Podcasts about The Strategy Session

“You haven't missed the boat on this one. There's still lots of the story to come." Ian Harris explains why scarce deposits, years of underinvestment, electrification, and AI could fuel a decade-long structural bull market in copper.

“You can't prepare for everything, but you can do things that make you more prepared for the things that are far more common.”Dr. Chris Ellis explains how practical skills, emergency savings, precious metals, and strong community ties can help ordinary people become more resilient.

What does it take to build a chiropractic practice that can keep growing without staying dependent on the owner? It starts with recognizing when the habits, systems, and assumptions that got you here no longer fit the practice you are building. Dr. Lona and Dr. Andrew explore what changes when you start treating the business side of practice with the same commitment you give the art, science, and philosophy of chiropractic. From questioning inherited practice models and understanding the numbers behind sustainability to building a team that offsets your weaknesses, they challenge practice owners to recognize when what got them here will not get them where they want to go. The more willing you are to look closely at your business, keep learning, and adapt the practice to its current season, the better positioned you are to grow without building everything around yourself.Key Highlights01:54 – Dr. Andrew recalls the moment a successful practice suddenly looked very different once he saw how much he still had to learn.04:08 – A common scheduling habit raises a bigger question about which parts of your practice exist because they still work and which are simply inherited.07:19 – What changes when the systems that served a smaller practice begin limiting the practice you are trying to build now.09:26 – Putting a monetary value on patient care can feel uncomfortable, but avoiding the numbers creates a different problem for the practice owner.11:21 – One number many doctors rarely calculate may reveal whether delivering care is actually sustainable.13:32 – A different way to think about nearby practices when the larger opportunity is reaching the people who still are not using chiropractic.15:28 – Growing beyond an owner-dependent practice requires both expansive thinking and a willingness to look closely at what the numbers are telling you.17:25 – The team member you need most may be the person whose strengths are almost the opposite of yours.20:15 – When your practice is stuck, the reason you cannot find the answer yourself may be more obvious than you think.22:14 – Retention connects the patient experience and the health of the business in a way practice owners cannot afford to overlook.27:05 - Getting more leads means little if they are not the right people for your practice. Dr. Malcolm speaks with James Chester from Success Partner Blue Rhino AI about a data-driven approach to chiropractic marketing that focuses on qualified prospects, continuously optimized creative, and smarter ad spend to help practices attract patients who are more likely to show up, convert, and stay.Resources MentionedLearn more about the TRP Remarkable Practice Immersion Oct 1 - 3, 2026 in National Harbor, MD and Nov 13 - 14, 2026 in Adelaide, AUS - https://theremarkablepractice.com/upcoming-events/   For more information about Blue Rhino please visit: https://www.bluerhinoai.com/ To schedule a Strategy Session with Dr Lona: https://go.oncehub.com/DrLonaBuildPodcastTo schedule a Strategy Session with Dr Bobby: https://go.oncehub.com/DrBobbyBuildPodcastLearn more about the Remarkable CEO Podcast: https://theremarkablepractice.com/podcast

"We're now in a wartime economy."Graham Summers explains why Washington's focus on gold, stablecoins and critical minerals may signal a historic shift in America's financial and national-security strategy.

A high-performing team does not stay high-performing without consistent team training. Dr. Stephen and Dr. Pete explain why team fitness is essential for sustainable practice growth, stronger patient relationships, better retention, and scalable systems. They unpack the progression from basic competency to unconscious competence, show how operational drift weakens even good teams, and make the case that training is one of the highest-ROI investments a CEO can make. The goal is not simply to get a team ready when pressure arrives. It is to build a culture that stays ready. In This Episode You Will Discover: The difference between getting ready for the next challenge and building a team that stays ready all the time. What changes when the responsibility for shaping patient beliefs expands beyond the doctor to the entire team. The competency threshold that allows systems and scripts to disappear into the background so people can become the focus. Why even great teams naturally drift, cut corners, and lose sharpness without a force intentionally pushing the other direction. A revealing distinction between businesses that genuinely scale and those simply adding more complexity to manufacture growth. Episode Highlights 05:44 - What can happen to a strong team when the pressure disappears and staying sharp no longer feels urgent.08:37 - The influence a practice has on patient decisions begins with something deeper than simply delivering care.10:25 - A patient's existing story becomes the starting point for a transformation that goes far beyond getting them to believe in the doctor.13:37 - A growth threshold reveals when the doctor can no longer be the primary force carrying the practice forward.17:12 - The difference between getting ready for the next challenge and building a team that is already prepared when it arrives.20:33 - A different relationship between technology and human connection challenges the idea that a high-touch practice has to remain low-tech.24:19 - What a team's relationship with training may reveal about the people, standards, and culture inside the practice.26:16 - A progression in competency shows what becomes possible when the team no longer has to think about every step of the process.28:22 - Two paths to multimillion-dollar growth expose a critical distinction between truly scaling a business and simply making it bigger.30:35 - The subtle signs of operational drift reveal why even a strong team can slowly move off course without a force pulling it back.33:05 - A thriving practice deserves a financial strategy to match. Dr. Andrew welcomes Bel Gibbons from Success Partner Investorus Strategists to share how personalized financial planning, investment strategies, and long-term wealth creation help chiropractors turn today's success into tomorrow's legacy. Resources Mentioned Learn more about the TRP Remarkable Practice Immersion Oct 1 - 3, 2026 in National Harbor, MD and Nov 13 - 14, 2026 in Adelaide, AUS - https://theremarkablepractice.com/upcoming-events/   Want to join us at the Remarkable Practice Immersion? We're giving away a $1,500 Golden Ticket to the first person who responds. Head over to The Remarkable Practice on Instagram and send us a DM with the words “Golden Ticket.” First one in gets it. Download your Free Copy of the Team Training Agenda at https://go.theremarkablepractice.com/remceo-ep375-teamtraining To learn more about the REM CEO Program, please visit: http://www.theremarkablepractice.com/rem-ceo For more information about Investorus please visit: https://investorus.com.au/ Book a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPC Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1 To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

In this conversation, Taylor and Keely break down how programmable money could change the way you save, spend, and access your wealth—and why waiting for an “official” digital dollar announcement may mean waiting too long.Questions on Protecting Your Wealth with Gold & Silver? Schedule a Strategy Call Here ➡️ https://calendly.com/itmtrading/podcastor Call 866-349-3310 

If you've spent years trying to move with a "flat back" or bracing your core like you're about to be punched, you've likely noticed that it doesn't really reduce your pain. If anything you are just getting tighter and more uncomfortable. Conventional fitness advice tells us to stabilize and stiffen to protect our spines, but modern pain science reveals a different reality.Your nervous system has likely forgotten how to let go of the "emergency brake," a phenomenon known as sensory motor amnesia. In this episode, we move from the theory of last week into a clear, evidence-based roadmap for teaching your body that it is safe to be supple, mobile, and strong again.What You'll Discover:The Flexion Relaxation Paradox: Why healthy spines actually "shut off" their muscles when bending forward, while pained backs stay stuck in a hyper-vigilant electrical fire.The Ischemia of Bracing: How white-knuckle core clenching chokes off blood supply to your tissues, triggering the very pain you're trying to avoid.The 12-Week Roadmap: A look at the 4 distinct phases—from floor-based somatics to progressive resistance—required to rebuild a body that can lift groceries or barbells without fear.Referenced Science:Van Dieen, J. H., et al. (2019). "Trunk muscle recruitment patterns in patients with low back pain." PubMedGeisser, M. E., et al. (2005). "A meta-analytic review of surface electromyography among persons with low back pain and normal, healthy controls." PubMedKarayannis, N. V., et al. (2013). "Fear of movement is related to trunk stiffness in low back pain." PubMedStep-by-Step Somatic Strength:Try the Somatic Strength Collective App (7-Day Free Trial)Free Fear Avoidance Self-Assessment:Free Move Beyond Pain RoadmapBook a Strategy Session with Mandy: Timestamps[00:00] - Intro: Dismantling the Bracing Myth.[03:38] - The "Emergency Brake" Habit.[06:33] - Research: The Stiffening Strategy.[07:44] - The Flexion Relaxation Phenomenon.[15:52] - Understanding Sensory Motor Amnesia.[20:53] - The Danger of OSHA Advice.[24:21] - Phase 1: Calming the System.[28:40] - Phase 2: Floor-Based Somatics.[31:30] - Phase 3: Graded Standing Exposure.[34:58] - Phase 4: Progressive Tissue Resilience.[45:08] - Reclaiming a Liberated Life.

“They can take it away.”Catherine Austin Fitts warns that programmable money could fundamentally change financial freedom and explains why stablecoins may pose an even greater threat than CBDCs.

You want to write the book. Build the business. Prepare the audition. Launch the festival. Make the career pivot. There's just one problem: your current life is already full. A lot of deep-work advice assumes that you have three or four beautiful, uninterrupted hours available to disappear into your studio, office, or writing room. But what happens when you're trying to build something new while still working your current job, raising children, caring for parents, leading a team, maintaining relationships, and generally keeping your existing life running? In Episode 130 of Tales from The Lane, Kate explores the messy in-between period when your identity has begun to change, but your circumstances haven't caught up yet. You know where you want to go, but you still have to build the bridge from here to there. Kate shares practical ways to create meaningful deep-work time inside a packed life, including how to protect small blocks before attempting large ones, determine your "minimum useful block," work with your actual energy, decide what you'll do before the clock starts, create a tiny re-entry ritual, and measure progress by what moved rather than how many hours you worked. Because three focused 45-minute sessions a week add up to roughly 117 hours of concentrated work over a year. That's enough time to create something substantial. Most importantly, Kate challenges the fantasy that your real work can begin only after your life becomes less complicated. Your current life does not have to disappear before your next life can begin. Those small blocks aren't only producing the book, business, body of work, or career pivot. They're producing evidence of the person you're becoming. If this episode has you excited about what's next, enrollment is open for the Creators Leadership Mastermind, officially beginning in October. But you don't have to wait until then to start benefiting from the group, office hours, conversations, and accountability. The Creators Leadership Mastermind is designed for people with a meaningful project, goal, or next chapter they're ready to actually follow through on. Book a short call with Kate to learn more and see whether the room is right for you.

“The new monetary system is already here.” E.B. Tucker explains how Treasury buybacks and stablecoin demand could quietly flood the financial system with cash.

The currency reset may not happen in one dramatic moment. It could already be happening right in front of us. Gold is surging—but what if the real story isn't gold at all? The most important question may not be “How high can gold go?” It may be: What will the dollar be worth when it gets there?Questions on Protecting Your Wealth with Gold & Silver? Schedule a Strategy Call Here ➡️ https://calendly.com/itmtrading/podcastor Call 866-349-3310 

What can the science of chiropractic reveal that your clinical experience may already be showing you? Research, clinical evidence, and nervous system science can give chiropractors stronger ways to understand outcomes, communicate care, and connect what they see in practice with the philosophy behind it. Dr. Lona explores how to translate complex science into language patients can actually understand, while encouraging chiropractors to stay curious, recognize patterns, and contribute case reports or clinical observations that can help move the profession forward.Key Highlights02:00 – How publishing chiropractic research changed the way Dr. Lona thinks about the science behind what she sees in practice.04:10 – A different way to read research by looking at new information through the lens of chiropractic philosophy.06:18 – Science is more than research papers; curiosity, pattern recognition, and clinical observation all matter.09:02 – The kinds of questions chiropractors could be asking when clinical outcomes point toward areas worth studying more deeply.11:52 – Turning research into simple, useful language that helps patients better understand their care.14:43 – Where the science, philosophy, and art of chiropractic start to come back together in the way you communicate an adjustment.16:35 – Why the transformations happening in your own practice may be worth documenting through case reports or publication.19:01 – A practical challenge to use the science of chiropractic more intentionally, communicate it more clearly, and contribute to the profession where you can.19:57 - The right technology should give chiropractors more time to care for people, not more work to manage. Dr. Pete speaks with Gabriel Doty from Success Partner ChiroHD about building smarter practice management software that streamlines workflows, improves efficiency, embraces meaningful AI innovation, and helps chiropractic practices scale with confidence while preparing for long-term success. Resources MentionedLearn more about the TRP Remarkable Practice Immersion Oct 1 - 3, 2026 in National Harbor, MD and Nov 13 - 14, 2026 in Adelaide, AUS - https://theremarkablepractice.com/upcoming-events/  For more information about ChiroHD please visit: https://content.chirohd.com/remarkable-practice To schedule a Strategy Session with Dr Lona: https://go.oncehub.com/DrLonaBuildPodcastTo schedule a Strategy Session with Dr Bobby: https://go.oncehub.com/DrBobbyBuildPodcastLearn more about the Remarkable CEO Podcast: https://theremarkablepractice.com/podcast

“You cannot have your gold in another country. You've got to have it in your own country.”Gareth Soloway explains why central banks are bringing gold home and predicts prices could reach $13,000 by 2030.

Why does perfectionism slow business growth, even when the right strategy is already clear? Most practices do not stall because they lack information. They stall because the doctor is waiting for the perfect plan, the perfect script, the perfect team, or the perfect moment to act. Dr. Pete and Dr. Stephen expose the hidden cost of perfection paralysis and show why execution, honest measurement, consistent training, and imperfect action create the momentum that knowledge alone never will. The path to a remarkable business is not getting everything right before moving. It is taking the next step, learning through repetition, and becoming more capable with every rep. In this Episode You Will Discover: Why perfection quietly disguises itself as productivity while preventing real progress. The hidden habits that keep capable doctors stuck despite knowing exactly what to do. A simple shift that turns hesitation into consistent execution. How continuous improvement creates momentum that perfection never can. The mindset every growing practice adopts long before results begin to show. Episode Highlights 03:46 - A conversation about execution exposes the gap between knowing what to do and actually creating change. 04:38 - A familiar phrase gets challenged when perfection begins to look just as dangerous as settling for good. 06:22 - Traits that once looked like strengths start to reveal how they can quietly become constraints. 07:05 - The identity that created past success begins to look different when the next level requires a new way of operating. 10:21 - A team training philosophy reveals why excellence depends more on continual improvement than flawless execution. 11:08 - The desire to feel completely ready starts showing up in places that can delay hiring, coaching, and critical decisions. 12:33 - A discussion about inertia exposes what makes starting something new feel harder than improving it once it is already moving. 13:17 - The fear of being bad at something becomes a surprising clue to why some people never give themselves the chance to become great. 13:56 - The distance between doing nothing and doing something imperfectly turns out to be much larger than most people realize. 14:38 - A different view of failure reframes mistakes as part of the process rather than evidence that the process is broken. 15:27 - The right technology should give chiropractors more time to care for people, not more work to manage. Dr. Pete speaks with Gabriel Doty from Success Partner ChiroHD about building smarter practice management software that streamlines workflows, improves efficiency, embraces meaningful AI innovation, and helps chiropractic practices scale with confidence while preparing for long-term success. Resources Mentioned Learn more about the TRP Remarkable Practice Immersion Oct 1 - 3, 2026 in National Harbor, MD and Nov 13 - 14, 2026 in Adelaide, AUS - https://theremarkablepractice.com/upcoming-events/   To learn more about the REM CEO Program, please visit: http://www.theremarkablepractice.com/rem-ceo For more information about ChiroHD please visit: https://content.chirohd.com/remarkable-practice Book a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPC Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1 To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

Europe is openly discussing how to put trillions in household savings “to work.” But what happens when incentives become rules? Taylor breaks down why this could be a warning for American savers, retirees, and anyone concerned about keeping control of their money.Questions on Protecting Your Wealth with Gold & Silver? Schedule a Strategy Call Here ➡️ https://calendly.com/itmtrading/podcastor Call 866-349-3310 

Remember the thrill of a brand-new Trapper Keeper, freshly sharpened pencils, new clothes, new classes, and walking into school knowing you were officially one grade older? Why did we stop getting that feeling just because we grew up? In Episode 129 of Tales from The Lane, Kate takes a playful look at the internet's obsession with "September resets" and asks what back-to-school season could look like for those of us whose lives require slightly more maintenance than washing the duvet cover, restocking the fridge, and taking a hot-girl walk. Because while a Saturday reset probably isn't going to overhaul a grown-up life, there is something powerful about using these natural moments of transition to notice where we are, shake up our routines, and decide who we want to become next. Kate shares seven ways she's harnessing that back-to-school energy this September, including: Choosing something new to learn or improve Picking up an "extracurricular" purely because it's fun Finding your grown-up version of the new Trapper Keeper Refreshing your wardrobe without buying an entirely new one Using scent to mark a new season Renewing old friendships and making room for new ones Creating your own step-up ceremony to celebrate how much you've grown Kate also reflects on her own six-year evolution from professional cellist and teacher to coach, author, speaker, podcaster, and entrepreneur, and the throughlines she can finally see emerging from all of the experiments along the way. Because you didn't become the person you are today overnight. And you're not done becoming her. If this episode has you excited about what's next, enrollment is open for the Creators Leadership Mastermind, officially beginning in October. But you don't have to wait until then to start benefiting from the group, office hours, conversations, and accountability. The Creators Leadership Mastermind is designed for people with a meaningful project, goal, or next chapter they're ready to actually follow through on. Book a short call with Kate to learn more and see whether the room is right for you.

“The world is seeing what's happening and they're reacting, they're positioning, they're preparing. And so should individual investors.”Frank Giustra warns the Dutch gold exit is a crisis signal and explains why he would keep minimal amounts of cash in commercial banks.

The business wasn't missing ambition. It was missing the structure to sustain it. What happens when a rapidly growing business starts demanding more from its founder than one person can give? In this case study, Dr. Jesse Jacobs of Freeform Chiropractic shares how he transformed a fast-growing franchise organization from founder-dependent momentum into a scalable enterprise built on accountability, structure, and leadership. As Free Form Chiropractic expanded from seven locations to a growing multi-unit organization, Jesse discovered that the next stage of growth required more than vision. It demanded operational discipline, clear systems, and a business that could thrive without depending on him to save the day. The result wasn't just a stronger company. It gave him more freedom with his family, greater confidence as a CEO, and a clearer path toward the future he set out to build. In This Case Study You Will: Follow how Free Form Chiropractic evolved from founder-driven growth to a business built for long-term scale. Discover why accountability and organizational clarity became the missing pieces behind rapid expansion. Hear what changed when Jesse stopped white-knighting every challenge and stepped fully into the CEO role. Explore how leadership systems created greater freedom both inside the business and at home. Take away the framework that helped transform growth into durability and optionality. Episode Highlights 01:33 – A fast-growing franchise looked successful on paper, but behind the scenes the founder was carrying far more than the business could sustainably demand. 02:56 – The realization wasn't knowing exactly what needed to change. It was recognizing that growth had exposed problems that couldn't be solved alone. 03:56 – Personal vision became the foundation for business vision, creating clarity that reached far beyond opening more locations. 05:48 – Looking beyond the bank account and into meaningful business metrics transformed how every location was measured and improved. 07:12 – Standards stopped drifting once accountability and clear ownership became part of the organization's operating rhythm. 08:55 – Building a world-class team started with a simple commitment: only world-class people would shape the future of the company. 12:06 – The pursuit of freedom gave way to something even more valuable: building a business durable enough to create lasting optionality. 17:20 – Growth wasn't measured only by opening more locations but by creating businesses that could thrive without depending on the founder. 20:58 – Reclaiming intentional time with family became one of the clearest signs that the business was finally serving the life it was meant to support. 24:30 – The greatest breakthroughs didn't come from having all the answers, but from surrounding the business with people who understood the journey. 28:12 - Technology should make running a chiropractic practice easier, not more complicated. Dr. Bobby sits down with Sam Ogutucu from Success Partner Medic Cloud to explore how specialized IT support and in-house digital X-ray solutions help practices improve efficiency, enhance the patient experience, protect retention, and create stronger long-term profitability. Resources Mentioned Learn more about the TRP Remarkable Practice Immersion Oct 1 - 3, 2026 in National Harbor, MD and Nov 13 - 14, 2026 in Adelaide, AUS - https://theremarkablepractice.com/upcoming-events/   To learn more about the REM CEO Program, please visit: http://www.theremarkablepractice.com/rem-ceo For more information about Medic Cloud please visit: https://mediccloud.com.au/ Book a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPC Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1 To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

Chiropractic philosophy gives you the certainty to understand why you adjust, communicate that purpose clearly, and help patients understand why their care matters. Dr. Lona and Dr. Andrew Alekna explore how chiropractic philosophy shapes the way you practice, from understanding subluxation and developing certainty to improving patient communication and retention. They share how mentorship, continued study, and wrestling with your own beliefs can strengthen your conviction and help you communicate what makes chiropractic different. When you're clear on the philosophy behind your care, it becomes easier to show up with purpose, explain the value of the adjustment, and give patients a stronger reason to stay engaged in care. Key Highlights 01:52 – Where to start when you know how to adjust but still aren't completely clear on why you do what you do. 03:42 – Consider what chiropractic education could look like if philosophy were woven through the art, science, and business. 05:59 – Two chiropractors can perform a similar adjustment while approaching what they're doing from completely different places. 07:02 – The conversation around subluxation raises a bigger question about what actually makes chiropractic distinct. 09:37 – What can change in practice when you stop believing you're responsible for doing the healing. 11:01 – Dr. Lona shares the advice that pushed her to seek out chiropractors who could deepen her understanding and conviction. 13:14 – Dr. Andrew's path into chiropractic shows what can happen when the philosophy isn't communicated to the patient. 15:40 – When showing up starts feeling difficult, clarity around why you practice may be the piece worth examining. 17:35 – The material that gave Dr. Andrew an entirely different understanding of the profession he was already studying. 19:28 – A deeply personal experience with his father's health shaped the philosophy Dr. Andrew still carries into practice. 22:09 – A practical place to start if your certainty or conviction around chiropractic doesn't feel as strong as you'd like. 23:23 – Patient retention may reveal more about your communication of chiropractic than you realize. 25:43 – A different way to approach philosophical differences within the profession without working against each other. 27:31 – Consider how much opportunity exists when the goal becomes helping more people experience chiropractic rather than competing with other chiropractors. Resources Mentioned Learn more about the TRP Remarkable Practice Immersion Oct 1 - 3, 2026 in National Harbor, MD and Nov 13 - 14, 2026 in Adelaide, AUS - https://theremarkablepractice.com/upcoming-events/   To learn more about the REM CEO Program, please visit: http://www.theremarkablepractice.com/rem-ceo To schedule a Strategy Session with Dr Lona: https://go.oncehub.com/DrLonaBuildPodcast To schedule a Strategy Session with Dr Bobby: https://go.oncehub.com/DrBobbyBuildPodcast Learn more about the Remarkable CEO Podcast: https://theremarkablepractice.com/podcast

“We're going into a commodity supercycle.”Bubba Horwitz says hard assets are entering a powerful bullish cycle, with gold potentially reaching $10,000 within five years.

Talent can build a busy practice, but talent alone cannot make it scalable, durable, or transferable. Talent alone will create a job. Dr. Pete and Dr. Stephen unpack what operational fitness really requires: clear systems, capable people, consistent training, and a patient journey that does not depend on the doctor carrying every detail. From processes and procedures to scripting and mastery, the path forward is a practice that becomes more predictable, more transferable, and far less dependent on one person while creating a stronger experience for both the team and the patients they serve. In This Episode You Will Discover: Why natural talent can become the hidden limitation inside a growing practice. The distinction between the clinical practice and the economic engine supporting it. Five operational systems that determine whether growth remains predictable. What stale, ignored, or poorly trained systems reveal about organizational health. The moment scripting stops feeling restrictive and becomes a source of freedom. Episode Highlights 03:58 - What changes when a practice is treated as something entirely different from the business behind it? 04:15 - Two sides of the same organization may be working toward very different outcomes. 05:10 - The very talent that creates early success can quietly become the thing preventing scale. 07:57 - At what point does a demanding job finally become a durable business? 09:59 - A missing system rarely looks like the real problem until the entire team starts feeling it. 16:11 - Why operational fitness can never become something a practice simply checks off and moves past. 17:33 - Three different roles compete for the doctor's attention, but only one should be in control at a time. 19:45 - What patients experience is only one layer of the system shaping their results. 22:24 - The path from winging it to mastery passes through a stage most doctors resist. 27:02 - The next level of operational fitness begins when systems, people, data, and automation start working together. 28:03 - Adding the right service can improve patient care while strengthening your practice. Dr. Eric welcomes the expertise of Dr. Dan RuitenBeek from Success Partner Shockwave Centers of America to discuss how regenerative shockwave therapy, staff training, and implementation support help chiropractors expand treatment options, retain more patients, and create new revenue opportunities. Resources Mentioned Learn more about the TRP Remarkable Practice Immersion Oct 1 - 3, 2026 in National Harbor, MD and Nov 13 - 14, 2026 in Adelaide, AUS - https://theremarkablepractice.com/upcoming-events/   To learn more about the REM CEO Program, please visit: http://www.theremarkablepractice.com/rem-ceo For more information about Shockwave please visit: https://www.shockwavecenters.com/ Book a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPC Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1 To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

Taylor Kenney and ITM Trading senior analyst Fernando Grijalva discuss the growing U.S. debt burden, the mechanics behind modern money, massive derivative exposure, CBDCs, physical gold, silver, and why traditional diversification may leave investors more exposed than they realize.Questions on Protecting Your Wealth with Gold & Silver? Schedule a Strategy Call Here ➡️ https://calendly.com/itmtrading/podcastor Call 866-349-3310 

To monetize your sales pipeline, you need to fill it, prioritize it and tackle it. This whole idea of knowing what to do and not doing it, is rampant. It seems ridiculous. It’s like, “who would do that?” And the answer is nearly everybody does it. And none of us do it on purpose, but we all, to some extent, end up doing it. David: Hi, and welcome to the podcast. In today’s episode, cohost Jay McFarland and I will be discussing how to monetize your sales pipeline. Welcome back, Jay. Jay: Thank you, David. It’s such a pleasure to be here. I really can’t wait to talk a little bit more about this process. I see people who kind of think they have a pipeline. But they’re not sure exactly what to do with it. So a good, important topic today. David: Yeah. What to do with it or in a lot of cases, even what it is. I think even before we can talk about how to monetize it, you almost have to identify it. What is it? What is your sales pipeline? Who is it? Who are the people who are in it? Where is it located? Is it just inside your head? Because if it’s just inside your head, leaving enormous amounts of money on the table. Jay: Yeah, and we’ve talked in the past about key performance indicators, KPIs. First you have to know what that pipeline is. Then you have to know how to track it and where people are at in each stage so that things ideally trigger automatically. I think that’s the end goal, but getting there can be difficult. 3 Steps to Monetize Your Sales Pipeline David: Yeah, I mean I think of it in terms of filling it, prioritizing it and then tackling it. Because if you’re not doing it in that order, it’s going to be problematic for you. Jay: All right. Well then let’s start with filling it. Let’s get that going. David: Okay, Well, when we talk about filling our pipeline after we’ve identified what it is and where it is, filling it obviously is the biggest thing. And I think a lot of salespeople tend to think of this as being pretty important. Getting new leads into their pipeline. And of course, it is very important. It’s the number one step. Because until you know who’s in there, you don’t really have anything you can do. You’ve got to have the prospect first. So filling it starts with asking yourself, who goes in here? And what types of clients am I looking for? Are they in particular types of industries? Are they located in a particular geographic area? What are the different things that I’m looking for in terms of a good, solid prospect for my pipeline? So who goes in is very important. But who stays out is also extremely important. And we don’t think about this, but it is so critical. In my sales career over the years, particularly in the early stages, I just thought if someone was willing to talk to me then they were a good prospect. And I learned, not as quickly as I should have, that that’s just not the case. There are people out there who will be happy to talk to you again and again and never actually buy anything from you. So when you’re looking at who goes in and who stays out, think in terms of exactly that. When you are talking to someone, if you’re not able to get them qualified in as quickly as you’d like, to make sure that they have the need, the desire, the money, the budget, the willingness to spend. Then, don’t keep going back to that well and expecting to get water out if there’s no water to be found. Jay: You know, we had exactly this problem here recently with the company I’ve been doing consulting for. They wanted to start using Google ads and David: mm-hmm. Jay: So they just put out some general pay for click kind of stuff, and their phones and their online scheduling just lit up. I mean every single day, packed and full. But only about 3% of those calls were related to their actual focus and their product. So they ended up spending all this time. And then what they had to do was go through a process of, like you said, Okay. Identifying the core customer and refining your keywords down to a point where you’re not getting all of that other stuff. At first, they’re like, “look at all these calls. This is going to be great,” and it turned into a huge detractor very quickly. To Monetize Your Sales Pipeline, Don’t Overfill it David: Yeah. And so when we think in terms of filling our pipeline, and I led with that. I said, Okay, first we have to fill it, but we don’t want to overfill it. And we particularly don’t want to fill it with people who have no likelihood of becoming clients. So, a lot of times the thought process is, you know, where is the next lead going to come from? Whether it’s coming from online, whether you’re doing something with Google, whether you’re doing in person prospecting, whether you’re doing it through social media, where they come from is not as critical as making sure that you’re getting people into the pipeline that you can qualify in or out as quickly as possible. So that’s really the first thing. Fill it, but don’t overfill it. Because I know people who have what they think are sales pipelines. It’s basically a database of thousands of people that they’re never going to get to, because they didn’t do the second thing we’re talking about, which is to prioritize it and decide, you know, who are the people in here that I need to be in touch with now? We need to rank the contacts inside that database so that we can be in touch with the right people at the right time. I mean, that’s really all prioritization is, starting with the most important contacts first, and that’s a challenge sometimes too, is to say, Okay, well who is most important? is it what they refer to as the bleeding neck thing? You know, who’s in the most trouble? Or is it, hey, I’ve got a really good, loyal client who reached out to me. Do I reach out to them first, or do I reach out to the person who’s screaming, who I might not know as well? That’s a personal decision, but in a lot of cases, you need to do your prioritization based on what’s most important to you. If it’s serving a really good customer first, then that person has to come first. If somebody else is screaming for service, but they’re new prospects and you have no idea whether or not they can spend a dime with you, you need to decide how that’s going to fall on the prioritization scale. And to the extent possible, if you have help, if you’ve got an administrative assistant who can help with some of that stuff, that’s great. But prioritization is absolutely key. Is it our best customers? Is it the person with the biggest, most pressing need? Now, biggest and most pressing are also two different things, right? Somebody might have a very pressing need for a very teeny, tiny order. And so if that’s the case, does it make sense for you to step away from what you’re doing with a bigger, more important order or customer to deal with somebody who’s got something smaller in mind. And once again, you’ve got to make some of these decisions for yourself. But when you recognize that there are different criteria that go into this decision, then it really becomes more of a simple thought process. Because you make those calls for yourself and then you make those decisions accordingly. And there are always people who are going to have time sensitive projects. So where does that fall into the overall scheme of things? People, you know, say they need stuff tomorrow or they need it immediately. And sometimes that’s the case and sometimes it’s not. So finding those things out is also part of this process. Jay: Yeah. One of the ways I ‘ve seen this done, kind of what you’re talking about, is identifying where different leads are coming from. So I have leads that are referrals and I have leads that are from Google Ads. And then I’m tracking my close rate on both of those leads, and I’m realizing that the ones that come from referrals or my current database, my close rate is 30%, and from Google it’s 10%. To me, that’s a great way to be able to identify where you should focus your time. David: Yeah. And in those situations too, I mean, some people will look at that and say, “well, I got 30% here and 10% there. Let’s forget about that.” But hey, 10% is still 10% right? And if your qualification procedure is tight, and you can disqualify the unqualified as quickly as possible, and I’m sure we’ll talk about that in future podcasts as well, then it makes perfect sense to look at that. Because the 10% that you’re getting from one source might actually perform better than the 30% you’re getting somewhere else, depending on how large a customer it is and what they’re buying. So there are all those different factors involved, and it’s smart. What you’re doing is very smart. Looking at that and trying to make those best decisions based on what’s actually happening in real life, in your customer base, in your prospect base. Jay: Yeah. Such a great point, because I may be able to close 30% of this type of lead, but I’m only getting three of those a day. And then on the 10% side, I’m getting 20 of those a day, so David: Right. Jay: That’s part of that calculation, right? David: Yeah, 10% of 20 is two. So if you can pick up two customers from it, then, you don’t want to throw that away. Jay: Yeah. Yeah, absolutely. And I think the other part is you don’t have to ignore those smaller percentages or things. You can have systems to deal with those people. Maybe you put them in a drip program so that they’re still getting contact from you. There’s other ways you’re not going to just, you know, kiss those people goodbye. You just may have a different way to reach out to them. David: Absolutely. All right, so we talked about identifying it, well, identifying it first, but then in terms of the 1, 2, 3 of it, filling your pipeline, prioritizing your pipeline, and then tackling it. So we talked about filling it and prioritizing it. Now, when it gets down to tackling, it’s really just a matter of doing. Once you’ve done your prioritization, once you’ve decided who the next person is, or who’s the first person I need to be in touch with, then it’s a matter of executing on your plan. So your prioritization is essentially your planning stage. And then tackling it is just about taking action. It’s about doing it. And we’ll be talking about things like call reluctance and things like that in future podcasts. But this whole idea of knowing what to do and not doing it, is rampant. It seems ridiculous. It’s like, well, who would do that? And the answer is nearly everybody does it. And none of us do it on purpose, but we all, to some extent, end up doing it. It’s like, Well, I know I need to do this, but then something pops up on our radar and we do that. It could be shiny object syndrome. We’ve talked about squirrel before, right? Squirrel. That was from a movie, right? You had mentioned that in a previous podcast. Jay: Yeah. That was from Up In Disney’s Up. David: Right, okay. The dog. Jay: The dog, yeah. David: Yeah, and I think we can all relate to that. So it’s like we know what we need to do, but then we get distracted. And so tackling it simply means having the self discipline to, once you’ve made that plan, to stick to that plan. And follow your instincts in that regard, because if you’ve taken the time to identify who needs to be in touch next, then you want to make sure that that’s the person that you’re being in touch with. It’s very straightforward, but needs to be mentioned because a lot of times it just doesn’t happen. There are probably situations. I know I’ve been in this situation, probably anybody who’s watching this podcast has been in a situation where you’re like, Oh, I really need to call so and so. I really need to get in touch with this person or that person. And then days go by, or weeks go by, or months go by, and in a lot of cases it’s because you didn’t do step two, you didn’t prioritize it. You didn’t actually put that person on a list, at or near the top of that list where they would be seen, and it could be acted. And once again, going back to what we started out on this, if you’re doing it all in your head, you are going to miss things. There’s no way you will not miss things. It’s just the way things work. You get it down on paper, you get it into one prioritized list, you organize it, you sort it. You start at the top and work your way through. That’s about the best way that you’re ever going to be able to get these things done. So, the topic that we started out with was monetizing your pipeline. Now, all we’ve really talked about is filling it and prioritizing it and tackling it, but that’s what leads to the monetization. Because it’s the failure to do those things that puts you in touch with a lot of the wrong people at the wrong time with the wrong words. That leads to non monetization. So if you really want to monetize your pipeline, you still need to focus on these three things. First, you have to fill it, then you have to prioritize it, and then you have to tackle it and be ruthless about eliminating poor quality prospects. Jay: Yeah, I totally agree with you. And again, looking at tackling knowing your sales cycle is something that can be critical. Like if you, if you discover that, if you don’t get back to them in a week, then the close rate goes down. I mean, it depends on what type of business you have, but that timeliness is also something you should study and look at. Because you may learn, if I don’t get back to these customers in 48 hours, then my percentages go way down. David: Absolutely. I mean, I’ve always maintained that a hot lead is like a hot cup of coffee. It doesn’t get any hotter as a result of neglect. You know, you’ve got to get to it fast. And leads are like that. And I know I’ve made that mistake in my business over the years where something comes in, I get distracted. You follow up later and they’re like, “Oh, I already took care of that.” It’s like, “ugh.” Now I haven’t done that at all recently, but I know years ago, and in the early stages, I’d just have things falling through the cracks because I didn’t do this consistently, these three things. When you do it, it works really well. When you don’t, you really pay the price. Jay: Yeah, absolutely. How do people find out more, David? David: Well, you can go to TopSecrets.com/call if you’d like to have a call with myself or my team to talk about how you’d like to grow your sales and profits. We can have a strategy session, discuss where you’re struggling, what you’re looking to do, and if we can help, we’ll tell you how we can do that. And if we can’t help, we’ll tell you that too. So I’d start with that: TopSecrets.com/call. Jay: All right, Dave, I love it. Thank you so much for joining us today. David: Thank you, Jay. Ready to Grow Your Sales & Profits? If so, check out the five primary ways we help promotional product distributors grow: Just Getting Started? If you (or someone on your team) is just getting started in promotional products sales, learn how we can help. Need Clients Now? If you're already grounded in the essentials of promotional product sales and just need to get clients now, click here. Want EQP/Preferential Pricing? Are you an established industry veteran doing a significant volume of sales? If so, click here to get End Quantity Pricing from many of the top supplier lines in the promo industry. Time to Hire Salespeople? If you want to hire others to grow your promo sales, click here. Ready to Dominate Your Market? If you're serious about creating top-of-mind-awareness with the very best prospects in your market, schedule a one-on-one Strategy Session here.

“Your $100 bag of groceries. What if it was $300? That's where we're going with 50% tariffs.”Kevin O'Leary warns the U.S.-Canada tariff standoff could have a brutal cost for consumers. But he's also flipped his stance on Mark Carney and is now making a bold bet on Canada.

What if you could predict where you'll be six months from now simply by looking at your calendar today? In this episode of Tales from The Lane, Kate walks through four common ways we manage our calendars, from allowing everyone else to determine how we spend our days to creating wildly ambitious schedules that leave no room for being human. Then she shares a practical framework for building a calendar around the results you actually want: WHO: Who needs your time and attention? WHY: Why do you want what you say you want? WHAT: What actually deserves a place in this season of your life? WHEN: Where will it realistically fit? HOW: What habits, systems, and accountability will help you follow through? This isn't about optimizing every minute of your day. It's about building a week that can actually support the life you say you want. And at the end of the episode, Kate gives you one question to answer: If I keep spending my time this way, am I going to like the results I have a year from now? Ready to make your biggest goal part of the plan? Enrollment is open for the Creators Leadership Mastermind, officially beginning in October. But you don't have to wait until then to start benefiting from the group, office hours, conversations, and accountability. The Creators Leadership Mastermind is designed for people with a meaningful project, goal, or next chapter they're ready to actually follow through on. Book a short call with Kate to learn more and see whether the room is right for you.

The U.S. is issuing new debt to buy back its old debt—and that should concern every saver in America.Questions on Protecting Your Wealth with Gold & Silver? Schedule a Strategy Call Here ➡️ https://calendly.com/itmtrading/podcastor Call 866-349-3310 

In this episode of “Inside Independent Publishing (with IBPA), PTP Press Publisher Joylynn Ross explains why one of the most important conversations an independent publisher can have with their team and their authors should happen before the publishing process even begins. By aligning with your team's and the author's visions for the book, defining clear goals, and creating a shared strategy for success, publishers can build stronger partnerships and set realistic expectations from day one. You'll also discover why a book's success depends on more than the publisher's efforts alone. Joylynn discusses how authors play a critical role in marketing and audience building—and how having these conversations early can lead to better collaboration, stronger results, and more successful books for everyone involved. GUEST BIO National Essence Magazine Best-Selling Author and award-winning publisher of PTP Press, Joylynn M. Ross, has written over 40 books and publications in multiple genres under various pen names and works with and for major and indie publishers in the capacity of content creator, ghostwriter, editor, creative, copy and business writer, and literary and publishing consultant. Not only has Joylynn sold over one-million copies of her own books, but in her roles as acquisitions editor and literary agent, Joylynn has single-handedly pitched and secured millions of dollars in sales and rights to enterprises such as Walmart and Kensington Publishing Corp. As a business subject matter and storytelling expert, Joylynn's brands, Path To Connections and Path To Publishing, are the B.O.S.S. of the literary world, publishing industry, and small business ecosystem when it comes to the business of strategic storytelling. And over the past three decades they've helped other business owners and organizations become the B.O.S.S. of theirs.HOST BIO Independent Book Publishers Association is the largest trade association for independent publishers in the United States. As the IBPA Director of Membership & Member Services, Christopher Locke assists the 3,900 members as they travel along their publishing journeys. Major projects include managing the member benefits to curate the most advantageous services for independent publishers and author publishers; managing the Innovative Voices Program that supports publishers from marginalized communities; and hosting the IBPA podcast, “Inside Independent Publishing (with IBPA).” He's also passionate about indie publishing, because he's an author publisher himself, having published two novels so far in his YA trilogy, The Enlightenment Adventures. LINKS Learn more about the many benefits of becoming a member of Independent Book Publishers Association (IBPA) here: https://www.ibpa-online.org/ Follow IBPA on: Facebook – https://www.facebook.com/IBPAonline Instagram - https://www.instagram.com/ibpalovesindies/ LinkedIn: https://www.linkedin.com/company/independent-book-publishers-association To learn more about Joylynn's brands, visit www.pathtoconnections.com,  www.joylynnMross.com, www.PathToPublishing.com, and www.ptppress.com. Facebook: https://www.facebook.com/JoylynnRoss IG: https://www.instagram.com/blessedselling_author_enjoy LinkedIn: https://www.linkedin.com/in/enjoywrites Twitter/X: https://www.twitter.com/enjoywrites Substack: https://joylynnmross.substack.com YouTube: https://www.youtube.com/c/ActLikeanAuthorThinkLikeaBusiness TikTok: https://www.tiktok.com/@confrontationalspeaker This episode is presented by World of Books. Learn how to enter their Sustainable Story Award here: worldofbooks.com/pages/sustainable-story-award.

Send us Fan MailThis is the Family Office Club Monthly Hot Seat Webinar from August 2026. Every month I get on live with verified members, Charter members, and community participants to answer questions in real time - no slides, no script, just direct Q&A on whatever challenge is in front of you right now.Topics covered in this session include how to raise capital for a protein business with 2 million pounds a month of beef processing - including finding the right investors in agricultural Midwest markets like Omaha, structuring a custom deal for a strategic anchor investor, and carving out a fabrication and distribution entity as a separate capital raise. We also covered what a corporate venture capital group is and how to find one inside a large company, how deal origination teams at private equity firms work, and how to use the FOC Investor Pipeline Builder to find the top 50 investor leads in any city by industry focus.Additionally we covered the value-first relationship strategy for building connections with centimillionaires and billionaires - including a real example of a member who approached a high-net-worth individual by simply saying how can I help you and built a meaningful relationship from that conversation.We also discussed using Claude to scan and summarize bootcamp notes, the FOC AI operating system now being rebranded as Hyper Intelligent, and the launch of Dr. Dewey - our Dewey Instant Due Diligence tool adapted specifically for doctors and dentists evaluating medical, healthcare, and investment deals.Upcoming events mentioned: Silicon Valley Summit September 24th and the Family Office Super Summit in Fort Lauderdale December 15th to 17th with 112 speakers over 3 days.Family Office Club is the largest investor club in the family office space. Founded 19 years ago by Richard C. Wilson, we have 16 million registered members, have hosted 300+ events, and our community has facilitated over $1 billion in transactions. Our member portal gives you access to 2,000+ talks from centimillionaires and decamillionaires, 50+ AI tools built specifically for investors and capital raisers, and 30 live events per year.Join us at familyoffices.com/joinhttps://familyoffices.com/

The art of chiropractic is not something you finish learning once your technique looks good. It is built through the physical capacity to adjust for years, the precision to know where and how to deliver force, and the certainty and presence patients feel when your hands make contact. Dr. Lona and Dr. Andrew Alekna discuss what separates simply creating a cavitation from delivering an adjustment with intention, why mentorship and continued hands-on training matter, and how caring for your own body becomes part of caring for your patients. They also explore the less technical side of the art: trusting your analysis, getting out of your own head, staying present at the table, and creating enough playfulness and human connection that practice still has energy. Developing all of these pieces allows the adjustment to become more than a mechanical skill and gives you a better chance of delivering great care without sacrificing your body or your enjoyment of practice. Key Highlights 02:36 – The physical side of the art that becomes increasingly important if you want a long adjusting career. 04:26 – What higher patient volume can reveal about the way you train and care for your own body. 08:01 – A practical way to choose adjusting mentors when your size or body type changes how you deliver force. 09:17 – The experience that challenged Andrew's assumption that effective adjusting requires physical size. 11:09 – The distinction between creating a cavitation and actually approaching an adjustment with a different intention. 12:11 – Where technique begins to shift from a mechanical process into something far more intuitive. 14:07 – Consider what happens to the adjustment when your mind is somewhere other than the patient in front of you. 15:33 – The role certainty and repetition play when an experienced doctor seems to know exactly where to adjust. 17:27 – A young doctor's fear raises an important question about where technique ends and trust begins. 20:54 – Why taking yourself less seriously may have more to do with the art of chiropractic than you realize. 26:39 - Financial systems can play a major role in both patient retention and long-term practice growth. Dr. Stephen speaks with Dr. Miles Bosman from Success Partner Cash Practice about creating compliant financial plans, simplifying recurring payments, and building systems that help patients stay committed to care while giving chiropractors greater financial stability and scalability. Resources Mentioned For more information about Cash Practice please visit: https://www.cashpractice.com/ To schedule a Strategy Session with Dr Lona: https://go.oncehub.com/DrLonaBuildPodcast To schedule a Strategy Session with Dr Bobby: https://go.oncehub.com/DrBobbyBuildPodcast Learn more about the Remarkable CEO Podcast: https://theremarkablepractice.com/podcast

The businesses that create the greatest impact aren't built by choosing between principle and innovation. They're built by leaders who know how to unite conviction, vision, and complementary strengths into something far greater than either could accomplish alone. Dr. Pete sits down with Dr. Chad Glines and Dr. Caleb Braddock to unpack how two chiropractors with completely different philosophies discovered that their greatest strengths weren't competing but complementary. What started as a shared desire to help patients avoid unnecessary spine surgery has grown into one of the fastest-scaling chiropractic organizations in the profession. Along the way, they reveal hard-earned lessons about vision, scaling, leadership, innovation, and why protecting quality must always come before pursuing growth. In This Episode You Will Discover: How two completely different approaches became the foundation for extraordinary growth.  The leadership decision that separates businesses that scale from those that stall.  Why protecting quality becomes even more important as momentum accelerates.  A simple mindset shift that makes growth challenges feel like opportunities instead of obstacles.  The unexpected connection between a compelling vision and attracting world-class people.   Episode Highlights 04:33 - Two completely different career paths unexpectedly become the foundation for something neither could have built alone. 05:14 - An overlooked group of patients exposes an opportunity hiding in plain sight. 06:50 - One leadership principle quietly explains why specialization doesn't have to limit impact. 10:08 - A deeply personal story transforms a clinical focus into a lifelong mission. 15:07 - Three simple questions begin reshaping the way every CEO should think about vision. 18:35 - An unexpected analogy reveals why great leaders rarely see the entire journey from the beginning. 21:26 - One question about scaling uncovers what really fuels extraordinary growth. 23:26 - The easiest part of growing the business turns out not to be the one anyone expected. 26:27 - A leadership philosophy borrowed from mentorship changes the trajectory of an entire organization. 28:34 - The biggest surprise about scaling has nothing to do with opening more locations. 33:01 - A final leadership lesson reframes every challenge that comes with growth. 38:36 - Sustainable weight loss requires more than a diet. It requires the right system and support. Dr. Chris welcomes Dr. Roger Sahoury from Success Partner SprintSet to explore how chiropractors can expand their impact with a guided weight-loss program that attracts new patients, supports lasting lifestyle change, and creates a scalable revenue stream through coaching, technology, and proven business systems. Resources Mentioned To learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceo For more information about SprintSet please visit: https://sprintset.com    Book a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPC Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1 To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

To increase sales, profit, cash flow, and personal income, understand that money is always flowing in one direction or another. In a business, it needs to flow in from the customers. It needs to flow through to the employees and to the suppliers and to everybody who is providing you with services. And there needs to be something left over at the end to take home. And when you’re able to make those things happen consistently, everybody’s just better off. David: Hi, and welcome to the podcast. In today’s episode, cohost Jay McFarland, and I will be discussing how to increase sales, profit, and personal income. Welcome Jay. Jay: Yeah. Thank you, David. I’m so excited, as usual, to talk about these topics that we discuss every podcast. I think that people often get caught up, especially small business owners, in one of these aspects, instead of having balance between all of them. And I feel like the one that they think about the most is sales. We have to increase sales. And if you’re not focusing on profitability in that regard, you could be generating all kinds of sales, but you’re not controlling your costs. And so ultimately those sales aren’t helping you. David: Yeah. Been there, done that. I think anybody, if you’ve started your own business, you’ve probably found yourself in this situation and gross sales is usually a good place for people to start. They’re thinking in terms of top line. Okay. I need to bring in as much as possible, which is true. You got to be bringing it in. But if you’re not paying attention to the rest of it, as you indicated, you could be selling a lot of stuff and losing money every day. And unless you’re keeping track of that, you’re not going to know it. I remember in the early days of my promotional products business, I would get together with my accountant once every 90 days. At the end of every quarter, actually the beginning of the following quarter, we would review the numbers for the previous quarter. And at that point, it’s too late to do anything about it. You feel like things are going well because you know, you’re selling stuff, but then you look at the expenses, the cost of goods, the cost of people, all your internal costs, your overhead costs. And you find out that you’re not making money on it. And 90 days later is too late. So once we got that in focus and we started doing it every month, reviewing what happened last month, where are our expenses too high and where are our gross sales too low? And which customers take up too much time and don’t generate enough revenue? Once we’re able to focus on the things that actually allow you to operate a profitable business, things got a lot better, a lot more quickly. And when we think in terms of these three things, how to increase sales, profit, and personal income, it’s almost like you’re starting here with the sales and then that generates whatever profit you have. And then after you’ve spent money on overhead and things, then you have some money to pay yourself, get some personal income going. But different businesses operate different ways. There are some business owners who are so focused on what am I going to bring in for myself that they may cut costs. They may short change people in terms of what they’re delivering in terms of product. They may choose less quality products. And so depending on where people’s focus is, determines where they’re going to be successful among those three things. Jay: Yeah. And I think you need balance. I mean, they’re all important. And so as you talked about looking at things monthly, I think having systems to identify and track each of these areas and have proper goals and benchmarks and reporting systems so that you can catch issues quickly. And pivot quickly is the only way you’re going to find balance in the force with these three things. David: Yeah, I agree. And I’ve operated businesses that had overhead that was too high. And that’s really hard. Because you feel like you’re trying to do everything right. And you’re trying to take care of the business and you’re trying to take care of your employees and you’re trying to take care of your customers. And if you don’t have the metrics right, it’s going to be pretty darn close to impossible to do that. And so finding the balance between the quality of product, which has to be high, the customer service, which has to be great. And the quality of client you’re interacting with, which also has to be great. When you get those three things lined up, you’re more likely to be successful, but if you’re not quite connected with some of those things, it’s a really uphill slog. Jay: Yeah. Yeah, absolutely. And we’ve kind of mentioned this in some other podcasts, but I see businesses when they need to increase their profitability. Their default is we need to increase sales or revenue. And I think that can be misguided. Because in order to make a dollar in profit, you may need to increase sales by $10. But if you focus on reducing cost, like for example, in a restaurant, if you can reduce your food cost by 1%, that immediately goes to the bottom line and increases profitability. So I find that the much faster route to profit than just to increase sales. And I don’t know that every business person understands that. David: Right. And I think it’s probably because there is a limit to how much you can cut. But theoretically, there’s not a limit in terms of how much you can generate. Now, obviously there is. If it’s a restaurant, you’ve got a certain number of seats or whatever. In a promotional products business, there’s a certain number of customers that you can visit with. Whatever your business is, there are going to be limits on the upper end. But most businesses never see that. They never get to the point where it’s like, I’m totally overwhelmed. I’m extremely profitable. I’m making a lot of money and I’m capped out. Because when you’re doing things well, when you’re doing things right, you’re generating the revenue, you’re generating the profit, which means you can hire additional people. You can add the staff, you can get the help and you can still continue to make money. But when you’re not in that situation, when you’re just sort of barely eking things out, and you’re saying, “okay, I need to increase sales. I need to generate more.” Yeah, you probably do. But as you indicated, if you are able to cut some of your overhead costs by even just a small amount, all of that drops, whereas gross sales don’t drop. Gross sales do not drop directly to your bottom line. And I can’t tell you how many people I’ve worked with who forget that. And when they think about gross sales, when they focus on gross sales, when they talk about gross sales, they’re like, “oh yeah, we’re generating all of this.” It doesn’t matter if you don’t get to drop it and keep some of it and pay everybody who needs to be paid. Jay: Yeah, absolutely. And one of the things is knowing what your cost should be. What is the ideal cost that you’re shooting for? Because you’re right. You can’t continue to reduce costs. There is a line. There’s a threshold. My experience, like in the restaurant business, we had something called a theoretical food cost versus our actual food cost. The theoretical was if we had no waste, if we had no theft, if we had no shrinkage, if we ran perfectly, what would our food cost be? And then we compared that to our actual food cost. And so the goal was constantly trying to close the gap between those. And if you’re not an industry where there’s no shrinkage or things like that, then that’s not going to be as easy. But this was a great system for us to always be trying to achieve, to close that gap between the theoretical and the actual. David: Yeah, there are also a lot of business people who, when they start talking about this or thinking about this, it feels cold. “Well, I don’t like thinking about the numbers. I want to make sure I’m taking care of my people” and all that sort of thing, which is great. You do want to take care of your people. But the only way you can take care of your people is by remaining in business. Cause if you don’t remain in business, you can’t take care of anyone anymore. Can’t take care of your customers. You can’t take care of your employees. You can’t take care of yourself or your family. So, paying attention to this and recognizing that, yeah, this is a real thing and it’s not just driving gross sales is absolutely critical. I’ve operated businesses that generated huge gross sales, but they didn’t have the profitability they needed. I’ve operated businesses that didn’t generate a huge gross amount of money, but they had really good margins. And that works well too. And I’ve also operated businesses that generated a lot of sales and had a lot of profit. That’s my favorite. That’s probably most people’s favorite. That’s what you want to stick with. But if you recognize that that’s the goal and you’re taking the actions necessary to make it happen, then you’re going to be in a much better position. Jay: Yeah, totally. And then, you know, something like a pandemic can come along and your sales drop and now you’ve got to pivot dramatically to figure out how to increase sales and stay open. And so it’s not like you can assume that the status quo is going to be the way it always is. You’ve got to be prepared to identify issues quickly and pivot quickly. David: Yeah, you should probably assume that the status quo is never going to be the status quo. Because in life and in business, things are constantly changing. And some people were able to pivot extremely well and extremely effectively during the epidemic. And some people were just like, “I don’t know what to do.” And we’ve, we see the results of that. There are a lot of businesses that are no longer around because they couldn’t do it over. Even over the past six months. I’ve still seen a lot of that fallout happening, where there’s still businesses that are sort of merging with others or they’re being acquired, or people are retiring earlier than they would’ve otherwise because they just couldn’t figure out how to do it. And I think if you recognize that there are these three primary things, what am I making from it is the third part of it because you’re not making anything if you’re not able to increase sales and if you’re not generating profit, but looking at those three things and saying, okay, where do I need to focus my attention? Do I need to focus on how to increase sales? Do I need to focus it on trying to reduce my costs without reducing the quality of the product and the service that I’m delivering. I mean, if you cut food costs by getting cheaper, less tasty ingredients, then you can save some money there it’ll drop right to the bottom line. But then your gross sales are probably going to drop too. So it’s this constant balance. It’s this constant process of looking at, where am I, where am I trying to be? And what do I need to do to get there? Jay: Yeah, it feels complicated, but I think if you have good systems, if you have key performance indicators, ways to easily capture and process this information, I think that’s critical. You know, In my experience, a lot of restaurant operators don’t even know what their theoretical food costs should be. They don’t even know what a plate of food is supposed to cost. All they know is what their sales are and what they’re spending. And that’s it. So whatever your industry is, knowing what those ideal goals are, and then having systems to identify early issues, I think it’s the only way you’re going to find balance. Otherwise it’s an emotional process instead of a tactical process. David: Right. And knowing the how is extremely important. I know I need to increase sales and bring in more customers. How do I do it? I know I need to cut my costs. How do I do it without impacting quality? I know that I need to be able to increase my personal income, to be able to maintain the standard of life that’s going to allow me to want to continue in the business. I mean, I talk to people. Particularly in the last six months where they’re just tired of doing it. They don’t feel like what they’re generating for themselves is worth it. Because they’re doing all this work and they feel like it’s benefiting their suppliers. They feel like it’s benefiting their coworkers and it’s not dripping down to them. You know, they’re paying everybody else and there’s very little left. And so recognizing that in order to maintain a healthy business, it’s got to be healthy for everybody. It’s got to be healthy for the business owner, for the employees, for the clients, and not always necessarily in that order. Jay: Yeah, such a great point. I’ve seen this happen so many times. People start a business because it’s their passion. David: Mm-hmm, Jay: It’s a product that helps people or they love to cook for people or whatever it is. And then as things tighten up, it starts to be very stressful and it starts to feel like a job, not like your own business and you become a servant to that business. And that’s a tough place to be. So,, figuring out how to make it a love instead of a job, I think if you can balance these three things, you’re probably going to be able to do that more effectively. David: Yeah. Trickle down economics was actually the term I was struggling to think of before, ties to the idea of cash flow. In other words, money’s always flowing, it’s flowing in one, direction or another. And in a business, it needs to flow in from the customers. It needs to flow through to the employees and to the suppliers and to everybody who is providing you with services. And there needs to be something left over at the end to take home. And when you’re able to make those things happen consistently, everybody’s just better off. And I think a lot of it does come down to mindset too. If we recognize that our goal is to service our customers, whether it’s the people coming into a restaurant or the business owners, we work with, whoever it is, if we’re able to provide them a good quality product, a good quality service at a reasonable price that is profitable enough to us, that we can pay our people and pay our suppliers and pay ourselves. Then that’s a real win. Jay: Yeah, I love that you brought up cash flow and you might want to make it sales, profit, cash flow and personal income. It’s that important. David: Yeah. Jay: I worked for a gentleman who had a great business. I mean, he was making money hand over fist. But he wasn’t getting paid from his clients for three to six months. And so making payroll, being able to cover all your expenses becomes very difficult if you don’t have the money. You know, you can have the sales, but you don’t have the money. That can be a very difficult situation. And so cash flow is equally as important as these other things we’ve talked about. David: very true. So it’s going to flow from sales to cash flow to profits, eventually, when you get the cash flow in, and then eventually to personal income. So it does flow. That’s the point. And sometimes it trickles and sometimes it floods, and our goal is to try to get it to move at a steady enough pace that everybody gets paid. Jay: Yeah, absolutely. How can people find out more? David: Oh, you can go to TopSecrets.com/call. If you’d like to schedule a time to talk with our team about how we can help you grow your sales and profits. If you’re an Inner Circle member, be sure to log in. We’ll be talking about that all this week. If you’re not an Inner Circle member, you can check out that service at topsecrets.com/ic for Inner Circle. That’s TopSecrets.com/ic. Yeah, thank you so much, David. I love that we’re sharing this information and hopefully just planting seeds and helping people think about things that perhaps they haven’t thought about before. So thank you for joining us and for sharing all your great insights. Thank you, Jay. Ready to Increase Sales & Profits? If so, check out the five primary ways we help promotional product distributors grow: Just Getting Started? If you (or someone on your team) is just getting started in promotional products sales, learn how we can help. Need Clients Now? If you're already grounded in the essentials of promotional product sales and just need to get clients now, click here. Want EQP/Preferential Pricing? Are you an established industry veteran doing a significant volume of sales? If so, click here to get End Quantity Pricing from many of the top supplier lines in the promo industry. Time to Hire Salespeople? If you want to hire others to grow your promo sales, click here. Ready to Dominate Your Market? If you're serious about creating top-of-mind-awareness with the very best prospects in your market, schedule a one-on-one Strategy Session here.

“As much as education helps, it's action that will truly protect you from what's coming next.”In today's interview, Daniela Cambone speaks with ITM Trading's Taylor Kenney about what “Reset Day” could mean for your savings, debt, and home and how to prepare before the rules change.

Are you supposed to be hustling right now...or resting? Should you be launching something, learning something, or stepping away for a while? Spend enough time watching other successful people online, and you'll find completely contradictory advice. One person is pulling all-nighters during a massive launch. Someone else is spending the summer at the lake house while their business runs without them. Another successful creator disappears for months, only to emerge with a new book, project, or idea. So...which one are we supposed to be doing? In this episode of Tales from The Lane, Kate introduces a framework she's noticed playing out again and again in successful careers, businesses, creative practices, and even in nature: Invest. Test. Rest. You'll learn how to recognize which phase you're currently in, why each one matters, and what happens when you get stuck in one phase for too long. Kate shares how investing in Beyond Potential eventually created opportunities for speaking, coaching, and visibility; why learning without eventually testing what you've learned can leave even incredibly smart people frustrated; and why rest isn't something you earn after you've exhausted yourself. It's an essential part of the cycle that allows you to evaluate what happened and prepare for what comes next. You'll also hear: How to tell the difference between a purchase and an investment Why successful careers require repeated periods of learning and experimentation The danger of becoming a perpetual student Why testing requires visibility, action, and sometimes a little hustle How intentional rest helps you capture what you've learned How Invest, Test, and Rest can overlap in different areas of your life A simple exercise for identifying your next investment, experiment, and period of rest Ready to invest in your next level? The Creators Leadership Mastermind is designed for people with a meaningful project, goal, or next chapter they're ready to actually follow through on. Book a short call with Kate to learn more and see whether the room is right for you.

“We have to look at it as a sea change in the global monetary system.”Matthew Piepenburg reveals why gold's role is changing as central banks accumulate and confidence in paper currencies erodes.

“Why are they selling their gold to give it to China?”Frank Holmes warns that gold-producing nations could begin buying and stockpiling their own production, creating a major new source of pressure on global gold supply.

The strongest businesses aren't built by finding a better marketing tactic. They're built by becoming fit enough to thrive no matter how the marketplace changes. Dr. Stephen and Dr. Pete introduce a powerful fitness analogy that reveals why so many chiropractors have become overdependent on digital marketing while neglecting the foundational systems that create sustainable growth. By rethinking marketing through the lens of balance, resilience, and stewardship, they offer a practical framework for building a practice that's stronger, more adaptable, and far less vulnerable to changing algorithms or market conditions.  In This Episode You Will Discover: Why one overlooked weakness may be quietly limiting the growth of an otherwise successful practice.  A fitness analogy that completely changes how marketing should be evaluated.  The hidden cost of relying too heavily on one source of new patients.  A simple mindset shift that turns marketing from reactive to resilient.  How stronger marketing systems create greater stability, impact, and long-term growth. Episode Highlights 01:18 - A bigger mission sets up a conversation about finding the weak spots that may be limiting practice growth. 03:04 - Marketing gets reframed as an extension of mission, service, and the responsibility to reach more people. 04:19 - The changing digital marketing landscape reveals why relying too heavily on one source of new patients can leave a practice vulnerable. 05:51 - Internal, external, and digital marketing come together as three distinct areas that need strength to create a more resilient growth strategy. 06:41 - The fitness analogy makes it easier to identify which part of a practice's marketing may be getting overtrained while another is being neglected. 08:03 - A real-world lesson in physical fitness shows what can happen when the strength required to perform consistently begins to disappear. 11:21 - The 1/3, 1/3, 1/3 framework offers a practical benchmark for evaluating the balance between internal, external, and digital marketing. 15:03 - Business fitness requires ongoing investment, and one exercise challenges where marketing time, energy, focus, and money are currently going. 17:05 - The hidden cost of missed referrals and patient churn changes the conversation around investing more heavily in internal marketing. 19:30 - External marketing brings the focus back to building relationships in the community and making sure people know who the practice is, what it does, and why it does it. 21:20 - The “power of one” creates a manageable way to strengthen each area of marketing without overwhelming the team. 22:23 - Breaking an unhealthy dependence on digital marketing starts with recognizing what the practice can control and where it has the greatest influence. 25:05 - Nadine Brunet from Success Partner Platinum Systems joins Dr. Chris to discuss the launch of Platinum Cloud, an AI-powered chiropractic software platform built to simplify workflows, reduce administrative tasks, and improve efficiency for practices. They explore agentic AI, integrated tools, seamless onboarding, and how Platinum Systems is helping chiropractors future-proof their clinics with smarter technology.   Resources Mentioned To learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceo For more information about Platinum please visit: https://www.platinumsystem.com/ Book a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPC Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1 To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

What happens when the government decides it needs the assets you own? Gold confiscation happened before—and new emergency powers over critical materials are raising uncomfortable questions again.Questions on Protecting Your Wealth with Gold & Silver? Schedule a Strategy Call Here ➡️ https://calendly.com/itmtrading/podcastor Call 866-349-3310 

NepentheZ joins me for a Sorare 27 Strategy Session to break down his experience with the new season so far.He entered Sorare 27 with a clear plan: focus heavily on Pro Hot Streaks, build an enormous collection of in-season cards, and give himself as many lineup options as possible every day.Now that he's actually been putting that strategy into practice, what has he learned?We'll discuss what has worked, what hasn't, how his approach to Hot Streaks has evolved, the lessons other Sorare managers can take from his experience, and whether he would make the same decisions knowing what he knows now.We'll also dig into card selection, lineup construction, managing such a large gallery, the economics of chasing Hot Streaks, and how he expects his strategy to change as Sorare 27 progresses.Whether you're trying to compete heavily in Pro or simply figure out the best way to approach Sorare 27, there should be plenty to take away from this one.

Knowing how to uncover customer needs is critical. Essentially, Maslow’s hierarchy of needs implies that when one need is satisfied, another one is likely to pop up. Once I’ve got this satisfied, then I’m going to be working on this. And then I’m going to be working on this. It’s human nature. So if you recognize the fact that the needs are constantly going to be changing and you adopt a policy of constant requalification with your people — staying in touch, building that relationship, and finding out what they need next — you’re going to be in much better shape. David: Hi, and welcome to the podcast. In today’s episode, cohost Jay McFarland and I will be discussing the idea of uncovering customer needs. Welcome back, Jay. Jay: Thank you so much, David. It’s such a pleasure to be here. I think that this is another great topic because a lot of times we just decide on our own what we think the customer needs, right? So we formulate that in our mind and we try and force that square into a round hole. You’re probably creating a lot more problems that you really don’t need to have. Uncovering customer needs in sales David: Exactly. When salespeople go in with the idea of “what I want to sell this person,” instead of “what does this person need,” they’re behind the eight ball right from the beginning. And I think there are some schools of thought in terms of sales, particularly if it’s a company that has one primary product that they’re looking to push, that, okay, you just have to go in and sell this. It reminds me of, you know, selling things door to door. If you’re a Fuller brush salesman and you’re looking to sell this one particular brush, well that’s my thing. That’s what I’ve got to sell. If you are sort of a one trick pony like that, if you’ve got one thing you want to sell, then this can still actually apply to you. Because when we think in terms of customer needs, I think a lot of people get stuck on the idea that uncovering customer needs means discovering which products they want to buy from us. And uncovering customer needs goes way beyond that. It’s more about what do they really need? Where are they struggling? What do they need help with? What are they trying to accomplish? Because even if you’re selling a Fuller brush, if you go in with the idea of “do you want to buy this brush,” the answer is no. But if you find out that what they’re struggling with is that they’re very busy and they don’t have enough time, and their life is chaotic. Then you may be able to let them know that this Fuller brush is going to allow them to clean things faster and be more economical in their time and accomplish some of the things that they’re telling you are actually important to them. So while that’s a rather extreme example, it really goes to the whole idea of what I believe uncovering customer needs is all about. Uncovering customer needs with questions Jay: Yeah. And I think there’s only one way to get to customer needs and that’s to ask questions, right? David: Right. Jay: If you start out with your sales pitch, you’re not going to know what their needs are. And I also like the idea of letting them talk and that helps you build the relationship and discover their needs. Is there another way besides asking question? David: I don’t think there really is. I mean, you’ve got to be able to get the answers from them. The only way that you can actually uncover what a customer needs is if they vocalize it. I mean, unless it’s something that you’ve observed, Hey, it looks like you could really use this. Right? Or if somebody refers you to that person and says my friend could really use what you’re offering here. But even then, it’s somebody else’s opinion. So that’s just the beginning of a point of conversation. Hey, your friend suggested I give you a call. I understand that you’re looking to accomplish this and perhaps this item can help. Wanted to see what your thoughts are about that. And then yeah, as you indicated, let them talk. Jay: Yeah, and letting them talk, I think you kind of help them understand why the customer needs your product. And like you said, it may not be something they’re thinking about. They may not know that they need your product. But like you said, maybe there’s something else in their life where they don’t have a lot of time. This product will save you time and so you can actually deal with other issues in your life better. So, figuring out how you can best serve them and then helping them come to that conclusion. I love to go down that path in the sales process. David: Yeah, I agree, and I think this really kind of ties to the idea of what a lot of people think of in terms of features and benefits. If I’ve got a phone what’s the feature of my phone? Feature of my phone is that it’s this big and it’s got a big screen and lots of colors and good audio quality. But what are the benefits? Well, you know, the benefits are that I can be in touch with the people that I care about. I can be responsive to customer needs. I can have the latest and greatest in terms of technology to allow me to connect better with everyone. So, there’s features and benefits, and I think that’s something that a lot of people talk about. But if we really want to get serious about it, it even goes beyond that. And it starts to get into sort of the emotions and the experiences that people want to have. Like we were talking about before, if somebody wants to clean their house, what do they want it to feel like? What do they want it to smell like? What’s the experience that they want people to have when they come in? And I mean, we’re not selling cleaning products here. Again, I’m using this more of an extreme example than anything else. But recognizing that there are a lot of different stages to this. And if you focus just on uncovering product needs, you are very likely going to be selling a much smaller percentage of the audience than would potentially buy from you. Jay: Yeah. And I think oftentimes, depending on what your product is, what you’re really selling is yourself. And once they trust you and believe in you, then they’re going to take your word for it, that that product will do what it says. So you got to realize that it is about relationships so often. David: Yeah. And it’s a lot easier to sell someone on you, if you are interested in them . Right? I think there was a, a brief synopsis I heard one time of How to Win Friends and Influence People. And it basically said if you talk to other people about themselves, they’ll think you’re the most interesting person in the world. Jay: Yeah, I can remember going into a situation, I had a partner at the time, and every time we went into that situation, all he did was talk about himself and then talk about his product. And people would just sit there and they would start to tune out and he never figured it out. I’d come in and when I led, I’d just ask questions and ask questions and you look for those nonverbal cues as well. You know, are they paying attention to me? If they’re not, I need to get their focus again. Are they nodding their head in agreement? Okay, that means they’re coming along. If they look confused, of course, that’s very hard over the phone, but if you’re doing it in person, I find those nonverbal cues to be essential in determining customer needs. David: Yeah, and a lot of people just don’t always do that. I mean, I think another important aspect of this whole topic is that customer needs are always changing. So when we talk about the idea of uncovering a customer’s needs, just because you did it today doesn’t mean that those needs are the same tomorrow. They’re not going to be. And if you are in the kind of business where you’re looking for long term business and long term relationships, and you want to be able to continue to sell to someone, then you really need to sort of get things in gear and recognize that it’s a constant process of requalifying and finding out where are they now? What did they need today that they didn’t need before? How did what they purchased from me before now create new situations that they need to tackle that could require something that I could provide to them later. I mean, a great example in the promotional products industry where we do a lot of business, is that some people use a promotional item to get people to come into a retail store, Come on in and you’ll get this free item. So let’s say it’s a car dealership. Come on into this car dealership and you’ll get this free key fob, right? And on the key fob, there’s a key, and you can try it out in the trunk of this car that’s in the showroom. And if it opens up the trunk, then you win some sort of prize. Right? So that would be designed to get somebody to actually come in. So once they come in, what’s the next thing you want them to do? The next thing you want them to do is probably to take a test drive. Because the goal is to get them to buy a car. They’re not going to come in for the free thing and then just immediately buy a car. So you say, Okay, what we’re doing today is for everybody who takes a test drive, you get a free dashboard cell phone holder for your car. And so then that would increase the number of people who’d be taking a test drive. And then it’s great, okay, so they’re in the test drive, they’re doing the test drive, they’re enjoying the feel of the car, the smell of the car, everything like that. And then the person says to them, you know, for people who buy a car today, we’re including a pair of Italian leather racing gloves that match the interior of the vehicle, right? Custom imprinted, of course, when that’s what you’re selling. So you can use your products to lead your prospects down a path that accomplishes their goals and accomplishes your goals, sells more stuff, and sets you up for future business. And when you do this type of thing, people look at you and say, Wow, you’re really thinking about not just what I said, I needed , but what I actually need. You’ve taken the time to think things through for other people, which is really essential and entirely endearing. People love that for long-term results. Jay: Yeah, I totally agree with you. You’re building that relationship of trust and it should be easier the next time you come to them with a product, right? You’ve already torn down some walls. You know, as long as they were satisfied with your last product. We have a guy, he’s a car salesman, and I went to him for a referral. He didn’t treat me like a normal car salesman. He got to know me. He gave me a great deal. I never, ever thought, David, that I would say I have a car salesman guy. Like people say, I have a mechanic or a doctor. In my family, we’ve purchased seven cars from this man over the last 10 years. And it’s because of that first interaction and that building of trust. I get emails from them, and I’ve reacted on some of those. But if that first experience wasn’t there, he would’ve lost out on six other vehicles, right? So to me… David: Yes. Jay: If he would’ve tried to cram me into that same hole as every other salesperson, I would’ve been out of there. I wouldn’t have bought the first car, and I wouldn’t have bought six more from him either. David: Well, I’ve got exactly the opposite experience that I can share with you very quickly, and that is that I purchased a car from somebody. It’s got to be 14, 15 years ago. And when I was ready for a new one, I went back into that same dealership and I saw that same guy, his name was Kerry. And as I was about to walk over to say, Hey Kerry how you doing? He came up to me and said, Hi, may I help you? Jay: Oh. . David: Okay. He had no idea who I was. He had no idea that he had sold me a car. And at that point I looked at him and I said, “no thanks, just looking.” right? Jay: Yeah. David: So instead of “Hi Kerry,” you know, we could have picked up the conversation where we left off years before, it didn’t happen. And I was just like, I looked around and I walked out and I’m like, Nah, I think I’ll go somewhere else. And I mean, it wasn’t like he was rude, it wasn’t like he was obnoxious, but it’s like, I’ve spent some money with you, you know? And… Jay: And you were going back to him for that reason. And when that reason disappeared, You did too. David: I did too. Just like the wind. Poof, . Jay: Yeah. So again, knowing your customer needs and if you can fill them, that’s so important. Oftentimes, we just ask questions upfront to try and get to know them. But I think asking questions the whole way. So like if you’ve presented your product as a solution, asking them if that really matches their needs before just going into your close process. I think asking questions all along the way, helping them come to the belief that your product is helpful instead of just telling them is a great way to go. David: Yeah, and when you think about needs, you know, there’s a whole thing about the hierarchy of needs and all that sort of thing, but basically what that says is that when one need is satisfied, another one’s going to pop up. Once I’ve got this satisfied, then I’m going to be working on this, and then I’m going to be working on this. It’s human nature. So if you recognize the fact that the needs are constantly going to be changing and you adopt a policy of constant requalification with your people, staying in touch, building that relationship, and finding out what they need next, you’re going to be in much better shape. Jay: Yeah, I totally agree with you. And it’s funny that you mention the hierarchy of needs. I find that when you’re not building a relationship, when you’re just going into your close or whatever, what happens is you drive price to the top. That’s all people will focus on is the price. But the more they get to know you, the more you build trust, the more your products do fill their needs, that price, or the need for money, or for the sale starts to go down. And they start to not even worry about that anymore because you’ve got that relationship. So I think you have the ability to determine if they’re going to only focus on price or if they will trust you in other ways. David: Absolutely. Jay: All right. How can people find out more? David: Well, you can go to TopSecrets.com/call. That’s TopSecrets.com/call. Schedule a call with myself or my team. We’ll figure out where you are now, where you’re looking to be, what you’re looking to accomplish, and if we can help, we’ll let you know that. And if we can’t, we’ll tell you that too. Jay: I love it, David, And often just talking to somebody else about it is just a great way to, you know, sometimes you’ll come to your own conclusions just hearing yourself talk, so I love that you provide that service. David: Yeah, it’s a lot of fun. I mean, I love talking to the people that we talk to. And it’s a similar kind of situation. Not everybody is qualified to be a client of ours, and that’s perfectly fine. We like having the conversations and if we can help, we like doing that. And if we can’t help, we’ll normally just redirect them to someone that we think can. Jay: Fantastic. Thanks, David. David: Thank you, Jay. Ready to Grow Your Sales & Profits? If so, check out the five primary ways we help promotional product distributors grow: Just Getting Started? If you (or someone on your team) is just getting started in promotional products sales, learn how we can help. Need Clients Now? If you're already grounded in the essentials of promotional product sales and just need to get clients now, click here. Want EQP/Preferential Pricing? Are you an established industry veteran doing a significant volume of sales? If so, click here to get End Quantity Pricing from many of the top supplier lines in the promo industry. Time to Hire Salespeople? If you want to hire others to grow your promo sales, click here. Ready to Dominate Your Market? If you're serious about creating top-of-mind-awareness with the very best prospects in your market, schedule a one-on-one Strategy Session here.

“Gold is back in the conversation in ways it hasn't been for decades.”With Washington openly talking about gold again, could a gold-backed currency be on the table? Graham Summers breaks down the signals, and what they could mean for your money.

This week on Tales from The Lane, I'm joined by speaker, facilitator, and transformational leadership guide Mary Cay Durrant, whose work has touched thousands of senior leaders at more than 100 organizations, including Deloitte, Pepsi, KPMG, Children's Hospital Los Angeles, and Seattle Children's Hospital. Mary Cay spent years succeeding inside the corporate world while privately realizing that something was missing: joy, wonder, and a sense of being fully alive. An unexpected experience with horses changed the way she thought about leadership, work, and transformation and eventually led her to develop her Vibrant W.O.R.K. model, a framework inspired by living systems, neuroscience, and the patterns we see everywhere in nature. In this conversation, we explore: Why successful people can become disconnected from their own sense of aliveness What nature can teach us about careers, change, and letting go Why telling yourself the truth is often the beginning of transformation Mary Cay's four-part Vibrant W.O.R.K. model How to distinguish hard work that's draining you from hard work that's growing you Why relationships matter even more when you're becoming someone new The fascinating transformation of a caterpillar and what its "imaginal cells" can teach us about reinvention Why Mary Cay thinks we should pay more attention to ROE: Return on Energy How wonder, play, curiosity, and experimentation can change the way we experience work And perhaps most importantly, we talk about something that so many mid-career high achievers need to hear: Sometimes transformation really does feel like beating your wings against the inside of a cocoon. You can't see what's waiting on the other side yet. But that doesn't mean the work isn't working. Follow Mary Cay Durrant on LinkedIn: https://www.linkedin.com/in/marycaydurrant/ Check out her website: MaryCayDurrant.com  

“Gold is the one thing where there's no counterparty risk and nobody can tell you you can't spend it.”As China rapidly accelerates its gold purchases, Clive Thompson explains what may be driving the buying spree—and why sanctions, soaring U.S. debt, and diversification are making gold increasingly important.

The challenge wasn't creating a successful business. It was building one that could keep scaling without the founders becoming the bottleneck.  What happens when a fast-growing company realizes success alone isn't enough to sustain its future? In this case study, Dr. Caleb Braddock and Dr. Chad Glines of Genesis Back & Neck share how they transformed an innovative clinical model into a scalable enterprise by embracing leadership systems, operational discipline, and CEO-level thinking. What began as a single clinic helping patients avoid spine surgery has grown into nearly 100 locations across the country, but their biggest breakthrough came when they recognized that building the next version of the business required more than entrepreneurial instinct. It required the structure, accountability, and leadership necessary to scale without sacrificing culture, quality, or the experience of their partners. In This Case Study You Will: Discover how Genesis Back & Neck grew from a single clinic into a rapidly expanding national enterprise.  Follow the leadership shift that prepared the company to scale without losing its culture or quality.  Hear why bringing in outside coaching became one of the founders' most important business decisions.  Explore how scorecards and accountability created greater clarity across the entire organization.  Gain insight into the executive mindset required to keep growing while delivering an exceptional partner experience.   Episode Highlights 01:23 - Where two very different strengths finally intersected around a problem worth solving. 02:40 - The moment one successful office started pointing toward something much bigger. 04:25 - Why the way the business was structured would become just as important as the service itself. 06:56 - The gap between what had already worked and what would be required for the next stage of growth. 08:36 - What changed when protecting the business gave way to preparing it for what was coming next. 10:16 - The point where rapid growth started exposing the limits of instinct alone. 12:17 - What became visible once the numbers were tied to clear ownership and accountability. 16:25 - The missing ingredient that helped a strong team understand how to win together. 19:06 - What the company's growth revealed about the breakpoints they had already lived through. 20:41 - The distinction between simply continuing to grow and building the company they actually envisioned. 23:08 - Financial systems can play a major role in both patient retention and long-term practice growth. Dr. Stephen speaks with Dr. Miles Bosman from Success Partner Cash Practice about creating compliant financial plans, simplifying recurring payments, and building systems that help patients stay committed to care while giving chiropractors greater financial stability and scalability.   Resources Mentioned To learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceo For more information about Cash Practice please visit: https://www.cashpractice.com/ Book a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPC Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1 To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

You worked for decades. You saved. You invested. You planned for retirement. But what happens if the government's debt problem is ultimately paid for through the falling purchasing power of your dollars?

“The death of the dollar is on the doorstep.”Gerald Celente warns of a coming market bust, rising gold and silver, mounting geopolitical turmoil, and an economic reality he believes will hit Main Street after summer.

Everyone wants a bigger Vision Story of Success, but very few people have a decision-making framework strong enough to protect it. Dr. Stephen and Dr. Pete unpack why core values are the invisible force behind sustainable growth, resilient leadership, healthy relationships, and thriving businesses. Through practical frameworks and deeply personal stories, they reveal how alignment between values, vision, and daily behavior becomes the difference between burnout and peace, between chasing success and actually living it.  If success has ever felt harder than it should, the answer may not be working harder, but getting clearer about what truly matters.  This episode will help you get there. In This Episode You Will Discover: Why some of the biggest business struggles are actually values problems in disguise.  The surprising reason highly successful leaders walk away from opportunities others would chase.  A simple framework that exposes whether daily decisions are building success or quietly working against it.  The hidden difference between having values and actually living by them.  How one deeply personal story reveals the real cost of making decisions that conflict with what matters most. Episode Highlights 01:15 - Core values can shape wealth far beyond finances, influencing business, health, marriage, family, and everyday life. 03:11 - Meaningful growth requires values strong enough to build resilience, character, and leadership capacity. 04:39 - A simple distinction reveals whether core values are guiding the business or merely decorating the wall. 08:04 - Sustainable success looks very different from a short burst of growth followed by exhaustion and burnout. 09:14 - The relationship between core values, vision, and behavior determines whether a leader is truly operating in alignment. 11:47 - Calendars, spending habits, attention, and energy often reveal personal values more clearly than words do. 13:55 - Misalignment between values and daily behavior creates stress, friction, and unnecessary difficulty. 16:49 - Burnout may be signaling something deeper than workload alone. 19:12 - Leaders can use core values as a practical standard for personal accountability, hiring, and team culture. 23:40 - One framework helps organize aligned values across life, marriage, parenting, finances, and business. 27:23 - A major personal dream becomes a real-world lesson in using values to make difficult decisions. 31:23 - Saying no to the wrong opportunity can protect freedom, peace of mind, and long-term success. 33:02 - The right technology should give chiropractors more time to care for people, not more work to manage. Dr. Pete speaks with Gabriel Doty from Success Partner ChiroHD about building smarter practice management software that streamlines workflows, improves efficiency, embraces meaningful AI innovation, and helps chiropractic practices scale with confidence while preparing for long-term success.   Resources Mentioned To learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceo For more information about ChiroHD visit: https://content.chirohd.com/remarkable-practice Book a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPC Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1 To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

Japan's currency crisis may be exposing a much bigger problem for the U.S. The largest foreign holder of U.S. Treasuries—faces mounting pressure at the same time America is approaching $40 trillion in debt. So what happens if Japan needs cash and starts selling Treasuries?Questions on Protecting Your Wealth with Gold & Silver? Schedule a Strategy Call Here ➡️ https://calendly.com/itmtrading/podcastor Call 866-349-3310 

“Can this happen in the United States? Absolutely it can. Furthermore, absolutely it will.”What happened in Spain could be a warning for America. Economist Daniel Lacalle says weak border enforcement risks far-reaching economic, social, and security consequences.

Taylor shares a personal family update—and a powerful lesson on generational wealth preservation, inflation, and physical gold and silver.Questions on Protecting Your Wealth with Gold & Silver? Schedule a Strategy Call Here ➡️ https://calendly.com/itmtrading/podcastor Call 866-349-3310 

Today's callers: Tony in Michigan is considering bringing on partners to run different parts of his brew pub and theater business. Then Monica in London is exploring the best way to reach style-conscious parents with her line of children's clothes. And Sandy in Colorado is seeking the ideal pricing strategy to bring his adaptive test prep platform to schools nationwide.Thank you to the founders of Hearsay Brewing and Theater, Tres London and Brain Buffs for being a part of our show.If you'd like to be featured on a future Advice Line episode—where Guy and former show guests take questions from early-stage founders—leave us a one-minute message that tells us about your business and a specific question you'd like answered. Send a voice memo to hibt@id.wondery.com or call 1-800-433-1298. And be sure to listen to our Advice Line episodes with Jeffrey Hollender of Seventh Generation, Sarah LaFleur of M.M LaFleur and Shazi Visram of Happy Family Organics.This episode was produced by Kerry Thompson with music by Ramtin Arablouei. It was edited by John Isabella. Our audio engineer was Jimmy Keeley.You can follow HIBT on X & Instagram and sign up for Guy's free newsletter at guyraz.com or on Substack.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.