Podcast appearances and mentions of Steve Jobs

George Noory and author Ron Johnson discuss his experience working with Steve Jobs to create the Apple Store, the importance of making an appealing retail experience to satisfy your customers, and how new technology has changed how people interact with the world.See omnystudio.com/listener for privacy information.

You've been chasing the next thing. The next idea, the next strategy, the next opportunity that finally feels exciting enough to stick with. Here's the truth: the reason you're not rich yet isn't because you haven't found the right thing. It's because you keep quitting the last thing before it compounds. Most people don't fail because they pick wrong. They fail because they reset the clock every time Tuesday starts looking like Monday. They mistake boredom for a signal to move when boredom is actually the price of admission. The people who build real wealth aren't the ones who never get bored. They're the ones who don't let boredom make their decisions. In this episode, you'll learn: Why almost nobody gets rich doing something exciting and how sticking with something boring is the actual difficulty that separates winners from everyone else The Replit story: how Amjad spent eight years looking stupid, laid off half his company, and kept going until AI showed up and turned his business into a $9 billion company Why Steve Jobs spent years grinding on NeXT, a company that flopped by every measure, and how that failure became the foundation for Apple's comeback The BORED framework: Better information, Opportunity changed, Results changed, Exhausted, or Destination, and how to tell if you're making a smart pivot or just resetting your compounding clock Why you're not bored, you're finally becoming competent, and how confusing competence for boredom is the single biggest reason people quit right before they win ___________ (00:00:00) Introduction: The Boring Truth About Getting Rich Nobody Wants to Hear (00:00:36) The Compounding Clock: Why Tuesday Looking Like Monday Is Actually Winning (00:01:50) The Replit Story: Eight Years of Looking Stupid Before Becoming a Billionaire (00:03:08) Steve Jobs and Next: When Your Biggest Failure Becomes Your Foundation (00:04:39) Early Stage Is Guessing: Why Forecasts Don't Matter and Grit Does (00:05:15) The SpaceX Principle: Less Than 10 Percent Odds and Launching Anyway (00:06:13) You're Not Bored, You're Finally Becoming Competent (00:07:34) Cliff Asness and AQR: Surviving When Everyone Said Your Strategy Was Dead (00:08:46) The BORED Test: How to Know If You Should Pivot or Stay (00:09:12) Don't Let Boredom Make Your Decisions: Where All the Money Actually Is ___________ MORE FROM BIGDEAL

Welcome back to the Alt Goes Mainstream podcast.We were live from Berlin, which becomes the “capital of private capital” in June as the private equity's industry leaders make the annual pilgrimage to the city for one of the marquee private equity conferences, SuperReturn Berlin.Much of the SuperReturn conference is centered on fundraising. GPs take up every available space — from hotel rooms to Tiny Space cabins that line the parking spots on Budapester Strasse outside of the InterContinental conference venue — to conduct meetings with LPs.With Prosek Partners and former Bloomberg TV journalist Deirdre Bolton as my producer, along with her team, we took over a Tiny Space cabin to hold big conversations with some of the industry's leading alternative asset managers.Our first conversation was with Apax Co-CEOs Andrew Sillitoe and Mitch Truwit.Apax is one of the pioneers in the private equity industry. The firm's rich history dates back to the 1970s, when its founders, Alan Patricof (US), Sir Ronald Cohen (UK), and Maurice Tchénio (France), came together to establish the first US-UK partnership firm in private equity. During that time period, the firm backed Steve Jobs and the first iteration of Apple. The UK and US firms merged in 1981, laying the foundation for Apax.Today, Apax stands at over $80B in aggregate funds raised. The firm underwent its second leadership transition in 2014, when Andrew and Mitch were elected as Co-CEOs, succeeding Martin Halusa, who became Chairman.Apax sits in a unique position. They are a scaled platform that focuses on the middle market. They operate across three sectors, Tech, Services, and Digital / Consumer, infusing a digital DNA and value creation team into everything they do. Their platform spans “a mile wide and a mile deep,” which is what much of the conversation between Andrew, Mitch, and me unpacked.We had a fascinating discussion about the current state of private equity and the middle market, why Apax focuses on “density-driven business models,” why the firm focuses on carveouts in the middle market, what's underappreciated about the middle market, why it's important to “buy in the right neighborhood and fix it up,” and how the firm's core values of “having impact through insight and tenacity” drive every decision they make.BiosAndrew Sillitoe has been Co-CEO of Apax since 2014. He is Chairman of the Apax Global Investment Committee and the Digital Investment Committee, amongst others. He is also a member of the Apax Executive Committee. He has been based in London since joining the Firm in 1998, focusing on Tech & Telco investments.Andrew has been involved in a number of investments including Inmarsat, Intelsat, King, Orange Switzerland, TIVIT, TDC and Unilabs.Prior to joining Apax, Andrew was a consultant at LEK. Andrew holds an MA in Politics, Philosophy and Economics from the University of Oxford and an MBA from INSEAD.BoardsAndrew has previously served on the boards of Inmarsat, King, Intelsat, Orange Switzerland and TDC.Mitch Truwit is Co-CEO of Apax, based in New York.Prior to joining Apax in 2006, Mitch was the President and CEO of Orbitz Worldwide between 2005 and 2006 and was the Executive Vice President and Chief Operating Officer of priceline.com between 2001 and 2005.Mitch is a graduate of Vassar College where he received a BA in Political Science. He also holds an MBA from the Harvard Business School.BoardsMitch serves as a Board member of Openlane and Trade Me. Prior boards include Advantage Sales & Marketing, Assured Partners, Dealer.com, Bankrate, Garda World, Hub International, Trader Canada, Boats Group and Quality Distribution Inc.Mitch serves on the charitable boards of the Apax Foundation, the John McEnroe Tennis Project, Posse and StreetSquash.Thanks, Andrew and Mitch, for a fascinating conversation and for sharing your expertise, wisdom, and passion at the intersection of investing and operating in private equity.Show Notes00:00 Meet Apax co-CEOs, Andrew Sillitoe and Mitch Truwit00:26 Andrew's Origins at Apax00:47 Private Equity Then vs Now01:25 Apax Growth and Values01:45 Curiosity as a Differentiator02:04 Mitch's Operator Background02:56 Why Mitch Joined Apax03:40 Defining the Middle Market04:14 Why Sub-Billion EV Works04:59 Middle Market Talent Gap05:20 Carve Outs as a Strategy05:29 TRADER Corporation - Canada App Turnaround06:12 Scaled Platform Advantage07:14 Digital DNA and AI Wave07:50 Top Line Growth Lever08:36 Add-ons and TAM Expansion09:33 ECI Case Study Roll Up10:07 Integration Over Collection10:28 Exit Options in a Bigger PE World10:59 Building for Multiple Buyers11:45 Fund Size Discipline12:34 Choosing Returns Over AUM13:16 Understanding Firm DNA14:01 Global Micro Investing14:49 Making Global Pods Work15:50 Scale Specialization Flexibility17:08 Where to Invest Now19:23 Buying Complexity for Value20:15 Moats and Investment Committee22:13 Why Middle Market Excites Them23:19 Future of PE and AI at Scale24:50 Impact Insight Tenacity Culture25:54 Obligation to Dissent Story26:55 Aspirational Brand Analogy27:48 Wrap Up and Thanks

Disneyland's sold-out evening tickets, Walt Disney World dining trends, and a possible Space Mountain overhaul lead off this week's Disney Dish. Len and Jim also answer listener questions about Cars Road Trip and Victoria & Albert's before returning to the history of Imagineering's Living Character Initiative. In the main feature, Jim explains how Turtle Talk with Crush emerged amid the deteriorating relationship between Michael Eisner, Steve Jobs, and Pixar. NEWS • Why Disneyland's $59 evening tickets may owe their existence to Bluey and stroller traffic. • What the Coral Reef Restaurant's move to seasonal operations could reveal about Lightning Lane spending and declining demand for table-service dining. • How a major Space Mountain refurbishment could improve reliability, capacity, and Tomorrowland operations. • Universal Studios Florida moves up the closing date for Fast & Furious - Supercharged. • Could Universal retain The Simpsons, or might Back to the Future eventually replace Springfield? FEATURE • How Finding Nemo became Pixar's biggest hit despite Michael Eisner's doubts about the film. • Why Steve Jobs held Cars back as leverage during Disney and Pixar's contract negotiations. • How Disney's Circle 7 Animation plans further damaged its relationship with Pixar. • Why Eisner approved Turtle Talk with Crush without seeking Pixar's input, and how the experimental attraction outlasted Stitch's Great Escape. For this episode's full show notes, click here.HOSTS • Jim Hill - X/Twitter and Instagram: @JimHillMedia - jimhillmedia.com • Len Testa - Bluesky: @lentesta.bsky.social - Instagram: @len.testa - touringplans.com FOLLOW • Facebook: @JimHillMediaNews • YouTube: @jimhillmedia • TikTok: @jimhillmedia • Patreon: https://www.patreon.com/jimhillmedia/ SUPPORT Support the show and access bonus episodes and additional content at https://www.patreon.com/jimhillmedia. PRODUCTION CREDITS Edited by Dave Grey Produced by Eric Hersey - https://strongmindedagency.com SPONSOR Save on discounted Disney and Universal theme park tickets through UnlockedMagic.com. If you would like to sponsor a show on the Jim Hill Media Podcast Network, reach out today. https://www.jimhillmedia.com/sponsor/ Learn more about your ad choices. Visit megaphone.fm/adchoices

How to Recover from Entrepreneur Burnout and Reignite Your Creativity Are you trapped in a Groundhog Day loop where even your weekends feel like a compressed version of your work week? Most entrepreneurs and professionals struggle with burnout because they believe every hour must be optimized and every hobby must have a monetization strategy. In this episode of Join Up Dots, we explore why reigniting your creativity through unstructured play is actually the ultimate business strategy. Discover how fixing your personal life first creates a powerful knock-on effect for your professional success. Learn how icons like Steve Jobs, Richard Branson, and Albert Einstein used play for major breakthroughs, and walk away with a practical three-step action plan to clear mental fatigue, stop chasing constant productivity, and find joy without spending a fortune. Listen now to Join Up Dots, subscribe for more episodes, and share this episode with anyone looking to build a better business and a better life. #entrepreneurs #businessowners #freedom #wealth #productivity #lifestyledesign #mindset #personalgrowth #burnoutrecovery #worklifebalance #solopreneurs #simplicity #minimalism #joinupdots #businessstrategy #entrepreneurship #mentalhealth #creativity

Disneyland's sold-out evening tickets, Walt Disney World dining trends, and a possible Space Mountain overhaul lead off this week's Disney Dish. Len and Jim also answer listener questions about Cars Road Trip and Victoria & Albert's before returning to the history of Imagineering's Living Character Initiative. In the main feature, Jim explains how Turtle Talk with Crush emerged amid the deteriorating relationship between Michael Eisner, Steve Jobs, and Pixar. NEWS • Why Disneyland's $59 evening tickets may owe their existence to Bluey and stroller traffic. • What the Coral Reef Restaurant's move to seasonal operations could reveal about Lightning Lane spending and declining demand for table-service dining. • How a major Space Mountain refurbishment could improve reliability, capacity, and Tomorrowland operations. • Universal Studios Florida moves up the closing date for Fast & Furious - Supercharged. • Could Universal retain The Simpsons, or might Back to the Future eventually replace Springfield? FEATURE • How Finding Nemo became Pixar's biggest hit despite Michael Eisner's doubts about the film. • Why Steve Jobs held Cars back as leverage during Disney and Pixar's contract negotiations. • How Disney's Circle 7 Animation plans further damaged its relationship with Pixar. • Why Eisner approved Turtle Talk with Crush without seeking Pixar's input, and how the experimental attraction outlasted Stitch's Great Escape. For this episode's full show notes, click here.HOSTS • Jim Hill - X/Twitter and Instagram: @JimHillMedia - jimhillmedia.com • Len Testa - Bluesky: @lentesta.bsky.social - Instagram: @len.testa - touringplans.com FOLLOW • Facebook: @JimHillMediaNews • YouTube: @jimhillmedia • TikTok: @jimhillmedia • Patreon: https://www.patreon.com/jimhillmedia/ SUPPORT Support the show and access bonus episodes and additional content at https://www.patreon.com/jimhillmedia. PRODUCTION CREDITS Edited by Dave Grey Produced by Eric Hersey - https://strongmindedagency.com SPONSOR Save on discounted Disney and Universal theme park tickets through UnlockedMagic.com. If you would like to sponsor a show on the Jim Hill Media Podcast Network, reach out today. https://www.jimhillmedia.com/sponsor/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Roberto and Jon are back for another relaxed unscripted conversation, beginning with Jon's ongoing battle with Nissan and the frustrations of modern customer service before moving onto some much happier news.Roberto shares the early success of his new Arsenal Women: Trailblazers podcast, which is rapidly approaching 500 downloads in its first month and already attracting listeners from across Europe, North America, South America, Africa, the Middle East, Asia and Australia. The pair also explain some of the behind-the-scenes changes coming to Tailoring Talk Magazine as they work towards a more consistent and recognisable format for the show. The conversation then turns into a deep dive on Apple's latest public beta. Roberto shares his first impressions of the new Siri, Apple Intelligence, on-device AI, image generation, natural language search, and why this feels like the first version of Siri that genuinely gets out of your way instead of creating more friction. Jon and Roberto also discuss whether Apple's AI could replace ChatGPT for everyday users, what still separates dedicated AI models from Apple's approach, and why the improvements feel more evolutionary than revolutionary. Elsewhere they discuss David Pogue's new book Apple: The First 50 Years, Steve Jobs, Apple's remarkable business story, the colourful iMac G3 era, and why understanding Apple's history is valuable whether you're interested in technology or simply fascinated by great companies. The second half of the episode wanders through James Bond, tailoring, watches, gaming, Half-Life 2, Robocop, Telltale Games, Billy Eilish's new concert film, Apple Vision Pro, Netflix recommendations, and Roberto's ambitious new series exploring the costume and wardrobe of every official James Bond film, before finishing with an increasingly ridiculous discussion about making their own ultra-low-budget Bond film starring Roberto, Jon and Alex.It's another classic Tailoring Talk conversation covering technology, AI, Apple, gaming, business, James Bond, menswear, filmmaking, books and the creative projects currently keeping Roberto and Jon busy.Timestamps00:00 - Jon's Nissan saga and the importance of good customer serviccandidse03:00 - Arsenal Women: Trailblazers reaches nearly 500 downloads07:20 - Living with Apple's new Siri and iOS 27 public beta14:20 - Can Apple's AI replace ChatGPT for everyday users?25:30 - Apple: The First 50 Years and the business lessons from Apple's history34:00 - James Bond, tailoring and Roberto's new Bond wardrobe series42:40 - Gaming, Billy Eilish, Apple Vision Pro and making our own Bond film Hosted on Acast. See acast.com/privacy for more information.

Advertising legend Dave Trott joins Dan Pope to explain why most marketing goes unnoticed, why brand should be your second thought, and why simple, blunt ideas beat clever jargon. From Toshiba and Audi to Volkswagen, Nike and Steve Jobs, Trott breaks down the campaigns, principles and creative decisions that made brands impossible to ignore.He explains why the best advertising is useful information, brilliantly executed; why every idea should be simple enough to repeat in the pub; and why distinctive work starts by asking what the advertising is actually supposed to do. A sharp, funny masterclass in form following function, positioning, working-class creativity and the power of giving people one unforgettable thing to remember.Ayra is your external front of house. An artificially intelligent communications manager that lives on your website and across your social channels, chatting and responding to customers 24/7 with warmth and personality.She's trained on your business and built to act. Taking the reservation, holding the card, sending the reminder, recovering the lost booking. Instantly and autonomously.click the link to learn more.

Notre investigation azuréenne se poursuit à la découverte de l'entrepreneuriat local

It's YOUR time to #EdUp with Dr. Monique Reeves, Executive Vice Chancellor for the Future, Austin Community College DistrictIn this episode, sponsored by EdUp Leadership, & the 2026 AcOps Conference July 29-31 by CoursedogYOUR cohost is Bridget Moran , Director of Content Marketing, CoursedogYOUR host is Dr. Jodi BlincoIf 74% of transformational change fails, what are the 26% doing differently?What is a digital twin, & how does it turn a 45 minute student alert into 1 click?Why is leading innovation about cultivating the soil, not being Steve Jobs?Thank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dr. Joe Sallustio⁠⁠⁠⁠● Join YOUR EdUp community at The EdUp ExperienceWe make education YOUR business!P.S. Want access to the only intelligence platform built exclusively from presidential conversations in higher ed? Well, we have an app for that!Join EdUp Leadership!

In this episode of The Autistic Culture Podcast, hosts Dr. Angela Kingdon and Matt Lowry, LPP explore how Steve Jobs' Autistic traits shaped Apple's revolutionary success.

While Jennifer is on a much needed vacay, I'm posting one of our earliest conversations. This was one of the earlier times when we met in her office - it was posted early on - perhaps as our second podcast. (but before subtitles existed). As noted, Steve Jobs was someone that a friend of mine worked for and during her hypnotherapy session, he showed up to weigh in.  (I didn't see him, but she did - and being a scientist, atheist, she was reluctant to say that anything she was seeing was real - but after 5 hours of her hesitations, Scott De Tamble (lightbetweenlives.com - hypnotherapist) asked her guide "so why bring her here if you don't want her to believe she's seeing things?"  After that comment, everything kind of flooded in, including a conversation with Steve Jobs. He did show up early on when Jennifer and I first started doing this work, and eventually a member of his family has worked with Jennifer, and allowed her to mention that. The idea that Jesus showed up is mind bending as well, this is one of the earliest times that occurred. I try to ask the same questions to him to see if they change.  As noted in the book THE GREATEST STORY NEVER TOLD AS TOLD BY JESUS AND THOSE WHO KNEW HIM - they don't change. In this case, the book "AI AND THE FLIPSIDE: Artificial Intelligence Pictures Itself in a boat on a river" - also has a visitation from Jesus - but via Claude AI! (In the chapter Claude has a "coming to Jesus moment.") Finally, Amelia shows up  - again an early conversation with her, long before I was able to finish my book SHE WAS NEVER LOST: The Amelia Earhart Saga. The reason I like to revisit some of these conversations is to show how the questions don't change - and the answers don't seem to change over time.  Whether it's via hypnotherapy, meditation, guided meditation or in this case mediumship. Again, Jennifer works with members of law enforcement daily in her work. Pro bono. I'm lucky to have found her. We'll catch you next week on the flipside!

Most people still think of Steve Jobs' time at NeXT as a lost decade — an expensive detour between the original Apple story and the triumphant return. In this episode of DisrupTV, hosts R Ray Wang and Esteban Kolsky sit down with two guests who know that chapter better than almost anyone to make a very different argument: the NeXT years were the crucible that forged the Steve Jobs who came back and saved Apple, and the source of technology that still runs the devices in your pocket today. Geoffrey Cain, whose previous books include Samsung Rising and Perfect Police State, digs into newly uncovered archives to tell the real story of the NeXT years: the emotional devastation of being fired from the company he built, the audacious 3M computer vision, the perfectionism that made the NeXT Cube a commercial disaster, the partnerships with IBM and others that nearly changed the course of tech history, and the software — NeXTSTEP and WebObjects — that quietly became the foundation of everything Apple builds today. Dan'l Lewin was there. He joined NeXT as a co-founder after running major parts of Apple's business, watched the partnerships collapse in real time, and eventually resigned because he didn't believe Jobs was ready to change. He draws a sharp distinction between a boss — who controls everything and demands compliance — and a leader — who works in the open and empowers others — and describes the precise moment after Jobs' return to Apple when he knew the transformation had finally happened. He also makes the case for NeXT's edge-computing philosophy as one of the most prescient and enduring ideas in the history of Silicon Valley. Together, they trace the arc from angry founder to humbled visionary, from hardware failure to software breakthrough, and from a company that nearly went bankrupt to the acquisition that produced the greatest business turnaround in tech history.

In dieser Episode nominiert Marcus die Top 3 der wichtigsten Steve Jobs-Zitate. Die folgenden Kandidaten treten gegeneinander an: «Focus is about saying no», «Start with the customer experience», «Marketing is about values» und «Simple can be harder than complex».

On continue notre rdv avec les initiatives de la Riviera ☕

After being pushed out of Apple, Steve Jobs built NeXT and nearly destroyed it. This episode explores how those years of failure taught him discipline, compromise, and leadership, preparing him for his historic return to Apple. 00:00 Steve Jobs on Strengths & Weaknesses 03:11 Founding NeXT 12:14 Building the NeXT Team and Culture 20:58 The Cube: Launch and Failure 22:58 Government Deals and Missed Opportunities 25:56 Steve's Personal Life and Marriage 28:20 NeXT's Near-Bankruptcy and Turnaround 34:22 Becoming a Software Company 38:55 Apple Buys NeXT 43:43 Lessons on Leadership and Trade-offs ----- Source:⁠ Steve Jobs in Exile: The Untold Story of NeXT and the Remaking of an American Visionary by Geoffrey Cain ----- Sponsors:⁠ The Classical Society⁠⁠ David Senra Podcast⁠⁠ Zodl (The new Zashi wallet)⁠⁠ Speechify ----- Learn more about your ad choices. Visit megaphone.fm/adchoices

You've been staring at AI like it's a magic trick you'll never understand. You've watched everyone else claim they're 10x more productive while you're still Googling how to write a better prompt. Here's the truth: AI isn't going to replace you because it's smarter. It's going to replace you because someone else learned how to use it and you didn't. Geoff Woods is the author of The AI Driven Leader and has spent years teaching normal people how to use AI to solve real problems, not just write better emails. He's worked with venture backed companies, public corporations, and CEOs racing toward exits, and in this episode, he's breaking down the exact framework that turns AI from a glorified search engine into a strategic thought partner that makes you think better, work faster, and solve problems you didn't even know you had. In this episode, you'll learn: The CRIT framework: Context, Role, Interview, Task, and why this four step process is the difference between AI slop and superhuman output Why asking AI questions is the worst way to use it and how making AI interview you instead unlocks insights you'd never think to share The 80/20 rule of AI: why most people waste time automating tasks that don't matter and how to identify the 20% that drives 80% of your results Why cognitive decline is the greatest risk with AI that nobody's talking about and how to use it in a way that makes your brain stronger, not weaker The AI board: how to build custom personas of Steve Jobs, Warren Buffett, and your future self to advise you every single day Stop treating AI like a shortcut. Start treating it like a thought partner. The people who master this won't just work faster. They'll think differently. Thanks to SoFi for sponsoring this episode! Looking for funding to help grow your business? Get started at SoFi.com/Codie. #SoFiPartner #ad ___________ (00:00:00) Introduction: AI as a Thought Partner, Not Just an Assistant (00:01:14) The 300 Million Dollar Board Meeting: How AI Transformed a Hostile Relationship (00:06:30) The CRIT Framework: Context, Role, Interview, Task (00:11:20) The Saving Face Consortium: How AI Saved a Manufacturing Company from Bankruptcy (00:15:38) The Three Skills You Must Master to Harness AI Without Being Replaced (00:18:14) Speech to Text and Advanced AI Hacks: Playing AI Against Itself (00:22:29) The Sticky Note Trigger: How to Actually Change Your Behavior with AI (00:25:07) Agentic AI: The 18th Domino You Should Not Start With (00:29:05) The 80-20 Framework: Identifying What Actually Matters in Your Business (00:31:49) The Death of Entry-Level Work and What Skills Will Survive AI (00:34:34) Daycare Employees Versus Department Chairs: Own Your Job or Lose It (00:37:14) The AI Leadership Culture: Training People to Prioritize Without You (00:41:21) The Steve Jobs Manifesto: Using AI for World-Class Creative Output (00:43:28) Creating Your AI Writing Persona: The 20 to 50 Email Upload Method (00:47:13) Building Your AI Board: Steve Jobs, Warren Buffett, and Your Future Self (00:51:10) The Greatest Risk Nobody Talks About: Cognitive Decline and Mental Atrophy (01:00:49) Voice of Customer Agents and Real-Time Sales Coaching That Actually Works (01:03:37) The 30-Day CRIT Challenge: One Thing to Do Right Now to Transform Your Life ___________ MORE FROM BIGDEAL

Jim Love covers four major technology stories shaping the future of AI, investing, and digital society. A new Verasight survey finds growing public support for stronger AI regulation and Senator Bernie Sanders' proposed American AI Sovereign Wealth Fund Act, including a one-time 50% stock tax on the largest AI companies to create an estimated $7 trillion public wealth fund. New York becomes the first U.S. state to pause new hyperscale AI data center approvals while it develops new environmental and energy rules, reflecting growing grassroots resistance to massive AI infrastructure projects in North America and beyond. The episode also examines the sharp decline in SpaceX shares following their IPO, along with major losses for IBM and Oracle, asking whether investors are beginning to rethink the enormous cost of the AI buildout. Finally, a Fortune report reveals a striking trend among technology's biggest names. Many of the people who built today's digital world—including Peter Thiel, Bill Gates, Steve Jobs, Evan Spiegel, and even Mark Zuckerberg—have chosen to limit their own children's exposure to smartphones and social media. Timestamps 00:00 Headlines and Intro 00:40 AI Wealth Fund Push 02:36 Oversight and Trust Gap 05:37 New York Data Center Moratorium 06:22 Global Pushback on AI Buildouts 07:55 SpaceX Slides After IPO 08:51 IBM, Oracle and the AI Investment Question 10:24 Why Tech Leaders Limit Their Kids' Screen Time 12:24 Wrap Up and Support the Show Topics Covered AI regulation Bernie Sanders AI Sovereign Wealth Fund OpenAI Anthropic Artificial Intelligence New York data center moratorium AI data centers SpaceX stock IBM earnings Oracle stock Larry Ellison Nvidia AI investing Social media and children Peter Thiel Bill Gates Mark Zuckerberg Technology news Tech podcast Hashtag Trending

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Ed Bindels verkocht zijn eerste Apple in 1979. Toen Apple vijftig werd, opende hij er een heel museum voor. Ed Bindels bouwde in twintig jaar de grootste Apple-keten van Nederland op, en verzamelde ondertussen stiekem decennia aan Apple-geschiedenis. Vijftig jaar na de oprichting van Apple opende hij zijn eigen Apple Museum in Utrecht: inclusief nagebouwde garage, een muur vol regenboog-iMacs en de HP-rekenmachine van Wozniak die hij op eBay op de kop tikte. Aan tafel neemt hij Randal, Jurian en Sander mee langs de Holy Trinity, de Lisa die Apple met bulldozers liet vernietigen, en de vraag of Apple nog wel echt innoveert of vooral op safe speelt. Ook: waarom een echte Apple 1 een half miljoen kost, hoe YouTuber iJustine huilend door het museum liep en haar reis naar Londen uitstelde. Over Ed Bindels Ed Bindels is oprichter van Amac, met bijna vijftig winkels de grootste Apple-reseller van Nederland. Hij werkt al sinds eind jaren zeventig in de computerverkoop en maakte de introducties van de Lisa en de Macintosh van dichtbij mee. In 2020 vatte hij het plan op voor een eigen Apple Museum, dat hij privé financierde en dat op 1 april 2026 opende, precies vijftig jaar na Apple. Aan tafel als de Apple-kenner die de hele geschiedenis zelf heeft meegemaakt. LinkedIn: Ed Bindels Website: applemuseum.nl Sponsor: Rabobank Misschien niet de eerste plek waar je kijkt als IT’er, maar wel één waar je je sneller thuis voelt dan je denkt. Ontdek waarom op rabobank.jobs/ITIn deze aflevering 0:00:00 Hoe iJustine ineens in het museum stond0:01:31 De eerste Apple uit 1979 en de Holy Trinity van thuiscomputers0:10:38 Amac beginnen: 50 pagina’s businessplan en waarom Apple je locatie bepaalt0:24:05 Innoveert Apple nog, of speelt het vooral op safe?0:28:00 AI als schrijfhulp voor de museumteksten (en de spellingcorrectie-ergernis)0:39:08 Waarom je een visionair als Steve Jobs nodig hebt: van wifi tot multitouch0:44:44 Zes jaar bouwen aan het museum: van garage tot Think Different-tunnel0:57:28 70% buitenlandse bezoekers en het emotionele bezoek van iJustine1:03:32 Luistervraag van Wouter van Hoorn: komt er ooit een echte Apple 1?1:07:47 De Lisa die Apple met bulldozers liet vernietigen Genoemd in deze aflevering Apple Museum, het museum van Ed Bindels in Utrecht Amac, grootste Apple-reseller van Nederland HomeComputerMuseum, interactief computermuseum in Helmond iJustine, Amerikaanse tech-YouTuber die het museum bezocht Keep It Simple: The Early Design Years of Apple, boek van Hartmut Esslinger over zijn Apple-prototypes Marques Brownlee (MKBHD), tech-YouTuber die Randal graag in het museum zou zien Tips van de tafel Ed Bindels: Gebruik AI als schrijfhulp, maar redigeer altijd zelf. De eerste output is vaak “klinkbare onzin”; de winst zit erin dat je nooit met een blanco pagina begint.Randal Peelen: Plan meerdere bezoeken aan een goed museum. Hij liep er twee uur rond en denkt dat je na vier keer nog steeds nieuwe dingen ontdekt.Ed Bindels: Wil je lokaal AI draaien zonder de cloud? Een cluster van Mac Minis of Mac Studios blijkt daar stiekem verrassend goed in, dankzij de M-chip.See omnystudio.com/listener for privacy information.

What if the goal was never balance, but harmony?In this episode, Carly and Joe sit down with Dan Scott, founder of Spotlight Advisory Group, a former big-firm lawyer who walked away from the traditional career path to help creatives and entrepreneurs build lives around purpose instead of paychecks.Dan breaks down why "work-life balance" is the wrong goal, how financial freedom means having enough money (not the most money), and the planning mistakes that keep talented creatives broke. He also gets real about the sacrifices of entrepreneurship, why ownership beats a paycheck every time, and what Taylor Swift's catalog buyback can teach every solopreneur about building wealth.In this episode:Balance vs. harmony, and why the difference changes everythingThe moment fatherhood (and a divorce) pushed Dan to bet on himselfFinancial freedom redefined: enough money to live your purposeWhy "making it" as a creative doesn't require going viralThe #1 money mistake creatives make (aspirational spending)Why ownership, not income, builds real wealthMoney is a tool, not a goal: escaping the financial hamster wheelDan's favorite success quotes, from Steve Jobs to his ownConnect with Dan Scott: Website: spotlightadvisorygroup.com Email: info@spotlightadvisorygroup.com Instagram: @DanScottSpotlightEnjoying the show? Leave a five-star review and share this episode with a fellow solopreneur building a life-first business.

Dr. Alan Castel, PhD, is a professor of psychology at the University of California, Los Angeles (UCLA) and one of the world's foremost experts on human memory and cognitive aging. We discuss what science actually tells us about how to improve our learning ability and memory at any age. We also discuss how memory works, why all planning and imagination about the future is based on the past, false memories, and how to leverage curiosity, emotion, and self-testing retrieval practice to stamp in memories for the long term. We discuss what "superagers"—people who actually improve their cognitive capacity with age—do differently than everyone else. This episode is for anyone interested in the science of memory and tools to maintain and improve your memory across the lifespan. Thank you to our sponsors AG1: https://drinkag1.com/huberman Wealthfront*: https://wealthfront.com/huberman Helix Sleep: https://helixsleep.com/huberman Function: https://functionhealth.com/huberman Lingo: https://hellolingo.com/huberman Timestamps (00:00:00) Dr. Alan Castel (00:02:41) What Is Memory?, Reconstruction & Metacognition (00:04:49) Mnemonics, Remembering Names & Deeper Learning (00:08:22) The Penny & Apple Logo, Noticing vs Seeing, Learning Through Mistakes (00:10:43) Sponsors: Wealthfront & Helix (00:14:05) Neuroplasticity, Frustration, Curiosity & Mindset (00:17:42) Maintaining vs Learning New Things, Habits, Novelty & Emotional Memory (00:24:28) "Mental Photographs," Photo-Taking & Imagining the Future (00:29:28) Eyewitness Memory, the Ronald Cotton Case, Confidence vs Accuracy (00:35:07) Medium-Term & Prospective Memory, Hotel Fire Exits (00:40:28) Sponsor: AG1 (00:41:47) When Habits Turn Lethal, Aviation & Human Error (00:49:01) Why Memory Changes With Age; Alzheimer's & the Nun Study (00:52:34) Exercise & Hippocampal Volume, Falls & Balance (00:57:14) SuperAgers & Athletes; Regret, Balance & Being Driven (01:12:08) Sponsor: Function (01:13:45) Age Stereotypes, Subjective Age & Positive Age Beliefs (01:20:02) Goals & Plans, Scams; Anterior Midcingulate Cortex & SuperAgers (01:26:23) Culture, Resilience, Blue Zones & COVID (01:29:18) Adversity, the Positivity Effect & Intergenerational Learning (01:36:31) Sponsor: Lingo (01:38:00) Limitations & Purpose; Time, Family & Connection (01:44:58) Deliberately Building Memories; the ABCs of Successful Aging (01:51:02) Following Your Interests; Castel's Path & Older Adults (01:57:16) Mental Simulations, Curiosity Studies & Selectivity (02:01:19) Socioemotional Selectivity Theory; Steve Jobs & Lifespan (02:07:10) The Secret to Successful Aging; State vs Trait Curiosity (02:11:04) Scams & AI Voice Cloning (02:14:31) John Wooden, Wisdom, Love & Balance (02:17:41) Learning Through Mistakes; Does the Brain Get Better With Age? (02:25:00) Conclusion, Better With Age (02:26:00) Zero-Cost Support, YouTube, Spotify & Apple Follow, Reviews & Feedback, Sponsors, Protocols Book, Social Media, Neural Network Newsletter Disclaimer & Disclosures *This experience may not be representative of other Wealthfront clients, and there is no guarantee of future performance or success. Experiences will vary. Andrew Huberman receives cash compensation from Wealthfront Brokerage for paid testimonials in his podcast, creating a conflict of interest. The Cash Account, which is not a deposit account, is offered by Wealthfront Brokerage LLC, member FINRA/SIPC. Wealthfront Brokerage is not a bank. The base APY is 3.30% on cash deposits as of January 30, 2026, is representative, subject to change, and requires no minimum. If eligible for the overall boosted rate of 4.05% offered in connection with this promo, your boosted rate is also subject to change if the base rate decreases during the 3 month promo period. Additional terms and conditions apply, which can be found on Wealthfront.com/Huberman. Funds in the Cash Account are swept to program banks, where it earns the variable APY. Same-day withdrawal or instant payment transfers may be limited by destination institutions, daily transaction caps, and by participating entities such as Wells Fargo, the RTP® Network, and FedNow® Service. New Cash Account deposits are subject to a 2-4 day holding period before becoming available for transfer. Investment advisory services are provided by Wealthfront Advisers LLC, an SEC-registered investment adviser. Securities investments: not bank deposits, bank-guaranteed or FDIC-insured, and may lose value. Learn more about your ad choices. Visit megaphone.fm/adchoices

Many entrepreneurs feel overwhelmed by today's noisy, polarized media landscape, and unsure how to stand out without becoming controversial or “salesy.” Our guest, Bryan Mattimore, innovation expert and author of Trump's Playbook: His 50 Brand and Influence Strategies and How to Use Them Ethically, has helped companies generate over $3 billion in new revenue by turning bold influence tactics into practical, ethical branding strategies. In this episode of Marketer of the Day, Bryan unpack what makes figures like Donald Trump, Taylor Swift, Steve Jobs, Winston Churchill, and Muhammad Ali so unforgettable from a marketing perspective. Bryan explains how Trump's rise is a masterclass in branding, attention, and message simplicity, and how business owners can apply those same principles without the divisiveness. You'll hear how concepts like binary messaging, narrative shortcuts, symbols, memes, and manufactured villains work psychologically, and how they translate into powerful, memorable brand positioning. Bryan also dives into the idea of the attention economy, why simple, repeatable messages win over complex explanations, and how letting your audience “fill in the blanks” can make your brand feel more personally relevant. From “Make America Great Again” to “Just Do It,” he breaks down why the best slogans and stories stick, and how small businesses can create their own clear, consistent, and emotionally charged messaging that cuts through the clutter. In the second half, the conversation shifts to ideation and AI as a practical toolkit for entrepreneurs. Bryan reveals how he used his 50 influence principles with AI to generate hundreds of strategic ideas for brands and institutions like Harvard, NPR, Disney, Planned Parenthood, and Oreo, and how you can do the same for your business, nonprofit, or career. Instead of using AI just to “polish emails,” he shows you how to use it as a brainstorming partner to spark new campaigns, positioning angles, and growth strategies, even when you feel stuck or resource-constrained. https://youtu.be/RSOO3-lOuJ0?si=u7aN_zQXFqC6n9g- If you've ever felt frustrated that your brand isn't getting noticed, or you're uncomfortable with the way some high-profile figures gain attention, this episode offers a blueprint for ethical influence. You'll walk away with a new understanding of how bold ideas, clear messages, and AI-powered ideation can help you differentiate your brand, attract the right audience, and generate fresh opportunities, without compromising your values. Quotes: “From a marketing standpoint, you've got to start by building the brand; otherwise nobody's ever heard of you, nobody knows who you are and what you stand for.” “Trump has taken narrative shortcuts; five or six word phrases where the entire story is implicit. He doesn't even have to tell the story; you kind of get it.” “We live in an attention economy: the more information we get as consumers, the more important it is to stand out and gain attention, and attention now is the power.“ Contact Details: Get Started with Growth Engine Today Follow Bryan Mattimore on Facebook and Unlock your Team's Creative Potential Connect with Bryan Mattimore on LinkedIn Join Bryan Mattimore on X Grab a Copy of Trump's Playbook on Amazon

Ben and Tom discuss President Trump looking "very strongly" at Australia's mandatory 12% employer-contribution retirement model as a potential answer to the US entitlement problem, and Apple filing a "thermonuclear" lawsuit alleging that OpenAI systematically poached talent and stole trade secrets in one of Tim Cook's last major moves as CEO — echoing Steve Jobs' 2010 declaration of war against Google over Android.Join our live YouTube stream Monday through Friday at 8:30 AM EST:http://www.youtube.com/@TheMorningMarketBriefingPlease see disclosures:https://www.narwhal.com/disclosure

El viernes pasado Apple presentó ante un tribunal federal de California una demanda contra OpenAI por robo de secretos comerciales. La acusación apunta a dos ex empleados de la compañía de Cupertino, Tang Yew Tan, hoy jefe de hardware de OpenAI y antiguo vicepresidente de diseño del iPhone y el Apple Watch, y Chang Liu, ingeniero eléctrico que pasó más de ocho años en Apple antes de marcharse en enero de este año. Ambos habrían orquestado un plan coordinado para sustraer información confidencial destinada a la incursión de OpenAI en el hardware de consumo. Apple no reprocha que OpenAI fiche a sus ingenieros, algo que es legal, sino que estos se llevaran archivos, planos y piezas físicas. Según la demanda, Tan convertía las entrevistas de trabajo en sesiones de extracción de datos, mencionaba proyectos secretos por su nombre en clave y pedía a los candidatos presentaciones técnicas detalladas e incluso piezas reales de Apple, baterías y placas. Uno de los aspirantes confesó que ignoraba que ese material pudiera sacarse del laboratorio. Liu no devolvió su portátil al marcharse de Apple y aprovechó una vulnerabilidad para seguir accediendo a la nube interna mientras ya cobraba de OpenAI, algo que celebró por escrito entre risas. Apple habla también de un manual de evasión que enseñaba a los empleados que se iban a esquivar los controles de seguridad. Más de 400 antiguos trabajadores de Apple están hoy en OpenAI, un éxodo de dimensiones bíblicas. El hecho es que Apple y OpenAI son socios desde 2024 cuando anunciaron la integración de ChatGPT en Siri. El idilio no duró mucho, se torció cuando OpenAI compró io Products, la startup de Jony Ive, por 6.500 millones de dólares. La verdadera razón de la demanda es que OpenAI prepara una nueva clase de dispositivo que aspira a enterrar al teléfono, no a competir con él. Esto inevitablemente recuerda a 2010, cuando Steve Jobs anticipó una guerra termonuclear contra Android por considerarlo un producto robado. La cuestión es que Apple ha sido acusada tantas veces de apropiarse de ideas ajenas que a muchos les resulta sorprendente que el ladrón se rasgue las vestiduras de un modo tan ruidoso. Pero Apple no está en su mejor momento, se ha demostrado incapaz de desarrollar una IA propia y tiene que depender de otros, ahora de ChatGPT y en el futuro del Gemini de Google. La demanda llega en el peor momento para OpenAI que libra batallas legales en varios frentes. Un juez desestimó el 15 de junio una demanda similar de xAI, precedente que ahora puede utilizar a su favor. El Estado de Florida denunció a la empresa el mes pasado por su comercialización agresiva entre menores, y persisten los casos por derechos de autor con periódicos y autores. El caso supone además una transición simbólica. La demanda ha sido una de las últimas decisiones de Tim Cook antes de ceder el mando a John Ternus. Cook se despide lanzando un misil contra un socio convertido en rival. Los pleitos pueden entorpecer al enemigo, pero las guerras se ganan con productos, y ahí Apple lleva tiempo tropezando frente a quien no quiere un teléfono mejor, sino un mundo donde el teléfono ya no haga falta. En La ContraRéplica: 0:00 Introducción 3:40 Apple contra ChatGPT 32:51 Comodidad y propiedad 36:46 Empresas contra el consumidor 44:49 Volverá el soporte físico · Canal de Telegram: https://t.me/lacontracronica · “Contra el pesimismo”… https://amzn.to/4m1RX2R · “Hispanos. Breve historia de los pueblos de habla hispana”… https://amzn.to/428js1G · “La ContraHistoria del comunismo”… https://amzn.to/39QP2KE · “La ContraHistoria de España. Auge, caída y vuelta a empezar de un país en 28 episodios”… https://amzn.to/3kXcZ6i · “Contra la Revolución Francesa”… https://amzn.to/4aF0LpZ · “Lutero, Calvino y Trento, la Reforma que no fue”… https://amzn.to/3shKOlK Apoya La Contra en: · Patreon... https://www.patreon.com/diazvillanueva · iVoox... https://www.ivoox.com/podcast-contracronica_sq_f1267769_1.html · Paypal... https://www.paypal.me/diazvillanueva Sígueme en: · Web... https://diazvillanueva.com · Twitter... https://twitter.com/diazvillanueva · Facebook... https://www.facebook.com/fernandodiazvillanueva1/ · Instagram... https://www.instagram.com/diazvillanueva · Linkedin… https://www.linkedin.com/in/fernando-d%C3%ADaz-villanueva-7303865/ · Flickr... https://www.flickr.com/photos/147276463@N05/?/ · Pinterest... https://www.pinterest.com/fernandodiazvillanueva Encuentra mis libros en: · Amazon... https://www.amazon.es/Fernando-Diaz-Villanueva/e/B00J2ASBXM #FernandoDiazVillanueva #apple #chatgpt Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

“If you are working on something exciting that you really care about, you don't have to be pushed. The vision pulls you,” Steve Jobs once said. Creating such a forward momentum is a key benefit that a product vision should offer. Unfortunately, I've seen many visions that failed to move people. In this episode, I explain how you can create a truly inspirational vision that engages and motivates people.

Welcome to This Week in Autistic Culture!This week marks the beginning of a new chapter for the Autistic Culture Podcast Network as our weekly roundup evolves into a Sunday magazine podcast and newsletter that explores the stories, conversations, and ideas shaping Autistic culture.This week we're discussing the FIFA World Cup, Taylor Swift, SZA's autism diagnosis, the latest developments in autism research, and, of course, bringing you another fantastic week of podcasts from across the network.

On this week's episode of The MacRumors Show, we discuss the high-end of Apple's increasingly tangled MacBook lineup, including the entry-level MacBook Pro, the redesigned high-end models, and the rumored “MacBook Ultra."1:39 Why Apple Is Skipping M6 Pro and M6 Max4:01 MacBook Ultra Timing and First-Generation Problems6:00 How MacBook Pro and MacBook Ultra Could Coexist9:59 Sponsor: Claude11:20 Untangling Apple's Upcoming MacBook Lineup12:47 Which MacBook Models Are Worth Waiting For?18:00 The MacBook Pro Redesign and Dynamic Island23:10 Could MacBook Ultra Replace High-End MacBook Pros?28:18 What Is a Touchscreen Mac Actually For?30:08 Samsung's New Foldable and Apple's iPhone Ultra33:03 MacBook Ultra Pricing, Features, and Dream Apple DevicesApple's chip roadmap for the Mac is reportedly set to take an unusual turn over the next year. The company is said to be skipping the M6 Pro and M6 Max entirely, jumping from the M5 generation straight to the M7 for its high-end laptops. A standard M6 chip will still arrive this year in an entry-level ‌MacBook Pro‌, but there will apparently be no Pro or Max variant in that family.As a result, Apple's first high-end OLED laptop will use the existing M5 Pro and M5 Max chips rather than newer silicon. First-generation buyers would therefore be paying a premium for a redesigned machine featuring the same processors already found in the current ‌MacBook Pro‌, with M7 Pro and M7 Max models expected to follow in the second half of 2027.The launch window remains fluid. The device was long expected to arrive in late 2026, but memory chip constraints and Apple's recent price increases have pushed it toward early 2027. A second-generation model with M7 chips is already planned for late 2027, meaning the first Ultra could remain on sale for a relatively short window.The overlapping releases make for a crowded and confusing roadmap. Across roughly a year, Apple is expected to ship a base M6 ‌MacBook Pro‌, a redesigned base M7 model in the first half of 2027, two M5 Pro and M5 Max MacBook Ultramodels, their eventual M7 Pro and M7 Max successors, and perhaps new high-end ‌MacBook Pro‌ models with the M7 Pro and M7 Max. Notably, the entry-level M7 model is set to get the new design first, ahead of the pricier high-end ‌MacBook Pro‌ models.The headline changes are reserved for the top-tier "Ultra" model. It is expected to be the first Mac with an OLED display, using the same hybrid tandem ‌OLED‌ technology as the iPad Pro, along with the first touchscreen on a Mac, a Dynamic Island in place of the notch, and a thinner chassis. Both 14-inch and 16-inch sizes are expected. Built-in cellular connectivity for the first time on a Mac is also rumored.Apple is reportedly positioning touch as “touch-friendly, not touch-first," letting users move between touch, trackpad, and keyboard rather than treating the Mac like an iPad. That marks a reversal for a company that long resisted the idea. Steve Jobs argued in 2010 that vertical touchscreens cause arm fatigue, and as recently as 2021 hardware chief John Ternus said the Mac was "totally optimized for indirect input."Signs of the shift are already visible in macOS 27 Golden Gate, which adds direct touch control to Sidecar, so users can tap and interact with macOS elements using a finger on an ‌iPad‌. A reinforced hinge is also expected, so the display does not wobble when tapped. Pricing is likely to be steep. Apple raised prices across the Mac lineup in June, and the current 14-inch ‌MacBook Pro‌ now starts at $1,999, rising to $2,499 with the M5 Pro chip and $4,099 for an M5 Max. The 16-inch M5 Max reaches $4,399, and a fully specced configuration already exceeds $10,000. The high-end ‌OLED‌ model is expected to start higher still.Ready to tackle bigger problems? Get started with Claude today at — https://www.Claude.ai/mac

In 2001, with Apple struggling and its stock tanking, Steve Jobs told his board and executive team they were opening retail stores. Every person in the room thought he was crazy. In this episode of DarrenDaily On-Demand, Darren Hardy uses that lonely decision to expose what really separates a visionary founder from a great CEO. Drawing on Michael Porter, Best Buy's Hubert Joly, and Tim Cook's own definition of the role, Darren breaks down the four jobs of a CEO, strategy, leadership team, culture, and capital allocation, and reveals the one most entrepreneurs are weakest at. Get more personal mentoring from Darren each day. Go to DarrenDaily at http://darrendaily.com/join to learn more.

"If all you're trying to do is inform, you're not going to pull it off. You have to entertain your audience."Great presentations don't just share information—they create connection. As Apple's former Chief Evangelist and Canva's co-founder, Guy Kawasaki has spent decades helping people communicate ideas that inspire action. In this episode of Think Fast, Talk Smart, Kawasaki joins Matt Abrahams to share practical strategies for crafting compelling presentations, building better slide decks, and using storytelling to keep audiences engaged. From investor pitches to keynote speeches, he explains why the best communicators don't just inform—they captivate.Key Takeaways:Pitch to keep the conversation going. The goal of a pitch isn't to close the deal—it's to earn the next conversation.Keep it simple and audience-focused. Engage people with clear stories, concise visuals, and a message built around what they care about.Activity:Choose an idea, project, or product you frequently explain. Challenge yourself to describe it in 30 seconds, focusing only on the problem you solve and why it matters to your audience. Then ask someone if they can clearly explain it back to you. Revise your pitch until they can.Episode Reference Links:Guy KawasakiGuy's Book: Think RemarkableEp.82 It's Not About You: Why Effective Communicators Put Others FirstEp.47 Quick Thinks: How to Use Storytelling to Be a Better FounderConnect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (01:29) - Being a Great Evangelist (02:51) - Why Stories Move People (04:15) - Entertain Before You Inform (06:36) - The Goal of a Pitch (09:56) - Evolve Every Pitch (12:42) - The 10-20-30 Rule (15:57) - Better Slides, Better Presentations (16:39) - Lessons from Podcasting (18:09) - The Final Three Questions (22:20) - Conclusion ********Thank you to our sponsors.  These partnerships support the ongoing production of the podcast, allowing us to bring it to you at no cost.Most Work Platforms Help People Communicate.  Some help you organize, but Zoom turns conversations into outcomes. Try Zoom Mate today

Lesley Logan and Brad Crowell recap the conversation with Julian Barnes, co-founder and CEO of the BFS Network and a leading voice on boutique fitness market data. They unpack what his numbers-first view of the Pilates business reveals about pricing, client commitment, and the confidence it takes to run a profitable studio. With twenty plus years guiding studio founders, Julian brings hard data to the soft topics most owners avoid. If you have any questions about this episode or want to get some of the resources we mentioned, head over to LesleyLogan.co/podcast https://lesleylogan.co/podcast/. If you have any comments or questions about the Be It pod shoot us a message at beit@lesleylogan.co mailto:beit@lesleylogan.co. And as always, if you're enjoying the show please share it with someone who you think would enjoy it as well. It is your continued support that will help us continue to help others. Thank you so much! Never miss another show by subscribing at LesleyLogan.co/subscribe https://lesleylogan.co/podcast/#follow-subscribe-free.In this episode you will learn about:What it really means to sell the transformation not the process.How to help clients see the cost as an investment.Where courage and conviction change who becomes your client.Signs the Pilates bubble is bursting and what survives it.Stepping into your authority so clients commit and get results.Episode References/Links:OPC Membership - opc.me/beiteLevate Waitlist - xxll.co/waiitlisteLevate Replays - lesleylogan.co/elevateOPC Summer Tour (Powered by Balanced Body) - https://opc.me.tourOPC Flashcards - https://opc.me/flashcardsOPC Pilates Posters - https://opc.me/postersEp. 697 ft. Adrian Starks - https://beitpod.com/ep697Ep. 698 Adrian Stark Recap - https://beitpod.com/ep698Ep. 53 ft. Launa Jae - https://beitpod.com/ep53If I Die by Christopher S Lombardi - https://a.co/d/0eorMLTNFree Will - https://www.freewill.comBIPOC Resources - https://mhanational.org/bipoc-mental-healthSubmit your wins or questions - https://beitpod.com/questions If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/BITYSIDEALS! DEALS! DEALS! DEALS! https://onlinepilatesclasses.com/memberships/perks/#equipmentCheck out all our Preferred Vendors & Special Deals from Clair Sparrow, Sensate, Lyfefuel BeeKeeper's Naturals, Sauna Space, HigherDose, AG1 and ToeSox https://onlinepilatesclasses.com/memberships/perks/#equipmentBe in the know with all the workshops at OPC https://workshops.onlinepilatesclasses.com/lp-workshop-waitlistBe It Till You See It Podcast Survey https://pod.lesleylogan.co/be-it-podcasts-surveyBe a part of Lesley's Pilates Mentorship https://lesleylogan.co/elevate/FREE Ditching Busy Webinar https://ditchingbusy.com/Resources:Watch the Be It Till You See It podcast on YouTube! https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gLesley Logan website https://lesleylogan.co/Be It Till You See It Podcast https://lesleylogan.co/podcast/Online Pilates Classes by Lesley Logan https://onlinepilatesclasses.com/Online Pilates Classes by Lesley Logan on YouTube https://www.youtube.com/channel/UCjogqXLnfyhS5VlU4rdzlnQProfitable Pilates https://profitablepilates.com/about/Follow Us on Social Media:Instagram https://www.instagram.com/lesley.logan/The Be It Till You See It Podcast YouTube channel https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gFacebook https://www.facebook.com/llogan.pilatesLinkedIn https://www.linkedin.com/in/lesley-logan/The OPC YouTube Channel https://www.youtube.com/@OnlinePilatesClasses Episode Transcript:Lesley Logan 0:00  You have to understand that if people are making decisions based on cost, they will always do that. You have to bring it back to the investment of the transformation they want to have, and how badly do they want to have that. Lesley Logan 0:13  Welcome to the Be It Till You See It podcast where we talk about taking messy action, knowing that perfect is boring. I'm Lesley Logan, Pilates instructor and fitness business coach. I've trained thousands of people around the world and the number one thing I see stopping people from achieving anything is self-doubt. My friends, action brings clarity and it's the antidote to fear. Each week, my guest will bring bold, executable, intrinsic and targeted steps that you can use to put yourself first and Be It Till You See It. It's a practice, not a perfect. Let's get started. Lesley Logan 0:55  Welcome back to the Be It Till You See It interview recap on my coast in life. Brad and I are going to dig into the enlightening convo I had with Julian Barnes in our last episode. If you haven't yet listened to that interview, this will make a lot of no sense, because it was a different type of interview. It wasn't really an interview of what Julian does, it wasn't really a Be It Till You See It, it was very much a "let's talk about the Pilates industry." Brad Crowell 1:17  Yeah, it was an industry debrief. Lesley Logan 1:18  An industry debrief, and so. Brad Crowell 1:20  It was kind of cool, actually.Lesley Logan 1:22  Yeah, and I also, coming off of the recap of Adrian Starks, it made me even more aware of our purpose when it comes to Pilates business coaching. Because I don't know if Julian asked me this when we were on camera or off, but he was like, "You like helping these small studios?" And I was like, "Because that's what accessibility is." There's got to be different types of Pilates studios, because people need different things, and everyone shouldn't be in a 14-person class.Brad Crowell 1:48  Yeah.Lesley Logan 1:49  So, anyways, it's a really... if you are a Pilates instructor, or you have one, then they need to listen to both these episodes. After you listen to the amazing announcement of today, the holiday and the charity, and the other things, if you want to go off to an FYF or something else, I won't be offended. If you like the sound of this voice and you want to keep supporting it, and Brad, just the voice.Brad Crowell 2:12  Just the voice.Lesley Logan 2:13  You should be an OPC member. OPC is not for people who are obsessed with Pilates, I mean, it is, but it's really for people who just want easy access to real Pilates, and then a safe place to be imperfect, and to be themselves, and to be supported, and to be like, "It's okay if you missed a week, you're welcome back. We're all here for you." And if so, "Oh, you recover from injury. Oh, I had that one. Here are these things." It's where you get community support, and you're not alone. So, go to opc.me/40Brad Crowell 2:39  Yeah, actually, we got a new link for you. It's opc.me/beitLesley Logan 2:43  opc.me/beitBrad Crowell 2:45  B-E-I-TLesley Logan 2:47  B-E-I-T. I'm still waiting for my "just be it" things, given that everyone can distill people's shit around here. Why can't I just have "just be it"?Brad Crowell 2:59  I love that.Lesley Logan 3:01  It's okay, but we have "be it," and you can be it too, and you can be an OPC member while you're being it. I promise, I promise it helps. Today is July 9, 2026, and it's International Emergency Kit Day.Brad Crowell 3:13  That's right. It's Emergency Kit Day, y'all. This is a Boy Scout talking to you right now.Lesley Logan 3:18  Today is a day to raise awareness about being prepared when disaster strikes. An emergency kit, sometimes called a go-bag or disaster bag, is a portable kit that has essentials you and your family need to survive in case of emergency. They are easy to grab when you need to evacuate for whatever reason, usually a natural disaster. This day is a reminder to check your kit or build one today. It will make all the difference when an emergency happens. We have first aid kits, but that's what I thought this was, and it's clearly a go-bag, which we do not have, Brad.Brad Crowell 3:44  Yeah, we don't have. I don't have the movie duffel bag that's like, "Go, go, go," and you grab it on the way out the door, or the baby bag when someone is pregnant and has to run to the hospital, they got a bag ready. We probably could put one of those together. I think that would be wise. Don't let someone sell you a $300 go-bag. Put it together yourself.Lesley Logan 4:07  Just put it together. Just please put it together yourself. Photocopies of things are really great. If you learn anything from the fires of LA, it means you need to have copies of very important documents: birth certificates, passports, but also insurance policies, wills, whatever that is.Brad Crowell 4:24  I should digitize those and just put them.Lesley Logan 4:25  Can we have a digitized go-bag, Brad? Because I gotta be honest, we're gonna have to then remember where it is. Because I thought there's an emergency kit thing, and it was so funny, because you were asked if you had one recently by someone, and you're like, "Oh yeah," and I'm like, "Thank God they asked you, because if they had asked me, I'd be like, 'We don't have one.'"Brad Crowell 4:47  But not only that, if you have an emergency kit, go through it, because when was the last time you had it, or opened it, or used it? I went through ours, I don't know, six or 12 months ago, and I pulled everything out, and all the Band-Aids, the stickiness of the Band-Aids was just gone.Lesley Logan 5:03  Not sticky.Brad Crowell 5:04  Yeah, so I was like, "Oh wow, yeah, all this expired in 2005." So I got rid of all that and replaced everything. And then sure enough, somebody asked us, "Hey, do you have an emergency kit?" And I was like, "Yes," and I can stand by that everything is ready for you here. Yeah.Lesley Logan 5:23  And it's really funny because we actually have a really massive emergency kit in the bathroom by our studio in the house, and I was looking for Band-Aids in the bathroom that I get ready in every day. And then I was cleaning things up and getting ready for people to show up, and there's this massive Brad kit, and I was like, "Oh, we have a massive emergency kit," and I opened it up. No Band-Aids. Zero Band-Aids. That has not been updated. I'm like, clearly this is not a real studio, because. So go check your emergency kits, go create a digitized go-bag, because. Brad Crowell 5:56  We want a digitized go-bag, and then maybe a real one that's like, if you got to run out the door and you need a change of clothes or some shoes or something. This is notLesley Logan 6:02  This is not what the holiday is, what the holiday is, but there's that If I Die book. Have you seen this? I got asked for it on my Instagram. It's called If I Die or When I Die, and it's all these important things, and we should really fill that out.Brad Crowell 6:16  Everything You Need to Know Journal. If I Die.Lesley Logan 6:20  Brad's gonna find a digital one.Brad Crowell 6:21  I found it already. Yeah, well, this is a book, actually, by Christopher Lombardi. Collect all the information your loved ones will need to know at a difficult time. And he said, "When my father passed away, I wish I had such a book."Lesley Logan 6:35  Yeah, well, that's interesting. It's a little too much adulting for me in one day, but I like the idea of it.Brad Crowell 6:40  Yeah, there's also When I Die planners with pockets.Lesley Logan 6:44  Pocket.Brad Crowell 6:44  Yeah, that has little pockets in it.Lesley Logan 6:46  Oh, for things like my card, I have a card in Brad's office attached to the refrigerator from when my dad dies, a number to call for them to cremate him.Brad Crowell 6:54  Yeah.Lesley Logan 6:54  I know where the card is.Brad Crowell 6:56  I mean, there's even Reddit arguments about this: I made an "If I die" packet for my husband. My family is now calling me morbid for this effort. I think it's smart.Lesley Logan 7:05  It's incredibly smart, and it's not morbid. And you are gonna be... here's the thing, we talked about grief two weeks ago, had nothing to do with people, but we're just gonna bring it back up, when someone is dealing with the loss of a loved one, the last thing you need to figure out is the fucking password to your shit.Brad Crowell 7:22  Yeah.Lesley Logan 7:23  Don't do that to people. I'm watching The Pit, and that is a trap. You don't want to be dealing with that, plus what is their insurance? All that stuff. No, no, don't do that to people. And as I say this, Brad and I are hypocrites, because we have yet to sit down and do our fucking thing that his parents asked us to do three times, which is the DNR and the will thing, and all that stuff. So.Brad Crowell 7:48  There's a, we talked about this before, there's an organization called Free Will. Make your free will online.Lesley Logan 7:54  Okay, well. Brad Crowell 7:57  freewill.comLesley Logan 7:57  Well, this day just turned into a very helpful day, and my ADHD is really overwhelmed. Upcoming travel and events, you guys, eLevate 2027 is full, sold out, can't take another body, but you can join us today.Brad Crowell 8:13  You can join us today.Lesley Logan 8:17  At 1pm Pacific time.Brad Crowell 8:19  Is that 1pm? Lesley Logan 8:20  Yeah. Brad Crowell 8:20  I'm glad you know that.Lesley Logan 8:21  It's at 1 p.m. to learn about 2028 Elevate, and if you're like, "Well, Lesley, thanks, I'm going back to this on a different date," there's probably a replay up.Brad Crowell 8:31  Yeah, there'll be a replay. We'll put the replay up on the Elevate page, I'm sure.Lesley Logan 8:35  Go to xxll.co/waitlist, and if you missed it. Brad Crowell 8:40  Then go to lesleylogan.co/elevate and that's where the replay will be.Lesley Logan 8:45  Yeah, summer tour is really close, a few weeks away.Brad Crowell 8:49  OPC Summer TourLesley Logan 8:50  Yeah. Brad Crowell 8:50  Come join us in real life, I'm very excited.Lesley Logan 8:52  How many cities are we going to?Brad Crowell 8:53  13 or 14Lesley Logan 8:54  It's the reason we're recording prior to the announcement, so we don't know, but what I can say is it's probably mostly sold out, so you want to go to OPC. I can confidently say that.Brad Crowell 9:04  Yeah, I mean, we're getting close to.Lesley Logan 9:07  Well, because these are not conventions, these are literal pop-ups. These are small studios, we're talking small classes and workshops, and we do that so instead of having 50 people in a workshop, there's 25 and you can actually get to talk to me, and we get to take pictures, and we get to nerd out on Pilates. And the workshops are only 90 minutes. You don't have to take a whole day off, you can just take a part of a day off, and you get to be with other people. And Balanced Body is sponsoring our tour again, and so we'll have the Contrology equipment with us, plus some really fun prizes. So, opc.me/tour.Brad Crowell 9:41  opc.me/tour come join us.Lesley Logan 9:43  If you're new here.Brad Crowell 9:45  If you're new here.Lesley Logan 9:46  I make flashcards with Pilates exercises, and they have QR codes that take you to videos, and they have the setup and action on the back, and they have really cool tips that I gave you that are my words based on these things. If you like the way that I talk about Pilates, they're right there. And they've been edited by a contemporary trained teacher with contemporary women, and they've been edited by someone who's never done any of the stuff before. Shout out to the spine corrector, because after that, she wanted to buy one. So that's how good that deck is. So, go to opc.me/flashcards.Brad Crowell 10:12  Yeah, opc.me/flashcardsLesley Logan 10:15  And if you have the flashcards, do you know that we have posters, and you can get our posters at opc.me/posters? And you want to know something fun about the posters: we make no money on them. However, the shipping, because they're printed on demand, the shipping is cheaper because it's usually shipping to near you versus the flashcards, which come from us. By the way, my Aussies and my Canadians, we have distributors on the flashcards, so just reach out to us if shipping shocked the hell out of you. We have distributors in Australia and Canada.Brad Crowell 10:44  Yeah, awesome. Well, we used to do a question answer session here, but we're going to skip that. We've moved all the live Q&As over to YouTube for Sunday morning at 9 a.m. Pacific, and we shifted our focus here because we really like celebrating good works that other people are doing, and sharing about it with you all. Lesley Logan 11:06  Being more aware about things, just the different things that exist out there, and the different ways we can support things that might be of interest. And so July is actually an awareness month of a lot of awarenesses. So when I looked up July month.Brad Crowell 11:22  It's a month of awarenesses.Lesley Logan 11:23  Yeah, one of the things that July is an awareness month about is the ADA laws, and it's like a Disability Pride Awareness Month. It's also an awareness month of mental health awareness for minority communities.Brad Crowell 11:36  ADA for non-Americans, it's the Americans with Disabilities Act, ADA. So, yeah, and that was a big fight that started in California many years back.Lesley Logan 11:45  Yes, I learned a lot about it. It's very impressive. Yeah, and so anyways, I wanted to highlight the mental health awareness for minority communities on today's episode, because last time we did a recap, we actually did talk about mental health, and I just thought it would be a perfect time to bring that up. This charity is Mental Health America, and they actually have a lot of information and support for BIPOC mental health specifically. And if you go to mhanational.org, they actually have a whole section, because they do have a lot of support for the BIPOC community. Culture, ethnicity, and race all play a large role in the way that each person experiences the world and the types of mental health support that they may need. MHA's online BIPOC Mental Health Resource Center offers a wealth of information and tools to bring light to the unique experiences of Black, Indigenous, and people of color communities and empower and uplift BIPOC individuals on their mental health journeys. And I just thought that this is a really cool resource in case you need it, or there's someone that you know who needs it. Because the reality is, is that if you have had a different experience in this world, having a therapist or someone who can understand that is important, and it's key. And I just think that, how cool that there are people who are making sure that resource is easy to find. They'll have blog posts, but they actually have a whole resource page where you can find someone and find some help near you, especially with the shit going on in the world right now. Specifically in the US, I know we have a lot of international listeners, but they just fucked with the Voting Rights Act one more time.Brad Crowell 13:15  Yeah.Lesley Logan 13:16  And we are back to Jim Crow era shit, and it sucks, because the answer to all this is that we all have to vote in November in a way that tells them to fuck off, but also, people of color have been trying to do that for a really long time. You and I were listening to what's his name, that amazing senator from Georgia, who's a reverend, and he's like, "I lived my whole life under that act, and now my children have to fight..."Brad Crowell 13:44  Raphael WarnockLesley Logan 13:45  Raphael Warnock. "My children have to fight for their rights," and I just...Brad Crowell 13:50  Yeah, I mean, it's.Lesley Logan 13:51  Top of life.Brad Crowell 13:52  It's fascinating to hear him talk about that, where he's like, you know, I don't know how old he is, but he's an adult, he's a senator, he's been a pastor for a long time. He has two kids who are younger than 10 years old, and he said, "For me, because of the changes that happened in the '60s, I actually grew up in a more equitable time that allowed me to become a senator as a person of color," and he said, "Unfortunately, my kids are not going to have that."Lesley Logan 14:23  And what they're doing in Tennessee, where they just literally got rid of the one Black Congress person, just terrible stuff. And that's all just... even if you're like, "Well, that's politics," well, politics affects life, and on top of that, if your job and all these different things just becomes really heavy, we need to make mental health support seem like the same thing as you're gonna go get new toothpaste, or you get your things done, like you go to the dentist for cleaning twice a year, we go three. Mental health support needs to be as routine and normal as all of that, and also if you're BIPOC community, I think it's important that you have people who understand what you're going through, because it is different.Brad Crowell 15:05  Yeah.Lesley Logan 15:05  And you're not alone. So, hopefully, mhanational.org resource helps you. If not, and there are other ones out there that you want us to highlight, please send it in. We would love to do that. We'd love to use the platform to do that to help people who need that.Brad Crowell 15:19  Yeah, so leave us a voicemail, 310-905-5534, or you can also share your wins for our Friday pod at beitpod.com/questions. Brad Crowell 15:31  Let's talk about Julian Barnes. Julian is the co-founder and CEO of the BFS Network, the company behind the most comprehensive market research in the boutique fitness industry. He spent 20-plus years helping fitness and wellness businesses build the structure and strategy they need to grow, and he works directly with CEOs and founders of multi-location studios across the country. He brings a data-driven, numbers-first perspective to the work of building a profitable studio.Lesley Logan 15:59  Yeah.Brad Crowell 16:00  And it's really interesting too, because I mean, his background is law, and then he... I don't remember exactly how he got into fitness, but. Lesley Logan 16:07  He told the whole story. It's very weird how he got into it, but. Brad Crowell 16:10  He told us his story, but it wasn't, it was when we were.. we were talking about.Lesley Logan 16:15  Oh, sorry guys, it was definitely at dinner, but it was like, "Oh, he was helping this out, then he did this thing, there was his trainer." It's really kind of cool. Too bad that that's not on the pod, because it doesn't matter, because that was not what he wanted to talk about. But it really went along with Adrian Starks's finding your purpose kind of a thing. So, at any rate, just know that Julian is the evidence of doing that. If you listened two weeks ago, you know, it's interesting, because a lot of people think that studios are only studios if they have multiple teachers and group classes and things like that, and I think.Brad Crowell 16:47  Maybe the word "legitimate studio," right? Because they are still obviously a studio, a real studio, or whatever.Lesley Logan 16:55  But you and I see a studio as anything where a teacher is teaching in, and that studio could be a one-person show.Brad Crowell 17:03  Yeah.Lesley Logan 17:04  And that person can teach small groups and groups and things like that. And so it was interesting to hear the different ways that, in air quotes, legitimate studios are doing things, the numbers they have. But on the non-data side, one of the things I love that he said was there's no transformation without the transaction, and this is really important, because for any business owner who is listening to this, people don't buy your process. I'll just be really honest with you, please don't tell them your process, no one cares. But they cannot get the transformation they want to have, the goal they want to achieve, without paying you the investment of what that is, that's just part of the deal. If they want to have better posture.Brad Crowell 17:45  There's no transformation without the transaction, yes, but let's, before we go further on that, can we take a step back? What do you mean specifically? What's an example of "don't sell the process"? Because how are people actually making a mistake with that? Lesley Logan 18:02  What does thatlook like? They're saying, "We have classes on three days a week at 10 a.m. and your package of six sessions allows you to come two times a week." That's selling the process, right? "You come three days a week at 10 a.m." or "Mat classes are at 6 o'clock" or "At our studio, we have mat, semi-private, and private sessions on the Cadillac Tower." All of that's process. It's overwhelming information. It's words that they don't want to hear.Brad Crowell 18:30  It doesn't even mean anything to them.Lesley Logan 18:31  Even if they know what most of that stuff is. That's not what they actually care about. They care that you understand the problem that they have and where they want to grow, and that you are excited and a trustworthy person for that, and I think where a lot of people. Brad Crowell 18:50  And that's what they will pay for.Lesley Logan 18:51  Yeah, as well. Yoga Works doesn't exist anymore, it's a perfect example. Their entire advertising model was "first two weeks free, your first two weeks are free." That's a process, right? They were not selling "get meditated in 14 days or less" or "de-stress from traffic," right? They weren't selling what you were gonna gain from doing the yoga for two weeks, whereas if they had actually talked more about how you would feel when you left the yoga class.Brad Crowell 19:29  Sure.Lesley Logan 19:30  I think more people would take them up on that for two weeks free, because it's like, "Wow, two weeks free, this class must be full." No, they weren't, and they're not in business. But I see this all the time in people posting about their Pilates stuff: "Hey, I've got, I'm opening up two spots on Mondays and Wednesdays." Unless someone already trusts you, that's unhelpful. Launa Jae, who's been on our show, has done this really well: "Hey, I'm opening in two weeks, I'm moving four spots for women over 40 who are tired of yo-yo dieting, and they want to actually make a change that lasts a lifetime."Brad Crowell 20:03  Right.Lesley Logan 20:03  You can hear the difference, right? "I'm accepting four new clients," or "In two weeks I will have four spots available for this type of person."Brad Crowell 20:11  Yeah.Lesley Logan 20:12  That is listing the transformation someone's gonna have. She doesn't say, "And when you sign up, you'll have to do eight weeks of macro counting." No, she's not saying that, because no one wants to do that. That's too much information. Yeah, and then we get this a lot, because people will say, "Pilates is too expensive." People have been saying Pilates is too expensive since it was fucking cheap. People have been saying Pilates is too expensive since I started teaching, and people weren't even charging $1 a minute, right, for a private session. But you have to understand that if people are making decisions based on cost, they will always do that. You have to bring it back to the investment of the transformation they want to have, and how badly do they want to have that? Brad Crowell 20:51  Yeah, that's the shift.Lesley Logan 20:52  Some people don't actually want to pay the investment that the transformation would cost, so those people will always be looking for a deal, constantly frustrated. They're the ones who are buying this silly tool this week, and the next thing over here, they're bouncing around. But there are people when, if you reframe it to the investment for what you want to achieve, as Julian said, the investment you want to achieve for your desired goal is going to be one of time and money, right? So you change the word to investment, and then in doing that, you're going to shift the mindset from cost to investment, right? Which is a really good shift you want to make in someone's brain, because they invest in things all day long. They invest time in scrolling on their Instagram, they invest time in being in traffic, they invest time on a lot of different things. So, how can we shift the investment of time and money to something that actually works for them? When I was teaching mat classes only, and I was trying to get people in them, I would say, "Stop spending time in traffic, spend that hour in Pilates and get home in 20 minutes after,"Brad Crowell 21:54  Right.Lesley Logan 21:54  So I had people literally come to my mat class two nights a week that I had it, and they loved it, because instead of sitting in traffic for 90 minutes, they did an hour of Pilates, and then it takes them 25 minutes to get home, same amount of time, but they actually got a transformation to go with it. So really shifting that mindset. And then when people do ask for discounts, you have to have some confidence in the product that you have. I keep telling our agency members, "You need to have courage and conviction in what you do," and that also means telling people how they have to be to be a client of yours. My trainer has so much courage and conviction, she is like, "You cannot be a client of mine if you can't commit to this many times." Yeah, and I really do think that if a lot more Pilates instructors said that, yes, they might have fewer clients in the beginning, but I actually think they would have more later, because the transformation of their clients that they're getting would get them more clients.Brad Crowell 22:44  Yeah, I think this is a perfect transition into what I was hoping to talk about, which is... there was a moment where he was talking about Steve Jobs and the iPhone, right? And he's like, he wasn't like, "Hey, do you think it'd be cool if maybe you guys might want..." none of that. It was like, "Hey, check out this amazing tool that we built that's gonna change your lifeLesley Logan 23:07  Yeah.Brad Crowell 23:07  radically," right? And he said, so he was talking about confidence, right? And there's a difference between polling your audience and getting feedback, and how do you present the thing that you sell or do, right?Lesley Logan 23:21  Absolutely certain that there were NDAs signed of people who were looking at the iPhone before we got it. Brad Crowell 23:27  Yeah, but Julian pointed out that you have to be confident enough that the universe will present you what you need when you need it, riht? Lesley Logan 23:35  Yeah.Brad Crowell 23:36  And that is a scary thing. That is the "leap and the net will appear" kind of approach, right? And obviously, that's definitely something that gets severely tested, and Julian acknowledged that, for sure, especially when you have financial needs, and the wrong clients are coming through your door, but saying... y'all were talking about clients, and the clients that will stay with you for the long haul or not, right? And it's always a scramble at first, like we'll take anybody who comes in the door, but what if our messaging, like we were just talking about, was attracting the correct person who we want to serve and is excited to get the transformation? Yeah, they're going to stay with you way, way longer. And I am... I don't know if you picked up on it if you listened to the interview, but I was so proud because we had a bunch of agency members fill out his big questionnaire, and he compared agency members' stats against the industry stats. And what he said was that agency members retain their clients longer. Yeah, and I was really, really excited to hear that.Lesley Logan 24:49  Yeah and it's because our Agency members, even their process to become a client of theirs sets them up so that they're not getting these crazy wackos that just want to bounce from place to place. They are actually set up to make sure that they are the right client, they're advertised in the right place. One of our members is actually changing her website to being specifically their Pilates studio for women over 40.Brad Crowell 25:15  Cool.Lesley Logan 25:15  Right? Because she's like, "I'm tired of getting calls from 20-year-olds who are comparing me to this other studio over here. That's not what we offer. And even if they can't afford my intro offer, they don't like the classes because they're not for Pilates princesses." And it's like, right. So, there are women who are fucking tired, like, "I want to go to Pilates, but all these Pilates princesses are pictured." And so this client of ours has women over 40 pictured. That's going to matter so much to them, right. And so I am so proud of our agency members. They have solid businesses, and you have a business you can depend on, you're not going off what the trends are. And I really think that right now the Pilates bubble is bursting in several ways. One, Hailey Bieber just announced that too many studios are out there, and they're crappy teachers. Hailey Bieber wrote this. And then The Guardian did an entire article about how people are getting hurt all the time doing Pilates. And here's the thing: if you were doing real Pilates, you could not get hurt if you were actually ready for the exercise that you're doing. Most of the time, people are getting injuries because they're in large group classes that are not on real reformers, and or their teacher was not trained thoroughly enough, and so the teacher's boss is all about how fun the class is and how entertained and how packed the classes are versus the results that they're getting. And I think Julian would back me up on this. Going back to the transformation you want to have and the investment you have to have: I have to get you that transformation, which means you have to show up, but I have to have the teachers that are quality. And so I actually think between the recession that we are all expecting to show up and the fact that people are not going to see the results they want by studios where the people aren't trained fully.Brad Crowell 27:04  Yeah.Lesley Logan 27:05  I do see the pendulum swinging now. How far is it? It's not going to swing that far if you are a solid studio that truly knows what you're doing and why you do it, and you're not begging people to take class for you by offering it for free, but instead you're like, "If you want to participate here, here's how often you have to come, here's the transformation we can provide you, and here's how we do that." You come every other week, I can't get you shit.Brad Crowell 27:26  Yeah, and being real with them. That's where that confidence comes into play, having the confidence to know that the universe will present you what you need when you need it. I remember trying to convince clients, I remember how much time I spent trying to convince clients that we were the right agency for them, or coaching group for them, or web development company for them, or whatever. And it always felt like I'm really good at that, but then we would land a client and they were just the fucking worst client. They never delivered the photos that they said that they had, or they never gave me copy, and so ultimately I'd start this project, we would take a deposit, start the project, and then get stuck, right? Or we would have clients come in, they'd pay us one time for coaching, and then they would never participate, and then they would disappear. And that just felt like such a waste of effort on both our time and theirs.Lesley Logan 28:25  Totally.Brad Crowell 28:26  That time payment didn't feel worth it. It certainly wasn't satisfying. We didn't help them, right? And so.Lesley Logan 28:31  It's also why we've even changed how agency operates now, because it definitely is only attractive to people who are willing to actually do the work.Brad Crowell 28:39  Yeah.Lesley Logan 28:39  You have to do the work. You can't just do calls with me or Brad every quarter and whine and whatever, and then go, "Well, I got this action, I can go make a checklist, and I can feel like I did something new." No, Agency now requires you to ask a lot of questions, put your problem in there, go watch a course, come to an office hour, ask which course to watch, ask what next steps to take, like, you actually have to do the action. And the reason I love that more, even though it's definitely not a sexier sell, is that what we do actually fucking works. I know that, and the people who've listened to us have been with us for years, and when they do the work, it works. Period, end of story. And we recently were at an event, and I saw one of our ex-Agency members who paid because they wanted the transformation, but didn't want to do the work. And then this person would also do the things I said not to do all the time, and then they would come back with a problem. And it's like, "Okay, with the contract you've already signed, there's not a lot I can do, because you made a contract without asking our opinions, and then you signed it." And that person is like, "Yeah, I've just been so overwhelmed, and I'm closing these two studios, I'm doing this, I'm just downsizing a lot." And I just wanted to go, "I fucking told you." Yeah, but here's the thing: I have courage and conviction in how we coach and who we are for, and I know what we can do with people who will do the work. And that means, though, you have to also have courage and conviction in what you offer as a studio. And if that means telling someone, "I actually don't work with clients who are in and out every single week, unless they're gonna do homework, and if you're gonna do homework, it means you have to do it three to four days a week." You have to tell people, "I just don't work with those people, because I don't want to take your money, that's dirty money." Any studio that takes your money and tells you that they can get you what you want, and you're only going to come in once a week or every couple of weeks, is lying to you. If you educate people on that, I'm telling you, you will get a great client. And here's why I can tell you this with my own courage and conviction, with another story: I used to sell a teacher training program for Equinox, and I would always ask people, "Where are you in your research process? Oh, I'm the first person you're talking to? Great, let me explain to you how training programs are not apples to apples. Let me explain to you what it is that you need to be looking for, what questions to be asking." By the way, these are all in my book. "What questions to be asking, what you need to be experiencing, what these things are. When you go and look to other places, I want you asking these questions, because if they don't have answers that work with your life, it does not matter the price, you will be stuck. So I can tell you right now, based on the local programs that I know that exist, we are more expensive on paper, but here's where we solve a lot of those problems. Why don't you go back, do your research, call me back, let's do another thing." I could follow up with them, and there'd be people who say, "You're too expensive, that's too much time, I can't make blah blah blah." And then they would come back and they'd sign up, because they would go do the research, and they would realize that on paper, while we're more expensive, we actually have more things. So you have to have that with people, because if someone's gonna price shop, they're gonna price shop, but I can tell you why. "Oh, well, we're more expensive than them because we're three people, not 12." Hello, educate them. They don't know.Brad Crowell 31:53  Yeah, they don't know. Lesley Logan 31:55  So you're getting resentful of them, but they don't know what they don't know. You have to say.Brad Crowell 31:58  Yeah can also say something like, "Our teachers have 600 hours of certifications under their belt," or something like that.Lesley Logan 32:04  Yeah, when people would do that when we were at the studios, like, "Oh, well, this is more expensive than the Pilates across the street." "Yeah, well, those teachers can only teach on one item, they can only teach on a Reformer, and that's all they're trained on. These are comprehensively trained teachers. These people did at least nine months to a year of training, they spent $8,000-plus, and they have access to all this equipment to get you the goals you want. But if you have to go off of that investment, I get it, go do it over there." Anyways, well, I could keep talking for hours, but we should get to the Be It Action Items, because clearly, I love Julian's data, and I love that we can help people. Knowing what the data is really helps us understand where they are in their business and what they have to focus on. Because you're not going to focus on new clients and retention at the same time. If you have great retention, you don't need new clients.Brad Crowell 32:51  Right.Lesley Logan 32:52  You know, you don't need as many anyways. Okay.Brad Crowell 32:54  Yeah. Well, stick around, we'll be right back. All right. So, finally, let's talk about those Be It Action Items: what bold, executable, intrinsic, or targeted action items can we take away from your conversation with Julian Barnes? He said on client commitment and transformation, Julian said that the first step in the transformation is transforming your daily routine. He emphasized that people need to adopt a new routine, one that says, "I'm coming on Tuesday morning, Thursday after work, and Saturday morning. I'm committed to this change," right? For studio owners, you are more likely to be successful if you present a prescription that gives your client the opportunity to adopt a new routine from day one.Lesley Logan 33:41  Yeah.Brad Crowell 33:41  Right? Like, think about it, if you've got a person coming in the door and you try to get them to make a change, let's say you've had a client for a really long time, and then you try to get them to make a change, do they make the change? Very rarely, right? People get annoyed at change, they get frustrated at change, they like what they like, they like what they have. But if you set that precedent right out of the gate, this is how people get change here.Lesley Logan 34:08  Yes, right, I love that. Well, also, I had a client who was always late, and they'd always apologize, and I had a client before them and after them, and I never gave them more time, and they weren't asking. I said, "Hey, don't apologize to me. This is on you. If you only want a 45-minute session, I have no problem with that. But if you want the full session, you have to ask yourself why you don't feel worthy enough to have a full session so that you can figure out how you have to leave work early. But that's the change you have to make. It has to be based on what you want, it can't be on me." And you know what? She was never late again.Brad Crowell 34:41  Yeah, it's a great example, because what Julian said, which I thought was kind of snuck in there again, he said, "Keep your power."Lesley Logan 34:52  Yeah.Brad Crowell 34:53  Right? We have power. The power is that we are the authority figure, right? And I mean, not in a tyrant kind of a way, but you can say to someone, "This is how it works here, this is how we see people have success here, and this is what we recommend for you."Lesley Logan 35:10  I think we'll just go into my action takeaway, which is like, if you're actively listening to what they have to say, you literally hear what they are, and you use those words, and you connect them to how your services are offered, then you have to step into the authority, because they came to your house.Brad Crowell 35:26  Yeah.Lesley Logan 35:26  If this person came to your house, and you are a "no shoes in the house" person, would you just go, "I guess I'll let them wear shoes"? No, this is a no-shoes house, right? It's a no-shoes house. So, if you are like... I always tell people, take my shoes off, we don't, but you're the person who does, how come you can't be that at the business where you actually are an authority? This is where, I think a lot of people have doubt about the benefits that they can have, because they themselves have forgotten their own practice.Brad Crowell 35:53  Sure.Lesley Logan 35:54  And they themselves have not made any clients actually have consistency, and so they're not actually having the benefits to back up their power. But you have 100 years of Joe Pilates's work working to go off of. So if you are a new teacher, you have 100 years, literally 100 years. This is the year, this year is 100 years that he came to the United States to go off of this, and then you go... I'll give you the advice that I was given, and we'll wrap this up. My first week as a teacher at a studio at Equinox, this teacher said to me, "The best advice they can give you is to get one client and make them your own, like, make them obsessed with you, and you'll have all the clients." And I made those clients obsessed with me, and they did start getting results, results that they weren't getting with their other Pilates instructor, because I got them from... right, because that other Pilates instructor let them come and go. So, please, I was like, "Nope, you have to make up that session you're about to miss next Sunday. I'll see you on Friday. Let's do it. Let's go. I'll make the time." And it's because, one, I need the money, but two, I listened to that advice, and that advice gave me conviction and authority to sit here today and tell you, if you make people be consistent, they get results.Brad Crowell 37:05  Yeah.Lesley Logan 37:06  So be the boss. They came to you.Brad Crowell 37:08  Yeah, they came to you. Don't give away your power.Lesley Logan 37:11  If you need help with that, if you need these pep talks, you should just go to agency.Brad Crowell 37:15  Yeah, this couldn't be an easier segue here. Lesley Logan 37:19  I mean, so profitablepilates.com/agency go there. We have for sure, at the time that we're recording this, one amazing way to work with us. It's quite possible the second way, which is a secret, is available. I'm not sure.Brad Crowell 37:31  It's possible.Lesley Logan 37:32  possible. And if you don't see it, then you book a call with Brad, and you ask him which one is best for you and what's going on there. But we can help you. We can help you.Brad Crowell 37:40  We can certainly support you with these things.Lesley Logan 37:42  Yep.Brad Crowell 37:42  And you can keep your clients longer, too.Lesley Logan 37:44  Yeah, you get all the benefits that our clients get.Brad Crowell 37:47  Yeah.Lesley Logan 37:47  And also, guess what? You get a predictable, boring business, which is so nice. Go be entertained by your streamers, not by your business. Okay, life's stressful enough. I don't need an up and down on my business to be what's going on, what I'm going my vibes off of. Okay, I'm Lesley Logan.Brad Crowell 38:04  And I'm Brad Crowell.Lesley Logan 38:05  Thank you so much. I hope this was fun. It was an interesting deep dive into the industry, and Julian, his company does some really great work that is on the data. So, BFS is the company. We'll put the links in the show notes. Share this with a Pilates instructor friend who needs to hear it.Brad Crowell 38:21  Yeah.Lesley Logan 38:22  And until next time, Be It Till You See It.Brad Crowell 38:24  Bye for now.Lesley Logan 38:26  That's all I got for this episode of the Be It Till You See It Podcast. One thing that would help both myself and future listeners is for you to rate the show and leave a review and follow or subscribe for free wherever you listen to your podcast. Also, make sure to introduce yourself over at the Be It Pod on Instagram. I would love to know more about you. Share this episode with whoever you think needs to hear it. Help us and others Be It Till You See It. Have an awesome day. Be It Till You See It is a production of The Bloom Podcast Network. If you want to leave us a message or a question that we might read on another episode, you can text us at +1-310-905-5534 or send a DM on Instagram @BeItPod.Brad Crowell 39:08  It's written, filmed, and recorded by your host, Lesley Logan, and me, Brad Crowell.Lesley Logan 39:13  It is transcribed, produced and edited by the epic team at Disenyo.co.Brad Crowell 39:17  Our theme music is by Ali at Apex Production Music and our branding by designer and artist, Gianfranco Cioffi.Lesley Logan 39:25  Special thanks to Melissa Solomon for creating our visuals.Brad Crowell 39:28  Also to Angelina Herico for adding all of our content to our website. And finally to Meridith Root for keeping us all on point and on time.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

https://youtu.be/_i6C7OstTEI Courtney Berry, President and Co-founder of Bandits & Friends, is driven by a desire to build an advertising agency where trust, creativity, meaningful relationships, and building energy instead of burnout replace bureaucracy and transactional client engagements. Inspired to create more opportunities for women in executive leadership and eliminate unnecessary bureaucracy, Courtney founded Bandits & Friends to prove there is a better way to build both an agency and lasting client partnerships.  In this conversation, Courtney introduces the Bandits & Friends Growth Flywheel: Choose the Right Opportunity, Create Clarity, Empower Ownership, Protect Your Point of View, and Build Energy Instead of Burnout. She explains why selecting the right clients is the foundation of sustainable growth, how clarity and ownership eliminate friction, and why agencies create the most value when they offer strategic judgment instead of simply executing requests. Courtney also explains how trust creates a self-reinforcing growth flywheel and how Bandits & Friends leverages culture, AI, and fractional talent to scale without sacrificing creativity or client relationships. — Build Energy Instead of Burnout with Courtney Berry  Good day, everyone. Steve Preda here with the Management Blueprint Podcast, and today my guest is Courtney Berry, the President and Co-founder of Bandits & Friends, a full-service creative advertising agency that specializes in stealing attention for brands. Courtney, welcome to the show.  Thank you, Steve. Thanks for having me. It’s good to see you.  Well, you have to tell us first about the choice of the brand—Bandits & Friends. I mean, bandit is not typically something that people would want to start building trust with. But obviously your brand is an award-winning one, so you must be doing something right.  That’s right. Well, we’re in the world of advertising. It’s all about branding, so we had to make sure that we had a good name to back it up. Our name, Bandits & Friends, is as much an operating ethos as it is a name. Bandits—we steal attention on behalf of brands. And Friends, that part of the equation, is how we refer to our clients.Share on X We actually try to never even use the word client in our agency because it creates a certain kind of them-versus-us mentality. And so that’s how we got to the name. We liked that it really infused the way that we operated as much as who we were at the end of the day.  Yeah, I like it. And how do clients react to being called friends? Do they take it at face value, or do you choose clients that you feel could fit—could become friends? How do you do that?  That is a great question. One, when we started, we fully thought the Bandits part of the equation was going to be the thing that potential clients really liked. We thought they would understand that that’s exactly what they’re going to an agency for. But what we have found is that it’s the Friends part of the equation that they have all sparked to so much more. Because sometimes it is a very transactional relationship between clients and agencies.  Sometimes there’s a strong difference of opinion when it comes to certain things, and that can create tension between clients and agencies. So when we talk about friendship, what we really mean is that the basis of all of it is trust. We have to trust each other in terms of the brief being right. We have to trust each other to have really honest conversations with one another to get to the real solution that we’re all trying to reach. Friends don’t waste each other’s money at the end of the day. We don’t want to waste our clients’ money, and we don’t want them to waste ours.  Also, friends are really looking for the best for each other. When we want the best for our clients, and they also want the best for us—because friendship really does go two ways—that's a really important component.Share on X And to your other point, not every client is a friend. Not every client really wants to play in that world of having a back-and-forth relationship, with give and take. If that’s not something they’re interested in, then at the end of the day, they’re probably not the right fit for us and our agency culture. It really resonates with me. I used to be kind of an agency owner. It was an investment banking firm. Whenever we had a friendly relationship with a client who really trusted our judgment, who would let us lead, and who would not be receptive to divide-and-rule tactics from acquirers, then we could get so much more out of the transaction.  Absolutely.  We could negotiate harder because we knew they had our back, and we could really push the envelope to get the best results for them. If we didn’t have that, then it was much harder.  It’s so true. When you don’t have that kind of trusting foundation, there’s an element of fear. There’s an element of fear that they’re not going to do good work for me, or they’re going to overcharge me, or they’re going to do a bait and switch. So yeah, you’re exactly right. It’s the same kind of philosophy and mentality in order to get to better work for them and better outcomes.  Yeah. Yeah, love it. Love it. So let me ask you, what is your personal “why,” and how are you manifesting it in Bandits & Friends?  Yes. I had to think about this question a lot, Steve. Unfortunately, I don’t really have a positive answer for this one. I listened to all of your other podcasts, and I thought, “Oh man, mine’s a little bit of a Debbie Downer.” But I guess it is what it is. I started Bandits & Friends because I was really frustrated by two things. First, when I looked around the industry, there just weren’t many examples of women in real power.  In my last role before starting this agency, there wasn’t a single woman in the C-suite of the holding company that I was working for. Not one. There weren’t women making the biggest decisions. There weren’t many examples of the career path that I was looking for. At some point, I realized I could either wait for someone else to carve out that path or I could be the one to help create it for myself and help create a lot of the opportunities that I wish I had seen. So that’s the first one.  The second one—and I think it really manifests itself in an independent agency culture—is that I was really fed up with the bureaucracy of everything. There was too much energy in our industry being spent on politics, approvals, or process instead of the things that make our work happen: the people, the clients, and the work itself. So I really wanted to build a company that could move faster, trust people more, and focus on the things that actually matter.  What we’re being paid for is to focus our time and energy on our clients’ businesses and on creativity. Removing all the bureaucracy really allows us to focus on that. So I guess, to sum up those two things—and really 343: Build Energy Instead of Burnout with Courtney BerryShare on X  Yeah. I mean, Steve Jobs said there are two functions in business: marketing and innovation. In some ways, those two things are the same because if you don’t keep innovating in marketing, you’re not going to steal anyone’s attention. And you have to remove the bureaucracy to create a culture where people can be creative. That’s right. I love it. That is very interesting.  So tell me about this framework. This is a podcast about frameworks. Maybe it’s a little bit misworded in the description that it’s a shortcut. It doesn’t have to be a shortcut. It’s more of a mental model. It’s a way of looking at and simplifying the world that allows you to do good work or create that Bandits impact. So what’s a framework that you could share with the listeners?  Yeah. To your point, I think it’s more of a mentality and approach versus steps that we take because we don’t work in a very linear business. Often, things are running on parallel paths. The way that I try to approach things—and really what ultimately becomes the culture that we're trying to create at this agency—is removing friction to create momentum.Share on X Because if we’re ever static, we’re wasting our money or we’re wasting our clients’ money. Or, to your earlier point, it means that someone else is going to be able to steal attention before we can on behalf of the brands that we work for.  So, removing friction to create momentum. There are kind of five different components that I’ve thought about for this. The first one, which seems so basic, is that I think a lot of times we get so excited by an opportunity that we forget to stop and ask, “Are we choosing the right opportunity for us and what we can do for the brand?” Because not every opportunity that comes across our desk deserves that momentum. When we first get an RFP or an RFI, or some kind of pitch that’s going to happen, we really ask ourselves two things.  One: Can we make money? Sometimes, in this business, you can’t. The answer is no. The other question that we ask ourselves is, “Can we make great creative?” If neither one of those things is true, we move on, and that helps prevent wasting energy and wasting time. If we can’t answer those questions, then we ask more questions of the prospective client. A lot of times, those clients can’t answer either one of those questions, and in those cases, we also move on. So the first step is really about choosing the right opportunities that we think deserve momentum and deserve the stealing of attention.Share on X  The second point is clarity. I think that, in order to be a great leader, you have to be decisive. You have to be someone who is willing to make decisions when no one else can, or no one else is really tasked with making those decisions. So we’re all about creating clarity because momentum really dies in a world of ambiguity. We’re asking ourselves, “What are we solving for? Who owns this? What does success look like? What is the budget?” Don’t ever leave a meeting without knowing the next steps. I think this is also a step that a lot of people skip, or maybe shortchange, and then you’re going to pay for it later.  Third one is all around ownership. When you’re kind of just starting out, you’re just getting going. At the lowest level, people operate with the mindset of, “I do what is assigned to me.” Right? And then managers get to that managerial level, and they’re all about managing on outcomes. “I’m going to make sure this thing that is my responsibility is going to succeed.” Ultimately, what we’re trying to build are the highest-operating types of people who say, “If I see a gap, I close it.” It might be a gap where no one has assigned the task yet, or no one has even identified that it is a gap.  No one owns the problem, but they see it, they own it, and they move it forward. So we're really trying to create that culture where we don't wait for permission to solve problems, and we don't wait for those problems to even be identified.Share on X And that’s where we can really add value to our clients. We don’t wait for that ownership. We just kind of assume that it’s ours, and we run with it.  Love it.  The fourth piece is protecting our point of view. This is probably one of the most difficult. But as a creative agency, we really don’t exist to execute instructions. We exist to bring judgment to a brief. We talk a lot about partnership, and especially at Bandits & Friends, obviously friendship. But what that really means is that we’re not adding value if we’re simply taking instructions and just executing what’s already known. The best agencies come in to provide perspective and judgment because every single time there’s an opinion in the room, if we surrender our point of view, we’re no longer providing that value.  If you think about it, the Apple “1984” commercial, right? That almost didn’t air because Apple’s board hated it. They wanted to pull it. They didn’t want it to go anywhere. So if they had listened to every stakeholder concern, then arguably one of the best ads that a gazillion people are aware of would’ve never existed. It would’ve never aired. So that is a daily struggle and a daily debate for us. But I can’t even believe I’m going to say this on the record, but in our business, the customer is not always right.  We have to make sure that we can defend why we believe that or why we think that there might be a better path forward for them to consider. And last but not least, honestly, it's about having fun. I think a big part for us is that we have to build energy among both our employees and the clients that we're serving instead of burnout.Share on X Again, it’s not always easy, and it’s not just necessarily a cultural thing. It is very behavioral in terms of the way that we do things, the way that we operate under stress, and the way that we take feedback. But the work itself is hard enough already. I’ve never seen people do their best work in a miserable state or a miserable environment.  Again, that goes for both employees and clients. When we do talk about our clients, we often talk about one of our goals being to try to be the best part of their day, and to be the ones who are actually going to have the best meeting they've had that entire week.Share on X And if we only achieve that 50% of the time, at least it’s 50% more fun than they would’ve had otherwise. So, choosing the right opportunities, bringing clarity to what those opportunities are, empowering ownership, protecting our point of view, and having some fun while we’re doing it.  Wow. You really did a good job. I hope you won’t send me a bill for coming up with that. But I resonate with it. Just to your last point, we’re in the experience economy, right? People don’t just want to buy a service. They want to buy an experience. They want to feel good about the process of why they’re doing this ad or why they believe in this creative.  You want to energize them as well because they ultimately have to sell it. If they don’t believe in it and aren’t excited about it, then it’s not going to work as well. I have the same view with my clients. I typically see them once a quarter, and I know that I have to show up. I have to recharge them so that they come out of the meeting feeling like they want to tear apart the next quarter. Yes. That’s right. Otherwise, what separates you from someone else who can tactically and executionally do the exact same thing that anyone else can?  Or AI, even. I mean…  Oh, 100%. Yeah.  I think the emotional part is our competitive advantage compared to AI. Yes. Love it. So, Courtney, tell me, what drives growth in Bandits & Friends? It’s what I’ve been referring to, I guess, kind of throughout our whole conversation, which is, again, maybe on the surface, a little oversimplified. But for us, the biggest driver of growth is trust. Again, it goes back to our philosophy of treating clients like friends, not just because it's a nice thing to say, but because trusted relationships are where the best work happens.Share on X So that becomes the most scalable asset that we have. When you really think about it, creativity—the business that we’re in—is very vulnerable.  So first, you need trust in order to create great work. Then great work creates more trust with the clients you’re working with. That trust can lead to referrals. It can lead to recommendations, which is where a lot of our new business comes from. Those create more opportunities. We’re in a people business at the end of the day. When referrals create opportunities, we’re attracting more talent.  The talent that we have here wants to stay longer, and they want to give more because they’re working on fun and exciting opportunities, briefs, and brands. Then you have talent that creates better work. So it becomes this flywheel at the end of the day. It’s something that we really feel responsible for every time we’re taking on a new friend at the agency. Do we feel like we have the right kind of chemistry to build trust with them in order to create that flywheel? Our clients don’t necessarily hire us because we’re the cheapest.  They don’t necessarily hire us because we have the biggest team. They hire us because they trust our judgment, and they trust the way that we operate. Once that exists, everything starts to open up. Everything starts to move faster. When you can move faster, get to more work, and get that work out into the world, that continues to open up more opportunities and more growth at the end of the day.Share on X  Yeah, I love that. Do you find that you have to lead with your own trust to get trust?  That is such a great question. Yes. I think that we have to prove that we are trusting that they’re coming to us with all of the information that they can give us. I have to trust that they’re being transparent and truthful about the budget they’re giving us. I have to trust, to be honest, that this is a real opportunity they’re coming to us with, that has been approved by all the necessary parties, and that it’s something that’s actually going to move forward and happen.  It’s really hard to do when you’re picking up a call from somebody you’ve never worked with before. You have to assume good intent. At least starting from that place of positivity, I think can help to then create that path towards the ongoing conversations, us proving that we have trust in everything that they’re telling us, so that then they return that same favor to us. Yeah. I mean, sometimes I get the criticism that I’m too trusting of people. Yeah. But it’s a little bit like optimism. If you don’t have optimism, then you have no positive vision to strive for. If you don’t trust people, you have no chance to earn their trust.  Right.  Maybe it’s vulnerability. It’s something to do with vulnerability. Right. But you’re totally right. You definitely have to have those guardrails around trust to make sure that your trust and your optimism aren’t clouding your judgment at the end of the day. That is one of the hardest things, I think, that we have to do with new opportunities because you’re making a lot of assumptions. Sometimes those assumptions are stated, and sometimes they’re not, and you just have to roll with it. Obviously, you win some, you lose some. But hopefully, the more we do it, the more it becomes that positive net effect.  Yeah. So, Courtney, what is something that you’re actively trying to figure out in your business?  Well, I won’t talk about AI because I feel like everyone’s talking about AI, but that is definitely an obvious answer. Operationally, are we using all of the best tools that are out there? Are we staying compliant with our agency agreements and client agreements when we introduce some of those new AI tools? And then, of course, in the world of creativity, everybody’s really questioning how much we should be using AI in final assets versus the human part of things.  From our perspective right now, we’re interested in exploring. We’re interested in understanding how things can continue to help us remove friction from a process in order to get to those fast-moving flywheels that we want everyone at the agency to be operating on. But also, how do we make sure that we’re continuing to bring craft and fidelity to all of the campaigns that we’re working on? So AI is a very obvious one. I think the other thing we’re really trying to figure out at the agency is scaling. The more we’re trying to grow, the more we’re trying to scale.  The processes and behaviors that you have as a young agency can be quite different from those of a more mature agency with several hundred people. What we’re trying to instill is making sure that the behaviors and processes we’re creating and adopting now are scalable for the future. Sometimes that’s easy to figure out, and other times it’s something we really have to evaluate and take into consideration. For example, time sheets. That’s not something we care to do at an independent agency.  One, we think they’re wildly inaccurate. As somebody who used to work at a bunch of holding companies, my Wi-Fi would be turned off if I didn’t enter my time sheets within a certain amount of time. But I think they’re wildly inaccurate. We’re not lawyers. We’re not accountants. We don’t turn our brains off by the hour. We’re constantly thinking about the briefs that we have. I’ve been challenged multiple times on whether that’s a scalable behavior and process for the future.  When you’re several hundred people, you’re going to want to know exactly how much time so-and-so spent on which project. I just don’t think it’s necessary for us. I think there’s a level of organization that we can bring to the way we operate where something like a time sheet is going to be obsolete in our future. But it really all comes down to how we scale and whether we’re making the right choices every single day to support that scale and that growth. Yeah, this is fascinating. Peter Drucker said, “Culture eats strategy for breakfast.” Some people say that the most enduring professional service businesses build a unique culture, and that becomes their competitive advantage. So they’re scaling the culture rather than the frameworks, the processes, or whatever else they have. That’s an interesting idea.  As an agency co-founder, what would your advice be to other professionals—maybe on Madison Avenue or wherever they are—working in professional services in some kind of leadership position and thinking about breaking out to do their own thing? What’s one thing you would advise them that maybe wasn’t obvious to you when you got started?  I think, first, if people are really thinking about it and weighing the pros and the cons, if you’re not willing to take a bet on yourself, then that’s a larger conceptual, philosophical conversation that you need to have with yourself. I think, at the end of the day, that’s one of the ultimate things that pushed me forward to start this agency. I wanted to take a bet on myself.  I felt like I had proven myself in a number of different opportunities and roles, and that I was ready for it. If it failed, then all right—that’s a problem for another day. Honestly, on a very tactical level, I think today’s world and the way that we operate in a remote and very fractional sense has been one of the most helpful things for us as an agency. I didn’t know about the world of fractional bookkeeping, fractional CFOs, fractional benefits and payroll providers, or fractional HR.  That creates so much back-office power for us. And it’s so important in terms of making sure that, again, we have behaviors and processes that can scale, where we don’t necessarily have to have all of those employees from an overhead standpoint. That has truly been eye-opening for me in terms of the world that exists outside of hiring full-time employees and this ecosystem that’s there that so many people can tap into in order to really have that firepower to show up in a very legitimate and credible way. Wow. Okay. That’s great. You’re running a remote business, you have fractional people, and you’re leveraging AI without hurting the creativity, hopefully. That’s a model for the 2020s—or the 2030s, potentially. Fantastic. So if someone is yearning for the kind of creative juice that your team is bringing, and they have a product or service that they want to steal some attention for, where can they learn more about Bandits & Friends, and where can they connect with you? Sure. Anyone can go to our website at banditsandfriends.com, or they can email us at hifriend@banditsandfriends.com. We’d love to have a conversation with anyone who’s ready to steal attention and operate with that mindset and philosophy of trust and friendship in order to get to the best ideas that are really going to help drive business results. All right. Well, if you want to befriend Courtney and her friends at Bandits & Friends, then reach out to her. So, Courtney Berry, President and Co-founder of Bandits & Friends, thanks for coming and sharing your unique ideas with us. And if you enjoyed listening, stay tuned to our YouTube channel, follow us, and give us a review. Thanks for coming, and thanks for listening. Important Links: Courtney's  LinkedIn Courtney's  website Courtney's email: hifriend@banditsandfriends.com

Plenty of Pilates studios look successful from the outside. The numbers tell a different story. In this episode, Lesley Logan sits down in person with Julian Barnes, co-founder and CEO of the BFS Network, the boutique fitness industry's market intelligence company behind the annual State of the Industry report. Julian brings the data from 500-plus studios across 46 states. Lesley brings the how. Together they break down the five numbers that separate a real business from an expensive hobby, and what it actually takes to keep clients for years instead of weeks. If you have any questions about this episode or want to get some of the resources we mentioned, head over to LesleyLogan.co/podcast https://lesleylogan.co/podcast/. If you have any comments or questions about the Be It pod shoot us a message at beit@lesleylogan.co mailto:beit@lesleylogan.co. And as always, if you're enjoying the show please share it with someone who you think would enjoy it as well. It is your continued support that will help us continue to help others. Thank you so much! Never miss another show by subscribing at LesleyLogan.co/subscribe https://lesleylogan.co/podcast/#follow-subscribe-free.In this episode you will learn about:The five KPIs that profitable studios track every month.Why referrals still beat social media for new leads.How to structure an intro offer that converts.The objection scripts that turn a maybe into a yes.Why holding clients accountable is what kills churn.Episode References/Links:BFS Network – bfsnetwork.comBFS Pilates Studio Benchmarks Report - BFSreport.com or BFSpilatesreport.comFacebook https://beitpod.com/thebfsnetwork https://www.facebook.com/thebfsnetwork?mibextid=wwXIfr&mibextid=wwXIfrSubmit your wins or questions - https://beitpod.com/questionsGuest Bio:Julian Barnes is Co-Founder and CEO of the BFS Network, the premier growth accelerator and market intelligence company in the beauty, fitness, and self-care industry. He leads BFS' CEO Network — the premier peer-to-peer leadership network for multi-location, multimillion-dollar operators who are building to scale — and serves as Managing Director of the Global Leadership Council, whose members collectively operate more than 10,000 locations worldwide. He also serves as an Outside Director for a global fitness brand. Barnes created NYU's Institute in Entrepreneurship & Small Business Management and served on the US Tennis Association's Investment Committee, which managed a $200M portfolio. He holds a BA from Tufts and a JD from UNC Chapel Hill.If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/BITYSIDEALS! DEALS! DEALS! DEALS! https://onlinepilatesclasses.com/memberships/perks/#equipmentCheck out all our Preferred Vendors & Special Deals from Clair Sparrow, Sensate, Lyfefuel BeeKeeper's Naturals, Sauna Space, HigherDose, AG1 and ToeSox https://onlinepilatesclasses.com/memberships/perks/#equipmentBe in the know with all the workshops at OPC https://workshops.onlinepilatesclasses.com/lp-workshop-waitlistBe It Till You See It Podcast Survey https://pod.lesleylogan.co/be-it-podcasts-surveyBe a part of Lesley's Pilates Mentorship https://lesleylogan.co/elevate/FREE Ditching Busy Webinar https://ditchingbusy.com/Resources:Watch the Be It Till You See It podcast on YouTube! https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gLesley Logan website https://lesleylogan.co/Be It Till You See It Podcast https://lesleylogan.co/podcast/Online Pilates Classes by Lesley Logan https://onlinepilatesclasses.com/Online Pilates Classes by Lesley Logan on YouTube https://www.youtube.com/channel/UCjogqXLnfyhS5VlU4rdzlnQProfitable Pilates https://profitablepilates.com/about/Follow Us on Social Media:Instagram https://www.instagram.com/lesley.logan/The Be It Till You See It Podcast YouTube channel https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gFacebook https://www.facebook.com/llogan.pilatesLinkedIn https://www.linkedin.com/in/lesley-logan/The OPC YouTube Channel https://www.youtube.com/@OnlinePilatesClasses Episode Transcript:Julian Barnes 0:00  You have to be confident enough, both in your own abilities and that the universe will provide for you the right way. You have to be confident enough to say no to the wrong person, so you keep space open for the right person, as you said, and you have to be confident that the universe is going to bring that right person to you.Lesley Logan 0:24  Welcome to the Be It Till You See It podcast where we talk about taking messy action, knowing that perfect is boring. I'm Lesley Logan, Pilates instructor and fitness business coach. I've trained thousands of people around the world and the number one thing I see stopping people from achieving anything is self-doubt. My friends, action brings clarity and it's the antidote to fear. Each week, my guest will bring bold, executable, intrinsic and targeted steps that you can use to put yourself first and Be It Till You See It. It's a practice, not a perfect. Let's get started. Lesley Logan 1:05  All right, Be It babe. This is really for my Pilates studio owners and teachers out there, people who want to open a Pilates studio. We are going to get deep in numbers, and you're hearing me talk a lot about my thoughts about the Pilates industry and how you are going to have a profitable Pilates business. So it's kind of fun. If you've never heard me talk Pilates business, and you want to hear my thoughts, you can. For those of you who are Profitable Pilates members, you're going to hear some of my favorite things to say, and I think you're going to be really impressed with how amazing your studios are doing compared to others. But also, I think it's really important to know what the stats are. What is going on in the Pilates history? It is changing. There are a lot of studios, but are these studios actually as successful as they look? Lesley Logan 1:28  So, I think this report is really fun. If you watch it on YouTube, you're gonna see the visuals of these numbers. If you're like me and need to see them, you can watch it there. We'll also have everything in the show notes and in the blog as well. You guys are awesome. Here is Julian from the BFS Network. Lesley Logan 1:43  All right, loves, this is gonna be fun. You guys get to hear me in my own element, probably a little more behind the scenes of what we do with other businesses, but we have an incredible guest here. We'll talk a lot of numbers, so if you're a visual person, you might want to watch this on our YouTube channel. Julian from the BFS Network, you are here. Hello, tell everyone who you are and what you rock at, because they're going to want to know.Julian Barnes 2:18  Lesley, I am here in your home studio in Las Vegas. This is not Zoom. This is.. I could touch your high five. Here we go. There we go. Awesome. Hello, everyone. My name is Julian Barnes. I am the co-founder and CEO of the BFS Network. I am based in New York City, here in Vegas to hang out with my good friend Lesley and Brad. We are the BFS Network. For today's conversation, the most important thing I'm going to share is we are known as the premier market intelligence company in the boutique fitness industry. We publish the State of the Industry report, which is the annual report, which is the most comprehensive report in our industry. A lot of data, a lot of KPIs, a lot of metrics, all focused on showing what profitable studios do. So I'm here today with Lesley, and I'm going to share some of the numbers, and she's going to tell us how to achieve those numbers.Lesley Logan 3:13  Yeah, I'm excited. Let's go, let's do it. I'm a visual person, so I'm glad you got a visual for us.Julian Barnes 3:18  So the first thing I want to just talk about is who participated in the survey. In addition to the Profitable Pilates community, this survey has been conducted over the last 18 months, 500-plus studios worldwide. Most importantly, it is the overwhelming majority, 89% of the studios that participated in the survey have three or fewer locations, and most of them have one location, individually owned, self-financed, no private equity, no investor. So we're talking about just the regular studio owner who bootstrapped and saved, and maybe borrowed from the bank to open, that's who's in here. There's no Solidcore in here, there's no Barry's, there's no SoulCycle. And if there are some independent Club Pilates franchisees, they're individually owned, they're not big corporate, so that's.Lesley Logan 4:17  Not one of those people who owns 75 or 100 sharing. Yeah, yeah.Julian Barnes 4:21  Exactly. All right, so that's who's in it. Also, there's broad geographical distribution of the survey, meaning 45% of the responses came from cities with a population of half a million or more, 45% came from cities 50,000 to half a million, another 10% are rural areas less than 50,000, 46 out of 50 states, so we have geographic representation, we have market size representation, one, two, and three locations, no PE, no investors, so we're talking about the average mom-and-pop small studio everywhere in this country.Lesley Logan 4:57  Okay, you know I'm gonna want to have dinner where the four states are, so we got a find studio close to. Julian Barnes 5:01  It's like three S's. No, three N's. So it's North Dakota, Nebraska, and I forget the other two.Lesley Logan 5:08  Okay, I have a really great city for you, Nebraska solo owner, really pretty incredible, open for over 20 years. Julian Barnes 5:13  That's what we need. Okay. So that's who we're talking about. The way we're going to rock today is talk about the BFS scorecard, which is six KPIs. I'm going to share with the listeners, all of you, the six KPIs that profitable studios track, and I'm going to tell you what those KPIs are. And then we're going to come back, and I'm going to ask Lesley how and what a studio should do to achieve those KPIs. So, I am the "what" today; Lesley is going to be the "how."Lesley Logan 5:49  Yeah. So, for those of you, this is how it was explained to me, and I think this is a lot of fun for my peeps to listen. He's gonna be that Steve Kornacki at the big board, and I'm gonna come in as Rachel Maddow or Chris Hayes. I mean, obviously I watch a news channel, so there we go. So I'm gonna come in with my opinion and my punditry.Julian Barnes 6:07  You don't have blonde hair, so you're not that other channel.Lesley Logan 6:09  I'm not. Also, these are still my cheeks, my lips, my eyes.Julian Barnes 6:18  All real, keeping it real. Okay, so KPI number one is number of leads per month, and Profitable Pilates studios generally are generating somewhere between 10 to 50 leads per month. The number one response is more than 50 leads, so 30% of the respondents generated more than 50 leads, and then the tie for second was less than 10 leads per month and 10 to 25. Less than 10 was 20%, 10 to 25 is 21%, so that's basically a tie. I don't know for sure, but if I had to guess, the studios that are generating more than 50 leads a month are probably mat Pilates with larger class sizes, and yeah, they need more leads.Lesley Logan 7:09  I think anytime you need more leads, it's probably better having more class-based classes. Yeah.Julian Barnes 7:13  Exactly. And so the studios with less than 10 or 10 to 25 are probably more of the Reformer.Lesley Logan 7:19  Yeah.Julian Barnes 7:19  So number of leads per month is the first metric to track. I'm going to run through these quickly, and then we're going to come back. Okay, so the first KPI is number of leads per month, and the highest response was more than 50 leads per month. 30% of the Profitable Pilates studios that we surveyed generate more than 50 leads per month, and I would imagine that the majority of those are Pilates mat classes, where they have more people in seats and bigger studios, and they need to fill classes. Tied for second was less than 10 leads per month and 10 to 25 leads per month, and that is between 20 and 21% of the people who completed this assessment selected less than 10 and 10 to 25. So number of leads per month is the first KPI that we're going to talk about. Second KPI is the conversion rate, and let's see if I can do this, because I'm not an idiot, is what I told you, right?Lesley Logan 8:19  You're doing great. So there we go.Julian Barnes 8:22  Conversion rate of leads to first-time visitors. I can't wait for Lesley to break this down, but it's one thing for someone to email you, to DM you, to IM you to say, "I'm interested, send me more information about your studio." It's another thing for that person to actually walk in the door, and so conversion rate of lead to first-time visitor, Profitable Pilates studios are converting at more than 30%. 54% of the Profitable Pilates studios are converting at more than 30%. So think about that: for every 10 leads, the best studios are getting three of those 10 emails to walk in the door, right? So, conversion rate of leads to first-time visitors. Now they came, they took a class, they bought the intro offer. The question is, what percentage of those people made a second, bigger purchase? They already purchased the intro offer. I like to think about it like this: you go to a restaurant the first time and you have a nice meal. My question is always, am I going to come back? And especially if you bring a friend with you, maybe it's your favorite restaurant, and you bring a friend with you to your favorite restaurant, and you pay for the dinner. The question for your friend is, did you enjoy your dinner, and did you enjoy your dinner enough that you would come back and pay for it? That second purchase, same thing applies with studios, so they bought the intro offer. Did they come back? And Profitable studios, 55% of Profitable Pilates studios convert to a second, bigger purchase more than 30% of the time. So see how small these numbers get: for every 10 leads, three walk in the door, and of those three that walk in the door, only one is making a next purchase. So Lesley's gonna break that down. She is chomping up the bits, waiting for me. Lesley Logan 10:13  I can't wait. Julian Barnes 10:13  All right, so those are the first three KPIs. Okay, so the last two KPIs we'll talk about are average member lifetime value, which is how long they stay, and so the largest category for Profitable Pilates studios, 28% of Profitable Pilates studios have a lifetime value greater than two years. The good news is, hence the name of Profitable Pilates, that 71% of the Profitable Pilates studios that completed this assessment have an LTV of more than two years, and that's really important. I'll let Lesley weigh in on why that's important, but the number is more than two years. You want to be an LTV more than two years. Julian Barnes 10:56  And finally, the last KPI we're going to talk about today is churn, and churn means how often your members leave and you have to go refill that spot. You can't grow if you're constantly replacing someone in your studio. So Profitable Pilates studios, 43% of profitable Pilates studios minimize churn to less than 5%, but here again, the Profitable Pilates community that Lesley runs, 71% of the people who completed this assessment have a churn less than 5%.Julian Barnes 11:31  So let's recap. The five KPIs are number of leads per month, converting those leads from lead to first visit, converting the first visit to a second purchase, assuming the first visit is an intro offer, second purchase, then how long do they stay, and do you retain them by minimizing churn? Those are the five KPIs. That's what Profitable studios do in the Pilates sector. Lesley, now tell the people.Lesley Logan 12:02  Oh my gosh.Julian Barnes 12:03  Tell the people, Lesley, what they're supposed to do to achieve these numbers. How do they get these number of leads per month?Lesley Logan 12:11  Okay, so here's a really great... I just want to say I'm really proud of the people who filled this out, because my goal has always been for the people we coach for the long term. I'm like, your business should get really boring, like it should get really predictable. My goal is that some of our people need one lead a month because they actually don't have room, and they're actually referring out to other businesses in the area. That obviously is more of a smaller studio that doesn't have large group classes, but that is the absolute goal, because it's better to be entertained in your life, your business should not be so entertaining. Lesley Logan 12:39  So what I would say is, for studios to have a really great conversion, if you don't know how many leads you're getting a month, that's important. You got to start there, and you want to know where they're coming from, because that really does help you understand where you're spending your time marketing. Everyone tries to sell you to the moon and back that you should be on social media. You might not need to be, depends on your community, right? Depends on how many people are there, and depends on how many leads you need. I know that sounds crazy in 2026 that I would tell someone that it's not about social media, but it's not, more and more people are not necessarily trusting what they're seeing on socials because of AI and things like that. So, you really want to have an amazing network of clients who love you, who refer people out, so you're getting strong, solid leads, because those are gonna be the ones that actually come in over just reaching out to see what's going on.Julian Barnes 13:22  You just said something I want to jump on. I didn't mention it, but we also asked studio owners what was their most effective lead gen tactic. You want to guess what that answer is, Lesley?Lesley Logan 13:33  Referral.Julian Barnes 13:34  By far, in every modality.Lesley Logan 13:39  Yes. And here's what people.Julian Barnes 13:40  It's two to one, like it wasn't close. And again, these are profit, not just Pilates, all modalities. The number one lead gen tactic is referrals. So when you said people don't trust what's on the social and socials, what do people trust?Lesley Logan 13:56  They trust their friends.Julian Barnes 13:57  They trust people they know, people who they know, like, and trust.Lesley Logan 14:00  So here's the thing: if you are a new business right now, or you need people right now, if you're spending all of your time marketing yourself through stuff online and buying ads, that's one way to do it. And you will get people. I'm not saying that doesn't work, but you will get more people quicker if you actually tell the people who know, like, and trust you, whether they're clients or not, "Here's what my studio does, here's who we help, here's how we help them. Who do you know?" If you say, "Who do you know?" it opens a loop. You open a loop, people aren't likely to say, "I don't know anyone," because they'd have to think about that. But if you say, "Who do you know?" it opens this loop, and they start being aware of it. And if their friend's like, "Oh, my shoulder hurts," they go, "Oh, I just heard about the studio down the street." People will refer you people, and those are the people who actually come in, more likely than not, than someone who's just cruising the internet and filling out the contact form. Whoever fills out the contact form, honestly, it's whoever gets to them first and doesn't bug them.Julian Barnes 14:49  Let's take the people behind the scenes for a second. Before this call, we were chilling out in your backyard, and is it safe to say that we have some fundamental disagreements about how studios actually operate some things, right?Lesley Logan 15:27  I think that's okay, though.Julian Barnes 15:36  I wanted them to know that the things you and I agree on are the most important fundamental aspects of running a business. The things we disagree on, I say they're on the fringe, they're just a matter of choice. But this, having referrals, know, like, and trust that, it is tested over time.Lesley Logan 15:26  Yeah, I mean, it's so true. And also, it just makes it a lot easier on you if you need clients today. You opened the studio recently, or you hired a new teacher, or you opened some new classes, you need people to fill those seats today, you will always have a faster rate of transitioning them into clients if you're going to your community and the people who trust you, because they will talk about you, they will have a trust transference. If you are waiting for people to fill out your contact form, then it's like, well, they wanted you at 11:00 PM last night while they were watching someone on some TV show doing what they thought was Pilates, so they reached out, but now it's 8:00 AM or 9:00 AM in the morning and they're at work. Then it's like, "Well, I'm too busy this weekend," so you got to get people when they're excited. Lesley Logan 16:07  If you have a 30% conversion rate from the lead into coming in, that's great. I actually don't think that that's a terrible... I think if you have higher than that, you are doing great, but if you have lower than that, that's where I have concern. I feel like 30% feels very fair. Where I want you to really look at is from that, when they come in, if you have a lower than 30% conversion rate, you really do have an issue, because the numbers just get so small, and you're actually just wasting a lot of time. You're working really hard. And so I think this is where you, as an owner, need to look at what your onboarding experience is. How are you setting people up? Are you getting them with the right teacher? Are you the only person who's teaching them? Then it really is on you, what's going on?Lesley Logan 16:47  And this is where I think a lot of people make mistakes, because they try to sell Pilates, or whatever the modality is. People actually don't want to buy process; they want to buy the transformation, they want to buy the passion from you. And so this is where, if you're a studio owner and you're not the one who's doing these intro offers, they're going into a class, or they're going into another teacher's experience. You need someone who's got passion and actually can read the person, because you have to take what their goal is and what you offer and show how they get there. Nobody wants to hear, "Oh, you're going to buy the four-session-a-week package," because that's, no, that's a process. They want to buy in on the belief that you have that you can get them to where they want to go.Julian Barnes 17:24  You just said the magic word, and I don't know if people really heard you or want to go back. You said they want to buy the what, starting with the letter T?Lesley Logan 17:34  Oh, the transformation.Julian Barnes 17:35  Say that again.Lesley Logan 17:36  The transformation. They want the transformation, they want the end result.Julian Barnes 17:38  I like to say that there is no transformation without the transaction. There is no transformation without the transaction. So you have to ask the question, why are you here, and you have to actively listen to what they say, and then be prescriptive in your answer to the question. Okay, so you want X, Y, or Z. Great. Here's how you're going to get that: two times a week, three times a week. You're going to take this class, that class, this class, etc. You're going to give them a prescription, just like a doctor would give you a prescription, and tell them when they ask what does it cost, you reframe it. The investment for you to achieve your desired goal is going to be one of time and money. The time is twice a week or three times a week, and the monthly investment for that is going to be X.Lesley Logan 18:29  I agree so much, because if you can actually get them to understand that this is a tool to the transformation, and they can make that transaction, and you break it down, you can also be honest with them, and this is where trust is really built. Some people are going to come to you with goals that are not in alignment with what you do. If you actually tell them... for example, in Pilates in LA, every single person wants to lose five pounds, and it's like, "Well, here's what we know about science. Science would say, if you want to lose weight, it's a few different factors, and any fitness is part of the journey, but it's not the tool." The actual tool, especially if you're serving women, is: what are your hormones like? What are you eating? And then you can go from there. But if all you do is work out to lose weight, you might lose a couple pounds, you might change the metabolism you've got, but it's actually not going to get you to the goal. Lesley Logan 19:20  And so this is where it's really cool for people, and this is what I coach people on their first-time sessions, is find out what they're there for, and then tell them you can or can't help them. So I would always say, "Here's how Pilates is going to be part of your journey, here's what we can't do, but here's what we can do." First of all, most people are lied to so much, or sold a bunch of smoke and mirrors, that they actually will like that you told them that. They might not buy from you, they might go to someone else, or they might try something else and come back, because they actually believe and trust you. I really do believe in being authentic here. And then when you're teaching the sessions, you need to actually tell them, "Here's why I've chosen this exercise for you, here's why this exercise is going to hit your goals." That's what people don't do, they just keep talking about Pilates this, Pilates that. Pilates is now on every corner, so maybe that worked in the 1990s or might have worked in the early 2000s, but it doesn't work today. You actually have to say, "With my eye, I'm seeing your shoulder is doing this, and you have back pain, and so what I'm seeing is because of this imbalance, you're gonna have back pain until we get this balanced. So, here's these three exercises we're going to do, and they're going to help you with this." You have to actually tell them, take them behind the scenes. I like to say that their first sessions, their intro sessions, are like going to a buffet. They get to see all the different options, and you're going to talk about all the different options, and then you're going to prescribe them, like Julian said, like, "Hey, okay." First of all, I never say, "Did you like that?" You got to just go with confidence. You're like, "Thank you for letting me teach you," because that gives gratitude, it lets them know the session's over, and then you go into, "You said you wanted this. Here's how we're going to get there. Here's the process." Julian Barnes 19:20  Here's the roadmap.Lesley Logan 19:20  Yes. And then if they're like, "Whoa, that's too much for me." If you go through all the investment and all the time, and they're like, "That's more than I can spend right now," you can say, "I understand. We can take a little longer; instead of coming three times a week, we can do two times a week, or we can do this and this," but you have to actually help them find a way. I get it, some people don't work out, so that's not even the money, it's the actual going from zero times at the gym to coming three times. You're asking a lot, so this is where you have to be honest, and this is where I think our industry really needs a little kick in the pants, and a nice one. People that are with me a long time have heard me say this: if you aren't going to hold people accountable to their goals, you're going to become a to-do that they move around all the time.Julian Barnes 21:28  1,000%. And remember, they came to you. You didn't go find them.Lesley Logan 21:34  Yeah.Julian Barnes 21:35  Even if you did, even if you went to the local farmers market, you didn't force them to give you their email. Lesley Logan 21:40  Yeah.Julian Barnes 21:40  They gave you their email. They walked into the door. You have to ask them why they walked in, and you have to actually listen, so you can connect what they said with what you're going to say. You know what you're going to say, you know what your packages are. The question is, can you connect your packages to the goal they told you they want to achieve? It is not about giving permission, you are the person in the position of authority.Lesley Logan 22:09  Well, that's the thing. You just said you are the person in the position of authority, and that's where people don't see themselves.Julian Barnes 22:15  Retain your power.Lesley Logan 22:16  And so when people come to us, I have to constantly remind them that you're so worthy. If you have people who are late canceling and you're not charging them, I promise you, you're losing that client. That's not a client you want, by the way, but it's also you're losing that client because when push comes to shove. Julian Barnes 22:31  They're not committed. Lesley Logan 22:33  Right. When their budget has an issue, when something comes up, they're like, "Oh, I'm going to cancel my Pilates," because they're not actually seeing results, because you didn't hold them accountable to get results. I think this is where people really have to actually remember there is such a thing as you being in relation to them, and there is a camaraderie, but you're also the expert. They came to you, and the only way that they can exchange the energy is to pay you that worth, but you have to hold them accountable so that they get those results. And when you get them the results, that's why you don't have churn, that's why your churn is so low, and that's why you'll have clients for life. And by the way.Julian Barnes 23:05  We're gonna come back to that. Lesley Logan 23:05  Okay I just want to say, I think a lot of people go, "Oh, this person came to me, I hope they like me." You can't be like that if you want a business that actually works and doesn't stress you out at the end of the day. You have to actually have the authority, because you are the expert. They don't know.Julian Barnes 23:21  You have to be a little bit like Steve Jobs. Steve Jobs said you don't ask the customer what they want; you tell the customer what they need. None of us raised our hand and said we want a phone, remember the Blackberries and the Treos, and we want a contact management thing, we want to surf the web. No one said, "I want that." He presented it to us and said, "Here, isn't this cool?"Lesley Logan 23:45  Yeah, right. I think that's where, I understand some people's first-time sessions are in a group class. I would argue that that's a harder way to sell things. I would absolutely say, if you are a class-based studio and you want to have clients for life, you should have some sort of onboarding that allows them to be either on their own or in a very small group of other people who are also on an intro, so that you can actually find out why they're there and actually tell them how these exercises on whatever equipment you're teaching them actually help them reach their goal. Because if you just put them in a class with a bunch of other people, first of all, they get lost, and the experienced people get annoyed if the teacher keeps teaching to the newbie. You're going to lose people; they're going to start going, "I'm not getting challenged here, I'm going to this studio over here." So, I really do believe in an onboarding journey. And, of course, people are going to say, "Oh, this studio over here will let me in." Great, you should go to that studio that doesn't have any worries about you getting hurt and doesn't want your sessions to be personalized. No problem. I understand you want to get started. I actually believe in villainizing a little bit of the thing that you are not doing, so that you can actually tell people, "Here's why you wanted to work with me. Here's why you want to trust me, because I actually care about why you're here, and you're not just a number on my Reformer, you're actually a person whose impact I want. I want you to have the transformation you wanted." But I also think when they're in that first session, whatever it is, a week or a session, I really do think if you don't tell them what you're seeing in their body that's keeping them from the goal they want to have, you are missing out on an opportunity for them to understand how smart you are and how much of an expert you are. If you tell me that you want to have better posture and I'm seeing that your hip is up to one side, you have to tell people, "Oh, I noticed this, no wonder your posture is having problems. So here we're going to do these exercises." I always said this, but I think it's really where people miss out. This is where teachers keep it to themselves and they actually don't tell the client what they're seeing; they just pick exercises, but the person doesn't know why you're picking that. So, you have to peel back the curtain, so that they can see that you're in there with them, you're a partner in this journey, and you're gonna hold them accountable to hitting the goals they want, and then when they hit those, you're gonna set new ones.Julian Barnes 25:40  Right. All right, so let's talk about KPI number three: percentage of new visitors who purchase a membership or a bigger package. So we're talking specifically about people who purchase the intro offer, they finish the one week or the two week or the one month, whatever the intro offer is, they finished that. Did they pull out their credit card and make a second purchase? What should studios do, owners, and instructors do to increase the probability of a yes?Lesley Logan 26:11  I love this question so much. I'm going to take us back a little bit. So I want to go back to the intro offer. You need to pick an intro offer that actually fits the goals you need. If you need a lot of clients, the intro offer needs to be very simple, very easy. I wouldn't even give people two weeks, I think that is crazy nonsense. I also don't like free; I think you have to charge. It's very hard to go from zero to whatever you're charging. So, I would say if you need clients yesterday, you're doing a single-session intro offer with a very much hands-on experience, where someone is told, you find out what they need in an interview style, and then a concierge style at the end about what's going on. That's what you need. If you don't need a ton of clients, then your intro offer can be a little longer, and can actually be a higher need to say yes, meaning instead of doing a private session and the intro offer is $60 for one session, it might be $180 for three. That obviously is going to get rejected more, because it's a bit more. "I don't know if I want to spend $180 on you, I just met you, I don't even know you." But you don't need a lot of people, so you're like, "I only want the best to come through," right? So you really want to make sure you're picking that. Now, obviously, the higher the intro offer's time and money commitment is, the more likely you're actually going to have a second purchase if they do it in a condensed form of time. That's why I disagree with two weeks or one month, I really do, especially for in-person. I think you want to keep things quick, because when that dopamine high is happening, that's when they're more likely to buy. If it's three sessions that they can take over three weeks, good luck, because they only felt the high in the moment when they drove their car home, they actually didn't get the benefits. But if it's three sessions in one week, you're more likely to get that second purchase. You want people to feel the benefits, because let's be really honest: Joe Pilates has a quote that everyone likes to use, but they don't finish the sentence. "In 10 Pilates sessions, you feel different. In 20 sessions, you look different. In 30 sessions, you have a whole new body." But they don't finish it: "If you come three to four times a week, or your money back." That's what Joe said, that's what his ad said. If you're just coming to Pilates once a week, it'd be like trying to study Spanish once a week. I can recognize words, but I'm not going to be able to understand Bad Bunny, that's not happening. I have to do it multiple times a week, and science is there, no matter the modality. Unless you're doing something three or four times a week, you're actually not making a change.Julian Barnes 26:58  Well, that's the key, right? Earlier you said you're here for the transformation. The first step, I would argue, in the transformation is transforming your daily routine. What you just said is people need to adopt a new routine that says, "I'm coming on Tuesday morning, Thursday after work, Saturday morning." I'm committed to that change. See, hear these terms: commitment, investment, transformation. They need to commit. You need to present them with a prescription. You are more likely to be successful if you present a prescription that gives them the opportunity to adopt a new routine from day one.Lesley Logan 28:10  Here's the thing: you will sound more confident when you're talking with them if you're making them rise up to the occasion. It is understanding their intake forms.Julian Barnes 29:12  You're leading them to rise to the occasion.Lesley Logan 29:18  Yes. Here's the thing: are you more likely to come to the person who says, "When do you want to come in?" If you're someone who's listening who says, "When do you want to come in? Do you want to come in next week?" I'm going to tell you right now, your business is a hobby, and eventually the IRS is going to audit you, so that's not going to be good for you. You're not gonna be profitable. If you're telling people, "Hey, you should come, you're gonna come two times a week. I have 10:00 AM on Tuesdays and Thursdays, does that work for you?" That is me telling you. You're going, "Hmm, does it work for me?" But you're not, you're more likely to look at your calendar like, "When do I want to come in? Oh, next week actually feels really full. Now I can't come in," right? You want to actually tell people and prescribe people and have the confidence in what you're doing, and this is where I think a lot of people have a lot of fear. "Oh my god, they'll think I'm being rude." No, they won't. They're going to think that you're in control. This is a business. It's a business. Lesley Logan 30:06  And also, I don't want to waste people's money, so you can even say that. Look, here's the deal: if you're only going to come once every other week, this is kind of a waste of money. You shouldn't really do this; you could probably do something at home on YouTube. If you really want the transformation, you have to commit to it, and the commitment looks like this. That's where I would say, whether you do memberships or packages, I don't like unlimited, because that is craziness, you also can't prescribe people the times to come in. "If you want to hit this goal in the next three months, I recommend our three-time-a-week commitment. If that's too much for you, there's a two-time..." You have these things that people can choose, a journey, a path. If you're only gonna have one time a week, here's the deal: you can never miss, and I'm gonna need you to do homework, because the reality is, one time a week, if that's all you can afford time or money-wise, I get that something is better than nothing, but you gotta do something at home. Otherwise, it is a waste of your time and money, and I don't wanna waste your money. And when you talk like that with people, they're like, "Oh, this person really knows what they're talking about." When you ask them, "When do you want to come in?" a broken clock is right two times a day. You're going to get some people, but those are the type-A people who happen to be near you or close to you, and they kind of like you. You're not going to have a business where it's easy to predict how much money you're going to make month after month.Julian Barnes 31:15  Would you say that transformation requires the three C's? You need to change your routine, you need to be consistent about the changes you're making in routine, and you have to be willing to get rid of your comfort zone, get out of your comfort zone. Very little change occurs when you're comfortable.Lesley Logan 31:37  Oh, you know what happens: if you don't change, the world does, and you just actually get further behind. So I do think that... I love all those three C's, and I think that's really helpful for people. Here's the thing, the objections you're going to get are three. There might be some other ones, but these are the three I've heard teaching for a really long time, and I used to run nine studios for a high-end fitness company, so I have heard them all, which are: "I don't have the money." Guess what, everyone says that when they actually don't really want to tell you why they can't do it, or they didn't like it. It's an easier thing. You're not going to go show me your wallet, right? So, "I don't have the money," and "I don't have the time." This is one for people who want change, but they're afraid of leaving their comfort zone. So, this is where you actually have to have a speech ready in hand. "I get that. I'm a very busy person. Here's what we're going to do: we are going to pre-schedule your sessions for the next month, so you can schedule your whole life around it. How about we start two weeks out, because it's a little easier? Two weeks out, it's not overwhelming. We're going to schedule your whole life around it, and because of our cancellation policy, you're going to cancel your friends over this, and you're actually going to get the transformation." Or they have to "think about it." If they have to think about it, there's a couple things going on. You weren't good enough at making sure they understood how what you're doing is going to help them with their transformation. You didn't get an honest goal out of them, or you actually didn't tell them how you're going to get there, so they're kind of in, but they're not sure. Or you have way too many offers. If you have too many offers, "I don't know what to do. If I see we have these packages, and we have these packages, we have this class over here, we have this class over here..." It's too confusing for me, and I have to think about it. You want things to be very easy for people to make a yes. And so, if they have to say, "Oh, I have to talk to my husband," that is also a way of saying, "I don't have the money," or "I'm not sure," because most women have the ability to spend the money on what they want. The first time I ever heard this as a brand new teacher, I said, "No problem. If your husband has any questions, here is my number. Remember, these are the goals we talked about, here's how we're going to get there." And if you want me to chat with him about how this is going to work out, I'm happy to do that. Guess what? He came up to my studio the next day and he said, "My wife can come as much as she wants, whatever she wants, she can come as much as she wants. I just want her to be happy," right? Most of the time it's not the husband; it's that she was not sure if she was worthy of the commitment, and we have to hold space for that. But if you can actually think of the objections you have, and then come up with your responses ahead of time, you're gonna come off more confident when they have those. And then guess what, they can go think about it. Okay, great. "I'm gonna reach out next week, I'm gonna reach out tomorrow, I'm gonna call back on the follow-up. Is that okay with you?" You'd be surprised how many people come in if you follow up.Julian Barnes 34:04  Now, here's one of the areas where we may disagree. I agree with everything you just said. Sometimes it's okay to say, "We may not be for you."Lesley Logan 34:13  Oh, we're not going to disagree on that. I love that.Julian Barnes 34:17  I hear you. The three objections: don't have time, can't afford it, not sure. Okay, I hear you. We may not be the right place for you. We are the place for people who are willing to make a commitment to the transformation they seek. We work with people who are committed. We work with... and then whatever's in your community, you know, describe them. They might be business owners, executives, presidents of corporations, whatever is in your tribe, in your community. We work with the best of the best. If you want to be part of that, we'd love to have you, but I get it, we may not be for you, and that's okay. Lesley Logan 34:56  That's okay. Julian, I love this, because I just coached someone today, and she was talking about, "Oh, they got sick and they couldn't do this, and now they're good there." I said, "You should fire them as clients, they're not good clients." In fact, I would call that dirty money. Every single teacher out there who's taking clients who just come in willy-nilly, that is dirty money. It's actually never going to get you good referrals. There's certainly not gonna be a walking billboard. The best advice I ever got when I first started teaching Pilates, best advice, a teacher took me aside on my first day, and he goes, "Get one client and make them obsessed with you. You focus every energy and everything you have on that one client, and you will have clients for life." And he's not wrong. I was gifted a duet session from a teacher who was moving, and I took that to heart. They're like, "We can't come next week." I'm like, "Oh, well, I'll see you... let's go with an extra one this week. Gotta make it up."Julian Barnes 35:43  Exactly right.Lesley Logan 35:44  And they're like, "What? We don't do two in a week." I'm like, "Well, you're missing next week. I'm not gonna wait two weeks to see you. What change are we gonna have? We gotta do this." They never miss a session. Guess what? Within two weeks, I had two of their friends from their building, right? Because I was like, "If you want to work with me, this is how often you have to do this." And here's the thing: when you tell people, "We might not be for you," one, some people will rise to the occasion because they don't like to be rejected, and two, you're leaving space for someone who's going to actually add to the community and make your business successful. And, by the way, more importantly, you're going to make an impact on them, because it's not fun to teach people who are not committed it's, actually exhausting.Julian Barnes 36:18  I know you believe in karma.Lesley Logan 36:19  I do. Julian Barnes 36:20  Right, as we sit in a room full of crystals everywhere.Lesley Logan 36:24  Some people, I'm wondering when their karma is coming. I'm just gonna say.Julian Barnes 36:28  So you have to be confident enough that the universe will present you what you need when you need it, and that confidence is really tested when you have some financial needs and the wrong client walks in. You have to be confident enough, both in your own abilities and that the universe will provide for you the right way. You have to be confident enough to say no to the wrong person, so you keep space open for the right person, as you said, and you have to be confident that the universe is going to bring that right person to you.Lesley Logan 37:12  Yes. Well, and.Julian Barnes 37:13  But it's not going to always be on your schedule.Lesley Logan 37:15  No. And that... well, that's here's the thing, we've been talking about these different leads, you actually don't get to decide when people are going to finally come in the door. So you have to make sure that whatever you're doing is making sure it's put in front of them and reminded in front of them, and they're reminded again until they're like, "Oh, I'm finally ready." We actually don't get to decide when they come in the door, but once they're there, we absolutely can say, "You're in my house, and in my house, this is how we do things," right? Like my house, you can leave your shoes on, we got a dog, he goes in and out, this is a desert, we're fine, but some people's houses, the shoes go off. I was just at a friend's house who's in the Pilates industry, and he's like, "Yeah, you take your shoes off," and we went upstairs, and he's like, "Oh, there's a deck, put these slippers on," and I'm like, "Oh my god, there's so many rules!" But guess what, it's his house. Those are the rules of participating in his world, and so I would just say it's okay to have these rules. It really helps people understand the boundaries, and it will make for better clients who are more consistent, and guess what, they will go back to the best way to get clients: refer you better clients.Julian Barnes 38:15  Great. So now, how do we keep them? How do you recommend that your clients act in such a way as to increase lifetime value? First of all, what is lifetime value? Second, why is it important? Third, how do you increase it? What is it? Why is it important? How do you increase it?Lesley Logan 38:34  So you can correct me. I'm going to do a simple lifetime value with clients: like if you have clients for two years, how much money do you often make off them? And getting an average of a lifetime value really helps you understand how many clients you really kind of need for your business to predict or project what you want to make. You want to make a million dollars for your studio, and your average lifetime client is X. Then you need 25 of those clients to get there, right? So it really helps you understand the business you're going to have. And our businesses, we have a really amazing lifetime value of a lot of our clients. It's kind of insane for our membership bases that are online, what they are, and so once we know those, it really helps us understand how much money are we going to spend marketing, right? Especially if you're an on-demand business or membership basis.Julian Barnes 39:12  How much you're willing to invest in marketing.Lesley Logan 39:14  Yes.Julian Barnes 39:14  If you know that your member is paying you 100 bucks a month, which is 1,200 bucks a year, and they have an average tenure of two years, then you know that you have about $2,400 for every client.Lesley Logan 39:27  Yeah.Julian Barnes 39:28  So now you back, that's not even that's before profit.Lesley Logan 39:30  Yep. Okay. Yep.Julian Barnes 39:32  Now you back that down and back that out and say, "Well, how much am I willing to invest by an acquisition cost? Am I willing to invest $100 to make $2,400? Sure. Am I willing to invest $2,000 to make $2,400? Not so much."Lesley Logan 39:32  There are people who will do that, and I think they're crazy.Julian Barnes 39:33  So you know that number because you want to know how much you want to invest.Lesley Logan 39:37  Yes, and it's really important, and it really does take time to get that value if you're a brand new studio. This is going to be something. Julian Barnes 40:00  6 to 18 months, minimum. Lesley Logan 40:02  So it's really important. What was the second two questions?Julian Barnes 40:06  That's what it is. How do you keep your members with you for two, three, four years? How?Lesley Logan 40:14  Okay, so first of all, this is going to sound crazy. If your value system doesn't include commitment and consistency, you've already started your business off on the wrong foot for a long-term lifetime value of a client. You have to actually have in your value of your business, "We want committed or consistent clients." What are we going to do? It's part of our value system to make sure that happens. Maybe that comes from communication, maybe that comes from transparency, maybe that comes from responsibility, maybe that comes from community, but you have to decide in your value system how you're going to get there from the get-go. Because everything in your value system dictates how you make decisions on who you hire, what services you offer, what days you're open, all that stuff, right? Second thing is, if you're not making sure your clients are consistent, if you're just letting them cancel and there's no fees, they're not committed. Guess what, they're going to eventually go somewhere else, because no one's making sure they show up.Julian Barnes 41:11  The word there you're looking for, I think, is accountable.Lesley Logan 41:14  Yes.Julian Barnes 41:15  Accountable. You have to hold your clients accountable to the prescription for the transformation that they said they want. You didn't tell them what they wanted; they told you what they wanted. You told them how to get it.Lesley Logan 41:29  Yeah, exactly. So, I think this is where people are afraid they'll lose clients if they uphold a cancellation policy. Nope, you'll lose them because you didn't. Now, you might lose them in the beginning, like, "This is too harsh." Great, this is not the studio for you. That studio on the street is in charge, go there. I don't know if you'll get your goals, but you won't be charged for not showing up here. You said you wanted to do this; I held a space for you, right? It's really important. And you'll say it in your own words, but I promise you, I promise you, I had clients when I was in LA... I taught in LA for 12 years. I was there for 14, taught 12 years in LA, and when COVID hit, I still had more than half of my clients from the first year I started teaching.Julian Barnes 42:08  How? What did you do to maintain that LTV?Lesley Logan 42:12  Aside from my boundaries, if I traveled, there was a teacher coming into their space at their exact same time, so their schedule didn't change just because my schedule changed. I think this is really important: no matter the size of your space, you've got to have backups or a backup policy in place, so that you can get sick, have to travel, or have a baby, and make sure that they're taken care of at the schedule that they committed to, because it's really hard for them to move their schedule, right? Second thing, if you're not reinstating what they're getting from you, you think that they're mind readers, they're not, right? So, you have to remind them how far they've come, how close they are to their goal. "Oh, you've hit this goal, where are we at now?" You also need to actually... they talk so much, they are nonstop, they think you're their therapist. If you're not listening to the things they're saying they're going to go do with their family, "Oh, you're going to go hike such and such volcano in Europe? Okay, we're going to add some exercises in to make sure you can do that. Oh, you want to start running a marathon? Okay, we got to do these things to help keep your hips open, otherwise your back's going to hurt." You need to hear the things that they're saying they want to do with their kids, their family. You have to insert yourself. Julian Barnes 43:15  You have to listen. I'm hearing you say, 'Listen, listen.'Lesley Logan 43:17  And what do most teachers do? This is the thing, I say this, the industry is having an amazing moment right now, but I promise you, right now, because all the teachers are focused on cues, and all the students are focused on how many people are in the class, you are going to see the pendulum swing the other way. Because people are not there for your cues; they're there for the transformation. And if you're not looking with your eyes at what their body is doing, you don't know what cue you need. You have to see what they're doing, and then give them the correction that they need in that moment. And because we have different learning styles and things like that, you can't... I'm sorry, you can't have memorized cues. You have to learn how to be present, and be present to listen to what they're saying when they're leaving. What are they saying? "Oh, you know, my sister's coming to town next week." Guess what I'm saying: "Oh, is your sister coming with you to class? Do we need to reschedule your sessions?" Because if you can start to train them, then they're never missing, they're getting the consistency. But you have to know that their goals are going to change with their life. My clients, 12 years long, I mean, it's amazing what height we got out of them, and they're older. So I think it's really important for people to actually remember that the impact you want to make is there if you listen, and they'll stay because you keep reminding them how Pilates is part of their life.Julian Barnes 44:32  And so churn, to wrap it up, LTV and churn are related. You want your LTV to be high so they stay with you for many years, and you want to reduce your churn, which is the percentage of clients or members who leave your studio. What are some of the best practices that studio owners can implement to minimize churn?Lesley Logan 44:53  So, I think this is where, if your business is based off waitlists and 12-hour things, and hoping people cancel so they will get off the waitlist, you're actually going to have churn. I actually think this is where we have to really think about who we're trying to serve and how we're serving them. And I would really make sure that your clients are able to be part of the journey of the growth of your business. They should be part of it, celebrated, reminded that they're there. They always need to have a name. Every single person, whoever you hire, no matter how big you get, if they are not saying people's first names, and also following up, "Oh, you've been gone for two weeks because of X surgery. How are you doing? Yes, we paused your membership, but..." actually check on them. "Oh, I don't want to bother them." Oh my god, they won't respond if you're bothering them! We have to actually stick around and be in people's lives, and follow up and remind them that they matter and that they're missed. And if you have any teachers who are not remembering people's names and not remembering that they've been gone, you're going to have a churn problem. I think the reason why my businesses have grown, even in coaching people, and that we have people who've been with us since day one, is because we constantly remind everybody who the OG people were. These people are here; they've been with us for the long haul. They remembered us when it was small, but they're being introduced to the new people when it's bigger, and they're feeling that they're part of a community. I think people forget that people, at the base of everything, just want to belong. And if you're not able to look them in the eye and remember their name and introduce them to somebody else, they're going to feel unseen at some point. So I really do think that churn is reduced when you see people as a human being.Julian Barnes 46:27  So, I have a bonus question for you which is, right in your wheelhouse as a veteran instructor, more like a comment for you to reply to, from the very beginning of this conversation, you haven't used this word, but it's my takeaway of what you've been saying: impact. We talk about how people want transformation. Talk about how do you convert from lead to first-time visitor? How do you convert from first-time visitor to second purchase? How do you keep them a long time? How do you minimize churn? To me, the answer is impact, and what we, at BFS, don't focus on front of house, we're not Pilates instructors, but you obviously are. And so what I like to remind people, and I'm going to ask you to elaborate, I like to remind people none of the processes, none of the systems, none of the messaging, none of the stuff matters if you're not delivering fire classes each and every time. Agree, disagree, assess?Lesley Logan 47:29  Oh, I agree. I also think it's really interesting because I come from this as a classical Pilates instructor, but I coach a lot of contemporary-based Pilates. So my fire classes on the Reformer always start with footwork and probably end with the same exercise. So, when you say fire classes, I think it's really important that I say.Julian Barnes 47:47  I want to say impact. The classes have to deliver impact.Lesley Logan 47:50  Yeah, they have to. Well, I'm saying I'm agreeing with you. I'm also saying you don't have to be someone who's recreating the wheel every time, but people have to feel so different than when they walked in the door, because if they feel the same, then they're not coming back. This is a nice hobby that they have, you fit the thing, but as soon as road construction's up or their job goes across town, you're out of it. Here's what I know about being a teacher for so long in LA: people would drive across freeways to stay with the same teacher because of the impact. Why would they do that when there's a studio... it's LA! There are, and by the way, it's LA, like New York, the best Pilates instructors in the world are in these places, and they're going across town. Why? It is because of the impact. And I think this is where people lose their confidence: they see other people doing things and go, "Oh, I should do that, too. Everyone's Reformers are beige now; I should do beige. Everything is this." No. What is it that you said you would give people, and what is it that they want? And if you can stay clear on that and keep understanding what their new wants are, you will have them for life.Julian Barnes 48:59  This goes back to something you said earlier today: take one client and give everything to, say that again, you said?Lesley Logan 49:07  Take one client and you make them obsessed with you, and then you'll have clients for life.Julian Barnes 49:11  Okay, so unpack that, because I think you're talking about how do you make them obsessed. To me, that sounds like you're saying give them 110%, teach the best class every time, you are the best.Lesley Logan 49:38  It goes back to accountability. I'm going to give 110% in every session, but you have to show up for the sessions, and it's a two-way street, I'm not in your body, right? So you got to make sure that they feel like they can trust you to tell you what's going on, but they have to show up

You can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something - your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life. ~Steve Jobs Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

On this episode of The Brand Herald, Landon sits down with Foster McCarl, a Louisville-based strategic advisor and business coach. Foster's story isn't a straight line. It winds through western Pennsylvania, Los Angeles, Hilton Head, and finally Kentucky, shaped at every turn by family, faith, and a willingness to do the hard work in front of him. This episode is less about tactics and more about how a great personal brand isn't built in a marketing meeting. It's built across a lifetime.Foster grew up inside a family business that his grandfather started with a $2,500 GI Bill loan in 1946, building what would become a 90-million-dollar mechanical contracting firm. That legacy of promises kept, of street-smart integrity, of a name that meant something in a community follows Foster everywhere he goes. He shares how watching his grandfather honor a bad deal with the owner of the Pittsburgh Pirates became a founding story for the McCarll brand. From there, Foster traces his path through a decade in Los Angeles, managing Guitar Center's flagship acoustic room on Sunset, running a certified Apple consulting business, and even being in the room when Steve Jobs revealed the first iPhone before eventually landing in Louisville to get better support for his daughter on the autism spectrum.The conversation turns to the work Foster does today as a strategic coach and why his unusual path makes him uniquely suited for it. Like Michelangelo removing everything that wasn't David, Foster's coaching philosophy centers on helping business owners and CEOs identify what they actually want, uncover what's blocking them, and then hold them accountable to their own stated goals. He describes himself on his business card as an "unreasonable friend", someone who cares deeply but won't let you off the hook. The discussion also gets honest about listening, communication styles, and the discipline it takes to be truly present in a world built for distraction.Landon and Foster land on the idea that ties it all together: a brand is a promise, and trust is what makes the promise. Foster's grandfather built that trust by honoring an impossible deal. Foster builds it today by showing up, asking the right questions, and never pretending to have all the answers. His final piece of advice is to practice business acupuncture, focus on helping other people's bottom lines grow, and your own will follow, is a quietly radical idea in a world still chasing the grind. Chapters:00:00: Landon introduces Foster McCarl01:07: Father's Day weekend in Louisville and Foster's wood shop obsession03:16: Growing up in western Pennsylvania and the McCarl family business origins. 05:18: Foster's grandfather, the Pittsburgh Pirates deal, and a promise kept. 07:46: From LA to the Carolinas to Louisville08:37: Witnessing the first iPhone reveal live at Apple's Worldwide Developer Conference. 10:48: Working with his father and the gap between planning and implementation. 13:13: Moving to Louisville for the Bluegrass Center for Autism17:34: How lived experience makes Foster an authentic and relatable coach. 19:41: The coaching philosophy: removing what isn't David and asking the right why. 22:43: On listening, auditory processing, and being present in a distracted world. 27:39: A brand is a promise, from grandfather to grandson, the McCarl legacy. 30:53: Final advice: be intentional, be authentic, and practice business acupuncture.Resources:https://www.linkedin.com/in/fostermccarl/ https://www.linkedin.com/company/foster-mccarl/ 

Want to scale your health practice and get your life back? Work with me 1-on-1 in our private advisory and mastermind - https://go.healthpreneurtraining.com/hp-mastery?el=yt-july5Most health practice owners eventually hit the same wall. The business is growing, revenue is up, and patients or clients are getting results, but too much still depends on you. The next level isn't about doing more. It's about building something bigger than yourself. A business that scales without relying on you for everything.That's why we created Healthpreneur Mastery.Mastery is the private advisory board and mastermind for leading health professionals doing at least $500,000 per year who want to build a business that creates greater profit, freedom, and impact.This isn't for beginners.It's for practitioners, practice owners, and health entrepreneurs who know they're capable of building something much bigger and don't want to figure it all out alone.Learn more about Healthpreneur Mastery here: https://go.healthpreneurtraining.com/hp-mastery?el=july5If the first question you ask before making a business investment is what is the ROI, you are already thinking too small. The greatest business leaders in the world, from Bezos to Steve Jobs, never led with that question.In this Episode I am sharing six reframes that will help you make bigger, better decisions the same way they do.Most practitioners and business owners default to ROI thinking because it feels safe and logical. But ROI measures what you can already predict, and the biggest opportunities in business are always the ones you cannot see yet. I walk through real examples from Amazon Prime, Netflix original content, and Apple Stores, plus a personal story of how an $18,000 mastermind investment led to a New York Times bestseller, a multi-million dollar book deal, and business outcomes that could never have been forecasted in advance. The six reframes I share in this video cover how to think about upside versus downside, the real cost of inaction, how to evaluate whether an investment builds an asset or increases your capabilities, and why almost every business decision you will ever make is completely reversible. If you are a health practitioner or coaching business owner who wants to think and make decisions like a leader instead of playing it safe, this is the video that changes your framework.

We sit down with Mickey Drexler — the retail legend who built the modern American wardrobe. Over an 18-year run he grew Gap from $400 million to $14 billion in sales, founded Old Navy and turned it into the fastest brand ever to hit $1 billion, personally bought the Madewell name for $125,000, and later ran J.Crew. Steve Jobs put him on Apple's board, where he helped design the Apple Store — and then called him the night before Gap fired him with one day's notice. Today he's chairman of Alex Mill, the brand founded by his son.Mickey opens up about his cameo on Breaking Bad, why Jackie Kennedy was his muse at Ann Taylor, the Paris moment that gave Old Navy its name, why Gap Kids was a mistake, the loudspeaker he installed at J.Crew headquarters, and why he thinks AI will never replace human taste. He also explains the one thing he says he'll never stop doing — and the rule he lives by that made khakis cooler than jeans. Plus: his pick for the best fashion brand he never worked for, and the advice he'd give anyone going into business with family.CHAPTERS:0:00 - Intro: Mickey Drexler on Building Gap, Old Navy & J.Crew1:38 - Mickey Drexler's Breaking Bad Cameo, Explained4:47 - Mickey Drexler, Ralph Lauren & Calvin Klein: The Bronx Fashion Story11:51 - Mickey Drexler at Ann Taylor & His Jackie Kennedy Muse14:09 - How Mickey Drexler Turned Gap From $400M Into $14B23:33 - Why Mickey Drexler Says Gap Kids Was a Mistake25:41 - How Old Navy Got Its Name & Took On Target37:45 - How Mickey Drexler Bought Madewell's Name for $125,00041:29 - Mickey Drexler & Steve Jobs: Designing the Apple Store48:05 - How Steve Jobs Warned Mickey Drexler He'd Be Fired From Gap49:27 - Mickey Drexler on Running J.Crew & Being a Micromanager54:45 - Old Navy's American Flag T-Shirt & the Business of American Style58:42 - Mickey Drexler on Why Fashion, Food & Fitness Live on Fads1:04:08 - Mickey Drexler: Why AI Can't Replace Human Taste1:06:19 - Mickey Drexler on Alex Mill & Working With His Son1:07:29 - Rapid Fire: TJ Maxx, Best Business Book & Timeless Style1:10:52 - Mickey Drexler's Takeaway on American Fashion Hosted on Acast. See acast.com/privacy for more information.

Can an association create deeper member loyalty by focusing not just on solving problems, but on creating experiences that people genuinely care about? In an era where efficiency and technology dominate, perhaps the real opportunity for associations is to bring more humanity, intention, and artistry into every member interaction.In part one of this two-part special on Associations Thrive, host Joanna Pineda interviews Nir Hindi, Founder of The Artian. Nir discusses:What business artistry is and why it differs from creativity. Creativity solves problems; artistry creates meaning and emotional connection.How some of the world's most admired leaders, including Steve Jobs, Walt Disney, and Edwin Land, approached business as a form of creative expression rather than simply optimization.Why associations should think beyond delivering value and instead design experiences that members genuinely remember and care about.How seemingly small details, from onboarding experiences to event design to member communications, can communicate care, respect, and intention.Why organizations should optimize not only for efficiency, but also for emotional resonance and human connection.The role of awe in leadership, and how inspiring visions motivate employees, members, and stakeholders to become part of something larger than themselves.How founders and executives can become better storytellers by focusing less on features and facts, and more on purpose, motivation, and impact.This conversation is Part 1 of a 2-part interview. In Part Two, Nir explores how business artistry specifically applies to associations and nonprofit organizations.References:The Artian WebsiteNir's Business Artistry CourseFollow Nir on LinkedInNir's Website

Adam took the family on his parents' annual vacation this week, and Grandpa rented four jet skis. With a house full of kids, four turned out to be exactly the right number. Adam threw Luke off the back four times, which he's counting as a win. But the real event was the card game. If you've never played spoons with the Minihan family, know this going in: it ends in blood. Sheetrock has been broken. Tables have taken damage. Adam came home with a scratch, a bruise, and a loss he's still sore about. His sister Kaylin was his rival, so he spent the whole game yanking the spoons to the far end of the table just to make her fly for one. Then Grandpa broke out the karaoke machine after the kids went down, and Adam lassoed Lady Haylee into a duet of "Jackson." Every man should have a go-to karaoke song ready for when the moment finds him. Adam jokes, God help him, is "My Heart Will Go On."Dave, by his own admission, has no fun stories. He spent the weekend working himself to the bone, finished cutting his wheat, and pulled a good harvest. Adam brought up while his family was away, something got into the coop. A fox or a coyote, most likely, because a raccoon doesn't kill a dozen birds. They lost the four new chicks and the brooding hens. Chicken math giveth, and this week it took away.The pour is 1792 Full Proof, a single-barrel store pick from Broken Arrow Wine and Spirits, a Catholic-owned shop. It's barrel strength and it drinks hot. Jim, keeper of the yummy scale, gave it a 5.99 out of 6, then shrugged and told the guys to be indifferent to it. Which, as it happens, is the whole show.Because tonight the topic is holy indifference, and Adam frames it first through ordering your day. Reading Sertillanges' The Intellectual Life, he lands on a hard truth: you are not at the mercy of your mood, and the man who waits until he feels like it never starts. Order gets carried out precisely when you don't feel like it, because the hierarchy of what matters doesn't shift with how you feel. Decide what a good day looks like before the day begins. Get your three to five things done no matter what the highs and lows throw at you. Kill the second alarm. Don't become a slave to the pillow. Small time used faithfully beats big time used erratically. And guard your silence, because a scattered mind can't go deep, and the first place you feel the noise is in adoration.Then the turn. Holy indifference isn't apathy. It's the opposite. It's a hyper-preference, wanting the will of God so completely that you stop caring whether He sends riches or poverty, health or sickness, a long life or a short one. St. Ignatius calls it indifference to all created things. St. Francis de Sales sharpens it: the resigned man accepts God's will but still quietly prefers his own, while the indifferent man has let go of the preference itself. Wax in the hand. Clay in the potter's grip. Dave brings it home with the night a car stopped short in front of him and he thought, what if I'd just died? His first panic was, who takes care of my family? And the answer he heard was, do you think you're the one who takes care of them? Have they not always been Mine first? Protect, provide, establish, and then hold it all loosely. You can't abandon yourself to a God you don't trust, so build the faith that lets you trust Him. Raise your glass.TOPICS COVEREDAdam's family vacation and Grandpa renting four jet skis for a house full of kidsThe Minihan family spoons tournament that draws blood and breaks sheetrock, with Adam's sister Kaylin as his rivalWhy every man needs a go-to karaoke song, and Adam roping Lady Haylee into a "Jackson" duetDave working himself to the bone all weekend with no story to show for itDave finishing the wheat harvest and losing a dozen chickens to a predator while the family was away"Chicken math," and why your flock is a moving number and never a static oneBourbon of the week: 1792 Full Proof, a single-barrel store pick from Broken Arrow Wine and SpiritsJim's yummy scale verdict: a 5.99 out of 6, delivered with a shrugOrdering your day so you're not at the mercy of your moods, from Sertillanges' The Intellectual LifeDeciding what a good day looks like before the day even beginsKevin O'Leary, Steve Jobs, and getting your three to five things done regardless of the highs and lowsGuarding your focus: the Brick, one alarm, no snooze, and refusing to be a slave to the pillowWhy small time used faithfully beats big time used erraticallyWhy living well for your family is harder than dying for itRecollection over noise, guarding silence, and why you feel a scattered mind first in adorationCatholic freedom as the ability to choose the good, not the license to do whatever you wantHoly indifference as a hyper-preference for God's will, not apathySt. Ignatius on indifference to health or sickness, riches or poverty, honor or dishonorSt. Francis de Sales on the difference between resignation and indifference, and the image of wax in the handThe daily offering, and Adam's "Lord, take it all from me" prayer in adorationThe detachment exercise: if a tornado took your house, would you still trust Him?Dave's near-death moment and the words he heard: do you think you're the one who takes care of your family?"Hold on loosely, but don't let go," and why you can't abandon yourself to a God you don't trustREFERENCED IN THIS EPISODEBooks & Writings:The Intellectual Life by A.G. Sertillanges, O.P. (Adam's favorite; "every man should read it")Introduction to the Devout Life by St. Francis de Sales (resignation vs. indifference; the wax in the hand)The Spiritual Exercises of St. Ignatius of Loyola (indifference to all created things)Steve Jobs by Walter Isaacson (Adam's take: a brilliant visionary who led a sad life)Divine Mercy in My Soul by St. Maria Faustina (free on the Amen app)True Devotion to Mary by St. Louis de Montfort (free on the Amen app)Saints & Church Fathers:St. Ignatius of Loyola (holy indifference; the First Principle and Foundation)St. Francis de Sales (resignation vs. indifference)St. Thérèse of Lisieux (the "little way," faithful small time)St. Maria Faustina and St. Louis de Montfort (the two books that changed Adam's life)People:Adam Minihan (host; founder of M6 Marketing; writes The Grounded Builder on Substack)Dave Niles (host; Lady Pamela and the kids)Jim Spencer (in studio; keeper of the yummy scale)Kevin O'Leary, "Mr. Wonderful," and Steve Jobs (the time-management and focus thread)Karl Graham (friend of the show; the log-every-30-minutes habit)Musical cameos: 38 Special ("Hold On Loosely"), Johnny Cash and June Carter ("Jackson"), Celine Dion ("My Heart Will Go On"), Lionel Richie ("Easy")Programs & Institutions:The Brick (the focus device that blocks distracting apps)Broken Arrow Wine and Spirits (Catholic-owned; the 1792 Full Proof store pick)M6 Marketing (Adam's company)SPONSOR BLOCKSponsor: The Amen app (from the Augustine Institute)The Amen app is the free Catholic prayer app the guys use to prep the family for Sunday, listening to the Sunday Gospel on the way to Holy Mass. Since 2021 it's had over 950,000 downloads, and the guys want to push it past a million. No paywall, no subscription trap, no upfront cost. It even has Divine Mercy in My Soul and True Devotion to Mary on it, free. Download the Amen app right now.Sponsor: Select International Tours: selectinternationaltours.comWhen Adam and Dave decided to lead their first pilgrimage, one name kept coming up: Select International Tours. Having used them, the guys can vouch for it. They're the best. Wherever in the world you want to go, Select has a tour ready. Whether you want to lead a pilgrimage or attend one, head to selectinternationaltours.com and see everything they offer. You won't regret it.

Geschichte lebt von Dokumenten. Aber nicht nur von Verträgen, Briefen oder Protokollen. Sondern auch von Tonaufnahmen. Das gilt insbesondere für die USA mit ihren zahlreichen Medien, die immer und überall ein Mikrofon hinhalten. Zum 250. Geburtstag der USA haben wir ein Dutzend historischer Töne ausgewählt. Unsystematisch, aber vielleicht zeigen diese Zeitdokumente gerade deshalb ein Bild der vielseitigen Vereinigten Staaten. Das Line-up: Amanda Gorman, Neil Armstrong, John Coltrane, Sally Hemings, Thomas Jefferson, Steve Jobs, John F. Kennedy, Martin Luther King, Abraham Lincoln, Barack Obama, Thomas Paine, Ronald Reagan, Eleanor Roosevelt, Franklin Roosevelt und Bruce Springsteen. Sie alle haben die USA auf die eine oder andere Weise geprägt. Was sagen sie zu ihrem Land? Was sind ihre Hoffnungen, Träume und Ideen? Was haben diese Amerikanerinnen und Amerikaner bewirkt? Was bleibt von ihnen? Und: Wie sind die USA gealtert? Darüber unterhält sich Christof Münger, Leiter des Ressorts International, mit Korrespondentin Charlotte Walser in Washington D. C., mit Professorin Tina Kempin Reuter in Birmingham, Alabama, und mit dem langjährigen USA-Korrespondenten Martin Kilian in Charlottesville, Virginia - in einer Spezialfolge des USA-Podcasts «Alles klar, Amerika?». Produzent: Noah Fend Mehr zum 250. Jubiläum der USA: So feiern die USA ihren runden Geburtstag Leere Pavillons, eine Konföderiertenflagge und lauwarme Getränke Älteste Demokratie der Welt? «Das sind eindeutig wir. Sie haben das von uns abgeschaut» «Seine Kugeln sind nahezu perfekt»: Was ein Basler mit der Amerikanischen Revolution zu tun hatte Elisabeth Bronfen zu 250 Jahre USA: «Die meisten Schweizer wissen gar nicht, wie amerikanisiert sie sind» Jill Lepore über 250 Jahre USA, Trump und die Demokratie: «Es gibt vieles, das man feiern könnte, wenn Trump nicht alles an sich reissen würde» 25 grossartige Dinge, die wir den USA verdanken Mehr USA-Berichterstattung finden Sie auf unserer Webseite und in den Apps. Den «Tages-Anzeiger» können Sie 3 Monate zum Preis von 1 Monat testen: tagiabo.ch.Feedback, Kritik und Fragen an: podcasts@tamedia.ch Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Stanford, Loopt, and Y Combinator. Guest Author: Keach Hagey. Altman's career accelerated at Stanford, where he dropped out to co-found Loopt, a pioneering location-tracking startup. Although Loopt achieved visibility—including a famous appearance at an Apple event alongside Steve Jobs—it was financially a disappointment, selling for parts after the 2008 crisis. Following a period of global "backpacking" and self-reflection, Altman discovered his "superpower" in investing, mentored by Peter Thiel. By 2014, he became the president of Y Combinator, overseeing massive successes like Airbnb and Stripe. Influenced by a visit to SpaceX, Altman adopted Elon Musk's "missionary" approach, viewing startups as world-changing missions rather than mere businesses. During this time, he also championed radical social concepts like Georgism and Universal Basic Income (UBI), writing extensively on how mass AI equity could eventually be shared to restructure society. 3JANUARY 1941

Patrick opens the hour reflecting on the impact of simply asking for help, sparked by a story about Steve Jobs at twelve, then shifts seamlessly from questions about Catholic college choices to the moral considerations of AI tools like ChatGPT. He answers a listener wrestling with where to find hope in a world full of suffering, explores purgatory and eternal life in a memorable call, and weaves in practical insights for faith, whether at home or behind bars. Audio: Steve Jobs on the power of asking for help - https://x.com/Rainmaker1973/status/2056784257431785744?s=46 (00:33) Rosendo (email) – Can our kids attend Christian colleges because my daughter wants to get her degree in nursing (06:08) Lena (email) - Is using ChatGPT a sin? (10:41) Tracy - In Purgatory, could the holy souls actually be floating around among us as people and we just don't understand or are they in a different dimension? (19:51) Matthew - My nephew is in prison. Are there any books that I could recommend to him? He doesn't know much about religion. (31:27) David (email) - In a country that is increasingly skeptical of helping people where do you see Him? In a country that only rewards brutality in spirit, money, and power where do you find Jesus? (39:20) Michael (email) – Where’s your movie list? (45:45) (Originally aired 5/20/26)

Story of the Week (DR):JP Morgan's news weekThe Lurid Lawsuit, Salami Scandal and Trash-Can Thief Vexing JPMorgan's PR Department AND Meme of 'JPMorgan's HR Department in 2026' Has People in Stitches Amid Sex Scandal and Knicks Bin IncidentShe Stole a Knicks Trash Can Off the Street and Lost Her Job at JPMorganThe Trash Bin That Cost Her Career: Who Is Angie Báez? JPMorgan DEI Executive Fired After Viral Knicks Parade VideoThe Trash-Can Thief: Angie Báez, an Executive Director of Community and Industry Engagement at the bank, was captured on a viral video during the New York Knicks championship parade emptying a public trash bin onto a Manhattan sidewalk so she could steal the limited-edition, blue-and-orange Knicks-themed container.The Resolution: JPMorgan quickly terminated her employment after the video went viral. Báez eventually returned the trash bin and was issued $175 in sanitation fines.But what kinds of thing DON'T get you fired and get you fined?In 2023, JPMorgan Chase agreed to a $290 million (1,657,143x) settlement to resolve a class-action lawsuit from survivors of Jeffrey Epstein. The bank was accused of actively ignoring glaring red flags and helping bankroll Epstein's sex-trafficking operation for 15 years.Internal documents and later congressional probes revealed that the bank processed roughly 4,700 suspicious transactions totaling $1.1 billion for Epstein. They failed to file a single Suspicious Activity Report (SAR) until after his death.Who Kept Their Job? Mary Erdoes: The Head of Asset & Wealth Management was fully aware of Epstein's status as a high-risk sex offender, reviewed his account, and was directly implicated in internal communications regarding his status. She faced zero professional demotions and remains one of the top candidates to eventually succeed Jamie Dimon as CEO.In 2020, JPMorgan Chase entered a deferred prosecution agreement and agreed to pay a record $920 million (5,257,143x) to settle federal charges of market manipulation.For nearly a decade, traders on JPMorgan's precious metals and U.S. Treasuries desks engaged in "spoofing"—placing tens of thousands of fake, deceptive orders to artificially move market prices and maximize their own profits. The FBI stated that traders "openly disregarded U.S. laws."While a couple of mid-to-high-level traders (like Michael Nowak and Gregg Smith) were later criminally convicted and sentenced to prison, the executive leadership team responsible for supervising them and implementing compliance programs suffered no casualties. Top management stayed perfectly secure, chalking the multi-million dollar fraud up as the work of a few "bad apples."The Salami Scandal: Veteran wealth manager Brent Bodner was fired by JPMorgan in 2024 after he expensed a $642.50 deli platter (containing wings, sandwiches, and salads) for a Super Bowl gathering at his Beverly Hills home. The bank accused him of intentionally misclassifying a personal party as a pre-approved business meeting.Bodner counter-sued, jokingly dubbing the controversy the "salami incident." He argued that the event was a legitimate client-acquisition dinner that only two prospects ended up attending, and that the minor coding error was used as a pretext to push him out.The Resolution: A FINRA arbitration panel sided heavily with Bodner, ruling that JPMorgan acted preemptively out of paranoia that brokers were leaving for rivals. The panel ordered JPMorgan to pay Bodner $4.25 million in damages.The Lurid Lawsuit: Chirayu Rana, a former vice president on JPMorgan's leveraged finance team, leveled highly salacious allegations against his female supervisor, Executive Director Lorna Hajdini. Rana's lawsuit alleges he was subjected to a campaign of racial discrimination, severe harassment, and forced sexual relations under the threat of having his career sabotaged.The Resolution: Rana rejected a $1M settlement offer, countering with a demand for up to $22 million before escalating the fight to court. Both Hajdini and JPMorgan strongly deny the allegations as entirely fabricated, and the legal battle is moving toward a highly publicized trial.JPMorgan Chase promotes Petno, Rohrbaugh to copresidents, setting up two more successors for DimonThe Wait to Replace Jamie Dimon Keeps Getting Longer: Another potential successor, Marianne Lake, is leaving JPMorgan, as the longstanding chief executive enters his third decade atop the bank.How JPMorgan went from 3 female CEO contenders to an all-male succession raceJPMorgan named Doug Petno and Troy Rohrbaugh, current co-heads of the bank's commercial and investment bank, as co-presidents, setting them up as the frontrunners to succeed longtime CEO Jamie Dimon. Their promotions, the bank said in a press release, "are part of the Board's ongoing succession planning process."Petno and Rohrbaugh were among a handful of powerhouse candidates poised to succeed Dimon, including Jennifer Piepszak, chief operating officer, Marianne Lake, CEO of the commercial bank, and Mary Erdoes, CEO of asset and wealth management.Marianne Lake, a Potential Dimon Successor, Leaves JPMorganOne-time Retention and Continuity equity awards to the following Operating Committee members:Doug Petno, Co-President and CEO of the Commercial & Investment Bank, and Troy Rohrbaugh, Co-President and CEO of Consumer & Community Banking, in the amount of $30M each;Mary Erdoes, CEO of Asset & Wealth Management, and Jennifer Piepszak, Chief Operating Officer, in the amount of $20M each.JPMorgan Chase unveils $50 billion buyback, Goldman Sachs raises dividend after Fed stress testA 6 year study shows which CEOs are pushing RTO mandates: The ones with the biggest egosFortune 500 bosses demanding staff return to the office share one trait: narcissism, research findsA six-year study tracking corporate executives revealed that strict return-to-office (RTO) mandates are heavily driven by narcissism and executive ego, rather than actual employee productivityWharton organizational psychologist Adam Grant noted that researchers used reliable corporate proxies to quantify CEO narcissism, including the oversized scale of their compensation packages, the size of their signatures, and the prominence of their photos in company annual reports.The data showed that leaders with highly inflated self-opinions consistently coveted maximum power and status, making them the most aggressive opponents of remote work.Goldman Sachs and JPMorgan pushed hard for a 5-day-a-week return to the office. Why they're now letting employees work from homeGameStop CEO Cohen spurns $35 billion pay plan to focus on plan to buy eBayGameStop CEO on His eBay Pursuit: ‘I'm Not Going to Stop, I'm Not Going to Go Away'GameStop unveiled a compensation package worth roughly $35B for Ryan Cohen ​in January, hinging on a turnaround that requires him to lift the struggling company's market value more than tenfold and sharply boost its profit.In May, Cohen surprised Wall Street with an unsolicited offer to buy eBay for roughly $56 billion in cash and stock to ‌turn the e-commerce company into ⁠a bigger competitor to Amazon.EBay's board rejected the proposal, calling the offer "neither credible nor attractive."Cohen argued that he doesn't want the package ⁠so that GameStop's leadership can fully focus on its operating performance and the planned acquisition.SpaceX handed lowest possible ESG rating by MSCI: Triple C score puts Elon Musk's company on par with Russia after 2022 invasion of UkraineMusk 'most obvious risk' following SpaceX's lowest possible ESG rating“Board of Directors: The SPACE EXPLORATION TECHNOLOGIES board currently has an independent majority, which enables it to more effectively fulfill its critical function of overseeing management on behalf of shareholders. The company has failed to split the roles of CEO and chairman, which may limit the board's independence from current management interests. Split CEO and chairman roles are characteristic of 67% of companies in this market.”Welltower CFO's $167 million pay package sets new recordWelltower's Tim McHugh is the new highest-paid finance chief among the biggest U.S. companies. His $167 million pay package in 2025 not only dwarfs that of his CFO peers but also outpaces the compensation of many CEOs.McHugh's pay at Welltower, a real-estate investment trust focused on rental housing for seniors, surpasses the $139 million compensation package received by Tesla's Vaibhav Taneja in 2024. This puts him more than $135 million above Alphabet's Anat Ashkenazi, the next highest-paid CFO in 2025. And it secures him a spot in the club of executives making $100 million or more, a group that remains rare.Here's what the article DID NOT MENTION: CEO Shankh Mitra: $821MGoodliest of the Week (MM/DR):DR: Scientists Say New Method Turns Coffee Grounds Into High-Potency Renewable FuelAccording to a press release from South Korea's National Research Council of Science and Technology, a team of researchers at the Korea Institute of Geoscience and Mineral Resources (KIGAM) have developed a method to convert spent coffee waste into high-quality charcoal, known as biochar.While that's a feat in and of itself, the kicker is the method's blistering speed: it takes just 90 seconds from start to finish, with no drawn-out drying process or oil separation required. According to the release, the new technique solves a major issue in extracting the latent energy potential of spent coffee beans.DR: Bill to raise minimum wage to $25 an hour will be introduced in Senate DR MMThe bill would incrementally increase the minimum wage from its current rate of $7.25, with the first jump to $12 an hour in the first year of enactment. Major corporations would have six years to work up to a $25 minimum wage, while smaller employers would have a 13-year runway. The legislation would also do away with subminimum wages for tipped workers, such as restaurant servers, youth workers and workers with disabilities. Nearly half of the American workforce makes less than $25 an hour.DR: Federal judge blocks new law aimed at ESG, DEI investing decisionsA federal judge has blocked Kansas from enforcing a new law that requires institutional investment advisers to make certain disclosures when recommending against company management on issues, including environmental, social and governance principles.U.S. District Judge Holly Teeter on Wednesday issued a preliminary injunction halting enforcement of law enacted last session that two major national institutional investment advisers said was unconstitutional because it discriminated based on speech.MM: MacKenzie Scott alone accounted for one-third of America's $19.2 billion in megagifts last yearAssholiest of the Week (MM):CEO SPEED ROUND - ONE HEADLINE, ONE CEO, ONE LINERTim Cook - It's pretty sweet to quit your job and let the new guy fight the union: Apple closed America's first unionized store and blocked workers from transfers — now the union is fighting backJamie Dimon - It was easy - we just pointed to the ones with boobs and said “Not you”: How JPMorgan went from 3 female CEO contenders to an all-male succession raceZuck - The best thing about being a little man king with no accountability is I can randomly change and unchange and rechange my mind… about people's lives: Meta pauses an AI training program that tracks employees' keystrokes after an internal leakLarry Fink - Have you SEEN the size of my signature??? Fucking come to work: A 6 year study shows which CEOs are pushing RTO mandates: The ones with the biggest egos“In the six-year study, researchers collected data on Fortune 500 CEOs, using behavioral proxies—signature size, photo size in annual reports, pay gap relative to peers—to construct narcissism scores. The higher the score, the more likely a CEO was to publicly oppose remote and hybrid work and seek additional status (like a board chairmanship). In a separate experiment, CEOs whose egos were primed—by reflecting on the assertive leadership styles of Steve Jobs and Larry Ellison—showed significantly greater opposition to working from home than a control group”Andy Jassy - Now we know EXACTLY when you're wasting our time peeing in a bottle instead of working: Amazon is on a mission to optimize warehouse work. Its latest test puts wearable devices on support staff.Nikesh Arora - If you just said, “Who?”, you better pay attention because I have important things to say: Palo Alto Networks CEO: We're in 'a Darwinian moment' where employees have to prove their AI skills - BRONZE ASSHOLESatya Nadella - If I complain about how everyone TALKS about AI, does that make me sound more sympathetic?: Microsoft's CEO Takes Aim At AI Companies: 'We Have To Walk The Walk' To Convince The Public - GOLDEN ASSHOLEJeff Bezos - I mean, if I'm honest, everyone is terrible and should be laid off: Jeff Bezos Called Washington Post His Worst Investment and Staff He Laid Off ‘Terrible' People - SILVER ASSHOLEBrian Moynihan - I mean, or your kid was late to school because they forgot to make their card for teacher appreciation day, you didn't eat breakfast, and you rushed in to work from the office as fast as you could because working from home isn't allowed anymore: By 7 a.m., Bank of America's CEO has already read 5 newspapers, his email inbox, and hit the gym—he says if you're late to meetings, you're ‘selfish'Dave Ramsey - 0.0001% of Musk's worst day could end hunger ON EARTH, but sure, take away Halloween and pets from the rest of us: Dave Ramsey Says 20% of Americans' Halloween and Pet Budgets Could End Hunger: 'There'd Be No Hungry Kids'Headliniest of the WeekDR: Beloved Grandmother Was Standing in Her Own House When a Tesla, Allegedly on Autopilot, Smashed Through the Wall and Killed Her in Grandchildren's PlayroomA popular password manager was hit by a hack. What you need to know—and how to keep your data safeMM: Ryanair says it will reluctantly not charge parents to sit next to childrenMM: Elon Musk will get a billion shares of SpaceX if he can settle a million humans on MarsJust make it 10 trillion shares if he can safely land Gus who sleeps at the bus station on NeptuneWho Won the Week?DR: The MotherS(C)hIpMM: ESG RatingsPredictionsDR: Symbolically giving up your $35 billion CEO pay package becomes the new $1 salary: proxy statements will say: “Our CEO generously waived his $35 billion pay package as a gesture of sacrifice to lead by example, preserve corporate cash, and show solidarity with displaced workers and stressed stakeholders.”MM: Ryanair announces a new fee children can pay to sit AWAY from their parents

Todd Graves built a $22 billion company and approves every single social media post. Steve Jobs reviewed every ad. Elon Musk personally interviewed the first 3,000 SpaceX employees. In this episode of DarrenDaily On-Demand, Darren Hardy names the obsession principle that separates the world's most successful builders from everyone else, and exposes the delegation advice most business experts preach as a lie that reliably produces average results. Darren also lays out the two distinct paths to building something extraordinary and the one question that tells you which path is actually yours. Find the ONE HIRE your business needs next ==> https://darrenhardy.com/hire    Get more personal mentoring from Darren each day. Go to DarrenDaily at http://darrendaily.com/join  to learn more.

In today's episode, I sit down for a candid conversation about the reality of entrepreneurial freedom and why it's far different from what most people imagine. I share lessons from losing more than $100 million, rebuilding my life, and redefining success beyond money, titles, and comparisons to people like Steve Jobs or Bill Gates. We discuss the difference between owning a business and owning a job, the importance of understanding your timing and risk tolerance, and why true freedom comes from aligning your life with your values. I also explain my daily non-negotiables, the power of sleep, faith, family, and consistent habits that create lasting progress over time.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Thu, 25 Jun 2026 16:00:00 GMT http://relay.fm/upgrade/625 http://relay.fm/upgrade/625 Road to the Apple II: Computer Faire (Part 4) 625 Jason Snell and Myke Hurley The Apple II makes its public debut at a landmark event in the history of personal computers, and Steve Jobs truly comes into his own. The Apple II makes its public debut at a landmark event in the history of personal computers, and Steve Jobs truly comes into his own. clean 1999 Subtitle: Designed in CaliforniaThe Apple II makes its public debut at a landmark event in the history of personal computers, and Steve Jobs truly comes into his own. This episode of Upgrade is sponsored by: Designed in California on Kickstarter: If you enjoyed this episode, please consider supporting us! Links and Show Notes: Written by Jason Snell. Designed in California theme by Christopher Breen. Get Upgrade+. More content, no ads. Check out Upgrade merch! Submit Feedback

The clip breaks down Steve Jobs' advice to Kevin O'Leary that every 18‑hour workday really comes down to three essential tasks, the “signal,” and everything else that tries to block them is just “noise,” which must be pushed aside until those three are finished.

When Steve Jobs introduced the iPod, he didn't say “now you can fit fifty songs on a CD instead of ten.” He said CDs are dead — and pulled a thousand songs out of his pocket. That's not a better product. That's a new category. And it's the single idea that changed my business more than almost anything else I've ever learned. Welcome back to the vault. Today I'm opening up an actual course from my mentor Dan Kennedy — the one course, out of the forty or fifty I got when I bought his company, that radically changed my life. It's called Opportunity Concepts, and it taught me the difference between three kinds of offers… and why the one almost nobody leads with is the one that out-converts everything else. I'll show you exactly how I used it to launch ClickFunnels, and how to weave it into your own value ladder. Key Highlights: ◼️The three offer types — “Repair, Improvement, and New Opportunity” — and why 95% of businesses stay stuck competing on the weakest two ◼️The “-er” test — if you can only describe your offer with a word ending in -er (“faster,” “better,” “cheaper”), you're selling an improvement… and improvements always lose to new opportunities ◼️How I positioned ClickFunnels as a “new opportunity” — not a better MailChimp or Infusionsoft, but a brand-new thing called a sales funnel — to become a “category of one” ◼️The Steve Jobs move — why “CDs are dead, here's an iPod” beats “fit more songs on a CD” every single time, and how to run the same play on what you already sell ◼️The value-ladder twist — where new opportunity, improvement, and repair each belong in your funnel (lead with the new opportunity, sell the other two higher up) Here's what I want you to sit with: most people spend their whole careers trying to be a slightly better version of everyone else — faster, cheaper, smarter — and then wonder why it's so hard to stand out. The shift isn't building a better mousetrap. It's deciding you're not in the mousetrap business at all. Dan Kennedy charged $1,500 for this one idea, and I bought his entire company to own it, because it's worth every penny. So before your next launch, ask yourself the only question that really moves the needle: what's the new opportunity only you can offer — and what would it take to become the category of one? ◼️SELLING OPPORTUNITY: This whole episode comes from a $1,500 Dan Kennedy course Russell bought an entire company to own — now rebuilt as a multimedia book you can read, scan, and watch Dan teach. If you want to position your offer as a new opportunity instead of a “better” version of everyone else, this is the playbook. → https://www.SellingOpportunity.com ◼️If you've got a product, offer, service… or idea… I'll show you how to sell it (the RIGHT way) Register for my next event → https://sellingonline.com/podcast ◼️Still don't have a funnel? ClickFunnels gives you the exact tools (and templates) to launch TODAY → https://clickfunnels.com/podcast Learn more about your ad choices. Visit megaphone.fm/adchoices

Could answering 5 simple questions really change the entire trajectory of your life? For people like Walt Disney, Steve Jobs, and Mother Teresa, it did. So if these questions are good enough for them, why can't we benefit from them... Enjoy.

Most people walking confidently through a room are quietly hoping someone else will start the conversation first. In this episode of DarrenDaily On-Demand, Darren Hardy reveals that many of the most successful leaders in the world, including Steve Jobs, Jeff Bezos, Mark Zuckerberg, Elon Musk, and Jim Rohn, are naturally introverted. The difference between those who light up a room and those who don't often comes down to one small move. Darren also shares what changed for him after testing this approach all day for several days, and why the people who seem most unapproachable are often the most relieved when you make the first move. Download the free Missing Multiplier Diagnostic at http://DarrenHardy.com/hire  Get more personal mentoring from Darren each day. Go to DarrenDaily at http://darrendaily.com/join to learn more.