Podcasts about Sop

Podcast Movement 2026 Reflections + Lessons from Two People Who Run Podcast EventsI just got back from Podcast Movement, and a lot of you have been asking whether it was still worth going now that it's under new ownership, in a new location, with a whole new format. Short answer: I'm definitely going back.In this episode I walk through what changed, what I loved, what I'd tweak, and what Tom Webster's data says about where podcasting really stands. Then I sit down with two guys who have actually done it, Marc Ronick of Empowered Podcasting and Dr. Brad Miller of Pod Indy, to get the behind-the-scenes story of running a podcast event. If you've ever had that little voice in your head saying "maybe I should start my own meetup or conference," this one is for you.Podcast Movement 2026: Was It Worth It?I went down the list, old Podcast Movement versus new.The hotel and the cost. It used to be at Gaylord hotels, which run $1,000 a night, where the burgers are $30 apiece and you never leave the building. This year was BYOH: bring your own hotel. I stayed two nights at a Holiday Inn Express for $400 a night. Still pricey, but nowhere near the Gaylord. Tickets were also much cheaper because they weren't paying for that hotel arrangement. Point to the new Podcast Movement.The venue. Picture a small theater (think House of Blues) that had a baby with a cruise ship: three floors, and you can look down at the main stage from the top. The rooms were narrower, so the back row was farther from the stage than I was used to. I also learned I need new glasses, because the giant screen was split in two and I couldn't read the slides. Sessions ran with silent-disco-style headphones: turn the dial to yellow or green and you hear that stage. The strange part is that people talk while someone is presenting a few feet away. It went against everything in my body, but it works, and I could network the whole time. My one suggestion: turn on the house lights during networking breaks. When you have 40 minutes to meet people and can't see who's in the room, it's a problem (unless it's Rob Greenley, who is six foot six inches).Networking and the parties. PodPage hosted a small meetup, and I walked over to the Buzzsprout meetup too. Both were places where you could actually talk, with no blaring music. I've talked to Dan Franks, who helps plan Podcast Movement, and he says they tell every sponsor that people want to talk, not have their ears bleed. Nice to see it work.New York City. I'll miss Dallas and Chicago, but it's supposedly staying in New York to make it easier for international attendees. The food was a win, and I never felt unsafe walking around Hell's Kitchen. I ate at Cubbies and at McGee's, which I didn't realize until halfway through is tied to How I Met Your Mother.A smarter schedule. Monday and Tuesday were geared toward the business and advertising side, and Thursday and Friday were for indie podcasters. That means indie folks can save on the hotel bill.The talks are going online. They're putting the presentations on the Podcast Movement YouTube channel for free. I'm looking forward to catching the ones I missed, including Lou Mangiello and Rob Walch's talk about video.What I Learned from Tom WebsterIf you only see one talk at a conference, make it Tom Webster's. Here's what stuck with me:Podcasting has gone flat. It used to grow at least 3 to 5% a year, occasionally 7%. This past year it barely moved. It's still growing, but by a very small amount.Where people listen. In a survey of roughly 5,000 podcast consumers, the top three places were YouTube, Spotify, and Netflix. Not Apple, Pocket Casts, or Overcast.Where I disagree. YouTube and Spotify are open to anyone, so I get why people call them podcasts. Netflix isn't open. They have to choose you, and there's no RSS feed. For me, a podcast is an RSS feed with audio or video in it.Tom's Walmart analogy. Look at the CD section: a tiny collection of only the biggest hits (Back in Black, Rumors), nothing like a dedicated record store. His suggestion was that we should promote podcast-specific apps. My favorite is Pocket Casts: it plays audio and video, it has bookmarks (that's how I grab the clips I play on the show), and it has a web version.Podcast Standards Project: PodRoll Is ComingI sat in on my first Podcast Standards Project meeting. PodRoll, from the Podcasting 2.0 spec, is the modern version of a blogroll: a list of shows you personally recommend, living in your feed. Because feeds are public, anyone can see who's recommended most. That's human recommendations, not an algorithm you try to trick. Ask your media host if they support it (if not move ton one that does). The group is also looking at adding location, so you could find podcasts in your area.Video: Do You Have To?Some people insist you have to do video. Others said not only do you not have to, but the shows that added it didn't see much benefit beyond more work, cost, and time. In Apple's video spotlight, the shows featured were already big. I'm looking forward to Rob Walch's full presentation, because that's exactly the kind of "what's working and what's not" you go to a conference to learn.Small Events vs. Big OnesPodcast Movement had probably over 1,000 people. Empowered Podcasting had a little over 100 (about 150 this year), and Pod Indy will land somewhere between 50 and 100. Podfest usually draws a couple thousand. My favorite kind of event is single-track: everyone hears the same content, so when you step into the hallway you all have something to talk about.Interview: Running a Podcast Event with Marc Ronick and Dr. Brad MillerWhy they started. Brad spent 43 years as a pastor and was a Christian concert promoter, so he'd seen the power of live events. After connecting with his local podcasting group in Indianapolis, he launched Pod Indy in 2023 (I keynoted the first one), and the fourth is coming up. Mark had been podcasting as long as I have, and didn't step into a conference until about five years ago. He felt a little out of place at the big ones, so he built a place where he'd feel comfortable.Small is a feature. Mark went in wanting Empowered Podcasting to become the next Podcast Movement. After the first one (2024, under 100 people) he noticed magic in a smaller, more intimate room, where people were learning from each other outside the sessions. He'd cap it around 200. Brad goes deep on one track, one day.The biggest surprises:You can't do it alone. Mark thought he could run it almost by himself. He carried the financial and emotional load, burned out after year two, and nearly canceled three times. Jason and Rich stepped in to save it, and he made them business partners.Ticket sales come late. In Mark's second year, only about 20 tickets sold before the final month. Brad says two-thirds of tickets arrive in the last month. This year's sales were smoother for both, and both say credibility builds over time.Bring enough lead time. Brad's first event had only three months, and he bit off more than he could chew. He also lost money using a business center, so he moved it to his church, where he has a studio, and kept it to one day with no hotel block.Hotel blocks. If you don't fill the rooms, you pay anyway. Mark's went fine this year because speakers and a good share of attendees needed rooms.Money, honestly. Brad started by deciding what he could afford to lose (he did lose some the first year, and calls it an investment). Mark admits he wasn't careful with money in the first two years and took on some debt. Both credit their wives, Debbie and Amy, for keeping them grounded and for believing in the vision.Advice if you're thinking about it:Mark: Be okay with however many people show up. Start with a few who believe in your message. If they have a good experience, they come back and become your advocates.Brad: Build transformative relationships one on one, then a few together. Have coffee or lunch with someone, or start online, before deciding whether to do a formal event.Both: Virtual is great, but nothing replaces being around like-minded people in person.Choosing speakers. Mark's pet peeve is speaker submissions that are obviously written entirely by AI: "I love using AI, but that's a lazy move, and I don't know that I want a lazy speaker on one of my stages." (My favorite line on this: if you can't take the time to write it, produce it, or record it, why should I take the time to consume it?) Brad recruits speakers through personal relationships instead of an application process. Themes so far: podcasting as a business, AI, and this year taking your podcast (and your life) to the next level with keynote speaker Cliff Ravenscraft.Pod Indy: November 7, 2026When and where: November 7, 2026, in Whiteland, Indiana (suburban Indianapolis), 9 a.m. to 4 p.m.Tickets: $37 in person, $27 live stream.Discount: use code SOP for $5 off.On the lineup: Cliff Ravenscraft (keynote), John Lee Dumas (video), Craig on AI, and me.My TakeawayIf you try to start with 1,000 people, you'll burn...

Five years ago you could hire a PPC manager for bids, budgets, keywords, campaign types and structure, and that was the whole job. Today Mike argues that a good Amazon PPC marketer is just a good Amazon marketer, and the job now reaches into what used to be somebody else's problem entirely: fees, refunds, logistics, and the one he thinks is most underrated, stock.This is the case for letting your marketing team into your inventory data, and it starts with a client who flatly did not believe it mattered. Conversion rate is a product page problem and a PPC problem, they said. So Olena on the Ad Badger team built the chart that settled it - unit session percentage plotted against warehouse balance - and the split was uncomfortable. Above one threshold the numbers held. Below it they didn't. Sales, conversion rate, Buy Box. Not out of stock. Just low.That sent Mike into inventory distortion - the combined financial drain of overstocking and stocking out, estimated to cost global retail 10 to 30% of total sales volume, and almost never mentioned alongside ACoS. He breaks the damage into four buckets: lost revenue that doesn't happen evenly (half a million Buy Box checks found roughly one in three products has at least one location with a suppressed Buy Box), rank decay, the PPC tax you pay while competitors take cheaper clicks, and capital locked up in overstock.Then the SOP. Three reports - advertised products, FBA inventory health, and detailed page sales and traffic by ASIN - dropped into Claude with a prompt, and you have a dashboard. Mike walks an anonymized $400K a month account where roughly 30% of the catalog was fully out of stock and a couple of SKUs sat on over 1,000 days of supply. Plus the one nobody automates: nothing tells you when a product comes back in stock, which is exactly when you want the ads switched back on.We'll see you in The PPC Den!

This time I sit down with Zack Harrison, founder of Ascension Training and Consulting, and the conversation goes exactly where you'd hope: deep, honest, and unfiltered. Zack's name had been popping up for years across ranges and in conversations with law enforcement officers, always attached to the same kind of feedback. This guy cares. He slows down and makes sure you understand the why.Zack walks through the whole arc: growing up, the call of service after 9/11, navigating the 18 X-ray pipeline into Special Forces, deploying to Afghanistan in the early years of the war, and then making the gut-wrenching decision to step away after a decade in. The transition wasn't clean. There were real and unexpected challenges and no plan waiting on the other side. What came out of it was a training company built on the same principles that made him effective in uniform: know your curriculum cold, show up prepared, and never let a student leave without understanding the why behind everything.The back half of this episode is where it gets really good. We dig into the real friction points in law enforcement training culture: the failure to share lessons learned across agencies, the emotional attachment to tactics that blocks honest evaluation, the cop out of 'we can't do what you guys did,' and the uncomfortable truth that commitment, not resources, is often the actual limiting factor. We talk about what separates the people that elevate themselves with from the ones who stay exactly the same year after year, and why piecemealing instructors works for shooting but absolutely does not work for tactics.This is one of those Iron Sights conversations that earns a second listen. Whether you are in law enforcement, transitioning out of the military, or just trying to understand what serious training culture actually looks like, Zack Harrison is exactly the kind of practitioner this show exists to put in front of you.In this episode:• The 18 X-ray pipeline explained.• Why Ascension's curriculum starts with a diagnostic on day one.• The cop out of 'we can't do what you guys did': Zack argues this is usually a protection mechanism for an underlying skills gap, not a genuine policy concern.• One battle drill, not two speeds: Ascension training philosophy and methodology.• Why piecemealing tactics instructors backfires: Zack contrasts a team he has worked with for five years against teams that swap companies every time leadership changes, and explains why continuity of instruction builds SOP integrity that a rotating cast of trainers cannot• Commitment as the real variable: the officers who are genuinely capable all made personal sacrifices of time and money beyond what their agency provided.• Teaching people how to teach is the missing investment: both agree that a fraction of the budget spent on ammo or equipment, redirected toward instructor development, would produce compounding returns across an entire department's capability• Standards are what make trust possible: shooting standards, PT standards, and tactical standards give teams an objective frame to evaluate themselves honestly rather than defending the baby when it's uglyChapters:0:01 Intro: The Capable Standard teaser2:25 Episode opens: introducing Zack Harrison3:02 How Scott and Zack connected at TTPOA10:40 Ascension Training and Consulting: what they do15:22 Zack's background: Richmond to the 18 X-ray program21:12 Breaking down the 18 X-ray pipeline28:49 Transition out of the Army: the hard truth44:12 Military vs. law enforcement: the 'you can't do what we did' myth57:50 One battle drill: why Ascension teaches one aggressive standard1:13:13 Five years with one team: the case against piecemealing1:30:25 Academy training culture and changing the system from within2:01:40 Ascension's future: West Coast, Texas, and what's nextMentioned:Zack Harrison — Owner and founder of Ascension Training and Consulting, former 18B Green Beret and SMU operator, and the primary guest of this episode.Matt Pranka — Was on the live TTPOA podcast with Scott Howell and fielded questions from the audience alongside Brandon Hernandez.Brandon Hernandez — TTPOA figure who Zack Harrison recognized from the live podcast recording at the TTPOA conference.Kim Pastore — Referenced as 'Kim Pastore from the Jorge Pastore Foundation,' credited alongside TTPOA for the hard work of making the TTPOA conference event happen.Tom Spooner — Described by Zack Harrison as a friend whose quote about drinking reflected Zack's own experience; Tom was also involved in training that helped Zack transition into the private-sector training world.Kyle Lamb — Described by Zack Harrison as 'the godfather of this whole industry,' credited as a pioneer in both gear and firearms training.

At 20, Caleb Owens took over a $525K mitigation department that had bad hires, heavy churn, and stolen equipment. Fifteen months later it was running at $1.5M with 37% profit.Then he left, liquidated his Roth IRA at 23, and started his own company.In this episode, host Clinton James sits down with Caleb Owens, owner of Kern Water Damage Restoration in Bakersfield, California. Caleb is 24, came up through demo and containment work, and is now building AI systems most restoration companies twice his size don't have.You'll walk away with:How he grew a small mitigation department more than 3x in profit in 15 monthsWhy his first AI build wasted four hours on a 20-minute email, and what he changedHow he connects calls, texts, email, and documentation so AI can actually helpHow his system drafts carrier responses overnightWhy most owners let their inbox decide their prioritiesHow he answers the premium-increase objection with real numbersWhy he gives his whole SOP library away for free-----Subscribe to Restoration Pros Unplugged and visit restorationprosunplugged.com-----Running a restoration company and want to get more jobs from your online marketing? Book a free discovery call with Water Restoration Marketing at https://waterrestorationmarketing.com/discovery-call/

The 4 Marketing Buckets Every Private Practice Owner Needs to Know When private practice owners think about marketing, the first thing that usually comes to mind is getting more new patients. But what if more patients aren't actually your biggest constraint? In this episode of the Private Practice Owners Club Podcast, Nathan Shields and Adam Robin take a deeper look at what marketing really means for a physical therapy practice and why thinking beyond physician referrals and paid ads can completely change the way you grow. They break down the four marketing buckets every private practice owner should understand: current patients, past patients, physicians, and the broader community. The conversation goes beyond simply “getting more patients.” They explore how marketing can help you fill a new provider's schedule, launch a new specialty, recruit better team members, build referral relationships, and create consistent lead flow. You'll also hear why simple, consistent action beats complicated marketing strategies and how tracking the right numbers can turn marketing from something you occasionally remember to do into a repeatable system. In this episode, you'll learn:Why “I need more new patients” isn't always the real problemThe 4 buckets of marketing every private practice owner should considerWhy current and past patients are often your cheapest and most reliable marketing channelsHow to use enrollment conversations to generate new opportunitiesHow role-playing can help your team become more comfortable asking for referralsWhy marketing should become an SOP, not a random activityHow volume and consistency create momentum and lead flowHow to identify the key influencers in your communityWhy your ideal patient avatar should determine your marketing strategyHow physicians, chiropractors, trainers, gyms, pastors, and other community leaders can become influencersHow social media can help you reach your ideal patients directlyWhy knowing who you're trying to help makes marketing dramatically easierHow to use simple messaging that actually resonates with patientsWhy consistency and calendaring are critical to successful marketingHow to use video, AI, CRM systems, and social media tools without overcomplicating your strategyWhat to do when hospital systems control a large portion of physician referralsWhy private practices need to pivot instead of making excusesHow developing marketing skills can help with recruiting, launching programs, and growing new locationsWhy the owner's ability to learn, adapt, and develop new skills is critical for long-term growth The biggest takeaway? Marketing doesn't have to be complicated. Know who you want to help. Know where they are. Start conversations. Create value. Show up consistently. Track what works—and keep doing it. Because when the market changes, those who know how to pivot will survive. Learn more about the Private Practice Owners ClubBuild a practice with more profit, freedom, and purpose without relying on one single source of referrals. Love the show? Subscribe, rate, review, and share the Private Practice Owners Club Podcast! #PrivatePractice #PhysicalTherapy #PracticeManagement #HealthcareMarketing #PhysicalTherapist #PrivatePracticeOwner #PTBusiness #MedicalMarketingWant to talk about how we can help you with your PT business, or have a question you want to ask? Book a call with Nathan - https://calendly.com/ptoclub/discoverycallLove the show? Subscribe, rate, review, and share! https://ptoclub.com/

You do not have to choose between a successful practice and a life that feels good to live. In this special episode, Dr. Tarryn MacCarthy welcomes back Dr. Eric Block for an honest conversation about dental burnout, perfectionism, people-pleasing, and the quiet pressure to keep pushing when something in your practice or life needs attention. Dr. Block shares a practical, compassionate perspective on building mental wellness, stronger leadership, and systems that reduce stress for dentists and their teams. You will hear why small, intentional changes can create more freedom, confidence, and enjoyment in a demanding career. Choose the change that gives you back your life.Dr. Eric Block, DMD, CAGS, FICOI, FICD, FAADS, FIADFE, is a full-time practicing dentist, author, speaker, podcaster, and entrepreneur committed to helping dental professionals build more sustainable careers. Based in Acton, Massachusetts, he is the creator of The Stress-Free Dentist brand and host of The Stress-Free Dentist Show. Dr. Block is also the co-founder of the International Academy of Dental Life Coaches and Flomo, a workflow and SOP platform designed to help dental practices train teams, protect institutional knowledge, and run more smoothly. Through his books, education, and advocacy, he brings a practical voice to the conversation around professional well-being in dentistry.Show notes:(3:34) From dental burnout to meaningful change(7:56) Taking action to shift negative patterns(10:33) Breaking free from dentistry's negativity cycle(12:18) Why dentists keep pushing through pain(17:36) Building skills and enjoying dentistry again(21:17) The three T's that renew practice(23:23) A self-alignment framework to help dentists and healthcare professionals to reconnect with themselves beyond burnout and outside expectations. https://truetomemethod.com/(26:15) Flomo creates calmer, more efficient practices(31:59) Systems reduce staff turnover stress(36:49) Leadership, vulnerability, and self-comparison(40:04) OutroConnect with Dr. Eric Block:Website: https://useflomo.com/ Email: ericmblock@gmail.com LinkedIn: https://www.linkedin.com/in/ericblockdmd/_______________________IMPORTANT LINKS:Empower Her Retreat:Dates: October 1–4, 2026Location: Taos, New MexicoWebsite: empowerherretreat.orgRadical Happiness for Women Dentists - https://thebizofhappiness.com/radicalhappiness/Connect with Dr. MacCarthy:Email: tarryn@drtarrynmaccarthy.comBook a call with Tarryn:https://api.leadconnectorhq.com/widget/bookings/happiness-and-prosperity-strategy-callUnlock your inner peace and reclaim joy in your profession with the Nervous System Regulation For Dentists Course: https://www.thebizofhappiness.com/calmPlease join my Facebook group, Business Of Happiness Hive, so we can all take this journey to find fulfillment and happiness together. Click here: https://www.facebook.com/groups/2047152905700283Where to find me:Website: www.thebizofhappiness.comFacebook: facebook.com/thebusinessofhappinessIG: @thebizofhappinessIt would mean the world to me if you subscribe, leave a review, and share this podcast with your friends, co-workers, and families. This will help the trajectory of this podcast and allow others who are seeking true happiness to find the podcast.

We built a working AI agent in 5 minutes. Not a demo. Not a prototype. A live agent managing my inbox. I sat down with Akshhat at the Kore.ai office in Hyderabad, and one thing became very clear. The prototyping era is over. Organizations in healthcare and banking, some of the most regulated industries on the planet, are now deploying 50 to 100+ agents to run complex, real-world workflows. This is production, not experimentation.But here is what surprised me most. You do not need to be a massive enterprise to do this.As a content creator, my biggest bottleneck is a flooded inbox. So Akshhat challenged me to build an Inbox Assistant Agent on the new Kore.ai Agent Platform, the Artemis edition. Here is how we did it in 5 minutes with zero code:- We started with Arch, the AI agent architect. Plain natural language commands. No coding.- We uploaded my existing SOP document directly into the chat. The platform ingested it, broke down the requirements, and structured the architecture on its own.- It designed a multi-agent topology. An Inbox Agent to read and draft responses. A Reviewer Agent to enforce quality control before anything goes out.- Governance was built in from the start. Deterministic guidelines and custom guardrails keep the agents from hallucinating or going off-script.- Before deployment, the platform automatically ran 100 test conversations to benchmark safety, accuracy, and responsiveness. Evaluation first, deployment second.- We connected my Gmail securely in seconds. The agent went live in the background.This is why analysts are paying attention. Kore.ai was just named a Leader in the 2026 Gartner Magic Quadrant for Conversational AI Platforms and a Leader in The Forrester Wave for Conversational AI. Very few vendors hold both.The paradigm has shifted. We are moving from test-driven development to autonomous execution with human escalation built in.If you can write out your business process, you can build an agent to run it. That is the takeaway.Thank you Akshhat and the Kore.ai team for the walkthrough.Are you integrating agentic workflows into your daily operations yet? Let's discuss in the comments.#aiagents #agenticai #koreai #enterpriseai #conversationalai #generativeai #dataandai #theravitshow

Hiring, employee performance, SOPs, delegation, and scaling are some of the biggest challenges facing pest control business owners.In this episode of the Bug Bux Podcast, Allan Draper sits down with Seth Watson, founder of Focus Virtual Assistants and co-owner of Arete Pest Control, to talk about how pest control owners can build better teams and create systems that make growth easier.Seth shares his approach to hiring and evaluating employees, why good people attract good people, how to define what success looks like for each role, and how to build processes that employees can actually follow.The conversation also covers virtual assistants, administrative support, accounts receivable, specialized hires, SOP creation, scorecards, and the importance of taking work off the owner's plate.Whether you're just starting your pest control company or you're already scaling, this episode is packed with practical ideas you can put into action.

900 people. Two floors. One question I kept asking everyone at Kore.ai's Hyderabad office: what happens when the AI is wrong. The answer I got back, again and again, is why I think this company is built differently. Most companies bolt AI features onto old infrastructure. Kore.ai didn't. Santhosh Kumar Myadam, who has been there 9 years, told me they rebuilt the entire stack from scratch to stay model ready. Product owners get an AI architect. Developers stay inside their own coding tools using MCP. CXOs get one screen to see every agent running across the company.Sriharsha Nalluri showed me Arch, their AI co-pilot for building agents. You can describe what you want in plain English, or hand it an SOP document and let it work from that. It runs its own testing loops. Simple workflows hit 90% production readiness in 10 to 20 minutes. I built one myself. It was easier than I expected.Prathyusha G. and Spandana Kodali walked me through the harder problem: getting AI to work in regulated industries. Their answer is what they call governed autonomy. A reasoning engine handles the thinking. A separate deterministic engine enforces the rules. That combination is what convinces banks and hospitals to trust AI with real decisions.Girish Ahankari talked about what actually breaks agent projects at scale: prompt chains that grow to 400 lines and become impossible to audit. Their blueprint language compresses that down to 50 lines anyone can read. Built in PII redaction and bias checks come standard. Deployment timelines drop from months to weeks.Abhijit Mhetre summed up why the company has lasted. 12 years in this space, named a Leader in the Gartner Magic Quadrant four times running.The lesson from this visit: the companies winning in agentic AI aren't the ones with the most features. They're the ones who rebuilt their foundation early enough to keep up.#data #ai #enterpriseai #agenticai #generativeai #aiorchestration #koreai #theravitshow

This is a live recording from Localist Lab, the in-person version of The Localist, where specialists come in to talk to small business owners about the work everyone's trying to figure out. This month Carrie Rollwagen was the speaker, talking about the thing that finally made AI click for her: using AI well isn't a tech skill, it's a management skill. Anyone who has trained an intern, written an SOP, or told somebody how to cover their desk while they were out already has most of what they need. The session walks through how to build an AI skill start to finish, first using Infomedia's new hire Emery as the comparison and then using the podcast as the working example. It covers the 70-30 rule for deciding what to hand off, why a skill is really just a standard operating procedure written in plain English, why the context window works like a meeting whiteboard, and the eight things a good set of instructions has to include. Carrie also shows the skills she actually uses to make The Localist: a researcher, an interview writer, a title writer, a social media writer, and a strategic advisor skill that the others pull from. There's also a story about an espresso machine named Richard that will convince you to read your AI's research before you sit down at a microphone. Then the audience asks questions on whether skills are just fancy form letters, whether you need to pay for an AI account, and what actually happens to your data once you put it into a chatbot.  If AI still feels overwhelming, or if you've built a skill and it keeps handing you mediocre work, this session gives you a real process for fixing it. Watch the Full Episode on YouTube   _______________________________________   Mentioned in This Episode Infomedia Uptick Marketing Tempo Websites Caravan (AI training) Infomedia AI training and upcoming events 1Password LastPass Trattoria ZaZa "The AI Daily Brief" podcast "The Localist" book by Carrie Rollwagen Laine White on local influencer marketing (next Localist Lab speaker) Saturn in Avondale   About the Speaker Carrie Rollwagen is Senior Vice President of Strategic Planning at Infomedia and the host of The Localist. She is a former bookstore owner, a career writer, and the author of "The Localist: Think Independent, Buy Local, and Reclaim the American Dream." carrierollwagen.com Carrie on Instagram Carrie on LinkedIn   Thanks to Our Sponsor, Infomedia The Localist is sponsored by Infomedia. They are a Birmingham-based web and digital marketing company. They help small businesses grow online. Contact Infomedia   Join Us at Localist Lab Localist Lab is a free event series for small business owners. It meets on the third Thursday of most months at Saturn in Avondale. Free tacos and coffee too. See upcoming events and register   Subscribe to Carrie's Newsletter Want more small business tips from Carrie? Sign up for her newsletter. Sign up here  

For all the doom and gloom in the world surrounding GenAI, there are glimmers of hope. Ritu Java, CEO of PPC Ninja, is one of those glimmers. She joins us on this episode of The Longer Game to talk about how she's leveraging GenAI and creating superpowered teams, not replacing people. Amazon is complex. And the ability to synthesize and then analyze data takes a lot of time. GenAI has allowed her to cut that time down significantly and focus more on creating solutions. It's not just the time to create solutions. It's the quality of the outputs that are significantly better. While GenAI will certainly take some jobs away, she sees this as an exciting time for technology and advances of what us humans are able to do. Grab a splash of positivity and get ready to look into the future.What they cover:1. We live in an exciting era, where an individual's quality has improved dramatically, giving them a super power. 2. The speed at which change is happening makes it a much different day and age than previous tech advancements like the Industrial and Internet Revolutions.3. The process is greater than an SOP. SOPs can limit creativity and create monotony. 4. Anticipating certain kinds of anomaly detection is difficult because it's very hard, if not impossible, to predict something that's never happened before.5. Intent based shopping goes even deeper than getting what you want. 6. We're moving away from an era of keyword only shopping and driving the direction of "ranking" with demographics, i.e. showing up as the most relevant product for a specific group. The Longer Game explores the future of retail across Amazon, ecommerce, and brick-and-mortar.The goal is simple: help brands grow by understanding how all channels work together.Retail is evolving. The brands that win are the ones willing to adapt.Subscribe to stay updated on new episodes.Learn more: https://thelongergame.comAbout the Guest:Ritu Java is the founder of PPC Ninja, a Advertising and Creative Services agency for the AI era helping brands scale with omni-channel advertising and AI-ready content. She's an award winning speaker and keynote speaker, spoken at over 200 industry events, including Amazon Accelerate, Billion Dollar Seller Summit and Prosper Show.Connect with Ritu:LinkedIn: https://www.linkedin.com/in/ritujava/Website: https://www.ppcninja.com/Instagram: https://www.instagram.com/ppcninja/About the Host:Michael Maher is Chief Idea Officer of Cartology, an Amazon-focused agency helping brands grow revenue and profitability.Connect with Michael:LinkedIn: https://www.linkedin.com/in/immichaelmaherEmail: michael@thinkcartology.comSponsored by Cartologyhttps://thinkcartology.com

Kematian orang utan bernama Sempurna di Ketapang menjadi sinyal bahaya: karhutla tak hanya mengancam manusia, tapi juga membunuh satwa yang dilindungi. Dalam episode kali ini, kita membahas dorongan DPR untuk pembuatan SOP khusus perlindungan satwa serta apa saja yang perlu dibenahi dari penanganan karhutla selama ini. Dengarkan selengkapnya Talk Kami Bersama Ketua Jaringan Satwa Indonesia (JSI) , Jakarta Animal Aid Network (JAAN), Benvika

Top 10 AI Prompts for Restaurants Most operators treat AI like a vending machine. Type a question, take whatever falls out. This episode argues the opposite. Dave, Brian, and Anthony make the case that AI is a brain you train like a new hire, not a search bar you poke once. Feed it context, correct it, be patient with it, and it starts to sound like you and think like your operation. Appropriate use makes you look like a genius. Lazy use makes you look like a dumbass. The payoff is a rapid-fire set of prompts you can steal and run this week, from turning a rambling voice memo into clean menu copy to roleplaying a guest complaint before your manager ever faces one live. The bigger idea underneath it all: don't chase saved time for its own sake. Use the time AI gives back to elevate your game. The 10 prompts: 1. Turn a rambling voice memo of this week's specials into a clean menu description. 2. Write three social captions for tonight's event in our voice: casual, local, not corporate. 3. Draft a calm reply to this one-star review that de-escalates without groveling. 4. Build a prep checklist for a new line cook's first Friday night. 5. Give me five specials I can run this week using the ingredients I'm overstocked on. 6. Write a job post for a server that filters for hospitality attitude over experience. 7. Turn our opening and closing routine into a printable SOP a 17-year-old could follow. 8. Draft a re-engagement text to regulars I haven't seen in 30 days, warm and not desperate. 9. Summarize this vendor contract and flag anything that locks me in or auto-renews. 10. Roleplay a tough guest complaint so I can practice how my manager should handle it. Also covered: building projects and workflows so AI runs the same task the same way every time, a near-free Power BI dashboard pulling point of sale and payroll data for daily reporting, an overnight review-monitoring routine across Google and other sites, and why experienced operators are the ones best positioned to catch a bad AI answer. A note on browser automation: the hosts discuss letting AI operate inside a Chrome tab, including clicking through screens and logging into accounts on your behalf. Handle this with care. Granting an AI access to your logins and systems carries real security risk. Use it at your own discretion, keep your credentials protected, and understand what you are authorizing before you turn it loose. Tools mentioned: Claude, ChatGPT, and Microsoft Power BI. Tell us your favorite prompts and how you're using AI in your restaurant. Follow us and send feedback at restauranttopia.com, and subscribe wherever you listen. Featuring Dave Ross, Brian Seitz, and Chef Anthony Hamilton. Learn more about your ad choices. Visit megaphone.fm/adchoices

Today Mike is joined by Dan Head of AMZ Elite, a full-service Amazon consultancy with 20 years of experience, to talk about the thing every AI-curious seller keeps circling: how to stop asking generic AI generic questions.The premise is simple. AI knows a lot about things you don't, but the best operators in any field will laugh at its default advice. The fix is a "second brain" a private, company-specific store of your SOPs, your data, and your hard-won corrections that AI can actually read and act on.Dan walks through what he's built: a news digest that reads his inboxes and YouTube transcripts and boils the week down to two or three pages, an Obsidian vault of markdown SOPs, and a Command Center wired to Amazon that produces a daily triage report the one that caught a campaign spending 4x overnight and flagged the portfolios to drop to a $1 budget after a stock-out. Mike covers how Ad Badger vectorizes its own Google Docs so any team member can query an SOP in plain English from Claude, Google Chat, or ClickUp.You'll also hear the single most useful prompt Dan has ever learned, why summaries alone will cost you the details that matter, and the trap to avoid: don't use AI to invent new work, use it to put work someone is already doing into warp speed.We'll see you in The PPC Den!

Send us Fan MailWhat happens when the business you've built looks successful from the outside... but feels completely wrong to live inside?In this episode of The Reinvention Era, I'm joined by the fabulous Jodie Hayward for a conversation that sits right at the intersection of two things we so often treat as completely separate:Who we are and how we operate.Jodie works where identity meets operations, helping ambitious founders and business owners create both the structure to scale and the self-concept to match it.And she knows what happens when those two things fall out of alignment.After building a multi-six-figure business largely through referrals, Jodie realised she'd created what she describes as a “golden cage”. The business looked successful, but it couldn't operate without her, her life had to fit around it, and the freedom she'd originally gone into business to create had disappeared.Eventually, she took the whole thing apart.And what followed became the foundation of the work she now calls Radical Alignment.We talk about what happens when your identity and your business are pulling in different directions, why better systems won't solve an identity problem, and why identity work without the operational structure to support it can simply create another route to burnout.We also get into the ways your identity subtly shows up inside your business: delegation, people pleasing, overcomplication, procrastination, boundaries, visibility, the need for validation and that lovely little habit of convincing yourself you need another system, SOP or bit of preparation before you're finally allowed to bloody move!Jodie talks brilliantly about the fear underneath so much of this, particularly the fear of being judged for succeeding differently, and shares one of my favourite lines from the whole conversation:“Failure is foreplay for freedom.”YES.We also talk about why so many founders accidentally create a job rather than a business, why constant hustle can feel productive while getting us absolutely nowhere, and what freedom in business actually means when it's not simply about buggering off and doing whatever you want all day.And, unsurprisingly, we end up somewhere I'm deeply passionate about too:There comes a point where understanding why you are the way you are isn't enough.At some point, you have to stop endlessly looking backwards, make a decision about who you're going to be and take the action that gives you evidence of that identity.Which feels particularly appropriate because, as this episode lands, Jodie and I are together in London continuing this conversation live on stage at Be You Now.In this episode, we talk about identity, operations, Radical Alignment, self-trust, fear of judgement, people pleasing, business structure, freedom, evidence, evolution and what it really takes to build a business that actually fits the person running it.If you've ever looked at your business and thought, I've built this thing... but I'm not sure I actually want to live inside it, this conversation is for you.Find JodieJodie would genuinely love to hear from you, so please go and say hello on Instagram. As she says in the episode, she's a real human and she's the one who'll actually reply

Brad Leavitt is finishing his own house, past his original move-in date, and has never felt more empathy for his clients in his life. He and Mark cover the SOP gaps that keep showing up project after project, why ghosting in real estate is somehow legal and completely maddening, and what it actually costs when a spec home sits longer than expected. Also: scorpions versus mosquitoes, and Minnesota wins. Support the show - https://www.curiousbuilderpodcast.com/shop See our upcoming live events - https://www.curiousbuilderpodcast.com/events The host of the Curious Builder Podcast is Mark D. Williams, the founder of Mark D. Williams Custom Homes Inc. They are an award-winning Twin Cities-based home builder, creating quality custom homes and remodels — one-of-a-kind dream homes of all styles and scopes. Whether you're looking to reimagine your current space or start fresh with a new construction, we build homes that reflect how you live your everyday life. Sponsors for the Episode:  Pella Website: https://www.pella.com/ppc/professionals/why-wood/  Olive and Vine Socials Website- https://oliveandvinesocials.com/ RealWoodFloors Website: https://realwoodfloors.com/ Where to find the Guest:  Website: https://www.aftconstruction.com/ Instagram: http://instagram.com/aft_construction/ YouTube: https://www.youtube.com/@aft_construction Where to find the Host:  Website - https://www.mdwilliamshomes.com/  Podcast Website - https://www.curiousbuilderpodcast.com Instagram - https://www.instagram.com/markdwilliams_customhomes/  Facebook - https://www.facebook.com/MarkDWilliamsCustomHomesInc/  LinkedIn - https://www.linkedin.com/in/mark-williams-968a3420/  Houzz - https://www.houzz.com/pro/markdwilliamscustomhomes/mark-d-williams-custom-homes-inc

Consistency is key in manufacturing, and that's where properly crafted SOPs earn their keep. When you do the same thing the same way, you get predictable results. When results drift, an SOP gives you a baseline for troubleshooting. After writing hundreds of SOPs over a 36+ year career in manufacturing, here's what I've learned. You can learn more in this episode or read about it on our blog For more information about the MRPeasy software, visit our website: mrpeasy.com

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It's where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what's next takes shape.   Register now and save up to 30% at IAAPA.org/IAAPAExpo. Guest experience is often introduced during orientation, reinforced through a training session, and documented somewhere in an SOP or handbook. The challenge is what happens after that. If the standard is not consistently reinforced, coached, recognized, and refreshed, it can quickly become disconnected from daily operations. Building guest experience into an operating system creates a continuous cycle that keeps the standard active while allowing it to evolve as the organization improves. In this minisode, Matt and Josh talk about treating guest experience as an operating system that lives within the daily rhythm of the organization. Guest experience should live in the operation “Guest experience is not simply a standard, not simply a training initiative, and it certainly is not a one-time event.” A guest experience standard provides an important foundation, but the standard needs a system around it to remain relevant. That begins before or on an employee's first day and continues throughout their entire experience with the organization. Rather than treating guest experience as a standalone initiative or department, it becomes part of how employees are selected, trained, coached, recognized, and developed. The standard must translate to the job “They're both personalizing the experience, but they're being done in a very different way.” A consistent guest experience does not mean every employee delivers it identically. Personalization at admissions might include learning and using a guest's name, while a ride operator may have only seconds to notice a shirt, team logo, or other conversation starter. The same standard can look different across roles while remaining anchored to the same expectation. On-the-job training creates the bridge between understanding the standard and knowing how to demonstrate it within a specific position. Reinforcement keeps the standard alive “Are they seen as micro training sessions?” Guest experience cannot rely on everything being taught during orientation. Daily shift meetings, one-on-one conversations, and spot coaching create opportunities for continuous reinforcement. Instead of using every pre-shift meeting exclusively for operational updates, leaders can ask about recent wow moments, guest complaints, or feedback employees have heard. Those conversations turn everyday experiences into training content and continually reconnect the team to the standards they learned on day one. Recognition strengthens the system “You must prioritize recognition over reward.” When employees demonstrate the guest experience standard, recognizing the behavior helps reinforce what the organization wants repeated. Recognition does not need to be transactional or dependent on prizes and gift cards. Genuine appreciation can show employees that leaders notice how the standard is being delivered. Combined with coaching and reinforcement, recognition helps move guest experience beyond a training initiative and into the everyday culture of the organization. Your operating system needs updates “It literally is refreshing the operating system.” Standards should evolve as the organization improves. A handbook that accurately described exceptional service two years ago may no longer represent what the team is capable of delivering today. Periodically reviewing and raising the standard creates a cycle of continuous improvement. Day one leads to on-the-job training, reinforcement and recognition, followed by refreshing the standard and beginning the cycle again. Each pass through the cycle creates greater alignment and momentum. Consistency does not require scripting “The message was consistent, but the delivery was very personal.” A strong operating system creates consistency without eliminating personality. Team members across different departments can deliver the same underlying standard in ways that fit their roles and interactions. A parting pleasantry, for example, may sound different at a ride exit than at the park exit, but both reinforce the same expectation. Guests experience a cohesive standard even when every interaction feels natural and personal.   Guest experience already exists in every organization. The opportunity is to become more intentional about how it operates every day and how it continues to improve. How are you building guest experience into your daily operating rhythm? Find AttractionPros on social media or email attractionpros@gmail.com to share what is working in your organization. To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

The Making Of Smile & Co. #2 — Episode SEVEN: Supply Ordering, Storage, and Building the BuzzDr. Ashley Joves and co-host Collin Al-Samarrie sit down in person to break down how supply ordering, storage, and pre-opening marketing looked different the second time around, from Folsom's early over-ordering mistakes to the systems built into Roseville from day one.What You'll Hear in This Episode:Folsom vs. Roseville: Ordering Then and Now Why Ashley's first round of ordering in Folsom followed a rep's list rather than her own procedures, including oral surgery kits she rarely used. How writing down every procedure and every item involved, down to the smallest supply, shaped ordering for Roseville from the start.Upgrading the Basics The jump from Ya Bang Bang high speeds and single-use burs in Folsom to engraved Brasseler bur blocks in Roseville. Why joining the Kois and Synergy buying groups changed the hygiene instrument game, and the switch from PDT scalers to HuFriedy.Centralized Storage vs. Scattered Cabinets Why Folsom ended up with a she-shed for overflow and supplies spread across multiple cabinets, and how Roseville's single centralized supply closet with open shelving and a painter's tape system changed the game. Why open shelving beats hidden cabinets for avoiding expired product.Basecamp vs. the Tag System Ashley and Collin compare two ways to track low supplies, a shared Basecamp task list versus a physical tag system. Collin breaks down why Basecamp won out for her, one centralized login, visibility across both locations, and no more chasing down missing tags.The Supply Budget Formula Ashley breaks down the spreadsheet method from her Net32 blog: keeping lab supplies around 3 to 4% of collections, working backwards from the previous month's numbers, and why that number holds the whole team accountable, not just the back office. Read the full breakdown on Net32.Why Buy-More Deals Aren't Always a Deal The real cost of buy three get two promotions when product sits and expires before it's used. Why Septocaine is the exception and how excess PPE from re-gloving mid-procedure quietly eats into supply costs.Handing Off the Ordering Ashley's approach to finding the right person for supply ordering, documenting the system first, and setting spending checks so the role doesn't fall back on the owner. The maintenance rule for small fixes versus owner approval, and why Sirona chairs are a hard no for DIY.Building the Buzz Before Opening Coming soon signage, neon A-frames, and weekly social media updates during construction. Joining the Roseville chamber, a ribbon cutting, a farmers market appearance, and partnering with a neighboring wedding venue's bridal fair for lead generation.What's Coming Next A first look at the SOP binder Ashley has been building, currently 77 pages and still growing, covering both Folsom and Roseville with front office documentation still to come.Support the showFind Out MoreThank you for listening to The Making Of podcast. If you enjoyed it, please share with anyone you think will gain value from the show by clicking on one of the sharing tabs above.SUBSCRIBE to our NEWSLETTER HEREAlso, please consider leaving an honest review on iTunes. It helps other listeners find the show, and I would be forever grateful.Questions or comments? Feel free to contact us at - themakingofadental@gmail.comFollow us on Instagram or Facebook and improve your dental practice every day!Have you subscribed? Don't miss a single episode!

Introduction What happens to a company that has run two hundred proofs of concept and still cannot point to one that paid for itself? Rafael Broshi says that is roughly where financial services sits after two years of generative AI experimentation, and he does not think the models are the reason. Broshi has an unusual vantage point on this. He built a brand new insurance product, took it to the admitted market, watched it fail to find buyers, and rebuilt his company around the software his team had written to run it. In this episode he walks host Joshua R. Hollander through why demos survive and production launches do not, what has to be written down before a process can be automated at all, and where an AI agent should never be allowed to improvise. Guest Bio Rafael Broshi is co-founder and CEO of Notch, an AI platform for building and deploying agents inside highly regulated industries. He spent nearly ten years in the Israeli military, as did both of his co-founders, and the three of them started Notch about five years ago as something else entirely: a specialty product insuring digital assets including crypto and social media accounts, launched in the admitted market across 47 states with Hartford Steam Boiler. That product did not find a market. The platform the team built to run their own MGA became the company. Notch now deploys agents across customer experience, claims intake, document ingestion, and underwriting workflows for insurers, banks, and asset managers, and is backed by Lightspeed, Jibe Ventures, Munich Re Ventures, and Phoenix. Key Topics -Why a new insurance product is the wrong startup bet - Cyber insurance launched in 1997 and took until roughly 2015 to catch on, and no startup survives an eighteen year runway regardless of how much it raises. -Innovate on distribution, not on the product - Broshi argues that the insurtechs that generated real returns over the past decade changed how insurance was sold rather than inventing new coverage. -What happens between a working POC and a failed launch - Agents are non-deterministic, so they break as knowledge, guardrails, and process complexity scale, and by the time a project reaches that point its trajectory is easy to change. -Why he does not believe in forward deployed engineers - He calls the FDE model system integration under a new name, and asks what happens at use case number two hundred inside a five thousand person carrier. -Why breaking down the process is the part that actually fails - He ties the 75% digital transformation failure rate to the difficulty of mapping a process across departments, and describes AI agents as RPA 7.0 with the same underlying requirement. -Where agents stay probabilistic and where they must not - Empathy in a first notice of loss conversation cannot be scripted, but the order of the fifteen intake questions cannot be left to a model. -The subagent architecture behind auditability - Fifteen to twenty subagents run concurrently in a single conversation, each owning one question, so no action happens without a model that can explain it. -What disqualifies a process entirely - No API access to the data, prediction problems that belong to older machine learning, and any process with no written SOP. Notable Quotes "With Gen AI it's extremely easy to show a demo and to show something working in a POC, but when it reaches production, things go south extremely fast." "Launching a new agent is a business transformation to a specific department. And it's an HR problem as much as it's an IT problem." "The scars that you now carry on your back, those are your only assets that are worthwhile." "Everyone says they're doing AI. Don't choose vendors according to presentations. Always do multi-vendor POCs." Resources Guest: Notch: https://www.notch.cx/ Rafael Broshi on LinkedIn: https://www.linkedin.com/in/rafael-broshi-435a77105/ Notch on LinkedIn: https://www.linkedin.com/company/notchapp/ Host & Organization: Joshua R. Hollander on LinkedIn: https://www.linkedin.com/in/joshuarhollander/ Horton International (USA): https://www.horton-usa.com/ Insurtech Leadership Podcast (LinkedIn Showcase): https://www.linkedin.com/showcase/insurtech-leadership-show Subscribe & Review If you enjoyed this episode, subscribe on your favorite platform and leave a review. The Insurtech Leadership Podcast is available on YouTube, Podbean, Apple Podcasts, and Spotify.

If you run a home service business and want more Google reviews and social proof without filming videos, this framework is for you. In this video, I break down a simple picture-testimonial system — using a yard sign and one line item on your invoice that turns completed jobs into Google reviews and organic social content.Most home service customers are transactional: you fix the problem, they pay, and they move on. There's rarely a natural reason for them to leave a review or post about your business. This video walks through a framework borrowed from real estate and car dealerships the "just closed" sign photo. and shows how to adapt it for HVAC, plumbing, roofing, and junk removal businesses.You'll learn how to create a branded catchphrase yard sign (and how to use Claude or ChatGPT to write it for you), how to add a "marketing fee" line item to your invoices, and how to turn that fee into an incentive that gets customers to hold your sign, post on social, and leave a Google review, all while lowering their bill.This system requires no video production, no expensive equipment, and no awkward review requests. All you need is an iPhone, a yard sign, and a small process change to your job-completion SOP.-Why transactional customers rarely leave reviews on their own-How to build a branded "job complete" yard sign using Claude/ChatGPT-How to structure a marketing fee line item customers can reduce-How to turn one photo into social content, ads, and Google reviews-Why this works especially well for established home service brandsIf you run a home service business, try this on your next completed job and let me know how it goes in the comments. Subscribe for more marketing frameworks for service-based businesses, and check out my channel for more marketing content

You don't have a burnout problem. You have a permission problem. You've been giving yourself permission to feel exhausted, but not permission to find out why. George has taken vacations that didn't fix it. Hired people to take things off his plate and still felt it. And told himself for years that rest would reset him. It didn't. Because rest doesn't fix misalignment. It just gives you a quieter room to spiral in. This is the implementation guide for the two Lacey Newman episodes, distilled into a three-part system you can run this week. Burnout as information. The three lies keeping you from systematizing. And the fear cost audit that Lacey shared that requires nothing but a pen, a piece of paper, and more honesty than most of us are used to. What You'll Learn In This Episode: The one diagnostic question that separates burnout from tired Why burning it all down is almost never the actual prescription The one contained shift that changes everything, without demolishing your business The three lies keeping you from documenting and delegating Why you're not too complex to replace, you're too undocumented to replace Lacey Newman's fear cost audit: pen, paper, and naming what it would actually cost you Why 80% of the change is just acknowledging the fear is there Why "ready" is a lie and what you do instead Key Takeaways: ✔️Burnout is information. Not a death sentence. Not a reason to blow everything up. A signal pointing at misalignment. Get curious with it. ✔️The test: if you go on vacation and come back dreading the return before you even leave, that's not tired. That's a symptom that needs a shift, not a rest. ✔️Make one contained, reversible shift. Not a rebuild. One client stopped working Fridays. Another stopped taking buyers. Both went from wanting to quit to loving their business again. ✔️The three lies: it's too complex to explain; I create a custom experience for every client; what I do is magic and no one else can do it. All three feel true. All three are dangerous. ✔️You're not too complex to replace. You're too undocumented to replace. Those are two very different problems. ✔️Document the process first. Voice memo, screen recording, having someone observe you. Then AI or a human runs it without you in the room. That's how you find out where the magic actually lives. ✔️The fear cost audit: write the goal, then write what getting it would actually cost you. Name every fear. Lacey said 80% of the change is just acknowledgment, the naming does most of the work. ✔️Ready is a lie. You don't work through fear by sitting with it. You work through it by moving through it. Take the hit. Notice you're still standing. Timestamps & Highlights:[00:00] — You don't have a burnout problem. You have a permission problem. [01:55] — The catch-up: Lacey Newman across two conversations [04:30] — Part 1: Burnout as information, the diagnostic and the real prescription [08:00] — The one contained reversible shift that changes everything [12:00] — Part 2: The three lies keeping you from systematizing [17:00] — How to document the undocumentable (without writing an SOP by hand) [22:00] — Part 3: The fear cost audit explained [25:30] — Why 80% of the change is just acknowledging the fear is there [27:00] — Why "ready" is a lie and what Lacey said to do instead [29:00] — How all three parts connect and the one action to take today Your Challenge This Week: Pick one. Just one. Identify your symptom of burnout. Or document one process you've been telling yourself is too complex. Or write one goal on paper and list every fear underneath it. Tell somebody. Make it real. Follow George: @itsgeorgebryant Work with George: The Alliance — Community for entrepreneurs done pretending the symptoms aren't there.  1:1 Coaching — Limited spots. Apply at mindofgeorge.com/coaching-consulting/ Live Retreats — In-person experiences built for the shift you've been avoiding.

Most AI rollouts fail because businesses try to automate everything at once. The fix is to start with one tiny test.Oliver Bruce gives the exact step-by-step playbook for rolling out AI inside a business, testing it without burning budget, and building a system that gets smarter every day.The problem is not the tools. Founders open a blank chat window, type a generic prompt, get a generic answer, waste twenty minutes fixing it, then repeat the same thing tomorrow. AI has zero compounding value without a system around it.Oliver walks through the Tiny Test Framework: find one specific, repeatable, high friction task, map exactly how a human does it today, write a brief with identity, goal and rules, then run AI and human side by side and compare.He then explains the part most businesses skip. When the output fails, you do not fix it manually and move on. You go back to the prompt and add a constraint. That is what turns a tool into a system.The episode closes with a real example from Pinpoint Media, where one twenty-minute recording now produces native content across TikTok, Instagram and YouTube in fifteen minutes instead of three hours.Key topics covered: Why most AI rollouts fail before they start How to find the right friction point to automate first Why you must map the manual process before touching AI What separates a real brief from a wish Running AI and human outputs side by side Building an iteration loop so failures improve the prompt Using Claude Projects to build a compounding knowledge bank Turning a validated test into an SOP anyone can run The difference between using AI as a gimmick and using it as a lever Compressing months of onboarding into days Key takeaway: the goal is not to replace your thinking, it is to scale your execution.Sponsored by Incard. Sign up now. All your finances. One platform. For 2% Cashback for year 1 on Ads, SaaS, Travel and other everyday business expenses. Uncapped. Here's your promo code: UNLOCK2026 https://www.incard.com/?fpr=theunlockMore from Oliver:Instagram: https://www.instagram.com/oliverbrucefounder/ PinPoint Media: https://pinpoint-media.global/ Apple Podcast: https://podcasts.apple.com/gb/podcast/the-unlock-with-oliver-bruce/id1526266908Connect with Oliver: https://www.linkedin.com/in/oliverbruceonline/

Nearly everything written online about September gets the deadline wrong. It isn't working towards September 30th; it is working towards October 3rd - and that gap is where smart founders get caught out. In Chapter 9 of your operating year, Holly translates September's sky into a high-ROI Terms Audit for your business. With three slow-moving planets standing dead still, structural momentum has the handbrake pulled up. You get thirty continuous days of mental clarity, but zero ability to make irreversible public commitments safely. In this monthly strategic briefing (The CEO Compass), you will learn how to navigate September's ground shift from Virgo Earth to Libra Air, map the 4 distinct operational phases, and build the 4 dated deliverables your business operating system needs before Q4. In this episode, we unpack: Phase 1 (The Clean-Up, Sept 1-9): Why Mars square Saturn means your project is under-resourced, not wrong, and how to use the 25-hour void moon to clear capacity bleeds. Phase 2 (The Reset, Sept 10-13): Managing the 5-transit pivot day and setting your Q4 Baseline Ledger on the Virgo New Moon. Phase 3 (The Reality Check, Sept 14-20): Capturing your breakthrough business format idea on Mercury-Uranus, and receiving Saturn's hard time-and-cash quote. Phase 4 (The Ask, Sept 21-30): High-level sales asks on Mercury-Jupiter, forcing a 48-hour pause on Aries Full Moon impulses, and stepping into public leadership with Mars in Leo. RESOURCES & LINKS:

Send us Fan MailRogers Clawson on telecom channels, trust, and building beyond connectivityChris Whitaker sits down with Rogers Clawson, who has worked both the agent and supplier sides of the telecom and technology channel, to unpack how the industry works when it's done well. Rogers also shares why joining Momentum made sense, how managed services and custom network builds are reshaping opportunities, and why the best advisors focus on outcomes instead of products.In this episode:Rogers traces his path from an RCN call center to business services, Cisco certs, network engineering work, and enterprise account management.He shares how an early mentor at Global Communication Networks taught him the agent side of the channel and how that shaped his career.Rogers talks about his military background, including the National Guard, Army service, field artillery, and later time on a sniper team in Afghanistan.Chris and Rogers compare lessons from military service, especially accountability and the mindset of “embrace the suck” when problems hit.They break down the biggest misunderstanding between vendors and trusted advisors: vendors often want direct access, while TAs live on relationships and trust.Rogers explains why every deal is different and why a rinse and repeat SOP approach rarely works across customers, technologies, or sales motions.He shares how his long relationship with Metro Optical, later acquired by Momentum, led to a full-time role after years of already operating like an internal team member.Rogers highlights Momentum's growth into a strong fit for multi-site, rural, international, cloud connectivity, and data center work.They discuss the shift from selling circuits to selling managed services, security, redundancy, and business outcomes.Rogers weighs in on AI's impact on connectivity, especially in data center buildouts, high-capacity transport, and the need for fast, redundant fiber paths.Timestamps: 00:00 - Chris introduces Rogers Clawson and his telecom channel background04:36 - Why college was not the path and how telecom work started05:31 - From billing support to cable modem troubleshooting and business services06:32 - Cisco certs, networking school, and moving into enterprise07:26 - Military background and service in the Army National Guard09:20 - Accountability and the lesson that “I don't know” is never the final answer12:30 - Supplier side versus TA side and where misunderstandings start13:04 - Why vendors and advisors often misread each other's motives14:35 - Every deal is different and why SOPs can fail in the channel16:53 - What made Momentum the right move after years of working together17:53 - How custom solutions and back-office support created trust20:17 - Momentum's sales-driven culture and why that matters21:33 - The opportunity for TAs to expand into managed services23:09 - Why outcomes matter more than products or commission24:31 - Understanding customer business before recommending technology25:13 - Baker mindset versus chef mindset in solution design26:36 - Don't overcomplicate simple deals27:55 - How AI companies are driving network and colo demand28:44 - Why AI data centers care more about capacity than carrier count30:16 - Bandwidth needs are rising, but physical builds matter more than shortages31:31 - Momentum's sweet spot: aggregation, international, and cloud connectivity32:45 - Why hard-to-reach sites and international assets are a major advantage33:43 - Owning local loops and tagging agents to long-term assets35:46 - The ideal agent profile and how Momentum supports both simple and complex deals36:46 - Rogers' favorite work: custom solutions and strategy support37:22 - Final advice: do your homework, build profiles, and use AI as a tool38:22 - Why AI still requires human judgment and explanation Support the showCheck out my website https://thewirelessway.net/ use the contact button to send request and feedback. 

The real payoff for having an SOP is that you can start handing pieces of it off. I built a scheduled Claude skill that checks my Notion podcast planner for episodes marked ready to publish, pulls the video and the MacWhisper transcript out of Google Drive, writes the description and show notes, and uploads everything to RSS.com scheduled for the date I picked. It runs Wednesday overnight so I can review the episodes Thursday morning before they drop. Three things make it reliable: knowing my own process cold, giving it strict instructions for writing and link gathering, and an API that actually works.Resources & LinksGet my full podcast production SOP — streamlined.fm/sopRSS.com — the host for this show; video support and the API behind this automation (affiliate link)Claude — where the scheduled skill runsMacWhisper — watches the folder and transcribes each episode automaticallyNotion — my podcast plannerHave feedback? Send a voice note to the show!

【國城寳實二代】坐擁台南平實公園特區核心，距捷運藍線預定站約250米，集結日本藍瓶咖啡空間設計師芦沢啓治等大師，實現隱身都會的 Urban Villa。25-75坪｜平實公園首排 南北坐向即刻預約： https://fstry.pse.is/9kckvx —— 以上為 Firstory Podcast 廣告 ——

EPISODE 367 - We return to our special guest format and welcome comedy writer Joan Ford! Joan has written for several animated TV shows and is a long-time fan of Archie / Uncle Scrooge / Looney Toons comics.  She has written and drawn very funny comics book in the "funny animal" style, albeit with adult themes: BIG TITTY TRANNY DUCK. It's about a trans duck who trades sex work for cigarettes. The book also features vignettes with BTTD's friends Anarcho-Otter and RageBate Rabbit.  Joan is a trans woman though as her friend we hope the comic is biographical only in terms of being very fun and funny.  We generally ask out guests to pick a comic to discuss. Joan chose PHONOGRAM, Volume 2, Issue 3. This is a comic where introduces a type of magician called Phonomancer - they can use recorded music to perform magic. It's a very dense, niche comment on music tastes and music journalism of the 2000s.  For Loose Screws, Kevin discusses the Children of Time book series, Will discusses the baseball YouTube channel Red Seat Radio, and Joan talks about binging the 1980s TV show Beauty and the Beast. ------- Joan's instagram is @joanhaleyford - https://www.instagram.com/joanhaleyford/ Sop-scribe to support the show and for bonus episodes at https://www.screwitpodcasts.com/ There's link to our free Discord there too! Email us at screwitcomics@gmail.com

She bought a failing dental practice, quadrupled the revenue in year one, and built eight locations that run without her. Dr. Anushka Gaglani, founder and co-CEO of Areo Dental Group, reveals how — and why she calls dentistry what most dentists refuse to call it: sales.Key takeaways:00:00:00 Introduction00:01:46Q: How did Dr. Anushka Gaglani quadruple a dental practice's revenue in one year?A: Dr. Gaglani and her husband bought a struggling practice, reinvested in technology and the space, and quadrupled revenue within 12 months.00:06:58Q: Why does Dr. Anushka Gaglani say dentistry is sales?A: Dr. Gaglani says sales means helping patients understand what they need so they accept treatment, not pushing services for a commission.00:24:11Q: What is the key to building a dental business that runs without the owner?A: Dr. Gaglani says stop being the bottleneck, hire people you trust, place them in the right seats, and accept 80% execution instead of demanding perfection.00:34:58Q: How does a husband-and-wife co-CEO structure work?A: Dr. Gaglani and her husband split responsibilities by strength, giving each equal decision-making power over different parts of the business.00:43:08Q: How do you build a self-reliant dental team?A: Dr. Gaglani will not answer questions already in the SOP, training her team to solve problems independently.Subscribe and share this with a founder building a business that runs without them.

How My Agency Went From 40 Employees to 3 (AI Updates for Agency Owners, Q3 2026) AI won't do your strategy — but it will eat every hour of admin, reporting, and manual work in your agency if you let it. In this solo episode, Jordan Ross (founder of 8 Figure Agency, the first AI consulting and development firm built for agencies) shares what's actually working in marketing agency automation right now — including the inside story of quietly converting an agency in his own portfolio from 40+ employees across the world down to a 3-person AI-native team. You'll learn: - Why systems you build today compound forever — and why the SOP-and-training playbook that ran agencies from 2019–2024 is dead - The exact build process Jordan runs with his engineer: scoping documents, hyperscoped sprints, "golden cases," and the QA loop that turns AI output into a self-sustaining service - Vibe coders vs. 10x engineers — what non-technical founders get wrong about building with AI, and why product management is quietly becoming the highest-income skill an agency owner can develop - The AI SDR that made Jordan rethink his roadmap — and the build-vs-buy question every agency owner should be asking before writing another line of code - The real result: automating admin, reporting, split testing, and data insights saved one ad-agency client 40 hours a week in a single month Chapters 00:00 — There's never been a better time to own an agency 01:56 — The hidden portfolio agency: 40+ employees to 3 03:55 — Doing work vs. building systems (why most founders are stuck on low leverage) 06:04 — Golden cases: how to QA an AI system until it runs without you 08:16 — Why I'm exiting my portfolio (again) — stress, kids, and lifestyle maxing 10:18 — Vibe coders vs. 10x engineers, and the product-manager skill founders need 12:12 — The AI SDR that shattered my brain: build it or buy it? 14:26 — Automating agency admin: the 40-hours-a-week result Links & Resources

What happens when a leader stays incredibly busy but keeps avoiding the work that only they can do? In this episode, we unpack what "lazy leadership" actually looks like and why it has far less to do with how hard we work than with which responsibilities we choose to avoid. We discuss the difference between delegation, rest, hustle, and avoidance, along with the consequences our teams and future selves inherit when difficult decisions are continually delayed. We also explore how our unspoken behaviors teach employees what standards really matter, whether we intend them to or not. Finally, we challenge ourselves to identify the one difficult responsibility that belongs on our plate and deliberately do the hard thing before somebody else inherits the problem. Main topics:  Recognizing selective leadership avoidance Delegation versus avoiding responsibility Modeling standards through actions Protecting teams from burnout Practicing deliberate self leadership Main takeaway:  "The opposite of a lazy leader is not a hustling leader. It's a deliberate one." You can work from sunrise to sunset and still avoid the most important work in your business. Leadership isn't measured by how many visits you complete, emails you answer, or boxes you check. Sometimes the real work is raising the price, writing the SOP, confronting poor performance, reviewing the numbers, or making the decision you've been putting off. And when we avoid those responsibilities, they don't disappear. Someone inherits them—our employees, our family, our clients, or our future selves. Good leadership isn't about doing everything Links: Check out our Starter Packs See all of our discounts!

In this episode, I'm introducing my new book, Brewery Finance Basics, a practical financial handbook designed to help brewery owners and managers build a more profitable, sustainable business. The book brings together 12 essential areas of brewery finance, from understanding your numbers and managing margins to cash flow, budgeting, benchmarks, and financial operating systems.I'll also share lessons from the first chapter: Brewery Financial Standard Operating Procedures. Just as you wouldn't brew beer without a recipe and a process, you shouldn't run the financial side of your brewery without one. Financial SOPs create the consistency, accuracy, and accountability you need to produce reliable numbers, and use those numbers to make better decisions.Key TakeawaysWhy financial systems matter. Great financial management is about creating repeatable processes that produce reliable information and better decisions.The 8 essential financial SOPs every brewery should consider: month-end close, monthly financial review, budgeting and forecasting, cash management, revenue and receivables, purchases and payables, inventory management, and tax reporting.How to build a financial SOP from scratch. Establish the goal, determine how success will be measured, assign one person to own the process, identify the tools involved, and document the specific steps to follow.Turn recurring financial tasks into simple checklists. Define what needs to be done, when it needs to happen, who is responsible, and how completion is documented - especially for critical processes like the month-end close.Start small and build your financial playbook over time. Pick one process—cash management, inventory, or month-end close—and document it. Then move on to the next. Each SOP brings you closer to the consistent, accurate financial information you need to improve profitability and cash flow.Get the Brewery Profit Brief - tips, tactics and strategies to improve cash flow in your business.Today's episode is brought to you by BevCap. At Beer Business Finance, we talk a lot about installing systems that improve profitability and health insurance should be no exception. BevCap helps beverage companies apply the same discipline they use across the rest of the P&L to employee benefits, helping create smarter plans, more visibility into costs, and significant savings over time. To learn more visit BevCapManagement.com. Ready to transform financial results in your beer business? Learn more about the Beer Business Finance Association, a network of owners and managers working together to build more profitable companies. 

A federal construction firm runs standard operating procedures that assign every new contract an owner responsible for starting the submittal register, safety plan, and QC plan before the pre-construction meeting. Frank Spencer of Aztec explains how his team makes leadership, not the individual, accountable when a step falls through the cracks, and how a small firm keeps that discipline without hiring anyone to manage it. What you'll learn in this episode: Why accountability for a missed SOP step belongs to the leader who pushed it down, not the team member How to audit a segment of your process the moment something falls through the cracks instead of running slow full reviews The email and communication matrix that tells the team who must respond and who is only being informed How to cut SOP fluff and narrow focus when a firm realizes it has built too many layers Why a small business stays disciplined on process even when nobody can be hired to own it full time Chapters: 0:00 - How to ensure SOPs actually get used and activated 1:15 - Accountability sits with the leader who pushed the process down 3:34 - Auditing a segment quickly when a step is missed 4:52 - Staying disciplined on touch points before a problem hits 5:51 - Crucial conversations when the SOP is not working 6:33 - Cutting fluff and narrowing focus to fewer layers 8:00 - The email matrix and subject-line rules that reduce confusion 9:00 - Solving the frustration that started the whole system Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

A written SOP is the fastest way to cut down your production time without hiring anyone. I walk through how I build mine: record yourself narrating the entire process, then hand the transcript to a large language model and have it write out the steps one by one. Talking through each step also forces you to justify it, which is how I've caught steps I didn't need anymore and cut them. Once the steps exist on paper, delegating or automating them gets a lot easier.Resources & LinksGet my exact podcast production SOP — streamlined.fm/sopTella — screen recording with automatic transcripts and shareable video (affiliate link)Claude — the large language model I use to turn transcripts into SOPsEcamm Live (affiliate link)Have feedback? Send a voice note to the show!

EPISODE 366 -We finish our coverage of Matt Kindt's first run of Mind MGMT series with a review of the the second arc (issues 7-12). We learn more about The Eraser, and see Meru's soulmate, The Hulk (not that one)! For Loose Screws, we discuss the phone game Sneaky Sasquatch. ------- Sop-scribe to support the show and for bonus episodes at https://www.screwitpodcasts.com/ There's link to our free Discord there too! Email us at screwitcomics@gmail.com

¿Sabías que el tradicional Síndrome de Ovario Poliquístico (SOP) ha pasado a denominarse oficialmente SOMP (Síndrome Ovárico Metabólico Poliendocrino)? Este cambio de término no es solo un detalle médico: cambia por completo la forma de entender y tratar esta condición.En este episodio actualizado con la última evidencia científica, desgranamos por qué el problema no son "unos quistes en el ovario", sino un desequilibrio metabólico y endocrino donde la resistencia a la insulina y la inflamación de bajo grado juegan un papel central.Conviértete en un supporter de este podcast: https://www.spreaker.com/podcast/comiendo-con-maria-nutricion--2497272/support.

她曾經是數學教育研究員，也有長達10年的記帳習慣。 一直以為自己很清楚錢花去哪裡，直到結婚、生孩子， 開始面對一筆又一筆家庭支出，她才突然發現： 「我這麼認真記帳，怎麼好像還是沒有我以為的存款？」 後來她開始真正整理家庭財務，從預算、專款專用、現金流到投資， 一步一步建立自己的財務系統。最大的改變，不只是資產增加了。 以前只要想買東西、想旅行，她第一個念頭都是：「這樣花可以嗎？」 現在，她可以直接看著帳戶告訴自己： 「這筆錢，我花得起。」 很有趣的是，西貝兒同時也是一位整理收納師。 我們聊著聊著才發現，整理房子跟整理金錢， 其實有非常相似的底層邏輯：不是每個人都要照同一套SOP，而是先找到適合自己生活的秩序。 精算媽咪－陪你一起慢富成長圈 https://reurl.cc/yKZWxq ❰ 家庭理財必修課 ❱ 線上課及 ❰ 60天記帳陪跑 ❱ 一對一教練服務 定期線上共學，從疑難中學習 教練一對一陪跑60天 輸入折扣碼《 sandytwo520 》 再折520元 https://course.mompower.cc/courses/savemoney2024 －－－－以下為 SoundOn 動態廣告－－－－ 【補體素鉻100】鉻一擺 人生尚精彩 ✅糖尿病適用營養品 ✅專利菸鹼酸鉻：6倍利用率、12小時持續利用 官網首購現折100

With just a little over a month away from the 2026 Independent Hotel Show Miami taking place, special guest and President of Staypineapple Hotels Inc., Dina Belon, joins the Suite Spot to discuss the Stayepineapple brand, the independent hotel industry, and what she is looking forward to from IHS Miami 2026! Ryan Embree: Welcome to Suite Spot, where hoteliers check in and we check out what’s trending in hotel marketing. I’m your host, Ryan Embree. Hello, everyone. Welcome to another episode of The Suite Spot. This is your host, Ryan Embree. Back for another edition of season two of our independent hotel show series, where we are getting geared up and ready for that annual tradition down in Miami Beach at the Independent Hotel Show. We cannot wait. We’re gonna talk a little bit about it with our guests. We actually met for the first time in person last year at this event. We’re able to spend some time with her. Dina Belon, president at Staypineapple Hotels. Dina, thank you so much for joining me back on The Suite Spot. Dina Belon: Oh, thank you so much for inviting me, Ryan. This is amazing. I’m so excited. We had such a good time in Miami last year, it was a blast and, uh, talking to you felt like I was talking to a friend. Ryan Embree: Well, I appreciate it. I feel the same. Just honored to be speaking with you here. And I can’t believe we’re here. It’s we’re just months away from the Independent Hotel Show. It’s gonna be bigger, better than ever. We’re excited about it. We’re gonna talk about it. But we did have you on for the first time, so we had the opportunity. Usually, I start these episodes by a little bit of a background and kind of an introduction, but I’m gonna start a little unorthodox today. There was a post that I saw on LinkedIn, which by the way, for our Suite Spot listeners, make sure you say, uh, you follow Staypineapple Hotels and Dina. Great follows on LinkedIn. But there’s an, an article called Everything Staypineapple Hotels Dina Belon Does in a Day. And I thought that was such a cool and creative idea and concept. Talk to us a little bit about how that idea originated and give us a day in life. What is it like to be Dina Belon? Dina Belon: Well, I tried to be very honest. Hopefully it was fun too. I, there’s a lot of humor in my day, and so hopefully that came across. Um, the magazine, uh, that’s a local magazine here in, uh, east, the east side of Seattle and Bellevue and Kirkland area of Washington does those highlights of leaders in the area, um, on a regular basis. So it was fun, uh, a little stressful because you had to, like, take photographs and, you know, kind of just walk through your day. Um, I loved, though, really integrating my pets, because they’re a big part of my life. And so it started off with Molly waking me up at 5:45, which is actually what she does every morning. About 15 minutes before my alarm goes off, my little kitty cat starts yelling at me about wanting water. Um, so yeah, all the way until, you know, 8:00 at night and a lovely glass of wine with my husband. And all the shenanigans in the middle. Ryan Embree: Yeah. And I think it’s so cool because I think it, you know, we obviously work in the people business, right? In hospitality. Uh, we host people from all over the world, all different walks of life. Um, but to see, you know, sometimes, uh, I think right now, especially right now, right, when there’s all this talk of AI and technology and stuff like that, it’s really refreshing to see our industry leaders. And I get that. I have the, the privilege of getting that, interviewing some of the industry leaders when they talk to me about their, you know, beginnings and, and how maybe they started as a bellman or a front desk agent or fell into the industry. And I think the more that we can kind of humanize and show that these are people that really have a true passion for serving other people. Um, and then on the other side of the front desk, the guests that come into our lobbies, they are people too, whether they’re on a work trip, where they’re trying to escape. You know, sometimes it, it’s refreshing to take, take a beat and think about that. And that’s exactly what this article did for me because it is, you know, even though we’re hospitality, we’re in it, the hustle bustle, 365, twenty four seven. We’re still people, right? Yeah. We’re still people with our pets and, and, and our, uh, you know, what we like to do. Um, so it was a really cool, I think, uh, refreshing look. I wa – I definitely wanted to bring that in. Br – um, and, and your love of pets, it goes right along with your brand, uh, Staypineapples Hotel. And, you know, I’ve come to know and love through your content, your keynotes at the Independent Hotel Show, uh, following you on LinkedIn. For those audience members that might not be as familiar, uh, share with us, uh, a little bit about what makes Staypineapple Hotels so unique and one of a kind. Dina Belon: Yeah. So we are the opposite of corporate uniformity, uniformity. Uh, we’re really about, you know, a boutique sp – hotel experience with a lot of personality. Um, so one of the things that we’re well known for is the naked experience, um, which is, uh, a little eye-opening to a lot of people, but all it really is, is a fun, cheeky, which we like to do, uh, marketing way to talk about our bed and our bedding and our linen and our terry is so comfy, cozy and amazing, you’ll wanna sleep naked. Um, so it, and we give you an, a big cuddly robe so that you don’t come to the door naked. Ryan Embree: There you go. Dina Belon: Um, so that, that’s, that’s very indicative of the Staypineapple personality. Um, we’re also, um, not just pet friendly, we’re dog obsessed. Um, so we, uh, really go over the top with our pet program. We have a partnership with Soundz, S-O-U-N-D-Z, uh, that is, um, uh, sounds, uh, in music – Sure. That, um, pets like and that calm them when they feel nervous, um, that is available for guests, uh, at no cost, a 14-day, uh, free trial. And then, um, we have a partnership with, uh, an emergency veterinary, uh, service called Veg. Um, of course, you get beds and bowls and treats and, um, water bottles and poop bags and all kinds of stuff when you bring, uh, your furry friend. Although we’re dog obsessed, we also love kitty cats too. I have two kitty cats and two dogs. So, um, we, yeah, we’re, we’re pretty over the top with the pet thing. And then we have a, we have a number of the properties that have, uh, hotel dogs as well. Um, so one of the management staff ha – brings their dog to work every day and has really become a, a core team member. Um, you wouldn’t believe how many reviews we get, uh, with our, our furry, uh, friends being, uh, listed as their favorite part of the hotel. Ryan Embree: Yeah. I’ve seen them at trade show nows at industry trade shows. Yeah. You’ll have, like, a puppy break. Uh, brilliant. Brilliant. Dina Belon: It’s my favorite thing. Ryan Embree: Yeah. It just gets people in, in, in a happy mood. People love it. So, uh, and, and the focus of, of the dog obs – dog obsessed, um, i- i- is, is so smart. I mean, p – you know, people. We always think about how stressful travel is, obviously, from a logistics and s – and people standpoint, but obviously on our pets too. They’re in a place that they’ve never been before. Um, they don’t know that they’re heading across the country or even down the road. They’re in somewhere unnatural. So that’s really, really cool that you can kind of make them feel at ease there. And, and I’m sure the guest feedback, uh, from that has been really, really great to see. Um, now, you talked about, um, Staypineapple being a, a very unique boutique brand. Um, I noticed one word you didn’t mention in there, which is, uh, independent or non-branded. Uh, you prefer the term unchained. And I wanna explore that a little bit. I don’t wanna give you too much, uh, of a question. I, I’d like, like you to kinda run with that. Why do you prefer unchained to maybe independent segment or non-branded? Dina Belon: So to me, independent, non-branded, um, you know, indicates that we’re small or we’re isolated or, um. And, and I think it’s, um, diminishing to 30% of the hotel sector, which is truly unchained in both term, both ways that that term can be used. One, we are not attached to a chain in literal terms, but we’re also unchained from a limitation perspective. I think what is so amazing about the independent or the in – the unchained sector of the market to the guest is the founders, the visionaries, the leadership teams, the hotel teams at these hotels put their lifeblood and their passion and their vision and their belief in hospitality into these properties and into the experiences guests are gonna get. It is not a corporate ownership that is managed by a brand that has 5,000 other w – hotels just like it. And, you know, the onsite hotel team has reams of binders to tell them how to do their job. Um, we believe very much in no SOPs. Um, we have, uh, ultimate SOP. It’s do the next right thing. That’s the SOP for Staypineapple. It’s that simple. Just do the next right thing. We help the team understand that a little bit with kind of some guidelines, which is what is the best thing for you and your colleagues? What is the best thing for the guests? And what is the best thing for the business? And if you frame that question, those questions under do the next right thing, anybody can make the right decision at any moment, at every level of the organization. When we talk about empowerment, it isn’t, you know, we’ve given you a toolkit. I always loved this, because I worked in, in the brands. Um, and we always had a toolkit. You had a toolbox full of things that you could use to solve a problem. Well, I don’t need to give you a toolbox. You are a grown person that is a professional in the hospitality industry and you’ve entered this industry with a passion for people. Why would I tell you how to do your job, um, in every aspect with books of SOPs? Instead, I should get out of your way and let you be who you are in an authentic way. Because that connects with people. If, uh, you know, we put, we put people in our industry in a blazer, a Navy blazer, and a name tag, and tell them, “This is how you answer the phone. This is how you greet somebody. This is how you do this.” Basically, you’re a representation of the brand, so you need to fit in this box. Well, I believe in a different hospitality, in a hospitality that is, um, grounded in, um, real people and real human beings and, and mistakes even, and quirkiness, and stuff that you wouldn’t necessarily, uh, engage in or experience in your normal life. That’s why you’re traveling. You wanna experience different things and new things. You’re going to a new place. And so we don’t have, um, dress. We don’t have uniforms for our front of house team members. We do for back of house simply because we don’t want the back of house team to have to ruin their own clothes because the engineers get their clothes snagged and the housekeepers get their clothes dirty and, you know, so it’s more just to take care of our team. But, um, the front of house team doesn’t have uniforms. They get to wear their own clothes to work. That’s another idea. It’s like, I want you to be you, but wear this black polo shirt that makes you look like everybody else. Or Navy Blazer that makes you look everybody, right? Like the entire concept of what we think is normal and standard in our industry is the antithesis of what we’re trying to create as an experience for a guest. Um, so it’s really important to us, you know, you can have colored hair and ear piercings and tattoos. And I remember early in my career, it was always, um, I love to tell this story. Um, the, the dress code, because I was a manager, so I was allowed to wear my own clothes, but the dress code was, had to have, um, pants or a skirt, uh, a, a jacket, had to have a blazer, and it had to be of solid color. So what I’ve got on today would not have applied. Um, my shoes could not have open toes and an open heel, one or the other. And I had to have pantyhose on. So I lived in Florida. I remember I stopped wearing pantyhose at some point because they were hot. And so I, I actually had an HR person, uh, come up to me and say, “By the way, um, we’ve, we’ve noticed that you’re not meeting the dress code.” And I just turned around and looked at her and I was like, “Those things make me sweat. I have to be out by the pool sometimes. I have to be outside. It’s too hot. I’m not wearing them. Fire me.” Ryan Embree: Yeah. Yeah. Dina Belon: That was the end of pantyhose in our dress code. I was like, “Good luck with that.” Ryan Embree: Right. And I’m sure the person on the other side, you know, it, it, they were just obviously following the guidelines – Right. And the standards of what was put before them. And you’re absolutely right, Dina. You know, the, the one thing that we talk about all the time, and you talk to. Uh, I’ve talked to industry leaders about is, you know, what makes your management company brand property so great? Usually the first thing they say is they’re people. Yet, when you’re putting those people in a box, how great can they actually be, right? Every property is so different because of the individuals that make up that property. Um, so, you know, that thought process is, is so brilliant to, to think of the individualism and the passion can kind of shine through because it’s those stories that you talked about in the unchained or the independent sector that, that reason why I, this is one of my favorite series, because I get to sit and talk to independent hoteliers and, and hear their stories, their struggles, their challenges, but also their successes, their passions, where they built this, this property that has been, you know, where they’ve had these struggles, but they’ve gotten over the hump and they just love it so much and you can just see it come out in that, that, uh, conversation. It’s, and sometimes very different. Nothing to knock the brands, but sometimes very different when you’re talking to a GM of a branded hotel. Um, and it’s m- maybe just a stop on, on their way to the career. So it is one piece of advice I hear all the time is if you’re a hospitality professional out there, you know, maybe explore the independent hotel down the road. You know, get some good experience there. It’ll, you’re definitely gonna learn a lot, that’s for sure. Yeah. Um, you’re gonna get a lot of – Well, it depends on – Yeah. Dina Belon: Yeah, what you like, right? And I agree with you. One isn’t right or wrong. I spent the vast majority of my career in the, in the branded hotel space. Um, and I just found my happy place in – Sure. In the independent space, right? I, because I was always bucking the rules when I worked in the brands. And I didn’t, I didn’t even know what boutique and. I, I though boutique hotels were just little. Like, I literally, when I started at Staypineapple, I love the story too. ‘Cause when I started, I was like, “I’m gonna come in and show them how to write SOPs and, and brand standards, and we’re gonna standardize this, and we’re gonna scale it, and it’s gonna be, you know, blah, blah, blah, blah, blah.” I had, I told, because I had spent my whole career in that space. Um, I believed passionately in brand standards when I started at Staypineapple. And I remember, um, our CFO telling me, “Do not say the word brand standard. You will send Michelle off the deep end.” Michelle is our founder. Yeah. And I was like, “What? I don’t understand.” Yeah. “How could you not have brand standards? How do you even operate this place without brand standards?” Right? Right. Um, and, and it took me a couple of years to really internalize what the difference in the business model is. Again, one is not right or wrong. They both have their strengths. But if you’re, uh, a free spirit, if you’re somebody. Like we hire for three things. Authenticity. Like your. First of all, people underestimate the willingness to be authentic. If you have been trained to put on a mask when you go to work and, and almost be an actor and play a part at the hotel, it’s very difficult to take that mask off and, and allow the vulnerability of being yourself. ‘Cause if somebody rejects you when you’re being yourself, it hurts a lot more than if a guest rejects you and yells at you when you have a mask on. That’s a Ryan Embree: Great point. Dina Belon: You’re being somebody else, right? Yeah. So it’s a harder position for our team members, I think, to be their authentic selves. Um, the next is really critical thinking. The ability to problem solve and, and, and be creative and figure out ways to, um. We know to say yes. That’s one of our sayings. We notice. We know how to say yes. Yes is not always a direct yes. Sometimes you have to go around to get to yes, but we know how to do that. And that’s all about creativity and critical thinking. And then really, the last one, um, I think is underserved in our industry, which is emotional intelligence. Um, that ability to read people. And, and it connects to that critical thinking, right? If I can, if I can, uh, connect with you on an emotional level and understand you better, understand your psychographics as a person, which is much deeper than that you like Diet Coke, right? I want to know things deeper than that about you. Then I can use that emotional intelligence to be creative and create, create hyper-personalized experiences for you. That is something that I think isn’t. It. The industry in general, particularly on the branded side, does not foster in our industry. If those things are interesting to you, then go check out the independent or unchained space, because I think you’ll be a lot happier coming from a recovering brand employee. Ryan Embree: Ryan Embree: Yeah. I, I love that. I love everything about that. I mean, those skills are. I mean, it’s, it’s at the core of hospitality, um, especially the emotional intelligence. And I think y- you’re absolutely right. It’s a skill needed now more than ever, by the way. Um, and it’s gonna get trickier to navigate. So we’ll be those, those younger, um, hospitality professionals and, you know, at, at, at any age, really, that invest that time and effort into honing in that skill that are gonna, that are gonna see successes there. Um, I wanna, I wanna take, uh, a step back, Dina, and kinda look at the hospitality landscape right now for independent and, or unchained, uh, uh, hotels. Where do you see opportunity in today’s landscape? And then maybe where are some of the bigger challenges that, that they’re coming up against? Dina Belon: Sure. So I think one of our biggest opportunities I just mentioned, which is hyper-personalization, um, we really look at this, i- if you kinda start at the beginning of the process of how you do hyperpersonalization. Um, it really starts with zero-party data for us. Uh, every brand or every group or every, you know, independent hotel is different, um, in their philosophy on this. I’ve certainly, um, experienced and, um, met with people that do research on their guests online. They look up your Facebook page. They check you out and see what you might be talking about. Um, we have decided to take the approach that we only wanna use data that you have freely and willingly given us. Um, so we communicate with our guests a lot, um, when we can. So there’s a little bit of a differentiator here when we talk about this. Um, if you’re coming in as an Expedia or a Booking.com guest, probably not getting this experience because we don’t have, we don’t have much information about you, and those OTAs don’t like to share. So, but if, uh, you’ve stayed with us before or it’s a direct booking, then we have communicated with you, um, in a way that is fun and cheeky and kinda starts to get you. Um, w- we like to, we like to encourage kind of a pre-arrival experience that is, um, engaging and, and, and gets you kind of primed for what Staypineapple is gonna be like. So you’re not, like, smacked in the fa – you know, you’re expecting a Marriott courtyard and you’re smacked in the face with Staypineapple. Ryan Embree: Right. You got a dog running up to you and yeah. Um, Dina Belon: So one of the things we do is ask a very open-ended question, um, in a pre-arrival email to all of our, uh, direct booking guests. And it says, um, basically in a cheeky way, I don’t remember exactly how it’s phrased, but it’s why you come in to stay with us. And you would be shocked at the amount of information that people share with us and, like, get into deep personal things and tell us all kinds of stuff. That is a trevor – treasure trove of information. Again, that’s stuff that matters. Not whether Jack Daniels is your favorite, you know, liquor. Uh, like, I wanna know that you’re. What, what do you volunteer for? What, what are you passionate about? What do you care about? Are you married? Do you have kids? You know, like, the things that, that you really, really make you who you are, right? That’s, that’s what we really look at for hyper-personalization and allows our team to use their creativity. So that’s just step one, right? Gotta have the information. And then two, you have to have a culture of people that are encouraged and inspired to be creative, to do fun, interesting things, not just deliver a bottle of wine to your room. What? Ryan Embree: Yeah. Dina Belon: Right? Um, like, do something that’s about me, not about you. It, like, that’s what I always say. To me, the bottle of wine in the room is about you buying my loyalty. It’s about you as a hotel. It’s not about me as an individual. So everything should be about the individual and about what makes them excited or happy or feel welcome or feel like they belong, um, there. How many times have you walked into a hotel and you felt like there was a cool club and you didn’t belong? Ryan Embree: Mm. Yeah. Dina Belon: So awful. It is the worst thing about hotels, I think. One of the other things that I just find, um, disheartening about our, our industry is that many people that are not related to the hotel business think you can’t go in a hotel if you’re not a guest. That’s so sad to me, right? Like, there’s, there’s this perception of a barrier, and it’s the opposite of what we should be. Like, we believe our hotels are very much a community hub. And so we encourage the community to come into the hotel. And we don’t even, we don’t have a lot of food and beverage. And some of our properties don’t have any. Some have just limited. We have a few full-service restaurants, but it’s not about us wanting to make money in our restaurants. It’s about us wanting to create an atmosphere in the hotel that is engaging and activating for the guests that are coming. ‘Cause the guests wanna interact with locals. They don’t want to interact with somebody from New York – Right. When they’re in Seattle. They wanna hang out with Seattle people, right? Yeah. So it’s, it’s a real win-win model, but you have to turn, you have to turn that barrier so many people think exists. Ryan Embree: Well, you touched on two things there, Dina, that at the core of this independent hotel show series, it really comes back to, which is loyalty, you know, just fierce, fierce loyalty for inde – I mean, the type of loyalty that I hear from guests talking about independent hotels is very different from the other points or nights that I’m, that I’m hearing in, on the other side of it. And, and it’s a depth that will be word of mouth. I mean, when you talk about word of mouth, like, that is the ultimate s – what marketing can’t buy, right? That storytelling that they’re going to be able to provide you champions of your brand and advocates for your hotel. Uh, the second thing is local community engagement and getting the community on board with what you do. I see it no greater place than Miami when we’re at, at the independent hotel show. And they talk about trying to just infuse that Miami culture into their own properties. And it does attracts a lot of locals. And, and you’re absolutely right. It’s, there’s a parallel where probably somewhere where you, where we talk a lot about reputation and people being scared of those one-star, two-star, or even negative feedback in any sense of it, embracing that and saying, “I don’t want one-star reviews, but I wanna see the negative feedback so that I can fix it, right? I want those, I want those locals to come into my hotel. Um, I don’t wanna put that barrier up because I wanna be that community hub. I love that. So what about any challenges you think right now? Dina Belon: Yeah, I think, um, the, there’s, there’s a number of challenges. I mean, I can, I can talk about the obvious, the headwinds on inflation, the cost of human and financial capital, maintaining service quality while we’re trying to maximize profit. Yeah. I like all of the blah, blah, blah. All of the, Ryan Embree: Yeah. All those talking points. Dina Belon: Yeah. They’re not very fun topics though. Um, honestly, I think the most interesting topic right now is really AI. And I do think it’s our biggest risk, particularly in our, our world of this unchained or independent hotel space. It’s the biggest risk we have, and it’s also the biggest opportunity. And it could go either way. And I think it will probably go hard one way or the other. It won’t be somewhere in the middle. And the reality is, is AI, AI search, which is kind of where we’re at right now, not, we’re not really to the point of bookings starting a little tiny bit. But, um, AI search is focused on very deep, complex, broad data about a hotel. So a, a person, and it really starts with the search parameters. You’re going from keyword search, like, I’m going to Seattle and I wanna be near Pioneer Square, to, I’m interested in a boutique hotel with a cool vibe that has a restaurant and provides a great sleep experience. Those two searches are completely different and is where the threat and the opportunity comes from. The opportunity is, as the hotel owner, operator, you have the best opportunity to create very deep content that is searchable by an AI. Compared to Booking.com and Expedia and all the others, their scale just does not allow them to create that kind of deep content for every hotel on their site, right? So you can create a higher value for the AI search to go to your website over somewhere else that it can go find your hotel. You might still find your hotel, but you’d rather get the booking. Um, direct and get the AI sending the guests to your website to check out the hotel than to booking.com ‘s website to check out. So that’s where the opportunity is. Threat is very real that the big brands and the OTAs have the pocketbooks, bandwidth, the resources to win at this fight and come in and put themselves between us and our guests. And so I think both at a legislative level, all the way down to individual property advocacy and elevating your voice online and everything in between, every hoteler, hotelier needs to be paying attention to. Because in the next five years, you could lose, you could lose the connection to your guests prior to arriving. And that, for us, that would ruin a huge part of our experience. Like we have pre-arrival concierge that helps you curate and plan your experience for your whole trip, not just your hotel stay. All of that would be for naught if I can’t communicate with my guests. Ryan Embree: 100%. Yeah. Uh, seismic shift happening, technologics pl – like shifting beneath us. Uh, I think you’re absolutely where it’s gonna impact everyone from the big brands all the way down to the small independent hotel who, who thinks, “Oh, this is, this isn’t coming for me. It’s gonna have wide ranging effects. It’ll be very, very interesting to see.” But share your concern, but also hopefully that little bit of hope there too, that it, it does go that right way and hospitality stays in, in somewhere where we come to know and, and love our industry. I wanna shift gears. Another thing I’ve, uh, learned about you over the years following your content and your career is your work, uh, inspiring, empowering the next generation of female hospitality professionals. Dina, I’ve seen you on stage at, at multiple panels, uh, a- a- around this subject. Tell us a little bit about the work you do behind the scenes and any tips you would share for up and coming Suite Spot female listeners or just the listeners in general here. Dina Belon: Yeah, I do. I love this topic. I, I love to empower women. Um, I think, uh, uh, we’re, we’re a force in this industry, um, and our voice should be heard. Um, so I, I like to support other women by a couple of things. Um, you’ll, you’ll, you’ll start to notice, I like to simplify things down to like one, two, three points at most. Yeah, I like it. Um, because I think it’s the way the human brain works. Sure. And the best way we can kind of, uh, create change – Yeah. Is by having a very focused, uh, approach to it. I really like self-advocacy, um, and encouraging women to self-advocate, because I think in general, this is a generalization because it’s not all women, but in general, we’re not great at it. Um, men are much better at self-advocacy than women. There’s been all kinds of study and research done on that. Um, and it’s a huge part of why women are paid less, why women are promoted less, because they just don’t ask. They don’t raise their hand. Um, and so I. And then the, the second point kind of ties in, which is leading by example. And so I think I love to tell stories about my career when self-advocacy was a benefit to me and how I got to where I am. And I’m afraid of it too. Let me tell all the female listeners I am not great at self-advocacy. Um, I’ve learned to do it over the years while I’m kind of gritting my teeth in the back of my mouth. Um, but I, there’s been a number of times when, you know, the really, the places where my career really took off, um, I stood up for myself and I raised my hand and I said, “I can do that.” Or, “I can even do more than what you asked me for.” So I’ll give you an example. Um, when I was at Wyndham, um, we, we acquired another company that did the same thing as we did. Um, and we were looking at how to create efficiency and blah, blah, blah. One was in Seattle and one was in Florida. And I was in the Florida office and I was asked, and we were the acquirer, so we acquired the company in Seattle. And so I was asked to fly out to Seattle and check out how my division, which we did all the renovation work and capital improvements and stuff like that, how my division would work with the group in Seattle. And so off I went on a plane and met with them and talked to them and figured out how they did things and figured out how we did things. Um, and so the ask was like, how do we merge the two and how do we create some efficiency? And I came back with a combined team that had me at the top of it with a promotion to vice president. It was really hard for me to do. It was a little bit easier because I gotta do it in writing and send it in and I didn’t have to say it out loud. Um, but it worked. And it was the first VP role I ever had. I was one of the youngest vice presidents at Wyndham. I remember the first time I went to the all leadership meeting, which was, happened once a year at Wyndham. There was 500 people there. This is vice presidents and above. Um, that’s how large the organization is. Um, that’s less than 5% of the employment base of the company. Um, and I was one of the youngest and I was one of the few women that were in the room. And I was blown away by that factor. And I went, “I, I need to work at do- doing something about this. I need to help other women.” ‘Cause particularly 20 years ago probably, um, there was a little bit more sharp elbows among women. There were so few seats in leadership that we were competing for them. And I think women weren’t as good as we are today at lifting everybody up instead of competing with each other. Adding more chairs at the table instead of competing for the one that a woman is gonna fail, fill. Um, so those, I think, are really my biggest things that I recommend younger women focus on is be an example to other women around you, above you, below you, beside you, I don’t care. Advocate for yourself. Advocate for other women and support each other. Um, don’t compete with each other. Ryan Embree: Yeah, I love that. I love that story. And I think we, you know, it’s inspiring to hear those, right? Because it, it can be scary sometimes. Um, but to hear those, those stories, those real life, um, you know, personal, uh, examples in front of you, those are the things that maybe get you that extra bit of confidence there. And it’s, it’s very, very cool to see. So, uh, appreciate your work there. And, um, you know, ex- excited to, to share that with those tips for the audience. Definitely wanted to, to, um, go into that topic a little bit. Um, but this is the Independent Hotel Show series. We might change your episode to say Unchained Hotel Series. But, uh, we’ll, we’re gonna. This is. We’re talking today about the Independent Hotel Show happening this year, September 16th and 17th. Uh, Miami Beach. Remember, listeners, uh, don’t forget to use promo code Ryan26. That’s for a complimentary, uh, registration. Dina, you’re on the advisory board. You’ve been a long time supporter of this show. What inspired you? Take me back to when you were first kind of asked to get involved with the show. Uh, what inspired you to get in, like, first involved with it? And how do you see it supporting independent hoteliers? Dina Belon: Yeah. I was, uh, introduced to it before the very first one and asked to be on the advisory board. And it was an immediate yes, and yes, what can I, what can I do to help? Because I knew that there was a gap in our industry in the independent space for a place for independents to get together and have real conversations and real opportunity to collaborate and learn from each other. We’re so isolated, um, in, in many ways. Like, we don’t have a mothership to create all of the stuff, the, you know, programs or education or philosophy or how do you do this? Or what do you do with that? Or, you know, how do you get mustard stains out of the towels? You know, like, anything. Like, we don’t have a mothership that helps us, that hands us a bunch of stuff and tells us how to do it. Each of us are creating all of this on our own. And that’s part of what makes our sector of the industry so unique and great, is that you get a different experience at every property because they’re all created through a visionary process. But there’s also a lot that we could share best practices and adapt what somebody else is doing to what we’re doing. I, like, I love to talk to, um, suppliers and vendors and tech companies, um, that reach out to me all the time because I learn from them. I learn what they’re doing, um, how one of their customers is doing something. You know, like, we constantly have a need for new knowledge and collaboration in our space that didn’t exist. And so this show is one of the only things that are really in our space focused on us and give us the opportunity to do that. It is an incredibly good show. It’s so well curated from, uh, an educational perspective, from the sessions. There’s multiple stages. Um, everything is in one room, which I love. Um, you can, you know, you can be listening to a panel discussion that’s really energizing, and then you’ve got a 10-minute break and you can run over and see a vendor that you wanted to talk to because you’ve only got 10 minutes. And then you get, you know, it’s not spread out. It’s not like the big shows where, you know, you’re gonna have to walk 10 miles to get to something. And the people that are there care and are focused on the independent space. So you’re also not gonna get the eye rolls and the you’re too small and we don’t care about you, and oh, you’re not part of Marriott, uh, you know, conversation, whether with vendors or with anybody, right? The, the people that are here are passionate about this part of the industry and are ready and willing to help anybody that comes to the show improve what they’re doing. Uh, like, I love helping other independent hoteliers, uh, in any way I can. In any context, talking about distribution, talking about guest service, talking about, you know, any, any part, because there are enough customers out there for all of us. I know we’re competitors, but, um, helping, helping everybody lift is a much better strategy than trying to elbow somebody out. Ryan Embree: Absolutely. We’re all in it together. 100% agree. And it’s funny, you know, you were mentioning at the, at the top of the answer about, you know, how independent hotels don’t have some of these resources that the big brands do. Uh, you know, one of the, one of the common things that big brands do is have an annual conference, right? And they get everybody together and, and share ideas and challenges. This is like the annual conference for independent hotel shows. So it’s a sense of belonging. Um, it’s a different energy. It’s a different. It’s, it’s a different type of, uh, uh, of event. Um, it. So real quick, first, uh, tip for any first time attendees that, uh, might be going. Dina Belon: Yeah. Um, I think two. Again, I love my, my two or three points. Um, be curious. So show up curious, um, and, and open and willing to share. Um, because that’s what your, your analogy to a brand conference is perfect because, um, that’s what we’re there to do is help each other. Um, and being curious will help you just be a sponge and take things in. Um, use, use AI in this scenario, um, and help have an AI assistant help you, an electronic one in your pocket, help you remember all the stuff that is gonna come at you because it’s gonna come like a fire hose and it’s gonna be really hard to remember it all when you get home. Um, I use Pocket for anybody who cares. It’s a little tiny device that I literally keep in my pocket. And I push it anytime I have an idea, I can just talk into it. Or I can push it if I’m having an interesting conversation with somebody and it’ll record that conversation. Of course, I ask the person before I do it. Um, but right? So that it, so that you’re, you’re capturing all of that interesting, cool ideas and, um, vendors and sup – you know, people that can support you. Um, it, walk away from an interaction with somebody and they’ve handed you their business card. Take your little device. It can be your phone too, but however you wanna do it and say, “I just met Ryan with Suite Spot and I really wanna be on his podcast. I need to reach out to him after when I get back.” And then your little AI will give you a to-do when you get back, uh, home. So that’s, that’s my number one tech tip. Um, and then I think the other, the opposite of that, which is a little challenging sometimes, is set the technology down and be present and be aware and pay attention. And don’t be on your phone answering emails from your staff back at your hotel. Like, I know it’s super hard to disconnect and, and be present while you’re at the conference, but you’ll gain a lot more if you’re there and you’re listening and you’re talking. Like, if you go to some of the educational sessions, raise your hand, ask questions. Make a point. Don’t even ask a question. If you’ve got an idea that the panel needs to hear, raise your hand and say it. Um, because it’s a, it’s a dialogue. This isn’t a. There’s, you know, we don’t have the president of Marriott and the president of Wyndham sitting on a panel telling us all how to do things. We’re all collaborators that are telling how we’re doing things and wanting to hear how you’re doing it and figuring out how we can share, share those ideas. So be present. Ryan Embree: That, that’s a great. Yeah, that’s a great mindset to, to enter this show into. My tip is gonna be make sure you see Dina Bellin on stage, uh, because she’s gonna be there once again. You’re gonna be moderating a powerhouse panel. Hospitality is not a department. Um, give us a sneak preview, if you can, of what that discussion might unpack and maybe your thoughts on the topic. Dina Belon: Yeah. It’s really gonna be, you know, about how hospitality is a culture. It’s not a silo. It’s, um, it’s really formed over time through behavior and modeling. Um, it’s not training manuals. It’s not a poster on the wall. It’s values. Um, it’s about, um, really taking everybody in your organization, whether it’s ops, which always seems obvious, but the finance departments, you know, HR, uh, the marketing team. Like, is everybody aligned to your mission and values as an organization? And you as a leader, are you practicing, as a lifestyle, the culture of your organization? So hospitality is not about the ops department. It is about the entire organization following a. Identifying first, have you identified? Right? So, like, our mission at Staypineapple is where stays become stories. Um, it’s a cute, cute way to say it, but it is in very real terms. We want your stay to be so impactful and so memorable that it becomes a lifetime story for you and your family. That kind of connection, that kind of sense of belonging, that kind of emotional feeling, um, is what we’re after, and that’s our mission. And so, if I’m not living that lifestyle every day as the leader of the organization, and our CFO, and our accountant, and our HR, uh, manager aren’t living that lifestyle, how can we ask the hotel teams to live it? Ryan Embree: Yeah. Great point. Yeah, it’s, I mean, it’s hospitality, right? And what we’re always trying to, to try to accomplish, uh, at the end of a guest day is to really, uh, not just, not just feel, feel the, the hospitality, feel the s – the, uh, uh, the, the service that we were providing them. Uh, not just feeling like they, they stayed in, you know, four rooms in a, four rooms in a box, right? That’s, that’s what – Yeah. The old saying. Dina Belon: How many hotels have you forgotten – Ryan Embree: Right. That’s a wonderful point. Wonderful point. And a great segue into our next, because I think you’ve got an unforgettable, um, uh, portfolio over there. So we’re gonna do some rapid fire here, Dina, to get to know you and your, uh, portfolio a little better at Staypineapple Hotel. So, uh, we always like to start with our favorite view from one of your hotels. Dina Belon: Definitely Chicago. So we’re in the loop and we look right at the Chicago Theater sign. And then three blocks down the other way, you can see the edge of the bean. And then there’s this amazing jazz mural, uh, from the corner rooms of the building. The, the incredible view. And we’re an urban city center, so views are not generally our vibe. Um, right? It’s usually another building next door. Um, but that one, that is really incredible. Ryan Embree: That makes for a good one. Uh, favorite fun fact about one of your properties? Dina Belon: Oh, uh, this is personal. Uh, uh, Fetch, which is our recycling program, is, um, all built around our dog obsessed culture. Uh, again, we like to be, you know, funny and cheeky. Um, so Dash, who’s our, um, our mascot, um, the pineapple pup. Um, he helps with waste reduction education, the Fetch program. Get it? Fetch, dog. Ryan Embree: Oh, I love it. Yeah. There you go. Uh, favorite signature dish, um, or amenity? Dina Belon: Hmm. Um, there’s a couple. Oh, goodness. These, this is hard. This is really hard. I, I mentioned the naked experience already, so I’ll let that one go, though that is one of my favorites. Again, personal. So you might start to see, I have a little bit of slant towards sustainability. Um, I am. It’s a, it’s a personal topic that I’m very passionate about. Um, our water bottles. Um, it was a huge lift for us to figure out. So, uh, what, I don’t know, five years ago, we used to have, um, unlimited water bottles available to our guests. Um, it’s part of our health and wellness program. We believe that, you know, hydration is a big part of health and wellness, particularly in en – urban environments when you’re walking a lot, you need to stay hydrated. It gave me a lot of heartburn. We were, we were, we were selling, or not selling, giving away a half a million water bottles, plastic water bottles a year. And it just, it hurt my heart. Um, so we were able to partner, um, with Path Water to do a custom 20-ounce aluminum water bottle pre-filled. Um, and we leave that in the guest room complimentary for every guest. And we put a water bar in our lobbies, um, for, to refill those bottles. Um, and that replaced all the plastic water bottles. And so, so now you see really fun, cute, steak pineapple aluminum water bottles all over the airport all the time in our city. Ryan Embree: Hey, there you go. Great marketing goes along with it. Uh, favorite guest experience? Dina Belon: Um, definitely Surprise and Delight, which is our, uh, strategy around that creative, uh, you know, hyper-personalization for guests. Uh, really creating those moments that create memories and stories. Ryan Embree: And then last favorite piece of art. Ryan Embree: That’s funny. Um, we, we happen to have our owner, our founder, Michelle, is a huge art collector. So that is really hard. We have a lot of original art in our hotels that’s from her personal collection. She regularly emails me and says, “Hey, I just bought a new piece, and can you find a place to put it in one of the hotels?” And I’m always like, “Oh my God, I’m running out of walls, Michelle.” But I think my favorite that she has, um, bought for every single hotel is, um, a Martin Goldstein original dog sculpture. Um, he is famous for creating these whimsical, limited edition bronze dogs that are known as Harvey Dogs. Um, and they’re just super cute. Um, and you can find one at every hotel. It’s, it’s one of those, like, Disney where you have to find the Mickey Mouse and Everything. Ryan Embree: Yeah, like a little Easter egg, yeah. Dina Belon: Exactly. An Easter egg hunt at any Staypineapple is go find the Marty Goldstein, uh, Harvey dog. Ryan Embree: All right. Well, there it, there it is. Challenge, um, put out there for our Suite Spot listeners, uh, visiting Staypineapple Hotels. Well, Dina, thank you. You’ve spent, um, quite, uh, some time with us. Um, thank you so much for sitting down. As we wrap up today, we do like to look into kind of our hospitality crystal ball. Uh, try to predict the future, which is becoming more difficult to do every single day, uh, now with every, the technology and AI. But, you know, as president of Staypineapple Hotels, what’s your vision for the future of, uh, the brand? Dina Belon: Yeah. You know, I think we’re gonna continue to expand on our ability to connect with guests and make them feel like they belong when they’re at Staypineapple, that they’re part of the family. And I know that sounds kitschy, but it’s, it’s a very real emotional, uh, mission for us. And, and in the broader context, what we believe the hospitality’s, hospitality industry’s role and responsibility in society is, and will become even more important as robots take over the world. That human connection that a hospitality industry can create, um, becomes an imperative for us to stay connected as a society. Ryan Embree: I agree. Yeah, that was just gonna echo that same sentiment. I think it’s gonna become more and more im- important. So we need, uh, brands like Staypineapple Hotels to, to keep true to that hospitality mission statement. So Dina, thank you again, uh, for taking the time to join us here on The Suite Spot. Any final thoughts before we wrap up? Dina Belon: Just go out there and be you, you know? Uh, don’t be afraid to, uh, come play in the independent space and definitely come to the Independent Hotel Show in Miami and, uh, let’s have a cocktail. Ryan Embree: Let’s do it. Uh, both Dina and I will have the privilege of being down there in Miami. We hope to see you in person. Dina, thank you so much for joining us here on The Suite Spot, and we hope to see you at the Independent Hotel Show in Miami. Thank you. And thank you for listening. We’ll talk to you next time here on The Suite Spot. To join our loyalty program, be sure to subscribe and give us a five-star rating on iTunes. Suite Spot is produced by Travel Media Group. Our editor is Brandon Bell with cover art by Bary Gordon. I’m your host, Ryan Embree and we hope you enjoyed your stay.  

Dalam Episod 18 Sembang KS, kami membincangkan beberapa isu sensasi minggu ini dengan gaya santai, jenaka dan analisis politik serta isu semasa.

Struggling to get projects off to a smooth, professional start? You're not alone. In this episode of the Elite Business Advice Podcast, host Chris Moore, founder of Elite Business Advisors, breaks down exactly what a Job Start SOP should look like for your painting company — and why most contractors are losing money, trust, and crew efficiency without one.This is part one of a two-part series on Job Start and Job Closeout SOPs. Chris dives deep into the standard operating procedure every painting contractor needs to kick off projects with consistency, professionalism, and accountability.In this episode, you'll learn:·       Why a documented Job Start SOP matters — the hidden costs of inconsistent project kickoffs that most contractors never see·       The exact sequence for a professional job start — from leader arrival time and lawn sign placement to the final scope review with the homeowner·       How a final scope review builds trust — and prevents the dreaded "homeowner hovering over your shoulder" problem·       Standards and timelines that protect your business — colors confirmed 2 weeks out, work orders ready 1 week out, materials ordered 3-5 days before·       Who's accountable for executing the SOP — and why accountability always sits one level above the person doing the work·       The 3 areas Job Start SOPs impact — marketing and visibility, client experience, and project efficiency for your crewWhether you're a solo owner still running your own job starts or scaling a team of project managers and crew leaders, this episode gives you a repeatable framework to bring consistency, trust, and professionalism to every project kickoff.Next week: Chris covers the Job Closeout SOP — don't miss it.Connect with Chris Moore and Elite Business Advisors:@elitebusinessadvisors on all social platformswww.elitebusinessadvisors.com to learn more about how they help Painting Contractors all over North America!This is the Elite Business Advice Podcast — practical business strategy for painting contractors who want to run a tighter, more profitable operation.#PaintingContractor #PaintingBusiness #SOP #PaintingCompany #ContractorTips #BusinessAdvice

What if some of the decisions that feel most responsible today are quietly creating bigger problems for your business tomorrow? We explore how avoiding immediate discomfort can show up in our pricing, hiring, marketing, client policies, documentation, and willingness to delegate. We discuss why doing everything ourselves, tolerating mediocre performance, underpricing services, and saying yes to every client can eventually limit the business we actually want to build. We also look at how stronger systems, better documentation, consistent marketing, clear contracts, and intentional team development give us more options instead of fewer. Ultimately, we challenge ourselves to accept a little discomfort today so that our future selves inherit a business instead of simply another job. Main topics: Escaping the knowledge trap Building intentional team culture Pricing for sustainable growth Creating better client boundaries Choosing long-term business thinking Main takeaway: "Long-term thinking is really about willingness to feel a little discomfort today, so that future you inherits a business instead of a job" It can be tempting to make the decision that feels easiest right now. Keep the price where it is. Do the difficult visit yourself. Skip documenting the process. Say yes to the client even though you know they are outside your boundaries. The uncomfortable conversation, price increase, new SOP, hiring standard, marketing investment, or boundary you establish today may be exactly what gives you more freedom tomorrow. You don't have to fix everything at once, but you can identify one area where "just for now" has quietly become the permanent way you operate. Links: Check out our Starter Packs See all of our discounts!

Holaaa!En el episodio de hoy os hablo de la insulina, una hormona clave para la vida, pero cuando se descontrola puede convertirse en el origen de muchos problemas metabólicos que ni siquiera relacionamos con ella.En este episodio hablamos de:Qué funciones tiene realmente la insulina.Qué es la resistencia a la insulina y por qué aparece.Qué síntomas y signos pueden hacernos sospecharla.Cómo podemos medirla y qué pruebas son realmente útiles.Por qué el músculo, la fibra, el sueño, la actividad física y la composición corporal son pilares fundamentales para mejorar la sensibilidad a la insulina.Qué suplementos cuentan con evidencia científica para potenciar unos buenos hábitos de vida (berberina, gymnema sylvestre, silimarina, creatina, myoinositol, licopeno, NAC, astaxantina, cromo... yo los tengo en MetabolicMax, AntioxGlobal y Myoinositol Plus, por si os interesa, pero NO es obligatorio que elijáis mi marca ni mucho menos).Como siempre digo: saber más para temer menos y elegir mejor.Para más información ya sabéis que me tenéis en mi Instagram @isabelvina, donde comparto contenido diario, en mi TikTok @isabelvinabas y en mi canal de YouTube.Para mas información ya sabéis que me tenéis en mi instagram @isabelvina dónde te comparto contenido diario Mi TikTok @isabelvinabasEn mi canal de YouTube Canal YoutubeY los suplementos formulados por mi en mi web  Mi web

Wondering why some Amazon sellers do really well and others don't? In this video, Michael and Destaney Wishon from BetterAMS share their own ups and downs with Amazon ads. They talk about how tricky Amazon advertising can get, why focusing too much on one thing can be a problem, and what basics you need to know. They also discuss whether it's better to handle your ads on your own, use software, or work with an agency.This episode is a rerelease of one of our most popular episodes. Please note the resources and link section for any relevant updates.We'll see you in The PPC Den!

A lot of founders hit seven figures and assume they've built a business. But if sales slow down, decisions stall, or customers feel the difference whenever they step away, they may still be self-employed. Jeremy Shapiro has built companies across SaaS, ecommerce, technology, and services. He's seen the same pattern repeatedly: The hustle that creates momentum early on eventually becomes the thing holding the business back. We talk about why founders stay trapped in low-value work, how technology can quietly create more complexity, and why growth often stalls when you keep relying on the same channel, habits, or people. We also get into niche strategy, the hidden costs of building your own software, what separates a valuable mastermind from an expensive networking group, and why an SOP is useless if another person can't produce the same result.   Watch on YouTube: https://youtu.be/1_P-QPKxfO4     Let's Connect: Website | Instagram | YouTube | TikTok | Twitter | Facebook

Send us Fan MailIf taking more than a long weekend feels impossible, the problem is rarely your work ethic, it's the structure underneath your business. We're running a blunt but freeing 30-day test: if you disappeared for a month, what's the first thing that goes wrong? What breaks first? When you answer honestly, you stop guessing and start building a business that can breathe without you.We share a hard lesson from Jen's early years in the beauty industry: a business can look wildly successful and still be worth nothing without the owner. That leads to a critical distinction many entrepreneurs never get taught. There's one path where you build clients and revenue and end up with a demanding job that pays only when you show up. There's another path where you build an actual company, with standards, decision-making, and delivery that hold steady whether or not you're in the room. Even if you never plan to sell, the “could it sell?” question is the sharpest way to test if your business has a life of its own or if it's borrowing yours.Then we walk through four layers you can score in minutes: delivery, decisions, money, and relationships. You'll get simple micro moves for each layer, like writing a 10-step SOP for your most repeated task, creating decision rules so your phone stops being the bottleneck, automating one recurring invoice, and visibly looping a team member into a key client relationship so trust transfers before it's urgent. The goal isn't to feel bad about your score; it's to find your weakest layer and rebuild it fast.Listen, pick one micro move to do this week, and tell someone your score so you don't do it alone. If this helps, subscribe, share it with a friend who can't unplug, and leave a review so more small business owners can build a sellable, livable company.Thanks for listening! Connect With Me:

If you ask three technicians how a process gets done in your SPD, there's a good chance you'll get three different answers. So how do you get everyone on the same page? In this week's episode of "Built Different: Training in SPD," Jhmeid Billingslea joins the conversation to explain why standardization is about much more than writing another SOP. He breaks down the difference between policies and SOPs, why the best processes are built with frontline technicians, and how clear expectations help teams work toward the same goal. If you're ready to get every shift moving in the same direction, you won't want to miss this conversation! After finishing this podcast episode, earn your 1 CE credit immediately by passing the short quiz linked here: https://www.flexiquiz.com/SC/N/episode33-05 Visit our CE Credit Hub at https://www.beyondcleanmedia.com/ce-credit-hub to access this quiz and over 350 other free CE credits. #BeyondClean #SterileProcessing #Season33 #BuiltDifferent #TrainingInSPD #Standardization #SOP #Policy #Competency #Goals #Consistency

AI is everywhere, but are property management companies asking the right questions before implementing it? In this episode of the #DoorGrowShow, Jason Hull sits down with Mo Hussain to discuss why successful AI adoption has far less to do with technology and far more to do with operational clarity. Instead of chasing the latest AI tools, Mo introduces his Measure, Map, Automate framework to identify operational bottlenecks, uncover hidden profit leaks, and build workflows that actually improve business performance.  Together, they explore why clean data is the foundation of automation, how undocumented processes create costly inefficiencies, and why AI should enhance human decision-making rather than replace it.   You'll Learn [00:00] Meet Mo Hussain and the Measure, Map, Automate Framework [03:20] Why Most Companies Ask the Wrong AI Questions [08:10] The Role of Clean Data in AI Success [12:45] Mapping Workflows Before Automating Them [15:30] The Process Myth and Better Operational Systems [21:10] Building Accountability Into AI Workflows [25:15] Designing AI Agents That Actually Perform [27:45] Turning Operational Data Into Business Growth [29:15] Final Advice for Property Management Leaders Quotables "AI value really truly is workflow value." Mo Hussain  "AI depends on trusted operational data." Mo Hussain  "The winners are not gonna be the companies that have the most amount of data, but they're the ones that can convert data into consistent operating actions." Mo Hussain  Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) welcome everybody. I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry.   At DoorGro, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. And my guest today is Mo Hussain, and we're going to be talking about how property management companies can stop drowning in data and start turning it into real operational growth. In this episode,   Mo is breaking down the measure, map, and automate framework that he has built and approach an approach to uncovering hidden margins, reducing manual oversight, and getting more value out of every door in your portfolio.   right.   is Mo Hussain. Mo, welcome to the show.   Mo Hussein (01:01) Hey Jason, happy to be here.   Jason Hull (01:03) So today we're going to be chatting a little bit about how property management companies can stop drowning in data and start turning it into real operational growth. And Mo's going to break down the measure, map, and automate framework, his approach for uncovering hidden margins, reducing manual oversight, and getting more value out of every door in your portfolio. So cool, measuring is important. We'll get into that. So before we get into that, Mo,   Can you give people a little bit of background on yourself? How did you get into entrepreneurism? How did you get connected to property management? And help everybody understand who Mo is. Yeah.   Mo Hussein (01:42) Yeah.   great question. So I I've been in this industry now for probably coming up on 20 years at this point. I I worked at some of the prop tech and software providers that are prevalent in the space. Namely, I worked at both YARTI App Folio, which are both kind of headquartered in in Santa Barbara. and a little bit over ten years ago, I started a consultancy and accounting CPA practice that specifically focuses on   Jason Hull (01:56) Namely, I worked at both YARDIE and at Folio, which are both kind of headquartered in in Santa Barbara. a little bit over ten years ago, I started a consultancy and accounting TPA practice that specifically focuses   on prop tech and real estate. So we offer consultations with implementations, custom reporting, operationalizing around technology, which is which is now the buzz around kind of AI and automation at this point.   Mo Hussein (02:11) Prop tech and real estate. So we offer consultations with implementations, custom reporting, operationalizing around technology, which is which is now the buzz around kind of AI and automation at this point. and then   we've also built products for the space to help with automations, help with you know accounting compliance and bringing visibility and custom reporting capabilities to operators. So kind of leveraging all the experience.   Jason Hull (02:25) And then we've also built products for the space to help with automations, help with you know, accounting compliance and bringing visibility and custom reporting capabilities to operators. So kind of leveraging all the experience   Mo Hussein (02:40) from working as a consultant and also as an accountant and even working as some of these tech providers now being a actual supplier in the industry.   Jason Hull (02:41) from working as a consultant and also as an accountant and even working as some of these tech providers now being a aqua supplier in the industry. Very cool. Very cool. So you're a little bit nerdy.   Mo Hussein (02:52) A little bit. Data. I love data. Right.   Jason Hull (02:53) Okay, so am I. So am I. All right. So   cool. So let's talk nerdy to me, Mo. All right. So let's let's chat about this. So let's get into it. So t tell us about this. Wha why is this wh how'd you come up with this framework? Why is this important? I love frameworks because frameworks are usually where we take something that we notice a pattern in, there's some complexity involved, and we make it simple. So explain to us.   Mo Hussein (02:59) Yeah.   Jason Hull (03:18) Where does the measure map and automate framework kind of come from?   Mo Hussein (03:22) Right, right. And this is this kind of stems from a conversation you probably have with plenty of your your clients and even prospects when you start engaging, you know, the the the very popular question now of how do we use AI? I want to streamline and automate. And it's a very loaded, it's a very loaded, fairly ambiguous question, right? How do we use AI? We want to implement AI into our operations, right?   Jason Hull (03:23) And this is this kind of stems from a conversation you probably have with plenty of your   You know, the the the the very popular question now, how do we use AI? It's a very loaded, fairly ambiguous question, right? How do we use AI? We want to implement AI more.   Mo Hussein (03:48) when conversely, like you know, operators and property managers should be starting with a different qu set of questions, right? Like how like where are we losing things like NOI, margin, time, control, or even consistency, right? AI really only matters when it connects and automation really only matters when it connects to a to a revenue lever or some type of a cost lever or productivity gain or or risk reduction, right?   Jason Hull (03:50) Conversely, like you know, operators, property managers should be starting with a different set of questions, right? Like how like where are we losing things like NOI, margin, time, control, or even consistency, right? AI really only matters when it connects in automation really only matters when it connects to a to a revenue lever or some type of a cost lever, productivity gain or or risk reduction,   right? Yeah. there's there's a couple   Mo Hussein (04:14) and there's there's a couple of key components   Jason Hull (04:16) key components in even conversations that you've probably even had with with property managers today is that firstly like you know operators today they already have a lot of data. They probably have access to a lot of different data sets across, you know, operations, but it's probably, you know, disconnected and disjointed and different reports and disconnected systems, hidden in spreadsheets and and dashboards that probably don't drive much much action, right? and everybody wants   Mo Hussein (04:17) in even conversations that you've probably even had with with property managers today is that firstly, like, you know, operators today, they already have a lot of data. They probably have access to a lot of different data sets across, you know, operations, but it's probably, you know, disconnected and disjointed and different reports and disconnected systems hidden in spreadsheets and and dashboards that probably don't drive much much action, right? and everybody wants to   Jason Hull (04:43) to automate and execute   Mo Hussein (04:43) automate and execute an   operational kind of workflow. But the hard part is not whether, you know, AI can really do something, but the hard part is whether a company even knows where value is leaking and who owns that action and and whether these workflows are even clear enough to to be able to automate. And that's kind of the premise of this framework is to kind of measure what that pain is, you know, map that workflow, automate that repetitive work and manage   Jason Hull (04:45) an operational kind of workflow. The hard part is not whether you know AI can really do something, but the hard part is whether a a company even knows where value is leaking and who owns that action and and whether these workflows are even clear enough to to be able to automate. And that's kind of the premise of this framework is to kind of measure what that pain is, you know, map that workflow, automate that repetitive work, and   manage ideally performance through some type of closed loop accountability. We just put an actual word to it, right? A framework to it, I'm sure   Mo Hussein (05:07) ideally performance through some type of a closed loop accountability. We just put an actual word to it and a framework to it, but I'm sure very   similarly to the conversations that you're probably having also even with customers.   Jason Hull (05:15) Very similarly to the conversations that you're probably having also with customers.   Yeah, yeah, got it. Yeah. it's interesting because we're now seeing a lot of these tech companies or tech forward companies that are kind of backtracking on AI a little bit. They were giving out basically blank checks to use AI as much as they could. Some were even creating sort of a contest internally, incentivizing like who could use the most tokens.   Mo Hussein (05:29) Mm.   Right.   You're right.   Jason Hull (05:41) Which is a little bit insane   to just give people a blank check as if that always the more tokens you burn, the more productivity is being created, right?   Mo Hussein (05:51) Right, right, right. And we're seeing, yeah, and you know, as we're seeing these newer models that are coming out, whether it's, you know, through Cloud, Anthropic or even these other these other LLMs, the token utilization is becoming more and more expensive, especially with these newer models. And so now the question of just like, hey, how is that utilization actually translating to actual business value? Right. And this was a question that eventually would have been would have been pushed, right?   Jason Hull (05:54) Yeah and you know.   Of just like, hey, how's that utilization actually translating to actual business value? Right.   Yeah. Yeah. Yeah. I love it. Like how to use AI. Yeah. Bad question. A better question is how do we actually make sure we're creating more profit? How do we actually make sure we are lowering costs? Like   And that's the the idea, they think, well, AI must be so much cheaper than people. And what's interesting, I've also seen some reports lately showing the amount of money these different LLMs are losing right now. They're spending a massive amount of money to deliver AI to us at a super cheap price right now. And but they're losing money. Every time we're chatting, they're losing money.   Mo Hussein (06:47) Mm-hmm.   Right.   Right.   Jason Hull (07:01) And that's that's a wild business model. They're obviously hoping to win some sort of AI race. They're hoping to get us maybe in the future. And there's a lot of talk lately as well of people thinking we gotta shift to local models. Like we gotta I gotta run this AI stuff on my own computer and not be giving all my money to anthropic or open AI you know, open AI or whatever. So okay.   Mo Hussein (07:15) Mm-hmm.   Right, right.   Right.   Jason Hull (07:26) Cool. So let's continue on. Me measure, map and automate. Yeah. Yeah.   Mo Hussein (07:29) Yeah. Yeah. And   by the way, going on your point, Jason, it's you know, you you also, you know, creating automation and leveraging these models locally, it there's definitely value in that. But you know, now more than ever, f you know, teams are kind of distributed, right? And so ideally, if you've built automations and leveraging these L LMs and   Jason Hull (07:35) Yeah, y you also you know   Locally it is definitely that   Teams are kind of distributed, right? Yeah. Ideally, if you've built automations and leveraging these LLMs   and   Mo Hussein (07:52) And things of that sort.   You probably want to have like some type of an interface that's like cloud based, right? Or for folks to be able to kind of collaborate in some type of a ideally like a safe environment, right? and so measure, map and and automate. So you know, there's there's kind of those three components to be able to actually fully ideally leverage leverage AI. But   Jason Hull (07:55) some type of a an interface that's like cloud based, right? Or for folks to be able to kind of collaborate in some type of a ideally like a safe environment, right? yeah. So measure, map and and automate. So you know there's there's kind of those three components to be able to actually fully ideally leverage leverage AI but   there's there's a couple like kind of key core components that feel like   Mo Hussein (08:20) There's there's a couple of like kind of key core components that I feel like   is very important for folks to to really understand before they can they they can even take advantage of of AI, right? so one is you know AI, AI value really truly is workflow value. And so like the most the biggest opportunities when it comes to automation leveraging AI is things that are repetitive.   Jason Hull (08:25) is very important for folks to to really understand before they can they they can take advantage of of AI, right? so one is, you know, a AI AI value really truly is a workflow value. And so like the most   automation leveraging AI as things that are   repetitive, you know, judgment heavy, ideally high volume workflows. Think about things like you know, leasing follow-up, delinquency, turns, maintenance, triage, variance explanations. another another key thing to understand is you know AI depends on trusted ideal operational data. And so if you don't have accurate or clean property unit, resident, vendor,   Mo Hussein (08:44) you know, judgment heavy, ideally high volume workflows. Think about things like you know, leasing follow-up, d delinquency, terms, maintenance triage, variance explanations. another another key thing to understand is, you know, AI depends on trusted ideally operational data. And so if you don't have accurate or clean property unit, resident vendor   payment data and it's and it's inconsistent, you know, AI just   Jason Hull (09:10) payment data and it's and it's inconsistent, you know,   AI just helps accelerate the wrong answer, right? This notion of like hallucinations also kind of exist. and you know insights without ownership is is just is really just theater. And so although AI may identify a problem and recommend an action, things need to be routed, right? And asci you know action needs to be assigned, there needs to be some accountability that gets created there and then a measurement of of of   Mo Hussein (09:13) helps accelerate r the wrong answer, right? And the this notion of like hallucinations also kind of exist. and you know insights without ownership is is just is really just theater. And so although AI may identify a problem and recommend an action, things need to be routed, right? And as I you know action needs to be assigned. There needs to be some accountability that gets created there and then a measurement of of of a   of of a of a result.   Jason Hull (09:40) of of a of a   result. and then lastly like humans humans control still matters, right? Things that have a very high potential opportunity cost. you know, operators should be very careful on how they utilize AI. So, you know, things around fair housing, sensitive sensitive decisions like screenings, evictions, legal communication, you know, employee decisions and maybe even large payment loopholes and so   Mo Hussein (09:42) and then lastly like humans, humans control still matters, right? Things that have a very high potential opportunity cost. you know, operators should be very careful on how they utilize AI. So, you know, things around fair housing, sensitive sensitive decisions like screenings, evictions, legal communication, you know, employee decisions and maybe even large payment approvals. And so   Once we   have these kind of these table stake table stake items, if you will, kind of address, then you know we can move on to kind of you know the our framework of kind of measure, map, and automate. And so in each of these different components have different purposes, you know. The whole point of the measure step is is to quantify where pain exists and to validate kind of being buying versus buy like building. And so you want to ask things like where   Jason Hull (10:09) Once we have these kind of these table stakes stakeheads, if you will, kind of addressed, then you know, we can move on to kind of, you know, the our framework of kind of measure, map, and automate. And so and each of these different components have different purposes, you know. The whole point of the measure step is is to quantify where pain exists and to validate kind of being buying versus buy like building. And so you want to ask things   like where   Mo Hussein (10:36) where   time, where margin, where service quality or accountability is lost today, right? Examples can be things like, you know, days vacant, you know, delinquency rate, maintenance response times. These would be kind of like outputs like invoice coding time, reporting hours, renewal conversions, right?   Jason Hull (10:37) Where time, where margin, where service quality or accountability is lost today, right? Examples can be things like, you know, days vacant, you know, delinquency rate, maintenance response times. These would be kind of like outputs like invoice coding time, reporting hours, renewal conversions, right?   Yeah. Got it. Yeah, that that makes a lot of sense. So you've got to be you have to have good data.   Which the crux of th where their data is all probably housed is inside of their property management software.   Mo Hussein (11:06) Right.   Jason Hull (11:07) And so hopefully that software is kinda tracking some of this stuff. But, you know, everybody's had a CRM that the team didn't put enough notes in. And then it becomes kind of useless, right? So you're like, what happened with Fred on that call earlier, you know, or previously? I I think I think we talked about this. Can't remember. Why aren't you putting in notes? And so then the flaw becomes the human in the loop in a lot of instances. But then you're saying, you know, also humans matter. Like   Mo Hussein (11:14) Right.   Right.   Jason Hull (11:34) Related to fair housing. We've got to have the human in the loop making decisions. I don't think it would go fair very well to be standing in front of a judge and say, Well, the AI messed this up. It wasn't me.   Mo Hussein (11:43) Right. Right.   Right. Yeah, that's very that's very correct. the the the other thing is is that you know software is a tool, right? So they you know, for like that example that you just gave of like, hey, you know, I had a conversation with Freddie or an owner or what have you, and you know, the notes weren't captured. And so if there's if if if if there's there needs to be also a cultural   Jason Hull (11:46) Yeah, that's very that's very   Yeah, they you know, put like that example that you just gave of like, Hey, you know, I had a conversation   And you know, the notes weren't captured. And so if there's if if if if there's there needs to be also   Mo Hussein (12:06) shift within the organization to become more performance kind of driven, right? And using, you know, places of truth. You know, I, you know, we use Salesforce in our own internal kind of CRM and you know, there's this old ad like this old saying of just, you know, hey, if it didn't happen to Salesforce, it didn't happen at all. In other words, if your system of record hasn't been updated and things haven't been added to it   Jason Hull (12:06) cultural shift within the organization to become more performance kind of driven, right? And using, you know, places of truth. You know, I you know, we use Salesforce in our own internal kind of CRM and you know, there's this this old like this old thing of just, you know, hey, if it didn't happen in Salesforce, it didn't happen at all. Right.   Mo Hussein (12:29) to to ensure that it is correct and accurate and up to date, then   Jason Hull (12:29) to it to to ensure that it is correct and accurate and up   to date, then the organization sees it as, you know, as it didn't happen. And somebody, you know, using anecdotal feedback like, well I did this, but I just didn't update this. And so that's it's very important that, you know, whatever system you're using to kind of measure different KPIs and metrics, that that, you know, that behaviors within the organization are shifting towards that. And it's it's something it's a cultural shift that needs to also   Mo Hussein (12:32) the organization sees it as you know as it didn't happen. And somebody, you know, using anecdotal feedback of like, well I did this, but I just didn't update this, it means it didn't happen. And so that's it's very important that, you know, whatever system you're using to kind of measure different KPIs and metrics, that that, you know, that behaviors within the organization are shifting towards that. And it's it's some it's a cultural shift that needs to also cascade   also from from leadership down as well.   Jason Hull (12:57) Cascade also from leadership down.   Yeah, the advantage we have nowadays with all the AI stuff that's come out is now pretty much everything gets transcribed everywhere. So calls get transcribed, notes can be created automatically. You can also go back and ha check the transcription on a call or a zoom call or recording, figure out what happened. So that you know, not leaving notes in the CRM is a little bit less of a problem than it was in the past.   So we've so we've chatted a bit about measure. What is what's important about mapping or map? Yeah. So this is this goes back to my previous point about like you know AI value being it it is workflow value. Yeah so you know you've measured you've identified you know your measurements and KPIs. So whatever those KPIs may be. Next what you need to do is map what the actual   Mo Hussein (13:30) The mapping. Yeah. So this is this goes back to my previous point about like, you know, AI value being it is workflow value. And so, you know, you've measured, you've identified, you know, your measurements and KPIs, you know, days vacant, delinquency, whatever those KPIs may be. Next, what you need to do is map what the actual what   the actual workflows that are happening, not how leadership or staff thinks it's happening.   Jason Hull (13:53) what the actual workflows are happening, not how leadership or staff thinks it's   happening. There's a very key kind of a distinction is that, you know, a lot of operators and teams kind of assume, hey, you know, we have a set process, but it may not be happening the way that they are envisioning or the way that they're assuming that this is happening. Yeah. And and map that entire workflow end to end.   Mo Hussein (13:59) The very key kind of distinction is that, you know, a lot of operators and teams kind of assume, hey, you know, we have a set process, but it may not be happening the way that they are envisioning or the way that they're assuming that this is happening. And and map that entire workflow end to end.   identify what systems are involved, where handoffs occur, where approvals are required.   Jason Hull (14:21) identify what systems are involved, where handoffs occur, where approvals are required,   Mo Hussein (14:27) where judgment calls are are are are kind of made. And so, you know, every company has, you know, things like experienced managers and accountants and maintenance folks and and they usually know what good looks like versus what bad looks like. And so AI here is to help kind of convert that tribal knowledge ideally into a repeatable operating model. And so examples of how that mapping   Jason Hull (14:28) where judgment calls are kind of made. And so every company has you know things like experienced managers and accountants and maintenance folks, and and they usually know what good looks like versus what bad looks like. And so AI here helped kind of convert that tribal knowledge ideally into an overviewable operative model. So examples of   that mapping would be is you know, hey, what is the entire need to lease workflow?   Mo Hussein (14:50) would be is, you know, hey, what is the entire lead to lease workflow? You know,   Jason Hull (14:54) You know, what is the work order to completion, you know? what is our renewal offer to sign and executed actual renewal? And so and actually and again documenting that, a a lot of organizations have some notion of what that workflow kinda looks like. but   Mo Hussein (14:54) What is the work order to completion? You know? what is our renewal offer to signed and executed actual renewal? And so and actually, and again, documenting that. A a lot of organizations have some notion of what that workflow kind of looks like. but you know, they   haven't actually done they may not have documented, or if they did, it's not updated and they have an out of date SOP or a process diagram.   Jason Hull (15:12) you know, they haven't actually gotten any INOT documents in or if they did, it's not updated and they have an out of data so P or a process diagram.   Mo Hussein (15:22) And that's that's and that's that's that's a very important kind of key aspect of kind of this process.   Jason Hull (15:22) and that's that's and that's that's that's a very important kind of key aspect of kind of this process. Yeah, yeah. Well I a lot of times I end up talking with clients and I've noticed kind of this pattern or trend in the industry of I call it the process myth where everybody thinks if we just had better processes   all of our hopes and dreams would come true when it comes to the off side of the business and we would be more profitable. And especially see this in the two to four hundred door range in single family or small multi-residential property management. And so the challenge there is th that it's impossible to create enough processes, KPIs, and systems to make mediocre people be great. But they pe that doesn't stop business owners from trying. They they're like   Mo Hussein (15:59) Right.   Right.   Jason Hull (16:04) They they they wake up in the morning, they're like, I want to play an impossible game today. And they they still try. And I call it the process myth because if you have really great people, even if your processes are garbage, that I've seen these businesses still perform well. But the reverse is not true. You have mediocre people, you could have insane amounts of systems and processes and stuff, and the business still has a lot of headaches and problems.   Mo Hussein (16:16) Mm-hmm.   Jason Hull (16:29) And so I've kind of noticed this pattern. I call it the three levels of process. And level one is documentation. It's just like writing stuff out. But that's kind of like the owner's manual in the glove box of the car. Nobody looks at it, it doesn't get updated. You know, it's like it's it's it's gathering dust, and people don't actually, that's not actually how the processes are run. And over time, things gravitate towards ease or grace or what the flows best for the person doing the job.   Mo Hussein (16:39) Mm-hmm, mm-hmm.   Jason Hull (16:57) Not for what's best for the job sometimes. And so it gravitates a little bit towards chaos or being worse. Then there's this level two, which is checklists. This is where people are using things like Asana or Process Street or Lead Simple or they some sort of checklist space system where now they're verifying the works getting done in a certain way. But checklist has its own problems in that it's very linear and not every process is linear.   Mo Hussein (16:59) Right, right.   Read simple. Mm-hmm.   Mm-hmm.   Jason Hull (17:24) There's decisions   and splits and merges and sting things happening concurrently in property management. And so the challenge with checklist also it can tend to slow things down. It's not as efficient. So the next level and the problem I had with checklist, we used to use process street, is that it it if anytime a process got complicated, I had to build logic and you know, if-then sort of situations into it.   And it usually got to the point where I didn't even understand it. Like a year later, I'm looking at a process. I'm like, I had to retranslate this back into something that made sense to my brain. And I always, and the nerd had to be the one that did all the updates on it because nobody else could understand it. So then we eventually graduated to level three. So level three is visual workflow. This is for humans.   Mo Hussein (18:01) Right.   Mm-hmm.   Jason Hull (18:13) And so, and with with this, my tip to everybody listening, if you have a system, whether it's checklist or it's any of these three levels, you know, documentation, checklist, or visual workflow, that you your first two processes you make as an operator or as a business owner is how to create a process in this system is number one. And number two, how to QA.   Mo Hussein (18:26) Did   Jason Hull (18:37) A process that is made in the system to know it's actually a good one. If you just make those two, you don't have to do any of the other stuff. Everybody else can do it. You just make those two. That's my tip for all you business owners. And now with AI, you can start adding AI. Once you have things visually mapped out, it's you've got the map like you're talking about. Now you can figure out all right, where can AI take over some of this stuff? And where do we still need the human in the loop? Right. So yeah.   Mo Hussein (18:43) Mm.   And automation. Mm-hmm. Yep.   Yeah.   Right,   Jason Hull (19:05) So any tips for those listening to this that are already geeking out with AI, they're doing a little bit of this measuring and mapping and automating. What are some of the biggest challenges you've noticed where this kind of breaks down or people are making mistakes?   Mo Hussein (19:19) It's it's honestly it's the it's the you know, AI value. it's it's a lot of the small individual decisions that are made in a in a repetitive fashion and that that are made a lot that really are gonna unlock like true value for for any operator. And so like, you know, having very clean data, standardized, you know, systems of truth by what we mean by that is that, you know, hey, you know.   Jason Hull (19:20) It's it's honestly it's the it's the you know, AI value it's it's   like true value for for any op   clean data, standardized, you know, systems of truth. But what we mean by that is that, you know, hey,   you know, you know, whatever work order system that you're using, for example, has accurate, you know, work order data. People, you know, you're making a segment for actually closing out the work order when they complete it. Hey, the end of the week, I'm gonna now try to remember what I did earlier in the week.   Mo Hussein (19:47) you know, whatever work order systems that you're using, for example, has accurate, you know, work order data. People, you know, your maintenance technicians are actually closing out the work order when they complete it. Not just, hey, the end the week, I'm gonna now try to remember what I did earlier in the week.   Close it out. So the data is   the data can't be trusted, then AI is just going   Jason Hull (20:04) data the be trusted and AI   Mo Hussein (20:07) to cause additional kind of confusion. And so having accurate systems of record. And I gave that example of of of a work order when a technician kind of closes that, right? the process map, I think the you know, the three buckets are like three level that you kind of gave, I think is a great, great.   Jason Hull (20:20) Yeah, yeah. Yeah, that makes sense.   yeah.   level that you kinda gave I think it's a great,   great anecdote and framing of how processes should be kind of looked at. And and I think one thing that a lot of operators usually tend to overlook or assume is you know how things are being done versus how they actually are being done within the schemes, right? So an owner somebody at some point said, okay hey this is a process we're gonna take and then over time that just kind of got changed.   Mo Hussein (20:29) anecdote and framing of how processes should be kind of looked at. And and I think one thing that a lot of operators usually tend to overlook or assume is you know how things are being done versus how they actually are being done within the teams, right? It's an owner, somebody at some point said, okay, hey, this is the process we're gonna take. And then over time that just kind of got changed. And there   may be, you know, two different property managers   Jason Hull (20:55) And there may be, you know, two different property managers   Mo Hussein (20:58) operating in two different regions in the same company that are doing leasing renewal differently, right? That going back to that point that you mentioned about systematizing and having accountability loops and task base or like checklist items and ensuring that those things are actually done in that same quality and that same fashion is very, very key. And so getting data, like getting the right data, accurate data,   Jason Hull (20:58) operating in two different regions in the same company that are doing these things renewal differently. Right. That point that you mentioned about synthesizing and having accountability loops and task based or like checklist items and ensuring that those things are actually done in that same quality, in that same fashion is very, very key. And so getting data, getting the right data, accurate data   Mo Hussein (21:23) and then also like your process mapping and your   Jason Hull (21:24) And then also like your process mapping   and your processes kind of documented. I think I think the visual representation is a great way to have that. And those are the two key things that ninety percent of folks that are trying to leverage AI and automation and even the folks that are starting to try to jump into this space and try to automate and use AI for these things like usually we're like where where they're really struggling with. got it. Yeah, I think   Mo Hussein (21:26) processes kind of documented. I think I think the visual representation is a great way to have that. Those are the two key things that ninety percent of folks that are trying to leverage AI and automation and even the folks that are starting to try to jump into this space and trying to automate and use AI for these things like usually we're like we're where they're really struggling with.   Jason Hull (21:50) I was just on a webinar recently and they were talking about building AI agents and they were talking about if you want to make really effective AI agents, you need to give them a really good job description, just like a human. And what what's really funny is if you we coach clients on this a lot, but if we tell the clients to to go, we coach clients on   Creating job descriptions. We call our version of them R docs because each section starts with an R, like role, responsibility, et cetera, all the typical stuff. But then we have some additional sections that we found really paramount. So what we'll tell them to do is go ask your team members, give them this framework, and have them create their own R Doc. And then you take a look at this and see if that's what you would have created. Because it's never like what they think their job is. It's usually very different than what the business owner thinks their job is.   Mo Hussein (22:25) Mm-hmm.   Right.   Jason Hull (22:36) And maybe even different what the manager, the ops person thinks the job is, but then you can actually literally get on the same page with them. You can be like negotiate this and be like, this is what we think your priorities should be, and what your outcomes should be, and what we want you to be able to accomplish. And this is helpful for them to know what they're aiming for so that they can please you because your team members want to please you if they're good. But usually there's a big disconnect, like you're saying, between what   Mo Hussein (23:00) Mm-hmm. Mm-hmm.   Jason Hull (23:05) the the employee thinks their j role and job is versus what their manager thinks they should be doing versus what the business owner thinks everybody should be doing. And so nobody's on the same page. And then you're everybody's roles are a little messy. And then you're going, let's give them processes now to work on. And they're not even clear on what their job is or what their role is. Yeah. And so same thing if you were going to build an AI agent and you were like, I want you to try and be good at everything. And then suddenly it's like really   Mo Hussein (23:29) Right.   Jason Hull (23:34) Hallucinating a lot and it's messing everything up and yeah. And it's not a realistic creature, you know, just like some people give create job descriptions that are for like four different personality types. Right. And then they hire somebody that maybe can actually do all four things, and we call those really highly adaptable, weird creatures entrepreneurs. And then they wonder why that property manager left and stole all their clients.   Mo Hussein (23:34) Horrible.   Right.   Yeah.   Jason Hull (23:57) Instead of finding somebody that's like really good at being one thing. Right. Yeah. And that's how you should see Asia.   Mo Hussein (24:00) Right. That that that that role clarity is very, very, very important, right? And that's how you should see agents as well, is that   like, hey, it's like a trained employee. And so you should exp you should expect the same level of, you know, investment involvement, if you will, and trying to and try to help them be the best of like, you know, whether it's a leasing agent, a maintenance coordinator, or whatever that their role may be. And I I think another aspect is and I'm curious how like how   Jason Hull (24:12) you should expect the same level of you know investment involvement if you will and trying to and try to help them be the best of like you know whether it's a leasing agent a maintenance coordinator or whatever that their role may be and I I think another aspect is and I'm curious that   like how you know when you guys are having conversations with clients around role descriptions stuff it's the concept of ownership like hey what you know how to how to align ownership to and lining that up to hopefully the mental business   Mo Hussein (24:28) you know, when you guys having conversations with clients around role descriptions and stuff, it's the concept of ownership. Like, hey, what, you know, how to how to align ownership to and lining that up to hopefully an eventual business outcome or KPI   or something so that, you know, their performance drives also the business performance, right? How have you guys had this conversation or how do you talk about kind of that concept? I can kind of allude to it without kind of explicitly calling it out.   Jason Hull (24:42) Kate guy or something so that you know their performance derives also the business performance, right? Yeah. How do you talk about kind of that concept? You kind of allude to it without kind of explicitly calling   it out. Yeah, I think well, sometimes I'll just totally call a business owner out on things. But I think what I think will be interesting is people are building starting to build agents. I think that they should.   They should have an understanding of personality types. I think they should have an understanding maybe or a conversation with AI about what Myers Briggs type might be good for this agentic role. And because like somebody that's really good at like strategy and the strategist role, which would be like an INTJ in Myers Briggs, might be good at some operational stuff, but they would be really terrible at customer service.   Mo Hussein (25:19) Mm-hmm.   Jason Hull (25:33) Because a lot of INTJs don't even like humans, right? And so they're logical thinkers and they're really judging and they're practical and they're in you know introverted and they're really bad at understanding how the other person feels or even expressing that. And so you're you you don't want to create these try and create AI AI agents that are multiple split personality types, because I don't think they're gonna be as effective. And you can't also, just like you wouldn't want somebody building the process.   QE QA QA of the process. You don't want them both. You don't want AI to be checking itself. Right. Right. The the brain that had problems doing the messing things up, maybe, or didn't do it totally right. You don't want them checking their own work. Right. And so, yeah, so I think this is going to be interesting that people are going to be building agents and they usually think just logically here's the context it needs, here's the role, whatever. But I think also maybe give it the personality that it.   Mo Hussein (26:08) Right, right.   Right.   Jason Hull (26:29) What's the disc assessment for this person, this agent? What's the Myers Briggs type for this agent? And then if especially if they're communicating with humans or doing a task that you want them to be somewhat human like, they're going to be much better at doing this if you give it you create them in the right way. Just an idea.   the other thing to know as a business owner, you need to know who you are so that you can build your dream team around you. So your advisors, whether they're agentic or human, your advisors, your team members, it should be built ultimately around you thriving and being healthy in your own business so that you've got the tea the tools and the resources that fit you. But most business owners make the mistake.   Of trying to build the business around the business and then wonder why they're miserable and why they're kind of a slave to their own business. Right.   Mo Hussein (27:16) Right. Right. Right.   Jason Hull (27:20) So anyway, Mo, measure, map, automate, MMA. Doesn't involve fighting too much. You know, like mixed martial arts. It's a little bit on the, you know, less physical side of things. fun chatting about.   Mo Hussein (27:26) No.   Jason Hull (27:34) all the the AI stuff that's going. How can people anything else that you want to add to our conversation here about yeah this model? And then could you tell us a little bit about what you do and how maybe you help property managers with this stuff? Yeah. Yeah. so I guess just to put it succinct, kind of a a sandwich kind of takeaway. So yeah, operators need to wait for a perfect AI.   Mo Hussein (27:48) Yeah. Yeah. so I guess just to put it succinctly, kind of a a a sandwich kind of takeaway. So, yeah, operators don't need to wait for a perfect AI strategy.   Start by identifying, measuring where value exists, where things are leaking, then mapping workflows and then deciding what can be safely automated and measuring whether those actions improve performance. and so   Jason Hull (28:00) Identifying, measuring where value exists, where things are leaking, then mapping workflows, and then deciding what can be safe and automated, and measuring whether.   Mo Hussein (28:10) like you know, over time we'll see that you know the winners are not gonna be the companies that have the most amount of most amount of data, but they're the ones that can convert data into consistent operating actions across how they've operated every door. if you we help clients with you know putting together SOPs, also mapping their technology needs, where where they're where they're having operational leaks in the business can be   Jason Hull (28:10) So like you know over time we'll see that you know the winners are not gonna be the companies that have the most amount of most amount of data, but they're the ones that can convert data into consistent operating actions across how they've operated every door. if you we help clients with you know putting together SOPs, also mapping their technology needs, where where they're where they're having operational leaks and the business   can be optimized.   Mo Hussein (28:37) Optimized further using   Jason Hull (28:38) Further using technology and automation, we have a platform that we've built, Prop Strata, to actually connect and help with that automation type effort. and we're also we also do a lot of accounting and and CPA work. you can reach us at www.balanceasset solutions.com, and my emails mo at propstrata.com, or you can reach out to our team at info at balance asset.   Mo Hussein (28:39) technology and automation. We have a platform that we've built, Prop Strata, to actually connect and and help with that automation kind of efforts. then we're also we also do a lot of accounting and and CPA work. you can reach us at www.balanceasset solutions.com and and then my email is mo at at propstrata.com or you can reach out to our team at info at balanceasset solutions.com.   Jason Hull (29:03) Cool. So they could take a look at this at propstrata.com.   Mo Hussein (29:07) Correct. W dot propstrata.com.   Jason Hull (29:11) Okay, cool. Very cool. All right. yeah, check that out, everybody. It sounds interesting. All right. Well, Mo, I appreciate you coming out and hanging out with me here on the DoorGro show and sharing everything.   All right.   So if   If you have ever felt stuck or stagnant in your property management business and you want to take it to the next level, reach out to us at doorgrow.com. We are the world's best at creating high-growth property management companies in the single-family residential space or the small multi-space. And if for a free training or how to get unlimited leads for free, text the word leads to 512-648-4608. That's 512-648-4608.   Also, join our free community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, and ideas to learn about our offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review on whatever channel you saw or heard this on. We'd really appreciate it. And until next time, remember the slowest path to growth.   is to do it alone. So let's grow together. Bye everyone.

We go into the "zero" issues of Mind MGMT, which are given negative numbers in the trade compilation. These amount to supplemental stories about the mind agent agency. We learn stories of a rival Russian agency, Maru's breakthrough that led to her first book and the birth of the agency itself. These side stories are, in a way, the main course of the Mind MGMT world! We also discuss at length Marvel Comics recent decision to move from NYC to the Los Angeles area.  In Loose Screws, Will discusses a talk he saw with comics legend Frank Miller. And Kevin discusses the video game trope of characters climbing a lot (Arkham City, Horizon Zero Dawn, Uncharted and the new James Bond game). ------- Sop-scribe to support the show and for bonus episodes at https://www.screwitpodcasts.com/ There's link to our free Discord there too! Email us at screwitcomics@gmail.com

Closing the Valuation Gap: Eliminating Founder Dependency and Engineering Autonomous Revenue Engines with Muriel TouatiIn a recent episode of The Thoughtful Entrepreneur Podcast, host Josh Elledge sat down with Muriel Touati, the Founder and CEO of Exit 3D Studio and author of The Valuation Gap, to examine the systemic operational flaws that trap service-based founders in relentless daily execution. Muriel, an international business growth strategist and enterprise exit advisor, details how B2B agencies and professional service firms routinely cap their own equity and valuation multiples by relying on founder-driven sales, unwritten processes, and word-of-mouth client acquisition. This conversation delivers an essential strategic playbook for business owners looking to build predictable inbound lead pipelines, successfully delegate high-ticket sales closing, and transform an exhausting job into a highly scalable, autonomous corporate asset.The Asset Autonomous Paradigm: Systematizing Sales Delegation and Closing the Service Valuation GapThe fundamental constraint capping the valuation of most service-based companies is "founder dependency"—a condition where revenue generation, client retention, and daily fulfillment rely entirely on the personal network and physical hustle of the owner. When a founder remains the sole sales closer and primary problem-solver, the business operates with severe structural fragility, causing prospective buyers and private equity groups to heavily discount the firm's exit multiple. True enterprise value is unlocked when an owner systematically audits their daily involvement, identifies single points of failure, and implements standardized operating procedures (SOPs) that allow non-founder team members to run critical sales and delivery functions independently.Transitioning away from founder-led sales requires a disciplined, step-by-step framework for recruiting, onboarding, and handholding a dedicated sales closer until they consistently match or exceed the founder's conversion performance. Many business owners make the critical error of completely stepping away from the sales process too early, mistaking delegation for total abandonment without providing proper training. To build a predictable revenue engine, founders must join live sales calls alongside new closers, provide detailed post-call debriefs, and gradually transition deal ownership only after the representative demonstrates complete mastery of the company's sales playbook. Pairing this hands-on sales onboarding with an inbound content strategy that invites prospects into the brand's narrative—rather than relying on cold outreach or unpredictable referrals—ensures a steady stream of pre-sold, warm leads ready for the sales team to convert.Ultimately, preparing a service business for a lucrative exit requires closing "the valuation gap" long before an owner actively seeks a buyer or liquidity event. Because professional service firms lack traditional tangible assets, buyers evaluate the business based entirely on intangible strength: operational process maturity, team autonomy, client concentration metrics, and repeatable customer acquisition systems. Conducting routine "exit drills"—where the founder intentionally steps away for extended periods to test operational resilience—exposes hidden dependencies and allows leadership to refine backend workflows before entering negotiations. When an enterprise synthesizes predictable inbound lead generation, documented SOPs, and an autonomous sales infrastructure into a unified corporate architecture, it eliminates founder friction, maximizes profit margins, and secures premium market valuation.About Muriel TouatiMuriel Touati is the Founder and CEO of Exit 3D Studio, an international growth strategist, and the author of The Valuation Gap. Drawing from an extensive background building and scaling digital marketing enterprises and guiding B2B acquisitions across global markets, Muriel specializes in helping service business owners eliminate founder dependency. She is a dedicated exit strategy advisor focused on helping founders build predictable revenue engines, delegate high-stakes sales closing, and maximize enterprise equity.About Exit 3D StudioExit 3D Studio is an elite business growth and exit-readiness advisory firm engineered to help B2B service companies scale sustainably and increase market valuation. The firm specializes in delivering comprehensive founder-dependency audits, inbound sales pipeline engineering, sales team onboarding playbooks, and strategic SOP documentation frameworks. Through tailored growth blueprints and resources like The Valuation Gap, Exit 3D Studio enables professional service providers to remove operational scaling debt, build autonomous sales infrastructures, and execute high-value exit strategies.Links Mentioned in This EpisodeExit 3D Studio Official Website: exit3dstudio.comMuriel Touati on LinkedIn: linkedin.com/in/murieltouatiKey Episode HighlightsThe Founder Dependency Audit: Testing organizational vulnerability by taking extended breaks to identify which operational and sales functions break down without the owner.The Sales Closer Handholding Protocol: Implementing a step-by-step shadowing and debrief framework to safely delegate sales closing without risking conversion rates.Inbound Relationship Architecture: Transitioning away from cold outreach to publish narrative-driven content that attracts pre-sold, high-intent B2B prospects.Standardizing Intangible Assets: Documenting recurring operational workflows into clear SOPs to build enterprise value in service-based companies.Closing the Valuation Gap: Preparing for a business exit years in advance by diversifying revenue streams, eliminating key-person risk, and proving predictable growth.ConclusionThe conversation with Muriel Touati underscores that building a business capable of running without its founder is an intentional, step-by-step architecture rather than an unreachable ideal. By standardizing internal corporate governance, building a hands-on sales delegation pipeline, and focusing on the intangible assets that drive buyer demand, business leaders can transform an exhausting daily operation into a highly structured, self-sustaining corporate asset.More from The Thoughtful Entrepreneur

EPISODE 363 - The Milksops go over Mind MGMT #6! This is the end of the first arc. It could have been a satisfying ending to the whole story, but we are glad the series continued. In Loose Screws we discuss the comic Wilds End and the movie National Treasure.  ------- Sop-scribe to support the show and for bonus episodes at https://www.screwitpodcasts.com/ There's link to our free Discord there too! Email us at screwitcomics@gmail.com