Podcasts about Sop

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.

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

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!

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.

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

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

Stop trading your life for your business! In this episode of The Leverage Podcast, host Mike sits down with Clifton Muckenfuss—former construction business owner, high school football coach, contractor consultant, and founder of Building Raving Fans. Clifton shares his story of going from working $10/hour jobs on food stamps to building and exiting a multi-million dollar business. Learn how to use relationship marketing, hire virtual assistants, build SOP playbooks, and master work-life balance. Need a VA to give you extra leverage in your business right now? Pick a time that works: https://bit.ly/3Ucy8gL #ContractorTips #BusinessExit #BuildingRavingFans #TheLeveragePodcast #ConstructionBusiness #VirtualAssistants #RelationshipMarketing #BusinessSystems #WorkLifeBalance #BusinessScaling #Entrepreneurship

Get in Touch! Send us a message.Day three of vacation. Somewhere warm. You've been trying to take this trip for years — the install schedule finally cleared, the timing was right.You glance at your phone. Voicemail from Maya, your lead designer. Client sitting in front of her, complex kitchen remodel, and she can't remember how you handle the markup on a custom range hood. You call her back and walk her through it. She says she'll write it down.An hour later: different question via text. Then another. By dinner you've sent seven responses.You are on vacation. The business is not.Twenty-some years of context, judgment calls, and shortcuts are stored in exactly one place: your head. How you price a custom hood. How you handle the vendor when an order comes in wrong. The words that keep a difficult client calm when the timeline slips. The software workaround that saves twenty minutes on a spec sheet. None of it written down. It transfers by proximity — by watching you long enough, or by calling you when nobody in the showroom has the answer.You didn't build a business. You built a high-paying job you can never leave.In this episode, we walk through the talk-through SOP: how to get the knowledge out of your head and into a system — without sitting down to write a single word.What you'll hear:Why familiarity isn't systemization — and what it actually costs you when a key employee leavesHow narrating your work while you do it builds the manual without a single hour of documentationThe AI prompt that turns a recorded workflow into a step-by-step checklist your team can actually useGet the AI Note-taking Guide → cabinetnotes.com

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

El síndrome de ovario poliquístico ahora se conoce como síndrome ovárico poliendo-metabólico, o PMOS, un nombre que refleja mejor cómo esta condición puede afectar mucho más que los ovarios y la fertilidad.En este episodio de Baptist HealthTalk, Sandra Peebles conversa con la endocrinóloga Dra. Priscilla Escalona Villasmil y la obstetra-ginecóloga Dra. Ingrid Paredes sobre el diagnóstico, los síntomas, los riesgos metabólicos y las opciones de tratamiento. Por qué el cambio de nombre ayuda a comprender mejor la condición  Síntomas como períodos irregulares, acné, crecimiento de vello y dificultad para perder peso  La relación entre PMOS, resistencia a la insulina, diabetes y salud cardiovascular  Cómo se diagnostica y por qué no todas las pacientes presentan los mismos signos  Opciones de tratamiento según los síntomas, el metabolismo y los planes de embarazo  Por qué un diagnóstico de PMOS no significa que una mujer no pueda quedar embarazada Con un diagnóstico temprano, cambios saludables en el estilo de vida y un tratamiento individualizado, el PMOS puede controlarse. Las especialistas también comparten un mensaje claro: hay opciones, tratamiento y esperanza.

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

Almost everyone is using AI backwards right now, and it's doing more harm than good. They hand the public-facing work that actually sells for them, the brand voice, the messaging, the marketing, over to AI, and then keep grinding through the operational work themselves. The follow-ups, the treatment maps, the back-office systems nobody sees. That's the stuff that eats your week and never feels like it's moving the business forward. My guest this week is Nicole Harlow of Lead Better, who has spent 18 years building operations for health practitioners. She keeps watching the same thing happen. Brilliant, fully booked providers burning out, not because they can't get clients, but because they're the single point of failure holding the whole business together. Nicole and I have both gone all in on AI and both got burned doing too much with it, so this conversation is neither hype nor fear. It's two people who already made the expensive mistakes showing you where AI belongs, including the operational work it can pull off your plate this week, and the one part of your business you should never let it touch. If your practice is running on sticky notes and a Google spreadsheet you're scared to open, and you're starting to suspect you're the bottleneck, this one is for you. Timeline Highlights [00:00] – Why almost everyone is using AI backwards, and the operational work it should be doing instead [04:51] – Why operations is where the bottleneck shows up for six-figure practitioners [09:17] – How Nicole landed on operations after 18 years across branding and podcasting [15:58] – The reluctant CEO problem: practitioners who never signed up to run a business [18:11] – Why hiring a VA into a messy system almost always backfires [22:04] – A client story on expecting admins to think like entrepreneurs, and the SOP fix [27:50] – How Claude became a strategic thinking partner, and where that gets dangerous [34:29] – The pay-grade filter for deciding what AI should and shouldn't do [40:20] – Automations versus AI, and the difference that actually matters [49:14] – How to decide what stays human and what gets handed to AI [1:11:19] – Nicole's Brand Voice Starter Guide and why generic AI output costs you Top Quotes from the Episode "You give me something messy and chaotic, and I can create something that's beautiful and elegant and works, and ultimately helps you to work less." "An assistant or admin isn't there to create the system. They're there to slot into a system that's already been thought out." "If you don't have your operations thought through and you hire someone in, you're expecting them to come in and clean up your chaos, and that's the wrong expectation." "What's actually quite normal for most people is they like to know what's expected of them, what good work looks like, and what done looks like." "Systems are saving me and my business, not because I'm hyper organized, but because I already made all of these mistakes." "What makes AI different from automation is the thinking component. Automation is binary. AI adds reasoning and logic on top of it." "I turn to AI in the places where I feel the most resistance." "Just because it's AI and it can write it fast doesn't mean it's using words you or your clients would ever actually say." Links & Resources Nicole Harlow, Lead Better Nicole's free Brand Voice Starter Guide (workshop + workbook) Take the "What's Your CEO Type?" Quiz If this episode resonated, follow the podcast, leave a review if it lands, and share it with someone who's ready to stop being the bottleneck in their own business.

Being the best technician in your company feels like a win. It can also become the thing holding your business back. Learn how to delegate with confidence, build systems your team can follow, and transition from working in your business to growing it. In this episode of Masters of Home Service, host Adam Sylvester sits down with Austin Rogers (Avai Property Solutions) and Sadi Ingallina (Grow Your Tree Co.) to break down why stepping out of the field is one of the hardest but most important transitions for home service business owners. They share practical advice on hiring, training employees, creating SOPs, and building systems that make delegation easier. New to Jobber? Claim your exclusive listener discount: https://bit.ly/4y8A4GJ Show Notes: [00:47] Why being the best technician can limit business growth [02:29] How to transition from technician to business owner [04:15] Why some home service owners struggle to delegate [06:55] Using SOPs and checklists to improve employee training [08:55] Should you hire experienced employees or train from scratch? [10:07] How to stop jumping back into field work [12:06] How to build a team that doesn't depend on you [14:25] Stop fixing symptoms and solve the real problem [16:25] How business systems create owner freedom [17:09] The first SOP every home service business should document [19:06] The biggest fear when stepping out of the field [19:18] The next thing Sadi and Austin need to delegate [19:50] The last task they successfully handed off [20:02] What they're most proud of after stepping back

School of Prayer Gathering: KABOD - The Weight of His Glory. Join us for 3 days and 4 sessions of prayer in July 2026!"So that the priests could not stand to minister because of the cloud, for the glory of the LORD filled the house of God" - 2 Chronicles ⁠5:14⁠Intercession Central Website: ⁠https://icentralglobal.org/⁠Follow Intercession Central on Social Media Platforms:Website: ⁠https://tjayaregbesola.com⁠Instagram: @intercessioncentral TikTok: @intercessioncentral ⁠#schoolofprayer⁠ ⁠#SOP⁠ ⁠#buildingcapacity⁠ ⁠#prayer⁠ ⁠#kabod⁠ ⁠#weight⁠ ⁠#HisGlory⁠ ⁠#Glory⁠ ⁠#atmosphereofprayer

School of Prayer Gathering: KABOD - The Weight of His GloryJoin us for 3 days and 4 sessions of prayer in July 2026!"So that the priests could not stand to minister because of the cloud, for the glory of the LORD filled the house of God" - 2 Chronicles ⁠5:14⁠Intercession Central Website: ⁠https://icentralglobal.org/⁠Follow Intercession Central on Social Media Platforms:Website: ⁠https://tjayaregbesola.com⁠Instagram: @intercessioncentral TikTok: @intercessioncentral ⁠#schoolofprayer⁠ ⁠#SOP⁠ ⁠#buildingcapacity⁠ ⁠#prayer⁠ ⁠#kabod⁠ ⁠#weight⁠ ⁠#HisGlory⁠ ⁠#Glory⁠ ⁠#atmosphereofprayer

School of Prayer Gathering: KABOD - The Weight of His GloryJoin us for 3 days and 4 sessions of prayer in July 2026!"So that the priests could not stand to minister because of the cloud, for the glory of the LORD filled the house of God" - 2 Chronicles 5:14Intercession Central Website: https://icentralglobal.org/Follow Intercession Central on Social Media Platforms:Website: https://tjayaregbesola.comInstagram: @intercessioncentral TikTok: @intercessioncentral #schoolofprayer #SOP #buildingcapacity #prayer #kabod #weight #HisGlory #Glory #atmosphereofprayer

You know there is a gap between how your team trains and how your team performs. You've felt it. Gabe Rivera felt it too, and instead of talking about it, he built a system to close it. Full-time SWAT officer, Lead Faucet Tactical instructor, and founder of Mindset Tactical Solutions, Gabe sits down with Scott at the Texas Tactical Police Officers Association Conference in Round Rock, Texas to walk through eighteen years of hard lessons: how to vet instructors without getting burned by theory masquerading as experience, how competition shooting exposed gaps that thousands of hours of tactical courses never revealed, and how a small group of motivated cops turned a text thread into a sold-out law enforcement shooting match movement spreading from Southern California to Tennessee to TTPOA.This isn't a conversation about chasing classifications or social media clout. Gabe is relentlessly mission-focused: make the people around you better, lead by example, and build a culture where your weakest link is not weak for long. He breaks down how his agency went from a one-time thirty-two-hour active shooter block to annual refreshers, quarterly reps, and academy-level integration, and how the same forward-thinking philosophy is now driving a USPSA club, an intro-to-competition course for cops, and an intra-team quarterly competition with a plaque and serious bragging rights on the line.If you are a SWAT officer, a range sergeant, a team leader, or any cop who has ever wondered whether competition shooting is worth your time, this episode gives you the full picture, from Gabe's first humbling match experience alongside JJ Racaza to the stage-design lessons learned from rain-soaked stages at TTPOA this week. The roadmap is here. The people willing to help are already lined up. The only thing left is for you to start.Scott and Gabe also get into what it actually takes to put on a law enforcement match from scratch: finding a USPSA club willing to partner, building walls out of nothing, managing squad flow so nobody is standing around for eight hours, and leaning on sponsors like Howitzer Clothing to make the economics work. Whether you want to attend one of these matches or host one in your region, you'll leave this episode knowing exactly where to begin.In this episode: • Vetting instructors on tactics means prioritizing people whose techniques have been stress-tested for real, not just proven effective in Sims houses: one-off experiences are worth learning from, but not worth re-engineering your entire SOP around • Gabe's agency moved from a single thirty-two-hour active shooter block to academy-level integration plus annual refresher training plus quarterly reps after a post-incident debrief trip to Dallas surfaced the gap between their readiness and what actually-trained agencies were doing • Competition shooting exposed performance gaps that thousands of hours of tactical classes and certificates never did: the move to 'one match a month' then 'every match I can shoot' followed directly from realizing that class environments reward relative performance, while matches reveal absolute performance • The intra-team competition format Gabe built scores each team's top three shooters PLUS its bottom two, forcing accountability at the weakest link rather than letting high performers mask squad-wide deficiencies • The Southeast law enforcement match in Tennessee was the proof-of-concept Gabe and his crew replicated in the Southwest: copy the model, learn from their stage-flow lessons (including a full-service staff-reset format), and let the virus spread region by region • A USPSA section chair approved Gabe's agency-affiliated club to run official classifiers inside law enforcement courses, meaning cops can get their USPSA member number and classification within a course environment specifically designed around duty gear and relevant skill sets • Intro-to-competition classes for cops specifically address the three barriers Scott hears most: fear of DQ, not understanding stage planning, and not knowing how to sign up, and Gabe's model walks officers through a live match with coaching squad support their first time out • Sponsors like Howitzer Clothing (Eric Foss, Project Blue Lion) are funding JJ Racaza team courses and law enforcement match infrastructure outright, and USPSA clubs with materials and range facilities are the key first partnership to secure when replicating this model anywhere in the countryChapters: 0:39 Iron Sights intro and show mission 1:09 Welcoming Gabe Rivera and Scott's personal history with him 5:56 Gabe's background: 18 years in LEO and full-time SWAT 6:27 Origin of Mindset Tactical Solutions and active shooter training 8:15 Lead Faucet Tactical and the instructor vetting process 9:38 Dallas debrief, annual training evolution, and closing the readiness gap 24:26 What 'vet your instructors' actually means in practice 29:47 First exposure to competition shooting and Ben Stoeger's course 31:37 Training with JJ Racaza and the decision to go all-in on competition 44:03 Building a competition culture inside the agency 51:03 Launching the Southwest LEO match and learning from Tennessee 1:24:13 USPSA classification inside LEO courses and what is nextMentioned: Gabe Rivera — Owner and instructor of Mindset Tactical Solutions, full-time SWAT officer with eighteen years in Southern California law enforcement, and Lead Faucet Tactical instructor; primary guest of this episode. Dan Brokos — Founder of Lead Faucet Tactical; mentioned as someone Gabe assists as an instructor and who was teaching in Southern California during the week of the TTPOA conference. Ben Stoeger — World-class competition shooter whose Los Angeles-area private course required a USPSA B classification for entry, giving Gabe his first serious exposure to high-level practical shooting in 2015. JJ Racaza — World-class competition shooter who invited Gabe to shoot a match after training together, and who later ran private performance shooting courses for Gabe's SWAT team, funded in part by Howitzer Clothing. Cody — Referenced as a helpful contact associated with the Southeast law enforcement shooting match in Tennessee whose team provided guidance and support to the Southwest match organizers. Sean Griffith — Described as a top-ten shooter in the world who helped design stages for the TTPOA match and is cited as an example of elite-level competitors willing to invest time in helping law enforcement get into competition. Eric Foss — Associated with Howitzer Clothing and Project Blue Lion; credited with sponsoring JJ Racaza's private course for Gabe's team at no cost to the agency and with funding law enforcement match infrastructure. Anthony Coley — Mentioned as a recent Iron Sights guest whose attitude of asking for help openly was cited as a model for the law enforcement match-building community. Dustin Mowry — Named as a previous Iron Sights guest and one of the people involved in the TTPOA match effort whom Gabe has known since approximately 2015. Chancey Pogue — Named as a previous Iron Sights guest involved in the TTPOA match collaboration alongside Gabe. Bryan Williams — Named alongside Dustin Mowry and Chancey Pogue as a previous Iron Sights guest involved in the TTPOA match effort.

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

In this episode, host Josh welcomes high performance coach and conscious leader Mario Lanzarotti to discuss the mindset shifts essential for business growth. They explore the internal conflicts entrepreneurs face between their ambitions and unconscious fears, the importance of addressing unmet emotional needs, and how shifting from scarcity to abundance unlocks success. Mario shares real-life case studies and practical strategies, such as leveraging relationships, focusing on service, and reframing mistakes as learning opportunities. The conversation offers actionable advice for entrepreneurs seeking to develop unstoppable mindsets and achieve effortless, sustainable business growth.Chapters:Introduction to Mario Lanzarotti and Mindset Coaching (00:00:00)Josh introduces Mario Lanzarotti, his background, and the focus on mindset for entrepreneurs and high achievers.The Internal Conflict: Conscious Goals vs. Unconscious Fears (00:01:07)Discussion about entrepreneurs' frustration with not reaching big goals and the unconscious fears that hold them back.Self-Sabotage and the Iceberg Analogy (00:03:09)Mario explains self-sabotaging mechanisms, using the iceberg analogy to illustrate the power of the unconscious mind.Identifying and Addressing Unmet Needs (00:04:12)Mario discusses the importance of recognizing unmet emotional or support needs to progress toward higher goals.Case Study: Shifting from Scarcity to Abundance Mindset (00:05:39)Mario shares a client story about overcoming scarcity mindset, self-forgiveness, and moving toward abundance.The Power of Forgiveness and Acceptance (00:08:14)How forgiving past mistakes enabled a client to invest in growth and experience business breakthroughs.Comparison Trap and Self-Assurance (00:09:12)Josh reflects on the dangers of comparing oneself to others and the importance of self-assurance and personal growth.Case Study: Making Success Effortless, Not Hard (00:10:20)Mario shares another client story about shifting the belief that success must be hard, and leveraging relationships for growth.Actionable Takeaways: Who Not How, Serving Over Selling, Self-Reassurance (00:13:15)Josh summarizes three actionable strategies: leveraging others' expertise, focusing on service, and practicing self-reassurance.Closing Remarks and Gratitude (00:16:26)Josh thanks Mario for the conversation and Mario expresses his appreciation.Links and Mentions:Tools and Concepts  "Mindset Shifts": "00:00:00"  "SOP (Standard Operating Procedure)": "00:01:07"  "Scarcity Mindset": "00:06:11"  "Abundance Mindset": "00:07:12"  "Forgiveness Meditation": "00:08:14"  "Who Not How Principle": "00:13:15"  "Serving Over Selling": "00:14:34"  "Self-Assurance": "00:15:51"  Case Studies and Examples  "E-commerce Company Case Study": "00:05:39"  "Agency Business Case Study": "00:10:20"  Notable Quotes  "More money, more problems": "00:03:09"  "Everything has to be hard": "00:10:20"  Actionable Takeaways  "Who Not How": "00:13:15"  "Serving Over Selling": "00:14:34"  "Self-Assurance": "00:15:51"Transcript:Josh 00:00:00  Guys, I am super excited to introduce you to today's guest. This is kind of a new, new one for us. He doesn't just have expertise in the e-commerce space. Instead, he has a much broader landscape in the mindset shifts and tools he's going to be able to share with us. I know are going to be able to have a tremendous impact on your business. Today, I'm excited to introduce you to Mario Lanza, a high performance coach, a TEDx speaker with over 1 million views, and a conscious leader, Mario Lanza. He travels the world helping entrepreneurs make more money in half the time through building an unstoppable mindset from CEOs to Olympians and mission driven entrepreneurs. Mario helps high achievers all across the world gain the mental clarity and focus necessary through his masterclasses on conscious leadership and next level mindsets. So with that introduction, welcome to the show, Mario.Mario 00:00:58  Josh, thank you so much for having me on the show. I'm really excited, and I think you and I were going to have a powerful conversation filled with lots of value for your listeners.Josh 00:01:07  One of those inner thoughts in my mind, when I'm having to make either a difficult decision or I have to slow down in order to like create an SOP or to hire a team member because, you know, that's that's the next step. That's what needs to happen. My frustration is I think that those should what are the things I know I should be doing? And it's more along the lines of, I should have a $100 million business. I look at all the other successful e-commerce businesses. I feel like I'm just as capable as they are, but I'm doing something wrong. I'm spending too much time on these little tasks and I'm making this a little decision, like, why am I not at that $100 million already? And what what would you say to that? Like, I feel like that's what's kind of like deep down. Like I have this vision of I love my potential, but I'm not there yet, right? And so I beat myself up.Mario 00:02:07  Yeah. This is a classical one.Mario 00:02:09  And again, I want to honor you for stepping one step further out. And I think a lot of your listeners will be will resonate with that because they look at where they are and then they tell themselves, I'm not where I'm supposed to be. There's so much inside of me that can be brought up. And, you know, it's true. There is so much more inside of you that can be brought out. But the reason it's not already out is because actually, you do not want the 100 million. Because if you have the 100 million, you know that there's something that's going to increase. Often in a mental perspective, the amount of problems will increase, right? That's why they say biggie made the song. More money, more problems, more responsibility, more, more being on your own because, you know, you climb the mountain even higher and so. Less people to relate to. If you're the 100 million guy, maybe in your family, you're the only one. And so nobody really, truly knows how Josh feels when Josh is by himself.Mario 00:03:09  And so all of that is what I call a self-sabotaging mechanism, where you tell yourself consciously, yep, I want the $100 million business. But unconsciously you are scared of that. Because here's the thing what a self-sabotaging mechanism is. It's your conscious mind working against your unconscious mind. And if you've ever seen the picture of the iceberg where you know, you see the tiny peak above the water and the huge body underneath, your unconscious mind makes up about 95% of everything. So if you are like, yes, I want that $100 million business, your unconscious mind. No bro no no no no no, not gonna happen. That's way too much. So first of all, I would have you look at the reality of the way that you're showing up and divorce this idea that what you want is the $100 billion business. Because if your behavior shows the opposite, what you really want is you want to stay safe. You want to stay in control. You want to stay in your comfort zone. And there's nothing wrong with that.Mario 00:04:12  That's the first realization that I would bring in. And then second is to look at what is it that's missing for you if you truly want to get to that $100 million level, there are certain needs that you have that are currently not being fulfilled. It might be more of a support system. It might be someone like a coach or a...

In this conversation, Lee sits down with two of Unleashing Leaders' top change agents, Skye Connors and Emily LaPorta, to tackle a problem every high performer eventually hits: too many priorities, not enough hours. Skye and Emily built UL's internal SOP for handling conflicting task requests and walk through how it works, from the physical warning signs of overload to the tiebreakers that step in when two tasks conflict. Feeling overloaded usually means you're trusted with more, not that you're falling short. Lee, Skye, and Emily break down the prioritization shortcuts that quietly wreck teams: First in, first out. Last in, first out. Whoever screams the loudest. And the fallback of declaring "everything is priority one," which just pushes the decision onto your team, leaving them to default to whatever's easiest. What UL actually uses instead is a framework that sorts commitments by required, desired, and optional, weighs critical path and impact, and falls back on real tiebreakers, like prior commitment and relative priority, when everything else ties. Emily closes with a reminder that this gets easier with practice: "Am I required?" and "What is the impact?" stop needing a checklist and become instinct.   Additional Resources Attend Unleashing Leaders University: https://unleashingleadersuniversity.com/curriculum Learn more about Unleashing Leaders: https://unleashingleaders.com/ Follow Unleashing Leaders on LinkedIn: https://www.linkedin.com/company/unleashingleaders Connect with Lee on LinkedIn: https://www.linkedin.com/in/leeallenscott/ Follow Unleashing Leaders on Facebook: https://www.facebook.com/UnleashingLeaders/ Follow Unleashing Leaders on Instagram: https://www.instagram.com/unleashingleaders/   Key Takeaways: Feeling overloaded is a sign of trust and competence, not a warning sign of failure. Notice the physical tell (tight chest, racing heart) before it drives a bad decision. First in, first out, last in, first out, and "whoever screams loudest" all fail as standalone strategies. Declaring everything priority one pushes the decision to your team, and they'll default to whatever seems easiest, leaving the hard stuff undone. Sort every ask into required, desired, or optional before you commit to it. When priorities truly tie, fall back on real tiebreakers like prior commitment and relative project priority. With practice, questions like "Am I required?" and "What is the impact?" stop needing a checklist and become instinct.  

Today, our guests from Exhibit A, Robert Miller and Merul Dhiman, dive straight into  why undeniable SOP compliance is absolutely non-negotiable for any serious freight brokerage and how relying solely on basic platforms without a tangible audit trail is a crippling logistics risk that leaves your operations wide open to liability! Exhibit A is bringing game-changing freight technology to the table with a platform that meticulously documents every single step of your vetting process, proving exactly what you did and when you did it.  If you want to stop operating on blind faith and start genuinely insulating your business, you need to tune into this actionable breakdown on bulletproofing your operations!   Connect with Robert and Merul Website: https://exhibita.io/  LinkedIn: https://www.linkedin.com/in/robertemiller/ / https://www.linkedin.com/in/merul/  

Send Jackie A Message!Everyone in the yoga and Pilates world is telling you the same thing right now: you need a handbook. And they're right — until they let you believe the handbook is the fix. Because here's what the research shows: SOPs don't fail because they're badly written. They fail because nobody is holding the standard.In this episode, Jackie names the trap almost every studio owner falls into — asking a document to do a manager's job — and gets precise about three words we throw around like they're interchangeable: leadership, management, and systems. You lead the direction. You manage the standard. The system remembers it for you. Miss the middle layer, and even a beautiful forty-page handbook rots in a Google Drive folder while you keep re-fixing everything yourself.In this episode:Why documents are inert — and why "I wrote it down" is not the same as "it's handled"The three layers defined: leadership (what matters and who you're being), management (accountability, feedback, and training — this week), and systems (the handbook, SOPs, and checklists that remember the standard)The story of a client, a Pilates studio owner, with forty-two pages of SOPs and a team following none of them — and the exact changes that made the handbook realThe 90-second coaching conversation to use the next time a standard slips (word for word)How to onboard so the handbook actually lands: walk it, shadow it, teach it backStandard of the week, checklists, public praise, and handing ownership to your leads — the rhythms that keep standards aliveThe one rule you can't break: hold the standard the same way for your newest hire and your biggest superstarYour action step this week: pick one standard that keeps slipping. Don't rewrite the SOP. Give it an owner who isn't you, put it where it will be seen, and add it to your next team check-in. One standard, one owner, one rhythm.A handbook tells your team what good looks like. Management is what makes it happen. Leadership is why they want to.Work with Jackie MurphySay Hi on Instagram @studioceoofficialJoin The Studio CEO Program: https://www.jackiegmurphy.com/studioceoThe Grow Mastermind: https://www.jackiegmurphy.com/mastermind

Growing a business requires more than the right technology. It requires business systems that make important work repeatable, consistent, and easier to scale.In this episode of MOJO: The Meaning of Life and Business, Jennifer R. Glass speaks with Adi Klevit, founder of Business Success Consulting Group and host of the Systems Simplified podcast, about how processes and standard operating procedures, or SOPs, help businesses operate more effectively.Jennifer and Adi explore the difference between a business process, an SOP, and the technology used to support them. They discuss why buying a new software platform does not automatically solve an underlying process problem and why businesses need to understand what they are trying to accomplish before adding another tool to their technology stack.The conversation also looks at one of the biggest risks facing growing businesses: important knowledge that exists only in one person's head. From employee onboarding and customer service to sales, payroll, marketing, and inventory, documenting repeatable processes can create greater consistency and make delegation easier.You'll also hear practical advice about deciding which processes to document first, keeping systems updated as the business changes, improving adoption across a team, and making sure industry terminology and acronyms are clearly understood.Whether you're starting a business or managing a fast-growing company, this episode will help you think differently about the systems behind your business and what needs to be in place before you can truly scale.Key takeaways:A system is bigger than software. Technology can execute or automate part of a process, but the underlying business process needs to be understood first.A process and an SOP are related but different. The process maps how work moves from point A to point B. The SOP explains how the work is executed step by step.Document what is repeatable. If something happens regularly, it may be a candidate for systematization.Protect institutional knowledge. A business becomes vulnerable when essential knowledge resides only in one employee's head.Systems support delegation. Documented processes make it easier to train people and move work away from the owner.Systems must stay alive. Documentation should be reviewed and improved rather than created once and forgotten.Technology needs a purpose. Before adding another platform, determine what role it plays in the larger business process. About my guest: Adi Klevit is the leader and visionary behind Business Success Consulting Group. With thirty years of experience as a trained Industrial Engineer and management consultant, she brings a unique understanding of the challenges businesses face today. Adi utilizes her practical know-how to help organizations of any size dramatically improve their efficiency and performance. By leveraging her ability to understand both business processes and people, she helps business owners bring order to their lives and achieve their goals. She is also the host of the Systems Simplified podcast, where she interviews successful entrepreneurs about the power of systematizing a business.Connect with Adi:Website | LinkedInSystems Simplified Podcast

Posture and Bears - Ep200 In this walking podcast, #200! I discuss an alternate way to quantify training load. Or not really to quantify it, but to help dictate what proper training load is for a given athlete on a given day. It flies directly in the face of the way every other coach and program tells you to train. So be prepared to be like “wow this is weird” In other words, SOP for this podcast.    Also, bears. Bears Ron. Now you are putting the whole station at risk.

You have heard the arguments a thousand times and every time you hear them, something in your gut says it doesn't add up. In this episode, recorded live at the TTPOA conference in Round Rock, Texas, Iron Sights collaborated with the TTPOA Podcast host Brandon Hernandez and cohost Matt Smith to sit down with Matt Pranka for an honest conversation about training.Matt pulls zero punches on the dynamic versus deliberate debate, the real definition of CQB as a tactic, why slow is NOT safe when the fight is opposed, and how foundational skills are the only real safety mitigation factor your team has. You'll walk away understanding why your shoot house training may be building bad habits, what targets are actually doing to your vision discipline, and how a predictive shooting framework built around doubles, triples, and reactive shooting should be driving your 100-round range session.The Q&A portion adds ground-level perspective of a small-agency officer who built his own live-fire shoot house from scratch just to get his community access to real training. His questions on shoot house construction, target discrimination, and bridging the gap from patrolman to operator kick off a conversation that just keeps getting deeper. And threaded throughout all of it is the culture piece: loyalty, willingness, owning your mistakes in the AAR, and why the guys who refuse to admit they were wrong are the ones who never make it. This one is a labor of love, and it shows.In this episode:• Dynamic CQB is not fast movement across the ground, it is the speed at which you go from one task to the next with zero delay, and training pace must be significantly faster than execution pace so that real-life speed feels controlled, not chaotic• Shoot houses built with bullet traps eliminate a critical processing element: when operators can see the trap, they already know where the target is, removing the visual discrimination loop of demeanor, hands, and decision that mirrors real encounters• A shoot house SOP should be a simple three-page document with graphics that standardizes corner-fed versus center-fed rooms, hallway attacks, and door procedures before any contingency or procedure documents are layered on top• Force-on-force fails most often because role players maintain vigilance for only the five minutes before the team enters, so the most realistic FoF uses opposing SWAT teams cocked for 45 to 120 minutes who are caught off guard when surprise is given up• The 100-round range session breakdown: 40% predictive doubles (always preceded by 5 to 10 dry reps per block), 30% reactive multi-target shooting, 20% movement including lateral and shooting on the move, 10% live verification of whatever you are working in dry fire• Dry fire sessions should cap at 10 to 15 minutes of full cognitive and grip intensity, because sustained focus beyond that window is where the intensity drops and bad habits are grooved, and multiple short sessions accumulate more quality volume than one long unfocused one• The triangle of CQB principles, surprise then speed then violence of action, is ordered intentionally: if surprise is never given up, speed is not required, but the moment surprise is lost, speed and violence of action must immediately fill the gap• The most important character trait in a teammate is loyalty, not to the individual but to shared values and standards, because unlike shooting skill or fitness it cannot be trained, programmed, or faked, and it is the one trait that is essentially hard-coded by the time someone joins a teamChapters:0:10 Iron Sights intro and mission statement0:56 Live at TTPOA: setting the scene1:58 George Pastore Foundation and the podcast booth11:27 Justin Torres and Battlegrounds CQB House12:17 Building a better shoot house for law enforcement17:40 Targets, visual discrimination, and shoot house training29:42 Dynamic vs. deliberate: the real definitions31:45 True CQB speed: task-to-task efficiency40:26 Loyalty, willingness, and what makes a good teammate1:01:50 The 100-round training session blueprint1:09:17 When slow is justified: surprise, darkness, and standoff1:30:38 AARs as a culture-shifting training toolMentioned:Matt Pranka — Returning guest, practical shooting and CQB instructor, keynote speaker at the TTPOA conference, and the primary subject matter expert in the episode's CQB discussion.Justin Torres — Owner of Battlegrounds CQB House in San Antonio and a police officer with a small local agency, who built his own shoot house to bring training access to smaller departments.Kim Pastore — Runs the Jorge Pastore Foundation and partnered with the TTPOA and Iron Sights team to build and fund the conference podcast booth.Chris Palmer — Friend of Matt Pranka and prior TTPOA keynote speaker, mentioned in the context of shooting review videos where officers misremember their own actions on body cam footage.Dan Collosanto — Referenced as the person who invited Matt Pranka to be the TTPOA keynote speaker, jokingly described as someone who 'fucked up' by giving Matt the slot.Jordan — Owner of Arise Manufacturing, who direct-mills Matt Prankla's personal pistols so no optic plate is needed.Zach Harrison — Owner-operator of Ascension Training Group was seated in the audience at the podcast booth and asked the question about the value of AARs in law enforcement training culture.Hwansik Kim — Cited by Matt Pranka as an example of a shooter who achieved top national-level match finishes on approximately 2,000 total rounds by mastering dry fire methodology.Jeff Mau — From Tenicor, he appeared on a prior Iron Sights episode alongside Matt Pranka and John Valentine.Mike Pannone— Mentioned as having co-taught a course in California with Matt Pranka, after which both appeared on a previous Iron Sights episode.

There is no shortage of founders who have read Principles or Traction. Far fewer have built their business around what those books teach, week after week, when it is inconvenient to do so. In this episode, Marcus Cauchi speaks with Keith Gillispie, founder of REI Automated, about the discipline of turning ideas into working systems, and why that discipline is harder than the ideas themselves. Why this conversation matters Most conversations about business systems focus on tools. This one focuses on behaviour. Keith didn't just read about principles, operating systems and delegation frameworks. He applied them, tested them, and kept refining them long after the novelty wore off. For founders who are drowning in advice but starved of consistent execution, this episode offers something more useful than another framework: a working model of what it actually looks like to follow through. Major discussion points Discipline over information. Keith names two books that fundamentally shaped his business: Principles by Ray Dalio and Traction by Gino Wickman. What sets his account apart is not the reading list but what he did with it: he built explicit, testable principles into daily operations, and adopted Wickman's Entrepreneur Operating System (EOS) as the structural backbone of how his business runs. Writing and testing SOPs. Keith's method for creating a standard operating procedure is deliberately unglamorous. Do the task. Write down exactly what you did. Follow your own instructions the next time and notice everything you missed. Repeat this three to seven times until the gaps close, then record a video walking through the process. Only then does a task become fit to hand to another person, or to an AI agent. Where AI should not go. Keith runs a company that sells agentic AI voice agents for real estate sellers, so he has a commercial incentive to promote automation. He was candid about its limits. When he tested his own AI on a negotiation for his own property, reaching the point where the AI pressed him on price, he found the experience uncomfortable. His conclusion: AI handles information well, but emotional, high-stakes conversations still need a human. Hiring as a discipline, not an event. REI Automated filters candidates roughly one hundred to one. Keith uses the GWC framework from Traction (get it, want it, capacity for it) to decide not just who to hire, but who to keep, and applies a consistent SOP-based interview and onboarding process across every role. Cadence over intensity. Rather than reviewing performance monthly, Keith's team submits short daily and weekly reports, which are read and responded to using Claude, and quarterly goals ("rocks") drawn from EOS. He argues that weekly management gives a business fifty opportunities a year to course-correct, against twelve for a business run monthly. The absence test. Keith takes one week off every month with no calls, texts or Slack messages. During a recent house move that disrupted his usual routine for roughly a month, revenue held within a thousand dollars of the prior month. He was candid that the business currently sustains itself well in his absence, though he is less certain it grows without him. AI as a thought partner, not a shortcut. Keith's team members are expected to bring Claude fully into their process, including drafting their own SOPs when Keith does not have time to write one himself. He was clear this only works because the AI has deep context on the business and because his people bring genuine critical thinking to the exchange, rather than treating it as a way to avoid thinking. A moment of disagreement. Marcus challenged Keith's use of performance improvement plans, arguing that everyone should effectively be on one from day one, and that needing to formalise one is often a sign management has let something slide. Keith pushed back, drawing a distinction between personal development and performance accountability, and defended his position with a clear rationale. Practical takeaways Before automating or delegating any task, do it yourself first and write the SOP from direct experience. Follow your own SOP repeatedly until you have found and closed the gaps, then record it on video. Review your business weekly, not monthly. You get roughly four times as many chances to correct course. Keep team communication in shared channels rather than direct messages, so ideas get scrutinised by more than one person. Test whether your business can run without you before you assume it can. Use AI to draft and challenge your thinking, not simply to execute tasks you have not fully worked out yourself. Memorable quotes "Sometimes in order to be helpful, you have to say the hard thing." "When we're dealing with information, AI is fine. When we're dealing with emotion, that needs a human touch." "You always have to take away before you can add." Books and resources mentioned Principles by Ray Dalio Traction by Gino Wickman Essentialism by Greg McKeown The Obstacle Is the Way by Ryan Holiday The 7 Habits of Highly Effective People by Stephen Covey Guest biography Keith Gillispie is the founder and CEO of REI Automated, which provides education, software and coaching to real estate investors on building automated, systemised businesses. He spent eight years on active duty with the US Marine Corps, during which he began investing in real estate and developed the systems-first approach that now underpins his companies. Subscribe If this conversation was useful, subscribe to TheInquisitor Podcast for more conversations that challenge conventional thinking on selling, leadership and building businesses that last.

Today, we'll talk about my favorite item from the Always Work List from a few weeks back - the Daniel Tiger SOP. Entrepreneurship requires you to do uncomfortable stuff constantly. This gets overwhelming and leads to founders sticking with the well-worn, safe path. That leads to startups with no differentiator and no reason to exist. The Daniel Tiger SOP helps you turn intimidating tasks into manageable ones. It lets you travel a unique road, which leads to a unique product. It's as good a technique as I've found.  Tacklebox Always Work and Never Work Lists Pod Email team@gettacklebox.com with sub “always work never work” to get the lists An SOP for Testing a Startup Idea Daniel Tiger Song Nate Bargatze Dumb Brain Timestamps 00:35 Intro - Always Work and Never Work Lists 02:55 The Most Useful Item from the Always Work List 03:55 What Makes People Happy06:15 Smooth Jazz 06:45 You'll Never Sprint Again 08:12 Repetitive SOPs and Uncomfortable SOPs 09:30 The Daniel Tiger SOP 11:13 Email Scam Detector Startup 16:30 The End: Our Brains Are Dumb

Send us Fan MailWe sit down with Worcester Fire's (and Blue Card lead Instructor) Gary Fleischer, plus Blue Card lead instructors Eric Phillips and Chris Stewart, to unpack how strategic decision-making and critical thinking make Blue Card work on real calls. We connect the “why” to NIOSH lessons, legal risk, and the day-to-day habits that help crews put water on the fire faster and go home safe. • Worcester's repeated NIOSH recommendations shaping a clear why for change • Rolling Blue Card out with chief-level support and SOP alignment • Why the rank and file needs the full picture, not just the mechanics • How the strategic decision-making model becomes trainable and repeatable • A real Worcester working fire story that validates the system • Sustaining the command system through daily use and refreshers • Integrating command, radio traffic, and critical factors into any drill • Avoiding training scars by finishing evolutions through the full problem • Measuring outcomes that matter, including faster water and better search • Keeping hard chargers aggressive while staying coordinated and accountable • Leadership that stops bad things from happening, even when unpopular Check out the B Shifter Podcast with Worcester Fire Chief Martin Dyer here: https://www.buzzsprout.com/1785403/episodes/18879949Check out Ed Hartin's 10 Minute Command Training here: https://bshifter.com/10-minute-training-first-due-at-a-structural-collapse-with-trapped-victims-whats-your-plan/Order the 3rd Edition of Fire Command here: https://bshifter.myshopify.com/products/new-fire-command-3rd-editionFor Waldorf University Blue Card credit and discounts: https://www.waldorf.edu/blue-card/For free command and leadership support, check out bshifter.comSign up for the B Shifter Buckslip, our free weekly newsletter here: https://lp.constantcontactpages.com/su/fmgs92N/BuckslipShop B Shifter here: https://bshifter.myshopify.comShare this podcast with your friends, and don't forget to like and subscribe!Thank you for listening! 

EPISODE 362 - The Milksops go over Mind MGMT #5! We learn more about Henry Lyme!  In Loose Screws we discuss how Will gave up on Alan Moore's novel The Great When and Kevin discusses his love for the new seasons of the TV Show The Adventures of Superman. ------- 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

See what the team at The Successful Bookkeeper has on right now → Amanda McKinney is back, and this conversation picks up right where the field is most uncomfortable: the place where your own capability quietly becomes the ceiling on your growth. If you've ever thought "it's faster if I just do it myself," this episode was made for you. Amanda brings her accountability coaching lens to the real-world pressures bookkeepers face — the revolving door of client work, the resistance to delegation, and the habits that quietly drain capacity before burnout ever arrives. Chapters [00:00] The 3-Times System Rule [01:18] Welcome and Guest Introduction [03:30] Amanda's Journey Since 2023 [08:30] Working With Teams Long-Term [13:00] When Capability Becomes an Obstacle [17:00] Warning Signs of Unsustainable Pace [21:00] The Case for Hobbies [25:00] Building Systems to Delegate [29:00] SOPs in Practice: Quarterly Taxes [32:30] Amanda's Podcast Pause The Highly Capable Trap Being good at your work is a genuine asset — right up until it isn't. Amanda explains that capability creates capacity, and capacity gets filled. "The problem with being capable is that it opens up more capacity. And when you have more capacity, you get more work. Either it's given to you or you give it to yourself." For bookkeepers, where the work never truly stops, this cycle can accelerate fast. Recognizing the pattern is the first step out of it. Warning Signs Worth Watching Amanda walks through the early signals that something needs to change — before burnout forces the issue. Physical heaviness when someone asks how you're doing, or the moment you realize your only answer to "what do you do for fun?" is your work. She shared that in 2024, that was her own reality. "I realized, oh my gosh, I have no hobbies. I don't have anything that I do just for fun." Intentionally adding even 15 minutes of something non-work-related a week can start shifting that. The 3-Times Rule for Systems This is the practical core of the episode. Amanda's rule of thumb: if you do something more than 3 times, it needs a system. She uses invoicing as a quick gut-check — if you can't describe your process fast, you're spending unnecessary brainpower every single time. The fix is straightforward: the next time you do that task, record yourself walking through it using a screen recorder like Loom or Neato (free). That recording becomes your SOP, and that SOP becomes your delegation tool. She applied this to her own quarterly tax payments: "I did it in like 15 minutes. Whereas that would have taken me an hour or two if I didn't have those steps written out." Delegation Without the Dread Most bookkeepers resist handing work off because training someone else feels slower than doing it themselves. Amanda reframes this: a documented system removes most of that training burden. The SOP does the heavy lifting, and the person you're delegating to — whether human or software — gets a clear path to follow your standards. As Michael put it during the conversation, "SOPs are the pathway to profitability." Sustainable Growth Requires a Pause Amanda recently did something that surprised her own audience: she intentionally paused her podcast after eight straight years of weekly content. The flood of concerned emails she received made her realize how rarely people pause before something forces them to. The message for bookkeepers is the same — growth that lasts has to be built on something sustainable. Waiting for a crisis to rest isn't a strategy. "You don't have to be burnt out before you make a decision to change something." Links Mentioned Loom — screen and voice recording tool for creating SOPs Neeto — free alternative screen recording tool (used by The Successful Bookkeeper team) purebookkeeping.com — episode sponsor; system to grow your bookkeeping business thesuccessfulbookkeeper.com — show resources and guest info Accountable podcast by Amanda McKinney (300+ episodes available; currently on intentional pause) About the Guest Amanda McKinney is an accountability coach, speaker, and the host of the Accountable podcast (formerly The Unapologetic Entrepreneur). She works primarily with driven entrepreneurs and leadership teams to help them follow through on goals that keep getting pushed to the back burner — without burning out in the process. She has been coaching since 2017 and now leads engagements ranging from 90-day individual programs to 9–12 month team partnerships. You can find her through her podcast archive of 300+ episodes or by reaching out directly through her website. About the hostMichael PalmerMichael Palmer is the host of The Successful Bookkeeper podcast and co-founder of Pure Bookkeeping and The Successful Bookkeeper. He started this work because of his father — a brilliant electrical contractor who worked twice as hard as he should have had to, because nobody on the financial side was in his corner. That gap is what The Successful Bookkeeper exists to close. His view: bookkeepers are the most undervalued force in small business — and every bookkeeper who builds a real business changes two families: theirs, and their clients'.

Send us Fan Mail“Trust yourself knowing that you're capable of more.”-Molly Rose SpeedExclusive Insights from This Week's EpisodesFounder freedom disappears when delegation is scattered. Molly Rose Speed reveals how unclear systems, weak onboarding, and the wrong VA fit create hidden growth drag.Episode Highlights00:08:00 Why founders lose freedom by keeping their hands in every cookie jar00:10:00 The interview questions that reveal whether a VA understands business00:12:00 Why scattered delegation sets even great assistants up to fail00:14:00 How AI changes the assistant role without replacing human judgment00:25:00 The hidden cost of saying it is faster if I do it myself00:28:00 Why a 30, 60, 90-day onboarding rhythm changes the relationship00:37:00 The SOP mistake that lets knowledge walk out the doorFull show notes, transcript, and resources for this episode:https://podcast.deepwealth.com/559The Deep Wealth PodcastMost entrepreneurs do not fail.They just carry too much for too long.The business grows. Pressure grows faster. Profits get harder to predict. Decisions cost more energy. Over time, focus slips and health takes the hit.The Deep Wealth Podcast and Deep Wealth Mastery are built from real experience. We're the only system based on a 9-figure exit. This system exists because guessing gets expensive.

In this episode, I'm digging into why we say we need to do something more than we actually do it, and what that gap is quietly costing us. Because every time you say, "I should really do that" and then don't, you're eroding trust with yourself.   It's the same reason your kid raises an eyebrow when you tell them to get off their phone while you're scrolling yours. What we DO speaks so much louder than what we SAY, including to ourselves.   I'm walking through the exact four options I give myself and my clients anytime something is sitting on the "I need to do that" list and going nowhere — whether that's the donation pile, your pelvic floor exercises, that SOP document, or the permission slip deadline. No more vague guilt. Just a clear decision tree so you can stop saying it and start doing it.   If you're a working mom who's tired of watching your to-do list grow while your follow-through stays flat, this is for you.   ==========================  

一、【20260710人間菩提】 慈濟六十「改變」系列人物報導，胡湘媞師姊的先生20多年前車禍意外往生，志工助念的因緣，讓她在扶養三個孩子的過程，有了依靠。現在三個孩子品學兼優，都讀到了碩士，也發願要持續在菩薩道上精進，莫忘初衷。 佛法就是覺悟之道，大家發了菩薩心，共行菩提大道。慈濟六十年了，人人發心付出無所求，還要說感恩，無論是所接觸到的人、事、物，都是很令人感恩。感恩有大家一起共行好事，廣度眾生。一個人無法廣度，要多人一起走這條路。 這個時代需要宗教，也鼓勵人人行善，不分貧戶富貴賤、學問高低，只要一念誠心，有智慧的「信」，就如資深慈濟志工高愛，雖然不識字，但響應證嚴上人的慈濟志業，逢人說慈濟、逢人募愛心，一心一意廣邀大家走在菩薩道上。 佛法在人間，人人本具有愛心，慈濟是適合這個時代且應人所需要，啟發人的愛心。慈濟人聽佛所說法、行佛所說法、說佛所說法，這就是用身口意認識佛法。 二、心蓮朵朵開--用蔬食傳遞健康與善念 慈惠素食老闆林楚舷，因希望兼顧道場志業與人生規畫，毅然放棄受雇工作，在因緣際會下承接花蓮知名的慈惠素食。從看到店面頂讓訊息，到完成簽約接手，不到一星期便投入經營，雖然一切來得倉促，卻在家人的支持，勇敢踏上創業之路。 接手初期最大的挑戰，不是料理，而是如何讓餐點品質穩定。他發現前任老闆一家人的調味方式各不相同，因此決定建立完整SOP，從調味比例、水量、器具到每一道工序都詳細記錄，讓每位員工都能做出一致的味道，也讓顧客每次品嚐都能感受到相同的品質。 面對餐飲業最大的考驗──原物料上漲、人力不足與疫情等衝擊，他始終堅持使用天然食材，不因成本壓力而降低品質。例如紅燒湯頭不用人工番茄醬，而是以新鮮牛番茄慢火熬煮；蔬菜也依照當季與品質挑選，寧可增加成本，也不採用品質較差的進口食材。他相信：「客人的味蕾最誠實，只要食材用心，就一定吃得出來。」 林楚舷也分享，許多人對素食仍存有「油膩、味道單調」的刻板印象，因此他努力研發更符合大眾口味的料理，像是番茄紅燒麵、香辣臭豆腐麵、素蚵仔煎等招牌餐點，希望讓葷食者也能輕鬆接受蔬食，吃到天然食材的原味與層次。他認為推廣蔬食不只是販售餐點，更是在推廣健康、愛護地球與尊重生命的理念。 雖然一路走來十分辛苦，朋友也曾勸他收掉店面，但他始終相信，只要能讓更多人因一餐健康蔬食而改變飲食觀念，就是最大的收穫。他也以張惠妹歌曲《緩緩》勉勵大家，在忙碌生活中放慢腳步，重新看見自己的需要，細細品味生活，也珍惜每一份健康與善念。

Doomscrolling vertical videos is just brain rot, right?

This Episode is Sponsored by StayFi Your ultimate tool for Vacation Rental WiFi marketing allowing you to collect guest emails automatically via custom captive WiFi login splash pages. Drive repeat direct bookings and convert your OTA bookings to book direct for their next visit. Visit https://stayfi.com/vrsuccess/ and use code VRSUCCESS for 50% off 3 months of StayFi service. ________________________________________________________________________________________________________________________________________ This episode almost wasn't the one you're hearing. Heather had already recorded, edited, and prepared social media for a different episode when a morning of reflection sent her down a different path instead. The trigger was rereading her own contribution to Brooke Pfautz's book Vacation Rental Secrets, written a few years back - an unusually honest account of the mistakes she made running CottageLink Rental Management, the property management company she sold four years ago. Reading it back, Heather noticed a pattern. None of the mistakes came from working too little or caring too little. Every one of them came from not having the tools to see clearly, document what she knew, or build systems that didn't depend on her being at the centre of everything. That reflection became this episode: ten specific, practical things she would do differently if she were running a property management business today, with the AI tools now available. This is a solo teaching episode, released the week the second cohort of the AI Ambassador Program opens. It is aimed squarely at operators who want to know, in concrete terms, what using AI well in a property management business actually looks like - not in theory, but from someone who has run the business, made the mistakes, and now has the tools to fix them. Key Takeaways Build a brand voice document before writing a single word of copy. Capture your tone, values, and the phrases that are distinctly yours before you ask AI to write anything on your behalf - otherwise inconsistency creeps in and your team, guests, and owners start to feel it. Stop letting every vendor demo convince you a new platform will fix your business. Your PMS is the one system that genuinely needs a professionally built, purpose-designed solution - but beyond that, a lot of what operators buy off the shelf could now be built to fit their specific business instead. Document every process before it only exists in your head. Talk a process through, out loud, while you're doing it and let AI structure it into a living SOP - the knowledge that only lives with the founder is a liability, not an asset. Build a genuine owner communication system, not just good intentions. Work through frameworks for the hard conversations in advance, and use AI to generate genuinely personal quarterly owner reports at scale, not a mail merge with names swapped in. Use AI to keep direct booking relationships warm, not just to build them. The follow-up sequences that go quiet the moment peak season hits are where most operators lose ground - AI can keep that infrastructure running consistently even when you're buried. Analyze reviews instead of just reading them. The most useful information is often buried inside five-star reviews as an aside - patterns that only become visible when reviews are aggregated and analysed rather than read one at a time. Build a real owner acquisition pipeline instead of relying on referrals. Referrals are a result, not a strategy - a proper follow-up sequence and a clear sense of the right-fit owner prevents leads from going cold. Build an institutional knowledge base, not just a folder of SOPs. Capture the reasoning behind decisions, not just the steps, so that judgement can travel with the business even as people move on. Treat AI as a thinking partner, not just a writing tool. The most valuable use of AI is stress-testing decisions before you commit to them, not just producing first drafts. Start with clear values and strategy, and let AI help you communicate them. Clarity about what you're building and who it's for makes every daily decision easier - and AI can help both articulate that strategy and communicate it consistently across a team. ________________________________________________________________________________________________________________________________________

(00:00:00) 開場(00:04:45) 沒做壞事就不用怕？「馬賽克理論」拼湊出你的隱私軌跡(00:12:45) 從 2023 年 Dcard 搜索事件看平台困境(00:25:48) 終結不清不楚的調閱！歐盟「電子證據法案」的 SOP 示範(00:32:45) 預防犯罪還是全民監控？強制業者「保存五年資料」的憲法危機(00:52:50) 隱私權太抽象？換成「查稅與股票下單」民眾瞬間秒懂加入會員，支持節目： https://plainlaw.firstory.io/join留言告訴我你對這一集的想法： https://open.firstory.me/user/ckudnw7fn4tqg0870axzgirva/comments---

EPISODE 361 - The Milksops go over Mind MGMT #4! We learn about the origins (mostly) of Henry Lyme!  In Loose Screws we discuss the new trailer for the upcoming Spider-Man film Brand New Day. NOTE: Will's audio is a bit, shall we say, tinny? We did our best to rectify!  ------- 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

Tiff and Nikki dive into all things tech + dentistry, including what practices can implement to make the day-to-day more efficient for staff and convenient for the patient — all while keeping that personal human touch. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Tiff (00:00) Hello, Dental A Team listeners. I am back here today with you, with one of my favorite Dental A Team consultants. We have a few consultants, and they're all my favorite, but I'm here today with Miss Nikki Mack, who many of you have met over the course of the last few months that she has been with Dental A Team, and all of you know she has a vast amount of experience in the dental industry, and she's right here in town with myself and Britt and   Gosh Pam, everybody's here. Dana's down south, but that's okay. Nikki's here and she's here with me today. And Nikki, welcome to the podcast. I am so excited to have you here today. We're gonna have so much fun together. You are a bundle of energy and a bundle of fun. And I'm just excited to be here. So how are you? How are you loving this like semi cloudy weather we've got and what's life in Nikki's world look like?   Nikki Mack (00:49) Gosh.   It's been fantastic. I'm super happy to be back. I had so much fun last time. ⁓ and actually I'm really excited about today's topic too. So that helps, obviously, but I can't wait to talk about it. ⁓ it's gorgeous. It's still over a hundred, but you know, we learned to live with what we can get. the gloomy skies, a little bit of humidity, maybe some sprinkles. Like that's I'm ready. That's a great way to kick off my weekend. So I'm here for it.   Tiff (01:00) Yeah. Yeah.   I know.   I agree.   I agree. This is like the one time, I don't know, in maybe my entire life of living in Arizona that I can't say, yeah, it's over a hundred, but it's a dry heat, 'cause it's over a hundred and humid. So I'm not really sure what to do with that. I'm like, it's cloudy, can I go outside? And I'm like, gosh, it's still really it's still a hundred and five. So I'm not sure w how to I'm not sure how to act.   Nikki Mack (01:31) Yeah.   Yeah.   Cloudy skies make me want a sweater, but then I walked outside and I was like, ⁓ no, that's not. That's not what's happening here. So we might have a real monsoon season this year. I can't wait.   Tiff (01:43) Yeah.   I know.   I know. We're supposed to. We're supposed to. So we will, listeners, we will keep you in the loop on the Arizona weather. I know everybody's always dying to know. I actually it's one of the most like most often asked questions that I get when I do travel. So I know you're all just dying to hear about it. We will keep you posted. ⁓ but I agree Yeah. Yeah. Always wanted to be a meteorologist, you know. Here we are. Here we are.   Nikki Mack (01:58) Yeah.   We're here for your weather updates and your dental ⁓ improvements. That's what we do.   Tiff (02:17) but I agree, today's topic is actually really fun and ⁓ it's it's tech techie and I think tech in dentistry can mean so many things. And so we'll narrow down kind of what we're chatting about today and and to to make it easy, I think tech has been so like virtually involved since COVID shutdowns and we've just really spun in dentistry on so many different platforms.   Be used. So tech in the dental industry no longer just means we have a mill, we have a 3D printing machine, we have scanners, and that is tech, but there's so much more that goes into it and that can be involved in that that term that I'm really excited to talk about it today. And Nikki, I'm excited. I know you love tech and the technical industry and AI and all that stuff, and   And you you love to geek out on it ⁓ in your personal life. And like I think we all use those tools. So I'm excited to talk about it today. And and something that I want to start this out with today is really the idea of how much we use technology in our everyday lives and how much ⁓ convenience the American citizen is after. We want efficiency.   Nikki Mack (03:16) Yeah.   Tiff (03:37) We want convenience. We do a lot. We jam as much into our days as we possibly can. And so being able to use technology severely impacts our worlds. And gosh, even this morning we do every Friday, we do like our f our Friday fun Friday. What's the most fun thing we did? And Diana, one of our consultants on our team, she's like, gosh, this week I ordered my groceries and they were delivered to my house. And she's like, that was life changing because she's a busy mom.   And I was like, that's so funny. And then today we're talking about this. I mean, gosh, technology. We're ordering, we're ordering our groceries, we're ordering Amazon. Like, how much stuff do you order on Amazon even when you want to support the other, the other companies and the other stores? But how much are we ordering on Amazon? Because it's easy, that ease of access. We're scheduling as many appointments online as we can. I just paid a bill to my healthcare office online and making sure that we can do all of these things from our phones.   in the most convenient ways as possible has become such an industry standard and a and a life standard for so many of us. I want to chat about that today within the dental industry. And Nikki, you said something before we got on, you're taking some notes, you're doing some things, and I I want to highlight that note because first we'll go through kind of like what is technology, Nikki, in your in your world and the practices you're working with, how do you see practices really using   Nikki Mack (04:47) Yeah.   Tiff (05:01) technology in that fashion, like for efficiencies, for conveniences, what are you seeing in the dental industry that people can implement within their practices?   Nikki Mack (05:11) So I think the key when we talk about it is we want to do things that make it easier for us and convenient for the patient, right? Like those should be kind of the two, I feel like key core pieces before we use anything. But   We also have to keep in mind that technology doesn't have to replace that personal touch. Like they're still coming to see us. I'm still gonna greet them at the front desk, right? We're gonna ask how their vacation was. They're a part of our practice. But people do want that convenience and you want to help the office. So I see it in ways that can help the team be more efficient. ⁓ with like virtual appointment assistance, right? Online appointments. my gosh. I mean, in 2026, I can book my oil change.   online right i don't even have to call the auto shop   for that. People want to be able to book it online. And then that's one less phone call that you have to take that you can be interacting with a patient, right? Face to face, engaging. So a lot of ⁓ online appointment scheduling, ⁓ bill portals, billing reminders, being able to send off statements, people can respond to the link in that text and pay for it. ⁓ all of those kind of pieces usually are the key. And then not quite our topic today, but   with diagnostics, right? There's a lot of technology available that can really help you get some valuable information to put in front of the patient too. But that leads us back to efficiency, right? And offering that convenience to patients. So I think it's really those touch points is where I see it the most.   Tiff (06:25) Yeah.   Yeah.   Yeah,   I agree. And I think you you touched on that like AI component for the back office for diagnostic tools. We have we talked about earlier, you know, the scanners. We have all of these digital ⁓ so we say tech, right? But really we're talking about like digital technology, right? Because tech can be so broad. So we have all of these digital resources that really do c ⁓ create conveniences for the patient.   And I think we undervalue even Nikki, what you just said, we ha we have them in the back office for diagnostic tools. I think we undervalue the convenience that that can create for our patients because the convenience of understanding, I'm not la I'm not logically sitting here thinking with my forefront brain, wow, being able to see this on the on the screen is so convenient and it's making my life so much easier. But me being   Nikki Mack (07:25) Mm-hmm. ⁓   Tiff (07:29) A person who can understand this, do it in an efficient and an effective way, move my day quickly, say yes to scheduling, say yes to being healthier because I can visually see it. That's convenient and it's making my experience better. And it's also to your point, Nikki, all of those conveniences, appointment ⁓ scheduling online, confirming our appointments online, paying our bills online, seeing the   Seeing the AI version of my mouth, seeing how my teeth have changed, all of those things are cutting down on the effort that the human is having to put out so that that bucket of time and energy and capacity that has been left because we were using it on something else. Now we filled this capacity bucket with extra time. I can now sit as a dental professional and spend more time connecting.   with the human across from me because I'm not spending the time on the phone calling to schedule the appointment or answering to schedule the appointment or doing all these pieces. So not only is it more convenient, effective, and efficient for the patient, but the team is getting some time back as well when they're used correctly. And I think that's huge. I think it makes a massive difference.   Nikki Mack (08:47) my gosh, it's   it's so massive. I think people outside of dental probably don't realize it, but all of us in it, we know it, right? We live it. The single most valuable thing in a practice, in my opinion, is time because it doesn't matter if you're a one provider, four op practice, or if you have six providers and twenty-five ops or three locations, right? In dental, like   Tiff (09:02) Yeah.   Yeah.   Nikki Mack (09:11) Honestly, every minute adds up. Every right, that's why we don't want popcorn assistants who have to keep getting ⁓ things that we need for the treatment. It's why we want to be able to get a hold of a patient for a balance or an appointment so we're not circling back. Like time is so important. And if we can find these opportunities that give us some of that task time back and allow us, to your point, to   Connect with the patient, right? That's face-to-face time. That's patient time. That's such a win. And if that can also be something that's convenient for the patients and give them time back in their life, because who has time to sit and wait on hold? Right. They understand you're busy, but they might have a job too. So if I can pop online, get my question answered by you, it's win-win, in my opinion. Like it just works.   Tiff (09:57) I agree.   I completely agree. And on the flip side of that, well, I think I have two, I have two thoughts. So one thought is I have so many team members that and I would be this team member. I think if I weren't consulting and I didn't get to see it implemented in so many offices and so many practices correctly and effectively and work, I would be the team member that's like, heck no, you are not scheduling on my schedule without me doing it. I want the control, right? That that would be me. I don't even let   Nikki Mack (10:20) Yeah.   Tiff (10:27) the team schedule on my schedule right here. Like I am a control freak when it comes to my schedule. So I would be that team member, but I do have the availability to see it in so many different practices all over the country, even outside the country. We've got Canadian practices that are doing the same stuff we're doing. And I do get to see it work really well. ⁓ so I know on one side the teams are like, Tiffanie, Nikki, stop.   Nikki Mack (10:55) Okay.   Tiff (10:55) Do not, right?   There there's so many team members that are like, do not. And I want to say that there is friction and friction can cost time and money, right? If the systems and this is Nikki's gonna talk about this a ton, but if the systems aren't right and we're not using the tool correctly, then there's friction. And what I mean by that, I have two personal stories that actually line up with this so beautifully.   My first story is, ⁓ my fiance, he's got he's got two kids, wonderful human, beautiful children. His son needs ortho. Right. And so mom's like, Okay, took him to the the orthodontist, he's gonna get brackets on. It was yesterday, so it was a week from a week from the day. She's like, You just have to you have to call, set up the payments on your half or whatever, or pay it. He's like, Great, I'm gonna pay it. This man, I j I got home yesterday from travel. I said, Hey, Bryce, you know, Bryson got his his   Brackets on, did you were you able to go to pay them? Because when I left last week, he tried calling them. The gal who answered the phone like, you know what? The girl who takes care of that, she's with a patient right now. She's gonna have to call you back maybe tomorrow. He's like, That's weird. Okay. He's a financial advisor. And so he's like, people are trying to give you money, take the money, right? So he's like, What is going on here? Like, what are these roadblocks? Yeah, like take the money. There should be some system. He's literally sat in our living room and said, I don't understand there should be some sort of system set up   Nikki Mack (12:14) Really? my goodness.   Tiff (12:24) But there's a if she's not free, someone else can take it. And I was like, Yes, system, you're you're right. You've been listening. So then I said, Okay, did they call you? He's No, and it's Friday. I tried calling them, they're closed. I was like, that's weird. So then fast forward, I'm gone for a couple days this week. I get home yesterday. I'm like, Did you ever pay them? He's like, I literally had to track them down to get them to take my money. And I thought,   Nikki Mack (12:31) Mm-hmm.   Tiff (12:49) That patient experience, right? That parent experience, patient experience at this orthodontist has been so not ruined, but impacted because the barrier to entry was so difficult, right? And I'm like, gosh, if they could have just sent a link, or taken the number over the phone is one thing, but if they could have just sent a link, he could have taken care of it, it would have been done, nobody would have thought twice about it, he wouldn't have been frustrated because he doesn't.   have none of us have time to your point to call the practice and hunt them down to pay our bill right so that's my first story my second story is a bill I paid right I just told Nikki about this I'm like I paid I had a small bill due with my primary care physician I got the text or I got the email yesterday I was like this is phenomenal I love this right yes I will pay my bill so I pay it great got the email back it's taken care of well   Nikki Mack (13:28) Okay.   Tiff (13:45) 10 minutes before we get on this podcast call right now, I get an email. Same email. You have the same amount of money due to the primary care physician. And I'm like, well, this is frustrating because the barrier, again, the barrier of entry, right? And so efficiency matters. And then being able to use the efficient efficiency tools really matters because when   We go in thinking this is phenomenal. I'm gonna take care of this. This is great. It's gonna be so easy. But then it becomes difficult. That difficulty out of when you when you come off of using something that should be convenient, it was less convenient for me to try to answer a call for you to try to collect over the phone than for me to have used a tool, thought it worked, and now I'm frustrated that it didn't work. Right. So now I'm emailing them and trying to track them down to ensure they got my payment.   Nikki Mack (14:22) Mm-hmm.   Tiff (14:38) So that I'm not double paying. So the barrier of entry there on a tool that is supposed to be convenient, it's supposed to help me, causes more frustration when it's not used correctly than not using it at all. Does that make sense, Nikki?   Nikki Mack (14:54) It does.   Yep. A hundred percent. And I think this is where, ⁓ hopefully I'm not jumping ahead. This is where I think systems come into play. Look, if you've listened to a podcast, you've heard us talk about systems, right? But this is why systems are so important. my teams have heard me say this a million times already. Any great system is a bad system if we don't use it.   Tiff (15:00) No, do it. Yeah.   Nikki Mack (15:15) Right. And even when we talk about these technology options, they're so fantastic and they can really help support our systems and save us time. But they're not just going to automatically replace them. You have to be really intentional with how are we using it. ⁓ I actually you made me think of ⁓ with the online scheduling and and the tools. So   I've helped lots of offices implement online scheduling. And guys, I remember I sat at the front desk and I absolutely same thing heard like, we're gonna use this. And I was like,   a good idea. I think that I'll just handle all of that scheduling because I control the schedule and I know what's best. And you do, not to take away from that. You get it. But it doesn't mean there's not support. So anytime with a practice where with that example we roll online scheduling out, guys, we don't have to let it schedule everything to start.   We can just do new patients. We have blocks in our schedule. We know where they can go. We allow them to schedule appropriate. We can do recare exams. We put blocks in our schedule. We use the parameters built into that technology to only allow it in certain places. And then guess what? If a patient has an appointment request that's outside of those parameters, then they'll call the office because we still exist for a reason. And then we're there to help them.   get into the right place. So it doesn't have to be all or nothing. We use our systems, we identify where there's a pain point, and how can we use the technology available to us to alleviate that so that everybody wins and has that opportunity. And if someone hates scheduling online, my mom does. She can't stand it. It's she's so adorable. We just learned emojis, you know, so you know what world I'm in. It's a fun time. But she's never going to schedule an appointment online. She's not going to log into my chart.   She's just not gonna do it. Guess what? She can call her office. Right. We have those options to meet all of our patients where they are and give the best experience and set ourselves up for that success. So   Tiff (17:13) And to that point, when your mom does call the office to schedule, that team has more time to spend with her creating that value in that relationship and hand holding to schedule the appointment because other people are scheduling online. They're not on the they're not on the phone or the phones union or or whatever while she's calling because they're able to use this conveniency tool in other areas. Yeah.   Nikki Mack (17:38) Yep.   Tiff (17:39) When you say system, I think, gosh, everyone, every doctor that comes to Dental A Team says, I need systems. And I want to break that down because a system could be anything, right? I have a system for the way I wake up in the morning. I get up and I do the cat litter and I do the dishes and I do the laundry and I do the this and I do the that. But the system that we're talking about is an SOP, you guys. I think every doctor knows what an SOP means. An SOP, a standard operating protocol.   So a system, are your systems working for you? Is it do you know what that means? Do you know what it means to utilize the tool? How do you what is it? Why are you using it? What is the end result? So what is it supposed to be creating for you? If you've got, you know, patients, patients want to be able to schedule online. They want to be able to pay their bills online. They want to be able to text you. They want to be able to use these tools.   In an effective manner. So why are we using it? What is the end result we're after? We're after being able to confirm our schedule without having to pick up that phone. Right? Great, let's work backwards from there. What are the steps that it what are the tools? What are the steps? What is the accountability? Okay, because that accountability space it solves the no one ever uses this, it sucks, everyone hates it, and every time that they try to use it, it's broken. Anything   Nikki Mack (18:50) huh.   Tiff (19:02) Everyone, always, every time, no one, those like definitive words mean I am speaking to you from a pace place of emotion and I don't have a lot of data to back it up. So when we have when we have the accountability built into it and the data to back it up, we can say, is this tool the right tool for us? So there are there are multiple scheduling platforms.   Nikki Mack (19:15) Yeah, nine times out of ten. Absolutely.   Tiff (19:29) The first one you choose might not be the right one. It might not work the way that you want it to, but knowing what that end result is supposed to be to be able to say it is or is not working and not just an emotional say, I'm saying with data, these appointments are not working. Let's try a new one. It's a it's a give and a take there. So when we say the system has to work.   You've got to know what that means. You've got to create a protocol around it and create the accountability measurements to be able to say that it is or isn't working. And then patients aren't feeling the frustration of the tools not working, or if they are, that's your data point, right? Where is where are the frustrations for the team and the patient coming up? And Nikki, that's where you said take inventory.   What's not working right now, what's causing frustration right now, and the phones ringing off the hook seem to be causing frustration. Great. How do we solve that? And then how do we measure it to make sure that it's working? And Nikki, when you say, or when I ask frustration, right? When I ask frustration, what are some of the frustrating key points that you see patients come back to offices with that tells you?   Nikki Mack (20:33) Yeah.   Tiff (20:43) You know, this system's not working. You're consulting a practice and they're like, Gosh, my patients do this, this, this, and this, and you're like, Your system is not working. We've got to tackle the system, meaning the SOP, not the person. Where do you see those frustrations the most frequently?   Nikki Mack (20:59) You know, it's funny because actually I'm gonna refer back to your ortho team example. I think honestly that's usually it. And here here's the thing. don't mishear me. I love having somebody that's responsible for certain things, right? Like we have our new patient care coordinators, we have our treatment coordinators, we have in ortho, right? There's usually the money girl, I was the money girl, right? Did that time. that's important because patients need to have someone that they can ⁓   Tiff (21:06) Yeah.   Yeah.   Nikki Mack (21:25) Refer back to, connect with, knows what's going on, right? However, it's that's usually the gap where if that person is busy or if that person is out, ⁓ we don't have a system in place to be able to support that gap. Now, let's say that your fiancé was calling and said,   I don't understand my portion. I have questions about what I owe. I want to review the insurance coverage. Guys, 100% that needs to go to your person that knows it, right? Because this is efficiency. This is consistency. Give them that answer. But if he's just, I just need to pay my balance. If we can't do that.   Within a few days, right? There's a gap in that system. And that's not to say this office isn't fantastic, right? Because things happen. We get busy. We it's summer, everybody wants their braces on, you know, someone went on on vacation, all those pieces. But that's what systems and SOPs are for, to fill those gaps when something comes up. So when we want to fix that, it's usually we have someone who does that and they're not available.   Tiff (22:12) Yeah.   Yeah.   Nikki Mack (22:32) That to me is I think the most requested. Like we have unscheduled treatment to call on because our person is busy, right? And can't follow up on everything. So it's usually the follow-up piece with the patients when we're talking front office.   Tiff (22:46) I totally agree. I totally agree. Mickey, this was fun. Thank you. I love talking tech and I love I love more than anything, and I think the listeners probably know this, ⁓ efficiencies. If I can create more efficiency in my life, I'm I'm a I'm a happy girl. ⁓ I can't I can't operate outside of efficiencies. My brain just doesn't do it. So it's where my control comes into play. ⁓ but I would say guys, like   Nikki Mack (22:49) Yeah.   Tiff (23:11) Patients want convenience. Patients want to be able to do everything from their phone. We have we have miniature computers that we carry around in our pocket all day long. It's 2026 at the time of recording this. We do not want to like get on the phone and actually talk to people majority of the time. I would say at least 90% of us can say, without a shadow of a doubt, 90% of the time I'd rather handle it on my phone.   than having to handle it over the phone. So I would take a look, you guys, your your like actionable pieces here, your action items are to really take a look and take inventory of like a spot audit. Where do you already have tools? Are they being used and are they working? And where could another tool be beneficial to your patient base and your team? It shouldn't   One should not weigh the other. It should be beneficial for both your patients and your team. It should not cause an inconvenience or a frustration to either space. Patients want easy, teams need systems, the trust is still there. And I would say take inventory, go look at the companies, vet your companies, have your team vet your companies, and decide what the next tool is. Not tools are, the next tool is.   Nikki Mack (24:14) Mm-hmm.   Tiff (24:24) that you're going to implement with success creating that system around it. Nikki, what are your final words? What do you have for them as a parting gift at the end of this podcast?   Nikki Mack (24:33) Parting   gift. I honestly I would say I think Tiff, you nailed it. And just remember, ⁓ like she said, trust still wins, right? Technology can do a lot, it can help us, it can make us more efficient, it can enhance the experience. But you guys are still deprived. The patients come back for you. It's that in-person experience. Don't let this take away from the care and the attention and comfort that you're giving to your patients because you guys are why they come back. You rock.   Let this help you just be even better.   Tiff (25:05) I agree and let them be able to see how much you rock. Because for example, to detour our wrap-up, the ortho practice, my first question when he said he was struggling to pay was wait, the dentist that we trust, he's the one that referred this practice, right? We didn't search them out on our own because now I only trust them because of the referral source, not because of the the ⁓ relationship that has been built. So to that point.   Nikki Mack (25:13) Ha ha ha.   Tiff (25:34) Build the relationships, allow your tools to be able to allow for a better relationship and that humanity to come back into play. I love it. Thank you, Nikki. Listeners, this is what we do. You heard Nikki talk about the practices that she's helped implement these tools. You heard her talk about her consulting. You guys, this is what we do. We focus in on your patient journey. We focus in on the relationships that you're building and we create system and tools side by side with you.   Nikki Mack (25:42) Yeah. Thanks for having me.   Tiff (26:00) That you can implement with your teams, your practices for complete success. And we always have that layer of accountability wrapped in. You guys don't even hear a podcast that doesn't come with actionable items. So just know we're here. We're here to help you solve the gaps. We're here to help you see how you can you guys run a more efficient, efficiently run practice, a happier practice, a   Whatever practice it is that you want, we're here for that. So please reach out. Hello@TheDentalATeam.com. We're always here to spread some sunshine in your lives and give you a little bit more patient journey and five-star patient Hello@TheDentalATeam.com, drop us a five-star review below. Let us know what you're using. People do read those, they look for those tools as well. So let us know what you're using, what's working for you, and we'll catch you next time. Thanks everyone.   Nikki Mack (26:47) Thank  

You have been meaning to get your business out of your head for a while now. You know it needs to happen. You know that if you ever want to hand anything off, there has to be a system someone else can follow. But every time you think about actually building one, it feels like a whole project and you already have enough of those. This episode is going to change that. Chelsi is walking through exactly how to build a standard operating procedure from scratch, live, in real time. Three steps. A task you already know how to do, Loom, and Claude. By the time you finish listening, you will have everything you need to build your first SOP today. xoxo, Chelsi Jo . . . . . Build the workflows that make your business run without you in a free Workflow Workshop