Podcasts about Spent

Phil DePaul is a home-services entrepreneur and the CEO of Boom Zell Enterprises, which includes United Water Restoration Group of Long Island and 1-Tom-Plumber Long Island. Raised in a blue-collar household with a father who was a plumber, Phil spent more than a decade helping scale a family-owned plumbing wholesale business before leaving to build companies of his own. Today, he focuses on restoration, plumbing, and related services, with a leadership philosophy centered on action, accountability, and restoring people before properties.     Make sure to download our free guide, 7 Questions Every Passive Investor Should Ask, here.     Key Takeaways Understand why restoration is about restoring people before repairing property Learn how action and momentum matter more than perfect planning in entrepreneurship See why plumbing is the leading cause of water damage in multifamily properties Recognize the importance of proactive vendor relationships for property managers     Topics From Blue-Collar Roots to Entrepreneurship Grew up with a plumber father but pursued a different path early on Spent 14 years helping scale a plumbing wholesale business Hit a ceiling and chose to leave to build something of his own Becoming a "Visionary With No Vision" Entered entrepreneurship without a clear end goal Learned by taking action rather than over-planning Emphasized momentum, adaptability, and execution What Restoration Really Means Restoration addresses sudden, accidental property damage Common causes include water, fire, smoke, and mold Mitigation focuses on reducing damage before it spreads Restoring the Person First Homeowners are often panicked and overwhelmed during a loss Effective restoration starts with empathy and trust The goal is to restore peace of mind before rebuilding property Multifamily Complexity and Stakeholder Management Multifamily losses involve tenants, owners, and property managers Conflicting priorities create tension during emergencies Restoration providers must balance empathy with business realities Why Proactivity Matters in Multifamily Plumbing failures are the leading cause of water damage Preventative maintenance reduces catastrophic losses Strong vendor relationships help property managers respond faster    

Colette Jane Fehr a marriage counselor, EMDR therapist, and author of "The Cost of Quiet." With over two decades of experience helping individuals and couples navigate relationship challenges, Colette specializes in teaching people how to communicate vulnerably and assertively in their most important relationships.  Episode Overview  In this powerful conversation, Dr. Debi Silber sits down with therapist and author Colette Fehr to explore why speaking up in relationships is essential for healing, growth, and genuine connection—especially after betrayal. Colette shares her personal journey from childhood trauma to relationship betrayal, and how these experiences shaped her understanding of healthy communication and the devastating cost of staying quiet.  Key Topics Discussed  The Origins of Conflict Avoidance  How childhood experiences with parental conflict shape our relationship patterns  The difference between destructive conflict (screaming, fighting) and constructive conflict (honest, vulnerable communication)  Why some people mistake silence and "keeping the peace" for relationship health  The concept of parentification and how it impacts adult relationships  Understanding "The Cost of Quiet"  Quiet as a euphemism for conflict avoidance  Different forms of conflict avoidance that people don't recognize:  Self-silencing and sweeping things under the rug  Criticism disguised as "expressing feelings"  Bickering about surface issues instead of deeper needs  Why avoiding vulnerability doesn't actually protect you from pain  The Four Bad Communication Report Card Responses (The Four D's and an F)  Dismissiveness - "It's no big deal, why are you so upset?"  Defensiveness - Getting reactive instead of receptive  Distancing - Shutting down, stonewalling, pulling away  Fixing - Problem-solving instead of listening and connecting  Vulnerability as Strength  Why vulnerability is actually the strongest choice you can make  How to build the courage to be vulnerable after betrayal  Connecting with your inner child before difficult conversations  The only way through fear is action—building the vulnerability muscle  Self-Connected Communication  The importance of I-statements over you-statements  Connecting to deeper emotional needs beyond surface complaints  Speaking from your "core sage self" (wise, loving adult) rather than reactive parts  The distinction between being nice (self-abandoning) and being kind (self-honoring)  When to Speak Up  Why waiting longer than 24 hours allows resentment to grow  Common excuses that keep us from addressing issues (wrong time, they're tired, etc.)  Most conversations don't need to be long—short, clear, vulnerable statements work best  You can't control your partner's response, but you can control showing up for yourself  Building the Assertiveness Muscle  Why successful women often struggle with assertiveness in intimate relationships  Starting small with low-stakes vulnerable moments  The confidence boost that comes from speaking your truth  How assertiveness differs from aggressiveness  The Meta-Conversation Strategy When your partner repeatedly responds poorly to vulnerability: "I notice that I try to bring up things and share my feelings. I'm taking great effort to say things in a way that's tactful and diplomatic, but honest, and it seems like when I do, I get a defensive or dismissive response. I don't really know where to go from here. Have you noticed that? What's going on with you? Are you willing to work on this with me?"  Signs It's Working  Reduction in fear when bringing up difficult topics  Growing confidence in expressing yourself  Your partner responding with openness rather than defensiveness  Feeling closer and more connected after vulnerable conversations  Even if they don't respond well—you're getting information faster and can make empowered choices  After Betrayal: Special Considerations  Why vulnerability feels especially terrifying after intimate partner betrayal  The connection to Stage 3 of the Five Stages from Betrayal to Breakthrough (doing the same thing expecting different results)  How moving into Stages 4 and 5 requires having uncomfortable conversations  Being vulnerable doesn't guarantee you won't get hurt, but not being vulnerable guarantees disconnection  Vulnerability helps you discover more quickly what a relationship will or won't give you  Powerful Quotes from the Episode  "Being in a relationship is inherently unsafe. It is a risk. But if you're willing to be vulnerable, you're going to find out more quickly what a relationship will and will not give you, and you can make choices that empower and serve your needs."  "It's actually not about the coffee cup. It's about the fact that lately I feel like I'm communicating with you and you're not hearing me, and that makes me feel inside—my vulnerable part feels like I'm not important to you."  "You've got to speak up no matter what. I don't care how you were raised, what part of the country, what your personality was, who your partner is. This is something you do for you."  "Vulnerability is strength, but it is very, very scary. We could be rejected or abandoned. But the only way through fear is by doing—action in the face of fear is what develops the muscle."  "If your partner is repeatedly not listening, being dismissive, being defensive, then maybe that tells you something about, 'Do I want to invest in this relationship?' But if you're not being vulnerable and clear, then you're contributing to what's not working."  "The point of feelings, the point of emotion, is that they're information processing signals that point us to our needs."  "If you're going to bother to try to improve this relationship, we can't have anything better based on just fear of even speaking up."  Colette's Personal Journey  Childhood Experience:  Idyllic childhood until age 10 when parents' marriage began deteriorating  Parents (lawyer mother, doctor father) engaged in epic daily fighting  Dealt with parental infidelity and eventual divorce  Became parentified—taking on emotional mediator role inappropriate for her age  Made meaning that she had to rely on herself because adults couldn't care for her properly  Rebelled against Catholic school environment as a way of coping  First Marriage:  Married someone from a conflict-avoidant Southern family  Partner was emotionally unavailable and disconnected  When she tried to express feelings, received dismissive, defensive, or distancing responses  Learned to silence herself to "keep the peace"  Marriage failed after having children, leading her to return to graduate school  Path to Her Work:  Bad experience in marriage counseling inspired her to become a marriage counselor  Spent 11 years between marriages dating and experiencing significant betrayals  Been cheated on by two partners in ways that "gutted" her  Now in second marriage of 9 years (together 12 years)  Uses EMDR therapy in her practice  Wrote "The Cost of Quiet" to provide a preventative roadmap for others  Practical Takeaways  Connect with your inner child before vulnerable conversations - Acknowledge the fear, reassure yourself you've got your own back no matter the outcome  Use the template for vulnerable communication:  Start small with low-stakes topics  Use I-statements, not you-statements  Speak to deeper needs, not just surface complaints  Be specific about what you need  Address issues within 24 hours - Don't let resentment build by waiting for the "perfect time"  Watch for your own conflict avoidance patterns:  Are you criticizing instead of being vulnerable?  Are you bickering about surface issues?  Are you staying silent to keep the peace?  Remember: Vulnerability invites vulnerability - When you show up authentically, you often get authenticity back  Let go of trying to control your partner's response - You can't manage how they'll react, but you can show up for yourself  Apply this skill everywhere - Practice assertive, vulnerable communication in all relationships, not just romantic ones  Resources  Connect with Colette Fehr:  Website: ColetteFehr.com   Instagram: @ColetteJaneFehr  TikTok: @ColetteJaneFehr  Book: "The Cost of Quiet" (available on her website and wherever books are sold)  Podcasts:  "Insights from the Couch" (for women at midlife)  "Love Thy Neighbor" (all about relationships)  For Post Betrayal Syndrome® Recovery:  Learn more about the Five Stages from Betrayal to Breakthrough™  Visit The PBT Institute for resources on healing from betrayal and becoming a Certified PBT Coach or Practitioner  Episode Themes  #Communication #VulnerabilityIsStrength #BetrayalRecovery #HealthyRelationships #ConflictResolution #EmotionalIntelligence #Assertiveness #InnerChildWork #RelationshipHealing #SelfAdvocacy #TheCostOfQuiet 

A brilliant computer engineer believed God commanded him to build an operating system — and his tragic story forces us to confront how we treat the broken among us.SERMON TRANSCRIPT…https://weirddarkness.com/cotu-terrydavisWeird Darkness® and Church Of The Undead™ are trademarked. Copyright © 2025.#WeirdDarkness #TempleOS #TerryDavis #MentalHealth #ChristianPodcast #TrueStory #Schizophrenia #Faith #Programmer #TragicStory

It wasn't a small amount

How did Pep Guardiola spend over £500 million and still get outplayed by Michael Carrick? In this episode of The Kick Off, the panel react to a shocking footballing humiliation, breaking down the tactics, mentality, and fallout from City's collapse. From Pep's decisions to Carrick's masterclass, The Kick Off dives into the tribal rage, banter, and consequences fans live for proving money doesn't guarantee dominance. Learn more about your ad choices. Visit megaphone.fm/adchoices

Leslie is joined by Jody Calemine, Director of Advocacy for the 63 Unions and 15 million members of the AFL-CIO. The two review President Trump's first year of his second term, and how it's been filled with relentless attacks on workers during his pursuit of 'Project 2025.' However, they also discuss how the labor movement is fighting back, and winning! The administration: committed the single biggest-act of union-busting in history,  launched a brutal assault on immigrants and communities across the country, ripped health care from millions, made billionaires richer and corporations more powerful, moved to unleash untested AI technology, And dismantled government agencies that provide essential services.  President Trump promised to “make America affordable again,” but instead, he spent a year driving up costs, holding down wages and letting jobs disappear—including jobs that would keep energy bills from skyrocketing.  But in the face of relentless attacks on our livelihoods and freedoms, workers are turning to unions to fight back. And we're winning.  In December we saw the first sprouts of victory when a bipartisan group of lawmakers canceled votes on the SCORE Act, succumbing to pressure after months of organizing from the labor movement. Then before the year ended, a group of bipartisan lawmakers passed a discharge petition advancing one of labor's top priorities: restoring federal workers collective bargaining rights. At the beginning of 2026, we saw lawmakers in the house rally around an extension of the ACA tax credits and a band of Republicans come together to sink a series of anti-worker labor bills. The website for the AFL-CIO is AFLCIO.org and their handle on Blue Sky is @AFLCIO.org. Their handle on Facebook, Instagram and X is @AFLCIO.  Jody's handle on Blue Sky is @guerino.bsky.social.

Photojournalist Wiley Price captured images of St. Louis' Black community for the St. Louis American, one of the oldest African American weekly papers in the country. After 42 years with the paper, Price retired in December 2025. In this episode, Price talks about his career and experiences behind the camera lens, what he learned while on assignment, and how he came to be as recognizable as the subjects in his photographs.

We did owl impressions and it was hilarious + Big Rossi puts Kris Fade and Priti Malik to the test + We talk ' tracking partners'See omnystudio.com/listener for privacy information.

Leslie is joined by Jody Calemine, Director of Advocacy for the 63 Unions and 15 million members of the AFL-CIO. The two review President Trump's first year of his second term, and how it's been filled with relentless attacks on workers during his pursuit of 'Project 2025.' However, they also discuss how the labor movement is fighting back, and winning! The administration: - committed the single biggest-act of union-busting in history, - launched a brutal assault on immigrants and communities across the country, - ripped health care from millions, - made billionaires richer and corporations more powerful, - moved to unleash untested AI technology, - And dismantled government agencies that provide essential services. President Trump promised to “make America affordable again,” but instead, he spent a year driving up costs, holding down wages and letting jobs disappear—including jobs that would keep energy bills from skyrocketing. But in the face of relentless attacks on our livelihoods and freedoms, workers are turning to unions to fight back. And we're winning. In December we saw the first sprouts of victory when a bipartisan group of lawmakers canceled votes on the SCORE Act, succumbing to pressure after months of organizing from the labor movement. Then before the year ended, a group of bipartisan lawmakers passed a discharge petition advancing one of labor's top priorities: restoring federal workers collective bargaining rights. At the beginning of 2026, we saw lawmakers in the house rally around an extension of the ACA tax credits and a band of Republicans come together to sink a series of anti-worker labor bills. The website for the AFL-CIO is AFLCIO.org and their handle on Blue Sky is @AFLCIO.org. Their handle on Facebook, Instagram and X is @AFLCIO. Jody's handle on Blue Sky is @guerino.bsky.social.

Send us a textFor the episode I'm joined by ex Royal Ulster Constabulary and PSNI officer Sam Thompson. Sam spent his teen years growing up in a 1970s Belfast and remembers seeing his city descend into chaos and violence as the conflict erupted. Despite this Sam elected to join the police force which brought him face to face with danger in some of Northern Ireland's most deadly areas including East Tyrone, Armagh and Springfield Road in Belfast.Sam shares stories about narrowly avoiding death at the hands of the IRA 3 times within a week and how some of his fellow officers weren't so quite lucky.We spoke about the importance of conversations about the conflict and of preserving the stories/memories of those who were there as well as how Sam ended up making friends with ex republican paramilitaries. 00:00 Making friends with ex-IRA men 06:25 Growing up 19:30 Joining the RUC 38:40 INLA in Armagh 43:45 British soldiers telling Loyalists that they're “Not British”47:07 BELFAST (Springfield Road station)57:00 UDR 59:55 Collusion ?1:29:15 Most memorable moments from Sam's career1:32:15 Thoughts “Say Nothing” tv series 1:35:45 Sam's writing 1:43:00 Common misconceptions  BUY SAM's NOVEL: https://www.amazon.co.uk/Nights-Armour-Samuel-Thompson/dp/178117699XPLEASE HELP OUT THE SHOW IF YOU CAN SPARE IT.. THANK YOUhttps://www.buymeacoffee.com/goodlistenerpodcast CONTACT THE SHOW: thegoodlistenerpodcast@gmail.com

Tuesday of the Second Week in Ordinary Time

Morning news catchup then Dan Doyle, president of two American energy companies talks Venezuela oil impact. Spent decades in the industry - His forthcoming book Of Roughnecks & Riches - A Startup in the Great American Fracking Boom.

Spent the week basically bedridden as I "recovered" from my flu last week, then proceeded to push myself too far. So I spent a few days taking my time and resting, and voila! I left the house and got RSA done today. It's nice to eat food. I remember that now. But it was nice to sit down and have some fun working on RSA instead of lying in bed. This week we've got a great mix of the synthie and the aggro! J:Dead - Disgusting Agnis - Vamp (Freaky Mind) Phaser One feat. Echodead - Poison Mesh - Exile (Edit) Alex Braun - Wrong Direction cut.rate.box - Reel Life (Cassandra Complex) Extize - Classic Love (Antibody) CauseNation - Nowhere To Hide (Mildreda) http://synthetic.org/ https://www.youtube.com/@RealSyntheticAudio

Most people think they have a marketing problem.I showed someone our direct mail ROI last week.They didn't believe it.So I pulled up the spreadsheet, calls, deals, and profit.12,000 pieces. $6K spend. 4 deals. $300K+ in profit. That's a 50x return.So what's the difference between a 50x winner and a total dud?Lindsay and I pull back the curtain on the actual numbers behind our marketing, including the one metric we track that tells us whether to kill a campaign or double down in the first 30 days.If you want this level of clarity in your own business, that's exactly what the 7 Figure Flipping Mastermind is built for. This is where we break down real campaigns, real data, and real decisions, so you know when to kill something and when to double down.If you're tired of guessing and want to build with confidence, this is your room.CLICK HERE to Apply for the 7 Figure Flipping Mastermind >>Catch you later!LINKS & RESOURCES1,000 FREE Seller LeadsGet your first 1,000 seller leads FREE from our partner BatchLeads and start closing deals immediately. CLICK HERE: http://leads.getbatch.co/mztQkMr7 Figure Flipping UndergroundIf you want to learn how to make money flipping and wholesaling houses without risking your life savings or "working weekends" forever... this book is for YOU. It'll take you from "complete beginner" to closing your first deal or even your next 10 deals without the bumps and bruises most people pick up along the way. If you've never flipped a house before, you'll find step-by-step instructions on everything you need to know to get started. If you're already flipping or wholesaling houses, you'll find fast-track secrets that will cut years off your learning curve and let you streamline your operations, maximize profit, do MORE deals, and work LESS. CLICK HERE: https://hubs.ly/Q01ggDSh0 7 Figure RunwayFollow a proven 5-step formula to create consistent monthly income flipping and wholesaling houses, then turn your active income into passive cash flow and create a life of freedom. 7 Figure Runway is an intensive, nothing-held-back mentoring group for real estate investors who want to build a "scalable" business and start "stacking" assets to build long-term wealth. Get off-market deal sourcing strategies that work, plus 100% purchase and renovation financing through our built-in funding partners, a community of active investors who will support and encourage you, weekly accountability sessions to keep you on track, 1-on-1 coaching, and more. CLICK HERE: https://hubs.ly/Q01ggDLL0 Connect with us on Facebook and Instagram: @7figureflipping Hosted on Acast. See acast.com/privacy for more information.

“Who can draw when the world is burning?” asks celebrated Vermont cartoonist Alison Bechdel in her new graphic novel, Spent.This tension between the political and personal has been a deep well for Bechdel in her art. Bechdel has been cartoonist laureate of Vermont, as well as a recipient of a MacArthur "genius award" and a prestigious Guggenheim Fellowship.She garnered a cult following with her early comic strip, “Dykes to Watch Out For.” Her best-selling graphic memoir, Fun Home, was named Best Book of 2006 by Time. It was adapted into a musical that won five 2015 Tony Awards, including Best Musical. Fun Home tells the story of growing up in a family that ran a funeral home, and how, after Bechdel came out as a lesbian, her closeted gay father died in a presumed suicide.The cartoonist is also known for the Bechdel Test, which rates movies on whether they include at least one scene in which two women talk to each other about something other than men.Bechdel is now a professor in the practice at Yale University. She divides her time between teaching for a semester at Yale and living and drawing at her home in West Bolton, Vermont. Bechdel's wife Holly has been the colorist for her last two books. This week, she had an op-ed cartoon featured in the New York Times about how to stand up to tyranny.She spoke to me from her home in Vermont.

Imagine spending $4.4 billion, yes, billion with a B on a shiny, magical dream project, only to nearly watch it flop. That's what happened to Disney when they opened their Paris theme park. They had the magic, the money, the characters, the castles… but they almost lost it all. Why? Because of a massive marketing mistake.Now here's where it gets real: coaches and course creators are making the exact same mistake every single day. You could have the best product in the world, the most powerful transformation, the juiciest offer, but if you mess this up, it won't matter. You'll hear crickets instead of cha-chings.The good news? You don't need $4.4 billion to get it right. In fact, you can learn the fix right here, for free, in the next few minutes. What nearly sank Disney could be the reason you finally break through and explode your sales. So let's break it down and make your marketing unmissable.Useful Episode ResourcesFREE list of the top 10 books to improve your email marketingIf you want to write better emails, come up with better content, and move your readers to click and buy, here's how. We put together this list of our Top 10 most highly recommended books that will improve all areas of your email marketing (including some underground treasures that we happened upon, which have been game-changing for us). Grab your FREE list here.Join our FREE Facebook groupIf you want to chat about how you can maximise the value of your email list and make more money from every subscriber, we can help! We know your business is different, so come and hang out in our FREE Facebook group, the Email Marketing Show Community for Course Creators and Coaches. We share a lot of training and resources, and you can talk about what you're up to.Try ResponseSuite for $1This week's episode is sponsored by ResponseSuite.com, the survey quiz and application form tool that we created specifically for small businesses like you to integrate with your marketing systems to segment your subscribers and make more sales. Try it out for 14 days for just $1.Join The Email Hero BlueprintWant more? Let's say you're a course creator, membership site owner, coach, author, or expert and want to learn about the ethical psychology-based email marketing that turns 60-80% more of your newsletter subscribers into customers (within 60 days). If that's you, then The Email Hero Blueprint is for you.This is hands down the most predictable, plug-and-play way to double your earnings per email subscriber. It allows you to generate a consistent sales flow without launching another product, service, or offer. Best news yet? You won't have to rely on copywriting, slimy persuasion, NLP, or ‘better' subject lines.Subscribe and review The Email Marketing Show podcastThanks so much for tuning into the podcast! If you enjoyed this episode (all about the psychology of marketing and the 9 things we use in all our email campaigns) and love the show, we'd really appreciate you subscribing and leaving us a review of the show on your favourite podcast player.Not only does it let us know you're out there listening, but your...

Most people spend their working lives earning and saving toward a financial goal. This goal can be a number or something more tangible like a paid-off mortgage. But when you’ve spent decades feeding the same frugality habit, entering retirement and reversing that addiction can be an unfamiliar challenge. Retirement also has a tendency of throwing up questions of status, belonging—and of course, mortality.In this week’s personal finance edition of Merryn Talks Money, hosts Merryn Somerset Webb and John Stepek confront a difficult listener question on the topic of retirement spending. How can a person start spending freely when their attitude toward spending has been the opposite most of their life? Chartered financial planner and Director at Flying Colours Advice, George Agan joins this episode to share his insights on what to do.Resources from George to check out if you want to learn more: This is a video with an overview on how to build your own model:https://youtu.be/7Wkr5QtY-G8?si=5ev22MOHQhl5Qvgq Course to consider: https://meaningfulacademy.com/rp-1/ And a link to George's firm: https://fcadvice.co.uk/ See omnystudio.com/listener for privacy information.

Torres rips through the biggest stories in college sports! Texas puts together a HISTORICALLY expensive roster - is it natty or bust in Austin? Plus, Ty Simpson may be headed to the portal after all, a star leaves Deion Sanders and Colorado. Plus, is the No. 1 high school basketball player in America ready to commit? Texas' WILDLY expensive roster (): Torres opens by discussing a report that Texas roster is hitting CRAZY high numbers - is it natty or bust in Austin? And what happens to Sark if they don't win it all next year? Ty Simpson latest (19:00): Last week Alabama QB Ty Simpson declared for the draft - but that hasn't stopped a BUNCH of big-name schools from trying to convince him to transfer. Will he enter the portal? And where will he land? A Colorado star turns his back on Deion Sanders (31:00): Finally, Torres reacts to news of former five-star Jordan Seaton entering the portal - did he turn his BACK on Coach Prime?! Circa is the OFFICIAL hotel and gaming partner of the Aaron Torres Podcast: Check out their NEW sportsbook in Franklin, Kentucky or visit their Las Vegas property! Want to watch your favorite college football team or get tickets to ANY big game - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠at SeatGeek you can use code "TORRES" and get $20 off your first purchase! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Also, thank you to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Caulipuffs, the healthy, yet delicious snack⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ that is taking over your grocery isle! For more details - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠visit CauliPuffs.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠! Learn more about your ad choices. Visit megaphone.fm/adchoices

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Travis Timmons shares with host Andrew Stotz how a decade of frustration running his physical therapy practice turned into joy once he discovered Deming's philosophy and embraced systems thinking. Through PDSA cycles, clearer processes, and genuine team involvement, he transformed Fitness Matters from chaotic growth to a scalable organization getting stellar outcomes. His story shows how small businesses can create stability, joy in work, and remarkable results by improving the system rather than pushing harder.   TRANSCRIPT   0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm here with featured guest Travis Timmons. Travis, are you ready to tell us about your Deming journey?   0:00:19.7 Travis Timmons: Hey Andrew, thanks for having me. And yeah, very excited to share our journey and how impactful it's been on both our company, but also me personally and my family. So, super excited to kind of share where we started before Deming and where we're at today. So I'll just dive right in if that sounds like a good...   0:00:39.9 Andrew Stotz: Yeah. And I think just for the audience here, I'll just mention that Travis is physical therapist, founder and president of Fitness Matters in Columbus, Ohio, going on his 27th year of business. And you know, you and I have had some discussions. You've had a lot of great things that you've written and we've gone through and I think it's really an exciting story, particularly for a small mid sized business owner who's just frustrated as hell that things aren't going the way that they want. And I think your frustration a long time ago was a driving force. So I'm excited for you to share your story. So yeah, take it away.   0:01:22.6 Travis Timmons: Yeah, very excited. Yeah, 2000 is when we started, January 2000. So coming up on 27 years, as you mentioned, do physical therapy and wellness. And the first 10 years I was in business, pretty good at being a physical therapist. Started my own business and had no idea how to run a business. I knew a lot about physical therapy, but just kind of shooting from the hip in regard to business. Spent about a decade struggling, frustrated. We were growing, but growing slowly, growing chaotically. No process, it was just a, it was a heavy burden, to be honest with you. We were growing, but it was kind of Herculean effort on my part.   0:02:10.1 Andrew Stotz: I'm just curious how you were feeling at that time. Like there's gotta be a better way or this is the way business is and I just gotta muscle through this or how were you feeling at the time?   0:02:21.0 Travis Timmons: I was feeling frustrated and isolated. Didn't quite know where to turn. Yeah, I guess that's how, and just a burden. Didn't want to let the team down, I did not want the business to fail. I knew we had something different to offer. Just really had no idea how to scale that in a professional way. And along the journey was very fortunate to have a client who had a very successful business, took me under his wing. Ray Crook is his name. Started mentoring me and as luck would have it, he was familiar with Dr. Deming and a very long story short, after several meetings with him over time, some mentoring, I'd read the book along the way, the E-Myth Revisited and had some learnings from that book that really jumped out at me and came to the conclusion, both with reading that book and some feedback from Ray of basically, hey, it's time to grow up and turn this into a real business. If you're going to do this, let's do it right. And at that, around that time he introduced me to Kelly Allen with the Deming Institute. And you know, so we were 10 years into some chaos, had really no process, just would try stuff, see if it stuck or didn't.   0:03:43.5 Travis Timmons: If that didn't work, didn't really have any way to measure if stuff was working well. So really just a lot of chaos. And became introduced to Deming through Kelly Allen about 10 to 11 years into our journey and man, was that a breath of fresh air in terms of like having a direction to go in. After a few meetings with Kelly, him getting a better understanding of what was important to me, I think him just really understanding that I was serious about wanting to turn our organization into a large, professionally run and well run organization that would have a positive impact on people's lives, both team members and clients. I think he kind of, I think that we were so bad off he took pity on me to begin with, just to be honest with you, and he was like, man, this guy needs a lot of help. He could do some good in the world with what the services they have to offer. But if he doesn't figure out how to run a business professionally, they're never going to scale.   0:04:44.0 Andrew Stotz: And it's interesting that you reached out. I mean, there's a lot of people that are stuck in that situation and they really don't, either they don't reach out or they're afraid to reach out or you know, maybe they think there's no solution or nobody's going to help me. And you know, certainly when you're small, you also don't have huge budgets to hire people to come in and fix your business. You know, I'm just curious, like what drove you to even reach out?   0:05:09.8 Travis Timmons: I think I was fortunate enough to, A, have the mentor with Ray. And then secondly, have always been a believer in you got to check your ego at the door and know that you don't know everything. I think I've seen Business owners that are afraid to admit they don't know everything and so they keep things insulated and that just doesn't get you anywhere.   0:05:35.7 Andrew Stotz: Yeah.   0:05:36.3 Travis Timmons: So I just was fortunate kind of how I was raised as arrogance isn't a good thing, so check your ego at the door and learn from, learn from people smarter than you. And so I kind of took that fully at heart and like, all right, I have no idea how to run a business. I need to learn how to do that from really smart people. Read a lot of business books over the years, but the Deming philosophy, when I was introduced to that at the two and a half day seminar, went to that. I got to the Deming two and a half day in, I think that was 2013. So I was 13 years into the entire journey by the time I had met with Kelly, done some learning. And then at a time where the Deming two and a half day was offered in Ohio to where I could get to it, to your point earlier, budget plays into things for small businesses. So I was able to drive to that one and that two and a half day seminar just opened my eyes up to things that I knew in my heart but had no idea how to make that happen.   0:06:46.2 Travis Timmons: And what I mean by that, Andrew, is one of the key things I took away from that first two and a half day is Deming's belief that roughly 96% of issues within an organization are not people issues, but they're process and system issues. And that aligned with my worldview of if you hire good people, which we did, they show up every day wanting to do a good job as long as they have a good system and process to work within something that's professionally put together. So that was takeaway number one that really resonated with me. And the person responsible for said system is me. There's no passing the buck as the owner. And that resonated with me. It's a big responsibility to own a business in terms of the people and clients you're responsible for. And there's no passing the buck. You're responsible for the system at the end of the day.   0:07:42.3 Andrew Stotz: Yeah. I remember when I was 24 attending Deming seminar, when I was working for Pepsi, and it was a little bit different situation than yours. I could see, though, the same thing resonated with me. I could see that people were hemmed in by the system. And even though many people in the factory had really good intentions and they wanted to do a better job, they literally couldn't because they didn't have the tools or the budget or the this or the that. And a lot of times it's easy for senior management, particularly in a big company, to say figure it out, your job is to figure it out. But that only goes so far and there's eventually a point of exasperation for people working in a company that, like, I just, there's a limit here and I'm not going to kill myself trying to do something that I can't change. And so it just, I was coming from a very different perspective as an employee in a huge company versus you at a perspective of, this is my company, I set the rules.   0:08:46.5 Travis Timmons: Yeah, can do whatever we want. And you mentioned something there. It reminds me of a quote from that first two and a half day, and it still sticks with me a decade and a half later. Almost a lot of businesses complain about the term. We have a lot of dead wood in terms of employees. And the quote, I remember Kelly sharing this, it's like, well, did you hire dead wood? Because if you did, that's on you. Or did you hire live wood and kill it and that's on you from your standpoint of, from a system. And I'm like, man, 100% true. And I hired, I had good people on our team, but we didn't have good processes to keep from killing that live wood I would say. So, yeah. And to your point on budget, yeah, I had and still do have quite a bit different budget than Pepsi. Right. So one of the other things that jumped out at me early on that made Deming very approachable and something I could engage with very easily as a small business owner was the concept of PDSAs, the Plan-Do-Study-Act.   0:09:58.5 Travis Timmons: That was a game changer for us because I was like, all right, I don't have to hire a big business consultant. We don't have to hire or pay for a bunch of software. There's very simple things we can do via the Plan, Do Study Act PDSA method that we can create systems or improve upon systems and those little experimental ways and not have to bet the farm. You know, you see a lot of businesses that try to go through these huge transformative activities, bring in a new software to fix all their problems. Things that are very expensive with no real way of understanding what their aim is, what their theory is, or even if it'll work. So, yeah, your comment on budget there, I think, is what makes Deming so approachable for any size organization, but the budget's really not a limit from the PDSA standpoint. So those were some of my key takeaways very early on on my first two and a half day Deming, it was an eye opener and just really resonated with how, how I saw the world in terms of from a human level. Just had zero idea as a physical therapist with no business training on how to implement and run a professional organization.   0:11:13.8 Travis Timmons: So as things evolved, kind of went from the kind of the term chaos to process. So after that two and a half day, I went back to our team, which was small at the time. I think we had, we were a very small company at the time. I think we had 10 employees, nine or 10 team members at the time and just presented to them like, hey, this is going to be how we run our organization. There's this thing I heard about this guy called Dr. Deming. Some of it's going to seem a little odd, but this is how we're going to do things. And just started out early on, like just with PDSA, educated them on what that meant and we're all going to work on things together. So immediately it started enforcing a culture of improvement and collaboration and voice. Rather than Travis just coming up with random ideas, we worked on them together, made the system visible and then put some experiments in place. I talked to them about operational definition. That was a new term to me and gave them some examples. We wanted every client to have a good visit with us.   0:12:29.2 Travis Timmons: What in the heck does a good visit mean? Right. We didn't have an operational definition of that, so we created an operational definition of this is a good visit at Fitness Matters. So those were some fun things early on.   0:12:42.3 Andrew Stotz: I'm curious. There's two things, the first one is for someone that really doesn't know anything about PDSA, the Plan, Do, Study, Act process or cycle. Could you give an example either of one that you did early on or one that you think is the best illustration of the application of PDSA so people can understand what you're saying, because I know it's a big part of what one of the, let's say, tools that you've used in your process.   0:13:10.1 Travis Timmons: Yeah, one of the early on ones we did that was fun to do with the team because it changed our pricing model for our private pay team. Quick example, like we do personal training and Pilates muscle activation technique. Traditionally in that world, people buy those visits one at a time or you'll buy a package of 10 or 20 at a time at a discounted rate, volume, volume pricing, right. So we had that, we had 10 pack and 20 pack of personal training. We had a 10 pack and 20 pack of Pilates, same for muscle activation technique. And we had clients that would do sometimes all three of those services, but for them to be able to optimize their discount, they had to buy a 20 pack of Pilates, a 20 pack of personal training, and then the same with muscle activation technique. So after learning some things with Dr. Deming at the two and a half day that Kelly presented at, it's like we got to be easier to do business with. Be easy to do business with and how can we do that? So our PDSA was how can we change our pricing model on the private pay services to be easier to do business with and optimize how clients can move in our system freely.   0:14:25.9 Travis Timmons: So part of the concept of PDSA is you trial it, you put your whole theory together of what you think will be true. How are you going to study it? How long are you going to try it? So we had four clients that we knew well, that we told them, we're trying this new pricing model. Would you be willing to experiment on this with us? So we didn't roll it out company wide. We just tried it with a small segment, and we called it Fitness Matters Dollars and the do the Fitness Matters Dollars package. Then the client could use that discounted bundle of money for any of our services. So the discount applied to any of the services they did rather than having to buy a bunch of different packages. So the beauty of it is you can try it small. Had we gotten it wrong, we could have thrown it out and only five clients would have experienced the error. And they knew they were part of an experiment and they were happy to help us improve. It was a big win. That was 12 years ago. That's still how we do our pricing today.   0:15:29.1 Travis Timmons: It makes it very easy for clients to optimize their health within our system and not have to spend a bunch of money with us and have a lot of monetary resistance moving about our system. So that's one example that comes to mind.   0:15:41.4 Andrew Stotz: That's a good one. And I think if you think about, let's say an accountant may say, well, but wait a minute, the cost of three different services is different and that's the idea of how do we simplify this for the client, and that's interesting. Now, did you write it down, did you go to a Whiteboard. How did you actually go through that process?   0:16:02.9 Travis Timmons: Oh, that's 13 years ago. You're testing my...   0:16:06.5 Andrew Stotz: Oh, well, you can think about a current one, too.   0:16:09.6 Travis Timmons: 12 years ago. Yeah. When we're doing a current one, we'll get together as a team. Like, we're having our annual team off-site the end of January. And we'll come up, we try to come away with three, maybe four PDSAs as a team, and we'll write it up on the whiteboard. What's the problem we're trying to solve? Another key quote I've learned from Kelly Allen over the years is "the problem named, is the problem solved." So we want to make sure we're naming the right problem first. What really is the problem? So we talk about that through our entire company so that I'm getting feedback from all pieces of the system and then we'll map it out. Sometimes we'll do fishbone charts to look where in the process are we trying to do an experiment? And then there's the PDSA kind of chart that we'll use for bigger ones so we can study it. What's our aim? What's our theory? What do we think is going to happen with this experiment? How long are we going to study it, and what's our expected outcome? So part of the PDSA magic, as you know, is what are you trying to accomplish by what method, in what time frame, and what do you think is going to happen so you can go back and test your theory after you've studied it? So, yeah, sometimes we, if it's something bigger system-wide, we put it down on paper. We have a PDF that's fillable for each new PDSA.   0:17:35.5 Andrew Stotz: And for some people listening, they may think, well, I mean, isn't that what business does? I mean like owner comes up with an idea and says, yeah, I think we could try this and see what happens. Right. And ultimately everybody's kind of poking in the dark in business. We're not given a manual nobody really knows what we're doing. What's the difference between the way that you are poking in the dark, trying to hey, let's try this, let's try that compared to the PDSA.   0:18:08.5 Travis Timmons: I don't think I learned that till my second Deming two and a half day. So the second time I went, I took some senior team members with me so we could get more eyes around what in the world is this Deming person, who is Dr. Deming? What's this System of Profound Knowledge? To answer your question, I think the realization I had that I didn't have before, kind of going down the Deming journey is I didn't view our business as an entire system. I lacked that awareness of system view versus pieces and parts view. Pre-Deming, there's a problem over here and you go chase that fire and then another problem pop up over here, and to your point like there's lots of books out there on how to solve problems or you know, you hear like there's books out there on ownership thinking. And you know, it's like, well, do you have a culture and a system and by what method do you give people the ability to have that ownership thinking? Yeah, I think that's was the big aha of looking at the entire system. Whereas previously I was looking at it in silos and only trying to solve problems when a fire arose rather than system operationally efficient, trying to get efficient and optimizing the entire system. So that was probably one of the big aha's for me. Didn't happen day one. But as I got to understand Deming more, the system view of how it all has to be working together for optimization just changes your lens totally.   0:19:51.5 Andrew Stotz: So you've talked about PDSA, you've talked about operational definitions, you've talked about systems thinking, three core principles. One last thing on PDSA is like, I wonder what percent of the total value of doing PDSA comes from doing PDSA. In other words, the actual part of forcing yourself to get people in a room to discuss what's the problem, the Fishbone diagram, think about what's our aim, what's our theory, what's our hypothesis? Let's write that down. How are we going to study that? How we know if our hypothesis was true and you know, that type of thing. And sometimes I, after listening to you, I was thinking it, I suspect that a large amount of the final benefit you get from a PDSA is really front end loaded in all the work that you do to set it up.   0:20:48.3 Travis Timmons: Yeah, yeah. Going back to your comment earlier Andrew, on when you were at Pepsi, if I heard you correctly, you didn't really have the ability to share voice or to have an impact on the system. I think you're spot on, the PDSA itself, a couple things, number one as a small business owner, you got to check your ego at the door. Your team sees stuff happening that you don't have visibility on and they're probably going to have better ideas on how to fix it than you might if you're removed from it a step or two. And then the culture of like, oh, Travis is going to listen to my ideas. I find value in that. And then when we implement a change, like nobody likes change. Right? But when you've worked on it collectively as a team and you're ready to move forward with it, that's a game changer. You're not pushing a string at that point. Everybody's leaning in because they understand they're part of the solution and you're allowing that. Where a lot of businesses are top down, command and control, that doesn't usually work very well. So yeah, I think you're spot on, Andrew.   0:22:02.5 Travis Timmons: I think that so much happens with the PDSA process from a culture and team involvement. And if you don't have that, you're going to have a hard time retaining team members, in my opinion.   0:22:16.9 Andrew Stotz: So you look like a pretty relaxed guy compared to probably what you were like many years ago when this all was going on. Maybe take us through. Okay, so you're implementing these things and what's happening, what changes are happening, what transformation is going on with you and with your organization?   0:22:36.9 Travis Timmons: Yeah, so it's a multi-year process that we went through. Still a lot of work, you know, it's not like, hey, this just solves every problem. It just changes all the lenses you look through and you have a by what method path. Here's how we are going to think about our business. So that got rid of a lot of confusion for me. I knew how we were going to go from this size business to my, we had a BHAG, Big Hairy Audacious Goal from Good to Great. We wanted to have four facilities. At the time I went through Deming, we had one. We wanted to have four facilities or more to see if we could replicate our high level of care, team member engagement, all those things. So we were working, I was working just as many hours then. It just was not frustrating, it was exciting. It was a lot of collaboration that was energizing and everything as we scaled got easier. I was not going to be able to scale our business with what I was doing because had I scaled it, the headaches would have just been out of control. The loss of revenue, like there would have just been so much inefficiency on our organization.   0:24:00.4 Travis Timmons: So I would say for that next from 2013 through 2018, we got really locked in. So we spent about, I was a little conservative at the time. I was also in Army National Guard, so had a trip across the pond and just wasn't quite at a point where I could financially roll the dice and start multiplying locations and stuff like that. But around 2018, 2019, we got to the point where the team knew Deming well. I felt like we put a lot of systems, processes in place that were replicatable and I'm like, all right, here comes a real big PDSA. We're going to go get another clinic, we're going to go do another location, and we're going to test it. So that was a big PDSA. A lot of the ones we had done up to that were small. At some point you got to go a little bigger. And we were very confident in our model. So we acquired a practice in our town and like, hey, 80% of what they do is what we do, 20% is not Deming and service lines and stuff like that. So our theory, our PDSA, was can we acquire and put Fitness Matters, culture and process in place and grow?   0:25:26.3 Travis Timmons: And we did. We were very successful with that. I had team member retention with that. You know, a lot of times when you buy out another business kind of, people head for the doors, including the owner. That owner is still working with us six years later, then we started growing. It's like, all right, here we go. We can do another one. We can do another one. Put leadership in place at each location that understand Deming. We have our processes written down. We have operational definitions written down. People know what PDSA is. If they're new to our team, it takes them about six months to figure out what all these acronyms mean. So now we're going quicker since, you know, since in the last four years, as an example, we've tripled our physical therapy volume and doubled our private pay wellness volume. And in the service line, that's fairly fast growth. Probably not fast in the IT world, but in the service line growth in a very competitive market with how physical therapy and referrals work. There aren't many private practices left out there because it's so competitive where we're thriving.   0:26:41.4 Andrew Stotz: It seems like a hard business. It seems like a hard business to scale because there's this personal aspect, there's this interaction. You know, think about the exact opposite. I don't know, let's say Instagram or whatever. There's zero personal interaction. It can scale to billions. What are the constraints to growth that you feel in your business.   0:27:03.3 Travis Timmons: So constraints are reimbursement from health insurance, referrals from physicians, because health care is consolidating. So a health care system buys up smaller organizations, physicians, and then they have physical therapy within those systems and then they're highly encouraged to refer their physical therapy in-house. So that's a big challenge for us. So we don't, we're not owned by physicians. So we have to, we have to be the best at what we do for physicians and clients to want to choose us. So one of the things Dr. Deming really big on at quality, right. You have to continually have a system that has improving quality as you grow. And the way we grow is we have our outcomes. So how well a patient does at the end of a plan of care is roughly 35% higher than national average. We're 35% above the competition because of our processes, our system, our clients, how we look at integrating our clients from the first visit, the first phone call, follow-on visits, the entire, again, thinking back to that system conversation. And I think a lot of businesses, if they haven't been exposed to Deming, they miss that very critical piece of, if your sales isn't aligned with your implementation, isn't aligned with your billing process, anywhere along that service line, going through that fishbone, if it's all not good, like we could give excellent physical therapy care, but if we have a horrible billing system, we lose clients, end of story. If we have a horrible process of answering the phone to schedule evaluations, we're out of business.   0:29:00.0 Travis Timmons: Could have the best physical therapists in the world. So, yeah, that's what it's allowed us to do from a scaling and fun standpoint. And kind of now almost 27 years in we're at a point where, one of the litmus tests I had, like, if we do this well, if we really are all-in on Deming and it's system process definitions and we have it mapped out, this should run without Travis. And I see a lot of business owners are the choke point. Like they want to be the problem solver for everything. Everything has to flow through them, slow stuff down. You're not getting all of the information from your team that could solve problems so much quicker. So one of my litmus tests early on was like, if this really works well, the business should run without me present certainly for weeks and weeks at a time. And we're there. So that's why I look Relaxed now. I didn't look this relaxed a decade ago. So, it's fun, it's fun.   0:30:11.5 Andrew Stotz: I was looking for my Out of the Crisis book, but I went online and I wanted to highlight two of the 14 points because it's something that you mentioned about improving your process and all of that. And the first one is the first point and you know, it's the first point for a reason. And number one is "create constancy of purpose towards improvement of product and service with the aim to become competitive and stay in business and provide jobs." And number five is "improve constantly and forever, the system of production and service to improve quality and productivity and thus constantly decrease costs." So how do you embody that in your business, this, because when I first read the "constancy of purpose," I originally thought it meant pick your direction and stay constant with that. But then I started to realize, no, no, it's about how are we improving our product and service.   0:31:18.9 Travis Timmons: Yeah. So if you're not evolving with, technology is everywhere. Right. So if you're not paying attention to that within how it impacts your business and constantly trying to optimize how technology interfaces with your business, you're in trouble. So, like, we're right now getting ready to, I'd say once a year we do something fairly large within technology. Next year we're going to probably be changing our documentation software because there's a newer one out there that instead of having four different softwares we have to interface with, there'll be one. So that cuts down on rework, that cuts down on learning time for a new team member. There's less resistance for clients to understand how scheduling and billing work. So I don't know if I'm answering your question, Andrew, but I think from a standpoint of, I think it was Jack Welch I heard say years ago in an interview, "there's two ways a business is going. You're either growing or you're dying." And that resonated with me, there's no sitting still because if you do, you're going to get run over. So that's always looking through, can we make it easier to schedule?   0:32:40.0 Travis Timmons: Like right now we don't offer online scheduling for physical therapy. We will in 2026. And if we don't figure that out, it could be a reason that we would eventually go out of business. So I just looked through that mindset. There's always somebody coming after you.   0:32:58.7 Andrew Stotz: Yeah, yeah, that's...   0:33:00.3 Travis Timmons: Complacency doesn't work.   0:33:01.3 Andrew Stotz: I like to think about when I was young and I took a break and I stood still. I was standing on the flat ground, no problem. But now with my 87 year old mother, if she goes one day, two days, three days without movement, she's going backwards and it's harder to catch back up. And I start to realize she's operating on a plane that has been slanted against her. And eventually the slant will win against all of us. But in the world of business if you think, well it's not about growing or dying, well, there's someone out there trying to take your business by providing a better product or service. And that's just the reality that actually is invigorating to know that, and as Dr. Deming said to have a great competitor is such a valuable thing. If you're just poking around and you're doing okay in market you're probably not going to improve as much. So that the focus on improvement is something that I just find really fascinating. There's another question that I have which is these days, way I look at like the job of leadership is that it's like imagine a very strong magnet ahead of you and you're constantly pulled to that magnet.   0:34:37.7 Andrew Stotz: That magnet is the average, the consensus what everybody's doing. And you can't help but feel that force. And if you don't realize that you're being affected by that force, you're just being pulled into it. And what I mean by that is if you say, well, what if we tried something different, a different way of doing something and then you go to customers, no, sorry, your competitor does this. If you don't do that, I'm not going to give you the business. And so you're naturally drawn towards the center or towards consensus, but what you're doing is trying to pull your business and yourself and your thinking and your team away from that and saying there's a different way. And how hard is that?   0:35:24.4 Travis Timmons: It's hard. You have to have a different lens. Comment earlier, the problem named is the problem solved. One of the things, I love that analogy. I've never heard it described that way. In physical therapy it's very common for a physical therapist to have two or three patients scheduled at the same time because the problem that was named by most organizations is poor arrival rate. And if you have holes in your schedule you're not getting paid. So they look at that as a revenue loss. So to answer your question, that's where our industry is. Like you got a double, triple book or you're going to have lower revenue. Well, what that does is it increases, in my opinion, increases the likelihood that people are not going to come because they're going to have a bad experience, they're going to have poor outcomes. Physicians are going to stop referring because their patients aren't getting better. So problem named is the problem solved? And we pulled, I like that magnet. I'm going to use that one. But pulled away and said, no, if we provide one on one care at a very high level and the entire system works well for the patient, they're going to show up, they're going to continue to show up.   0:36:49.0 Travis Timmons: They're going to be happy to pay for the service we're offering because it's going to be exceptional. And because they show up, they're going to get better. And because they get better, they're going to go tell their doctor and then more doctors are going to refer to us. And that's thinking much differently. So that gets to the problem name, problem solved. Or using your magnet example, we are like, physicians come and talk to us all the time. They're like, are you really only seeing the patients one-on-one? Are you really doing that? Because nobody else says they can do that. It's like, yes, we are. That's exactly how we're doing it. And that's why you're here talking to us right now. Because it's so much different. You can't, there's some things that are just immeasurable. Like Dr. Deming talks about that quite a bit. We don't have to market, we don't spend... I shouldn't say, we don't have to market. We don't spend nearly the amount of money on marketing that our competitors do because we have physicians saying, hey, what's different over there? That's invisible. Right? That's invisible.   0:37:56.9 Andrew Stotz: And they weren't saying that in the beginning, but over the time they got that...   0:38:01.4 Travis Timmons: Yeah, yeah. It's a process, but you know, like the flywheel. We use that flywheel example. And now it's like, we're having a hard time hiring enough team members to keep up with the growth. One of the other thing's, "joy in work." Dr. Deming talks about joy in work a lot. And that's to your question earlier about continual improvement and jobs. So we exist, there's a lot of burnout in healthcare. You can't hardly open a business article.   0:38:37.7 Andrew Stotz: Seems paradoxical.   0:38:40.4 Travis Timmons: But it's because two and three patients at a time burdened with administrative stuff. So we also exist because, man, it's so fun when you have a team member join you from one of those other organizations and we've had eight new team members we've hired since July. And I have what I call a fresh eyes lunch with them a month in. And every one of them has said, my spouse can't believe how much happier and more enjoyable I am to be around. If that doesn't motivate you to want to continue to grow, I don't know what does. So that's the joy in work piece that Dr. Deming talked about a lot.   0:39:24.6 Andrew Stotz: And let's now talk about one other thing, which is I was just talking, I gave a speech last night in Bangkok to some business owners and then we had a dinner out and I was explaining to them that like, there's a disease that's come from America, not from Wuhan, China, in this case. It's come America, it's spread all across Thailand. And you really have to be careful with this disease. It's a deadly disease. And I said, and particularly Thailand, where there's harmony. People enjoy working together. They want a fun environment, they want to make friends at work. It's a little, it's very different from a US work environment where it's like, go there, deliver, go home, separate lives. That's not the way Thai people see work. And the disease is, the disease of individual KPIs and saying everybody, by optimizing each individual, we are optimizing the whole. And I'm trying to get them to realize like, there's another way. And I'm curious I'm sure if you're getting people from the bigger institutions and stuff, they're being KPI'd to death. And how do you, how do you manage the idea that I don't want to optimize the individual, I want to optimize the whole system, but yet I also want employees to know they gotta do a good job. So how do you manage that?   0:41:03.2 Travis Timmons: It's hard when somebody comes, because you're right, there's a lot of PTSD. I've got an example from today. So we turned on, within our system, there's a net promoter score that can be sent out to patients automatically after their first couple visits with us. And we turn it off and on from time to time just to get the voice of the customer, right. I think Dr. Deming talks about the voice of the customer and who all. So it's like, hey, we haven't done that in a while. We're going to turn it back on. And there were several therapists that were like, wait a minute, you're scoring me? And then if I get a low score, I'm in trouble. So we have to spend a lot of time educating the team on some of that old head trash. It's like, no, this is to study the system and where we can improve either improving our operational definition, whatever it is, give the team member tools on how to handle a difficult client. But to your point, you have, people's brains are so wired in the way you just described. So part of it is we, we let them know up front, like, here's why we don't have employee of the month at Fitness Matters.   0:42:15.4 Travis Timmons: Here's why we don't have the parking lot for employee of the month at Fitness. Like, all of those rewards, how all of the negative unintended consequences that can go along with that. Like even giving an individual an award in a group setting. Like, we had a team who's one of my clinic directors, the business she came from before, they had like a WWE, like the heavyweight wrestling, big champion belt. They had one of those. And each week somebody would give the belt to whoever they thought was the best employee that week. And she didn't get it for like two months in a row. And she was crushed. She's like, people don't like me. So it's fun to talk about the negative unintended consequences of the individual reward, the individual competitions. We could talk for an hour about motivating via monetary motivation. That's probably a whole nother podcast. But to answer your question, we have to make it very known why we don't do those things. Because as much as people hate some of that stuff, they also expect it. Yeah, why don't, why don't we have employee of the month? You mean I'm not going to get in trouble if I get a low net promoter score from one patient?   0:43:34.3 Travis Timmons: It's like, no, we know we hire good people. We know you do your best job every day. They could be upset because their billing didn't go correctly. So we just need to know. So I don't know if that answers your question, but it's a big thing because you do have to still track KPIs or you're out of business. Like, you do have to know what's going on within your system to measure it. It's just that concept of we all are responsible for the output of the system and the system has to produce exceptional results.   0:44:06.7 Andrew Stotz: Yeah, yeah.   0:44:07.9 Travis Timmons: And we have to have a weight by what method. We have to have a system to create whether you're doing plumbing, electrical work. Like if you're going to scale a business, you have to have a repeatable product that can scale.   0:44:23.2 Andrew Stotz: Yeah. And one of the answers to that too is if you believe 94% of the problems come from the system, then even when an employee is identified as having a bad net promoter score, then the question is, does the 94% apply in that situation? Well, generally yes. And so let's dig in. I have some people that ask me like my, one of the guys last night at this event works for a bank and they have put KPIs into everything. And he was saying, I just can't escape. But another guy was like, well, I have my own business and I can do what I want. I've implemented KPIs, but what should I do? I said the first step in disentangling yourself from this individual KPI situation is just to disconnect compensation to the KPI. So just right there, there's still incentive for the employee to do something bad for the organization to do their best. But when you remove that compensation aspect, you've really taken away a huge part of the incentive. So even if you have to keep KPIs, take away the tie to compensation and then they say, well, that's the whole reason why we're supposed to do it is have the tie to compensation.   0:45:44.5 Andrew Stotz: And I said, yes, it's a little bit of a circular references cannot be resolved.   0:45:49.7 Travis Timmons: Right. Yeah. And I think we even give examples to the team as much as we can around why we don't do those type of things. Here's what would happen. And most people have worked in organizations when you point it out to them. So again, Dr. Deming talks about making the system visible. Point it out to them. If I bonused you like you see this, this used to be a thing at car dealerships. When you're buying a car, hey, you're going to get a call to rate your experience with me. If you don't give me a 10, it's going to impact my pay. And you're like, what? So we talk about that like hey, the net promoter score. If we did the same thing here and bonused you on every 10, then you're going to be bothering your patients to fill that survey out. Or if you're afraid they're going to give you low score, you're not going to, you're going to encourage them not to do it. And then me as the owner, I'm not going to hear about system breakdowns. So to answer your, I think it's an important thing that a lot of businesses like number one, don't tie compensation to your KPIs.   0:46:58.3 Travis Timmons: Like just, it's an output of the system and then explaining it to them and giving examples over time because their brains even though they hated it, like we don't do performance reviews, annual performance review. And people hate them. And I still get asked like hey, when are you doing my annual performance review? It's like do you want to do one? Well no.   0:47:21.2 Andrew Stotz: Yeah. We dropped performance appraisals in 2016 in my coffee business here in Thailand and we never looked back. We didn't come up with any particular stunning replacement. We just knew it was bad and we were willing to just walk away from what was bad. I want to wrap up and just get into the... What are the, let's talk about kind of extrinsic versus intrinsic. There's some external factors that we can say this Deming implementation provided these benefits to our company and then there's this internal or intrinsic benefits that you're getting. Maybe you can go through some of those benefits of where you're at now, what you're able to do now and we'll close it on that note of kind of what's the hope for somebody that's stuck in the situation. They're the entrepreneurial seizure, they're the technician, they're great at physical therapy, they start their physical therapy business and they're just scaling chaos basically. Tell us about, give us hope.   0:48:37.8 Travis Timmons: Yeah, no, happy to, the reason I have had the opportunity to speak in a lot of different settings about Dr. Deming and the reason I do it is because it's brought so much joy to me personally and to a ever growing team. It's having a positive impact on lives and the more I can do that, that gets to the intrinsic motivation. So the joy in work, there's a lot of bad organizations out there that just suck the life out of people. So that's my intrinsic motivation at this stage of the game of if Fitness Matters is bigger, so more jobs, there's more people having a positive experience in life and our outcomes being 35% higher, our community is getting healthier. So that's the intrinsic motivation at this stage. It's fun. I know again, we're not perfect. So continuous improvement to our conversation earlier. But the intrinsic motivation is the busier Fitness Matters gets, the busier Fitness Matters gets because of high outcomes and it's positive experience for more people in life. Extrinsically, I guess that gets to community outcomes. So that's intrinsic and extrinsic. You know, extrinsically, if you get this figured out, it's very easy to scale a business.   0:50:06.0 Andrew Stotz: And tell us about your scale, where are you at or where are your averages versus national averages? You know, what have you accomplished that's driving that external factors, let's call it.   0:50:19.4 Travis Timmons: Yeah. So a couple things. One, externally, a practice like ours nationally on average is growing at 9% to 10%. We're currently clipping along at 25% to 30%. So you know, that flywheel effect and chaos is no longer there. So we have process, so it's easier to scale. The other extrinsic piece is because of our outcomes and continuing scale, we're able to negotiate better rates with our insurance companies to reinforce our strong desire to keep one-on-one care model. So Deming talks about who all is part of your system. So insurance companies are part of our system and we don't have a lot of control over them. But because our data is so powerful externally, we have been able to negotiate higher rates than most of our competitors because our data speaks for itself.   0:51:23.2 Andrew Stotz: Faster growth, the ability to negotiate better terms because you're delivering better product and service generally means higher profit margins.   0:51:34.2 Travis Timmons: Yes.   0:51:34.6 Andrew Stotz: Fast growth with higher profit margins generally means you're generating more cash and you're no longer in cash crisis all the time and you have resources to decide, okay, now we want to expand or we want to invest or whatever.   0:51:50.9 Travis Timmons: Right.   0:51:51.4 Andrew Stotz: Is that...   0:51:51.9 Travis Timmons: Yeah, the cash crunch was real those first 10 years. So yeah, to your point, when you get to the other side of that and process is a big part of that so you're having a whole counting process, but yeah, you get to that size. But yeah, the intrinsic piece, one of the reasons I talk about Deming as much as I can. I've got two sons that are in college. My hope is there's more companies in the world today than there were 10 years ago that know about Deming, because that means there's a higher likelihood that my boys will work at a Deming company. And just seeing what a lot of companies do to people, we as owners have a big responsibility, I feel, we have a big responsibility to have a positive impact on our employees. And you're, as an owner, are responsible for that, in my opinion. And if you get it right, man, is it fun to look in the mirror or sit down with a team member or their spouse and be proud of, be proud of what you built. That's at the end of the day, the intrinsic motivation.   0:52:57.9 Travis Timmons: If you can be proud of what your product is and proud of the impact you're having on your team to where you're not sucking the life out of them, but actually intrinsically motivating them. There's not much else you can accomplish in business that was worth more than that, in my opinion.   0:53:18.5 Andrew Stotz: Yeah, wonderful. That's a great way to end it. What's the likelihood that our children are going to be working in a Deming company? Well, that's the whole reason why we are here talking about it. So, Travis, I want to say on behalf of everyone at the Deming Institute, I want to thank you for this discussion and of course, for listeners out there and viewers, remember to go to deming.org to continue your journey. This is your host, Andrew Stotz. I'll leave you with one of my favorite quotes from Dr. Deming, and I believe it's probably one of Travis's too people are entitled to joy in work.   0:53:56.0 Travis Timmons: Love it. Love it. Thank you, Andrew.   0:53:58.0 Andrew Stotz: Yep.

Spent time this morning going over some BIG secrets!!!  Also, what hobby makes you a HUGE D-bag??  Fun starts to the week!!

Melissa Wood-Tepperberg shares the moment she found herself on her bathroom floor, looking in the mirror with tears streaming down her face, saying "I hate you" to her own reflection after years of binge drinking, bulimia, and drug experimentation. She opens up about growing up in poverty with four sisters, learning at age seven to manage household chaos, and how that early survival mode shaped decades of self-destructive patterns masked by perfection.You'll hear how she finally found peace through a practice that became her anchor, allowing her to finally see herself clearly and build a wellness platform that now serves millions, all while navigating the tension between growth and staying true to what feels aligned.The conversation dives into why the fastest way out of suffering is serving others, how to recognize when you're creating chaos because safety feels unfamiliar, and why Melissa is currently stripping away new masks as she steps into motivational speaking. She offers raw honesty about still waking up with dark thoughts after years of healing work, and how she's learned to get herself out quickly by staying connected to source.Follow Melissa on InstagramMelissaWoodHealth.comIn this episode you will:Understand why serving others is the fastest way out of your own suffering, and how coaching people for free became Melissa's pathway to alivenessBreak free from waiting for motivation by building consistent daily habits that work even when you don't feel inspired to do themDiscover the single practice that allowed Melissa to see herself clearly for the first time and opened every door in her lifeLearn how to recognize when you're creating chaos to avoid the unfamiliarity of peace, and why harmony can feel more dangerous than dysfunctionMaster the art of listening to your gut over other people's advice, even when those people are wildly successful and seem to know better than youFor more information go to https://lewishowes.com/1874For more Greatness text PODCAST to +1 (614) 350-3960More SOG episodes we think you'll love:Lewis Howes [SOLO]Dr. Marc BrackettJosh Groban Get more from Lewis! Get my New York Times Bestselling book, Make Money Easy!Get The Greatness Mindset audiobook on SpotifyText Lewis AIYouTubeInstagramWebsiteTiktokFacebookX Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Thing Discussed: Most excited about the hire: there are adults in the room. Spent 20+ coaching in one place with no scandals. Impressed that they stabilized the program so quickly. Portal recruiting happens in December; they're playing from behind because IU was setting up all of these visits weeks ago. Notice they're getting special teams guys because Coombs was already in his job. Whittingham as Crisler (Brian: [moans]), as an established outsider who locked down Harmon to survive the transition. That was the end of the Yost Cycle, and likewise this is the end of the Bo Cycle. What happens next? How does he develop ways to take advantage of Michigan's place in the new world. Money allocation is a big conversation going forward. Indiana puts all of its resources into the portal, Michigan will pay a NOB and also pay a Rolder. New offense: Not a whole lot different under Harbaugh? Utah fans: "get ready to run QB Power!"...okay! "Tell your TEs to prepare to be blockers." Sure. "Don't expect any Seth: More Urban Meyer approach where it's about efficiency more than explosives. Loaded at OL, have great RBs. Main feature of Beck is he plays a "tight end" who's really a receiver. Brian points out JJ Buchanan is 6'3"/225 and only played five snaps inline—that's just a wide receiver. Point is they're way more spread than people realize. In Break: Ryan Mallett (RIP). Craig says Lloyd tried to broker a conference with Mallett's dad and Rich Rod, neither side was interested. Jay Hill: Has the bona fides, knows where the hashes are, made Weber State a power. Schematically, going back to more of a Cover-1 look. Notre Dame defense is similar, also a lot like the Ryan Walters stuff where they turn their 4-2 into a 5-1 regularly. Really wanted to keep Cole Sullivan (as a WLB who can DE or S) and Jordan Young (as a nickel who can S or CB) for this system. Think Jyaire or Shamari would be good in that nickel role. Biggest hurdle for this staff? Probably learning how to recruit as Michigan instead of Utah.

I'm gonna do a little series here called "The Inches Are All Around Us," and in this series, at least to start, all of the inches I'm gonna mention are full-on administrative waste—waste that is particularly egregious because it has nothing to do with patient care. That's why when Shane Cerone said, "The inches are all around us" in episode 492 about hospitals and hospital prices, I really perked up. Because by fixing this friction, this administrative waste, we can actually improve patient care and reduce costs simultaneously. For a full transcript of this episode, click here. If you enjoy this podcast, be sure to subscribe to the free weekly newsletter to be a member of the Relentless Tribe. Along these same lines, I have also heard Zack Cooper, PhD, talk about the 1% steps to healthcare reform project, where he's like, look, find 10 or 30 or whatever 1% problems, and you'll probably transform healthcare faster than if you're trying to find a 10% or 30% solution. So, same idea. And finding these inches, these 1 percents, even in and of themselves, it's big dollars when it comes to how much the U.S. spends on healthcare, which is, by the way, projected to reach $5.6 trillion in 2025, according to NHE (National Health Expenditure) projections from federal actuaries. So, I decided to go on a bit of a quest for these inches—you know, get a bead on where they may be nestled for anyone looking on behalf of their plan or their country or their state maybe. To this end, also recall or be aware of the episode with David Scheinker, PhD (EP363). But David Scheinker in that episode gets into how much every industry pays something like 2% to administer a transaction. But in healthcare, the provider pays something like 14%, and the payer pays another 14% to submit and get paid for a claim, which is healthcare for a transaction. Don't get me wrong, it's the plan sponsors such as self-insured employers, members, and USA taxpayers who are ultimately paying for those two 14 percents. So that 28% of full-on administrative costs—most of which, we could agree, could go away and probably be better for patients, not worse—this, too, is coming out of the pockets of the ultimate purchasers of healthcare. Those costs are getting passed along. I say all this to say, to kick off this "the inches are all around us" exploration, I wanted to dig in a little more specifically into what goes on during these aforementioned transactions (ie, what this life of a claim kind of, like, looks like on the ground). I wanted to start here because, yeah, we haven't done this before; and this exploration is gonna continue into next week because we're gonna dip heavy into clearinghouses with Zack Kanter and what they do all day. And then after that, I'm talking payment integrity programs. I'm talking prepayment review programs with Mark Noel, because you know what? Employers don't wanna be bringing a knife to a gunfight. And I realized in the course of these conversations that any self-insured plan sponsor that is not doing, for real, payment integrity programs, for real, prepayment review, post-payment review.  I'm getting ahead of myself, but when you listen to the show next week with Zack Kanter, you will so totally see what I mean. Today, as I mentioned earlier, I am speaking with Mark Newman, who is the CEO and founder of Nomi Health. Nomi aims to simplify the act of buying and paying for healthcare for self-insured employers. Look 'em up if that sounds intriguing. I also do need to thank Nomi Health for so generously offering to donate to RHV to cover the expenses of producing this episode. So, thank you so much to Nomi Health. Okay, lastly here, just to set the basic framework for this conversation that follows, Mark gets into two main revelations, reasons that kind of sit behind all a large part of the waste and friction in healthcare transactions. Again, otherwise known as a claim getting paid. And these two reasons are data isn't data isn't data. In other words, as a claim moves through the system to different stakeholders, the data starts to change and morph and come and go. Different people have different use cases for that data, so it starts to get added and subtracted, but nobody really has the universal level to tote up the difference in any organized fashion. So, we talk about that first. Then Mark Newman doubles down with another reason for the friction and waste. Here's the second revelation: A dollar isn't a dollar isn't a dollar. And same kind of rules apply here. A plan sponsor might spend a dollar and, yeah, is that dollar spent or is that dollar accrued to spend? Which is kind of wonky, but also relevant. And if you didn't understand that, we'll get to it. And then just because a dollar gets spent doesn't mean the provider gets that dollar. And by the way, I don't just mean, oh, there's spread pricing. How shocking. I mean that a plan sponsor could roll up to a hospital and say, "We spent $10 million last year," and the hospital could say, "No, you didn't. You only spent five." And spoiler alert, in this case, it's not about spread pricing, although it might be. It's also about how much was the member responsibility that the members didn't pay. So, a dollar is not a dollar for a whole bunch of different reasons. This podcast is sponsored by Aventria Health Group, and today, it's also sponsored by Nomi Health. Also mentioned in this episode are Nomi Health; Shane Cerone; Zack Cooper, PhD; David Scheinker, PhD; Zack Kanter; Mark Noel; Aventria Health Group; Preston Alexander; Eric Bricker, MD; Sam Flanders, MD; Andrew Tsang; Sandra Raup; Stan Schwartz, MD; ZERO.health; Cristin Dickerson, MD; and Matt Christensen. For a list of healthcare industry acronyms and terms that may be unfamiliar to you, click here.   You can learn more at nomihealth.com or reach out to Mark at mark@nomihealth.com. You can also follow Mark and Nomi Health on LinkedIn.   Mark Newman is the co-founder and CEO of Nomi Health, on a mission to rebuild America's healthcare system to serve all stakeholders: providers, employers, and patients. A recognized healthcare innovator and entrepreneur, Mark previously founded and built HireVue into the world's largest provider of AI-driven talent assessment solutions before its acquisition by the Carlyle Group. His commitment to improving the healthcare system stems from a desire to address systemic issues that have long plagued the industry. Under his leadership since its inception in 2019, Nomi Health has focused on creating a more direct and transparent healthcare experience: reducing an organization's spend by over 30% per patient while increasing a provider's payments. Through Nomi Health, Mark continues to advocate for a more efficient, service-centered approach to healthcare that prioritizes known costs for employers, zero out of pocket for patients, and near-real-time payments for providers.   06:48 What is actionable to know about the life of a claim? 08:14 How data can change as it moves through the claims process. 11:45 Why a dollar isn't a dollar in healthcare. 18:50 Why employers are actually paying more than a dollar to access a dollar of healthcare (the medical loss ratio). 21:54 Why cutting out the "friction" is actually better for employees and members. 22:48  EP482 with Preston Alexander. 22:50 EP472 with Eric Bricker, MD. 23:36  EP490 and EP492 with Sam Flanders, MD, and Shane Cerone. 23:53 Infographic by Andrew Tsang showing 27 streams of income. 26:53 How do we fix these issues? 28:05 LinkedIn comment from Sandra Raup. 28:59 How Nomi Health is experimenting with a no co-payment, no deductible model. 31:29 INBW42 with Stacey on moral hazard. 32:26 EP486 with Stan Schwartz, MD. 32:31  EP485 with Cristin Dickerson, MD. 32:56 The Innovator's Dilemma by Clayton M. Christensen. 34:55 How does Nomi Health work with and help employers?   You can learn more at nomihealth.com or reach out to Mark at mark@nomihealth.com. You can also follow Mark and Nomi Health on LinkedIn.   @markhirevue discusses #plansponsor #healthspend and #clinicalorg pay on our #healthcarepodcast. #podcast #financialhealth #patientoutcomes #primarycare #digitalhealth #healthcareleadership #healthcaretransformation #healthcareinnovation   Recent past interviews: Click a guest's name for their latest RHV episode! Stacey Richter (INBW45), Stacey Richter (INBW44), Marilyn Bartlett (Encore! EP450), Dr Mick Connors, Sarah Emond (EP494), Sarah Emond (Bonus Episode), Stacey Richter (INBW43), Olivia Ross (Take Two: EP240), John Quinn

Nick Reiner told the world exactly who he was. In 2016 interviews, he admitted he hated getting sober, chose homelessness over rehab, and met his heroin dealer through connections he made in treatment. He called himself "a spoiled, white, rich kid from a Hollywood family" and said he had "resistance every time they tried to reach me." His father Rob Reiner acknowledged they ignored Nick when he said the programs weren't working because they trusted the professionals over their own son.Eighteen rehab stints by age twenty-two. Facilities costing up to $70,000 per month. A wilderness program in Utah where Nick says the seed of his heroin addiction was planted. And through it all, the money kept flowing. Ten thousand dollars a month in allowance. A guest house on the Brentwood estate. Every bill paid.Now Rob and Michele Reiner are dead, allegedly stabbed by Nick in their bedroom on December 14th. And according to sources, their estate is funding Nick's defense. His attorney is Alan Jackson, the high-powered lawyer who represented Kevin Spacey and got Karen Read acquitted. Jackson's fees run into the millions. Nick has never worked.Nick is off suicide watch and faces arraignment tomorrow. The defense will likely argue mental illness — Nick was reportedly diagnosed with schizophrenia and his meds were changed weeks before the killings. But this isn't just a story about mental health. It's about seventeen years of checks that bought everything except accountability. And one final check, signed from beyond the grave.#NickReiner #RobReiner #MicheleReiner #AlanJackson #Rehab #TrueCrime #TrueCrimeToday #Addiction #BrentwoodMurder #HollywoodMurderJoin Our SubStack For AD-FREE ADVANCE EPISDOES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/tonybpodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872

Anthony Page grew up in West Virginia and was raised by his grandparents before getting involved in selling drugs, a path that eventually led to federal charges. In this episode, Anthony breaks down how the feds caught him, what it was like being sentenced, and serving five years in a Kentucky federal prison camp. He shares real insight into federal prison life in the 1990s, the mental shift that prison forced on him, and how that experience changed his outlook for good. After completing his sentence, Anthony rebuilt his life, stayed out of trouble, and today runs a merchandise company created to support and represent formerly incarcerated people, proving that you don't have to go back to prison to move forward. _____________________________________________ #FederalPrison #PrisonStories #TrueCrime #PrisonLife #LifeAfterPrison #RedemptionStory #KentuckyPrison #90sPrison _____________________________________________ Connect with Anthony Page: Buy his merch: https://www.8at208.com/ AirBnB: https://thepalaceoncharles.com/ Hosted, Executive Produced & Edited By Ian Bick: https://www.instagram.com/ian_bick/?hl=en https://ianbick.com/ Shop Locked In Merch: http://www.ianbick.com/shop _____________________________________________ Timestamps: 00:00 Arrested: The Bust That Changed Everything 07:45 Raised by Grandparents & Meeting My Father 14:10 Teen Years, High School & Bad Decisions 18:10 Drugs, Crime & the 1990s Street Life 23:00 On the Run: Getting Caught & Arrested 29:00 Facing Trial & Federal Prison Sentencing 32:40 Inside Federal Prison: First Days & Survival 36:00 Prison Camp Life: Sports, Hustles & Commissary 44:20 Prison Food, Jobs & Contraband Culture 50:00 Getting Released: Halfway House & Reentry 53:40 Life After Prison: Kids, Stigma & Reality 57:00 Turning My Life Around: Building Felony Certified 01:03:00 Lessons Learned & Advice for the Next Generation 01:04:50 Final Thoughts, Gratitude & Redemption Learn more about your ad choices. Visit megaphone.fm/adchoices

01-05-26 - It's The Year Of The Horse And Other Astrological Nonsense - John Spent Too Much Time On Break Going Down Moon/Space And Other Conspiracy Rabbit Holes - Holmberg's Push To Ban Loud Tejano Music In CarsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

01-05-26 - It's The Year Of The Horse And Other Astrological Nonsense - John Spent Too Much Time On Break Going Down Moon/Space And Other Conspiracy Rabbit Holes - Holmberg's Push To Ban Loud Tejano Music In CarsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It's been nearly three years since landmark settlements were reached between states and major opioid producers. Since then, roughly $100 million has been dispersed to combat addiction, but it's unclear how much of that money has been spent so far.   The Current's Alena Mashke joins us for more on the lack of spending transparency. From Star Wars to Jurassic Park, Hollywood movies and TV shows have long relied on special effects to bring supernatural stories to life. This process often involves sculpting, puppetry, animatronics and technology – and has many times involved Louisiana native and Emmy-award winning special effects artist, Lee Romaire.Romaire grew up in Morgan City, Louisiana, before attending LSU and later moving to Hollywood to pursue a career in the industry. He joins us now for more on his 25 years in special effects and how his background in taxidermy set the foundation for his career.Tomorrow night marks the beginning of the 2026 Mardi Gras season. And in New Orleans, the Krewe of Joan of Arc will take to the streets on Twelfth Night. Back in 2018, WWNO's Jessica Rosgaard spoke with the Krewe's founder, Amy Kirk Duvosin, about the parade's history.—Today's episode of Louisiana Considered was hosted by Karen Henderson. Our managing producer is Alana Schreiber. We receive production and technical support from Garrett Pittman, Adam Vos and our assistant producer, Aubry Procell. You can listen to Louisiana Considered Monday through Friday at noon and 7 p.m. It's available on Spotify, the NPR App and wherever you get your podcasts. Louisiana Considered wants to hear from you! Please fill out our pitch line to let us know what kinds of story ideas you have for our show. And while you're at it, fill out our listener survey! We want to keep bringing you the kinds of conversations you'd like to listen to.Louisiana Considered is made possible with support from our listeners. Thank you!

Have you spent years putting everyone else first — and now you don't even know what you want?In this episode of Dare to Be Free, we explore how to reclaim your voice after years of people-pleasing, and why doing so is essential for your freedom, pleasure, and wealth.You'll discover why your voice isn't gone — it's just waiting for you to stop abandoning yourself — and how to start speaking your truth, even in small, everyday moments. Through embodied practices, nervous system awareness, and real client stories, you'll learn how reclaiming your voice transforms your confidence, your choices, and your life.If you're ready to step fully into yourself and live a life that feels truly yours, tune in and start reclaiming your freedom, one honest word at a time.✨ Get deeper teachings, stories, and practices on embodied wealth, pleasure, and freedom in my weekly newsletter at carriebradley.com or daily content on IG @carriebradleycoaching.

We've covered a lot of stuff on this show in 2025. Who knew you could cram so much information into 30 minutes? We've talked guns, gear, methods and crazy people on both sides of the aisle but one thread has held all these shows together and that's good ole facts. Facts don't lie and that tends to hurt some feelings but hey, the truth hurts sometimes. I look forward to carrying this show on for years to come and I've enjoyed interacting with all of you along the way. Keep it up and here's to 2026.UPO Gear & Such- https://uponation.co/UPO Social Media- https://linktrh.ee/underpressureoutdoorsBecome a Patron- https://www.patreon.com/user?u=45295718Deep Roots Rifle Company-https://deeprootsrifleco.com/

Rob Reiner spent decades trying to help his son survive addiction, relapse, and mental health struggles. Friends say his goal was simple. Just keep him alive.On December 14, police were called to Rob Reiner's Brentwood home. Inside, Rob and his wife Michele were found dead. Within hours, their 32-year-old son Nick Reiner was arrested and charged.What followed was a disturbing timeline that included a holiday party, unexplained gaps in time, hotel stays, surveillance footage, and a rapid arrest. Police have not yet revealed what evidence led them to Nick or how they pieced the case together so quickly.Nick Reiner now faces two counts of first degree murder. He has not entered a plea, and investigators say this case is still unfolding.What happened during the missing hours, and what evidence will ultimately decide this case?#TrueCrimeRecaps #RobReiner #NickReiner #BreakingNews #TrueCrimeJoin

In this end-of-year episode, I'm breaking down how I spent money inside my business in 2025 — and more importantly, how I made those decisions.This isn't a profit report or an expense spreadsheet walkthrough. It's a behind-the-scenes look at what I chose to invest in, what I outsourced, why the podcast is my biggest marketing expense, and how warm-up offers completely changed the way I decide who to work with and where to put my money.I'm also sharing how this buying behavior pushed me to rethink my own warm-up offers, what I'm carrying into 2026, and why my word for the year is simplify.If you're thinking more intentionally about your spending, your offers, or how you want to work next year — this one's for you.In this episode, we cover:How I evaluate purchases and investments in my businessWhat I outsource and why retainers matter to meWhy the podcast is my biggest and best marketing investmentHow I use warm-up offers to test fit before committing long-termWhy “no” can still be a powerful return on investmentWhat's changing (and staying) in 2026Links MentionedSystems in SessionEmail Like You Mean ItClient Experience Audit1:1 60-Min Strategy & Implementation CallsPing Pong Offers Episode on Business-First CreativesMy Tech StackMy ResourcesOffers I Invested In (aff links)Sold Out Services with Emylee WilliamsDama on Demand with Dama JueMissed the Memo with Hollie of Latitude LaneSales Parade with Ceels LockleyCashflow Confident (now Six Figure Safety) with Emilie NutleyLaunch Your Own Way with Kelsey McCormick of Coming Up RosesSay Less Sales Messaging Sprint with Chelsea QuintEmail Growth Club with Kylie Kelly

Welcome to Episode 76 of 1 800 Drama, and a very happy holidays! In this ❄️ festive ☃️ Reddit Stories r/ AITA and r/ 1800drama deep dive, we discuss 'stealing' a party, how best to support people with seeming mental health issues whilst balancing your own safety, an UNBELIEVABLY generous Disney gift, and inviting loners to celebrate Christmas ... grab a cuppa and let's go fishing!

Knowing when to get help is so, so, so crucial to prevent burnout. Laura Brazan knew this, which is why she decided to hire me for coaching. During our few months together, I was able to save her a ton of time, help her create process automations, and consolidate her tech stack. She even said that she's saving more than she paid me! In this interview, we look at where she was before she hired me, the changes we made, and what she's able to do now with the extra time she has.Want to see how you can improve your systems and prevent burnout? Try my self-assessment: https://streamlined.fm/impact LinksGrandparents Raising GrandchildrenPodlaunchPodmatchInterested in Coaching? Go here.What do you think? Send your feedback to streamlinedfeedback.com Read to build your perfect site? Check out StellarSites.Get your free Time and Tools Self-Audit at https://streamlined.fm/impact ★ Support this podcast ★

“Then the eleven disciples went to Galilee, to the mountain where Jesus had told them to go. When they saw him, they worshiped him; but some doubted. Then Jesus came to them and said, “All authority in heaven and on earth has been given to me. Therefore go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything I have commanded you. And surely I am with you always, to the very end of the age.” – Matt 28:16-20 NIV COMMISSION: • a formal written warrant granting the power to perform various acts or duties • an authorization or command to act in a prescribed manner or to perform prescribed acts • authority to act for, on behalf of, or in place of another • a task or matter entrusted to one as an agent for another Jesus led with his actions, often before ever preaching to people: Fed them (Matthew 14:13-21) Healed them (Matt 9:1-8) Served them (John 2:1-11, John 13:1-17) Spent time and broke bread with them (Matthew 9, Mark 2, Luke 5) Encouraged them (Matthew 11:28 and John 16:33) Defended them (John 8:1-11) Prayed for them (John 17:1-26)  “One of them, an expert in the law, tested him with this question: “Teacher, which is the greatest commandment in the Law?” Jesus replied: “‘Love the Lord your God with all your heart and with all your soul and with all your mind.' This is the first and greatest commandment. And the second is like it: ‘Love your neighbor as yourself.' All the Law and the Prophets hang on these two commandments.” – Matt 22:35-40 NIV Truth and accountability without a genuine relationship is transactional. It can appear critical and can cause defensiveness. Relationship without truth and accountability is superficial and temporal. It lacks real depth and can lead to the degradation of biblical values, having eternal consequences. “If I speak in the tongues of men or of angels, but do not have love, I am only a resounding gong or a clanging cymbal.” – 1 Cor 13:1 NIV

Let's imagine a Macedonian soldier during the time of Alexander the Great. How did this man, whom we'll call Red Cleitus, spend the vast amounts of coin he plundered and earned as he and his comrades fought their way across Asia?Patrick launched a brand-new history show! It's called Past Lives, and every episode explores the life of a real person who lived in the past. Subscribe now: https://bit.ly/PWPLAAnd don't forget, you can still get The Verge: Reformation, Renaissance, and Forty Years that Shook the World in hardcopy, ebook, or audiobook (read by Patrick) here: https://bit.ly/PWverge.Listen to new episodes 1 week early, to exclusive seasons 1 and 2, and to all episodes ad free with Wondery+. Join Wondery+ for exclusives, binges, early access, and ad free listening. Available in the Wondery App https://wondery.app.link/tidesofhistorySee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

I sobbed in the car about the holidays this week – but not for reasons you might think.Here's what made me emotional: I am so grateful and excited for the ways we are celebrating our holidays this year. It could not be further from the reasons I've car sobbed in years past.Some of you are already excited about the holidays, and I love that for you. But that is not everyone's experience, and for years, it was not mine. There was a period in my 20s when my partner Michael literally called me the Grinch. Holidays are often reserved for families – so where does that leave those of us who don't have strong familial ties or want something different?This episode is about how to create holiday traditions with your friends that feel GOOD, with practical advice on how  to initiate these conversations and get the ball moving, with the hope that you too will dream up and work toward your own ideal celebrations, too.In this episode you'll hear about:My personal relationship and evolution with the holiday season, from being the Grinch to crying in the car out of happiness for my holiday plansWhat I was looking for in my holidays, including togetherness, connection, and splitting the burden of the magic makingThe societal normals that often limit holiday options to family gatherings or solitude, and the third option I'm proposing: holidays with friendsInitiating conversations with friends about getting together for the holidays – which often involves a little vulnerability The importance of patience and openness in creating new holiday traditions with friendsReflection Question:What would your dream holiday look like? Formal, informal? Spent with family? Friends? Alone? What seeds could you plant now so that in the coming years you can make that dream a reality?Notable Quotes:“I have spent the past five years figuring this out. I was truly the Grinch. Michael actually used to call me the Grinch. I didn't even realize how much I despised the holidays in my low- to mid-20s, and Michael comes from a family that loves the holidays, so I'm sure I stood out like a sore thumb because of my holiday feelings. I want to talk about this journey of going from someone who dreaded holidays to creating celebrations like this year that I am actually so excited about I am crying in my car in gratitude.” (3:14)“If you are sitting here listening to this podcast, feeling like the holidays that are coming up aren't quite what you want them to be, I want you to know that you're not alone. I hope you already know that, but you are definitely not alone. And more importantly, I want you to know that it's okay to start dreaming up something different, and that once you have that dream, sometimes all it takes is a few brave conversations to start creating the holiday experience that you've already wanted.” (29:11)Resources & LinksLike what you hear? Visit my website, leave me a voicemail, and follow me on Instagram and TikTok!Want to take this conversation a step further? Send this episode to a friend. Tell them you found it interesting and use what we just talked about as a conversation starter the next time you and your friend hang out!

We're walking through my favorite purchases from 2025 - both items and experiences - and reflecting on what they reveal about my consumption habits, priorities, and values. We talk through everything from wardrobe upgrades and wellness investments to the things that didn't stand out as much as I expected (and why that matters). I also share how I'm approaching a January no-buy, the spending rules I'm carrying into 2026, and how I'm shifting from constant curation toward intentional refinement.

2 - One of our local Persons of The Year, Bucks County Sheriff Fred Harran, joins us as we look back on this year. Over a month passed the election, what does Fred think cost him his seat in this cycle? What does Fred think of the handling of a wanted criminal in Philadelphia that cost a civilian life? How important is a Sheriff to a city? How many warrants were served this year in the county? How many under his tenure? Sheriff Harran with a stunner to lead us out! 215 - Dom's Money Melody! 225 - Kristi Noem and her department are offering money to those who self-deport. Is this money well-spent? 230 - Owner of Mulligan's Shore Bar, Jonny Z, joins us. Did Wildwood go for Jack in the election? With Mikie Sherrill coming into office, what are residents afraid of as she takes the reins? How happy was Jonny with the defeat of gravy? Do we have any leftover shirts? 250 - The Lightning Round!

A new report from U.S. government watchdog SIGAR gives us the fullest accounting yet of U.S. efforts to rebuild Afghanistan.In short, they call it "a two-decade long effort fraught with waste.”Each week, Consider This hosts interview newsmakers, experts, and artists for NPR — conversations we don't always have time to share fully in the podcast or on the radio. So every other week we share one here, for our NPR+ supporters.Sign up to hear our bonus episodes, support public radio, and get regular episodes of your favorite NPR podcasts without sponsor messages at plus.npr.org.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

In December 1953, Hollywood film stars Stan Laurel and Oliver Hardy spent a few weeks at the Bull Inn, Bottesford, Leicestershire, while they performed a show at the nearby Nottingham Empire.Stan's sister, Olga Healey, was the landlady.Customers and staff said the duo spent time serving behind the bar, signing autographs and chatting with regulars.This was produced and presented by Rachel Naylor, in collaboration with BBC Archives.Eye-witness accounts brought to life by archive. Witness History is for those fascinated by the past. We take you to the events that have shaped our world through the eyes of the people who were there.For nine minutes every day, we take you back in time and all over the world, to examine wars, coups, scientific discoveries, cultural moments and much more.Recent episodes explore everything from the death of Adolf Hitler, the first spacewalk and the making of the movie Jaws, to celebrity tortoise Lonesome George, the Kobe earthquake and the invention of superglue.We look at the lives of some of the most famous leaders, artists, scientists and personalities in history, including: Eva Peron – Argentina's Evita; President Ronald Reagan and his famous ‘tear down this wall' speech; Thomas Keneally on why he wrote Schindler's List; and Jacques Derrida, France's ‘rock star' philosopher.You can learn all about fascinating and surprising stories, such as the civil rights swimming protest; the disastrous D-Day rehearsal; and the death of one of the world's oldest languages.(Photo: Oliver Hardy and Stan Laurel. Credit: Getty Images)

"McElroy & Cubelic In The Morning" airs 7am-10am weekdays on WJOX-94.5!!See omnystudio.com/listener for privacy information.

Episode 1858 - brought to you by our incredible sponsors: Lucy - Level up your nicotine routine with Lucy. Go to Lucy.co/HARDFACTOR and use promo code (HARDFACTOR) to get 20% off your first order. Lucy has a 30-day refund policy if you change your mind RIDGE - Take advantage of Ridge's Biggest Sale of the Year and GET UP TO 47% Off by going to ⁠https://www.Ridge.com/HARDFACTOR⁠ #Ridgepod DaftKings - Download the DraftKings Casino app, sign up with code HARDFACTOR, and spin your favorite slots! The Crown is Yours - Gambling problem? Call one eight hundred GAMBLER Timestamps: (00:00:00) - Storie teases (00:01:00) - Gift the gift of Hard Factor Patreon  (00:02:15) - The apology step (00:08:10) - What happened in 1858 (00:10:00) - The countries that spent the most money on OF in 2025  (00:23:20) - Christmas decoration neighborhood war (00:29:50) - Woman sues the IRS to get her pets as dependents  (00:37:30) - Bill Hader punked psycho Nick Reiner at the party hours before he allegedly murdered his parents (00:39:40) - Billion-dollar “DraculaLand” being planned for Romania Thank you for listening!! Go to Patreon.com/hardfactor to join our community, get access to bonus pods, discord chat and much more - but Most Importantly: HADFD!! Learn more about your ad choices. Visit megaphone.fm/adchoices

After twenty years in prison for a murder he didn't commit, George Miller walks out a free man — and the gangster who framed him starts receiving dead rats in the mail. Ace Dinelli can run, but he can't escape a revenge and “Final Reckoning” two decades in the making. | #RetroRadio EP0570CHAPTERS & TIME STAMPS (All Times Approximate)…00:00:00.000 = Show Open00:01:30.028 = CBS Radio Mystery Theater, “Little Green Death” (March 18, 1977)00:45:30.747 = CBC Mystery Theater, “The Strange History of David Swan” (1967) ***WD01:15:05.606 = The Clock, “Bank Holiday” (May 02, 1948)01:41:07.362 = Creeps By Night, “The Final Reckoning” (July 12, 1944) ***WD02:09:04.215 = The Crime Club, “Self Made Corpse” (July 31, 1947) ***WD02:37:20.457 = Danger Dr. Danfield, “Red Jacoby” (October 06, 1946) ***WD03:02:32.947 = The Devil and Mr. O, “Alley Cat” (September 17, 1971)03:31:22.096 = Diary of Fate, “Nelson Walker” (June 15, 1948) ***WD03:59:09.126 = Dimension X, “The Lost Race” (May 20, 1950) ***WD04:28:29.527 = The Strange Dr. Weird, “Picture of a Killer” (May 08, 1945) ***WD04:40:29.647 = The Creaking Door, “Death On The Road” (December 07, 1964) ***WD05:09:22.819 = Show Close(ADU) = Air Date Unknown(LQ) = Low Quality***WD = Remastered, edited, or cleaned up by Weird Darkness to make the episode more listenable. Audio may not be pristine, but it will be better than the original file which may have been unusable or more difficult to hear without editing.Weird Darkness theme by Alibi Music LibraryABOUT WEIRD DARKNESS: Weird Darkness is a true crime and paranormal podcast narrated by professional award-winning voice actor, Darren Marlar. Seven days per week, Weird Darkness focuses on all thing strange and macabre such as haunted locations, unsolved mysteries, true ghost stories, supernatural manifestations, urban legends, unsolved or cold case murders, conspiracy theories, and more. On Thursdays, this scary stories podcast features horror fiction along with the occasional creepypasta. Weird Darkness has been named one of the “Best 20 Storytellers in Podcasting” by Podcast Business Journal. Listeners have described the show as a cross between “Coast to Coast” with Art Bell, “The Twilight Zone” with Rod Serling, “Unsolved Mysteries” with Robert Stack, and “In Search Of” with Leonard Nimoy.= = = = ="I have come into the world as a light, so that no one who believes in me should stay in darkness." — John 12:46= = = = =WeirdDarkness® is a registered trademark. Copyright ©2025, Weird Darkness.= = = = =#ParanormalRadio #ScienceFiction #OldTimeRadio #OTR #OTRHorror #ClassicRadioShows #HorrorRadioShows #VintageRadioDramas #WeirdDarknessCUSTOM WEBPAGE: https://weirddarkness.com/WDRR0570

Let's talk about millions spent on Missouri's map....

"My biggest fear is having a really good son, he's a good boy, he loves crab legs, and I'll never be able to treat him"You can find every episode of this show on Apple Podcasts, Spotify or YouTube. Prime Members can listen ad-free on Amazon Music. For more, visit barstool.link/barstoolyak

Get 20% off your first Mood order with promo code "VIEWS." https://mood.com On today's Views Podcast, David and Jason sit down fresh after posting David' vlog to talk about a $30,000 bit that didn't make it, how Jason worked Marvel makeup artists to dress up like David and a business idea that David is dead serious about. And a little later David talks about heading to New Mexico visit Jonah's movie shoot with James Franco. Listen to Jason's latest pod here: https://open.spotify.com/episode/4G49SOZ1S8fHG41Vbovd8F?si=0o_6gqT5TNS6T1deBCk_ow Learn more about your ad choices. Visit megaphone.fm/adchoices