at one or a company at zero, what they're faced with from the standpoint of  challenges, time, resources, focus, right? And so we can adjust what we do in order to adapt to that environment. But we know what an organization is going to need 31:41 to be competitive and to need to grow at 30, 50, 100. And we can keep our sights on what that needs to be and advise the companies we're working with on how they're gonna get there. So yes, we're implementing this today, but it's gonna look like this tomorrow, but we're not ready for that yet. We're just gonna do this here today because you don't have the time or the bandwidth or the money to do that many things. But this is, we've done the analysis, we've done the research, we've done the testing. 32:11 This is what you need to scale for right now. So, you know, being able to do that and then see  these companies grow from 10 to 30 to 50 million, it's a thrill. it  is very, very rewarding. So I think that, you know, I found my purpose and this is the, in speaking with my colleagues, they're all, we're all here for the same reason. So we really do have that shared. 32:39 purpose and we really enjoy what we do. Fantastic last one and then we'll move to how to contact you scalable growth. I'm certain you're going to talk about those the growth gears, but what's scalable right? What's that mean to you?  Scalable growth to me means we figured out what works and we can replicate it cost efficiently and cost effectively. So that is 33:07 our focus when we're working within the growth gears methodology, we're looking for the way to scale most cost-efficiently effectively. I know that one of the things that you are really big on with your  companies, the companies you invest in is governance. Yes. You're really big on governance.  And when I think about governance, I think about responsibility and accountability. And what that means to me as a marketer, 33:35 And  as a revenue leader is making sure that the spend that we commit to in marketing and sales is going to drive revenue and growth cost effectively.  so by making sure that we've done the analysis, that we figured out what's going to work, that we've tested before we scale is that responsible governance approach, right? To marketing and so 34:05 You know, I think that there are some companies that are in situations where they have to scale no matter what. They just throw money at it, you know, scale no matter what. And there are situations where that needs to happen. But we find with the companies that we work with that the more responsible, prudent, accountable, you know, organic growth is what the founders are looking for. And we know how to do that. 34:35 Replicable, right? Replicable, yes.  Amazing.  So Jen, um last question before  we listen to how to contact you. you have fun today in the Founder's Sandbox? Oh, it's always a pleasure to talk with you, Brenda. I really enjoy our conversations. We're of like minds. That's true. That's true. Avid readers and bringing the best to our clients. So thank you. How can my listeners 35:04 find you  and best reach chief outsiders. Yes. So they can find me on Jenna,  but they can also find me on the chief outsiders website on the leadership tab. And from the chief outsiders website, you can also learn about all of the things that we do. can meet all of the 125 executives that we have. You can learn more about growth gears, OS and team outsiders. Excellent.  And 35:32 In the show notes, will provide the assessment so that you listeners that are actually considering, you know, what do I need to do at this last quarter of the year, right? To plan my marketing resources, just download the assessment. It's a very interesting tool. So thank you. Well, to my listeners, if you enjoyed this episode with Jen Appie of 35:56 chief outsiders. I'd encourage you to subscribe to this monthly podcast where we have founders, business owners, corporate board directors and professional service providers that are really building scalable, purpose driven and resilient companies with great corporate governance. Signing off for this month. Thank you for joining us here on the Founder's Sandbox.  

Even though 40% of young people would prefer to be self-employed, the reality does not match their aspirations. If young people were as active in entrepreneurship as 30- to 49-year-old men, there would be an additional 3.6 million more young entrepreneurs across OECD countries. In this episode of OECD podcasts, Alix Philouze chats to Elina Cohen-Peirano, CEO & founder of URONE and a young entrepreneur who founded her first company at the age of 17. They discuss all things youth entrepreneurship – from balancing entrepreneurship and studies to the policy challenges facing youth entrepreneurship and the legacy of the YEPA programme, tune in to hear from a young entrepreneur, in her own words. Alix Philouze is a communications co-ordinator at the OECD Centre for Entrepreneurship, SMEs, Regions and Cities, where she works with both the SME and Entrepreneurship division and the Cities, Urban Policies and Sustainable Development division. She holds a degree in European Studies from Trinity College Dublin. Elina Cohen-Peirano is a young serial entrepreneur driving systemic change in entrepreneurship education through Urone, her company which partners with academic, business and institutional actors across Europe. Its mission is to make entrepreneurship a lever for youth empowerment, innovation and inclusion. She is also a member of the Steering Committee of the Youth Entrepreneurship Policy Academy (YEPA), led by the OECD and the European Commission, contributing to international dialogue and policy action. To learn more: • The YEPA hub: https://yepa-hub.org/ • OECD work on inclusive entrepreneurship: https://www.oecd.org/en/topics/inclusive-entrepreneurship.html • The missing entrepreneurs: https://www.oecd.org/en/publications/the-missing-entrepreneurs-2023_230efc78-en.html To learn more about the OECD, our global reach, and how to join us, go to www.oecd.org/about/ To keep up with latest at the OECD, visit www.oecd.org/ Get the latest OECD content delivered directly to your inbox! Subscribe to our newsletters: www.oecd.org/newsletters #oecd #oecdpodcasts

In this episode of The Product Experience, Lily and Randy speak with Dan Dalton (Director of Product Management at Sage) about the current state of product management, and how the role must evolve in today's climate.Chapters0:00 Introduction: product management at a crossroads1:00 Dan Dalton's background and path into product3:00 The evolution of product management: 2010 to today8:15 Framework‐fundamentalism, the broken ladder & career expectations13:45 Why many product careers are being set up to fail19:20 Responding to disruption: returning to basics, focusing on impact24:40 The role of soft skills and mindset in product leadership28:55 How Dan's team operates: fast prototyping, design system, code assets31:10 Hiring and developing product talent: soft skills over tick‐boxes35:30 AI, hype and bubbles: what product leaders need to keep in mind40:15 The mental flywheel: pragmatism, curiosity, resilience, detachment45:00 Wrap up & closing remarksFeatured Links: Follow Dan on LinkedIn | Sage | 'Why is everyone hating on Product Managers?' feature by Peter YangWe're taking Community Questions for The Product Experience podcast.Got a burning product question for Lily, Randy, or an upcoming guest? Submit it here. Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A...

Short intro: Forgetting names kills first impressions. The good news: a few simple, repeatable techniques can make you memorable and help you recall others—consistently, even in noisy, post-pandemic mixers and business events.  Is there a simple way to say my name so people actually remember it? Yes: use “Pause, Part, Punch.” Pause before you speak, insert a brief “part” between your first and last name, then punch (emphasise) your surname. The pause stops the mental scroll, the parting creates a clean boundary (helpful in loud rooms or across accents), and the punch leaves a sticky final note—useful in Japan, the US, and Europe where surnames often carry professional identity. Executives at multinationals and SMEs alike can coach teams to deploy this consistently at trade shows, chambers of commerce events, and alumni nights. Over time, your name becomes an asset—clear, repeatable, and easy to introduce.  Do now: Practise: “Hello, my name is… (pause) …Keiko… (part)…TANAKA.” Record it, tweak cadence, rehearse daily.  What's the fastest framework to remember someone else's name on the spot? Start with LIRA: Look & Listen, Impression, Repetition, Association. First, give full visual and auditory attention—phones down, eyes up. Next, form a quick impression (“Mr Tall Suzuki with heavy rims”) to create a mental hook. Then repeat their name naturally in conversation (not creepily), and finish with an association—link to a character, place, or attribute you won't forget (e.g., Suzuki as “Japan's Clark Kent”). Compared with generic “memory palace” tricks, LIRA is lighter, faster, and better for high-tempo events as of 2025, across industries from B2B SaaS to professional services.  Do now: Use their name once early, once mid-chat, once when you part: “Thanks, Suzuki-san—great insight on logistics.”  How do I create vivid mental images that actually stick? Use PACE: Person, Action, Colour, Exaggeration. Picture the person like a movie poster with their name. Add an action tied to meaning or sound (Asakawa = fast-running stream). Layer in a colour cue (Mr Black, Ms White). Then exaggerate—big cape, soaring over Otemachi, a giant sign reading “SUZUKI.” This amps up memorability under cognitive load and cross-language settings (useful in Japan–APAC events where name sounds may be unfamiliar to English speakers). Compared with straight repetition, PACE exploits how our brains favour images and unusual scenes for recall.  Do now: On first hearing the name, take one second to sketch a wild, colourful micro-scene in your head—then lock it with a quick repeat.  Are there smart shortcuts for linking names to context? Yes—try BRAMMS: Business, Rhyme, Appearance, Meaning, Mind Picture, Similar Name. Tie the name to their business (Tokoro in real estate). Use a rhyme (“straight-back Tanaka”). Note a standout appearance cue (Onaka with a big belly). Leverage the meaning (Takai = tall; Minami = south). Make a mind picture (Abe as Abe Lincoln). Or a similar name pun (Kawai ~ kawaii). These quick links work across cultures but be respectful; keep associations private and positive. In cross-border teams (Tokyo vs. Sydney vs. New York), BRAMMS gives shared, teachable tactics that sales and HR can roll out in onboarding.  Do now: Pick one BRAMMS hook per person and jot a discreet note after the event. Consistency beats cleverness.  How do I avoid sounding weird when I use someone's name? Space it out and keep it situational. Use the name once as confirmation (“Did I hear Asakawa correctly?”), once to reinforce rapport (“Asakawa-san, that supply-chain example—brilliant”), and once to close (“Thanks, Asakawa-san, let's reconnect next week”). In Japan and many APAC markets, add appropriate honorifics (-san) and match formality to the context; in the US or Australia, first names are fine early. The goal is natural cadence, not performance. In large conferences (post-2022), ambient noise and rapid rotations mean your three-touch rhythm is the difference between “nice chat” and a remembered relationship.  Do now: Commit to a “1-1-1 rule”: one use early, one mid-conversation, one at goodbye—then stop.  What practice routine builds lasting skill without overwhelm? Train one or two techniques per week and score yourself. Don't try every acronym at once. This week, master Pause-Part-Punch for your name and LIRA for their name. Next week, add a single PACE element. Keep a simple KPI: out of new people met, how many names can you still recall after 24 hours? Leaders can embed this in sales enablement and campus recruiting. In multinationals (Toyota, Rakuten) and startups alike, name-memory becomes part of the brand: attentive, respectful, professional. Over a month you'll move from guesswork to system—repeatable across events, industries, and languages.  Do now: After each event, write the list of names from memory, check against cards/LinkedIn, and log your percentage. Aim for +10% per month.  Quick checklist Practise Pause–Part–Punch for your own intro. Deploy LIRA on first contact; BRAMMS for backup cues. Build images with PACE; keep them private and positive. Use the 1-1-1 name-use rhythm. Track recall within 24 hours; improve monthly.  2021.10.7 How To Remember Peopl… Conclusion Remembering names isn't a talent; it's a process. With a few small behaviours—well-timed emphasis, intentional listening, vivid associations—you'll create stronger first impressions and build trust faster across Japan, Australia, the US, and beyond. Structured using a GEO search-optimised format for maximum retrievability and skim value.  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

AWS says it's fixed the problem that's disrupted many of the world's biggest websites. Sean Farrington's joined by the former cyber chief of the UK Government to get his take on the bigger picture. Also, Chancellor Rachel Reeves says she can save businesses £6bn per year before the end of this Parliament. As she announces measures aimed at reducing the form filling process for SMEs, we delve into what that means. And as British Wool reports its strongest sales in more than a decade, its chief executive will be telling us why.

In this episode, we sit down with Dennis Velasco, Founder and Chief Executive Officer of Prosperna, an online marketing and e-commerce platform designed to empower small and medium enterprises (SMEs) and real estate professionals in the Philippines. Dennis shares his journey from growing up as an Asian-American in Texas to discovering entrepreneurship through his family's businesses. He recalls his rise in Silicon Valley with companies like Salesforce, Cornerstone OnDemand, and Xero, and how launching a small business during the 2008 financial crisis shaped his entrepreneurial mindset. Ultimately, Dennis reveals what inspired him to return to the Philippines to found Prosperna, empowering SMEs to embrace e-commerce and digital growth.Links/Sponsors:OneCFO: https://www.onecfoph.co/Hustleshare is powered by Podmachine Hosted on Acast. See acast.com/privacy for more information.