Podcasts about Succession

Industrial Talk is talking to Todd Villarrubia, Founding Partner at Wealth Planning Law Group about "Getting your industrial financial house in order". The Industrial Talk podcast episode features a discussion on the importance of financial planning for industrial businesses, particularly in the context of rapid industry changes and cybersecurity. Scott Mackenzie emphasizes the need for financial Sherpas to help compress the time required for financial research and planning. Todd Villarrubia, a 30-year tax attorney and founder of Wealth Planning Law Group, introduces the concept of "Entrepreneurial Beast Mode," which includes business structures, estate planning, asset protection, succession, and taxation. He highlights the benefits of comprehensive financial planning and the role of his virtual family office in providing expert advice to clients. The episode also touches on the importance of storytelling and building trust in business relationships. Outline Barcelona Cybersecurity Congress Announcement Scott introduces the Barcelona Cybersecurity Congress, emphasizing its importance for cybersecurity professionals.The event is scheduled for November 3-5 in Barcelona, with networking opportunities and expert discussions.Scott mentions their own involvement in the event, including broadcasting and discussions on cybersecurity.The Propane Education and Research Council is acknowledged as the sponsor of the podcast episode. Introduction to Industrial Talk Podcast Scott reiterates the podcast's focus on industrial innovations and the success of industry professionals.The podcast aims to celebrate industrial heroes and their contributions to solving problems and improving lives.Scott introduces Todd Villarrubia, the guest for the episode, and the topic of financial planning for industrial businesses. Importance of Financial Planning in Industry Scott discusses the necessity of financial planning for industrial businesses, especially in a fast-paced industry.The conversation highlights the need for financial Sherpas to help compress the time required for financial research and planning.Scott emphasizes the importance of building relationships and trust in the business world, especially in the context of social media and online engagement.The discussion touches on the human element in business, the need for trust, and the importance of telling authentic stories to build relationships. Building Trust and Relationships in Business Scott stresses the importance of being real and vulnerable in business interactions to build trust.The conversation explores the challenges of standing out in a crowded online space and the need for consistent, authentic storytelling.Scott shares personal experiences of receiving unsolicited messages and the importance of demonstrating genuine care for others' success.The discussion emphasizes the need for long-term resilience and the importance of telling customers' stories to foster mutual success. Introduction to Todd Villarrubia and Wealth Planning Law Group Scott introduces Todd Villarrubia, the founder of Wealth Planning Law Group, and his extensive experience as a tax attorney.Todd shares his background, including his role as a founding partner and his work with high-net-worth families through Fountainhead Global.The conversation touches on Todd's personal life, including his role as a father and the recent birth of Scott's grandchild.Scott and Todd discuss the importance of perseverance and overcoming challenges, both in personal and professional life. Entrepreneurial Beast Mode and Its Components Todd introduces the concept of Entrepreneurial Beast Mode, an acronym for Business Structures, Estate Planning, Asset Protection, Succession, and Taxation.The discussion highlights the importance of each component in comprehensive financial planning for entrepreneurs.Todd explains the benefits of proper business structures, such as Section 1202 of the tax code, and the importance of tax liability reduction.The conversation explores the role of estate planning as the foundation for financial planning and the need for ongoing updates due to changing laws and personal circumstances. Engagement Process and Client Relationships Todd outlines the initial engagement process, including a comprehensive intake form and a client information questionnaire.The discussion emphasizes the importance of understanding clients' priorities and developing a tailored plan of action.Todd explains the value of flat fee structures and the efficiency of their firm in executing plans.The conversation highlights the ongoing nature of client relationships and the need for regular updates and reviews. Fountainhead Global and Virtual Family Office Services Todd discusses the establishment of Fountainhead Global and its role in providing fractional family office services.The virtual family office model allows access to a network of vetted professionals in various fields, including legal, financial planning, tax, risk mitigation, and business advisory.The discussion explores the benefits of having a team of experts available to provide specialized advice and support.Todd emphasizes the importance of proactive engagement and the role of the virtual family office in facilitating expert connections. Challenges in Financial Planning and Estate Planning Todd identifies the biggest challenge in financial planning as getting people to act on their plans, especially due to the reluctance to discuss death and disability.The conversation explores the emotional and practical challenges of estate planning, including potential divisions within families.Todd highlights the importance of addressing these challenges and the benefits of having a comprehensive plan in place.The discussion emphasizes the need for ongoing communication and updates to ensure that financial plans remain relevant and effective. Final Thoughts and Contact Information Todd shares additional insights for high-net-worth individuals, emphasizing the importance of implementing family limited partnerships and dynasty trusts.The conversation concludes with contact information for Todd and Wealth Planning Law Group, encouraging listeners to reach out for financial planning advice.Scott thanks Todd for his participation and reiterates the importance of financial planning for industrial businesses.The episode ends with a call to action for listeners to connect with Todd and take steps to secure their financial future. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! TODD VILLARRUBIA'S CONTACT INFORMATION: Personal LinkedIn:...

Simple Succession episode 3 is here, a podcast series focused on helping churches navigate leadership transitions well. This week, Rusty George welcomes Dave Stone and Kyle Idleman to discuss the widely noticed successions at Southeast Christian Church from Bob Russell to Dave and then Dave to Kyle. Dave shares how Bob gradually increased his preaching, publicly affirmed him (including sitting front-row when Dave preached), and announced him as successor seven years in advance before handing off earlier than expected to avoid becoming a lame duck. Dave and Kyle explain how Kyle was first identified as a gifted young preacher, gained experience planting a church, then returned to join the teaching team without early public promises of succession, building trust through loyalty and inclusion in leadership. They discuss generational dynamics, managing change, resisting insecurity and “head games,” practical communication, benefits of timing and early wins, and what they're doing now, including Dave's Pastor to Pastor podcast and Kyle's book The Missing Messiah.

During her tenure as The New Yorker's television critic, Emily Nussbaum famously railed against ranking the year's best shows; she once wrote a piece entitled “I Hate Top Ten Lists.” But naming her favorite series of all time is an easier proposition, and the honor goes to a little-known Canadian production from the early two-thousands that dramatized the colorful characters and commercial struggles of a fictional Shakespearean theatre festival. In the final episode of this summer's Critics at Large interview series, Alex Schwartz talks with Nussbaum about her love of “Slings & Arrows,” which pioneered a complex balance of comedy and drama that would eventually become a hallmark of prestige television. Today, Hollywood showrunners including David Simon, the creator of “The Wire,” sing its praises—and yet it remains largely overlooked by audiences. Nussbaum, who's lately been writing as the magazine's theatre critic, is on a mission to change that.  “The history of TV is the confusion between whether something is good and whether it's popular and commercial,” Nussbaum says. “ ‘Slings & Arrows' is an example of a show that is the best show—regardless of how many people watch it.”  Read, watch, and listen with the critics: “Cue the Sun,” by Emily Nussbaum“Slings and Arrows” (2003-2006)“Hamlet,” by William Shakespeare“Macbeth,” by William Shakespeare“King Lear,” by William Shakespeare“30 Rock” (2006-13)“Orange Is the New Black” (2013-19)“Call My Agent!” (2015-19)“The Studio” (2025—)“Next to Normal” (2025)“Succession” (2018-2023) New episodes drop every Thursday. Follow Critics at Large wherever you get your podcasts. Learn more about your ad choices. Visit podcastchoices.com/adchoices

In episode two of Simple Succession, Rusty George interviews Cal Jernigan and Sean Palmer about leading healthy church transitions. Cal recounts his decades at Central—joining in 1987, becoming senior pastor in 1999 after an interim, and handing leadership to Sean in April 2025—explaining how the pressures after 2020, a failed successor situation, and personal fatigue accelerated the timeline to avoid harming the church. Cal describes why the board, not the outgoing pastor, should choose the next leader, how elders evaluated candidates, and how clarity on dates, roles, compensation, and expectations built trust. Sean shares why he made a second “follow-a-legend” move, what he learned from an earlier difficult transition, and how transferred trust, honoring the outgoing pastor, relationship handoffs, and a defined one-year transition helped the church stay stable while gradual changes began.

‘The pain that I need to feel': Nancy Mace says she got 9 tattoos in ‘rapid succession' while serving in Congress`Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Do you know the difference between a succession plan and an estate plan? Nebraska Extension Ag Economist Jessica Groskopf says understanding how the two plans differ is critical for farm and ranch families preparing for the future and making sure the operation can successfully transition to the next generation.

Kara kicks off another week of Scott-Free August! Gen Z political commentator Adam Mockler is in the guest host chair to discuss the growing fallout over conditions aboard the USS Abraham Lincoln, and Jon Ossoff's swipe at Trump and his aide Natalie Harp. Plus, Democrats shake up the 2028 primary calendar, the latest midterm predictions, and will Adam's nemesis Scott Jennings be the next White House Press Secretary?Watch this episode on the ⁠⁠Pivot YouTube channel⁠⁠.Follow us on Instagram and Threads at ⁠⁠@pivotpodcastofficial⁠⁠.Follow us on Bluesky at ⁠⁠@pivotpod.bsky.social⁠⁠Follow us on TikTok at ⁠⁠@pivotpodcast⁠⁠.Send us your questions by calling us at 855-51-PIVOT, or email Pivot@voxmedia.com  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Oscar and I sit down to discuss the Wah Lum Grandmaster Succession Ceremony which has garnered a lot of interest online. We breakdown the tradition, symbolism, and answer some of the questions we have encountered around the ceremony. I've been enjoying these conversations and hope you have too.  If you have, please rate my podcast on your platform of choice and share it with others!  If you would like to support with a donation to help keep this podcast going and support the work I do, you can become a patron of the show by visiting my website or Get more from Mimi Chan on Patreon. For comments or suggestions, reach out on social media @sifumimichan. Discussed in this episode: Wah Lum Kung Fu Grandmaster Succession Ceremony Wah Lum Temple THE SIFU MIMI CHAN SHOW CREDITS Host: Mimi Chan Intro Music: Mike Relm Comment Rules: Be Cool. Critical is fine, but if you're rude, we'll delete your stuff. Please do not put your URL in the comment text and please use your PERSONAL name or initials and not your business name, as the latter comes off like spam. Have fun, and thanks for adding to the conversation! Disclaimer: I am not a writer. I do not claim to be.  Apologies for grammatical mistakes, long drawn-out run-on sentences, and anything else that drives you crazy. I promise it was not my intention.  Be lenient, please.The post 455. MiOsc on the Wah Lum Grandmaster Succession first appeared on Sifu Mimi Chan.

This week, we start with a business owner who's just learned his rent is jumping 40 percent and who sees three options: accept the new rent and essentially work for free, move and start over, or shut down and get a job. But when Paul Downs, Jay Goltz, and Ted Wolf do the math, they see another option—one the owner doesn't seem to have considered.From there, the conversation turns to the choices owners make when the answer isn't obvious. Paul, as it happens, is wrestling with two of those himself. Before the year began, he developed a plan to start selling his custom conference tables in the Middle East. Then the missiles started flying. Does he still spend $30,000 to see whether the opportunity is real, or should he put that money to work closer to home? And then there's a potentially lucrative R&D tax credit that Paul thinks could be “a gift from heaven.” He believes his company qualifies for the credit, but he also wonders whether claiming it could invite unwanted scrutiny from the IRS.Different decisions, different stakes, but the same question: As Paul puts it, “What is your appetite for risk?”

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Dave Rubin of "The Rubin Report" gives a first look at the stories you need to know to start your day, including Texas Governor Greg Abbott forcing Dallas-Fort Worth International Airport to abandon its proposed Islamic ablution and foot-washing stations after threatening state funding and requesting a federal investigation; White House Press Secretary Karoline Leavitt announcing she will step down at the end of August as Scott Jennings, Alina Habba, Steven Cheung, and other familiar conservative figures emerge as possible replacements; and Matthew McConaughey meeting Pope Leo XIV at the Vatican before discussing faith, artificial intelligence, shared moral values, and his possible political future; and much more. #rubinreport #ablution #Islamicfootwashing #dfwairport #karolineleavitt #matthewmcconaughey #popeleoxiv #politics #daverubin

Au sommaire : C'est le centenaire de la naissance de l'écrivain et scénariste René Goscinny. Créateur de personnages emblématiques comme Astérix, Lucky Luke et le Petit Nicolas, l'auteur exerce une influence durable. Comment l'État gère-t-il la question des successions sans héritiers, situation qui se multiplie, et celle des droits d'auteur ?Témoignage d'un cadre qui travaille au milieu du mois d'août, dans des bureaux vides.La procrastination aurait des bienfaits insoupçonnés.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Le sujet :Devenir millionnaire en partant de zéro, c'est possible… à condition d'être intentionnel et rigoureux. Dans cet épisode, on démonte les idées reçues sur “le million” (cash vs patrimoine net) et on déroule une méthode simple pour augmenter ses chances d'y arriver (étude de cas à partir de 2500 euros de revenus mensuels).L'invité :Jérémy Doyen, cofondateur de Bonnet & Doyen Conseil et auteur de Construis ton patrimoine en partant de zéro, partage une stratégie basée sur trois leviers.Au programme :00:00:00 : Qu'est-ce qu'un millionnaire (valo, cash, immo)00:10:53 : Les trois leviers pour devenir millionnaire et quand commencer00:18:29 : Comprendre comment bien mobiliser sa capacité d'endettement00:24:02 : Ne tombez pas dans ces pièges si vous vous lancez dans l'immobilier00:30:08 : On décortique comment optimiser ses placements financiers00:34:23 : Les pires erreurs des Français qui les empêchent de devenir millionnaire00:39:33 : Les questions à se poser lorsqu'on veut prévoir et anticiper les grosses dépenses de la vie00:44:32 : Les side businesses : la fast track pour atteindre le million (en faisant ce qu'on aime)00:53:32 : Comment bien utiliser l'argent qu'on reçoit suite à une successionAvantages :Jérémy propose un bilan offert pour les 50 premiers auditeurs qui le contacteront (en précisant qu'ils viennent de La Martingale).Bénéficiez de -35% sur la formation Performance Intégrale avec le code MARTINGALE35 ou en passant par ce lien : https://letincelle.thrivecart.com/performance-integrale/?coupon=MARTINGALE35Références : Pour en savoir plus sur le cabinet de Jérémy : https://www.bonnetdoyenconseil.com/Pour commander le livre "Construis ton patrimoine en partant de zéro" : https://www.bonnetdoyenconseil.com/ressourcesMerci à notre partenaire Fundora de soutenir la Martingale.Allez sur fundora.fr et prenez le contrôle de vos investissements.Fundora est une plateforme d'investissement. La valeur de vos placements peut augmenter ou diminuer. Votre capital est assujetti à un risque.La libre antenne de votre podcast préféré, Allo La Martingale, a désormais son propre flux ! Abonnez-vous sur Spotify, Apple Podcasts ou votre plafeforme audio favorite pour ne manquer aucun nouvel épisode. Pour s'abonner à la newsletter, c'est ici : https://lamartingale.io/ La Martingale, c'est aussi un assistant IA qui vous apporte des réponses éclairées issues des interventions des experts passés au micro du podcast. Pour tester, direction https://beta.lamartingale.ioLa Martingale est un média d'Orso Media. Vous souhaitez entrer en contact avec a rédaction ? Ou nous soumettre une collaboration ? Ecrivez-nous ici : https://orsomedia.io/contactHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

EXCLUSIVE: How Andrew Windsor Could 'Leapfrog' Prince Harry in Royal SuccessionAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

This week we are flashing back to a previous conversation from earlier this year. It's a powerful conversation and I would like to bring it back into the spotlight this week for those who may have missed the original airing. Enjoy... Taking over the family farm is about far more than land, equipment, and financial statements — it's about legacy, identity, pressure, and responsibility. In this episode of The Impact Farming Show, Tracy sits down with Trevor MacLean from MNP to explore the emotional and business realities of transitioning a farm from one generation to the next. Together, they unpack what it really means to be "walking in the shadows" of previous generations while trying to build a future of your own. Trevor shares insights from working with farm families across Canada, discussing the emotional weight many successors carry, common transition mistakes, communication challenges, leadership shifts, and how families can create healthier and more successful succession plans. Whether you're the next generation stepping into leadership or the senior generation preparing for transition, this conversation offers practical wisdom and honest perspective on one of the most important journeys in agriculture. Episode Highlights • What "walking in the shadows" really looks like on family farms • The emotional and financial pressure facing the next generation • Balancing respect for tradition while building your own vision • Common mistakes during leadership transition • Key conversations farm families need to have early • What a healthy farm transition timeline can look like • How senior generations can better support successors • Encouragement for those carrying the weight of the family legacy Timestamps 01:47 – Introduction to the episode and guest Trevor MacLean 03:48 – What "walking in the shadows" means for the next generation 09:59 – Emotional and financial pressures of taking over the family farm 20:18 – Respecting legacy while creating your own vision 28:28 – Common transition and leadership mistakes 38:48 – Important conversations families need to have early 49:08 – What healthy succession timelines look like 55:48 – How senior generations can support successors 1:01:48 – Trevor's advice for the next generation of farm leaders 1:05:43 – Encouragement for those carrying the weight of the family farm legacy 1:07:48 – Closing thoughts and final takeaways These conversations matter and the more openly we talk about the emotional and business realities of transition, the stronger the future of agriculture becomes. Leave a review, share the episode on social media, and help us continue bringing impactful agriculture conversations to the industry. Thanks for tuning in, Tracy Walking in the Shadows: Taking Over the Family Farm #farming #farmlife #farmsuccession #farmtransitionplanning   =========== Show Resources Learn More About MNP Agriculture https://www.mnp.ca/en/industries/agriculture Explore MNP Transition & Succession Planning Resources https://www.mnp.ca/en/industries/agriculture/transitionsmart Previous Episode Featuring Trevor MacLean Overcoming Resistance in Farm Transition Planning https://www.farmmarketer.com/Resources/ResourceItem?resourceItemId=583 ========== ✅ Important Links to Follow

Een kwartaal om door een ringetje te halen! ABN maakte meer winst, zag het rendement op het eigen vermogen toenemen, de buffers stijgen en de kosten zakken. Het was bovendien allemaal veel beter dan waarop analisten hadden gerekend. En de aandeelhouder? Die is blij, want het dividend gaat omhoog. Deze aflevering hebben we het over het succes van ABN. Waar doet de bank het goed en waar kunnen ze het nóg beter doen? Ook gaat het over de buffers van de bank. Die staan er zo goed voor, dat ze op overnamepad kunnen. Moeten ze dat ook doen? Verder duiken we in de wereld van cloudverhuur. We hebben het over een Amerikaanse hit, CoreWeave. De omzet verdubbelde en beleggers duiken op het aandeel. Een klein probleempje: het maakt nog altijd geen winst. Winst was er ook voor het Noorse staatsfonds, de grootste belegger van de wereld. In de eerst helft van het jaar een keurige 186 miljard dollar winst! Ook laten de Noren weten hoeveel aandelen ze precies in SpaceX hebben. Hello Kitty, jawel, komt ook nog voorbij deze aflevering. Je hoort wat de link tussen dit schattige wezentje en president Trump is. Te gast: Martine Hafkamp van Fintessa Vermogensbeheer BNR Beurs is een journalistiek onafhankelijke productie, mede mogelijk gemaakt door Saxo. Over de makers: Jelle Maasbach is presentator van BNR Beurs en freelance financieel journalist. Zijn favoriete aandeel om over te praten is Disney, maar daar lijkt hij de enige in te zijn. Sinds de eerste uitzending van BNR Beurs is 'ie er bij. Maxim van Mil is presentator van BNR Beurs en journalist bij BNR, waar hij zich focust op de financiële markten en ontwikkelingen in de tech-wereld. Je krijgt hem het meest enthousiast als hij kan praten over ASML, of oer-Hollandse bedrijven zoals Ahold of ABN Amro. Jorik Simonides is presentator van BNR Beurs, economieredacteur en verslaggever bij BNR. Hij wordt er vooral blij van als het een keer níet over AI gaat. Je hoort hem ook in de BNR-podcast Moerdijk: dorp van de rekening. Milou Brand is presentator van BNR Beurs, freelance podcastmaker en columnist bij het Financieele Dagblad. Jochem Visser is presentator van BNR Beurs, maakt Beursnerd XL en is redacteur bij de podcast Onder Curatoren. Vraag hem naar obscure zaken op financiële markten en hij vertelt je waarom het eigenlijk nóg leuker is dan je al dacht. Over de podcast: Met BNR Beurs ga je altijd voorbereid de nieuwe beursdag in. We praten je in een kleine 25 minuten bij over alle laatste ontwikkelingen op de handelsvloer. We blijven niet alleen bij de AEX of Wall Street, maar vertellen je ook waar nog meer kansen liggen. En we houden het niet bij de cijfers, maar zoeken ook iedere dag voor je naar duiding van scherpe gasten en experts. Of je nu een ervaren belegger bent of net begint met je eerste stappen op de beurs, de podcast biedt waardevolle inzichten voor je beleggingsstrategie. Door de focus op zowel de korte termijn als de lange termijn, helpt BNR Beurs luisteraars om de ruis van de markt te scheiden van de essentie.See omnystudio.com/listener for privacy information.

Timestamps:00:24 – Buying a Business as a Founder Path05:54 – Starting at One Instead of Zero17:17 – Why Succession Deals Fall Apart24:59 – The First 100 Days After the DealEpisode description:Lars Sager is the co-founder of ENEX, a company helping ambitious entrepreneurs take over established SMEs and navigate the succession process. He grew up around a family business that goes back to 1882, later built and exited Contactify, and eventually found his way into one of Switzerland's biggest entrepreneurial questions: who will take over the thousands of companies looking for a successor?In this episode, Lars explains why starting from scratch is not the only way to become an entrepreneur. For some people, buying an existing business can be the better path. You are not beginning with a blank page. There is already a company there, with something banks can understand and a future owner can build on.But succession is very different from the startup playbook. A new owner cannot just come in and break things. The first months are often more about earning trust than proving how much you can change. Lars also shares why bank financing is such a crucial part of the process, and how AI could make traditional SMEs more attractive for a new generation of entrepreneurs. For him, the real test is not whether the deal closes. It is whether the company is still alive and doing well ten years later.Don't forget to give us a follow on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Youtube ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly giveaways or founders' dinners.

Jaci Russo has had quite a summer. First, her husband and business partner, Michael, underwent an unexpected quadruple bypass. Fortunately, Michael's recovering well, and their branding agency passed an important test: With both founders largely out of commission, the team kept the business running and the clients happy. But that wasn't the only surprise Jaci had to deal with. For the past several years, she and Michael thought they knew exactly how they would eventually leave the business. They had a succession plan. They had a timetable. And they had already begun putting the pieces in place. Now, they're back to figuring it out.This week, Jaci tells Jay Goltz what happened and how she's thinking about her options now. It's a reminder that succession planning isn't just about choosing among selling to family, employees, investors, or some other buyer. It's also about recognizing that circumstances change, people change, and even a plan that once seemed settled can suddenly become anything but.Plus: We check in with Jay to see whether he's received the hundreds of thousands of dollars he's expecting in tariff refunds. And with Wayfair reporting improved sales, I ask Jay whether that's a sign the furniture business is finally recovering—or whether Wayfair's gains might actually be bad news for independent home stores like his. This episode is brought to you by Grasshopper Bank.

Al and Val return to say their goodbyes to the ZOMBIES OGs (we missed you Bonzo!) in this...interesting installment of the franchiseZombies 4: Rise of the Vampires (July 10, 2025) IMDB WikipediaDirected by  Paul Hoen (Luck of the Irish, Tru Confessions, You Wish!, Eddie's Million Dollar Cookoff, Read it and Weep, Jump In!, CGOW, Dadnapped, Camp Rock 2, Let it Shine, How to Build a Better Boy, Cloud 9, Invisible Sister, ZOMBIES 1-4)Written by David Light & Joseph Raso (Zombies 1-4, Sneakerella) & Josh A. Cagan (The Duff, Kim Possible movie, Upside Down Magic, Spin)Starring: Milo Manheim as Zed (Zombies franchise, Prom Pact, School Spirits)Meg Donnelly as Addison (Zombies franchise, Team Toon, American Housewife, The Winchesters, HSMTMTS, music videos)Kylee Russell as Eliza (Zombies franchise)Chandler Kinney as Willa (Zombies franchise, Lethal Weapon, Pretty Little Liars: Original Sin)Malachi Barton as Victor (Under Wraps 1-2, Stuck in the Middle, Dora and the Lost City of Gold, Fancy Nancy, The Villains of Valley View, Zombies 4 & 5)Freya Skye as Nova Bright (Locker Diaries: Zombies)Julian Lerner as Ray (Escape from Virtual Island, The Wonder Years, Alma's Way, Locker Diaries: Zombies)Swayam Bhatia as Vera (Mighty Ducks: Game Changers, Succession, Locker Room Diaries: Zombies)Mekonnen Knife as Vargas (Locker Diaries: Zombies)Lisa Chappell as Vampire Eldress (character actor - Glass, Shark in the Park, City Life, McLeod's Daughters, Shortland Street)Jonno Roberts as Commander Bright (character actor)Synopsis: Zed and Addison discover the warring worlds of Sunnyside and Shadyside on a summer road trip after their first year of college, encountering two new groups of monsters.Fun Facts: Milo & Meg were executive producersNext Movie: Descendants: Wicked WonderlandCreators & Guests Allie Ring - Host Val Agnew - Host ★ Support this podcast on Patreon ★

EXCLUSIVE: How Andrew Windsor Could 'Leapfrog' Prince Harry in Royal SuccessionAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Rusty George introduces the Simple Succession podcast series on Simple Faith and interviews outgoing Willow Creek Community Church pastor Dave Dummitt and his successor, Shawn Williams, about their leadership transition. Dave explains how he knew it was time to step down after about five years by evaluating a defined list of goals and considering the church's upcoming 50th anniversary, then encouraging elders to vet Shawn while maintaining the decision as an elder-led process. Shawn describes moving back to Chicagoland, joining Willow to support Dave without aiming to become senior pastor, and how a two-year early conversation and added opportunities prepared him to lead. They discuss gradual “baton passes” with staff, elders, donors, and the congregation, the increased weight Shawn felt on day one, team-structure changes he made, Dave's post-transition sabbatical-like time, and the importance of honoring each other, patience, and seeking outside counsel.

Hey there Voices of the Bench community, this is Trish Jones with Ivoclar. If you've been curious about fast-firing zirconia to improve efficiency but aren't convinced it can deliver predictable, high-quality results, I'd encourage you to connect with us. Our new IPS Emax Zirconia offers multiple fast-fire protocols designed to help save you valuable production time while maintaining consistent results. Time is money in every lab. Don't wait. Reach out to your local Ivoclar rep today and discover how IPS Emax Zirconia can help streamline your workflow. As full-arch dentistry continues to grow, so do the demands on today's dental laboratories. That's why Knight Dental recently launched SimplyARCH Studio, a dedicated production environment built exclusively for full-arch restorations. To support this specialized workflow, Knight invested in an XTCERA milling system and carefully evaluated multiple CAM software solutions before choosing hyperDENT. The decision came down to exceptional milling quality, minimal hand finishing, and impressive production efficiency. But what truly set hyperDENT apart was the implementation process. From the very beginning, the team provided more than software training—they shared the knowledge and experience needed to build an optimized workflow for complex full-arch cases. With proven expertise in advanced milling strategies and laboratory production, hyperDENT helped ensure SimplyARCH Studio was designed for long-term success from day one.Matt Everatt joins Elvis and Barb for a fascinating conversation that takes a deep dive into his journey through the dental laboratory industry and the story behind his book, The Invisible Profession. From discovering dental technology at 16 and specializing in maxillofacial prosthetics and orthodontics to working in hospitals, developing early sleep-apnea appliances, and nearly leaving the profession altogether, Matt's career has taken some seriously interesting turns. Eventually, he helped co-found S4S, building a successful business around sleep-apnea appliances, occlusal splints, orthodontics, and more before eventually stepping away from ownership. This week on Voices From the Bench, we finally sit down with someone we've been wanting to have on the show for a LONG time—Philip Gold! Philip grew up in the dental laboratory, quite literally pulling teeth out of formaldehyde bottles in his father Raymond Gold's lab in Atlanta. His father started the laboratory in 1946, and Philip eventually found himself following in those footsteps, although not without first taking a seven-year detour working for Williams Gold. That experience gave him the opportunity to visit laboratories all over the country, learn from some of the best in the industry, and see firsthand how different labs operated. Philip eventually returned to the family laboratory in 1980 and began the process of taking over from his father. What followed was a career built around learning, adapting, building teams, and—most importantly—relationships. Philip shares what it was like stepping into a leadership role at a young age, earning the respect of experienced technicians, and learning that being a leader isn't about knowing everything yourself, but understanding the work well enough to help the people around you succeed. He also talks about selling the laboratory to National Dentex with the goal of giving the business and its people an opportunity to continue growing, only to eventually find his way back into the laboratory world with By Design Dental Studio alongside his daughter Katie and Denise. And if you know Philip, you know he's never stopped learning. He currently holds six CDT certifications, including ceramics, crown and bridge, partials, implants, dentures, and digital. His story about preparing for the digital practical exam is a perfect example of his determination—his first practice run took seven and a half hours for an exam designed to be completed in just over five. So he reorganized, practiced again, changed his workflow, and eventually got it down to under five hours. And of course, Philip isn't pursuing certifications just for himself. He wants to set an example, motivate the next generation of technicians, and encourage more people in the laboratory to continue learning. We also get into the importance of customer service, why relationships are at the heart of this industry, and why sometimes the best thing a laboratory can do is simply pick up the phone and help. Philip shares his philosophy that when something goes wrong, you drop everything and make it right. We talk about giving back to the industry, the people who helped shape Philip's career, and how the dental laboratory community has always been willing to share knowledge when you're willing to ask. And yes… somewhere along the way we also hear the greatest “okey-doke” story in dental laboratory history. Special Guest: Phillip Gold.

The Enlightened Family Business Podcast Ep. 166: Preparing the Rising Generation for Succession with Jeremy Lurey   In this episode of the Enlightened Family Business Podcast, host Chris Yonker is joined by Dr. Jeremy Lurey of Family Legacy First for a candid, wide-ranging conversation on one of the most underserved dimensions of family business succession — preparing the people, not just the plan. Recorded as part of the Family Business Executive Forum, this episode moves beyond the mechanics of who gets what and digs into the real work: the relational ecosystem, the communication structures, the identity questions, and the developmental gaps that determine whether a rising generation will thrive or fracture when the founding generation steps away. Chris and Jeremy explore why calling the next generation "now-gen" instead of "next-gen" changes everything; why the how of succession always matters more than the who; what the dashboard of a healthy succession ecosystem actually looks like; why governance without communication is just paperwork; and why the families that navigate multi-generational continuity best are the ones focused on individual flourishing, not just business continuity. They also share real client stories — both cautionary and inspiring — that illustrate what happens when families do this work and what happens when they don't. Episode Chapters ·       0:00   Setting the Stage: Succession as a Process, Not an Event ·       2:21   The Family Succession Ecosystem — What's Really Required ·       5:31   Founder Influence and the Decision-Making Shift Across Generations ·       8:00   The Relational Structure of the Rising Generation — Are We Building It? ·       9:57   Fair vs. Equal: The Question That Stops Rooms Cold ·       13:10  The Succession Dashboard: Eight Indicators of Ecosystem Health ·       16:36  Now-Gen vs. Next-Gen: Why the Language Matters ·       19:20  Leadership Development Is Intentional, Not Accidental ·       23:02  How Much Input Should the Outgoing Leader Have? ·       25:34  What Got You Here Won't Get You There ·       28:00  Stewardship vs. Ownership — A Whole Different Framework ·       30:24  Why Holistic Discovery Matters More Than You Think ·       32:47  Life Happens Through Communication ·       36:21  Elevating from Me to We ·       38:13  When the Patriarch Won't Let Go — Real Stories ·       42:07  Jay Hughes, Flourishing, and the Individual in the Family System ·       44:02  Now-Gen Outside the Enterprise — A Powerful Case Study ·       50:24  Parting Wisdom: Where to Start in the Next Seven to Ten Years ·       54:50  Building the Multidisciplinary Advisory Team ·       55:26  Resources and Farewell   Websites ·       familylegacyfirst.com ·       chrisyonker.com   LinkedIn ·       Search Jeremy Lurey or Chris Yonker   About Jeremy Lurey Dr. Jeremy Lurey is the founder of Family Legacy First, a consulting practice dedicated to helping multi-generational family enterprises navigate succession, governance, and legacy planning with a focus on the human side of the process. With a background in management consulting and executive coaching, Jeremy works with families across the country on leadership transitions, family councils, retreats, and the relational dynamics that determine whether a family business survives across generations. He is a sought-after speaker and facilitator known for his practical, story-driven approach and his conviction that succession is never just about choosing the right successor — it's about building the right ecosystem for the whole family to thrive.

Send us Fan MailNonprofit leadership transition planning should begin long before an executive announces a departure!  Erin Rodenbiker and Joan Brown of Third Sector Company explain why professional interim leadership can help nonprofits protect mission continuity, strengthen operations, and prepare for a better permanent hire.For many nonprofit boards, “interim” still sounds like emergency management — somebody brought in because something went wrong. Joan challenges that assumption with three remarkably simple words: “Everybody leaves.”  Leadership transition is not a possibility to avoid discussing. It is an eventual organizational reality worth planning for.  Instead of scrambling after a resignation, retirement, sabbatical, or founder departure, nonprofit leaders can determine in advance when an interim executive makes sense, who has decision-making responsibility, and what the organization needs during the transition.Erin adds another important reality: “In reality, these tools can only get you so far. You need a person.” Succession plans, guides, and policies matter, but someone must still lead staff, maintain direction, communicate with stakeholders, and move the plan into operation.The numbers discussed are revealing. Third Sector Company describes a network of approximately 800 people trained for transitional leadership, while Erin notes that an interim assignment may span roughly six to nine months, depending on the organization. Most importantly, the interim is not there simply to “keep the lights on.” Joan says a successful engagement should leave the nonprofit positioned to attract, hire, and retain the right permanent leader.  That begins with assessment: policies, HR records, organizational gaps, staff realities, board alignment, and the conditions the next executive will inherit.Key Takeaways: * Treat executive transition as a predictable governance responsibility, not an unexpected crisis.* Discuss interim leadership before a departure becomes imminent or emotionally charged.* Do not automatically assign already-stretched staff or board members to run the organization.* Begin an interim engagement with an organizational assessment before recruiting the permanent leader.* Measure interim success partly by the quality and retention of the organization's next executive hire.* Use leadership transitions to challenge “we've always done it that way” and prepare the organization for what comes next.00:00:00 Interim Leadership and Nonprofit Transition00:03:01 Why Interim Leadership Still Carries a Stigma00:06:30 Everybody Leaves: Planning Before the Crisis00:08:09 Giving Boards the Language for Succession00:10:03 When Leadership Transition Planning Should Begin00:15:25 How Boards Explore Interim Leadership00:16:16 Corporate vs. Nonprofit Interim Leadership00:18:34 Turning Succession Plans Into Action00:22:34 An Interim Is More Than a Caretaker00:23:53 Why Every Interim Engagement Needs Assessment00:25:19 The Advantage of an Outside Interim Leader00:29:10 Making Interim Leadership the Norm#NonprofitLeadership #NonprofitSuccessionPlanning #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Planning retirement from farming is something many farmers hesitate to consider. Today's program highlights why it matters, and Extension Ag Economist Anastacia Meyer says planning and preparation are critical for the operation's future owners and the current owner's retirement.

As the dust begins to settle, Sarah McIntosh and Marty Merrick sit down and reflect on a successful Tullamore Show. They discuss their stand out moments along with giving advice for students about to receive their Leaving Certificate results at the end of the month.Our main guest is Wexford native Méabh Byrne who was one of five Women in Agriculture Ambassador finalists. The 24-year-old from comes from a busy dairy and tillage farm and has a passion for animal care that started young. She works as a farm manager advisor with DeLaval while staying active on the family farm which she is now the herd owner. Méabh encourages listeners to have the succession conversation early and back yourself. Hosted on Acast. See acast.com/privacy for more information.

Pour le quatrième épisode de la série d'été « Histoire de successions », Sébastien Schick, maître de conférences à l'Université Panthéon-Sorbonne, explique le fonctionnement du Saint Empire Romain Germanique à l'époque moderne.Une série de Paroles d'histoire, podcast créé et produit par André Loez, distribué par Binge audio. Contact pub : project@binge.audioGénérique : extraits des Rois maudits, House of the Dragon et La Reine Margot ; musique de Nicholas Brittell pour la série Succession.Référence : Barbara Stollberg-Rilinger, Les vieux habits de l'empereur : une histoire culturelle des institutions du Saint-Empire à l'époque moderne; traduit de l'allemand et préfacé par Christophe Duhamelle, Paris, ed. MSH, 2013.Un podcast créé, animé et produit par André Loez et distribué par Binge Audio. Contact pub : project@binge.audioHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Lauren's guest today is French journalist and L'etiquette editor-in-chief Marc Beaugé. They go in-depth on the six-part Le Monde series on Bernard Arnault; Marc even watched the standup comedy special released by Xavier Niel, the billionaire investor and husband of Delphine Arnault, so you don't have to. They also discuss the destruction of Bally with its current owner, Michael Reinstein, in the tabloids, as well as L'etiquette's special issue on 100 icons of French style and whether women should wear ties.

Our guest today is Anne-Marie Croteau, Dean of the John Molson School of Business at Concordia University in Montreal. She is the first woman to serve in this position. She has more than 30 years of experience in teaching and research, as a full professor and researcher specializing in strategic management of information technology. Her highly cited work has been published in renowned international scientific journals and has been the recipient of numerous awards. For seven consecutive years, she was named one of Concordia's most popular professors by Maclean magazine.In this illuminating conversation focused on bringing experienced academics into academic leadership roles, Anne-Marie brings her considerable experience to bear on such topics as:• Succession planning• Intentionally preparing faculty for academic leadership• Leadership development and practices• Building a team of associate deansLearn more about Anne-Marie Croteau.Comments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note.Thanks for listening.-Produced by Joel Davis at Analog Digital Arts--DEANS COUNSEL: A podcast for deans and academic leadership.James Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com

About Succession  Succession helps founders and sales teams close more deals with biotech and pharma. We partner with our clients to run modern lead generation campaigns, up-skill their team through personalized sales training, and build AI workflows using cutting-edge tools and technology.Ready to take your go-to-market to the next level?Check out all our free tools: https://succession.bio/free-tools  Subscribe to our newsletter: https://blog.succession.bioBook a strategy call: www.succession.bio

Sick of watching Shiv Roy or Tanya McQuoid strut around luxury properties? You're not alone. For years, depictions of extreme wealth have dominated the airwaves with shows like Succession and The White Lotus having a huge cultural impact. But lately watching rich people has started to feel a bit… mundane. Enter Beef, The Bear, DTF St Louis and Margo's Got Money Troubles and, with it, TV's sudden interest in seeing ordinary people just getting by. But why? And why has it taken so long? The New Yorker's television critic Inkoo Kang joins Dorian Lynskey to unpack the age of Broke TV. • Read Inkoo's New Yorker article here.• Back us on Patreon – www.patreon.com/bunkercastWritten and presented by Dorian Lynskey. Producer: James Liddell. Audio production: Tom Taylor. Managing Editor: Jacob Jarvis. Group Editor: Andrew Harrison. Music by Kenny Dickinson. THE BUNKER is a Podmasters Production.www.podmasters.co.uk Hosted on Acast. See acast.com/privacy for more information.

Le sujet :8 milliards d'euros d'assurances-vie et d'avoirs bancaires ne sont jamais transmis aux héritiers et dorment à la Caisse des Dépôts. Alors que la France s'apprête à vivre "la grande transmission", où 9000 milliards d'euros changeront de mains dans les 15 prochaines années, la succession reste un sujet tabou. Voici comment en parler à ses parents et sur quels points il faut se concentrer.L'invité du jour :Alexia Arno est la fondatrice de Clésame. Au micro de Matthieu Stefani, cette ancienne notaire détaille les étapes concrètes pour organiser sa succession afin de faciliter la vie de ses proches.Découvrez :Pourquoi des milliards d'euros d'héritage dorment à la Caisse des DépôtsComment donner 132 000 € à chaque enfant tous les 15 ans sans payer aucun impôtComment bien parler d'héritage à ses parents, comme à ses enfantsMort numérique : que deviennent vos comptes Facebook, Vinted et vos emails ?Le livret de famille : le document qui peut totalement bloquer une successionAvantages :Bonne nouvelle ! Nous avons négocié pour vous un avantage exclusif. Avec le code MARTINGALE, obtenez -25% sur tous les abonnements : https://www.clesame.fr/Chapitres :00:00:00 : La plus grande découverte : des milliards sont perdus lors de la succession00:05:00 : Les types d'actifs qui sont perdus00:10:28 : Tout le monde a quelque chose à transmettre (patrimoine émotionnel et numérique)00:17:28 : À quel âge faut-il commencer à en parler et à s'en occuper ?00:20:39 : Comment l'aborder avec ses parents sans les offusquer ?00:28:23 : Ce qu'il faut impérativement mettre en place pour optimiser la fiscalité sur la succession00:38:02 : Le fonctionnement de la répartition et des actes notariés00:41:58 : Le sujet que personne ne voit arriver : la mort numérique00:47:19 : Comprendre les différents testaments : guide pour les nuls00:59:41 : Comment déshériter son enfant ?01:03:11 : Les histoires les plus folles de successionMerci à notre partenaire Fundora de soutenir la Martingale.Allez sur fundora.fr et prenez le contrôle de vos investissements.Fundora est une plateforme d'investissement. La valeur de vos placements peut augmenter ou diminuer. Votre capital est assujetti à un risque.La libre antenne de votre podcast préféré, Allo La Martingale, a désormais son propre flux ! Abonnez-vous sur Spotify, Apple Podcasts ou votre plafeforme audio favorite pour ne manquer aucun nouvel épisode. Pour s'abonner à la newsletter, c'est ici : https://lamartingale.io/ La Martingale, c'est aussi un assistant IA qui vous apporte des réponses éclairées issues des interventions des experts passés au micro du podcast. Pour tester, direction https://beta.lamartingale.ioLa Martingale est un média d'Orso Media. Vous souhaitez entrer en contact avec a rédaction ? Ou nous soumettre une collaboration ? Ecrivez-nous ici : https://orsomedia.io/contactHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Award-winning film & television director Minkie Spiro likes to tell big stories. Her critically acclaimed body of work only proves her innate versatility to create cinematic masterpieces.Her hit series All Her Fault with Aussie Sarah Snook has become a global sensation, beating all records for the platform with over 2 billion hits in the first week. This mystery thriller is Sarah Snook's first TV role since Succession and also stars Dakota Fanning, Michael Pena and Jake Lacey. Directing Peacock's latest hit series The Five Star Weekend streaming now follows Hollis Shaw, a widowed food author played by Jennifer Gardner who hosts a Nantucket getaway with four friends from different life stages after a devastating loss. The series explores grief, friendship, and personal growth against a coastal backdrop.Deborah's Instagram: https://www.instagram.com/what.ive.learnt/Mind, Film and Publishing: https://www.mindfilmandpublishing.com/Apple Podcast: https://podcasts.apple.com/au/podcast/what-ive-learnt/id153556330Spotify: https://open.spotify.com/show/3TQjCspxcrSi4yw2YugxBkBuzzsprout: https://www.buzzsprout.com/1365850

The future of family farms depends on clear communication between family members and business partners. Extension Ag Economist Anastasia Meyer discusses good planning, frank conversations, and who should be included in those discussions.

Doctor Anthony Fauci faces an investigation from Oklahoma's top prosecutor.Backlash over a data center prompts a recall election of Yukon's mayor.High prices in agriculture are making it harder for the next generation to take over the business.You can find the KOSU Daily wherever you get your podcasts, you can also subscribe, rate us and leave a comment.You can keep up to date on all the latest news throughout the day at KOSU.org and make sure to follow us on Facebook, TikTok and Instagram at KOSU Radio.This is The KOSU Daily, Oklahoma news, every weekday.

Phelps Wood is a Senior Consultant at Continuity Family Business Consulting, where he helps enterprising families navigate leadership transitions, resolve conflict, strengthen governance, and preserve both their businesses and family relationships. With more than 20 years of experience as an operating executive, board member, and advisor, he works with families to identify shared values, establish realistic goals, improve collaboration, and build enduring legacies.Having grown up in a family business, Phelps understands firsthand the emotional and operational complexities of balancing business priorities with family relationships. He draws on his experience running a family-owned natural resource company and guiding the ownership transition of his own family's business to help clients approach difficult conversations with greater clarity, empathy, and purpose.Phelps holds an MBA from Northwestern University's Kellogg School of Management, as well as an MA and a BA, cum laude, from Middlebury College. Based in the San Francisco Bay Area, he focuses his work on family business organization, strategy, succession, and conflict management.SHOW SUMMARYIn this episode of The Disruptive Successor Show, Jonathan Goldhill welcomes back Phelps Wood to examine the hidden financial and organizational cost of unresolved conflict in family businesses.Phelps explains that conflict itself is not necessarily the problem. Differences in goals, values, priorities, and leadership styles are unavoidable. The real danger emerges when family members are unable or unwilling to discuss those differences productively. Avoidance can lead to passive conflict, stalled decisions, executive turnover, failed integrations, resentment, succession problems, and declining business value.The conversation explores the distinction between estate planning and succession planning, the three major components of family conflict, and the importance of addressing the problem behind the problem. Phelps also shares practical examples of how family tension can delay major initiatives, drive talented employees away, and create existential risks for otherwise successful enterprises.Jonathan and Phelps discuss compensation, family employment policies, ownership structures, underperforming family members, and the emotional impact of grief during succession. They also explain why healthy family businesses need both structural solutions and personal growth.The episode offers a powerful reminder that addressing conflict is not a sign that a family is failing. It is an essential responsibility of family business leadership.KEY TAKEAWAYSConflict is unavoidable, but unmanaged conflict can threaten the entire enterprise.An estate plan determines where assets go, while a succession plan defines how ownership, leadership, and decisions will function.Family conflict often develops from opposing goals, incompatible values, and unresolved historical baggage.Passive conflict can be just as damaging as open arguments because it prevents families from making necessary decisions.Unresolved family tension can drive away talented executives and employees who feel unsupported or unable to succeed.The true cost of employee turnover includes recruitment, lost productivity, stalled initiatives, customer relationships, and missed opportunities.Structural solutions such as ownership meetings, family employment policies, governance processes, and clearly defined roles can reduce friction.Voting can create repeated winners and losers, while consensus-building helps families identify the interests behind each person's position.Succession becomes more dangerous when families delay conversations until illness, death, or another crisis forces a transition.Underperformance should be addressed through clear roles, measurable expectations, regular reviews, accountability, and appropriate support.Families must look beyond the issue being argued about and identify the deeper emotional, historical, or identity-based source of disagreement.The strongest family businesses learn how to collaborate, forgive, adapt, and commit to change across generations.QUOTES“An estate plan tells you where the assets are going to go. A succession plan is much more of an operating plan.”“Conflict is inherent in a family business. The problem is the inability to manage it.”“If a family is not able to talk about differences, over time it creates something that can be very destructive.”“Your A players will very quickly leave if they find that they are not being supported.”“The question is: What is the problem behind the problem?”“Voting has losers, and if it is the same loser over and over again, they start to harbor resentment.”“You have to make sure the business is running well, but the benefit of owning a family business is being able to do things that would not necessarily make sense for a regular business.”“It is never too early to start planning for succession. It is also never too late, but the later you go, the more your options constrict.”“Addressing conflict early is not an admission that the family is failing. It is part of responsible family business leadership.”“Family businesses are Shakespeare. You want to be the history. You do not want to be the comedy or the tragedy.”Connect and learn more about Phelps Wood: https://www.linkedin.com/in/phelps-wood/If you enjoyed today's episode, please subscribe, review, and share with a friend who would benefit from the message. If you're interested in picking up a copy of Jonathan Goldhill's book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

You would recognize Emmy Award-nominated actor Stephen Root from over 300 film and television credits including iconic roles in “Office Space”, “NewsRadio”, “King of the Hill”, “Dodgeball”, “Idiocracy”, and “Barry” - for which he was nominated for a Primetime Emmy Award for Outstanding Supporting Actor in a Comedy Series. Stephen Root’s illustrious career on screen includes five Coen brothers films and prestige television series such as “True Blood”, “Boardwalk Empire”, “The Man in the High Castle”, “Perry Mason”, “Succession”, “Barry”, and AppleTV’s new comedy-horror series “Widow's Bay” - which has earned Root his second Emmy Award nomination. Stephen Root got his start in a traveling Shakespeare company, then continued to perform on and off-Broadway for fifteen years before becoming one of Hollywood’s most beloved character actors.See omnystudio.com/listener for privacy information.

Most construction owners think they have four exit options. Pass it to a kid. Sell to an employee. Sell to a competitor. Sell to private equity. The reality is harder. Private equity passes on most contractors. Competitors often aren't buying. That's why ESOPs are now the fastest-growing succession trend in construction. Kelly Finnell, CEO of EFS ESOP Consultants, has done 22 ESOPs for general and specialty contractors in recent years. In this episode, Kelly explains how the deal is actually structured, what the owner walks away with, and where most owners are wrong about "leaving money on the table." What you'll learn: Why construction is the fastest-growing industry for ESOPs in the country The three sources of capital that fund an ESOP: bank loan, seller note, excess cash How two contractors with $3M EBITDA sold for $25M to an ESOP after $12M offers from a strategic buyer Why an owner is not personally on the hook for the ESOP bank loan How to manage the repurchase obligation so it doesn't crush you in a down year The first two moves to make if you're 58 and seriously considering this path   Connect with Kelly Finnell on LinkedIn: https://www.linkedin.com/in/esopcoach/ Kelly's Website: www.execfin.com Kelly's Book, The ESOP Coach: https://www.amazon.com/ESOP-Coach-Ownership-Succession-Paperback/dp/B010CKUN9U National Center for Employee Ownership: https://www.nceo.org/ Free Succession Planning Guide: https://www.constructiongenius.com/free-succession-planning-guide

When the Title Changes but the Authority Doesn't: Family Business Succession with Paul Edelman Most family business succession plans fail not because the legal structure is wrong, but because authority never actually moves. In this episode of Wealth Actually, Frazer Rice talks with Paul Edelman, PhD of Edelman & Associates about how to tell the difference between a real handoff and a cosmetic one. Edelman unbundles succession into six separate questions, explains the three behavioral tells that reveal who is really in charge, draws a hard line between a legitimate safeguard and an open-ended veto, and makes the case that agreement from a family is not the same thing as ownership of a decision. https://youtu.be/p2KCsftvM74 Key Takeaways Succession is not one decision — it is at least six. Who gets the economic benefit of ownership, who votes the shares, who appoints and removes directors, who runs operations, who receives what information, and who retains informal influence after formal authority ends. Watch behavior, not titles. Compensation changes and org charts are easy to read and easy to fake. How decisions actually get made — and whether they get reversed — is the real signal. Three tells that authority hasn't moved: the next management layer still routes real decisions to the founder; the successor has never had a disputed call stand; and in a genuine crisis, the founder is the one who walks into the room. Speed is not the test. A five-year transition can be disciplined development; a six-month transition can be denial with a deadline. The test is whether milestones and readiness criteria are observable and stable, or whether the goalposts keep moving. “Not ready” is not a concern — it is a placeholder. If a founder cannot restate it in specific, testable terms, the obstacle is emotional rather than substantive, and it needs a different path. Advisor impatience often masquerades as clarity. When you catch yourself thinking “why can't they just do this,” ask whose timeline is actually being served — the family's, or your need to close the file. A safeguard is bounded; a veto is not. Reserve specific extraordinary decisions with defined scope, thresholds, triggers, evidence, and duration. “The successor is in charge unless the founder feels uncomfortable” is an undefined operational veto. Agreement is not ownership. A family can be outvoted and formally agree while owning nothing. Ownership comes from having weighed the trade-offs and the implications of each option in the room. Timestamps [00:00] Cold open — why “he's just not ready” is untestable [01:05] Welcome: founders at the sell-or-transfer crossroads [01:48] Unbundling succession into six separate questions [02:23] Running a diagnostic on where the founder actually is [03:00] Watch behavior, not titles — and what the CFO tells you [04:00] Decision reversals and the second-guessing test [05:00] The crisis test: who owns the emergency [05:36] Fast handoff vs. staged succession and prolonged ambiguity [06:10] Milestones that show it's working — and goalposts that keep moving [08:00] Inside vs. outside successors and family dynamics [08:54] Competing heirs and the outside CEO as bridge or avoidance [09:47] Reading resistance: making “not ready” addressable [11:10] The advisory ecosystem's frustration with stalled progress [12:16] Whose timeline is being served? [13:31] Push, pause, or reframe — the art and science of advising [15:00] When to change the forum, the decision rights, or bring in a facilitator [15:36] Safeguards vs. vetoes and the trap doors founders build [17:37] Board composition: independence vs. familiarity [20:00] Restructuring boards to create seats for new expertise [20:54] Income-dependent family members vs. growth-minded owners [21:34] Agreement is not ownership: dividends vs. reinvestment [23:31] Matching complexity to the outcomes you need [25:00] Communicating decisions to people who weren't in the room [25:26] How to reach Paul Edelman [25:46] The Edelman–Shenkman trilogy for estate planning attorneys [29:19] Close Pull Quotes “If the CFO briefs the new successor CEO and then confirms things with Dad, then the org chart is not telling the real story.” — Paul Edelman “To have authority when things are going well is fine. But the person who owns the crisis is the one who's really owning the leadership.” — Paul Edelman “A safeguard should be limited, explicit, and connected to some extraordinary risk. A veto is an ongoing ability to stop or reverse any old ordinary decision.” — Paul Edelman “Just because there's an agreement in name doesn't mean there's ownership of the decision.” — Paul Edelman About the Guest Paul Edelman, PhD is a coach, facilitator, and mentor at Edelman & Associates, where he works with family enterprise and family office leaders on decisions that cannot be delegated. He holds a PhD in developmental psychology from Harvard University and a BS in physics from MIT, and serves as faculty at The UHNW Institute and the Bertarelli Institute for Family Entrepreneurship at Babson College. Contact Paul Edelman Email: paul@edelmancoaching.com Website: edelmancoaching.com (contact form on site) LinkedIn: linkedin.com/in/pauledelman The Edelman & Shenkman Trilogy Paul and Martin M. “Marty” Shenkman, CPA, MBA, JD, PFS, AEP (Distinguished), of Shenkman Tietz, have written a three-part series aimed at estate planning attorneys: Simplicity and its trade-offs — When Clients Ask for a Simple Estate Plan, WealthManagement.com / Trusts & Estates, July 8, 2026. The language of estate planning conversations — published in Steve Leimberg's LISI Estate Planning Newsletter (subscriber archive). Beneficiary education — forthcoming October 2026, expected in Estate Planning. Paul's running author archive: wealthmanagement.com/author/paul-edelman More from Paul Edelman Approval Is Not Ownership: Helping Family Office Investment Decisions Hold Under Pressure — Family Wealth Report, July 1, 2026 How Families Can Override Emotions to Make Better Judgments — Family Business Magazine, April 9, 2026 Lessons For Families And Their Advisors From A Hit TV Series — Family Wealth Report, February 24, 2026 Stronger Family Bonds and Better Strategic Decisions — FFI Practitioner, January 20, 2026 Frequently Asked Questions What are the six questions a family business succession decision should be broken into?Who receives the economic benefit of ownership; who votes the shares; who appoints and removes directors; who runs the company operationally; who receives what information; and who continues to hold influence after formal authority ends. Bundling these into a single “handoff” decision is what creates ambiguity. How can you tell whether authority has really transferred to a successor?Watch three behaviors. First, where the next management layer goes for real decisions — employees are excellent at reading where power actually lives. Second, whether the successor has ever made a call the founder disagreed with and had it stand. Third, the crisis test: when a covenant breaks or a key employee leaves, who walks into the room and who gets briefed afterward. Is a fast succession better than a gradual one?Speed itself is not the test. A five-year transition can represent disciplined development, and a six-month transition can be avoidance followed by an arbitrary deadline. What matters is whether responsibility moves against observable milestones, whether the successor learns from outcomes instead of being rescued, and whether readiness criteria stay fixed rather than shifting each time the successor advances. What is the difference between a safeguard and a veto?A safeguard is limited, explicit, and tied to extraordinary risk — selling the company, debt above a threshold, issuing new equity, changing core strategy, or related-party transactions — with defined scope, thresholds, process, duration, trigger, evidence, and who decides. A veto is an ongoing ability to stop or reverse ordinary decisions. If the founder can intervene whenever they feel uncomfortable, that is an undefined operational veto. How should advisors handle their own frustration with a stalled family?Notice that impatience often feels like clarity. When you think “I see exactly what they need to do, why can't they just do it,” that is often the moment to slow down and ask whose timeline is being served — whether the ambiguity is genuinely damaging the company, or whether the recommendation mainly closes the case and relieves the advisor's discomfort with uncertainty. What makes an independent director genuinely independent in a family company?The ability to exercise business judgment and fiduciary duty free from undue family influence or loyalty to a particular branch. A director who is the founder's golfing buddy or tied to one family faction will struggle to deliver the value independence is supposed to provide. Why isn't agreement good enough?Because agreement in name is not ownership. A family branch can be outvoted, formally accept the outcome, and still feel no responsibility for it. Ownership comes from working through the trade-offs — what each option makes better and worse — so participants can say they helped weigh the considerations even if the result was not their first choice. Full Transcript [00:00] Paul Edelman: The resistance often takes the form of some sort of concern that is stated like, for example, the most general concern that people will say is, well, he or she, the likely successor, is just not ready. But that phrase “not ready” is at a very high level of generality. It's not specific enough to be testable or to be capable of being satisfied. So the challenge is to work with the founder to help them express their concern in terms that are actually addressable. [00:36] Announcer: Welcome back to the Wealth Actually podcast, the show that features experts, entrepreneurs, and commentators that will give you the right knowledge, planning, and guidance so you can preserve your assets and enjoy your wealth. Learn more and subscribe today at wealthactually.com. This podcast is for educational and entertainment purposes. It is neither investment, legal, nor tax advice and does not represent the opinions of the employers of the host or guests. [01:05] Frazer Rice: Welcome aboard, Paul. [01:07] Paul Edelman: Thanks, Frazer. Looking forward to our conversation. [01:09] Frazer Rice: Well, it's important because I deal with a bunch of founders and a bunch of other business owners, families, et cetera, that are trying to make sense out of the concept of passing along the business either to the next generation or deciding to sell it, and all sorts of parts of that tough crossroads that everybody has to go through at some point. And that's really the crux of your practice — to help people with those conversations. [01:34] Paul Edelman: Yes. [01:35] Frazer Rice: So when we're thinking about that and kind of unbundling the decision to pass the business along, when a family wants to talk about that, what are the separate parts of that decision that need to be contemplated? [01:48] Paul Edelman: Well, I see at least six different questions that need to be separated. One is who receives the economic benefit of ownership in the company. Another is who gets to vote the shares. And a third is who appoints and removes the directors. Then there's who runs the company from an operational standpoint, and who receives what information. And then, who continues to have influence even though they may no longer have formal authority. [02:23] Frazer Rice: So once you get into the… it always seems to me to be tough to sort of say, okay, here are six things that have to happen, and that's a lot for somebody to digest in the course of one or two meetings and get the buy-in from all the different constituencies that are interested in what the business is up to. How do you run a diagnostic to understand where a founder is — or generation one — in their own head space, and understanding what control being passed on looks like in summary form on those six different aspects that you brought up? [03:00] Paul Edelman: I think the key thing is to watch behavior more than titles. People often pay a lot of attention to when the titles have shifted or compensation shifts, things like that. But they pay less attention to how decisions are being made and whether those decisions get reversed. So when the title has moved but the authority hasn't moved, you tend to see three different things. First of all, you can see something going on at the next level down in management — not with the founder and successor per se, but with the other executives. You can ask yourself, who do they go to for the real decisions? If the CFO briefs the new successor CEO and then confirms things with Dad, then the org chart is not telling the real story. [04:00] Paul Edelman: Employees are excellent at reading where the actual power lives, because they can't afford to be wrong about that sort of thing. So that's one clue. Another is to look at decision reversals, or what is more commonly called second-guessing. You want to look for whether the successor has made a call that the founder disagreed with. And if so, did it stand, or did it get reversed? If the company is two years into succession and that's never happened, it's possible that the successor is pre-clearing everything with the former CEO and only making decisions that they know will be approved. So in that case, it's not real authority. And a third situation is what you could call a crisis test. [05:00] Paul Edelman: So when something genuinely bad happens — there's a breach of a covenant, or a key employee departs, or a lawsuit — the question is, who do people go to? Who walks into the boardroom and into the decision-making situation, and who ends up getting briefed afterwards? To have authority when things are going well is fine, but the person who owns the crisis is the one who's really owning the leadership, in a sense. [05:36] Frazer Rice: So one of the avenues that I think is interesting, that I read in your materials ahead of time, was the idea that a quick succession oftentimes — and maybe not often, but can be — a better avenue in terms of moving the succession forward, as opposed to having a staged succession where a long period of ruminating and decision-making often perpetuates ambiguity, or even confusion, amongst different constituencies both managerially and ownership-wise. [06:10] Paul Edelman: Speed itself is not the test. You could have a five-year transition that represents disciplined development of the successor, and you could also have a six-month transition that essentially is a denial of what needs to happen, followed by some kind of a deadline. But you certainly don't want to allow things to drift. If the transition is proceeding gradually, you can tell it's working if responsibility and authority are moving according to observable milestones. So the successor is making increasingly consequential decisions. They're learning from the outcomes rather than being rescued by the founder or the prior leader from their mistakes. [07:01] Paul Edelman: They're developing important relationships and they're becoming someone that others rely on. The criteria for readiness also should become clearer over time, and the founder's involvement should change in ways that are recognizable. So that's the ideal. But sometimes a gradual transition represents avoidance, and in those cases you see criteria — sometimes people refer to them as the goalposts — that keep moving. And decisions are repeatedly returned to the founder. Also, each step that the successor takes toward greater authority may be followed by a new reason why the founder feels that they're not ready. So the question that can be asked is: what are the capabilities that the successor is developing, and what specific evidence would demonstrate that? [08:00] Frazer Rice: When you're diagnosing what those capabilities are, as part of that diagnosis, if the successor is inside the family versus outside the family, how do you diagnose whether that is a positive or a negative, in addition to maybe the harder skill sets that are being dealt with? [08:29] Paul Edelman: If the successor is from inside or outside the family, I would say that many of the capabilities needed for leadership are the same. [08:40] Frazer Rice: Yeah, I was going to say — if you run into situations where a family member is capable skill-wise, but there are dynamics issues that have prevented their succession to the throne, essentially. [08:54] Paul Edelman: Sometimes there may be a situation in which you have more than one potential successor and they're in competition with one another, and the family is reluctant to declare a winner. And so one move that can be made in that situation is to essentially bypass the decision by going to the outside to bring in someone. It could be a kind of conflict avoidance mechanism. On the other hand, if no successor is really ready, then sometimes going to the outside can be an interim move. So some companies will hire an external candidate for CEO with the expectation that part of the responsibility will be to develop one of the family members who ultimately may take over. [09:47] Frazer Rice: And so part of your methodology is to read resistance in the room and understand where those pain points are. How does a founder, or generation one, or the successive generations understand what the resistance is? And how do you help them overcome that? [10:02] Paul Edelman: The resistance often takes the form of some sort of concern that is stated like — for example, the most general concern that people say is, well, he or she, the likely successor, is just not ready. But that phrase “not ready” is at a very high level of generality. It's not specific enough to be testable or to be capable of being satisfied. So the challenge is to work with the founder to help them express their concern in terms that are actually addressable. If you try to do that and you're unable to, that's an indication that the concern is less about something specific and addressable, and more about some unpleasant feelings that the founder is experiencing — and that implies a different path for how to address those, or what needs to be done. [11:10] Frazer Rice: For those of us in, let's call it the advisory ecosystem — that can be the wealth manager, or the lawyer, or the accountant, the people who help guide the technical succession issues, whether it's tax planning or trusts and estates or even just the corporate handoff — oftentimes we're presented with situations that just get muddled, and we look at lack of progress with frustration. How does an advisor deal with that, when the instinct and in a sense the business model is to try to push, to get resolution and to get progress on these types of issues? [12:16] Paul Edelman: The signal that I watch for is what that impatience feels like to the advisor. Sometimes it feels like clarity. The advisor says to himself, oh, I see exactly what they need to do — why can't they just do this? And in my experience, that's often the moment when it's helpful for the advisor to slow down. Not because the family should be allowed to delay indefinitely, but because the advisor's own need for resolution may begin to shape what they say and do, and the advice that they give. [13:00] Paul Edelman: One useful check that advisors can use for themselves is to ask whose timeline is being served. There may be a genuine business reason to act — it may be, for example, that the continued ambiguity is hurting the company, or weakening the successor, or leaving employees unsure about who's in charge. But I would also ask myself, and other advisors can ask themselves, whether their recommendation is mainly to help them close the case, or to demonstrate progress, or to relieve their own discomfort with uncertainty. [13:31] Frazer Rice: The concept of — this is really, I guess, the mix of art and science of advising — between push versus pause versus a total restructure or a reframing of the conversation. There's an intersection of, you have to have the technicals down, but then experience in dealing with personalities, experience with dealing with the specific family and situation, and guiding that. [14:15] Frazer Rice: I imagine occasionally you run into situations where, at the intersection between the advisors and the family, they feel stuck. And so then the concept of getting them unstuck — yet there is resistance to maybe bringing in a facilitator to help grease the skids and get the conversation moving again. How do you help that reframing discussion? [14:40] Paul Edelman: I guess the question I would ask is, where do things stand? Has a decision actually been made, or is the obstacle substantive, or is it the process? So when a decision has been reached through a legitimate process and what you see is some sort of executional drag or discomfort, those are the situations where I think it's helpful to hold the boundary. You can acknowledge whatever feelings may be slowing things down, but there's not a need to reopen the decision. [14:55] Paul Edelman: On the other hand, if the discomfort that people are feeling suggests that there's some sort of important concern that hasn't yet been understood, then that's where I would pause. And that pause can involve useful work. You can ask people, what is it you're trying to protect? What are the consequences that you fear? What would need to be true for proceeding to feel responsible rather than reckless? And then there are times when it makes sense to restructure or to add structure. So for example, the choices are pretty clear, but the same conversation keeps recurring and producing the same result. In that case, you want to think in terms of either changing the forum, or clarifying the decision rights, or maybe dividing the issue into smaller decisions, or even bringing someone in to help structure the conversation, like a third-party facilitator. [15:36] Frazer Rice: The handoff ultimately — when the founder, or generation one, has gotten to the point where they're ready to move things along to the next set of operators, the next set of owners — and at the same time, in order to feel safe, they've created some safeguards, or let's call it some trap doors or back doors, to be able to help influence decisions if they feel like things are going in a different direction. How do you think about it so that they don't turn into pain points — maybe regret that turns into a veto power that stymies the succession, even if it's already been decided and put in motion? [16:21] Paul Edelman: Well, I think you put your finger on it. There's a key distinction to be made here between a safeguard and a veto. A safeguard should be limited, explicit, and connected to some extraordinary risk, whereas a veto is kind of an ongoing ability to stop or reverse any old ordinary decision. So when it comes to safeguards, a family might reserve certain kinds of decisions — like selling the company, or taking on debt above a certain level, or issuing new equity, or changing the basic business strategy, or entering into a transaction with a family member. [16:59] Paul Edelman: Those kinds of things can be specified, and the scope, the threshold, the decision process and the duration of the safeguard should be clear — as well as who can invoke that protection, what evidence is required, and who decides whether the trigger has occurred, and so on. So the problems arise when the arrangement is essentially one in which the successor is in charge unless the founder feels uncomfortable. If the founder is allowed to intervene anytime they feel uncomfortable, as opposed to for these specific kinds of reasons, then you're dealing with more of an undefined operational veto. [17:37] Frazer Rice: To that end — boards of directors related to these companies, whether they're private or public, but we're really talking about private in most cases. The constitution of those boards: how involved do you get in that? And what is the importance of independence versus familiarity versus family member input, to act as a go-between in many ways between founder, the operational executives, and then ultimately the owners? [18:07] Paul Edelman: Well, in order to really add value — the kind of value that independent directors can potentially offer to a company — they need to be adequately independent. That is to say, they need to be able to exercise their sound business judgment and carry out their fiduciary responsibilities in a way that is free from undue influence by other kinds of family considerations, and potentially loyalty to particular family members. So I think in those cases where a so-called independent board member is actually a golfing buddy of the CEO or the founder, or has a tie to one particular family member or branch of the family, it may be harder for them to bring the full value that an independent director can bring. [18:55] Paul Edelman: Then of course, another reason why companies bring in independent directors is because they have some additional expertise that the current board members or family members lack. So for example, a colleague and I are working with a company right now where the core business has been subject to commoditization, and they've made a strategic decision to diversify. But in order to diversify, they need to bring in people with new expertise, particularly in the line of business that they want to move into. In order to do that, they need to create some space in their board or boards of directors — they have several different kinds of boards. And as part of this, we were brought in to take a look at those existing boards and help them think about how to restructure in a way that could create some open seats while minimizing the displacement of people who are currently board members, including family members who are board members, who may not feel too positively about losing their board seat. [20:54] Frazer Rice: Related to board seats, but more specifically to family ownership — the concept of family members who rely on the family business for income, versus maybe other parts of the family that are looking at the business and thinking of growing the valuation or innovating with the business, that type of thing. With the tension between those two different components, how do you solve for that and have that conversation stay productive, when I imagine it can get emotional very quickly? [21:34] Paul Edelman: This is where a third-party facilitator can be helpful to slow things down. When things begin to get heated, it's often helpful to have a neutral or impartial person present who can help to reduce the heat in the conversations. There are a number of things in particular that can be done under those circumstances. First of all, anytime there are these kinds of tough decisions, there's never a single right answer. There's always trade-offs involved. And some boards work their way through these things by voting. I'm dealing with a situation right now where some members of the family were outvoted. At the end of that vote, they say, okay, we now have an agreement, we're going to move forward with this. But just because there's an agreement in name doesn't mean there's ownership of the decision. [22:34] Paul Edelman: So in order to create ownership, I think it is helpful to have the difficult conversations and to consider the implications of going one way versus another. If we were to distribute all this money in the form of dividends, what would be the benefits of that, and what would be the costs associated with that? And on the other hand, if we were to plow it all back into growth of the business, what's the upside and downside of that? Only by considering different options and the implications of each can the family ultimately arrive at a decision where people feel like, well, I may not have agreed to this, but I was part of the discussion, I was part of the process of weighing the different considerations, and I'm willing to buy into this. In other words, I feel some ownership for this decision. [23:31] Frazer Rice: As we start to wind down here, an interesting concept is what should all the constituencies come away with from the decision-making process. And as a follow-up to that is simplicity versus complexity of the solution. How do you manage that so that you take care of the needs of the business and the needs for structuring, with the need for simplicity, so that everyone who comes away from the discussion and the decision-making understands what's been put in place? [24:06] Paul Edelman: As far as the solution itself goes, the level of complexity should match what's required to accomplish the desired outcomes. So complexity for its own sake is not useful. But when you're trying to accomplish more than one thing at a time, it may require a more complex approach to the solution. So that's on the solution side. Now the other side of it has to do with communication. How do you share what's been decided with other people, especially people who haven't been in the room? And I think that the best way to do that is to try to explain clearly what was the context of the situation in which the need to make this decision arose; what were the desired outcomes that the decision makers were trying to produce, what were they trying to accomplish; and the flip side of that is what were they trying to avoid, or what were they trying to protect. [25:00] Paul Edelman: When you share all of that, the rationale for the decision becomes more understandable, and also you have a better case for justifying any complexity that's part of the decision. As far as complexity goes, of course, you want to use the simplest, most straightforward language to describe what you've come up with. But I think the key thing to getting buy-in is to make sure that the rationale is clear, and people understand that there was a thoughtful and systematic process behind it. [25:26] Frazer Rice: Really good stuff. Paul, how do people find you to hear more about what you're up to? [25:32] Paul Edelman: My website is edelmancoaching.com. So people can go to edelmancoaching.com, read more about the work that I do, and there's a contact form there. Or people can simply email paul@edelmancoaching.com. [25:46] Frazer Rice: Just to — because you're being very humble — you have a couple of articles coming out with Marty Shenkman, where the intersection of probably the trust and estate planning and the actual, let's say, getting the business ready for the next generation, whatever form that takes, is probably front and center there. How would people find that? [26:06] Paul Edelman: So we've written three articles recently, kind of a trilogy, and they're each going to be carried in different places. Two have already come out, and one is due to come out. These are aimed primarily at estate planning attorneys. But the first one is on when the client asks for a simple estate plan. And this relates a little bit to what you were describing, in a different domain — the domain of trusts and estate plans and so on. But the point that we make is that the client's request for simplicity is understandable, and ideally the attorney will validate that. But at the same time, along with the request for simplicity goes potentially some compromises, because when you have multiple desired outcomes, it may take more of a complex structure to achieve those outcomes. So the role of the planner is not to introduce complexity for its own sake, but to make clear to the client [27:06] Paul Edelman: what trade-offs they'd be making if they went with a simpler plan, and what additional protections they can get by considering a more complicated one. Then the second piece is on the use of language in these estate planning conversations. And again, it relates to this concept we were talking about a minute ago, of the difference between agreement and ownership. Some clients are willing to agree to whatever the attorney says. If you say to them, “Well, I think this is the best plan for you,” they say, “Fine, where do I sign?” But the goal, ideally, is more than just agreement. It's ownership. Because in the absence of ownership — and by ownership, I mean that the client understands the trade-offs that are being made, they feel that they had agency in the process of making those trade-offs — [28:06] Paul Edelman: and ultimately, if something doesn't work out as well as hoped, people will not go back and point a finger at the planner and say, “You did this, how could you do this?” or something like that, but rather, “This was a collaborative effort. You made clear what the choices were, and we made them together.” So that piece talks about language, and how, for example, there's a difference between saying to a client “you should do this,” and speaking to them in terms of what they can do. [28:42] Frazer Rice: And then the third piece — when's that coming out? [28:46] Paul Edelman: The third piece is on beneficiary education, and that one will come out in October. And so the first piece came out in a publication called Wealth Management. The second piece came out in a newsletter that's published by, I think it's LISI. And the piece that's coming out in October is, I think, being published in a magazine or a journal, something like Estate Planning. [29:19] Frazer Rice: They're everywhere. So, terrific. Well, Paul, thanks for being on. I'll put all that in the show notes, and look forward to staying in touch. [29:26] Paul Edelman: Thanks very much, Frazer. [29:28] Announcer: This podcast is for educational and entertainment purposes. It is neither investment, legal, nor tax advice, and does not represent the opinions of the employers of the host or guests. Additional Links Mark Tepsich of Family Governance https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning!Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Cheryl McKissack Daniel. Topic: Legacy, resilience, and entrepreneurship of the McKissack family, as detailed in the book The Black Family Who Built America. Cheryl shares the powerful story of her family's 230-year legacy in architecture and construction, making McKissack & McKissack the oldest minority woman-owned professional design and construction firm in the U.S. The conversation explores themes of generational resilience, Black excellence, business strategy, and personal growth.

A six-part investigation by the French newspaper Le Monde has portrayed the luxury conglomerate LVMH as in the midst of a Succession-style drama, controlled by an ageing king: Bernard Arnault. Arnault made his first appearance on X to post a three-page sarcastic takedown of the piece. So what's really going on? This podcast was brought to you thanks to the support of readers of The Times and The Sunday Times. Subscribe today: http://thetimes.com/thestoryGuest: Peter Conradi, Europe editor, The Sunday Times.Host: Luke Jones.Producers: Taryn Siegel, Olivia Case.We want to hear from you - email: thestory@thetimes.comRead more: France's last monarch? Not moi, says luxury king Bernard ArnaultClips: Dior, Sephora, Fenty, IG/Puckdotnews, CNN, CNBC, Legend podcast.Photo: Getty Images. Hosted on Acast. See acast.com/privacy for more information.

Subscribe to Throwing Fits on Patreon. Dare to dream a little smaller, darling. This week, Jimmy and Larry are breaking down all the details of their latest collab with Sun Buddies which is available right now, iconic cafe reposts, driving the deal sleds like they're stolen because they are, microchecks, unpacking James' latest nightmare which involves menswear content creation, we'll be in Copenhagen next week, Danish vs. Icelandic glizzies, financial empathy, luxury facials at the Dior Beauty spa, extraction satisfaction, quarterly skincare routine check-ins, Bushwick rooftop pools, Lawrence is officially Upstate New York pilled, from the sauna to the creek, forgetting you gave a bunch of sick gifts, LVMH's Bernard Arnault joins Twitter to clap back against a 6-part exposé that basically accuses him and his family of being Succession, being evil and funny are not mutually exclusive, LeBron James is joining the Sixers but reverse commuting from New York City via helicopter which officially makes him the city's latest transplant, and much more.

In this episode of Capital Hacking, Josh sits down with renowned investor, entrepreneur, and Cashflow Ninja host MC Laubscher to discuss how business owners can apply family office principles—without needing millions of dollars.MC shares insights from over 20 years of studying successful entrepreneurs, investors, and family offices, introducing the framework behind his new book, "The Family Office for Business Owners: Build a Family Wealth System as Powerful as Your Business."Listeners will learn how to create a family operating system, preserve wealth across generations, establish a family bank, improve governance, and think like long-term wealth builders rather than simply business operators.Chapters:00:00 – Introduction & episode overview03:08 – MC Laubscher's background and journey into investing10:06 – How the new book came to life17:50 – Why every business owner should think like a family office19:54 – The Five Pillars of a Family Wealth System29:10 – Succession planning and preparing the next generation33:15 – Creating a Family Bank with Infinite Banking35:02 – Asset management, long-term investing & final insights39:33 – Where to get the book and connect with MC40:07 – Closing remarks and outroConnect with MC:https://www.producerswealth.com/familyofficebook  https://producerswealth.com/ https://a.co/d/08uE6kKR Learn More About Accountable Equity:Visit Us: http://www.accountableequity.com/   Access eBook: https://accountableequity.com/case-study/#registerTurn your unique talent into capital and achieve the life you were destined to live. Join our community!We believe that Capital is more than just Cash. In fact, Human Capital always comes first before the accumulation of Financial Capital. We explore the best, most efficient, high-integrity ways of raising capital (Human & Financial). We want our listeners to use their personal human capital to empower the growth of their financial capital. Together we are stronger.LinkedinFacebookInstagramApple PodcastSpotify

Brent chats with attorney Don Ford about how to set a family company up for successful succession. They talk about interpersonal aspects, managing expectations, corporate governance, creditor issues, divorce, trust planning, and more. Mr. Ford is the managing partner of Ford + Bergner, a leading estate planning and probate firm with offices in Houston, Dallas and Austin.  He specializes in estate planning and probate for high net worth clients and is Board Certified by the Texas Board of Legal Specialization, the state's highest distinction available to an attorney practicing in this area. He is also one of the few attorneys in the state trained to conduct mediations in probate and guardianship cases. He also served on the Guardianship Certification Board, which creates policy and oversees the regulation of private professional guardians in the State of Texas. He can be found at: http://www.fordbergner.com/ This material is for informational purposes only. The views expressed are those of the speaker as of the date noted and not necessarily of the speaker's firm or its affiliates. If you are enjoying the podcast please SUBSCRIBE and leave a REVIEW, and if you want to learn more about Brent go to Team – Wealth and Law. Legal Disclaimer: Legal Disclaimer – Wealth and Law

The people you lead are constantly taking cues from your inner life. Your level of peace, joy, health, and emotional resilience has a profound impact on the culture around you. In other words, healthy leaders tend to reproduce healthy leaders. In today's episode, we explore why the pathway to developing a healthy leadership pipeline begins with you. We'll discuss the concept of limbic resonance, why leaders never outgrow their need for meaningful connection, and three practical behaviors that help leaders cultivate greater health.

The Enlightened Family Business Podcast Ep. 165: Rethinking Succession in Family Business with Josh Baron   In this episode of the Enlightened Family Business Podcast, host Chris Yonker sits down with Josh Baron — Harvard Business School faculty member, co-founder of Banyan Global, and co-author of multiple Harvard Business Review works on family enterprise — for a rich, deeply practical conversation on the topic that never gets old: succession. Josh has spent 20 years advising family businesses and teaching at Columbia and Harvard, and what he keeps finding is that families don't fail at succession because they chose the wrong person. They fail because they never built the right process. Together Chris and Josh explore why a family business CEO who's been in the seat for 30 years is not facing a job change — they're facing an identity crisis; why the how of succession is more important than the what; the critical difference between conquerors and rulers and why the next generation doesn't need to look like the founder to be the right fit; how to use the arc of succession — assets, roles, and capabilities — as a planning framework; what happens when the founding generation leaves and the next generation discovers they have no one to resolve their disputes; and why working backwards from the far future is one of the most effective tools for getting a reluctant founder to engage. They also dig into the four ownership models used by successful multi-generational family businesses and why the question isn't just who should run the business — it's whether the family should have a business at all. Episode Chapters ·       3:56   Meet Josh Baron ·       5:13   From Bain to Banyan: How Josh Found His Way Into Family Business ·       8:00   Why Succession Is an Evergreen Problem — and Always Will Be ·       10:12  What the Rising Generation Is Really Feeling ·       13:12  Why G1 and G2 Struggle to See Each Other Clearly ·       15:39  When Is the Right Time to Start Succession Planning? ·       16:05  The Arc of Succession: Assets, Roles, and Capabilities ·       20:48  Succession Is a Process, Not an Event ·       22:11  The Danger of the One-Winner Moment ·       24:33  Why Every Generation Needs a Different Kind of Leader ·       27:50  How to Help a Founder Embrace What Got Us Here Won't Get Us There ·       30:00  Grafting: How the Next Gen Should Introduce New Ideas ·       31:30  Working Backwards: The Most Effective Tool for Reluctant Founders ·       35:35  What Happens When the Founder Leaves and the Glue Disappears ·       38:00  Should We Even Have a Family Business? The Question Nobody Asks ·       40:19  The Four Ownership Models and When Each One Works ·       46:09  The How Is Greater Than the What ·       49:06  When to Get Outside Help — and Why You Always Need It ·       53:31  Resources and Farewell   Websites ·       hbs.edu (search Josh Baron) ·       banyanglobal.com ·       chrisyonker.com   Book & Articles ·       The Founder's Final Act — Harvard Business Review, September–October 2025 ·       Search "Josh Baron HBS" for the full catalog of published work   About Josh Baron Josh Baron is a Senior Lecturer at Harvard Business School, coauthor of the Harvard Business Review Family Business Handbook, and a cofounder of BanyanGlobal Family Business Advisors.

“Where is apostolic succession in the Bible?” This question opens a discussion on the biblical foundations of church leadership, alongside inquiries about the celibacy of bishops and priests, the distinctions between ordination and consecration, and the roles of different levels of clergy. Each topic sheds light on the structure and traditions of the Catholic Church. Join the Catholic Answers Live Club Newsletter Invite our apologists to speak at your parish! Visit Catholicanswersspeakers.com Questions Covered: 03:09 – Where is apostolic Succession in the bible? 17:39 – Why did the Catholic Church decide to have bishops and priests be celibate, especially when that wasn't the case with the first pope? 28:45 – What is the difference between ordination and consecration? I hear about priests being ordained and bishops being consecrated. Is there a difference? 36:30 – The Levels of clergy and what each of them do 43:25 – If any Catholic male can be a pope, but they first must be made a bishop, does that mean they skip being a priest?

What starts as a conversation about Missouri float trips quickly spirals into absolute Rizz Show nonsense. The gang debates the best rivers to float, tells stories about cliff jumping, beer helmets, and questionable rafting decisions before taking a hard left into one of the weirdest mornings we've had in a while.Then...the studio fire alarm goes off.In real time, the crew debates whether to abandon the building, compares themselves to the captain of the Costa Concordia, questions maritime law, and somehow turns an emergency evacuation into comedy. Fortunately, everyone survives the "catastrophe" and returns to the studio with nothing more than bruised egos and a fresh appreciation for construction dust.As if that wasn't enough, Learn celebrates National Hot Dog Day with Steve's Hot Dogs, the crew argues about the proper way to eat a hot dog without looking ridiculous, and everyone collectively decides the word "glizzy" deserves to disappear forever.Missouri news keeps the chaos rolling as the crew debates higher interstate speed limits, gets completely lost trying to figure out daylight saving time, celebrates Lion's Choice landing on USA Today's best regional fast food list, and somehow manages to make basic legislation sound impossibly confusing.Meanwhile, Moon discovers an actual beetle inside a bag of coffee, decides to brew it anyway, and accidentally sends everyone into a discussion about FDA limits on insect parts in food that absolutely nobody asked for but everyone somehow needed.Add in bizarre lawsuits, White Castle stories, documentaries, celebrity tangents, weird news, listener emails, and the usual sarcastic back-and-forth, and you've got another completely normal day...by Rizz Show standards.Then the building catches everyone's attention with a fire alarm, Rizz refuses to evacuate because apparently radio hosts go down with the ship, and somehow the conversation spirals into MySpace, CDs making a comeback, William Shatner becoming a metal frontman at 95, and why nobody under 25 knows who Hole is anymore.Just another Tuesday.This episode starts with excitement surrounding the upcoming Super Troopers 3 as the Broken Lizard crew prepares to visit the studio, giving everyone an excuse to geek out over one of the greatest comedy franchises ever made. Before they arrive, the crew jumps into Crap on Celebrities, where nostalgia absolutely takes over.Could MySpace actually deserve more respect than it gets? Turns out the platform helped launch artists like Taylor Swift, Katy Perry, Adele, and even Dane Cook before social media became the attention economy we know today. That naturally leads into everyone's embarrassing MySpace memories, Top 8 drama, party bulletins, and the strange realization that we all willingly learned HTML just to put terrible music on our profiles.Speaking of things nobody expected to return...CDs are suddenly making a comeback. Yes... actual compact discs. The crew debates whether anyone even owns a CD player anymore, whether physical media still matters, and whether younger generations are rediscovering something older fans never completely gave up on. It's part nostalgia, part technology debate, and part excuse for Moon to become the resident audio nerd.Then things somehow become even stranger.William Shatner is officially performing heavy metal songs at Riot Fest... at ninety-five years old.If you've ever wondered how you pitch a Super Troopers sequel that somehow revolves around Farva marrying Thorny's sister... congratulations, you're exactly the kind of person who belongs here.The Broken Lizard crew joins The Rizzuto Show to pull back the curtain on Super Troopers 3, hitting theaters August 7. They explain how the movie evolved into a massive wedding comedy inspired by real-life Indian wedding celebrations, why an elephant became part of the insanity, and how Farva once again manages to become everyone's favorite walking HR violation.Along the way, the guys talk about stepping back into those famous uniforms, convincing Brian Cox to return after becoming television royalty on Succession, and what it's feels like watching one of the greatest actors alive casually roast everyone on set. Turns out working with Brian Cox means getting insulted by a professional... and somehow enjoying every second of it.Of course, this wouldn't be The Rizzuto Show without the rails disappearing almost immediately. Rafe spends an uncomfortable amount of time explaining his ongoing campaign to become everyone's stepdad by marrying their mothers. Somehow that transitions into discussions about prison etiquette, monster trucks replacing elephants at weddings, popcorn buckets becoming collector's items, and whether Potfest will ever actually happen.The conversation also covers the incredible crowdfunding success behind Super Troopers 2, the eight-year journey to making the third film, hidden pop culture references fans should watch for, and why you absolutely need to stay after the credits.If you're a longtime Broken Lizard fan, a movie nerd, or just someone who appreciates comedians who somehow built an entire career making hilarious movies with their best friends, this episode delivers nonstop laughs from start to finish.This comedy podcast is proudly made in St. Louis with the same chaotic energy you've come to expect from The Rizzuto Show.Follow The Rizzuto Show → https://linktr.ee/rizzshow for more from your favorite daily comedy show.Connect with The Rizzuto Show Comedy Podcast online → https://1057thepoint.com/RizzShow.Hear The Rizz Show daily on the radio at 105.7 The Point | Hubbard Radio in St. Louis, MO.Crews to resume search for possible drowning in Meramec River near CastlewoodUS House passes bill to make daylight saving time permanentHouse passes Trump-backed bill that would make daylight saving time permanentMissouri approves new 75 mph maximum speed limitLion's Choice up for best regional fast foodRural NY School District Will Be One of First to Bring Humanoid Robot Into ClassroomHumanoid robots perform live surgery in world firstMirrors in Space? The FCC Just Approved a Sun-Reflecting Satellite, and Astronomers Are WorriedSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

If you've ever wondered how you pitch a Super Troopers sequel that somehow revolves around Farva marrying Thorny's sister... congratulations, you're exactly the kind of person who belongs here.The Broken Lizard crew joins The Rizzuto Show to pull back the curtain on Super Troopers 3, hitting theaters August 7. They explain how the movie evolved into a massive wedding comedy inspired by real-life Indian wedding celebrations, why an elephant became part of the insanity, and how Farva once again manages to become everyone's favorite walking HR violation.Along the way, the guys talk about stepping back into those famous uniforms, convincing Brian Cox to return after becoming television royalty on Succession, and what it's feels like watching one of the greatest actors alive casually roast everyone on set. Turns out working with Brian Cox means getting insulted by a professional... and somehow enjoying every second of it.Of course, this wouldn't be The Rizzuto Show without the rails disappearing almost immediately. Rafe spends an uncomfortable amount of time explaining his ongoing campaign to become everyone's stepdad by marrying their mothers. Somehow that transitions into discussions about prison etiquette, monster trucks replacing elephants at weddings, popcorn buckets becoming collector's items, and whether Potfest will ever actually happen.The conversation also covers the incredible crowdfunding success behind Super Troopers 2, the eight-year journey to making the third film, hidden pop culture references fans should watch for, and why you absolutely need to stay after the credits.If you're a longtime Broken Lizard fan, a movie nerd, or just someone who appreciates comedians who somehow built an entire career making hilarious movies with their best friends, this episode delivers nonstop laughs from start to finish.Whether you're listening on your morning commute, pretending to work, or hiding from actual responsibilities, this comedy podcast serves up behind-the-scenes stories, ridiculous tangents, celebrity conversations, and enough sarcastic humor to make your coworkers question why you're laughing at your desk.Thanks for making The Rizzuto Show part of your day. Every episode brings another round of celebrity interviews, weird news, entertainment gossip, hilarious fails, and the completely unnecessary conversations that somehow become everyone's favorite part of the morning.If you enjoy the show, subscribe, leave a review, and share the episode with someone who still quotes "Liter of Cola" every chance they get. Because honestly... they're our people.This comedy podcast is proudly made in St. Louis with the same chaotic energy you've come to expect from The Rizzuto Show.Follow The Rizzuto Show → https://linktr.ee/rizzshow for more from your favorite daily comedy show.Connect with The Rizzuto Show Comedy Podcast online → https://1057thepoint.com/RizzShow.Hear The Rizz Show daily on the radio at 105.7 The Point | Hubbard Radio in St. Louis, MO.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.