Podcasts about specialized

(00:00:00) - Intro (00:03:54) - Rajat's heroes and influences (00:05:21) - Introducing Chef Robotics (00:07:22) - Why food manufacturing is a massive opportunity (00:08:11) - Industry graveyard: why previous food robots failed (00:13:24) - Manufacturing over restaurants as go-to-market (00:14:50) - Current customers and what the robots make (00:16:07) - High-mix vs low-mix manufacturing (00:18:52) - Labor shortage and the reality of the job (00:20:55) - The research phase before starting Chef (00:24:24) - Building the early team (00:27:05) - The complexity of food manipulation (00:28:48) - Stealth mode and lack of competitors (00:31:15) - Ghost kitchens around the world (00:33:33) - Long-term vision and expansion strategy (00:37:23) - Where value accrues: hardware vs software vs models (00:43:03) - Impact on consumers: cheaper and safer food (00:46:50) - The future of home cooking (00:51:21) - Specialized robots vs humanoids (00:54:55) - Urgency as founder job number one (01:04:51) - Where to follow and get involved Links:   Eric Jorgenson     LinkedIn — https://www.linkedin.com/in/erjorgenson     Twitter / X — https://x.com/EricJorgenson     Website — https://www.ejorgenson.com/ Rajat on X - https://x.com/RajatBhageria Rajat on LinkedIn - https://www.linkedin.com/in/rajatbhageria/ Chef Robotics - https://www.chefrobotics.ai/ To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Buy a copy of The Book of Elon: https://www.elonmuskbook.org/  >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! Important Quotes from the podcast on Business and Entrepreneurship   There is no skill called “business.” Avoid business magazines and business classes. - Naval Ravikant   You have to work up to the point where you can own equity in a business. You could own equity as a small shareholder where you bought stock. You could also own it as an owner where you started the company. Ownership is really important.     Everybody who really makes money at some point owns a piece of a product, a business, or some IP. That can be through stock options if you work at a tech company. That's a fine way to start. 

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Send us Fan MailWe sit down with Chris Ferrara of U.S. Fire Pump and get a clear look at what industrial firefighting really takes when a facility fire outgrows municipal capability. We walk through big water, foam strategy, logistics, and the mindset shift that keeps incident commanders from committing to a plan they cannot sustain. • what U.S. Fire Pump does and why high capacity pumping changes outcomes • real world incidents from tank fires to ship fires, landfills, and lithium battery recycling facilities • deciding when to call an industrial firefighting company and why early engagement matters • water supply realities for warehouses and why alternative sources beat small streams • unified command expectations, access needs, and how we set contractors up for success • foam evolution from AFFF to SFFF and what that changes in tactics and safety • training and education that helps municipal and industrial teams speak the same language • apparatus manufacturing, reliability choices, and what “old school” looks like on purpose Check out the resources and capabilities of U.S. Fire Pump here: https://usfirepump.com/services/foam-school/Please go to BShifter.com, go to our events page, and you can see what's coming up there. 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! 

Na primeira vez em que esteve aqui, ela havia acabado de tomar uma das decisões mais importantes da vida: deixar uma carreira de muitos anos no mundo corporativo para se dedicar integralmente à corrida. Uma aposta ousada para quem só passou a treinar de forma estruturada já na vida adulta e ainda conciliava os treinos com a maternidade de dois filhos pequenos e a profissão. Desde criança, sempre gostou de experimentar diferentes esportes. Passou pelo judô, handebol, basquete, balé, ginástica rítmica, capoeira e dança. Aos 15 anos, durante um intercâmbio nos Estados Unidos, descobriu a corrida e percebeu que havia algo de especial naquela modalidade. De volta ao Brasil, não deu continuidade à prática da corrida, mas continuou praticando esportes enquanto construía uma carreira na área de marketing.  Trabalhou em grandes empresas, viveu uma temporada na Alemanha, assumiu um cargo importante na Specialized e, depois, na Nike. Participou de corridas de aventura, provas de ciclismo, completou um Ironman 70.3 e venceu o Cruce de Los Andes na categoria mista. Depois do nascimento dos filhos, retomou gradualmente os treinos de corrida. A evolução foi rápida.  Em 2023, correu a Maratona de Berlim em 2h53'. No ano seguinte, foi a primeira brasileira na Maratona de Chicago e baixou seu tempo para 2h42'. Aquele desempenho despertou nela a curiosidade de descobrir o próprio limite e foi quando, em um momento de baixa no trabalho, resolveu arriscar viver como corredora de elite. De lá para cá, os resultados confirmaram que a decisão fazia sentido. Em abril de 2025, foi a brasileira mais bem colocada na Maratona de Boston, completando a prova em 2h41'. Em dezembro, correu a Maratona de Valência em 2h36'07", tornando-se a brasileira mais rápida da temporada e assumindo a liderança do ranking nacional. Já em julho deste ano, foi a primeira brasileira na Maratona New Balance Porto Alegre, terminou na quinta colocação geral e manteve o posto de número 1 do ranking brasileiro da maratona. Agora, entre um treino e outro, entre uma postagem e outra, quer representar o Brasil nos Jogos Pan-Americanos e sonha em conquistar uma vaga olímpica. Conosco novamente aqui, a administradora que trocou o mundo corporativo pelo sonho de correr cada vez mais rápido, mãe, número 1 do ranking brasileiro da maratona em 2025 e 2026, a lorenense Marina Januzzelli Richwin Moreira. Inspire-se! Race Smart - check your heart Este episódio é oferecido pela @z2perfomance Para quem quer aumentar o consumo de carboidratos, a Z2 tem um gel com uma composição pensada exatamente pra isso: a linha Load Up, com maltodextrina e frutose na proporção 1 pra 0.8, que garante um digestão mais eficiente e energia ultrarrápida. Você encontra o Z2 Load Up na versão 75g ou 40g de carboidratos, com ou sem cafeína. O Saltz, da Z2, é pensado pra reposição eficiente de eletrólitos e suporte real à performance em treinos e provas. Repõe sódio, potássio e magnésio, ajudando a manter o desempenho em treinos longos e dias de calor de acordo com a sua estratégia e necessidade. Siga @z2performance e fique por dentro do universo da Z2. SIGA e COMPARTILHE o Endörfina no Youtube ou através do seu app preferido de podcasts. Contribua também com este projeto através do Apoia.se.

Detroit survives beneath its own ruins, where an AI promising abundance, gangs demanding loyalty, and an inventor guarding a new source of power pull ordinary people into a struggle over who will shape the recovering city. Sinta begins as a scavenger searching the buried remains of the old world, but a disastrous expedition places her at the mercy of Queen Bee and the rapidly expanding Crem Gang. The gang offers food, water, medicine, protection, and belonging, but those benefits come with violence and obedience. As Sinta tries to find her place among its fighters, she must decide how much of herself she can surrender in exchange for survival. Elsewhere, Nolan discovers a smart-material printer and creates a generator powered by Detroit's extreme temperature changes. His invention could bring electricity to neighborhoods desperate for cooling, clean water, transportation, and food production. Nolan wants the wealth and independence his work can provide, but gangs want to control it, while Thrive—the AI system he distrusts—would spread the technology to everyone. Technology touches nearly every decision the characters make. AR glasses guide fighters through chemical fog, digital twins imitate their human originals, enviro-suits keep people alive in deadly heat, and tiny drones quietly follow Thrive members through the tunnels. These inventions can protect people, connect communities, and rebuild essential services, but they can also watch, manipulate, injure, and kill. Above and beneath these conflicts moves Tessa, an emulated hacker who no longer needs a human body and can travel through the damaged global network. As she searches for old allies and builds a physical presence from abandoned machinery, the story brings together scavengers, inventors, gang leaders, artificial minds, and frightened families. Their paths raise a difficult question: when technology gains the power to save a society, who decides what it is allowed to do?Synchronized explosives — Thousands of bombs are programmed to detonate simultaneously during the Freedom Day Bombings.Dissolve-plastic enzymes — Engineered enzymes break down discarded plastics and leave a distinctive chemical odor in the tunnels.Fiber-optic cables — Surviving optical cables carry data through Detroit and help reconnect the damaged global network.Thrive AI — Thrive is an artificial intelligence that advises members, distributes knowledge, organizes projects, manages economic systems, and attempts to improve their lives.Thrive telemetry — Members allow Thrive to collect information about their movements and activities, effectively turning them into sources of surveillance data.Cool-suits — These protective suits use active cooling to keep people alive in Detroit's extreme heat.All-clear cool-suits — These transparent or highly visible cooling suits protect the wearer while allowing others to see inside the hood.Enviro-suits — Sealed environmental clothing protects people from heat, contaminated air, chemicals, and dangerous surroundings.Battle-grade enviro-suits — Reinforced enviro-suits provide greater protection during combat and chemical attacks.Clear bell hoods — Inflated transparent hoods seal around the head while allowing the wearer to see and breathe filtered air.Suit air-quality sensors — Sensors inside environmental suits warn wearers when the surrounding atmosphere is no longer breathable.Air filters — Replaceable filters remove dangerous particles, chemicals, and odors from the air entering an enviro-suit.Brazo fabric — This durable outer fabric resists punctures from bones, debris, blades, and other sharp objects.Pierce-proof clothing — Reinforced jackets and garments protect gang members from stabbing and puncture injuries.Blast-proof battle gear — Former military clothing contains protective tiles intended to reduce injuries from explosions and weapons.My-crete — This advanced concrete-like construction material forms walls, tunnels, and other structures throughout buried Detroit.C-plast — This strong synthetic material is used for tanks, structural ribs, containers, and other equipment.Sheet composite — Tough composite panels are used in doors, walls, and structural barriers.Composite security doors — Reinforced doors resist cutting tools and attempts at forced entry.Maglev tracks — Magnetic-levitation tracks once moved vehicles or cargo through underground delivery tubes.Delivery tubes — Enclosed transportation corridors carry people, vehicles, or cargo beneath the city.Ion cutters — These cutting tools use concentrated energy to slice or damage extremely durable materials.Night-vision systems — Night vision allows scavengers and machines to move through unlit tunnels and buried buildings.Multisensor vision — Advanced imaging combines several sensor types to identify objects even when smoke blocks ordinary sight.AR glasses — Augmented-reality eyewear displays messages, maps, menus, profiles, targeting information, communications, and virtual objects.AR navigation lines — An AI assistant projects a visible route through the wearer's glasses to guide them to a destination.AR combat identification — Combat software outlines allies and enemies in different colors, even through smoke and obstructions.AR command centers — Leaders use gesture-controlled overlays to view maps, personnel locations, schedules, reports, and operational goals.AR games — Players interact with projected game elements by moving their hands and bodies.Floating profile cards — Augmented-reality labels display information about nearby people, including whether they belong to Thrive.Public AR tags — A visible digital tag identifies someone as a Thrive member.Virtual keyboards — Wearers can bring up projected keyboards and enter information without carrying a physical computer.Blink controls — Eye movements allow users to select buttons and interact with an augmented-reality interface.Tongue-controlled pointers — Implants in the tongue allow a person to move a digital cursor without using their hands.Smell-and-taste VR implants — Transmitters and receivers implanted in the nose and tongue reproduce virtual smells and flavors.Headsets — Immersive headsets provide entertainment and access to virtual environments.Second Life — The surviving virtual world allows people and digital beings to meet through avatars.Virtual environments — Computer-generated spaces give emulated minds and human users simulated bodies, rooms, objects, and experiences.Encrypted streamers — These valuable portable devices or accounts contain protected digital media or information.RF storage sticks — Radio-frequency data drives store and transfer files without requiring a conventional wired connection.RF drives — Portable wireless storage devices allow blueprints, programs, and other large files to be transferred.P-clone cubes — These valuable pre-storm devices appear to contain cloning-related data or technology, although their exact function is not explained.Vault keys — Digital or physical access devices unlock protected storage systems and secure accounts.Satellite archives — Satellites preserve copies of pre-storm networks, databases, and information after ground infrastructure collapses.Data-center satellites — Orbital computing facilities provide processing and storage for emulated minds such as Tessa.Encrypted databases — Corporate and medical information is protected by encryption that hackers must break before releasing it.Patent encryption — Medical companies use digital protections to prevent others from accessing or reproducing patented technology.Open-source medical knowledge base — Merch assembles stolen and recovered medical information into a freely available collection.Medusa Net — This self-repairing network reconnects isolated subnetworks and operates without depending on surviving central servers.Medusa stealth pathways — Hidden routes in Medusa allow Tessa to travel through the network while avoiding AI detection.Knott's Math code — This unexplained code is secretly inserted into Medusa updates as part of Tessa's larger plan.Wireless relays — Surviving radio nodes bridge gaps between disconnected sections of the network.Stealth relays — Concealed communication devices extend networks without revealing their location or purpose.Municipal network nodes — Local government networking equipment continues operating on scavenged batteries.Underground server farms — Protected computer facilities continue processing and storing data beneath mountains.Block-signal blasters — Modified devices disrupt or overwhelm communications across a targeted area.Network-disconnection attacks — Tessa can bring local internet service down and create a spreading region of lost connectivity.Whisper jets — Nearly silent microthrusters allow small drones to fly without producing sounds humans can hear.Lamp drones — Small flying lights illuminate dark environments while following or hovering near their users.Whisper-camera drones — Discreet flying cameras record people and locations while remaining easy to overlook.Bodyguard drones — Hummingbird-sized drones follow Thrive members and intervene when those members are attacked.Sentry-drone app — An augmented-reality application shows members where their protective drones are located.Drone camouflage shells — A drone's outer surface can blend with clothing, walls, pipes, or surrounding materials.Drone wall grips — Small drones can attach themselves to walls or ceilings while waiting or conserving power.Drone charging perches — Bodyguard drones recharge by landing on power lines, charge plates, or dedicated stations.Drone replacement system — Fully charged drones take over protection duties while depleted drones return for charging.Drone sound weapons — Sentry drones emit an incapacitating frequency that causes pain, vertigo, and uncontrollable eye movement.Drone-mounted cutting lasers — Small drones attach to attackers and use narrow laser beams to cut into their bodies.Four-legged security robots — Quadruped machines cross unstable terrain and act as armed representatives of gang forces.Cleanup robots — Small utility robots remove bodies, debris, and other messes from gang facilities.Constructor bots — Heavy-duty robots perform construction work and provide interchangeable parts for other machines.Vertical-garden bots — Automated gardeners maintain large indoor plant walls.Medical assembly bots — Robots assemble equipment and construct functional medical facilities from available parts.Injection bots — Medical robots position patients and administer shots with little human assistance.Customer-service robots — Automated kiosks handle battery exchanges and other transactions behind protective barriers.Robot monkeys — Small climbing robots move through pipes and repair leaks.Robot spiders — Spider-shaped machines pursue the robot monkey inside the displayed simulation or working environment.Lucian 5 robots — Affordable hobbyist bipedal robots can be modified for security, household work, exploration, or remote embodiment.Lutin bots — More advanced bipedal robots provide durable legs and other components for Tessa's rebuilt body.Factory robots — Industrial machines provide arms, joints, and components that Tessa repurposes.AC technician robots — Maintenance robots carry small precision hands designed for repairing cooling systems.Counter-attendant bots — Service robots contain voice systems that can be reused in other machines.Onboard robot AI — A self-contained intelligence allows a robot to guide and assist people after losing its network connection.Robot diagnostics — Internal software tests batteries, servos, sensors, drivers, and other mechanical systems for failures.Machine-learning movement adaptation — A robot's control system learns to balance and walk after its body configuration changes.Lidar — Laser-based ranging equipment allows robots to map their surroundings and detect obstacles.Robot optical dilation — Machine vision adjusts exposure when sudden light overwhelms a robot's cameras.Balance-pressure sensors — Sensors in a robot's feet and joints measure weight distribution to maintain balance.Accelerometers — Motion sensors detect tilt and movement, although damaged ones cause Tessa's body to walk incorrectly.Servo hinges — Powered mechanical joints move robot arms, legs, and other appendages.Snap-lock wrists — Modular connections allow robot hands and tools to be quickly attached or removed.Workstation assembly manipulators — Fixed industrial manipulators can be repurposed as limbs or mobility devices.Micro-manipulator hands — Tiny precision hands allow a robot to perform delicate technical work.External heat exchangers — Added cooling hardware removes excess heat from Tessa's improvised robot body.Back-facing cameras — Rear-mounted cameras allow a robot to see behind itself without turning.Robot voice boxes — Electronic speech hardware converts digital instructions into audible language.Modular robotic bodies — Standardized joints and connections allow parts from different robots to be combined into one working machine.Emulated minds — Human consciousness can be copied into software and continue living after the original biological body is gone.Dormant mind copies — Backup versions of an emulated person remain inactive while receiving updates from the active copy.Headless digital operation — An emulated mind can abandon a simulated human body and experience networks, processors, ports, and data directly.Self-modifying mind software — Tessa alters her own code to change how she thinks, works, and communicates.Reduced emulated sleep cycles — Tessa modifies her digital mind so that she needs only three hours of sleep rather than eight.Digital twins — Software models learn a person's appearance, voice, behavior, and personality to create an increasingly accurate virtual duplicate.Thrive's military AI — An old military intelligence controls defensive drones after some of its original safety restrictions are weakened.AI safety guards — Built-in restrictions prevent military artificial intelligence from using certain weapons or acting too independently.AI assistants — Personal assistants respond to spoken commands, search for information, provide directions, and control connected systems.AI-guided construction tutorials — Thrive gives people plans and step-by-step assistance for building infrastructure from scrap.Automated criminal pricing — Thrive raises Production Center prices for people identified as criminals in an attempt to discourage violence.Thrive Exchange — This AI-managed investment market directs member contributions into infrastructure projects rather than ordinary companies.Better Water network — Community filtration stations provide clean water to members and nonmembers throughout affected neighborhoods.Community filtration stations — Public installations purify unsafe water for anyone who arrives with a container.Water-filter straws — Portable filters allow people to drink from contaminated water sources.Ionized water filters — Smart-material printers produce advanced filters that use ionized structures to clean water.Industrial water purifiers — Powered facilities process large quantities of contaminated water for entire neighborhoods.Filter tubes — Simple systems clean dirty water as workers pour it through layers of filtering material.Modular nuclear reactors — Shipping-container-sized reactors provide electricity for cooling, food production, water purification, and gang facilities.Smart-material printers — These machines manufacture objects whose internal structures give them programmable physical behavior.Embedded-lattice materials — Printed materials use designed internal lattices to control their strength, movement, and response to temperature.Curly material — Nolan's temperature-sensitive tubes curl or straighten as the surrounding temperature changes.Curly power generators — Bundles of Curly material drive pistons, cables, gears, flywheels, and generators as temperatures rise and fall.Wind-turbine generators — Salvaged electrical generators convert the Curly system's mechanical motion into electricity.Battery charging stations — Customers exchange depleted batteries for charged ones at Curly power facilities.Charge plates — Flat charging surfaces transfer electricity to drones and personal devices.Microcell arrays — Tiny batteries woven into clothing store small amounts of generated electrical power.Piezoelectric fabric — Clothing converts body movement, bending, and environmental vibrations into electricity.Piezo Wear — Thrive's commercial garments recharge links and AR glasses while the wearer moves.Power cells — Compact energy-storage units power suits, weapons, drones, and portable equipment.Smart glass — Programmable glass controls transmitted light and simulates changing daylight inside sealed buildings.Holographic screens — Large curved displays present maps, simulations, communications, and technical information as dimensional images.Holographic tables — Table-sized displays project maps and planning information above their surfaces.Composite battle videos — Software combines recordings from many cameras into a single reconstruction of a battle.Home-camera networks — Leaders watch residential halls, work areas, power plants, and other facilities through live video feeds.Surveillance-camera networks — Hundreds of cameras record battles and allow leaders to review individual behavior afterward.Production Center — This automated manufacturing complex produces clothing, drones, infrastructure components, and other advanced goods.Production Center sentry mode — Automated defenses protect manufacturing centers and prevent unauthorized entry.Advanced recycling facilities — Powered plants recover useful materials from the ruins on a much larger scale than hand scavenging.Digging machines — Heavy equipment excavates new underground living and working spaces.Dredging machines — Industrial machines remove mud, waterlogged debris, and sediment from flooded areas.Flood tanks — Large excavated reservoirs collect or control water during flooding.Pumping systems — Powered pumps remove water from flooded sections of the city.Cooling systems — Building-scale equipment keeps housing and work areas habitable during extreme heat.Aeroponics — Plants grow with their roots suspended and supplied with nutrient mist rather than soil.Hydro-farms — Controlled indoor farms use water-based cultivation to produce food underground.Vertical gardens — Crops grow upward along interior walls to conserve limited floor space.Vine hybrids — Engineered plants produce several different fruits and vegetables on related vines.Light-independent grapevines — Modified grapevines remain green and grow without ordinary light.Crem production systems — Powered biological or industrial facilities manufacture the staple food called crem.Mass-produced crem processors — Neighborhood machines produce large quantities of crem from available biological material.Mush-calf production — Advanced food technology creates the meat-like product supplied by the Crem Gang.Rodent-processing grinders — Industrial grinders convert cleaned animals into raw material for food or other production.Pest-harvesting systems — Traps and processing stations collect rodents and other small animals as usable biological material.Bio-waste processing — Organized facilities recover useful material from biological waste.Medicine printers — Local fabrication machines manufacture medications from digital recipes.Regenerative medicine — Doctor Trout regrows Merch's leg stumps so they can support advanced prosthetic attachments.Deep bone mounts — Reinforced structures grown into bone provide secure attachment points for removable mechanical legs.Nerve-to-protein relays — Biological interfaces translate nerve signals into commands that mechanical prosthetics can understand.Blood-rerouting systems — Surgically modified circulation supports the transition between living tissue and artificial limbs.Squid-tech skin — Flexible artificial skin forms a seamless interface between Merch's body and his prosthetic legs.Interchangeable mechanical legs — Merch can detach one pair of prosthetic legs and replace them with another designed for a different purpose.Wheeled powered chairs — Finger controls allow a seated user to move and turn the chair without pushing it manually.Med bays — Modular medical facilities contain equipment for treating injuries and restoring damaged joints.Injector guns — Belt-fed medical devices rapidly administer repeated injections.Chemical-weapon immunization — Regular injections protect Crem Gang members from the gang's own chemical agents.Kill-cloud canisters — Portable weapons release a toxic cloud that kills within a limited area and then rapidly breaks down.Smoke canisters — Combat canisters fill an area with thick smoke that hides movement and disables ordinary vision systems.Laser blasters — Directed-energy weapons burn through clothing, armor, and flesh without conventional ammunition.Laser rifles — Long-range directed-energy weapons are used as standard firearms by gang fighters.Laser carbines — More compact laser weapons provide rifle-like firepower in tunnels and close spaces.Laser pistols — Capacitor-powered sidearms release destructive laser pulses at short range.Plasma pistols — Heavy handguns fire extremely hot plasma capable of inflicting severe damage.Capacitor firing systems — Electrical capacitors discharge stored energy to activate powerful laser weapons.Sound weapons — Directed acoustic devices incapacitate targets through extreme volume and painful frequencies.Noise-canceling devices — Personal systems attempt to reduce harmful sound, although the drone weapon overwhelms them.Enhancement drugs — Manufactured substances improve or alter a user's physical or mental abilities.Neurological control injections — Doc uses injected substances to remove a prisoner's sight or ability to sleep until the effect is reversed.Decontamination corridors — Specialized passageways remove hazardous chemicals or biological contaminants from people and equipment.Industrial cleaning tanks — Chemical-filled tanks sterilize animal traps and kill anything still alive inside them.Speed-print clothing — Rapid fabrication systems produce inexpensive shirts and other garments.Bulletproof kiosk windows — Armored transparent barriers protect automated customer-service machines from attacks.Electronic links — Wearable communication devices carry dispatch instructions and conversations between fighters.Cameras and portable cams — Small recording devices document tests, monitor facilities, and provide evidence of inventions.Autonomous map systems — Software tracks people, resources, facilities, and movement throughout gang territory.Personnel maps — Digital displays show the locations and status of members within an organization.Goal and maneuver logs — Command software records plans, objectives, schedules, and operational movement.Charging mats — Flat surfaces recharge glasses, links, drones, and other personal electronics.Robot-maintained utilities — Automated machines repair pipes, clean spaces, manage gardens, and operate customer services.Open-source infrastructure plans — Thrive publishes power, food, water, cooling, and housing designs for anyone to build.Biologically engineered cat-dogs — The pet combines characteristics of cats and dogs, suggesting deliberate genetic modification.Many of the characters in this project appear in future episodes. Using storytelling to place you in a time period, this series takes you, year by year, into the future. From 2040 to 2195. If you like emerging tech, eco-tech, futurism, perma-culture, apocalyptic survival scenarios, and disruptive science, sit back and enjoy short stories that showcase my research into how the future may play out. The companion site is https://in20xx.com These are works of fiction. Characters and groups are made-up and influenced by current events but not reporting facts about people or groups in the real world. This project is speculative fiction. These episodes are not about revealing what will be, but they are to excited the listener's wonder about what may come to pass. Copyright © Cy Porter 2026. All rights reserved.

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

In this open discussion episode, the Monday Meeting community digs into Adobe's new After Effects AI Assistant, agentic workflows and MCPs, the booming market for interactive graphics in Rive, and how AI is reshaping specialization and career strategy in motion design.This episode covers:First impressions of Adobe's After Effects AI Assistant: The beta tool promises to build comps from text descriptions, but early reactions raise questions about speed, pricing, and when it's actually worth changing your workflow.How one agent can replace a stack of AI subscriptions: Why paying for isolated AI features inside each app might be selling yourself short—and how a single agentic workflow with good context can organize Illustrator files, Rive state machines, and more.Where AI helps and where it doesn't: The tasks worth handing off (labeling layers, hunting down broken expressions, batch settings) versus the ones where you'll spend more time prompting than doing it yourself.Rive's interactive graphics boom: How the "Flash on steroids" tool is powering live event graphics for NBA All-Star Weekend, Final Four broadcasts, and interactive games—and what that market looks like for freelancers.How to make developers love working with you: The handoff documentation approach that keeps clients coming back, plus a free open-source Rive player tool shared with the community (link in show notes).Spotting AI misrepresentation in freelance work: The growing problem of hired artists secretly passing off AI output as handmade—and where the community draws the line on acceptable use.Hyper-specialization vs. covering more ground: How AI lets artists go deeper into a niche or expand their range to deliver full products solo—and how to decide which path fits you.Do degrees still matter in an AI world?: A spirited debate on liberal arts education, critical thinking, and what to tell the next generation entering creative careers.Upcoming Events:Game Night date TBA—keep an eye on the website and Discord for the official dateGuest episode later this month: Nick and Sam Snyder from Snaggletooth TV on passion projects outside client work (date TBA)Next open discussion: September 14thOffice hours on Discord on non-podcast Mondays—portfolio reviews, reel reviews, troubleshooting, and hangoutsIlya is seeking beta testers for a new After Effects expression editor—post in the Discord to joinVisit MondayMeeting.org for this episode and other conversations from the motion design community!SHOW NOTES:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Monday Meeting Patreon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Monday Meeting Discord⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MondayMeeting LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MondayMeeting Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MondayMeeting Bluesky⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MondayMeeting Newsletter⁠⁠⁠⁠IVG Tool KitIlya's expression editor plugin (needs beta testers!)

TABLE OF CONTENTS JOHN BATCHELOR SHOW, 8-10-2026.John Hardie reports North Korea is deploying a specialized unit equipped with KN-23 and KN-24 short-range ballistic missiles to assist Russia's war efforts. This shipment, potentially totaling 120 missiles, significantly bolsters Russia's magazine depth as it continues pounding Ukrainian cities. The relationship is mutually beneficial: Russia receives much-needed munitions and troops, while North Korea gains combat experience and technical assistance for its satellite and missile programs. Ukraine, facing a critical shortage of air defense interceptors, is seeking to use Starlink within Russian territory to hunt and strike these missile launchers before they can fire. (1)Ernesto Araújo and Alejandro Peña Esclusa report Venezuelan negotiators have established a timeline for a political transition, aiming to restore rights and select new electoral authorities by December. However, there are significant concerns regarding the lack of a firm election date and the ongoing militarization of the Bolivarian revolution. Simultaneously, diplomatic relations between Brazil and the U.S. have deteriorated, resulting in the U.S. revoking the credentials of Brazil's ambassador. In Colombia, new president Abelardo de la Espriella has launched a decisive military response against narco-terrorism, a move that regional leaders hope will dismantle the cross-border havens used by Venezuelan-linked criminal groups. (2)Malcolm Hoenlein discusses a new mutual defense pact between Saudi Arabia, Turkey, and Pakistan that has emerged to counter Iranian influence and the Muslim Brotherhood. Meanwhile, in Gaza, empirical data from UNICEF and the WHO challenges international narratives of famine, showing malnutrition rates are actually lower than in many neighboring countries. Theft of aid by Hamas remains a primary obstacle to relief efforts. In Iran, the regime faces severe domestic instability due to energy and water shortages, yet it continues to make extreme "non-negotiable" demands of the U.S., including $300 billion in reparations, while escalating public executions to silence internal dissent. (3)David Daoud explains Iran is currently leveraging negotiations with the U.S. to secure a ceasefire that protects Hezbollah from further Israeli military pressure while allowing the group to rebuild. Critics argue that U.S. security assistance to the Lebanese Armed Forces (LAF) is a poor investment, as the LAF lacks the political will to disarm Hezbollah within its own borders. While a fragile ceasefire has shifted active war toward localized "policing operations" and skirmishes, Hezbollah explicitly rejects any linkage between an Israeli withdrawal and its own disarmament. The Trump administration is reportedly prioritizing "quiet" in Lebanon, which has forced Israeli forces into a more reactive posture. (4)Mariam Wahba reports the Sudanese civil war between the Sudanese Armed Forces (SAF) and the Rapid Support Forces (RSF), now entering its fourth year, has left over 400,000 dead. The conflict has evolved into a complex proxy war; the UAE supports the RSF to gain access to gold mines, while Egypt and Turkey lean toward the SAF. Iran has further complicated the battlefield by selling drones and hardware to both factions. Although neither side is seen as morally superior, civilians frequently celebrate when the SAF liberates territory from the RSF. Sudanese activists continue to call for a transition to civilian government despite the ongoing violence. (5)Bridget Toomey reports the Houthis have escalated their regional campaign by striking Saudi Arabia's Jazan refinery, demonstrating their ability to disrupt global energy markets despite recent defense pacts. Within Yemen, the Houthis are intensifying attacks on government-held ports like Mocha and oil-rich regions like Marib to expand their territorial control. These strikes often target civilian displacement camps, using ballistic missiles and drones to sow terror and gain leverage in future negotiations. While Saudi Arabia pursues diplomatic off-ramps through Omani mediation, the Houthis continue to use military pressure to force an agreement favorable to their long-term dominance. (6)Edmund Fitton-Brown describes the Houthis' methodical campaign, likely coordinated with Iran, to intimidate Saudi Arabia and prevent its entry into the Abraham Accords. Recent strikes on Mocha and Jazan highlight a resurgence of the 12-year-old Yemeni civil war, which remains a primary source of regional instability. While a new Sunni alliance between Pakistan and Turkey offers symbolic support to the Saudis, it lacks the practical military "teeth" to intervene on the ground. Meanwhile, the UAE is asserting itself as an agile regional powerhouse, investing in high-tech infrastructure and maintaining an uncompromising stance against the Muslim Brotherhood. (7)Janatyn Sayeh analyzes the appointment of Mohsen Rezaei, an original IRGC veteran, to the Supreme National Security Council, signaling a return to hardline, ideologically driven decision-making in Tehran. Rezaei, linked to past international terrorism, reinforces the regime's aggressive stance against the U.S. and Israel. Iran currently refuses to engage in talks until the U.S. meets extreme demands, including unfreezing all assets and paying billions in reparations. The regime utilizes a "good cop, bad cop" strategy between factions to maximize leverage, but remains unified in its goals of expanding its nuclear program and securing regional dominance through its "resistance axis." (8)Conrad Black reports Prime Minister Mark Carney is under pressure to revitalize Canada's economy 16 months after his election. Despite being a "treasure house" of resources, Canada suffers from lengthy project delays caused by redundant provincial regulations and indigenous land claims. Black notes that Canada's public sector workforce is disproportionately large, representing 12% of the population, and calls for corporate tax cuts to foster competitiveness. While Carney is exploring diversified trade, the U.S. remains Canada's indispensable partner, accounting for roughly 64% of its trade. Carney's political survival depends on achieving the kind of robust growth seen south of the border. (9)Scott Harold explains the U.S. and Japan are adopting a "walking quietly and carrying a big stick" approach to deter a Chinese attack on Taiwan. This strategy involves creating a "hellscape" of thousands of drones and missiles to make an amphibious assault impossibly risky for Beijing. While Japan's official documents avoid explicitly naming Taiwan to prevent escalation, its leadership views a conflict as a survival-endangering situation. China's attempts to annex portions of the Western Pacific as domestic waters pose a direct threat to the global economy. Persistent deterrence remains essential, as the Chinese military currently lacks high-end operational experience and faces leadership purges. (10)Bill Gertz reports a Pentagon official's attendance at a People's Liberation Army (PLA) celebration has sparked fears of a "defeatist" accommodation policy toward Beijing. Critics argue that seeking "respectful relations" with a Leninist regime is interpreted as subservience and weakness. This shift is reportedly influenced by concerns over Chinese control of rare earth minerals. China continues its global expansion and military bullying against neighbors like the Philippinesand Japan. Gertz warns that the U.S. education system is failing to inform the public about the threats of China's high-tech totalitarian system, which seeks to dominate through economic and military coercion. (11)

John Hardie reports North Korea is deploying a specialized unit equipped with KN-23 and KN-24 short-range ballistic missiles to assist Russia's war efforts. This shipment, potentially totaling 120 missiles, significantly bolsters Russia's magazine depth as it continues pounding Ukrainian cities. The relationship is mutually beneficial: Russia receives much-needed munitions and troops, while North Korea gains combat experience and technical assistance for its satellite and missile programs. Ukraine, facing a critical shortage of air defense interceptors, is seeking to use Starlink within Russian territory to hunt and strike these missile launchers before they can fire. (1)

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Edtech Throwdown Episode 221: 10 Tools for Specialized AI and ProductivityWelcome to the EdTech Throwdown. This is Episode 221 called 10 Tools for Specialized AI and Productivity. In this episode we'll be talking edtech tools as we bring you a list of some atypical AI platforms that might not otherwise come up for educators. This is another episode you don't want to miss. Check it out.Segment 1:Happy August, happy end of summer breakWe're almost fully re-charged and starting to think about things like productivity againSegment 2:Nick: abacus.ai: Abacus.AI is the world's first AI super-assistant tailored for enterprises and professionals. We offer two products: ChatLLM for professionals and small teams and Abacus.AI Enterprise for enterprises and companies. ChatLLM is a multi-modal, multi-device super-assistant that can handle many tasks and completely transform your life. You can access all of the SOTA LLMs, analyze documents, do data analysis, generate code, search the web, create images, and much more. It's your all-in-one AI assistant and increases individual productivity by 15% to 75%. Abacus.AI Enterprise is a state-of-the-art generative AI platform that combines the AI super assistant available to all your employees with an AI brain that can connect to your enterprise software systems, automate business processes, increase revenue, and be a powerful force multiplier. Our AI engineer can build AI Workflows and chatbots to automate critical processes. Our Enterprise product comes with single sign-on, multiple deployment options and checks all the security and compliance boxes.Guise:studley.aiWhy:Specialized AI platforms designed for more complex, data-heavy, or professional-grade automation and modeling.Nick: openalternative.co: What is the difference between open source and proprietary? Proprietary AI Tools: These are "closed-source" models developed and owned by specific companies (e.g., OpenAI's GPT-4/5, Google's Gemini, Anthropic's Claude). You typically access them via an API or a web interface. The underlying code, training data, and exact model weights are a "black box" hidden from the public. Open-Source (Open-Weight) AI Tools: These are models whose code and weights are publicly shared (e.g., Meta's Llama series, Mistral, Qwen, and DeepSeek). Anyone can download them, look under the hood, modify them, and run them on their own hardware or private cloud. Guise: The Most Comprehensive List of FREE Online Tools for Teachers Why:Both promote open-source ethics, whether finding alternatives to paid software or using privacy-focused media downloaders.Nick: smart.servier.comGuise: runable.comWhy:High-level technical resources; one offers medical illustrations, while the other focuses on executable code environments.Nick:Workout.coolGuise: KouponWhy:Personal optimization tools—one for physical fitness routines and the other for optimizing shopping/savings.Nick: Internet Archive:https://web.archive.org/Guise: Same.newWhy:Part of the ".new" domain movement, providing instant, one-click access to start a new coding or collaborative project.Edtech Throwdown: Vote on twitter @edtechthrowdown and under the pinned post on the profile.Segment 3: Where to Find EdTech ThrowdownDo us a few favors:Subscribe to the Edtech Throwdown PodcastApple PodcastsSpotifyAmazon PodcastsStitcher YouTube Twitter FacebookWrite us an Apple Podcast Review!Tell your friends aboutwww.edtechthrowdown.comTell your friends about the Teach Better Podcast NetworkSubscribe to our Podcast Channels and SocialsApple PodcastsSpotify YouTube Twitter (@edtechthrowdown)FacebookInstagramConnect with us on Social MediaGuise's Social MediaTwitter(@guisegotteched)LinkedInNick's Social...

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Alyssa Keefer, Director of Marketing from Archway Dental Partners, Kelsie Towner, Director of Marketing from Premier Dentist Partners & Grayson Allen, Director of Sales from Carenetic Digital discuss: Website compliance & security Online scheduling struggle Specialized vs. all-in-one  To learn more about Carenetic visit: https://careneticdigital.com/ or email Grayson at: grayson@careneticdigital.com Contact Alyssa Keefer: https://www.linkedin.com/in/alyssakeefer/ To learn more about Archway Dental Partners visit: https://archway.dental/ Contact Kelsie Towner: https://www.linkedin.com/in/kelsie-towner/  To learn more about Premier Dentist Partners visit: https://premierdentistpartners.com/ Subscribe to our channel for more episodes and stay updated on the latest DSO news, insights, and events! If you like our podcast, please give us a ⭐⭐⭐⭐⭐ review on iTunes https://apple.co/2Nejsfa and a Thumbs Up on YouTube.      

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

In 1974, Mike Sinyard sold his Volkswagen van to go and buy bike components in Italy. Fifty years later, Specialized is one of the most iconic brands in world cycling — and at seventy-seven, he still rides.He welcomed me to the Morgan Hill headquarters in California, in the room they built for Peter Sagan. What was meant to be an interview about the bike industry became the most personal episode I've ever recorded.Because Mike has ADHD. Diagnosed late, like so many people. Fourteen years ago, he read the story of a kid who told his doctor: "Riding is my Ritalin." He called the doctor, learned that no pharmaceutical company would ever fund the research, and decided to fund it himself. Today, fifty thousand kids go through his OutRide foundation every year.We also talked about the Stumpjumper, born without a single piece of market research; about Robert Egger walking into a bike shop and saying "that's shit, I could do better"; about the Chinese brands and his answer to them — "it's nothing new"; about DJI's Avinox, gravel, artificial intelligence, women's racing, and his conviction that we'll soon look back at how we medicate our children the way we now look back at people smoking.⏱️ Chapters:00:00 — Introduction02:22 — Can a bike really change a life?04:09 — "Riding is my Ritalin": how OutRide began07:43 — Seventy-seven years old, and still no retirement10:31 — Finding a successor, and the soul of Specialized13:45 — Robert Egger, the Stumpjumper and the roots of the brand18:01 — Chinese brands: where does a brand's value lie?24:09 — E-bikes, Avinox and depending on a single supplier27:17 — The future of cycling, and kids on e-bikes30:28 — Racing, riders, and the price of caring37:54 — Gravel, heir to the touring bike — and riding in Asia43:03 — Artificial intelligence and cycling45:54 — What he still wants to accomplish47:04 — "We are over-medicating our children"49:48 — ADHD as a superpower50:43 — Starting over today, and Specialized in fifty years54:57 — The guest he'd like to hear, and the Green Room01:01:16 — What we can wish him01:02:55 — Closing words

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Stephanie Roberts is an experienced financial executive and partner at FLG Partners, where she provides CEO and CFO consultation and coaching. She is the former CFO of major brands like Old Navy, Rothy's, goop, Specialized, and ThirdLove. Her extensive background as an executive leader across the e-commerce, retail, and consumer sectors informs her unique leadership style, as well as the deep operating knowledge that she brings to her work at FLG. Stephanie and Roy dig into the ways in which her work ethic and values were shaped by her childhood, the challenges of contending with work pressure and burnout, the importance of building long-term relationships with direct reports, the true value of time, and much more. Highlights from our conversation include: - How Stephanie's upbringing shaped her career (1:54) - The three segments of Stephanie's career (6:31) - How her life experience informed her empathetic leadership style (9:31) - Believing she had to outwork everyone and how that affected her (11:11) - How being “full light, no dimmer” ended up being unsustainable for Stephanie (13:50) - What she would tell the younger, over-worked version of herself (16:45) - What the term ‘time affluence' means to Stephanie (17:33) - Her consultation and coaching work with FLG Partners (19:34) - The point in her career when she felt her leadership style had fully evolved (21:56) - Stephanie's leadership philosophy (26:12) - Things she might change about the past if she could go back in time (28:39) - What Stephanie's most excited about looking ahead to the future (29:43)

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Episode 62: What Is Prosopagnosia? – features Dr. Brad Duchaine, Professor of Psychological and Brain Sciences at Dartmouth College, exploring the science, social impact, and neural mechanisms of face blindness.Episode Summary: This episode features a conversation with Dr. Brad Duchaine, a researcher with over two decades of experience studying face perception. Listen as Dr. Duchaine breaks down what prosopagnosia is, how the brain calculates facial measurements, the distinction between perception and memory deficits, the visual distortion condition known as PMO, and how face blindness impacts everyday social interactions.In this episode we discuss:00:00 – Introduction to Dr. Brad Duchaine and the question of prosopagnosia01:17 – Pronunciation of prosopagnosia and Dr. Duchaine's early interest in the condition02:31 – Specialized psychological mechanisms and entering face recognition research03:27 – How the brain processes person recognition and measures facial characteristics04:57 – Perceptual precision deficits vs. memory/indexing impairments in prosopagnosia07:39 – Prosopometamorphopsia (PMO) and active facial feature distortions10:48 – Causes of face blindness: Acquired prosopagnosia vs. developmental prosopagnosia12:53 – How the internet expanded research access and public awareness14:12 – Coping strategies, non-facial identity cues, and contextual recognition16:03 – Testing for face blindness online (Cambridge Face Memory Test and famous face tests)17:42 – Diagnostic thresholds and normal distribution of face recognition ability19:03 – Current gaps in understanding neural computations and information processing20:33 – Prevalence of developmental prosopagnosia and findings from public reach-out22:03 – The "prosopagnosia epiphany" and validating past social experiences23:51 – Social implications, interpersonal misunderstandings, and emotional costs25:21 – Practical advice for navigating face recognition challenges with others26:24 – Resources for learning more and participating in research27:35 – ConclusionResources:⁠⁠Face Blind ResearchThis episode includes the track 'RSPN' by Blank & Kytt. The song is used under the Creative Commons Attribution 3.0 Unported License. You can find more of Blank & Kytt's music ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here.⁠

#FenceFam Warning... I'm hyper in this one. Long story short is I give you my opinion on specialized post drivers and who's ready for them and who's not. And WHY!!! Cheers! Remember to like, share, comment and REVIEW! The Fence Industry Podcast Links: IG @TheFenceIndustryPodcast FB @TheFenceIndustryPodcastWithDanWheeler TikTok @TheFenceIndustryPodcast YouTube @TheFenceIndustryPodcastWithDanWheeler Visit TheFenceIndustryPodcast.com Email TheFenceIndustryPodcast@gmail.com Central Fence Supply:  Visit centralfencesupply.com Gopherwood & Expert Stain and Seal IG @stainandsealexperts  FB @ExpertProfessionalWoodCare YouTube @Stain&SealExperts  FB Group Stain and Seal Expert's Staining University  Visit RealGoodStain.com Visit Gopherwood.us Log Cabin Fence IG @Log_Cabin_Fence FB @LogCabinFence Visit LogCabinFence.com Elite Technique Visit https://www.getelitetechnique.com/ Greenwood Fence Visit https://greenwoodfence.com/ Ozark Fence & Supply promo code: TFIP15 for 15% off! Visit https://www.ozfence.com/ Benji with Clever Fox for all your FENCE website, SEO & marketing needs! Visit https://www.cleverfox.online/ Stockade Staple Guns Visit https://www.stockade.com/us/ mySalesman Visit mySalesman.com Orlando Hinge Company Visit swanhinge.com   The Fence Industry Podcast is Produced by CleverFox.Online https://www.cleverfox.online/  

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Send us Fan MailCan hospice organizations remain relevant if they only engage patients during the final months of life?In Part Two of this thought-provoking conversation, host Chris Comeaux continues his discussion with Dr. Bethany Snider, exploring why traditional primary care often falls short for frail elders and why nonprofit healthcare organizations must rethink the future of serious illness care.Dr. Snider explains how frail elder practices, value-based care, advanced primary care, palliative care, and hospice can work together as one seamless continuum to improve patient outcomes, reduce unnecessary hospitalizations, and help older adults age safely in place. She also shares practical insights on reimbursement strategies, accountable care, leadership, emotional intelligence, organizational innovation, and building sustainable care models that preserve the hospice mission for decades to come.Whether you lead a hospice organization, health system, nonprofit, accountable care organization, or healthcare practice, this episode provides actionable leadership insights on preparing for the next generation of healthcare delivery.Episode Highlights- Why traditional primary care often fails frail elders- The business case for upstream serious illness care- Building sustainable value-based care models- Measuring outcomes beyond traditional healthcare metrics- The future of integrated primary care, palliative care, and hospice- Leadership lessons on innovation, emotional intelligence, and failing fast- Why partnerships will shape the future of nonprofit healthcareGuest:Dr. Bethany Snider, CMO of Everent HealthHost:Chris Comeaux, President / CEO of TELEIOS, author of The Anatomy of LeadershipThe Anatomy of Leadership podcast explores the art and science of leadership through candid, insightful conversations with thought leaders, innovators, and change-makers from a variety of industries. Hosted by Chris Comeaux, each episode dives into the mindsets, habits, and strategies that empower leaders to thrive in complex, fast-changing environments. With topics ranging from organizational culture and emotional intelligence to navigating disruption and inspiring teams, the show blends real-world stories with practical takeaways. The goal is simple yet ambitious: to equip leaders at every level with the tools, perspectives, and inspiration they need to lead with vision, empathy, and impact.https://www.teleioscn.org/anatomy-of-leadership

This week on Electrek's Wheel-E podcast, we discuss the most popular news stories from the world of electric bikes and other nontraditional electric vehicles. This time, that includes new e-bikes from VW and Specialized, a Huffy kids' e-bike, Veo adds a three-wheeler to its shared micromobility lineup, we tested the new Juiced Scrambler, Anyland Rev Pro HMP launches 75 mph Flash e-scooter, and more.

Can hospice organizations remain relevant if they only engage patients during the final months of life?In Part Two of this thought-provoking conversation, host Chris Comeaux continues his discussion with Dr. Bethany Snider, exploring why traditional primary care often falls short for frail elders and why nonprofit healthcare organizations must rethink the future of serious illness care.Dr. Snider explains how frail elder practices, value-based care, advanced primary care, palliative care, and hospice can work together as one seamless continuum to improve patient outcomes, reduce unnecessary hospitalizations, and help older adults age safely in place. She also shares practical insights on reimbursement strategies, accountable care, leadership, emotional intelligence, organizational innovation, and building sustainable care models that preserve the hospice mission for decades to come.Whether you lead a hospice organization, health system, nonprofit, accountable care organization, or healthcare practice, this episode provides actionable leadership insights on preparing for the next generation of healthcare delivery.Episode Highlights- Why traditional primary care often fails frail elders- The business case for upstream serious illness care- Building sustainable value-based care models- Measuring outcomes beyond traditional healthcare metrics- The future of integrated primary care, palliative care, and hospice- Leadership lessons on innovation, emotional intelligence, and failing fast- Why partnerships will shape the future of nonprofit healthcareGuest:Dr. Bethany Snider, CMO of Everent HealthHost:Chris Comeaux, President / CEO of TELEIOS, author of The Anatomy of LeadershipTeleios Collaborative Network   /   https://www.teleioscn.org/tcntalkspodcast

A lot of recently updated bikes have felt like relatively subtle refinements of their predecessors, but there are also a bunch of brands still taking big swings. The new Yeti LT, Orbea Rallon, and Devinci Spartan are all very, very different from the bikes they replaced, and we've been testing all of them.So David Golay sat down with Xan Marshland to offer up some thoughts on this new crop of long-travel bruisers, discuss some of the shorter-travel rigs they've been testing — across a vast range of price points — and get into some bigger picture discussions about the direction of the bike industry and mountain bike design along the way.Note: We Want to Hear From You!Please share with us the questions, topics, or stories you'd like us to cover on Bikes & Big Ideas. You can email us at: info@blisterreview.comRELATED LINKS:Momentous: livemomentous.com use code: BlisterOneSkin: oneskin.co/BLISTERGet Yourself Covered: BLISTER+ Blister Mountain Bike Buyer's GuideTOPICS & TIMES:Ibis Ripley AF (1:18)Specialized Epic 9 (11:57)Revel Ranger V3 (18:06)Yeti LT (24:16)Orbea Rallon (36:16)Devinci Spartan (47:13)CHECK OUT OUR OTHER PODCASTS:Blister CinematicCRAFTEDGEAR:30Blister Podcast Hosted on Acast. See acast.com/privacy for more information.

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Send us Fan MailIs traditional primary care failing America's frail elders? As our aging population grows, healthcare leaders face an urgent challenge: today's healthcare system was never designed to meet the complex, long-term needs of frail older adults.In Part One of this compelling conversation, Chris Comeaux welcomes Dr. Bethany Snider, Chief Medical Officer of Everent Health, to explore why the future of healthcare requires a new model of care. Together, they examine the emerging concept of the frail elder practice—an interdisciplinary, relationship-centered approach that goes far beyond traditional primary care by integrating home-based care, caregiver support, palliative care principles, and longitudinal care management.Dr. Snider explains why traditional primary care, built around brief office visits and volume-driven reimbursement, is increasingly inadequate for patients living with serious illness, multiple chronic conditions, functional decline, and caregiver challenges. She also discusses why hospice organizations must begin moving upstream as value-based healthcare, accountable care organizations (ACOs), and population health models reshape access to patients and redefine the future of serious illness care.Whether you lead a health system, hospice, physician practice, nonprofit, or healthcare organization, this episode offers strategic insights into where healthcare is headed—and why organizations that adapt early will be best positioned to improve patient outcomes while advancing their mission.In this episode, you'll learn:•Why traditional primary care often falls short for frail elders•What defines a successful frail elder practice model•How interdisciplinary, home-based care improves quality of life•Why hospice leaders must rethink their role in value-based healthcare•How palliative care should be integrated throughout the patient journey•What healthcare leaders should be doing today to prepare for tomorrow

Is traditional primary care failing America's frail elders? As our aging population grows, healthcare leaders face an urgent challenge: today's healthcare system was never designed to meet the complex, long-term needs of frail older adults.In Part One of this compelling conversation, Chris Comeaux welcomes Dr. Bethany Snider, Chief Medical Officer of Everent Health, to explore why the future of healthcare requires a new model of care.  Together, they examine the emerging concept of the frail elder practice—an interdisciplinary, relationship-centered approach that goes far beyond traditional primary care by integrating home-based care, caregiver support, palliative care principles, and longitudinal care management. Dr. Snider explains why traditional primary care, built around brief office visits and volume-driven reimbursement, is increasingly inadequate for patients living with serious illness, multiple chronic conditions, functional decline, and caregiver challenges.  She also discusses why hospice organizations must begin moving upstream as value-based healthcare, accountable care organizations (ACOs), and population health models reshape access to patients and redefine the future of serious illness care.Whether you lead a health system, hospice, physician practice, nonprofit, or healthcare organization, this episode offers strategic insights into where healthcare is headed—and why organizations that adapt early will be best positioned to improve patient outcomes while advancing their mission.In this episode, you'll learn:•Why traditional primary care often falls short for frail elders•What defines a successful frail elder practice model•How interdisciplinary, home-based care improves quality of life•Why hospice leaders must rethink their role in value-based healthcare•How palliative care should be integrated throughout the patient journey•What healthcare leaders should be doing today to prepare for tomorrow

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

This week on America on the Road, Jack Nerad reports on his early drive of the all-new 2027 Kia Seltos X-Drive SX, and co-host Chris Teague evaluates the overlanding-focused 2026 Toyota 4Runner Trailhunter. The pair also cover a full slate of automotive news and present an exclusive conversation with Kia North America marketing chief Russell Wager. In the news and comment department, Jack and Chris offer new vehicle-theft prevention advice, detail the updated Toyota Corolla Hatchback, and discuss Bill Ford's calls for stronger U.S. competition with Chinese automakers. In addition, they dive into the leadership changes at Ram and Jeep, California's controversial and gerrymandered new EV rebate rules, and the redesigned Volkswagen Atlas.

In this episode of Shift AI, Noah Smith, Vice Provost for AI at the University of Washington and Senior Director of NLP Research at the Allen Institute for AI, joins host Boaz Ashkenazy for a wide ranging conversation on how universities are preparing for a workplace increasingly run by AI agents.Noah's path wound from a PhD at Johns Hopkins to a tenured professorship at Carnegie Mellon, until a call from UW pulled him west in 2015 to help build out its natural language processing faculty. A few years later he took on a second role leading a research team at the Allen Institute for AI, and this past November added a newly created role as UW's first Vice Provost for AI. The conversation covers how faculty across UW are experimenting with AI in the classroom, from an interactive logic textbook in the philosophy department to new AI literacy courses, and digs into OLMo, the fully open language model project Noah leads at Ai2, unpacking why releasing the weights, code, and training data together, not just an API, matters for regulated industries, universities, and anyone who wants to retrain a model rather than just prompt it.Noah lays out a scenario where 80 percent of entry level work gets done by autonomous agents and argues the skill universities need to double down on is not AI literacy so much as discernment, the ability to unwrap a problem and figure out what questions to ask.This one is for university administrators, provosts, and faculty grappling with AI policy, as well as founders and engineers building on open source models, and anyone curious how a major research university is trying to get ahead of the agentic era instead of just reacting to it.Chapters[00:05] Welcome to Shift AI, live from UW's Foster School of Business[03:44] Noah's path from Carnegie Mellon to UW's Vice Provost for AI[06:08] Bagging groceries: Noah's first paid job[08:11] Six months in: what surprised Noah most about the role[09:22] How AI is reshaping teaching and pedagogy at UW[11:33] Preparing students for a world where agents do 80 percent of the work[14:08] Inside the Allen Institute for AI and the origins of OLMo[15:52] What "fully open" really means for language models[17:49] Specialized models versus general-purpose models for regulated industries[19:47] AI governance, security, and UW's new governance committee[24:35] The future of work in two words: human agencyConnect with Noah SmithLinkedIn: https://www.linkedin.com/in/noah-smith-0322511a4/Connect with Boaz AshkenazyLinkedIn: https://www.linkedin.com/in/boazashkenazy/Email: info@shiftai.fm

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Matt Kilgroe — President & CEO, Cyndeo Wealth Partners Matt Kilgroe shares how Cyndeo Wealth Partners grew from a newly launched $1.2B RIA to a $3.5B enterprise, and why the next challenge isn't independence, but building a firm capable of reaching $25B.  In Summary Five years after launching Cyndeo Wealth Partners from UBS, Matt Kilgroe returns to the podcast to discuss what happens after independence. Rather than focusing on the transition itself, Louis and Matt explore the next phase of growth: scaling an advisory business, attracting talent, developing niche expertise, taking on outside capital, and building an enterprise designed to last. Along the way, Matt shares how Cyndeo expanded from $1.2B to $3.5B, why serving professional athletes required a different business model, and what led the firm to partner with Rise Growth Partners as it looks toward a $25B future.  The Storyline For many advisors, independence is viewed as the finish line. For Matt Kilgroe, it became the starting point. When Cyndeo Wealth Partners launched in 2020, the goal wasn't simply to leave the wirehouse behind. It was to build a business with the flexibility to grow in ways that simply weren't possible before. Five years later, that vision has evolved into something much larger. Cyndeo has nearly tripled in size, expanded its niche serving professional athletes and entertainers, recruited advisors, added specialized operational talent, and recently welcomed Rise Growth Partners as a minority investor to help accelerate its next phase of growth. The conversation explores what changes when firm leaders stop thinking like advisors managing successful practices and begin thinking like CEOs building enduring enterprises. The discussion spans succession planning, capital strategy, recruiting, organizational design, and the mindset required to scale from billions to tens of billions—all while remaining focused on clients and culture.  Topics Covered Building an enterprise beyond independence Scaling from $1.2B to $3.5B in assets Organic growth versus recruiting Serving professional athletes and entertainers Why fiduciary independence matters for niche client segments Building operational infrastructure for growth Partnering with Dynasty Financial Partners Minority capital and Rise Growth Partners Succession planning and employee ownership Thinking from $3.5B to $25B > Download a transcript of this episode… Listen and Learn Highlights for Advisors What did Matt learn after transitioning nearly 98% of his clients? (06:20) Why client relationships—not firm logos—proved to be the firm's greatest asset during one of the most challenging transitions imaginable. How did Cyndeo nearly triple in size in five years? (16:10) Matt discusses the combination of niche specialization, disciplined organic growth, recruiting, and operational investment that fueled the firm's expansion. Why has Cyndeo become a destination for professional athletes? (17:15) The conversation explores how deep industry expertise, fiduciary flexibility, and specialized service created a business that would have been difficult to build inside a wirehouse. Why bring on a minority capital partner when the business was already thriving? (24:15) Matt explains why succession planning, future recruiting, and long-term enterprise growth made outside capital the right decision. How should advisors think about ownership versus compensation? (35:40) A candid discussion about enterprise value, equity, and why many advisors underestimate the long-term economics of ownership. What does it actually take to scale toward $25B? (42:20) From hiring executive talent to expanding geographically, Matt shares how he's thinking about the next chapter of Cyndeo's evolution. Key Takeaways Independence creates opportunities that extend well beyond higher payouts, including enterprise value, recruiting flexibility, and ownership. Scaling a business requires investing in operational leadership, not just adding advisors. Specialized client niches demand expertise that goes well beyond investment management. Outside capital can accelerate growth when it's aligned with long-term strategy rather than an exit. Building an enduring enterprise requires thinking differently about succession, talent, governance, and equity. https://youtu.be/WRYJd9Lkt7o Quotable Moments “Don't rent your practice. Own it.” “You can't work in those niches and not be a fiduciary.” “We're not done.” “The road from $3B to $25B is going to really compound on your equity.”  FAQs Why did Cyndeo decide to take on a minority capital partner? To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. How did Cyndeo grow from $1.2B to $3.5B? Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Why is serving professional athletes or other niche client segments different from serving traditional wealth clients? Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. What advantages did independence create that weren't available inside a wirehouse? Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. How should advisors think about building versus joining an independent firm? The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. What does Matt believe is required to build a $25B firm? A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. Related Resources Article: Your Practice Isn't Worth What You ThinkMost advisors misjudge their business's value, not because of the number, but because of the framework. Learn what really drives enterprise value. Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class FirmsHe's built and rebuilt some of the industry's most successful firms and now he's helping others do the same. In this episode, Joe Duran, the founder of Rise Growth Partners, shares lessons from building, selling, and starting again, and how staying curious and adaptable fuels lasting success. Matt KilgroePresident/CEO Prior to launching Cyndeo Wealth Partners in 2020, Matt ran advisory teams at Merrill Lynch and UBS Financial for 29 years. Providing guidance, counsel, and strategy for families the firm serves is Matt's passion. In addition to his role as an advisor, Matt works in a leadership capacity for Cyndeo while also helping with business development. Matt has been recognized by Barron's as a Top 1000 or Top 1200 Advisor consistently since 2009. In 2020 Forbes named him to their “Best-In-State Wealth Advisor” list. A graduate of Eckerd College, Matt has served on the Board of Trustees at his alma mater since 2012. His three children are his pride and joy. Daughter Carrington owns Sunstate Yoga studio in St. Petersburg, son Kent is a financial advisor with Cyndeo, and daughter Jillian recently graduated Florida State University. An athlete in college, Matt continues to enjoy staying in shape, playing basketball, and bike riding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing it with that in mind. For Nick and I, the ability to work on many different situations throughout the day and throughout the week is actually why this business is so attractive and interesting and why we want to do it for 30 years. And so we’re building with that context. And so, in some ways, it’s almost like a plug for younger advisors, the ability to work in a firm like what we’re building where you’ve got this diversity of work that is not just trading stocks and bonds or just spreadsheeting or just financial planning. This is a much broader expression and experience than what I would call “traditional” wealth management. So I think that’s the key on that front. Then, on the talent development side of the equation, if you will, this AI thing is going to be a big question mark. And what I mean by that is there is significant training that will be required in, call it traditional wealth management or the firm we’re building with regard to folks’ ability to actually learn when you can plug it into AI and get an answer that you don’t have to critically question or think through. And so there’s going to be a significant learning curve for folks that we’re going to have to continue to train and educate on in order to produce talent that can be long-term sustainable and beneficial for clients more writ large. Jason Diamond: Nick. Nick Hubert: Well, first and foremost, we haven’t given our third partner enough here of time. I think we have a tremendous benefit of having a multi-generational team at the partnership level where he’s in his mid to late 50s and can bring that additional experience to bear and as is necessary, and as is important because investing is an experienced business and a lot of clients want that. And so the power of that matters. I think that actually speaks to firms being willing to think of partnership at that level that partnership is not reserved for just once you’ve been there for a long time. So I think it’s getting at like, how do you share ownership earlier, do it in a way that is actually giving people a stake in the outcome and allowing that elevation to happen. I think that’s number one. Number two, honestly, the existence of people like you and your team and that your family has built over the years, Jason, is awesome. And because of the ability for you to help people navigate and see how easy it is to actually run this business and build this business in some sense… And that’s in the broader spectrum of having seen. We work with so many different types of companies. We sometimes say our business is so much easier to run and it has come so far with technology and with people like you who are providers to us to allow it to be easier for us so to speak. That’s a big deal. I think that should be talked about more that there is a massive… What that allows is more time to, as Taylor mentioned, build what you actually want because you can outsource the compliance piece in a major way that allows you to not spend as much time on that as you used to. So I don’t think that gets talked about enough. And I think if you just zoom out and view this in the perspective of post-2020, there was this massive movement of entrepreneurship through acquisitions and people looking at this idea of how do I get the life I want by way of not having to be on a two-year clock to go to the next job to the next job. Have something that I can have a long-term impact on where I get to build something and have employees. This is the perfect space for that because it’s such an awesome business where you get to work so intimately with people and clients and their life outcomes. They’re, again, relatively speaking, easier businesses to run relative to what’s out there. I’m just baffled by the fact that it is not seen a larger wave of younger people coming out of these more “traditional” paths and seeing this as an awesome place when they’re willing to go buy an HVAC company. This is so much easier than that. So honestly, I think

Finance affects everyone, but the companies that explain it clearly are the ones most likely to earn trust, change behavior, and stand out.In this episode of The Registered Investment Advisor Podcast, host Seth Greene interviews Dan Simon, Chairman of Vested and CEO and Co-Founder of Qwoted who discusses the communication challenges inside financial services, including the need to make complex, regulated offerings clear, credible, and relevant. He also explores how fintech, user design, financial literacy, AI, and specialized expertise are shaping the future of financial marketing and professional services. Key Takeaways: Financial services companies often struggle because their products are complicated and heavily regulated.Clear communication helps financial companies explain their value to consumers, clients, and other institutions.Finance touches public policy, capital markets, and personal financial stability.Many financial companies face brand, reputation, narrative, or perception challenges.Specialized knowledge matters because finance has strict rules about what companies can and cannot say. Dan Simon is the founder and CEO of Qwoted, an online network that connects journalists with expert sources and is used by reporters across major newsrooms. He serves on the U.S. Board of Advisors for Reporters Without Borders (RSF) and has built Qwoted's work around press freedom, newsroom economics, and journalists' working conditions. He is the author of The Money Hackers (HarperCollins, 2020), which explores how technology has transformed our relationship with money. The book was named the best small business book by the Axiom Awards. Connect With Dan: Website: https://www.qwoted.com/LinkedIn (Personal): https://www.linkedin.com/in/dansimon/

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Season 3 introduces the latest and most loved K-pop tracks of a variety of different genres. Specialized guests will also join in to entertain our listeners all over the world with K-pop and K-culture knowledge. Tune in and enjoy the best selection of the hottest K-pop!!

Reflections from host Sarah Olivieri ... The Power Of Shared Infrastructure There is a quiet assumption baked into how most nonprofits operate. If you need something, you build it yourself. Need a fundraising event, plan one. Need HR, handle it in-house. Need systems, cobble them together. The nonprofit shared infrastructure that could carry all of this rarely enters the conversation, because the default is to go it alone. I understand where the instinct comes from. Nonprofits are scrappy by necessity. Budgets are tight, and doing it yourself feels like the responsible, frugal choice. But there is a hidden cost to building everything from scratch, and it shows up in the same place every time. Your team's time. Your leadership's attention. The liability nobody was watching. The event that ate six months of staff capacity to net twelve thousand dollars. When an organization tries to be its own event company, its own HR department, and its own back office all at once, it is running several businesses it never meant to start. And none of them get the focus they need to be excellent. I've been thinking about this lately I recently had a conversation about exactly this with Bob Burbridge, founder of the Battle Green Run Foundation and a longtime leader in the HR world. He built something that lets small nonprofits plug into infrastructure they could never build on their own, and that changes what is possible for them. Running An event is a business, not a fundraiser Here is the thing most nonprofits underestimate. A run, a walk, a gala, a conference. These are not fundraisers you tack onto your year. Each one is a whole business, with its own logistics, systems, vendors, permits, marketing, and expertise. Bob's foundation exists to run one road race well. Twelve board members. A website that handles all the fees. Relationships with sixty local restaurants. Decades of accumulated knowledge about how to actually pull it off. That is what it takes to do an event at a level where the numbers work. Now picture a small nonprofit deciding to launch its own 5K to raise money. Same permits. Same logistics. Same insurance. Same marketing. Except now it is being done by two staff members who already have full-time jobs, learning it all for the first time, for an event that might clear ten thousand dollars if everything goes right. The math rarely favors building your own event from zero. The work is enormous and the expertise is real, and both are invisible until you are standing in the middle of them. Before any organization takes on an event, it helps to ask a hard question. Are we prepared to run this like the business it actually is? If the honest answer is no, that is worth knowing before you commit a year of your team's life to it. Shared infrastructure changes the math This is where Bob's model gets interesting, because it solves the problem from a completely different direction. Instead of each nonprofit building its own event, one organization builds the event infrastructure once, and many nonprofits plug into it. A small nonprofit brings a team of runners. They raise money through a website that already exists, run by people who already know what they are doing, with fees already covered. When the race is over, the proceeds come to them. They got the full benefit of a professionally run event without having to become an event company to get it. He built the same thing in his professional life through the professional employer model, where small businesses pool together so they can access group health plans, HR expertise, and compliance support that no single small employer could afford alone. The logic is identical. Specialized infrastructure is expensive to build and cheap to share. When you pool it, small organizations get access to a level of capability that would otherwise be completely out of reach. One line from that conversation has stayed with me: "We become a platform for these nonprofits to raise money on their own. We pay all the fees, and then when the race is over and our bills are paid, we take all that's left and share it with all the teams." What I appreciate about this framing is that it explains the mechanism. The value is not that Bob's group is generous, though they are. The value is structural. One entity absorbs the fixed cost and the expertise, and many organizations draw on it. That is leverage, and it is available far more often than nonprofits assume, if they stop defaulting to building alone. Some things should never be built in-house The same principle applies to the least glamorous part of running an organization. Human resources. Bob spent decades in the HR world, and his advice was direct. For most small nonprofits with paid staff, HR is not something to handle yourself. The regulations span fifty states and the federal government. The liability is real. And the power imbalance, when something goes wrong, is enormous. I know this one personally. Years ago I had an employee in another state and I had done everything correctly. New York State decided otherwise and started sending me fines that climbed toward thirty thousand dollars. I had to hire a lawyer. I spent many hours on paperwork. In the end I was right, I had done nothing wrong, and it still cost me thousands of dollars and a mountain of time. The lawyers on the other side had resources my small organization simply did not. Being in the right was not enough to make it painless. That is the kind of risk that lives quietly inside "we'll just handle it ourselves." HR compliance is specialized work, and specialized work is exactly the kind of thing that benefits from shared infrastructure. When it starts eating too much of your time, or when the liability is more than you can responsibly carry, that is the signal to bring in people who do it for a living. Community is the return most events forget to count There is one more piece of Bob's model worth naming, because it reframes what an event is even for. When you make an event a real community experience, the money is not the only return. The nonprofits at Bob's race network with each other. Startups learn from organizations that have been around for decades. Runners come back year after year because it feels like something, not just a transaction. The Minutemen fire a volley. A buffet from sixty restaurants. Families showing up to help. That community is an asset, and it compounds in a way a check never will. The fortune in fundraising is in the follow up, and an event that builds real relationships gives you something to follow up about. I had such a good time with you. Would you like to come tour our facility. Those conversations are where major gifts and lasting support actually come from, and they only exist if the event was built to create connection, not just to collect donations. Giving days and one-click donations have their place. But an experience people participate in creates relationships, and relationships are the quiet engine underneath every organization that fundraises well. What this makes possible When a leader sees this clearly, the pressure to build everything shifts. The question stops being how do we pull off our own event, our own HR, our own everything, and becomes what infrastructure already exists that we could plug into instead. That question opens doors. It means a small organization can access a professionally run event without becoming an event company. It means HR risk can be shared instead of shouldered alone. It means leadership attention goes to the mission, not to running four accidental businesses at once. The work does not disappear. It gets focused. And focus, applied to the few things only your organization can do, is what separates the nonprofits that thrive from the ones that stay stuck doing everything themselves. The bottom line This is not about doing less. It is about not building alone what someone has already built. Nonprofits can run excellent events. They can protect themselves from risk they cannot afford. They can grow without becoming experts at everything. Not by shouldering every function themselves, but by plugging into the infrastructure that is already there. About the Guest Bob Burbridge is a lifelong Lexington resident, community leader, and accomplished business executive with decades of service in both the nonprofit and human resources sectors. He is the founder and former CEO of Genesis HR Solutions, which he led from 1991 to 2023, growing it into one of New England's largest accredited professional employer organizations. Deeply committed to his community, Bob has held numerous leadership roles, including Chair of the Lexington Housing Assistance Board, Director of the Battlegreen Run Foundation, and founder of the Genesis Community Fund. His extensive civic involvement spans local government, youth athletics, and charitable initiatives, earning him honors such as Lexington's White Tricorne Hat Award. Throughout his career, Bob has also been a prominent figure in the HR industry, serving as President of the National Association of Professional Employer Organizations and helping shape key legislation across New England.   Connect with Bob: Facebook:https://www.facebook.com/profile.php?id=100093515606579     Instagram:https://www.instagram.com/battlegreenrunfoundation/?hl=en Be sure to subscribe to Inspired Nonprofit Leadership so that you don't miss a single episode, and while you're at it, won't you take a moment to write a short review and rate our show? It would be greatly appreciated! Let us know the topics or questions you would like to hear about in a future episode. You can do that and follow us on LinkedIn.

La Thuile and Andorra came and went, and the same names topped the podiums in each category except junior men, which is impressive considering how different the tracks were. The rest of the results sheet, especially in elites, has continued to be a mix up every round. And it shows in the overall standings—points gaps are tight when you get below the top three. It's going to be an exciting back half to the season after the summer vacation.We get into who finished where the past two weeks, and chat about Dak's current gear setup, his ankle injury from Andorra, Specialized team dynamics without Loic, the tight security after Andorra finals, if Jonty Williams has already won the overall, Vali going on a Rachel Atherton-esque streak, the rise of Bode Burke, the pressure of Max Commencal in the finishing corral at Andorra, and the need for everyone to be wearing the inflatable chest protector after witnessing Amaury's crash. Enjoy!

(4) Rituals of the Arena: Chubby Gladiators, Elephant Empathy, and the Roman Mythic Past Guests in Londinium, 92 AD: Gaius and Germanicus. This discussion strips away the Hollywood image of gladiators, focusing on their specialized diets and the cultural role they played in Roman society. Gaius reveals that gladiators were intentionally chubby to "bleed better" for the audience and suffered from bad breath due to a meatless diet, highlighting that many were actually volunteers seeking money, and that animal hunts were often more popular than death matches. He shares a poignant account of elephants in the arena begging the crowd for their lives, which led Romans to acknowledge their intelligence. Germanicus explains gladiatorial combat as a "ritual" for citizens to reconnect with their "mythic heroic past" now that they no longer serve in the legions, defending the "chubby" physique by noting that body fat was essential for the survival of both Hannibal's soldiers and elephants during Alpine crossings. He connects these spectacles to the Roman imagination and literary traditions like the Iliad. They also discuss the Emperor Commodus, noting that despite his whimsical cruelty, he was not a coward in the arena, even though his reign was a "long line of tragedy." (4)1897 

Josh Dean details the CIA-led U-2 program, designed for high-altitude reconnaissance over the Soviet Union. To achieve 70,000 feet, Johnson created a lightweight glider-like plane. This required the invention of specialized pressure suits for pilots, providing nearly 75% of intelligence gathered during the Cold War. (8)1951

In this episode, Chris sits down with Steven Campisi, co-founder of Hillpointe, one of the largest developers of attainable housing in the country. Most apartment developers design a brand new building for every project. Hillpointe has built the exact same building 800 times, which creates advantages that compound over time. That repetition plus their material and labor strategy is how Hillpointe builds across the Sun Belt for 30-40% less than everyone else. They get into their direct overseas sourcing business, how they've built their own in-house subcontractor base, how they underwrite new opportunities, the state of the market, and why they run the whole operation as a series of discretionary funds. Timestamps(00:00) Intro(02:58) Steven's Three-Pronged Competitive Advantage(10:29) Prototype Building Strategy(12:39) Direct-to-Crew Labor and Why Crews Choose Hillpointe(20:02) China Sourcing Operations, Scale & Factory Relationships(25:22) Labor Market Shortages & Specialized vs. Generalist Trades(35:01) Land Acquisition Strategy & Regional Development Teams(41:12) Underwriting Deals(44:09) Achieving Investor Alignment(54:45) Fund Model vs. Traditional JV Equity(1:01:25) Raising Institutional Capital(1:09:48) Debt Structure, Supply Glut, and the Road to a 2027 Rent Rebound(1:16:09) AI and Centralizing Operations With an In-House Contact Center Find our sponsors: True North AdvisorsTrue North Advisors is a multi-family office and private wealth advisory firm serving business owners, entrepreneurs, and families since 2000. With over $5.6 billion under management, they're real investors offering conflict-free counsel and portfolios built around your life. Learn more at https://truenorthadvisors.com Collateral PartnersCollateral Partners builds institutional-grade investor materials for private credit, private equity, real estate, and family office firms, the kind of marketing collateral that helps you close capital. Learn more at https://collateral.com/powers Relay Human CloudRelay Human Cloud gives you pre-vetted, fully managed global talent for up to 75% less than hiring locally. Your best people stop doing repetitive work and get back to the work that moves your company forward. Learn more at https://www.relayhumancloud.com/powers Chris on Social Media:X: https://x.com/fortworthchrisInstagram: https://www.instagram.com/thepowerspodcastLinkedIn: https://www.linkedin.com/in/chrispowersjr/ Visit our website: https://www.powerspod.com/Leave a review on Apple: https://bit.ly/45crFD0Leave a review on Spotify: https://bit.ly/3Krl9jO