Podcasts about TAM

Když vyhlásil maďarský prezident Tamás Sulyok před časem termín parlamentních voleb na 12. dubna, byla to spíše formalita. Volební kampaň začala naplno už dávno předtím. Jako v minulosti už mnohokrát, ani letos nezůstává omezena pouze na vlastní Maďarsko, ale zasahuje i za jeho hranice. Třeba na Slovensko, kde se boj o hlasy voličů postaral o nejnovější roztržku ve slovensko-maďarských vztazích.

Ready for some straight talk? This AMA episode covers everything from AI hype (spoiler: Leonie's not that excited) to navigating criticism without giving up and becoming a goat herder in Corsica.Leonie and Tam dive deep into the real changes happening in online business right now. Forget the $2,000 mega-course era—we're moving into something better. More human. More real. The conversation spans AI's actual limitations (think: unstable intern who hallucinates), why your unique voice is worth more than ever, and how to stay grounded when the world feels like a dumpster fire.Plus, get nerdy with traffic light reporting—a brilliantly simple system Leonie learned working in government that'll transform how you track your business goals. And if you've ever spiraled after receiving criticism (hello, rejection sensitive dysphoria), this episode is your permission slip to be human.Topics Covered:AI in business: realistic perspective vs. evangelist hypeIndustry changes and what people actually need in 2026Traffic light reporting system for business trackingHandling negative feedback and public criticismStaying regulated in overwhelming timesThe death of the mega-course and what's replacing itWhy your unique voice is your biggest assetKey Insights:The $2,000 mega-course era is ending; high-touch transformation experiences and low-cost/high-volume offers are the futureTraffic light reporting (green/yellow/red) lets you visually assess business metrics at a glance—color-code your data for instant clarityYour unique selling proposition (USP) becomes gold when AI makes everything else sound the same—lean into YOUR voiceDoom scrolling dysregulates your nervous system and keeps you frozen—ground yourself to stay in your powerRejection sensitive dysphoria (RSD) is a real trauma response for neurodivergent folksTruth, integrity, humanity and connection are what people need most right nowNotable Quotes:"I regard AI as a really bad intern who's not mentally stable, who doesn't have their life together, occasionally is helpful, occasionally gets some shit done, but also has a high propensity for fucking shit up.""If you are using AI to write all your copy, your sales pages, your social media posts, you are canceling out your unique selling proposition.""Unless somebody is richer and happier and more loving than me, I don't give a fuck about their opinion.""When you doom scroll, all it does is make you feel frozen with rage and discontent and dysregulated. We are not built to consume that amount of information.""This isn't an unprecedented time. Conflict and fuckery and dictators have been a part of human history since the beginning of time.""Just because it's a trusted person doesn't necessarily mean that it's true. You still need to check in with yourself.""You're allowed to exist in the world even if you've made mistakes."Who This Podcast Is For:This podcast is for creative women entrepreneurs, neurodivergent business owners, and spiritual seekers who want real talk about building businesses with integrity. If you're tired of hustle culture, AI evangelism, and guru bullshi*, welcome home.Links & Resources Mentioned:Free Annual Stats Spreadsheet TemplateLeonie's 2026 Business Goals WorkbookDealing with Trolls & Criticism Course (available in Leonie's Academy)Love this episode? Share it with a friend who needs permission to be human in their business. Leave us a five-star review and let us know what resonated. Got questions for our next AMA? Email support@leoniedawson.com with "podcast question" in the subject line.Want more support, community, and Leonie's signature blend of practical magic? Join Leonie's Academy where we're creating businesses that actually feel good.#WomenEntrepreneurs #NeurodivergentBusiness #OnlineBusinessTips #AIInBusiness #CreativeBusiness #SpiritualEntrepreneur #BusinessStrategy #RejectionSensitiveDysphoria #AuthenticMarketing #SmallBusinessOwner

Drasztikus lépéssel próbálja lezárni a kormány a Szőlő utcai botrányt: a javítóintézetet bezárták, a gyermekeket más intézetekbe helyezték át, több dolgozónak pedig azonnali hatállyal felmondtak. A Partizán stúdiójában Proics Lilla, az egyik elbocsátott nevelő számol be a javítóintézet mindennapjairól, az intézmény működését átszövő erőszakról és a kaotikus utolsó hónapokról.Nézd meg korábbi interjúnkat Tamással, a Szőlő utcai javítóintézet egykori lakójával. https://www.youtube.com/watch?v=vegZu2pZeLI&t=2s—Közös veled. Független miattad.Ajánld fel nekünk adó 1%-odat!Partizán Rendszerkritikus Tartalomelőállításért Alapítvány19286031-2-42—Legyél rendszeres támogatónk!https://www.partizan.hu/tamogatas—Csatlakozz a Partizán közösségéhez, értesülj elsőként eseményeinkről, akcióinkról!https://csapat.partizanmedia.hu/forms/maradjunk-kapcsolatban—Legyél önkéntes!Csatlakozz a Partizán önkéntes csapatához:https://csapat.partizanmedia.hu/forms/csatlakozz-te-is-a-partizan-onkenteseihez—Iratkozz fel tematikus hírleveleinkre!Kovalcsik Tamás: Adatpont / Partizán Szerkesztőségi Hírlevélhttps://csapat.partizanmedia.hu/forms/iratkozz-fel-a-partizan-szerkesztoinek-hirlevelereHeti Feledyhttps://csapat.partizanmedia.hu/forms/partizan-heti-feledyVétóhttps://csapat.partizanmedia.hu/forms/iratkozz-fel-a-veto-hirlevelere—Írj nekünk!Ha van egy sztorid, tipped vagy ötleted:szerkesztoseg@partizan.huBizalmas információ esetén:partizanbudapest@protonmail.com(Ahhoz, hogy titkosított módon tudj írni, regisztrálj te is egy protonmail-es címet.)Támogatások, események, webshop, egyéb ügyek:info@partizan.hu

Send us a textOur ACOTAR deep dive continues with chapters 13-18.Feyre is advised to *stay with the High Lord* (xoxo, Gossip Girl), comforts a Summer Court faerie whose wings were ripped off, and takes a trip to Tam's favorite spot ... a pool of starlight. At the end of the episode, we talk starlight pool and Suriel theories in our "Maasive" Spoiler Section.Next week: ACOTAR chapters 19-24.Instagram and TikTok @DTFaePodcast. If you are enjoying the show, subscribing, rating, and reviewing helps the podcast grow. Merch available on dtfaepodcast.com.

Walking doesn't have to be about steps, speed, or self-improvement to count. Erin & Tam talk about why walking deserves hobby status for millennial moms craving low-pressure self-care. Tam shares how perfectionism made it hard to enjoy walking at first, and how habit stacking, like podcasts or a walking buddy, helped reframe it as care instead of a task. Slow, imperfect walks still count. @theartofhobbyness www.artofhobbyness.com

Kvůli komiksu Zelený Raoul se s nimi kdysi soudil Jiří Paroubek, kvůli karikatuře na obálce to stejné dělal Tomio Okamura. Přesto si z politiků utahují dál. „Nejlépe prodávají časopis,“ říká šéfredaktor Reflexu Martin Bartkovský.„Tomio Okamura je samozřejmě Pitomio a my všichni to můžeme říkat. Jak konstatoval soud, musí snést vyšší míru kritiky. Navíc to, kdy jako první věc ve funkci předsedy Sněmovny podrží štafle, aby někdo jiný sundal ukrajinskou vlajku, která se mu nelíbí, je podle mě krystalickou ukázkou chování někoho, komu by se dalo říkat Pitomio,“ vysvětluje Martin Bartkovský, šéfredaktor časopisu Reflex, který byl hostem nejnovějšího dílu podcastu Mediální cirkus.Právě vyobrazení Tomia Okamury jako klauna s nápisem Pitomio je asi nejslavnější obálka Reflexu. A to i díky následnému soudnímu sporu.Vyšla 7. listopadu 2012 v době, kdy se Okamura stal senátorem a pracoval na znásobení známosti svého jména tím, že kandidoval v prvních přímých prezidentských volbách. Po vydání karikatury dal Okamura na Reflex žalobu. Tu ale po mnohaleté soudní tahanici předloni definitivně prohrál.Na obálce fungují Babiš, Zeman a OkamuraČasopis Reflex vychází v Česku už 35 let a na výrazných titulních stranách si zakládá.„Fungují čeští politici. Byla doba, kdy vládl Andrej Babiš s Milošem Zemanem a do toho tam jako třetí vzadu pobíhal Tomio Okamura nebo komunisté, o které se vláda tehdy opírala. Tam stačilo kohokoliv z téhle vlády dát na obálku a hned tam prodeje byly. Dneska už to takhle není,“ říká šéfredaktor Bartkovský. „Filip Turek a jeho volební blitzkrieg v eurovolbách zafungoval velmi dobře. Motoristé fungují. I Andrej Babiš. Funguje i prezident Petr Pavel a vždycky funguje Volodymyr Zelenskyj. Stejně tak Vladimir Putin nebo Donald Trump, ale to jsou jediné zahraniční persony,“ popisuje Bartkovský taktiku při výrobě titulních stran.Vůbec nejúspěšnější titulní strany Reflexu za rok 2025 se ale nakonec politiky vůbec netýkaly. „Byly to obálky in memoriam našich dlouholetých spolupracovníků. Tím jedním byl psycholog Cyril Höschl a tím druhým byl šéf karlovarského filmového festivalu pan Jiří Bartoška,“ dodává Martin Bartkovský.Ten se šéfredaktorem Reflexu stal v prosinci 2023, po půl roce nejistoty ve vedení časopisu. Před ním ho řídil Marek Stoniš a časopis se často dostával na hranu kritiky za texty a titulky zavánějící někdy až xenofobií.„Kvůli obálce s černým Hitlerem chtěla odejít polovina redakce. Občas už jsme byli prostě zbytečně zlí. Vtipné je být vtipní, satiričtí, jízliví, ale když jste vyloženě zlí, a dávali to vědět i čtenáři, tak to vtipné není,“ říká Bartkovský a naráží na titulní stranu s portrétem Adolfa Hitlera coby černocha s monstrózním afro účesem, která vyšla v roce 2020.Babiš jako Slabiš. Nevíme, z koho si utahovat dřívS novou vládou je podle Bartkovského stále těžší si z ministrů dělat legraci, protože v redakci neví, koho karikovat dříve.„Je to vlastně bezprecedentní situace, kdy byste mohli každý týden udělat na každého člena vlády jednu obálku, tedy kromě těch členů SPD, kteří nic neříkají. Ale ti ostatní jsou velmi plodní,“ žertuje novinář s tím, že na obálce tento čtvrtek by chtěl mít Andreje Babiše. „Bude na té obálce jako Slabiš, bude se opírat o Macinku s Turkem a Okamurou a bude se snažit udělat Česko lepší, nejlepší zemí na této planetě,“ směje se Bartkovský.I humor má ale v Reflexu hranice.„Nemáme hranice v tom, z kterého politika si udělat legraci, ale nechceme si dělat legraci ze všedních lidí, obyčejných Čechů, z někoho, kdo se nemůže bránit. My si vždycky děláme legraci z lidí, kteří mají nějakou moc nebo mají pocit, že drží nějakou moc a my je chceme trošku uzemňovat,“ říká šéf oblíbeného časopisu.Co čeká od vlády Andreje Babiše? Co kabinet změní a dotáhne za příští čtyři roky? A jak se vlastně dostal do čela Reflexu?--Mediální cirkus. Podcast Marie Bastlové o dění na mediální scéně. Zajímá ji pohled do redakcí, za kulisy novinářské práce – s předními novináři i mediálními hráči.Sledujte na Seznam Zprávách, poslouchejte na Podcasty.cz a ve všech podcastových aplikacích.Archiv všech dílů najdete tady. Své postřehy, připomínky nebo tipy nám pište prostřednictvím sociálních sítí pod hashtagem #medialnicirkus nebo na e-mail: audio@sz.cz.

Tam, kde je v ozaj demokratickom prostredí, tam robí pred svojimi voličmi ramená, ale keď je v Rusku – kde má reálnu príležitosť zabojovať za mier - tak tam je voči Putinovi v úplne submisívnej pozícií, hovorí exdiplomat Peter Weiss. Fico nás ženie do samoizolácie, tvrdí. Stala sa zahraničná politika liečbou premiérových frustrácií a pochová americký prezident NATO?Svet sa dnes doslova vymkol z kĺbov a zdá sa, že je dnes len otázkou času, keď začneme tancovať aktuálnu planetárnu podobu stredovekého „Danse Macabre“.K už takmer štyri roky trvajúcim chúťkam Putinovho Ruska, ktoré v mene svojich imperiálnych cieľov brutálne, vedome a zámerne vraždí na Ukrajine, sa aktuálne pridali aj Trumpove Spojené štáty.Tie napadli Venezuelu, uniesli jej prezidenta a dnes sa nepokryte vyhrážajú i obsadením dánskeho Grónska, prakticky za akúkoľvek cenu. Z nášho kľúčového spojenca a piliera Severoatlantickej aliancie sa tak stala akútna hrozba pre celý Západný svet reprezentovaný hodnotovou jednotou Európy a Severoamerického kontinentu. Doterajšia zdanlivo nerozborná jednota hodnôt, cieľov a vzájomnej dôvery je tak v mihu preč a medzi USA a EÚ nečakane vyrástli až ľadové hrozby tvrdého - a možno až horúceho - konfliktu.Zvoní Severoatlantickej aliancií umieračik? Bude Trumpova politika napokon definitívnym bozkom smrti pre NATO, a ak áno, je na to Európa pripravená? No a čo Slovensko - vieme vôbec, kde je naše miesto a s kým chceme budovať bezpečný domov v týchto mimoriadne neistých a turbulentných časoch? No a napokon, čo vláda Roberta Fica - vie vôbec, čo robí a v mene koho a čoho robí práve to, čo robí?„Zahraničná politika našej vlády sa úplne obetovala udržaniu si krajne pravicového, antieurópskeho a proruského voličstva SMERu, ktoré Ficovi po odchode Pellegriniho ešte ostalo. A v mene toho, aby si ich udržal, povie premiér prakticky čokoľvek. Vystavili sme sa tak do samoizolácie,“ tvrdí Peter Weiss.Rozhovor s Petrom Weissom sme nahrávali ešte pred stretnutím premiéra Fica s americkým prezidentom Trumpom.Počúvate Ráno Nahlas, pekný deň a pokoj v duši praje Braňo Dobšinský.

V severních Čechách šlo ve 20. století o třaskavou směs, která trvá dodnes. Nikde jinde nemuseli lidé tak bojovat o svou identitu a pocit hrdosti, že sem patří. Nikde jinde ve světě se nestěhovaly kostely a nepoužívaly reálné budovy jako filmové kulisy určené ke zničení. Tam, kde dřív byla měsíční krajina, jsou dnes jezera a po letech apatie se už zrodila nová generace, která s respektem k minulosti vytváří budoucnost. Ale tento kraj vám nedá nic zadarmo.

Episode DescriptionAI is fundamentally changing how SaaS companies should think about pricing. When your software makes teams 70% more efficient, charging per seat means you're literally shrinking your own market. In this conversation, product management veteran Lee Bridges explains why seat-based pricing is a burning platform and what comes next.Lee, returning to the podcast after five years, recently led a pricing transformation project that forced him to confront an uncomfortable truth: AI-driven efficiency gains directly reduce the number of seats customers need. His solution? Outcome-based pricing that aligns incentives between vendors and customers while future-proofing against AI disruption.GuestLee Bridges - Cheif Product Officer at Inn-Flow, father, audio engineer, and vibe coder who recently completed a major pricing transformation project for a B2B SaaS company in the field service space.Key Topics CoveredThe Seat-Based Pricing ProblemHow AI efficiency reduces Total Addressable Market (TAM)The misalignment of incentives between vendors and customersInternal team conflicts created by per-seat modelsWhy "reducing a team from 10 to 3" destroys 70% of your revenue potentialOutcome-Based Pricing ExplainedThe difference between usage-based and outcome-based pricingHow to identify and price meaningful outcomesThe psychology of "you make money when your customer makes money"Avoiding the "nickel and diming" feeling of usage-based modelsReal-World ImplementationCase study: Field service sales teams (20 minutes to 90 seconds per quote)Tiered prepayment models with outcome "credits"Combining platform fees with outcome pricingWhen outcome-based pricing works (and when it doesn't)The Future of SaaS and AIWhy B2B SaaS isn't going anywhere despite AI hypeThe problem with expecting everyone to be a product managerConsistency, training, and the limits of LLM-generated experiencesVibe coding and no-code tools in practiceNotable Quotes"If you create efficiencies that make a process so efficient that some number of people will no longer be necessary... you reduce the number of potential seats. You reduce the Tam.""If I give you a dollar and you're going to give me $10 back, I'd be insane to not do that as many times as I can.""You're really expecting everyone on Earth to be a product manager. That's just not going to happen.""The most people don't have a high level of agency. They don't know what they want, when they want it, and they don't know how to describe it."Practical TakeawaysEvaluate your pricing model now - If you're charging per seat and building AI features, you're creating a strategic vulnerabilityStart with new products - Test outcome-based pricing with new offerings rather than risking existing revenueIdentify measurable outcomes tied to customer revenue - What metrics does your sales team already use when discussing ROI?Consider hybrid models - Platform fees plus outcome pricing can balance predictability with value alignmentThe complexity trade-off - Outcome-based pricing must remain simple enough to avoid litigation-inducing confusion

Welcome back to 2026, gorgeous! New Year, New Witchy US!Join Leonie and her biz bestie Tamara Protassow for the most delightful catch-up about their summer break adventures. From explosive mishaps in Big W to summoning wombats by moonlight, this episode is peak "successful creative realness meets witchy chaos."Tam shares her health breakthrough with dark-sprouted lentils (yes, really), Leonie confesses to a DIY photoshoot involving a wedding dress and kangaroo poo, and they both geek out over rediscovering the joy of long-form content on Substack.You'll laugh, you'll cringe, you'll want to start your own garden witch era.Topics Covered:Why antihistamines were stealing Tam's energy (and her dark-sprouted lentil cure!)The 12 Magical Nights ritual for manifesting your yearCreating business goals that actually feel goodRediscovering authentic online communities (hello, Substack!)Book recommendations: dirtbag billionaires and wellness fraudsThe unglamorous reality behind influencer photoshootsYungblud concert adventures and middle-aged rocking outKey Insights:Setting goals works best when you balance masculine arrow energy with feminine flowSometimes the universe tells you what to do and you just need to listen (even if you've been ignoring it for two years)The early internet vibe is alive on Substack—and it's inspiring AFPatagonia's founder proved you can build a billion-dollar company without selling your soulCommunity gathering in person creates magic that online can't replicateSometimes your body knows what you need before your mind catches upThe most authentic content comes from spaces that make you want to create, not compareWombat spirit medicine: be truly at home in yourselfRunning a business ethically and giving back is actually possible at scaleNotable Quotes:"When I look at TikTok or Instagram, it zaps me of my desire to create. When I'm on Substack or reading blogs, I get so itchy to go and make something." — Leonie"I filled in my entire 2026 workbook and I can't tell you how pleased I was. I didn't realize how much the antihistamines were taking from my ability to do things." — Tamara"Does a self-made multimillionaire shit her pants in Big W? Yeah, she does." — Leonie (keeping it real since forever)"Wombat spirit reminds you to be truly at home in the world. You need to find comfort within your own skin." — Spirit Animal Oracle"He donated the business to the planet. All profits from Patagonia now go into environmental conservation." — Leonie on Patagonia's founderWho This Podcast Is For:Creative women entrepreneurs, neurodivergent business owners, spiritual seekers, and anyone who wants to build a successful life and business without losing their soul (or sense of humor). If you love deep conversations about business, magic, personal growth, and the occasional shi**ing yourself story, you're home.Links & Resources Mentioned:Leonie's 2026 Brilliant Year Biz + Life WorkbooksDreamQuest 2026 (free 3-day masterclass): Canberra 2026 Dreaming Party ticketsLeonie's SubstackThat Glasgow Witch (TikTok/Instagram)Call to Action:Ready to create your most magical year yet? Join us for the FREE DreamQuest 2026 masterclass or grab your ticket to the in-person Canberra Dreaming Party! Love this episode? Leave us a review and tell us your favorite moment—we read and message each other endlessly over every single one!

Parable is building an end-to-end intelligence platform that quantifies how organizations spend their collective time—the foundation for measuring real AI impact. With a thousand data connectors ingesting activity and log data across the enterprise software stack, Parable constructs proprietary knowledge graphs that size opportunities and measure outcomes in hard dollars, not adoption metrics. In this episode of BUILDERS, I sat down with Adam Schwartz, Co-Founder & CEO of Parable, to explore why 95% of CFOs see no AI ROI, how his decade running profitable businesses under resource constraints shaped his focus on inputs over outcomes, and why 2026 requires moving AI from CapEx experimentation to measured OpEx. Topics Discussed: Why the 95% CFO stat on AI ROI matters as an arbiter of truth, despite backlash Building knowledge graphs from activity data to quantify collective time allocation across hundreds of people The fundamental problem: enterprises lack quantitative frameworks for operational efficiency pre-AI Running parallel ICP experiments to achieve sales-market fit before product-market fit Why Parable has never lost a POC once leaders see quantitative baselines Market dynamics creating false signals—unprecedented curiosity without buying intent The demarcation between companies treating AI as product work versus those waiting for vendor solutions Why AI transformation demands century-old management structures to be questioned GTM Lessons For B2B Founders: Engineer disqualification in momentum markets: Market-wide AI enthusiasm creates pipeline illusion. Prospects will engage indefinitely for education without purchase intent. Adam's framework: "How do we get people to say no to us and not drag us along... They want to keep talking because they want to learn and they want to know what's going on and they are genuinely interested." In enterprise sales during category shifts, build explicit qualification gates that force prospects to reveal resource commitment or disqualify. Extended evaluation cycles feel like traction but destroy unit economics. Use go-to-market as ICP discovery mechanism: Adam intentionally pursued multiple customer segments simultaneously—different company sizes and AI maturity stages—to let data reveal fit rather than rely on hypothesis. His memo to the team: "We're going to go after these three, you know, many different sizes of companies in order for us to decide like, who we like best." The key insight: get to problem-market fit and sales-market fit validation before optimizing product-market fit. This inverts conventional wisdom but works when TAM is massive and the bottleneck is identifying who feels pain acutely enough to buy now. Qualify on organizational structure, not verbal commitment: Every enterprise claims AI is strategic. Adam's hard filter: "Who in the organization is responsible for AI transformation? And if you don't have a one person answer to that question, you're not serious." Serious buyers have a named owner reporting to C-suite with dedicated budget and team. Buying Gemini, Glean, or other point solutions isn't a seriousness KPI—it's often passive consumption of AI as a byproduct of existing software relationships. Look for companies doing five-year work-backs on industry transformation and cascading effects on their operating model. Target post-experimentation, pre-scale buyers: Adam discovered the sweet spot isn't companies beginning their AI journey—it's those who've deployed initial programs and now need to prove value. "The market of people that have started to build AI into their operating model or into their strategy in like a coherent way, there's a team, there's an owner, there's budget... those are the people that we really want to be talking to." These buyers understand the problem viscerally because they're living it. They do product work daily—talking to stakeholders, generating use cases, building briefs, triaging roadmaps. They need your solution to professionalize what they're already attempting manually. Build measurement into your category narrative: The AI tooling market has over-indexed on soft efficiency claims that won't survive renewal cycles. Adam's warning: "There is too much hand waving around soft efficiency gains... you're going to have to renew and you need NRR and I don't think it's going to be that usage of the tool internally by employees and adoption is going to be enough." The last decade over-rotated to "everything drives revenue" due to VC pressure. This decade requires precision: does your product save time, reduce headcount needs, or accelerate revenue? Quantify it. Partner with measurement platforms if needed. Adam's insight on Calendly is instructive—it clearly saves time, but most buyers can't quantify how much, which weakens renewal economics. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

Hubble Network is redefining what's possible in satellite connectivity by connecting standard Bluetooth chips to satellites over 500 kilometers away using advanced antenna arrays and digital beamforming. Founded in 2021 by Alex Haro (co-founder of Life360, which IPO'd in 2019 and grew to 80+ million monthly active users) and Ben Longmier (whose previous company's protocol became Amazon Sidewalk after acquisition), Hubble has launched seven operational satellites via SpaceX and is serving enterprise customers across intermodal logistics, off-grid construction, and outdoor recreation. In a recent episode of BUILDERS, I sat down with Alex to explore how Hubble is building the infrastructure layer for global IoT—positioning as the "T-Mobile of space" rather than competing in device markets. Topics Discussed: The technical architecture behind connecting Bluetooth to satellites: lowering bit rates, optimizing modulation, and deploying hundreds of antennas for digital beamforming SpaceX's rideshare program mechanics and what it actually takes to book satellite launches as a startup Why Hubble deliberately chose to be network infrastructure rather than building hardware for specific verticals The psychology barrier of overcoming Bluetooth's short-range association—even among experienced RF engineers from Google, Amazon, and Starlink Strategic focus decisions when facing unlimited market opportunity across construction, agriculture, mining, logistics, and defense Transparent pricing as a developer-first GTM strategy versus traditional enterprise carrier sales models The transition from Life360's consumer hardware exploration to founding a satellite networking company GTM Lessons For B2B Founders: Choose your competitive layer strategically—infrastructure scales differently than applications: Hubble explicitly positioned as network infrastructure, not a device manufacturer. Alex stated: "We're not focused on building the hardware or devices. We very much view ourselves as a networking company." This allows enterprise customers to integrate Hubble connectivity into their existing devices with just a software change to the Bluetooth chip. The result: each B2B customer can deploy hundreds or thousands of devices to their end users, creating exponential reach. For founders building horizontal technology, consider whether competing at the infrastructure layer—even if less immediately tangible—creates superior unit economics and market leverage versus building full-stack solutions. Developer-first positioning requires operational commitment, not just marketing: Hubble's pricing transparency wasn't a marketing tactic—Alex described it as "hardcore to our ethos" because their goal is connecting billions of devices. They explicitly modeled after Twilio and Stripe rather than Verizon or AT&T, making it possible for engineers to validate unit economics independently and start free trials without sales conversations. This wasn't debated internally because both co-founders and the early team aligned on this approach. For infrastructure companies targeting massive scale, half-measures on developer experience will fail—the entire go-to-market motion must support self-service validation and transparent economics. Constraint forces clarity—unlimited TAM demands disciplined ICP filtering: Despite viable use cases across construction, oil and gas, mining, agriculture, supply chain, and defense, Alex emphasized: "In the early stages, focus is the most important thing. Every hour matters and being able to focus matters quite a bit and defocusing yourself can really hurt." Hubble's "sexy hook of Bluetooth to space" generates inbound interest across industries, creating constant pressure to expand. Their active debate centers on which industry leaders are "solving important use cases" with existing customer bases of "hundreds, if not thousands of customers." For founders with horizontal technology, resist opportunistic deals—filter aggressively for partners who provide concentrated distribution rather than one-off deployments. Physical demonstration collapses credibility timelines for counterintuitive technology: Hubble faced skepticism even from sophisticated RF engineers because of hardwired associations between Bluetooth and short range. Alex noted: "Some of the investors that joined our A or B, they passed on our seed and A because they thought, well, I believe in Alex, but is this really physically possible?" Post-launch with working satellites, the conversation shifted from "is this possible?" to commercial terms. The lesson isn't just "show don't tell"—it's that for technically improbable innovations, rushing to demonstrable proof compresses months of explanation into minutes of validation. Founders should potentially sacrifice feature breadth to reach a single, undeniable proof point faster. Operational domain expertise reveals infrastructure gaps others can't see: Alex spent years as CTO of Life360 attempting to build connected hardware for families—smart pet collars, GPS watches for kids, fall detectors—but existing networks had "super short battery life, very bulky, no global coverage, way too expensive." He invested in Ben's previous mesh network company and became a close advisor before co-founding Hubble. The insight wasn't theoretical—it came from failing repeatedly to solve the problem with existing infrastructure. Founders should treat operational frustrations in previous roles as proprietary market intelligence: you've already paid the learning cost that competitors will need years to acquire. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

ACIM Quote:I do not know what anything is for (ACIM, W-25)Today's Guest:Elaine Falvey joins Tam and Matt. They discuss withholding love and letting relationships fall away when they are done, not with sorrow, but with joy that the purpose of the relationship has been fulfilled.Do You Think your Forgiveness Story Could Inspire Others? Submit your story here: https://www.miraclevoices.org/formIf you are interested in donating to support the podcast, you can do that here: https://www.miraclevoices.org/donate

Why B2B Lead Qualification Fails and How to Fix It  Traffic is cheap, but qualified B2B sales conversions are not. Too many CMOs in the B2B space are watching brilliant creative go to waste at the top of the marketing funnel because what's passing through as a “qualified lead” often isn't really qualified. How can B2B marketers identify where the real lead qualification bottleneck is? Why is rethinking how MQLs are defined, scored, and routed one the most strategic fixes a CMO can make to improve pipeline performance? That's why we're talking to Gabe Lullo (CEO, Alleyoop), who shared some insights around why B2B lead qualification fails and how to fix it at the top of the funnel. During our discussion, Gabe challenged the common misconception that poor lead quality is the issue when sales aren't closing. Instead, he emphasized the importance of a clearly-defined Ideal Customer Profile (ICP), a strong product-market fit, and a well-mapped B2B sales journey. Gabe also stressed the need for A/B testing, identifying and resolving funnel bottlenecks, and using data-driven decision-making to improve lead conversion rates. He underscored the value of nurturing leads and cautioned B2B marketers against dismissing traditional marketing channels without rigorous testing. https://youtu.be/KXVmywNsfP0 Topics discussed in episode: [02:36] Why top-of-funnel lead qualification breaks down in B2B. [16:37] How to define and operationalize your Ideal Customer Profile (ICP). [12:17] When MQLs hurt more than they help, and how to fix them. [26:14] How A/B testing and data-driven decisions improve lead conversion. [27:53] Why lead nurturing is critical to long sales cycles. [34:05] When to test (not abandon) traditional B2B marketing channels. Companies and links mentioned: Gabe Lullo on LinkedIn  Alleyoop  ZoomInfo  Salesloft  Adobe  Transcript SPEAKERS Gabe Lullo, Christian Klepp Gabe Lullo  00:00 So we’re doing top of funnel activities, and then we’re sending leads over. The sales team takes them, and then what we find, a lot, we hear this all the time, is leads aren’t closing. And what’s interesting is that it was never a lead problem. It was more of a, you know, seller problem. I don’t mean to put blame on it, but companies come to us saying, hey, my sellers are saying we don’t have enough leads, we don’t have better leads, we don’t have good leads, and they’re the ones complaining about the lead. So they come to us to fix the lead problem. We fix the lead problem, but it doesn’t fix the revenue problem. It’s still not closing. So what is it? Christian Klepp  00:30 Traffic is cheap, but conversion is not too many CMOs (Chief Marketing Officer) are watching brilliant, creative go to waste at the top of the funnel, because what’s passing through as qualified just isn’t so how can you identify where the real bottleneck is, and why is rethinking how MQLs (Marketing Qualified Leads) are defined and scored the single most strategic fix? A CMO can make welcome to this episode of the B2B Marketers on the Mission podcast, and I’m your host, Christian Klepp. Today, I’ll be talking to Gabe Lullo, who will be answering these questions. He’s the CEO of Alleyoop, a sales development agency working with industry giants such as ZoomInfo, Salesloft and Adobe. Tune in to find out more about what this B2B Marketers Mission is, and off we go. Mr. Gabe Lullo, welcome to the show, sir. Gabe Lullo  01:17 Christian. Thank you so much. First off, I’m a huge fan of yours, so is my team, and we just appreciate all that you do for the industry. And I’m so excited to be here. Thanks for the invite. Christian Klepp  01:28 Wow, wow. Thank you. Thank you so much. Right off the gate with the praise, thank you, sir. Gabe Lullo  01:33 Well, you deserve it, man, you’re the best. What do you do. I love it. I love your show, and I love being a part of that. Christian Klepp  01:38 I appreciate that. I appreciate that. You know, we really had an awesome, like, pre-interview conversation. I’m gonna say, like, you know, talking about coming up to Toronto and Buffalo and what have you. And I’m really looking forward to this conversation, Gabe, because, man, you know, what? As much as some Marketers probably don’t want to hear this. It’s an, I think this is an absolutely necessary conversation to have. Right this topic that we’re going to talk about, and I will not keep the audience in suspense for too long. I’m just going to jump into the first question, if you don’t mind. Gabe Lullo  02:09 Yeah, no problem. Let’s get right into it. Christian Klepp  02:11 All right, so Gabe, you’re on a mission to provide the ultimate assist to your clients by setting them up for success. So for this conversation, let’s zero in on the following topic of how B2B Marketers can fix qualification at the top. So here comes the first question in our previous conversation. You talked about many marketing funnels being a leaky bucket. Can you please explain what you meant by that? Gabe Lullo  02:36 Yeah, I think companies right now are going to market in a very hodgepodge type of way, you know, ICP (Ideal Customer Profile), you know, we throw that terminal around a lot, and, you know, people think they know what it is, or feel like they have it drilled down, or feel like it’s completely locked, locked in. And then clients invite us in, and we realize it’s not the case, and it’s not just what the ideal client profile is, which, of course, is quintessential to going to market, and it’s really the first step to qualification, isn’t it, right? But on the other side of it, it is, you know, is there a product market fit? Is there a pricing that needs to be aligned? What’s the competitive landscape look like? So when we’re having live conversations, our sellers are making, you know, 11 million cold calls a year. That’s front of the line conversations, right? And we can hear, understand, and truly, you know, debrief with what each call is sounding like, so we can then narrow in what those qualifications should be. You know, a lot of you know, let’s say VPs of sales come into the sales development side of the house or the marketing side of the house, and they apply sales training methodologies to top of funnel qualifications, and it really gets broken as well. So there’s a lot to unpack, but I’ll give you an example. You know, band for instance, but you know budget authority needed timing. Like, is that really the right qualification at the top of the funnel, or does that really, you know, evolve the seller and the demo and the discovery call at that moment in time. So really understanding who’s in charge of that top of funnel and what their experience is also as a part of it, in my opinion. Christian Klepp  04:13 Absolutely, absolutely and you’re absolutely right. There’s so much to unpack here, but I have to ask just from your experience, and I know you have a lot, it seems like it’s just, there’s so many moving parts in this ecosystem, and a lot of like, well, what causes the leaky funnel? I’m gonna say is a lot of the things that you just mentioned, right? It’s a lack of understanding of who the actual ICP is. It’s probably also, especially the bigger the the organization gets sorry to everyone out there, but the lack of ownership and accountability, the lack of an actual strategy, like, where’s this all gonna go? Right? Gabe Lullo  04:54 Oh, it’s interesting. Yeah, I find this to be our except we so we’re doing top of the funnel activities, and we’re sending leads over, the sales team takes them, and then what we find, a lot, we hear this all the time, is leads aren’t closing. And what’s interesting is that it was never a lead problem. It was more of a seller problem. Now I don’t mean to put blame on it, but companies come to us saying, hey, my sellers are saying we don’t have enough leads, we don’t have better leads, we don’t have good leads, and they’re the ones complaining about the lead so they come to us to fix the lead problem. We fix the lead problem, but it doesn’t fix the revenue problem. It’s still not closing. So what is it? It’s the entire channel, right? It’s the entire sales journey, and we have to make sure that all of those things are working like an engine, right? All the cylinders are working at the same time in the same motion, to truly know what the problem may be. So that that’s really exposed a lot when we step in and start doing top of funnel activities, Christian Klepp  05:55 Absolutely, absolutely. And that segues into the next question, which I feel you’ve already answered to a certain extent. But where do you feel the true bottleneck lies, and that may be dependent on the company, right? Because each company maybe has a different set of challenges. And most importantly, okay, where does the bottleneck lie? And how do how can B2B Marketing teams help address the bottleneck and not be part of the bottleneck? Gabe Lullo  06:21 Yeah, absolutely. I mean, there’s an eight step approach to sales. That’s what we call your sales journey, right? You have, obviously, you know, list building, and then we have, of course, outreach, we have qualification, we have discovery call, we have demo, we have, you know, closing or negotiating. We have client success. I mean, that’s the basic funnel, if you will. So is our, I should say, all of those things operating at the best of its ability. And what is broken, and it’s, it’s the old, you know, Henry Ford approach the assembly line. You know, there’s an assembly line and building a car, and there’s an assembly line in sales. And you have to know those steps, firstly, two, you have to know if those steps are working correctly, and figure out where that bottleneck is, and then, you know, take those blockers away so that those cars are flowing in and the production line doesn’t stop and we’re, you know, executing on the results that we need to serve our clients. Christian Klepp  07:16 100% agree. But now I’m gonna throw in another like wild card question, and I know you can handle it, right? When companies like yours come in to help organizations, right, there are times, even from my own experience, where the internal teams look at you and go, What are those guys doing here? Right? Like, is my job on the line. So they feel, they feel threatened, right by by somebody coming in and providing an external perspective. So I guess the question is, how do you deal with that kind of push back to help fix this leaky marketing funnel? Gabe Lullo  07:57 Yeah, it’s very important, right? Because a lot of companies come, you know, come in like us, and say, You know what, we’re going to come in here and try to solve the problem, or rip and replace or threaten the job. And it’s interesting, our point of contact, usually is the person who may be, you know, being fired because of our success. Well, we don’t want to approach it that way. So we set clear expectations that, hey, listen, we’re not here to rip and replace we are here to work as a parallel to what you’re existing doing, so we can A/B test and share best practices and be collective in those results. A lot of companies who have existing teams in place usually put us in scenarios where we’re bringing something new to market, or we’re reaching out to a market that is you know, you know, a new product line or a new segment, and we’re bringing that in. We do, however, see about a 20 to 30% increase in existing production when an outside partner comes in, because, again, we are sharing best practices. We’re all working together, but there is some pressure on the line when they see it. You know, another great player on the team playing ball. However, we did put a mechanism in place that really helps alleviate the fear, if you will, of that rip and replace scenario. Very unique thing to us, only a handful of companies I know about, of hundreds and if not thousands, that do what we do, do this. And here’s what it is, a lot of companies want to hire everything within and bring everything in house, in the sales development side within, because they graduate those people into account executives or closers or higher level performers or managers, so that graduation of career placement is there if you do it in house. So what we say is, you know what? You can have that great feeling of growing and building your team in house with us too. So all of our reps (representatives) who come work here, and all of our clients who enroll with us know that they can hire our reps and and bring them into their payroll and into their in house team with our help. So that’s a really good way of curving the fear, because they know, hey, this person who’s executing this outbound activity could be our next closer, and we can hire them to not take again, to not take away from what their current teams are doing, but to add to and grow that existing team they have. Christian Klepp  10:14 Absolutely, absolutely, and you know where I’m going with this, right? Because, like, you know, far too often, especially the higher ups that are not involved in the day to day, that are looking at this from the, I call it the Mount Olympus perspective, right, looking down at the land of the living, right? Like, why are you bringing in an external partner? Isn’t that your job to fix it? Right? But there are benefits to your point of, like, bringing in somebody that’s external, that’s not privy to, perhaps, some of the bias, some of the, certainly, the, certainly the organizational like dynamics and politics, which may, may be more detrimental than useful, right? Gabe Lullo  10:50 Yeah. I mean, we do punchy contracts, right? We have a six month minimum engagement. But so when we do that, you know, we’re saying, Hey, listen, we’re, we’re going to work with you for six months. We’re going to give it everything we got. And if it’s something you want to bring in-house from our team, great. If it’s you want to continue, great, or if you’ve learned a lot and you’re able to duplicate our efforts, also great too. So again, we’re not going in there saying, Oh, this is our world. Now. Get out of the way. Good luck, you know, and giving pink slips to people, it’s about really, again, how can we help? How can we assist? How can we hit this number? It’s not getting hit. There has to be reasons why. And let’s figure those numbers out, and let’s figure out the reasons why. And then, and then we move on, you know. So there’s short contracts, and then there’s very, very long contracts, you know, ZoomInfo has been a client off and on for the last decade. We’re doing a program right now where they just launched a lot of cool things, and we’re helping them so companies like that, size and stature, still come to outside help when necessary, when the timing is right and the fit is right. Christian Klepp  11:55 Amazing. Amazing. All right. Next question. So why do you believe rethinking how MQLs are defined and scored as the most strategic fix that a CMO can make, and what are some of these other key pitfalls that Marketers should avoid, and what should they be doing instead? I mean, let’s, let’s keep the conversation constructive here, right? Gabe Lullo  12:17 So defining and scoring MQLs is by far one of the first things, if not the most important thing, to start with, right? Because that is, again, the start of that assembly line. You know, garbage in, garbage out. And so if we’re not actually understanding why those MQLs are, the MQLs that we are saying they are, and what those triggering events are causing them to be considered. MQLs could truly dictate whether or not we’re receiving garbage into the funnel versus excellence and extraordinary leads and MQLs into the funnel. So again, it’s going back to that ICP, like we discussed earlier. It’s determining, okay, are these worthy and does it make sense to continue this, lead this MQL down the funnel, and will it produce results? Should it even be in the system at all? So knowing that up front, like I said earlier, it’s like the raw material. You know, if you have really bad raw material that you’re using to build your cars, you know, no matter how great it comes out at the other end, it’s not going to be a quality vehicle. So it’s that, it’s the raw material that we need to make sure that’s first and foremost, because it’s the start of the entire process. Christian Klepp  13:29 Yeah, yeah, no, that’s for sure. Because, you know, how many times have you heard that, right? Like the marketing team says, well, we’ve, we’ve got, we’ve generated the MQLs, we’ve passed them on to the sales team now, so we’re good, yeah, but that’s not where it stops, right? Like, so especially if the MQLs are, like, not qualified, right? Gabe Lullo  13:48 No, I couldn’t agree with you more. And again, having sales and marketing work synergistically in that determination is paramount. You know, so many companies, and it’s the old adage, and I think it’s almost a cliche now, because it’s been said so many times that you know, sales is throwing spears over the fence to marketing, and marketing is throwing another spear back to them, and they’re fighting back and forth over this wall. The deal is, you got to break down the wall and start having conversations. And again, sellers have to give feedback on why we’re seeing this to not be the right fit, and Marketers have to be curious and asking what those things may be happening on those conversations, so they can go find the MQLs that that is worthy. Christian Klepp  14:30 Absolutely, absolutely. And on that topic, what are some of these other pitfalls that marketers should be looking out for, and what should they be doing instead? Gabe Lullo  14:39 Yeah, I think what right now is that you have to really understand your channels. You know, a lot of Marketers right now are doubling down on things that may not be producing the results that they have been expecting. Maybe a year from now, two years from now, every company is different, every ICP is different, and every industry is different. I’ll give you an example. You know, if you’re reaching out to sellers and you know, red. Heads of revenue, you have to have a totally different approach than if you’re reaching out to VPs of technology and cyber security. Now that may sound basic, but if you were coming from a company and you’re in your head of marketing, and you’re coming from a company where your ICP and your persona is all tech based companies, or all tech based personas, and you go into a new industry or a new company, and you come with that lens. It’s not the right approach. You know, sellers like to pick up the phone. They think they’re customers. They use the phone all day long. They pick up the phone all the time. Maybe that’s the right channel, right? CTOs (Chief Technology Officers), CIOs (Chief Information Officers), CSOs (Chief Security Officers), they are not usually picking up the phone. Maybe they’re their channels significantly different, and so you have to realize, understand what your persona is, so you can do marketing activities towards that total addressable market that resonate and hit home and get their attention. And it could be just as much as where they live in regards to where, where do they associate with, what, what channel are they living on? Are they people that pick up the phone? Are they ones that live on LinkedIn? Are they ones that go to Instagram? Are they ones that go to conferences? Where is your audience? And know that first and then go talk to them? Christian Klepp  16:10 That’s definitely a great insight. You know it. I know it. The problem is that there’s so many teams out there that skip this part, right? Like that, like that. That detailed breakdown you just gave us about the different let’s call them like, the different personas, the different behaviors, the different channels, like, Why do you think a lot of teams out there skip this part? Is it because of the the time crunch, the pressure to deliver immediately is all of the above? Gabe Lullo  16:37 Yeah, I think, you know, there’s a lot of boardrooms out there. They come out with this unique product, and then with all they do is they do is they look at the TAM, what’s the total addressable market? But that’s like saying, I want to go catch a tuna fish. But you know, let’s just look at the entire ocean. Like, okay, we have to be more specific. Where do the tuna fish actually swim? Where part of Do they like warm water? Do they like the coast? Are they more towards New Zealand, or are they up towards the Massachusetts? So you have to know where your school of fish are. If you want to go fishing, you can’t just look at the entire ocean as the market. And I think narrowing it down to understand patterns and where people are so you can go talk to them is the right approach, versus this spray and pray mentality that I feel marketing has been living in for many, many years, and now it’s becoming more self evident because of AI, right? Because AI can tell us a lot of these things. AI can do a lot of analysis and research, and it’s giving us insights that we’ve never been able to really see before because of the speed and quickness of it. And so I think we are getting to a point, and I’m hopeful that we are more specific with our total addressable markets in new companies specifically that may not have the experience or the capacity like they used to. And I think it’s exciting. Christian Klepp  16:37 Oh Gabe, you just open the door to another question there. Man. Gabe Lullo  16:37 Like, start with an A. Christian Klepp  16:37 Yeah, it starts with an A. But, like, you know, since you brought it up, I’ve got to ask AI, right? Gabe Lullo  16:37 Yeah. Christian Klepp  16:37 And in terms of, like, helping to fix a leaky marketing funnel, how do you from your experience and your perspective, how do you think AI is helpful, and how is it harmful? Gabe Lullo  17:23 Sure. I mean double edged sword, right? We love AI. We accept it. We know it’s here. We’re not scared of it. We’re not running away from it, but we’re also not ripping and replacing things too abruptly with with the implementation of it, either. For instance, I’ll give you real examples. Are we telling AI to go make cold calls? Well, no, it’s illegal, technically. Secondly, are we using it, though, on the flip side, to train our reps on how to effectively handle great questions and objections through an AI sparring partner? Yeah, we are, and it’s amazing at it. So we actually have our reps when they’re brand new and onboarding or launching into a new campaign. We program the robot, the AI right to be able to have conversations in real life time with our reps, to literally spar with them. And it’s like practice. It’s a sparring partner before they go live onto a campaign, and it prepares them immensely before the live show, before they’re before they’re active, right on the campaign. So this is one way we’re doing it. Other ways, obviously email, messaging, obviously personalization, obviously research, you know, pre-call research, account research, determining who’s picking up the phone when they pick up the phone, how many times does it take to call them? You know, time zones? What’s the best time to call them? And it’s crazy what it could do, but it’s really, really helpful. But it’s not a crutch. It’s an assistant, and that’s how we’re approaching it. It’s not replacing human to human communication. If it was. Maybe you and I would just have our AI avatars do this podcast right instead of we’ll be on a beach somewhere, maybe we’ll be there in the future. I’m not predicting it, but I will say there’s a huge, significant role it plays right now, but it is not a role that’s, in my opinion, supposed to replace everything. It can replace a lot, but not everything. Christian Klepp  20:20 Absolutely. I mean, it certainly requires a lot of like, human intervention, right? And it’s and it’s constantly learning, and it’s learning quickly, which I think is to its benefit, to its detriment. And I think that’s, that’s your point as well. There’s a lot of stuff out there that’s AI generated that just looks off, starting with videos even, even like in I don’t know if you’ve dabbled with Google notebook, right? It can, it can take all that content and turn it into an audio file. And it’s scary. How real it sounds. Gabe Lullo  20:54 It is pretty scary. And I have seen tools like that. I love there’s one right now, where it’s actually tracking not even what someone is saying, but how they’re saying it. So tonality, right is a huge piece of communication, as we know, and so it’s literally listening to calls and sales calls, and not just again, we’ve seen it before, like, you know, Gong and others, where it’s telling, hey, maybe say this. Don’t say that, but it’s also giving that score of how they’re delivering that message, which, in my world, is huge because, you know, I could read a script, or I can, you know, have an amazing performance, and that’s how we approach, you know, the way we communicate on a phone call. So that is why we’re so excited. Because there’s new tools coming out all the time that are really, really impactful, for sure. Christian Klepp  21:42 Absolutely, absolutely. So you’ve touched on this a little bit like in the past couple of minutes, but explain how market research and strategy help to develop a solid marketing funnel, not a leaky one. Gabe Lullo  21:55 Yeah. I mean, I think it’s your playbook, right? You know, you have to have a built out playbook, and it’s your guide. And it’s not just important to go to market with a playbook, but it’s also going to market to scale, right? You know, once you get it to work, the ever everything after that is, how do we duplicate and how do we scale? So the playbook is that design is the architecture behind your strategy. So when we do start pouring fuel on the fire and we’re adding people, we’re adding leads, we’re adding workflows, we’re adding everything outside of that, we still go back to the playbook. It’s like the Constitution, right? Everything based off that in our country. I know we’re in different ones, but my point is is, is you have a framework, right, that we go off of and that playbook is so vital to our importance of market research gives us a great understanding of where that playbook is built and how it’s designed and how it’s architected, and that’s how we that’s how we do it here. Christian Klepp  22:55 And even how the playbook can be iterated, right? Because let’s not forget that it’s not written in stone. Gabe Lullo  23:01 Evolving. Yeah, absolutely. I do want to warn people, though, evolve with time. Be patient, right? You know, marketing, sales, development, it’s not a light switch. Yeah, I always say it’s like boiling water, right? So a watch pot technically does boil. It’s just painful to watch. So, but the point is, is that you have to give it enough time to see if that playbook is yielding results. What you don’t want to do is change the play, you know, too many times in the middle of the game, because then you look confused and confused. People do nothing, right? So, yes, is it evolving? Does it pivot? Does it grow? Do you do you change things up, of course. But also you want to do it in a tactful timeline to make sure that it is truly a working playbook or not. Christian Klepp  23:47 Absolutely, absolutely. And you brought something up, and I have to ask this, this next question, it’s… We know, from a marketing point of view, that rolling out these initiatives and seeing the results takes time, yeah, but we’ve had, I’ve certainly had this experience in B2B, that there are people, again, at the top, that don’t have oversight into the day to day, and probably also don’t understand quite how the process works, that don’t have that patience, right, that are telling you, like, hurry up and deliver like, we want results right now. So what do you say to those, I guess the people that are doubting that this initiative needs more time than they think it does. Gabe Lullo  24:30 Yeah. I mean, I think looking at benchmarks and case studies and past results is very important, like I said, Back to the boiling of water. You can show a thermometer as well, like you can see, is it working well? You can put a thermometer in a boiling pot of water and watch the temperature go up, right? And it gives you a clear indication and forecast, if you will, that you’re going to achieve boiling point eventually. It’s not just again, you put the water in and then. And you all of a sudden, measure boiling. You have to measure along the way, and that’s we want to do. So what the ways we do it specifically is, if we’re working on a campaign that is almost a look alike campaign to another company, maybe it’s in the same industry, same ICP, you know, same your size, same scope, we can look at that historical result and say, Hey, by the way, if we do these, these, these and these, you’re going to we’re going to expect boiling point at this time based on a company that’s very similar to yours. Now, is it identical? No, maybe that company has really bad sellers we talked about. Maybe that company doesn’t really care about content and they’re just missing the boat there. Maybe they have a crappy website, like, I don’t, there’s different levers that could, you know, alter the recipe, but we can absolutely make highly educated guesses, as opposed to just trying to wing it or give false expectations. Christian Klepp  25:54 Yeah, yeah, no, that’s absolutely right, all right. I mean, you’ve given us a lot of, like, recommendations, a lot of actionable tips. So walk us through, and I know it varies from company to company and case by case, but walk us through the process of how you actually fix a leaky marketing funnel. Like, what are the steps? What are those key components that absolutely have to be in that process? Gabe Lullo  26:14 Yeah, you have to, you know, inspect what you expect. You have to understand what your messaging is, and you have to A/B test it all the time. I A/B test everything, whether it’s data vendors, whether it’s email messaging, whether it’s LinkedIn content, what you have, obviously mechanisms, depending on what tech you’re working with, what vendors you’re working with, or your history or historical results are to give you grades and scores and A/B testing everything. So if you have, you know campaigns that are running that are successful, you should be able to know how to measure that. That’s what’s so important. So you have to have inspect, inspection tools in place across everything you’re doing on those campaigns to tell you, Hey, this is broken, this is leaky. This isn’t working. Or on the flip side, this is crushing right now. This is totally resonating right now, and we’re loving these, seeing these numbers, and then pour fuel on that fire and focus on that and remove the other ones, and still A/B test, because you always want to keep getting better. So A/B test everything, define the leaks, and then try to fix those leaks as fast as possible. Christian Klepp  27:23 Fantastic, fantastic. And because we’re talking about marketing funnels, I mean, like, I can’t help myself but ask you, okay, but what about metrics? Because that’s something that people want to see, right? But I’m not talking about like, let’s, let’s come up with this like, laundry list of like metrics, and you go down this deep rabbit hole. Like, what are the metrics that you would say, or you would advise B2B Marketers to look at to say, like, okay, we’re trying to fix the leaky marketing funnel here, and these metrics will help you to indicate that there is progress. Gabe Lullo  27:53 Yeah. I mean, it’s harder now than ever before to metric things out, and it’s because of tech that’s kind of getting in the way. You know, for instance, in an email campaign, there’s been some rules and regulations in the last recent years that prevents us from seeing whether or not there’s clicks and opens that are happening on email campaigns. I’ve actually removed many of those triggers completely away from our campaigns, because it’s preventing deliverability, and it’s preventing our ability to keep domains healthy. So there are a lot of moving parts right now that’s happening because of these AI filtration tools. I just heard Google just released that it’s going to now put disclaimers and emails saying that this was written by AI. And so there’s it’s ever involving so depending on I guess when your listeners are hearing this, it may be completely different in a year, but I will tell you that there are definitely things that we need to metric and we need to have KPIs for. But I think the priority of what we used to measure two, three years ago, is significantly different than what we measure today, because of those rules and regulations. So if we’re talking about emails, I want to know what we’re sending, who we’re sending it to, who obviously is responding. What are those responses look like? Is it turning to an actual lead? Are we turning on warm leads, or are we just looking at set meetings? You know, it’s interesting, right? There is only about 2 to 3% of the market ever wants to truly buy, and they’re in buying mode, and I think a lot of companies are just looking for those people, and about 20% of the market is actually interested in buying and we turn that entire segment off. It’s about 10 times more people. But if we can warm the nurture them correctly, and message them correctly, that’s where the rubber meets the road, and that’s where your gold is. I like to analogize everything. So, yeah, when you have a green apple, right? What do you do with the green apple? You put it on the window sill, and then the sun on the windowsill warms it up. Now, that doesn’t mean you just throw out the apple. That means you have a lot of opportunity. You just have. To nurture, and you be patient. And you have to know that timing is everything in business. So if you’re just looking for the red apples, you’re only gonna get 3% if you’re looking for green apples that turn into red apples, now you’re getting 25% so focus on the 25, be patient. Fix those leaky buckets, of course. A/B test, and then then you measure. Christian Klepp  30:20 Yeah or you get yourself an apple orchard. You mentioned one keyword there, nurture, right? I think that’s the one that’ll I see a lot of, like people in sales and even in marketing, right? They just don’t take that time to nurture those leads. They close in. I keep saying they close in for the kill too fast, right? Gabe Lullo  30:44 Yeah. I mean, go back to that food analogy, that the fruit analogy, again. Christian Klepp  30:49 Sure. Gabe Lullo  30:49 I’m on a roll with that. Christian Klepp  30:50 Please. Gabe Lullo  30:50 It’s the low hanging fruit cliche, right? Christian Klepp  30:52 Yes. Gabe Lullo  30:52 Everyone focuses on the low hanging fruit. They’re not focusing on what else is part of that harvest. They’re not focusing on the nurturing. They’re not focused on watering. They’re not focusing on circling back, following up, checking in, providing value in those checks. Not just say, Hey, I’m following up, no, provide value in those seconds, right? And that’s again, that’s where you see excellence happen, you know? And there’s a lot of young, and I don’t mean to be age, but like tenure, people that are experienced, that are in these experience roles right now, and I feel that they’re just trying to get that quick answer and that quick response. And we’re in this like dopamine, like, you know, hit like social media environment right now. Not to go off topic, but I think people are not again, they’re in this microwave society, and they don’t understand the value of nurturing. And if you do and you treat that part seriously, wow, it usually is a windfall at that time. Christian Klepp  31:47 Absolutely, absolutely. It’s an art, a skill, a craft, isn’t it? Right? All of you love, okay, my friend, we come to the point in the conversation where we’re talking about actionable tips, and Gabe, you’ve given us plenty, all right, but just think of this kind of like a recap. If there was somebody listening to this conversation that you and I are having, and you want them to walk away with three to five things that they that they can take action on right now, when it comes to fixing a leaky marketing funnel, what would they be? Gabe Lullo  32:17 Well, I think the best thing is you have to really decide if you have the right people in place, right, and are they? And it doesn’t mean that they are the ones that are going to bring it home. It doesn’t mean that they’re they don’t need support and training and love, like, do they have the commitment? Do they have good experience? Are they willing to roll up their sleeves and get get a little dirty, and if you feel like you have a great team in place of people that are ready to get to work and solve some problems. I think that is literally step one. Step two is, do we have the messaging in the mark, in the ICP nailed down? We really need to know that, because, again, there’s no point of building a campaign if you don’t know who you’re sending it to. And then, thirdly, you really have to make sure that you’re willing to A/B test. It’s hard enough to build a campaign, but it’s much more difficult to build two or three campaigns. Run three campaigns, right as opposed to one, and score each of them to determine what’s working, what’s effective, and what’s not, and then you pivot based on those results. So I think finding a great team is basic and fundamental. Finding a great ice or determining a great ICP is before you build the messaging and then measure the message across multiple campaigns, and then you should be on your way Christian Klepp  33:29 And test, test, test, everything, right? Gabe Lullo  33:34 Yes, it’s great. It could be working. It’s exciting, but maybe there’s a significantly more effective way of doing it, even though it’s still working, and let the data make those decisions for you and drive everything based off data driven decisions, and that’s how you should be operating. Christian Klepp  33:51 Absolutely, absolutely. All right. Here comes the soapbox question, a status quo in your area of expertise that you passionately disagree with and why? Gabe Lullo  34:05 Yeah, I think the big thing right now, and I have to just kind of talk about my space, because you said in my industries, like, there’s a lot of, you know, people out there soapboxing, to be exact, on things that are dead or not. And I will tell you that, you know, cold calling is dead, emailing is dead. You know, LinkedIn is dead, or all of these things and and when you peel back the onion, you notice that those individuals who are saying that users are trying to sell a book or something, and nothing against selling books, but it sounds like there’s a personal agenda and not actual operational intelligence that is dictating what they’re saying. So to your point about testing everything, don’t assume something is not going to work just because someone said it on the internet. Test it and then decide if it’s going to work. And it may surprise you in a big, big way. Christian Klepp  34:56 I truly believe that, man, I truly believe that. I mean to your point. About, like, email being dead. I mean, I did close one client who was a guest on the show, and it took me a year to close, but I closed it through email. Gabe Lullo  35:09 Yeah. Christian Klepp  35:11 Right. And it’s to your point, it’s sending, sending that person articles that were relevant to that person’s industry and saying, like, Hey, I read this the other day, what are your thoughts on this? And here’s my take. What do you think? Gabe Lullo  35:24 That is the best way to do an email, right? You know, we do a lot of content and on social media, we do a lot of podcasting, posts on LinkedIn, but that’s all great, but where the rubber meets the road is you take that post and you send it in an email or a direct message and say, Hey, listen. This made me think of our last conversation, and I really liked the way that this person mentioned this. Do you think you know that there is, is the timing right here to reopen this conversation, and you feel like the problem is still existing in your world, and love to see if we can solve it for you, that type of content, that type of message, that type of verbiage at the right time in a nurture campaign like we discussed, close one business, right? That’s how it works. Christian Klepp  36:08 Absolutely, absolutely okay. Here comes the bonus question, and for those of you that are listening to the audio version, Gabe’s got two guitars right behind him, so I’m just gonna go on a hunch here that he likes playing guitar, right? So the question is, if you had the opportunity to, like, go on a tour with your favorite guitarist/musician, who would it be, and where would you go? Gabe Lullo  36:36 Wow, I love this question. I do play the guitar. I’m a bet big avid music player. Love Rock as well, but all genres, I will say, in real life, we just actually my family, my wife and daughter and I went to go see Oasis reunion tour, which was in Toronto, actually, out of all places. Christian Klepp  36:53 That’s right, you mentioned it. Gabe Lullo  36:54 Yeah, we went to see that. It was epic. Obviously, the brothers have been apart for many years. A lot of drama there. But yeah, you know, I’m old enough to remember their original songs, so it was cool to reminisce and introduce my daughter to that music, which was pretty cool. We’re gonna go see Paul McCartney in a few weeks. He’s on tour now and never seen him or I’m a big fan of The Beatles, and I think that would be really exciting to tour with him, obviously. And I think those are definitely both of those right there kind of sum up the type of music that I resonate with. Christian Klepp  37:26 Amazing, amazing. I just remember, like, this is, this is a couple of years ago. I think he’s already passed away, but Compay Segundo. Gabe Lullo  37:33 Oh yeah. Christian Klepp  37:34 Buena Vista Social Club. And the guy was in his 90s, and they were, they had a concert, and they they brought him up in stage in his wheelchair, helped him get up, get out of that wheelchair, and they gave him that guitar, and off he went, Man, like, Gabe Lullo  37:48 Yeah, yeah, that’s amazing, man, that’s amazing. Christian Klepp  37:53 Gabe, this has been such a great conversation. Thank you so much for coming on and for sharing your experience and expertise with the listeners. So please quick intro to yourself and how folks out there can get in touch with you. Gabe Lullo  38:03 Yeah, LinkedIn is the best way to connect with me directly. I post twice a day, every day. We’re very bullish with our content. There’s a lot of free material there. We have a newsletter, so please take a look at that, and if you like what you see, and he heard today, you know, reach out, and I’ll definitely be responsive. And you know, anyone who is looking or struggling with the after-sales motion, which are after marketing motion, that sales development function, that’s where we play, and we’d love to look at what you’re looking for and see how we can help. Christian Klepp  38:33 Sounds good. Gabe, once again, thank you so much for your time. Take care, stay safe and talk to you soon. Gabe Lullo  38:38 Thanks, Christian. Christian Klepp  38:39 All right. Bye for now.

Az apja meghalt, az anyja elhagyta, kétévesen került a rendszerbe, ahol „kutyaként bántak velük”. Tamásnak a rendszerszintű intézményi erőszak határozta meg a fejlődését és szocializációját. Hosszú és kegyetlen út vezetett odáig, míg maga mögött tudta hagyni.00:00 Mai vendégünk: Tamás03:25 Élet a Szőlőben: slagozás, orrtörés, erőszak30:22 Kétévesen állami gondozásba: egyenes út a bűncselekményekhez51:11 A fordulat: Tamás rendezett életet épít59:57 Az intézményi norma: indulatkezelés csak agresszióval1:11:23 Üzenet a politikának és a gyerekeknek—Támogasd a Partizánt!https://www.partizan.hu/tamogatas—Csatlakozz a Partizán közösségéhez, értesülj elsőként eseményeinkről, akcióinkról!https://csapat.partizanmedia.hu/forms/maradjunk-kapcsolatban—Legyél önkéntes!Csatlakozz a Partizán önkéntes csapatához:https://csapat.partizanmedia.hu/forms/csatlakozz-te-is-a-partizan-onkenteseihez—Iratkozz fel tematikus hírleveleinkre!Kovalcsik Tamás: Adatpont / Partizán Szerkesztőségi Hírlevélhttps://csapat.partizanmedia.hu/forms/iratkozz-fel-a-partizan-szerkesztoinek-hirlevelereHeti Feledyhttps://csapat.partizanmedia.hu/forms/partizan-heti-feledyVétóhttps://csapat.partizanmedia.hu/forms/iratkozz-fel-a-veto-hirlevelere—Írj nekünk!Ha van egy sztorid, tipped vagy ötleted:szerkesztoseg@partizan.huBizalmas információ esetén:partizanbudapest@protonmail.com(Ahhoz, hogy titkosított módon tudj írni, regisztrálj te is egy protonmail-es címet.)Támogatások, események, webshop, egyéb ügyek:info@partizan.hu

Gary and Tam dish out the latest celeb gossip, from Teyana Taylor's Golden Globes triumph in 'One Battle After Another' to relationship bombs, including Tracy Edmonds, Anthony Anderson, and more!

Send us a textOur ACOTAR deep dive continues with chapters 7-12.Feyre learns there is a mysterious woman everyone is terrified of (I didn't even know my mother was in Prythian) and overhears Lucien warning Tamlin that they are running out of time (ominous!). She also discovers Prythian has its very own Gossip Girl (XOXO, Suriel) and trauma bonds with Tam.This week's “Maasive” Spoiler Section dives into Mrs. Archeron theories, from fae, to witch, to just a really, really bad mom. Next week: chapters 13-18Instagram and TikTok @DTFaePodcast. If you are enjoying the show, subscribing, rating, and reviewing helps the podcast grow. Merch available on dtfaepodcast.com.

We dig into why traffic is fragmenting, why single-channel expertise won't cut it, and how expert generalists, stronger offers, and brand strategy are now the true growth levers. We share a practical path from productized “done-for-you” to higher-margin “done-with-you,” plus frameworks for attribution, remote team performance, and human-in-the-loop AI.• AI-driven traffic shifts and platform changes• Generalists with deep skills as the new edge• Offers, positioning, and CRO over channel tricks• Human-in-the-loop standards to avoid AI slop• Done-with-you consulting to expand TAM and margin• Retainers, value pricing, and capacity planning• Attribution redesign and qualification signals• Objectives, metrics, KPIs, and NPS for retentionGuest Contact Information: Website: agencyacquisitions.ioLinkedIn: linkedin.com/in/nickavariaTwitter/X: x.com/Nick_AvariaYouTube: youtube.com/@AgencyAcquisitionsInstagram: instagram.com/nick_avariaMore from EWR and Matthew:Leave us a review wherever you listen: Spotify, Apple Podcasts, or Amazon PodcastFree SEO Consultation: www.ewrdigital.com/discovery-callWith over 5 million downloads, The Best SEO Podcast has been the go-to show for digital marketers, business owners, and entrepreneurs wanting real-world strategies to grow online. Now, host Matthew Bertram — creator of LLM Visibility™ and the LLM Visibility Stack™, and Lead Strategist at EWR Digital — takes the conversation beyond traditional SEO into the AI era of discoverability. Each week, Matthew dives into the tactics, frameworks, and insights that matter most in a world where search engines, large language models, and answer engines are reshaping how people find, trust, and choose businesses. From SEO and AI-driven marketing to executive-level growth strategy, you'll hear expert interviews, deep-dive discussions, and actionable strategies to help you stay ahead of the curve. Find more episodes here: youtube.com/@BestSEOPodcastbestseopodcast.combestseopodcast.buzzsprout.comFollow us on:Facebook: @bestseopodcastInstagram: @thebestseopodcastTiktok: @bestseopodcastLinkedIn: @bestseopodcastConnect With Matthew Bertram: Website: www.matthewbertram.comInstagram: @matt_bertram_liveLinkedIn: @mattbertramlivePowered by: ewrdigital.comSupport the show

What if your hobby wasn't just fun but actually caring for your brain? Erin & Tam break down research showing that creative hobbies may help slow brain aging. We talk about why learning, play, and curiosity matter more than mastery, why hobbies aren't a waste of time, and how making space for creativity can be a powerful form of brain care and self-care for busy millennial moms.  https://www.nature.com/articles/d41586-025-03197-z

Brian Nowak: Welcome to Thoughts on the Market. I'm Brian Nowak, Morgan Stanley's Head of U.S. Internet Research. Andrew Percoco: And I'm Andrew Percoco, Head of North America Autos and Shared Mobility Research. Brian Nowak: Today we're going to talk about why we think 2026 could be a game changer and a point of inflection for autonomous vehicles and autonomous driving. It's Thursday, January 8th at 10am in New York. So, Andrew, let's get started. Have you ridden an autonomous car before? Andrew Percoco: Yeah, absolutely. Took a few in L.A., took one in San Francisco not too long ago. Pretty seamless and interesting experience to say the least. Brian Nowak: Any accidents or awkward left turns? Or did you feel pretty comfortable the whole time? Andrew Percoco: No, I felt pretty comfortable the whole time. No edge cases, no issues. So, all five star reviews for me. Brian Nowak: Andrew, we think your answer is going to be a lot more common as we go throughout 2026. As autonomous availability scales throughout more and more cities. Things are changing quickly. And we kind of look at our model on a city-by-city basis. We think that overall availability for autonomous driving in the U.S. is going to go from about 15 percent of the urban population at the end of 2025 to over 30 percent of the urban population by year end 2026. Andrew Percoco: Yeah, totally agree. Brian, I'm just curious. Like maybe layout for us, you know, what you're expecting for 2026 in more detail in terms of city rollouts, players involved and what we should be watching for throughout the next, you know, nine to 12 months. Brian Nowak: We have multiple new cities across the United States where we expect Waymo, Tesla, Zoox, and others to expand their fleet, expand autonomous driving availability, and ultimately make the product a lot more available and commonplace for people. There are also new potential edge cases that we think we're going to see. We're going to have our first snow cities with Waymo expected to launch in Washington, D.C.; potentially in Colorado, potentially in Michigan. So, we could have proof of concept that autonomous driving can also work in snow throughout [20]26 and into 2027 as well. So, in all, we think as we sit here at the start of [20]26, one year from now, there's going to be a lot more people who are going to say: I'm using an autonomous car to drive me around in my everyday practice. Andrew Percoco: Yeah, that makes a lot of sense. And I guess, what do you think the drivers are to get us there, right? There's also some concerns about safety, adoption, you know, cost structure. What are the main drivers that really make this growth algorithm work and really scales the robotaxi business for some of the key players? Brian Nowak: Part of it is regulatory. You know, we are still in a situation where we are dealing with state-by-state regulatory approvals needed for these autonomous vehicles and autonomous fleets to be built. We'll see if that changes, but for now, it's state by state regulation. After that, it comes down to technology, and each of the platforms needs to prove that their autonomous offerings are significantly safer than human driving. That is also linked to regulatory approval. And so, when we think about fleets becoming safer, proving that they can drive people more miles without having an accident than even a human can – we think about the autonomous players then scaling up their fleets. To make the cars and fleets available to more people. That is sort of the flywheel that we think is going to play out throughout 2026. The other part that we're very focused on across all the players from Waymo to Tesla to Zoox and others is the cost of the cars. And there is a big difference between the cost of a Waymo per mile versus the cost of a Tesla per mile. And we think one of the tension points, Andrew, that you can, you can talk about a little bit here, is the difference in the safety data and what we see on Tesla as of now versus Waymo – versus the cost advantage that Tesla has. So, talk about the cost advantage that Tesla has through all this as of right now. Andrew Percoco: Yeah, definitely. So, you know, as you mentioned, Tesla today has a very clear cost advantage over many of the robotaxi peers that they're competing with. A lot of that's driven by their vertical integration, and their sensor suite, right? So, their vehicle, the cost of their vehicle is – call it $35,000. You've got the camera only sensor approach. So, you don't have lidar, expensive lidar, and radar in the vehicle. And that's just really driven a meaningful cost improvement and cost advantage. On our math about a 40 percent cost advantage relative to Waymo today. Now going forward, you know, as you mentioned, I think the key hurdle here or bottleneck, that Tesla still needs to prove is their safety. And can they reach the same safety standards as a human driver? And, you know, the improvement that you've seen from Waymo. You know, to put some numbers around this. Based on publicly available data in Austin, Tesla's getting in a crash, you know, every about, call it every 50,000 miles; Waymo is closer to every 400,000 miles per crash. So today, Waymo is the leader on safety.I think the one important caveat that I want to mention here is that's on a relatively small number of miles driven for Tesla. They've only driven about 250,000 miles in Austin, whereas Waymo's driven close to, I think, a hundred million miles cumulatively. So, when you look back, I think this is going to be the kind of key catalyst and key data point for investors to watch is – how that data improves over the course of 2026. If you track Waymo – Waymo's data improved substantially as their miles driven improved, and as they launched into new cities.We'd expect Tesla to follow a similar trend. But that's going to be a huge catalyst in validating this camera only approach. If that happens, Tesla's not limited in scale, they're not limited in manufacturing capacity. You can meaningfully see them expand… Or you can see them expand quite quickly once they prove out that safety requirement. Brian Nowak: I think it's a great point because, you know, one of the other big debates that we are all going to have to monitor in the AV space throughout 2026 is: How quickly does Tesla completely pull the safety drivers, and how quickly do they scale up production of the vehicles? Because one of the bank shots around autonomous driving is actually the rideshare industry. You know, we have partnerships; some partnerships between Waymo and Uber and Waymo and Lyft. But Tesla is not partnering with anyone. And so, I think the extent to which we see a faster than expected ramp up in deployment from Tesla can have a lot of impact. Not only on autonomous adoption, competition with Waymo, but also the rideshare industry.So how do you think about the puts and takes on Tesla and sort of removing the drivers and scaling up the fleet this year? What should we be watching? Andrew Percoco: Yeah, so they've already made some strides there in Austin. They've pulled the safety monitor. They haven't opened that up to the public yet without the safety monitor. They're still testing, presumably in that geography. They need to be extremely careful in terms of, you know, the regulatory compliance and making sure they're doing this in a safe way. Ultimately that's what matters most to them. We do expect them to roll it out to the public without the safety monitor in 2026. Whether or not, that's the first quarter or the third quarter – is a little bit tougher to predict. But I think it's reasonable to assume whatever the timeline is, they're going to make sure it's the safest way possible to ensure that there's, you know, no unintended consequences as it relates to regulation, et cetera. I think one, also; one important data point or interesting data point here. You know, we model, I think, a 100 percent CAGR in miles driven, autonomous miles driven through 2032. You can talk a little bit about, you know, what the implications for rideshare, but I think important. It's important to contextualize that would still only represent less than 1 percent of total U.S. miles driven in the U.S. So substantial growth over the next, call it six or seven years. But still a massive TAM to be tapped into beyond 2032. And I think the key there is – what's the cost reduction roadmap look like? And can we get robotaxis to a point where they are cheaper than personal car ownership? And could robotaxis at some point disrupt the car ownership process? Brian Nowak: Yeah. And the other more important point around rideshare will be how much do these autonomous offerings expand the addressable market for rideshare and prove to be incremental? As opposed to being cannibalistic on existing ride share rides. Because you're right that, you know, even our out year autonomous projections still have it less than 1 percent of the total trips. But the question is how much does that add to ride share? Because in some scenarios, those autonomous trips could end up being 20 to 30 percent of the rideshare industry. This matters for Uber and Lyft because while they are partnering Waymo and other autonomous players across a handful of markets, they're not partnered in all the markets. And in some markets, Waymo is going alone. Tesla is going at it alone. And so when we look at our model and we say as of 2024, Uber and Lyft make up 100 percent of the ride share industry based on the current partnerships, which includes Waymo and Tesla and all; and Zoox and all the players, we think that Uber and Lyft will only make up 30 percent of the autonomous driving market. And so it's really important for the rideshare industry that when, number one, we see AV's being incremental to the TAM; and two, that Uber and Lyft are able to continue to add more partnerships over time to drive more of that overall long-term AV opportunity and participate in all this rideshare industry over the next five years. Andrew Percoco: I think it's really clear that the future of autonomous vehicles is here and we've reached an inflection point; and there's a lot of interesting catalysts and data points for us and for investors to watch for throughout 2026.So Brian, thanks again for taking the time to talk. Brian Nowak: Andrew, great speaking with you. And thanks for listening. If you enjoy Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or colleague today.

Grandp Bill Focus: The 12th House "Bridge" & The 11th House "Scaffolding"The Theme: The Invisible Work. This is the house of the subconscious, secrets, and spiritual closure.The Pluto Factor: Pluto is now a permanent resident here. For you, this means a deep "soul-cleanse." You are letting go of old identities and "karmic loops" from the last 15 years.Interview Insight: Ask Tam about the "Quiet Before the Storm." In the Almanac, how does she recommend we handle the exhaustion that often comes when the 12th House is this active?Keywords: Closure, Intuition, Sanctuary, Restoration, Subconscious.The Theme: The Tribe & The Blueprint. This house rules your social circles, fans, and long-term "Hopes and Wishes."The Action: While the 12th house is dreaming, the 11th house (Capricorn) is demanding structure.The Jan 9 Peak: The Sun meets Mars here. This is your "Business of Being Pisces" moment. It's about finding the right people to help launch your 2026 vision.Keywords: Alliances, Networking, Long-term Goals, Community, Scaffolding.The Tension: You may feel pulled between wanting to go into a "Pisces Cave" (12th House) and needing to show up for your community (11th House).The Goal: Use the first 15 days of January to finalize the "who" (11th House) so you can spend February focusing on the "why" (12th House).Janet's Note: Since Janet generated your chart, remind Tam that your "Social House" (11th) is currently the anchor keeping your "Spiritual House" (12th) from drifting off into space.Jan 9: Sun/Mars Conjunction (The "Green Light" for your 11th House community projects).Jan 18: New Moon in Capricorn (A reset for your long-term dreams).Jan 26: Neptune (Your ruler) enters Aries (A massive shift in how you value yourself).1. The 12th House (Aquarius Stellium: Jan 4–11)2. The 11th House (Capricorn Conjunction: Jan 1–15)3. The "Bridge" Dynamics (Now through March)

Kevin Hartz, Co-founder of A*, Eventbrite, Xoom, and Sauron.Kevin has been building and investing in technology companies for 30 years, and we talk about how the industry's evolved, why he calls AI the Mother of All Bubbles, why we're still early, and lessons today's breakout AI companies can learn from those that survived the Dot Com Crash.Kevin is a big proponent of backing young founders. A significant percentage of his latest fund at A* is invested in teenagers, and he shares how he identifies outlier talent so early, from Seed investments in Airbnb, PayPal, and Pinterest, to many of today's hottest AI companies.He also shares the insane story of investing 100% of the proceeds from his first startup into PayPal's Seed round, how PayPal's early fraud systems inspired Palantir, what he learned from the PayPal Mafia, from Peter Thiel, and what makes Founders Fund special.We also talk about how he and his wife recently had two babies, five months apart, using genome screening and surrogates.Thanks to Ramtin Naimi, Navya Gudimetla, and Bennett Siegel for helping brainstorm topics for the conversation.Try Numeral, the end-to-end platform for sales tax and compliance: ⁠https://www.numeral.com⁠Sign-up for Flex Elite with code TURNER, get $1,000: https://form.typeform.com/to/Rx9rTjFzTimestamps:(4:25) Power shift from VC's to founders since the 90's(9:08) AI is the mother of all bubbles(12:40) Why AI is still underhyped(14:10) What Kevin and A* are investing in today(16:02) Investing 100% of his first startups proceeds in PayPal's Seed round(21:21) What made the PayPal Mafia special(23:37) Parallels between the 90's and today(26:40) What makes Founders Fund special(35:07) How Palantir evolved from PayPal's fraud models(39:06) Building Xoom on the PayPal API(43:38) Lessons between Kevin's 1st and 2nd startups(46:52) Starting Eventbrite off early PayPal API app(51:51) Eventbrite's hidden TAM challenge(53:49) Selling Eventbrite to Bending Spoons(54:59) Investing 20% of A* in teenage founders(1:02:33) Incubating Sauron, the home security company(1:08:44) Making breakfast for our kids(1:13:33) Having kids with genome screening and surrogates(1:20:31) Collecting art, how to get startedReferencedhttps://www.a-star.co/https://www.eventbrite.com/https://www.xoom.com/https://www.sauron.systems/https://www.orchidhealth.com/Setting the Table by Danny Meyer: https://www.amazon.com/Setting-Table-Transforming-Hospitality-Business/dp/006074276320% of fund in teenage founders: https://techcrunch.com/2025/10/18/this-top-vc-bet-close-to-20-of-his-fund-on-teenagers-heres-why/https://nypost.com/2025/12/14/us-news/xu-bo-chinese-billionaire-reportedly-sires-more-than-100-kids/Follow KevinTwitter: https://x.com/kevinhartzLinkedIn: https://www.linkedin.com/in/hartzFollow TurnerTwitter: https://twitter.com/TurnerNovakLinkedIn: https://www.linkedin.com/in/turnernovakSubscribe to my newsletter to get every episode + the transcript in your inbox every week: https://www.thespl.it/

A mai műsorban a világ tőkepiacait járjuk körbe, jó lehetőségek és tanulságok után kutatva. Móró Tamással, a Concorde stratégájával végigvesszük Amerika, Ázsia, Európa és a régiónk legfontosabb kérdéseit, mit üzennek január első napjainak árfolyammozgásai, és milyen trendek indulását vagy zárását követhetjük éppen, miközben a világ a venezuelai elnök elrablására, és az újabbnál újabb AI-beruházásokra figyel. Főbb részek: Intro – (00:00) Új év a tőkepiacokon – (01:01) A címlapkép illusztráció. Címlapkép forrása: Getty ImagesSee omnystudio.com/listener for privacy information.

- SUBSCRIBE TO OUR PODCAST: http://cornerofthegalaxy.com/subscribe/  - COG LA GALAXY DISCORD: https://discord.gg/drr9HFZY2P - COG ANTHEM MUSIC BY RAY PLAZA: https://linktr.ee/munditoplaza - COG ANTHEM MUSIC DOWNLOAD: https://open.spotify.com/artist/3asiasldwKyoCRm1Vzx2h7?si=_LmXI9otT9y9j0ChMGMt2w COG STUDIOS, Calif. -- This was not the start to the 2026 season the LA Galaxy envisioned. Riqui Puig is out until 2027 with another ACL surgery. What does that mean for LA? On today's show, hosts Josh Guesman and Kevin Baxter discuss the Galaxy's disastrous predicament and why the timing means they need to find a replacement fast. What does the Season Ending Injury List mean for the Galaxy? And what kind of terms could they expect from a "replacement" DP? Can the Galaxy use TAM? Should they worry about a 2027 season with too many DPs? We've got 60 minutes of Riqui Puig and LA Galaxy talk headed your way. Don't miss it. -- Corner of the Galaxy is kicking off Season 18, just a few shows past number 1,260! And we can't wait to show you everything we've got in store for 2026! This is a reminder that we go live twice a week — on Mondays and Thursdays at 8 PM on YouTube — and that you can find us conveniently on your preferred podcast platform (Apple, Spotify, SoundCloud, YouTube, Google Play, etc.). We're making it easy for you to stay connected! So tell a friend that you've been listening to the longest-running team-specific podcast in Major League Soccer and that 2025 is a great time to start listening!

The most petty and ill informed podcast in the world. Buckfast Club, Brechin Counter, Silence of the Bams? We discuss Scottish sounding films and Tam has a go at Billy Connolly! Wrestling supremo Mark Dallas joins Stuart and Tam to chat about the weekend's football and Oor Wullie at 90.

Motherhood loves to trick us into thinking if we can't do it perfectly, we shouldn't do it at all. But what if “something” is exactly what you need? In this episode, Erin & Tam dive into the power of micro yes's; tiny, gentle choices that help you move out of overwhelm, build momentum, and reconnect with the parts of yourself that get lost in mom life. @theartofhobbyness www.artofhobbyness.com

What actually makes a startup defensible anymore, especially when anyone can build a product overnight with AI?In this episode of Supra Insider, Marc Baselga and Ben Erez sit down with Itamar Novick, founder of Recursive Ventures and longtime operator-turned-investor, to unpack how moats are changing in the AI era and what founders (and senior product leaders) need to internalize if they want to build enduring companies.Itamar draws from over 25 years across product leadership, company-building, and early-stage investing to explain why defensibility matters earlier than most founders think, how traditional moats (marketplaces, SaaS velocity, network effects) still apply, and why AI radically compresses time-to-competition. He breaks down how Recursive Ventures evaluates teams, TAM, and moats at the pre-seed stage, why velocity has become a core signal, and how the venture model itself is being reshaped by smaller teams, faster execution, and lower capital requirements.The conversation also goes deep on founder decision-making: how to choose early investors, why community itself can be a moat, what good vs bad VCs look like when companies fail, and why product leaders should seriously consider jumping into AI-native environments, even if it means a short-term step down.If you're a product leader thinking about founding a company, advising startups, or staying relevant in the next decade, this episode offers a clear, opinionated framework for navigating what's changed and what still matters.All episodes of the podcast are also available on Spotify, Apple and YouTube.New to the pod? Subscribe below to get the next episode in your inbox

SaaStr 835: AI + B2B in 2026: Find the Tailwinds or Get Left Behind with SaaStr CEO and Founder Jason Lemkin Software spend is set to hit record levels in 2026, but you're not getting any of it unless you change. SaaStr CEO and Founder Jason Lemkin breaks down the paradox facing B2B companies right now: It's never been easier to scale to $100M (for a select few), while everyone else struggles. Half of all VC dollars are going into just 4 deals. IPOs ended the year with a whimper. And that AI copilot you built? It doesn't count. In this session, Jason shares the data on what's actually happening and what you need to do to capture your share of the hundreds of billions flowing into software. Key insights: Why "seed is for suckers" in today's VC environment The 3 types of AI products that unlock budget (and the one that doesn't) Why 30% of new IT budget is going to AI and how to steal it The TAM expansion math behind Cursor, Gamma, and AI SDR tools Why copilots and AI features alone won't save you The efficiency metrics every founder needs to track in 2026 If you didn't reaccelerate growth in 2025, you get a D. You can't get a D in 2026.

A Checklist mai ünnepi különkiadásában azt vizsgáltuk meg, hogy melyek azok a folyamatok, trendek, piaci és politikai mozgások, amelyek a legnagyobb hatással lehetnek 2026-os év tőkepiaci fejleményeire – és hol lehet ebből pénzt csinálni? Móró Tamás, a Concorde vezető stratégája segít rendet tenni a zajban: amerikai választások és Trump-gazdaságpolitika, a Fed jövője, az AI-beruházások valódi nyertesei és vesztesei, valamint az európai – különösen a német – stimulus sorsa kerül terítékre. Szó esik arról is, mi történik, ha eltűnik a dollár pozitív reálkamata, hogyan érdemes szelektálni az AI-nehéz techvállalatok közül, és miért lehet 2026 a rotáció éve a globális portfóliókban. Az interjút Vidovszky Áron, a Portfolio Investment Services üzletágvezetője készítette.See omnystudio.com/listener for privacy information.

„Hudba je těžko popsatelná slovy,“ přiznává dirigent v novoročním rozhovoru s Terezou Kostkovou. „Italský skladatel a teoretik hudby Ferruccio Busoni kdysi řekl, že hudba je třepoucí se vzduch. Fyzikální vysvětlení říká, že frekvence se odrážejí v našich uších a my to vnímáme jako hudbu. Jenže tyhle frekvence pronikají také přímo do naší duše. A tam už to začíná být nevysvětlitelné. Tam se ztrácí slova a hudba se stává něčím transcendentálním a nepostradatelným pro život.“Všechny díly podcastu Blízká setkání můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

Joyeux Noël à tous·tes ! Je prends 15 jours de vacances, l'émission reprend le 4 janvier :DAttention, voici 5 nouveaux métiers dans l'écologie qui vont devenir mainstream.Avec Julien Vidal du podcast 2030 Glorieuses et du projet Ca commence par moi.Si tu mets 5 étoiles à ce podcast, tu trouveras le métier de tes rêves. Abonne-toi !SOMMAIRE 03:43 Pourquoi on a peur d'imaginer demain ? 06:34 Métier 1 : Agricultrice urbaine (Ophélie Damblé, Ta Mère Nature) 08:24 Métier 2 : Berger urbain 10:00 Métier 3 : Maître Composteur 13:32 Métier 4 : Boucher végétal14:08 Métier 5 : Architecte low-tech 15:19 Le travail sera-t-il moins important dans nos vies ? 19:47 Créer de l'espace pour trouver son métier de rêve 21:38 Comment l'école peut préparer aux métiers de 2030 ? 26:48 C'est quoi les utopies réalistes ? 31:10 50 fiches des métiers de demain DANS CET ÉPISODE► Le podcast 2030 Glorieuses de Julien► 5 sites pour changer de job : Mon job de sens / Switch collective / Shift your job / Activ'action / Low-tech nation__Le site officiel de Soif de Sens : https://soifdesens.frSoutenir Soif de Sens via Tipeee : https://fr.tipeee.com/changerlemonde__Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

OPEN HEAVENSMATALA LE LAGI MO LE ASO TOFI 1 IANUARI 2026(tusia e Pastor EA Adeboye) Manatu Autu:  Tatalo mo le 2026 (Prayers for 2026)Tauloto Tusi Paia: Salamo 65:9 “Ua e asiasi i le lau‘ele‘ele ma e fa‘asūsūina lava; ‘ua e fa‘alafulemūteleina ai; o le vaitafe o le Atua ‘ua tumu i le vai; ‘ua e saunia a latou saito ‘ina ‘ua fa‘apea ‘ona e sauni i ai.”‭‭Faitauga - Tusi Paia: Kenese 41:47-49TataloTamā, ou te faafetai ia te oe, i lou aumaia o a'u i le 2026. Ou te faafetai i mea uma ua e faia mo a'u, ma lo'u aiga, o a'u uo i lenei tausaga atoa 2025. Tamā, faamolemole fesoasoani mai ia te a'u ia ou alofa ia te oe e sili atu muamua i lenei tausaga fou. Faamolemole fesoasoani mai ia te a'u ia avatu le faamuamua ia te oe i so'o se vaega o lo'u olaga ma ia liaina ese soo se mea e te lei totoina ia te a'u, i le suafa o Iesu. Le Alii e, faamolemole fesoasoani mai ia te a'u ia ou faamaoni ia te oe i lenei tausaga. Fesoasoani mai ia te au ia ou auauna ia te oe ma lo'u loto atoa ma lo'u agaga atoa ma lo'u malosi atoa i le suafa o Iesu. Tamā, faamolemole ia faatonu lenei tausaga e alofaina a'u i soo se vaega o lou olaga. Faamolemole asiasi mai ia te au ma ē pele ia te a'u ma foai mai uaga ia faigofie mea uma, ia vave ma ia faulai i le suafa o Iesu. Le Alii e, faamolemole ia tatala le laueleele e aumaia fua lelei ia faulai mo a'u i lenei tausaga. Ia e faia ia ou fiafia i le taumasuasua i faamanuiaga i lenei tausaga atoa, i le suafa o Iesu. Le Alii e, faamolemole foai mai ia te au ma lou aiga le olioli e lē mafaitaulia i le tausaga toa. Faamolemole aua le faatagaina so'o se mea e oo mai ai le faanoanoa e latalata mai iai matou i le suafa o Iesu. Le alii e, faamolemole ia faateleina lau Ekalesia ma ia malosi i lenei tausaga. Faamolemole foai atu iai le manumalo i so'o se osofaiga a ona fili i lenei tausaga, i le suafa o Iesu. Tamā, faamolemole faatumu ia te a'u i le alofa mo le au matitiva ma e sauaina. Fai a'u ma auupega o le filemu, alofa tunoa ma faamafanafana iai latou i lenei tausaga, i le suafa o Iesu. Tamā, faamolemole fesoasoani mai ia te au e manumaloina agaga ia sili atu i lenei tausaga. E pei ona e folafola i lau upu, faamolemole faaaoga a'u e faatino ai meat etele i lenei tausaga, i le suafa o Iesu.Tamā, faamolemole ia faataga folafolaga uma ua e faia mo a'u ia taunuu. Ia e faia ma faataunuu uma au folafolaga mo au i le suafa o Iesu. Tamā, fesoasoani mai ia te a'u ia ou savali i le poto i lenei tausaga. Faamolemole aumai ia te au le malamalama i lou finagalo ma saunia a'u ia ou savali ai i lona atoaga, i le suafa o Iesu. Tama ia atagia pea lou viiga i lo'u olaga, i le suafa o Iesu e tatalo atu ai nei, Amene. 

Visionary VCs envision 2026 AI evolution via self-improving model architectures. Vertical workflow agents capture $TAM in legacy industries. Compute leasing platforms attract infrastructure-focused LPs.Get the top 40+ AI Models for $20 at AI Box: ⁠⁠https://aibox.aiAI Chat YouTube Channel: https://www.youtube.com/@JaedenSchaferJoin my AI Hustle Community: https://www.skool.com/aihustleSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

A special festive edition of the most petty and ill informed podcast in the world! Stuart and Tam are joined by Big Issue editor in chief Paul McNamee and Calum Mackenzie - composer of the viral Claudio Braga fan chant to reflect on a memorable 2025. Also featuring Nobel Prize winner Professor Sir David MacMillan, Terry Christian, Kenny Macintyre, Sophie Gravia, Susie Mccabe and many more. We ask Terry Christian when was he ever starstruck, we find out from Nobel Prize winning chemist (and Rangers fan) 'can a football club be liquidated?' And just what is a 'baw-map'? Oh... and Get Yourself Checked!

Erin & Tam share what it was like to try a new hobby, mahjong together for the first time. We talk about why it's easier to try something new with a safe person, and how letting yourself be bad at something together gives you permission to enjoy the experience without turning it into another thing to master. @bambirdboutique www.bambirdboutique.com @magpiemahjong www.magpiemahjong.com

OPEN HEAVENSMATALA LE LAGI MO LE ASO LUA 30 TESEMA 2025(tusia e Pastor EA Adeboye) Manatu Autu:  Tatalo mo le 2026 (Prayers for 2026)Tauloto Tusi Paia: Salamo 67:1 “Ia alofa mai le Atua ‘iā i matou, ma ‘ia fa‘amanuia mai i matou; ‘ia malamalama mai ‘iā te i matou ona fofoga. Selā.”‭‭Faitauga - Tusi Paia: Salamo 67:1-7TataloTamā, ou te faafetai atu mo le faasaoina o lo'u ola i lenei tausaga atoa 2025. Ou te vivii ma faamanū i lou suafa paia aua ou te iloa o le a ou maua le sili atu o lou alofa tunoa ma le alofa mutimutivale i le 2026. Tamā, faamolemole, afio ma muamua atu i o'u luma ao ulufale atu i le 2026 ma ia faalauleleia mea uma e mapuepue. Aua nei iai se mea leaga e latalata mai ia te aʻu, faapea ma e pele ia te aʻu i le tausaga fou, i le suafa o Iesu.Tamā e, faamolemole taʻitaʻi ma faasino oʻu ala uma i le 2026. Ia e faatonu i mea ou te savali ai, i le suafa o Iesu.Tamā e, faamolemole ia faalatalata atu a'u nei ia te oe ia mafana la'u mafutaga ma oe i le 2026. Fesoasoani mai ia te au ma lo'u aiga ia mafuta ma tumau ia te oe ia faifaipea, i le suafa o Iesu.Tamā e, faamolemole ia faamalosia le sootaga i totonu o loʻu aiga i le 2026. Ia latalata ma fealofani moni i matou ma ia maua le loto gatasi ia te oe, i le suafa o Iesu.Tamā e, faamolemole ia talaia faitotoa o le alofaina ma le alualu i luma mo aʻu ma loʻu aiga i le 2026. Ou te taʻutino atu o le a matou manuia i totonu o lenei atunuu ua matou aumau ai, i le suafa o Iesu.Le Tamā e, faamolemole tuuina mai le soifua maloloina lelei mo aʻu ma loʻu aiga i le 2026. Ia aua nei faaaluina ni matou aso i le maʻi, i le suafa o Iesu.Le Tamā e, o oe o loʻu puna'oa. Faamolemole, tausi mai ia te aʻu ma loʻu aiga i le 2026. ‘Aua lava nei matou mativa i se mea lelei, i le suafa o Iesu.Tamā e, ia iai le filemu ma le manuia mai ia te oe, e silisili lava i mea uma e manatu i ai, e leoleoina ai o matou loto ‘atoa ma o matou mafaufau ‘iā Keriso Iesu. O le fefe ma le popole, ia mamao ese mai iai matou, i le suafa o Iesu. Le Alii e, faamolemole fa'auuina aʻu mo galuega tetele, mo lou malo i le 2026. Foai mai ia te a'u le loto toa ma le alofa tunoa e tosina mai ai le tele o agaga i lou malo.Tamā e, faamolemole aumai nisi e fesoasoani mai ia te a'u ia ausia faamoemoega o lo'u olaga i le 2026. Ou te lē pologa i le faataunuuina o le faamoemoega lelei ma le manuia o lo'u lumanai ua e foai mai ia te a'u, i le suafa o Iesu.Afio mai oe Agaga Paia e faatumu ia te a'u ia taumasuasua i le 2026, i le suafa o Iesu e tatalo atu ai nei, Amene. 

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/vEdq8rpBM3I In this data-rich keynote, Jay McBain deconstructs the tectonic shifts reshaping the $5.3 trillion global technology industry, arguing that we are entering a new 20-year cycle where traditional direct sales models are obsolete. McBain explains why 96% of the industry is now surrounded by partners and how successful companies must pivot from “flywheels and theory” to a granular strategy focused on the seven specific partners present in every deal. From the explosion of agentic AI and the $163 billion marketplace revolution to the specific mechanics of multiplier economics, this discussion provides a roadmap for navigating the “decade of the ecosystem” where influence, trust, and integration—not just product—determine winners and losers. Key Takeaways Half of today's Fortune 500 companies will likely vanish in the next 20 years due to the shift toward AI and ecosystem-led models. Every B2B deal now involves an average of seven trusted partners who influence the decision before a vendor even knows a deal exists. Microsoft has outpaced AWS growth for 26 consecutive quarters largely because of a superior partner-led geographic strategy. Marketplaces are projected to grow to $163 billion by 2030, with nearly 60% of deals involving partner funding or private offers. The “Multiplier Effect” is the new ROI, where partners can make up to $8.45 for every dollar of vendor product sold. Future dominance relies on five key pillars: Platform, Service Partnerships, Channel Partnerships, Alliances, and Go-to-Market orchestration. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Keywords: Jay McBain, Canalys, partner ecosystem, channel chief, agentic AI, marketplace growth, multiplier economics, B2B sales trends, tech industry forecast, service partnerships, strategic alliances, Microsoft vs AWS, distribution transformation, managed services growth, SaaS platforms, customer journey mapping, 28 moments of truth, future of reselling, technology spending 2025, ecosystem orchestration, partner multipliers. T Transcript: Jay McBain WORKFILE FOR TRANSCRIPT [00:00:00] Vince Menzione: Just up from, did you Puerto Rico last night? Puerto Rico, yes. Puerto Rico. He dodged the hurricane. Um, you all know him. Uh, let him introduce himself for those of you who don’t, but just thrilled to have on the stage, again, somebody who knows more about what’s going on in, in the, and has the pulse on this industry probably than just about anybody I know personally. [00:00:21] Vince Menzione: J Jay McBain. Jay, great to see you my friend. Alright, thank you. We have to come all the way. We live, we live uh, about 20 minutes from each other. We have to come all the way to Reston, Virginia to see each other, right? That’s right. Very good. Well, uh, that’s all over to you, sir. Thank you. [00:00:35] Jay McBain: Alright, well thank you so much. [00:00:36] Jay McBain: I went from 85 degrees yesterday to 45 today, but I was able to dodge that, uh, that hurricane, uh, that we kind of had to fly through the northern edge of, uh, wanna talk today about our industry, about the ultimate partner. I’m gonna try to frame up the ultimate partner as I walk through the data and the latest research that, uh, that we’ve been doing in the market. [00:00:56] Jay McBain: But I wanted to start here ’cause our industry moves in 20 year cycles, and if you look at the Fortune 500 and dial back 20 years from today, 52% of them no longer exist. As we step into the next 20 year AI era, half of the companies that we know and love today are not gonna exist. So we look at this, and by the way, if you’re not in the Fortune 500 and you don’t have deep pockets to buy your way outta problems, 71% of tech companies fail over the course of 10 years. [00:01:30] Jay McBain: Those are statistics from the US government. So I start to look at our industry and you know, you may look at the, you know, mainframe era from the sixties and seventies, mini computers, August the 12th, 1981, that first IBM, PC with Microsoft dos, version one, you know, triggered. A new 20 year era of client server. [00:01:51] Jay McBain: It was the time and I worked at IBM for 17 years, but there was a time where Bill Gates flew into Boca Raton, Florida and met with the IBM team and did that, you know, fancy licensing agreement. But after, you know, 20 years of being the most valuable company in the world and 13 years of antitrust and getting broken up, almost like at and TIBM almost didn’t make payroll. [00:02:14] Jay McBain: 13 years after meeting Bill Gates. Yeah, that’s how quickly things change in these eras. In 1999, a small company outta San Francisco called salesforce.com got its start. About 10 years later, Jeff Bezos asked a question in a boardroom, could we rent out our excess capacity and would other companies buy it? [00:02:35] Jay McBain: Which, you know, most people in the room laughed at ’em at the time. But it created a 20 year cloud era when our friends, our neighbors, our family. Saw Chachi PT for the first time in March of 2023. They saw the deep fakes, they saw the poetry, they saw the music. They came to us as tech people and said, did we just light up Skynet? [00:02:58] Jay McBain: And that consumer trend has triggered this next 20 years. I could walk through the richest people in the world through those trends. I could walk through the most valuable companies. It all aligns. ’cause by the way, Apple’s no longer at the top. Nvidia is at the top, Microsoft. Second, things change really quickly. [00:03:17] Jay McBain: So in that course of time, you start to look at our industry and as people are talking about a six and a half or $7 trillion build out of ai, that’s open AI and Microsoft numbers, that is bigger than our industry that’s taken over 50 years to build. This year, we’re gonna finish the year at $5.3 trillion. [00:03:36] Jay McBain: That’s from the smallest flower shop to the biggest bank. Biggest governments that Caresoft would, uh, serve biggest customer in the world is actually the federal government of the us. But you look at this pie chart and you look at the changes that we’re gonna go through over the next 20 years, there’s about a trillion dollars in hardware. [00:03:54] Jay McBain: There’s about a trillion dollars in software. If you look forward through all of the merging trends, quantum computing, humanoid robots, all the things that are coming that dollar to dollar software to hardware will continue to exist all the way through. We see services making up almost two thirds of this pie. [00:04:13] Jay McBain: Yesterday I was in a telco conference with at and t and Verizon and T-Mobile and some of the biggest wireless players and IT services, which happen to be growing faster than products. At the moment, there is more work to be done wrapping around the deal than the actual products that the customer is buying. [00:04:32] Jay McBain: So in an industry that’s growing at 7%. On top of the world economy that’s grown at 2.2. This is the fastest growing industry, and it will be at least for the next 10 years, if not 2070 0.1% of this entire $5 trillion gets transacted through partners. While what we’re talking to today about the ultimate partner, 96% of this industry is surrounded by partners in one way or another. [00:05:01] Jay McBain: They’re there before the deal. They’re there at the deal. They’re there after the deal. Two thirds of our industry is now subscription consumption based. So every 30 days forever, and a customer for life becomes everything. So if every deal in medium, mid-market, and higher has seven partners, according to McKinsey, who are those seven people trying to get into the deal? [00:05:25] Jay McBain: While there’s millions of companies that have come into tech over the last 10 to 20 years. Digital agencies, accountants, legal firms, everybody’s come in. The 250,000 SaaS companies, a million emerging tech companies, there’s a big fight to be one of those seven trusted people at the table. So millions of companies and tens of millions of people our competing for these slots. [00:05:49] Jay McBain: So one of the pieces of research I’m most proud of, uh, in my analyst career is this. And this took over two years to build. It’s a lot of logos. Not this PowerPoint slide, but the actual data. Thousands of people hours. Because guess what? When you look at partners from the top down, the top 1000 partners, by capability and capacity, not by resale. [00:06:15] Jay McBain: It’s not a ranking of CDW and insight and resale numbers. It is the surrounding. Consulting, design, architecture, implementations, integrations, managed services, all the pieces that’s gonna make the next 20 years run. So when you start to look at this, 98% of these companies are private, so very difficult to get to those numbers and, uh, a ton of research and help from AI and other things to get this. [00:06:41] Jay McBain: But this is it. And if you look at this list, there’s a thousand logos out of the million companies. There’s a thousand logos that drive two thirds of all tech services in the world. $1.07 trillion gets delivered by a thousand companies, but here’s where it gets fun. Those companies in the middle, in blue, the 30 of them deliver more tech services than the next 970. [00:07:08] Jay McBain: Combined the 970 combined in white deliver more tech services. Then the next million combined. So if you think we live in an 80 20 rule or maybe a 99, a 95 5 rule, or a 99 1 rule, we actually live in a 99.9 0.1 parallel principle. These companies spread around the world evenly split across the uh, different regions. [00:07:35] Jay McBain: South Africa, Latin America, they’re all over. They split. They split among types. All of the Venn diagram I just showed from GSIs to VARs to MSPs, to agencies and other types of companies. But this is a really rich list and it’s public. So every company in the world now, if you’re looking at Transactable data, if you’re looking at quantifiable data that you can go put your revenue numbers against, it represents 70 to 80% of every company in this room’s Tam. [00:08:08] Jay McBain: In one piece of research. So what do you do below that? How do you cover a million companies that you can’t afford to put a channel account manager? You can’t afford to write programs directly for well after the top down analysis and all the wallet share and you know exactly where the lowest hanging fruit is for most of your tam. [00:08:28] Jay McBain: The available markets. The obtainable markets. You gotta start from the community level grassroots up. So you need to ask the question for the million companies and the maybe a hundred thousand companies out there, partner companies that are surrounding your customer. These are the seven partners that surround your customer. [00:08:48] Jay McBain: What do they read, where do they go, and who do they follow? Interestingly enough, our industry globally equates to only a thousand watering holes, a thousand companies at the top, a thousand places at the bottom. 35% of this audience we’re talking. Millions of people here love events and there’s 352 of them like this one that they love to go to. [00:09:13] Jay McBain: They love the hallway chats, they love the hotel lobby bar, you know, in a time reminded by the pandemic. They love to be in person. It’s the number one way they’re influenced. So if you don’t have a solid event strategy and you don’t have a community team out giving out socks every week, your competitors might beat you. [00:09:31] Jay McBain: 12% of this audience loves podcasts. It’s the Joe Rogan effect of our industry. And while you know, you may not think the 121 podcasts out there are important, well, you’re missing 12% of your audience. It’s over a million people. If you’re not on a weekly podcast in one of these podcasts in the world, there’s still people that read one of the 106 magazines in the world. [00:09:55] Jay McBain: There are people that love peer groups, associations, they wanna be part of this. There’s 15 different ways people are influenced. And a solid grassroots strategy is how you make this happen. In the last 10 years, we’ve created a number of billionaires. Bottom up. They never had to go talk to la large enterprise. [00:10:15] Jay McBain: They never had to go build out a mid-market strategy. They just went and give away socks and new community marketing. And this has created, I could rip through a bunch of names that became unicorns just in the last couple of years, bottoms up. You go back to your board walking into next year, top down, bottom up. [00:10:34] Jay McBain: You’ve covered a hundred percent of your tam, and now you’ve covered it with names, faces, and places. You haven’t covered it with a flywheel or a theory. And for 44 years, we have gone to our board every fourth quarter with flywheels and theory. Trust me, partners are important. The channel is key to us. [00:10:57] Jay McBain: Well, let’s talk at the point of this granularity, and now we’re getting supported by technology 261 entrepreneurs. Many of them in the room actually here that are driving this ability to succeed with seven partners in every deal to exchange data to be able to exchange telemetry of these prospects to be able to see twice or three times in terms of pipeline of your target addressable market. [00:11:26] Jay McBain: All these ai, um, technologies, agentic technologies are coming into this. It’s all about data. It’s all about quantifiable names, faces, and places. Now none of us should be walking around with flywheels, so let’s flip the flywheels. No. Uh, so we also look at, and I sold PCs for 17 years and that was in the high times of 40% margins for partners. [00:11:55] Jay McBain: But one interesting thing when you study the p and l for broad base of partners around the world, it’s changed pretty significantly in this last 20 year era. What the cloud era did is dropped hardware from what used to be 84% plus the break fix and things that wrap around it of the p and l to now 16% of every partner in the world. [00:12:16] Jay McBain: 84% of their p and l is now software and services. And if you look at profitability, it’s worse. It’s actually 87% is profitability wise. They’ve completely shifted in terms of where they go. Now we look at other parts of our market. I could go through every part of the pie of the slide, but we’re watching each of the companies, and if you can see here, this is what we want to talk about in terms of ultimate partner. [00:12:43] Jay McBain: Microsoft has outgrown AWS for 26 straight quarters. They don’t have a better product. They don’t have a better price, they don’t have better promotion. It’s all place. And I’ll explain why you guess here in the light green line. Exactly. The day that Google went a hundred percent all in partner, every deal, even if a deal didn’t have a partner, one of the 4% of deals that didn’t have a partner, they injected a partner. [00:13:09] Jay McBain: You can see on the left side exactly where they did it. They got to the point of a hundred percent partner driven. Rebuilt their programs, rebuilt their marketplace. Their marketplace is actually larger than Microsoft’s, and they grew faster than Microsoft. A couple of those quarters. It is a partner driven future, and now I have Oracle, which I just walked by as I walked from the hotel. [00:13:31] Jay McBain: Oracle with their RPOs will start to join. Maybe the list of three hyperscalers becomes the list of four in future slides, but that’s a growth slide. Market share is different. AWS early and commanding lead. And it plays out, uh, plays out this way. But we’re at an interesting moment and I stood up six years ago talking about the decade of the ecosystem after we went through a decade of sales starting in 1999 when we all thought we were born to be salespeople. [00:14:02] Jay McBain: We managed territories with our gut. The sales tech stack would have it different, that sales was a science, and we ended the decade 2009, looking at sales very differently in 2009. I remember being at cocktail parties where CMOs would be joking around that 50% of their marketing dollars were wasted. They just didn’t know which 50%. [00:14:23] Jay McBain: And I’ll tell you, that was really funny. In 2009 till every 58-year-old CMO got replaced by a 38-year-old growth hacker who walked in with 15,348 SaaS companies in their MarTech and ad tech stack to solve the problem, every nickel of marketing by 2019 was tracked. Marketo, Eloqua, Pardot, HubSpot, driving this industry. [00:14:50] Jay McBain: Now, we stood up and said the 28 moments that come before a sale are pretty much all partner driven. In the best case scenario, a vendor might see four of the moments. They might come to your website, maybe they read an ebook, maybe they have a salesperson or a demo that comes in. That’s four outta 28 moments. [00:15:10] Jay McBain: The other 24 are done by partners. Yeah, in the worst case scenario and the majority scenario, you don’t see any of the moments. All 28 happen and you lose a deal without knowing there ever was a deal. So this is it. We need to partner in these moments and we need to inject partners into sales and marketing, like no time before, and this was the time to do it. [00:15:33] Jay McBain: And we got some feedback in the Salesforce state of sales report, which doesn’t involve any partnerships or, or. Channel Chiefs or anything else. This is 5,500 of the biggest CROs in the world that obviously use Salesforce. 89% of salespeople today use partners every day. For the 11% who don’t, 58% plan two within a year. [00:15:57] Jay McBain: If you add those two numbers together, that’s magically the 96% number. They recognize that every deal has partners in it. In 2024, last year, half of the salespeople in the world, every industry, every country. Miss their numbers. For the minority who made their numbers, 84 point percent pointed to partners as the reason why they made their numbers. [00:16:21] Jay McBain: It was the cheat code for sales, so that modern salesperson that knows how to orchestrate a deal, orchestrate the 28 moments with the seven partners and get to that final spot is the winning formula. HubSpot’s number in separate research was 84% in marketing. So we’re starting to see partners in here. We don’t have to shout from the mountaintops. [00:16:44] Jay McBain: These communities like ultimate Partner are working and we’re getting this to the highest levels in the board. And I’ll say that, you know, when 20 years from now half of the companies we know and love fail after we’re done writing the book and blaming the CEO for inventing the thing that ended up killing them, blaming the board for fiduciary responsibility and letting it happen. [00:17:06] Jay McBain: What are the other chapters of the book? And I think it’s all in one slide. We are in this platform economy and the. [00:17:31] Jay McBain: So your battery’s fine. Check, check, check, check. Alright, I’ll, I’ll just hold this in case, but the companies that execute on all five of these areas, well. Not only today become the trillion dollar valued companies, but they become the companies of tomorrow. These will be the fastest growing companies at every level. [00:17:50] Jay McBain: Not only running a platform business, but participating in other platforms. So this is how it breaks out, and there are people at very senior levels, at very big companies that have this now posted in the office of the CEO winning on integrations is everything. We just went through a demographic shift this year where 51% of our buyers are born after 1982. [00:18:15] Jay McBain: Millennials are the number one buyer of the $5 trillion. Their number one buying criteria is not service. Support your price, your brand reputation, it’s integrations. The buy a product, 80% is good as the next one if it works better in their environment. 79% of us won’t buy a car unless it has CarPlay or Android Auto. [00:18:34] Jay McBain: This is an integration world. The company with the most integrations win. Second, there are seven partners that surround the customer. Highly trusted partners. We’re talking, coaching the customer’s, kids soccer team, having a cottage together up at the lake. You know, best men, bate of honors at weddings type of relationships. [00:18:57] Jay McBain: You can’t maybe have all seven, but how does Microsoft beat AWS? They might have had two, three, or four of them saying nice things about them instead of the competition. Winning in service partnerships and channel partnerships changes by category. If you’re selling MarTech, only 10% of it today is resold, so you build more on service partnerships. [00:19:18] Jay McBain: If you’re in cybersecurity today, 91.6% of it is resold. Transacted through partners. So you build a lot of channel partnerships, plus the service partnerships, whatever the mix is in your category, you have to have two or three of those seven people. Saying nice things about you at every stage of the customer journey. [00:19:38] Jay McBain: Now move over to alliances. We have already built the platforms at the hyperscale level. We’ve built the platforms within SaaS, Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot. Every buyer has a set of platforms that they buy. We’ve now built them in cybersecurity this year out of 6,500 as high as cyber companies, the top five are starting to separate. [00:20:02] Jay McBain: We built it in distribution, which I’ll show in a minute. We’re building it in Telco. This is a platform economy and alliances win and you have alliances with your competitors ’cause you compete in the morning, but you’re best friends by the afternoon. Winning in other platforms is just as important as driving your own. [00:20:20] Jay McBain: And probably the most important part of this is go to market. That sales, that marketing, the 28 moments, the every 30 days forever become all a partner strategy. So there’s still CEOs out there that believe platform is a UI or UX on a bunch of disparate products and things you’ve acquired. There’s still CFOs out there that Think platform is a pricing model, a bundle model of just getting everything under one, you know, subscription price or consumption price. [00:20:51] Jay McBain: And it’s not, platforms are synonymous with partnerships. This is the way forward and there’s no conversation around ai. That doesn’t involve Nvidia over there, an open AI over here and a hyperscaler over there and a SaaS company over here. The seven layer stack wins every single time, and the companies that get this will be the ones that survive this cycle. [00:21:16] Jay McBain: Now, flipping over to marketplaces. So we had written research that, um, about five years ago that marketplaces were going to grow at 82% compounded. Yeah, probably one of the most accurate predictions we ever made, because it happened, we, we predicted that, uh, we were gonna get up to about $85 billion. Well, now we’ve extended that to 2030, so we’re gonna get up to $163 billion, and the thing that we’re watching is in green. [00:21:46] Jay McBain: If 96% of these deals are partner assisted in some way, how is the economics of partnering going to work? We predicted that 50% of deals by 2027. Would be partner funded in some way. Private offers multi-partner offers distributor sellers of record, and now that extends to 59% by 2030, the most senior leader of the biggest marketplace AWS, just said to us they’re gonna probably make these numbers on their own. [00:22:14] Jay McBain: And he asked what their two competitors are doing. So he’s telling us that we under called this. Now when you look at each of the press releases, and this is the AWS Billion Dollar Club. Every one of the companies on the left have issued a press release that they’re in the billion dollar club. Some of them are in the multi-billions, but I want you to double click on this press release. [00:22:35] Jay McBain: I’m quoted in here somewhere, but as CrowdStrike is building the marketplace at 91% compounded, they’re almost doubling their revenue every single year. They’re growing the partner funding, in this case, distributor funding by 3548%. Almost triple digit growth in marketplace is translating into almost quadruple digit growth in funding. [00:23:01] Jay McBain: And you see that over and over again as, as Splunk hit three, uh, billion dollars. The same. Salesforce hit $2 billion on AWS in Ulti, 18 months. They joined in October 20, 23, and 18 months later, they’re already at $2 billion. But now you’re seeing at Salesforce, which by the way. Grew up to $40 billion in revenue direct, almost not a nickel in resell. [00:23:28] Jay McBain: Made it really difficult for VARs and managed service providers to work with Salesforce because they couldn’t understand how to add services to something they didn’t book the revenue for. While $40 billion companies now seeing 70% of their deals come through partners. So this is just the world that we’re in. [00:23:44] Jay McBain: It doesn’t matter who you are and what industry you’re in, this takes place. But now we’re starting to see for the first time. Partners join the billion dollar club. So you wonder about partnering and all this funding and everything that’s working through Now you’re seeing press releases and companies that are redoing their LinkedIn branding about joining this illustrious club without a product to sell and all the services that wrap around it. [00:24:10] Jay McBain: So the opening session on Microsoft was interesting because there’s been a number of changes that Microsoft has done just in the last 30 days. One is they cut distribution by two thirds going from 180 distributors to 62. They cut out any small partner lower than a thousand dollars, and that doesn’t sound like a lot, but that’s over a hundred thousand partners that get deed tightening the long tail. [00:24:38] Jay McBain: They we’re the first to really put a global point system in place three years ago. They went to the new commerce experience. If you remember, all kinds of changes being led by. The biggest company for the channel. And so when we’re studying marketplaces, we’re not just studying the three hyperscalers, we’re studying what TD Cynic is doing with Stream One Ingram’s doing with Advant Advantage Aerosphere. [00:25:01] Jay McBain: Also, we’re watching what PAX eight, who by the way, is the 365 bestseller for Microsoft in the world. They are the cybersecurity leader for Microsoft in the world and the copilot. Leader in the world for Microsoft and Partner of the Year for Microsoft. So we’re watching what the cloud platforms are doing, watching what the Telco are doing, which is 25 cents out of every dollar, if you remember that pie chart, watching what the biggest resellers are converting themselves into. [00:25:30] Jay McBain: Vince just mentioned, you know, SHI in the changes there watching the managed services market and the leaders there, what they’re doing in terms of how this industry’s moving forward. By the way, managed services at $608 billion this year. Is one and a half times larger than the SaaS industry overall. [00:25:48] Jay McBain: It’s also one and a half times larger than all the hyperscalers combined. Oracle, Alibaba, IBM, all the way down. This is a massive market and it makes up 15 to 20 cents of every dollar the customer spend. We’re watching that industry hit a trillion dollars by the end of the decade, and we’re watching 150 different marketplace development platforms, the distribution of our industry, which today is 70.1% indirect. [00:26:13] Jay McBain: We’re starting to see that number, uh, solidify in terms of marketplaces as well. Watching distributors go from that linear warehouse in a bank to this orchestration model, watching some of the biggest players as the world comes around, platforms, it tightens around the place. So Caresoft, uh, from from here is the sixth biggest distributor in the world. [00:26:40] Jay McBain: Just shows you how big the. You know, biggest client in the world is that they serve. But understand that we’re publishing the distributor 500 list, but it’ll be the same thing. That little group in blue in the middle today, you know, drives almost two thirds of the market. So what happens in all this next stage in terms of where the dollars change hands. [00:27:07] Jay McBain: And the economics of partnering themselves are going through the most radical shift that we’ve seen ever. So back to the nineties, and, and for those of you that have been channel chiefs and running programs, we went to work every day. You know, everything’s on fire. We’re trying to check hundred boxes, trying to make our program 10% better than our competitors. [00:27:30] Jay McBain: Hey, we gotta fix our deal registration program today, and our incentives are outta whack or training programs or. You know, not where they need to be. Our certification, you know, this was the life of, uh, of a channel chief. Everybody thought we were just out drinking in the Caribbean with our best partners, but we were under the weight of this. [00:27:49] Jay McBain: But something interesting has happened is that we turned around and put the customer at the middle of our programs to say that those 28 moments in green before the sale are really, really important. And the seven partners who participate are really important. Understanding. The customer’s gonna buy a seven layer stack. [00:28:09] Jay McBain: They’re gonna buy it With these seven partners, the procurement stage is much different. The growth of marketplaces, the growth of direct in some of these areas, and then long term every 30 days forever in a managed service, implementations, integrations, how you upsell, cross-sell, enrich a deal changes. So how would you build a program that’s wrapped around the customer instead of the vendor? [00:28:35] Jay McBain: And we’re starting to hear our partners shout back to us. These are global surveys, big numbers, but over half of our partners, regardless of type, are selling consulting to their customer. Over half are designing architecting deals. A third of them are trying to be system integrators showing up at those implementation integration moments. [00:28:55] Jay McBain: Two thirds of them are doing managed services, but the shocking one here is 44% of our partners, regardless of type, are coding. They’re building agents and they’re out helping their customer at that level. So this is the modern partner that says, don’t typecast me. You may have thought of me in your program. [00:29:14] Jay McBain: You might have me slotted as a var. Well, I do 3.2 things, and if I don’t get access to those resources, if you don’t walk me to that room, I’m not gonna do them with you. You may have me as a managed service provider that’s only in the morning. By the afternoon I’m coding, and by the next morning I’m implementing and consulting. [00:29:33] Jay McBain: So again, a partner’s not a partner. That Venn diagram is a very loose one now, as every partner on there is doing 3.2 different business models. And again, they’re telling us for 43 years, they said, I want more leads this year it changed. For the first time, I want to be recognized and incentivized as more than just a cash register for you. [00:29:57] Jay McBain: I want you to recognize when I’m consulting, when I’m designing, when you’re winning deals, because of my wonderful services, by the way, we asked the follow up question, well, where should we spend our money with you? And they overwhelmingly say, in the consulting stage, you win and lose deals. Not at moment 28. [00:30:18] Jay McBain: We’re not buying a pack of gum at the gas station. This is a considered purchase. You win deals from moment 12 through 16 and I’m gonna show you a picture of that later, and they say, you better be spending your money there, or you’re not gonna win your fair share or more than your fair share of deals. [00:30:36] Jay McBain: The shocking thing about this is that Microsoft, when they went to the point system, lifted two thirds of all the money, tens of billions of dollars, and put it post-sale, and we were all scratching our heads going. Well, if the partners are asking for it there, and it seems like to beat your biggest competitors, you want to win there. [00:30:54] Jay McBain: Why would you spend the money on renewal? Well, they went to Wall Street and Goldman Sachs and the people who lift trillions of dollars of pension funds and said, if we renew deals at 108%, we become a cash machine for you. And we think that’s more valuable than a company coming out with a new cell phone in September and selling a lot of them by Christmas every year. [00:31:18] Jay McBain: The industry. And by the way, wall Street responded, Microsoft has been more valuable than Apple since. So we talk in this now multiplier language, and these are reports that we write, uh, at AMIA at canals. But talking about the partner opportunity in that customer cycle, the $6 and 40 cents you can make for every dollar of consumption, or the $7 and 5 cents you can make the $8 and 45 cents you can make. [00:31:46] Jay McBain: There’s over 24 companies speaking at this level now, and guess what? It’s not just cloud or software companies. Hardware companies are starting to speak in this language, and on January 25th, Cisco, you know, probably second to Microsoft in terms of trust built with the channel globally is moving to a full point system. [00:32:09] Jay McBain: So these are the changes that happen fast. But your QBR with your partners now less about drinking beers at the hotel lobby bar and talking dollar by dollar where these opportunities are. So if you’re doing 3.2 of these things, let’s build out a, uh, a play where you can make $3 for every dollar that we make. [00:32:28] Jay McBain: And you make that profitably. You make it in sticky, highly retained business, and that’s the model. ’cause if you make $3 for every dollar. We make, you’re gonna win Partner of the year, and if you win partner of the year, that piece of glass that you win on stage, by the time you get back to your table, you’re gonna have three offers to buy your business. [00:32:51] Jay McBain: CDW just bought a w. S’s Partner of the Year. Insight bought Google’s eight time partner of the year. Presidio bought ServiceNow’s, partner of the year over and over and over again. So I’m at Octane, I’m at CrowdStrike, I’m at all these events in Vegas every week. I’m watching these partners of the year. [00:33:05] Jay McBain: And I’m watching as the big resellers. I’m watching as the GSIs and the m and a folks are surrounding their table after, and they’re selling their businesses for SaaS level valuations. Not the one-to-one service valuation. They’re getting multiples because this is the new future of our industry. This is platform economics. [00:33:25] Jay McBain: This is winning and platforms for partners. Now, like Vince, I spent 20 minutes without talking about ai, but we have to talk about ai. So the next 20 years as it plays out is gonna play out in phases. And the first thing you know to get it out of the way. The first two years since that March of 23, has been underwhelming, to say the least. [00:33:47] Jay McBain: It’s been disappointing. All the companies that should have won the biggest in AI have been the most disappointing. It’s underperformed the s and p by a considerable amount in terms of where we are. And it goes back to this. We always overestimate the first two years, but we underestimate the first 10. [00:34:07] Jay McBain: If you wanna be the point in time person and go look at that 1983 PC or the 1995 internet or that 2007 iPhone or that whatever point in time you wanna look at, or if you want to talk about hallucinations or where chat chip ET version five is version, as opposed to where it’s going to be as it improves every six months here on in. [00:34:30] Jay McBain: But the fact of the matter is, it’s been a consumer trend. Nvidia got to be the most valuable company in the world. OpenAI was the first company to 2 billion users, uh, in that amount of speed. It’s the fastest growing product ever in history, and it’s been a consumer win this trillions of dollars to get it thrown around in the press releases. [00:34:49] Jay McBain: They’re going out every day, you know, open ai, signing up somebody new or Nvidia, investing in somebody new almost every single day in hundreds of billions of dollars. It is all happening really on the consumer side. So we got a little bit worried and said, is that 96% of surround gonna work in ag agentic ai? [00:35:10] Jay McBain: So we went and asked, and the good news is 88% of end customers are using partners to work through their ag agentic strategy. Even though they’re moving slow, they’re actually using partners. But what’s interesting from a partner perspective, and this is new research that out till 2030. This is the number one services opportunity in the entire tech or telco industry. [00:35:34] Jay McBain: 35.3% compounded growth ending at $267 billion in services. Companies are rebuilding themselves, building out practices, and getting on this train and figuring out which vendors they should hook their caboose to as those trains leave the station. But it kind of plays out like this. So in the next three to five years, we’re in this generative, moving into agentic phase. [00:36:01] Jay McBain: Every partner thinks internally first, the sales and marketing. They’re thinking about their invoicing and billing. They’re thinking about their service tickets. They’re thinking about creating a business that’s 10% better than their competitors, taking that knowledge into their customers and drive in business. [00:36:17] Jay McBain: But we understand that ag agentic AI, as it’s going to play out is not a product. A couple of years ago, we thought maybe a copilot or an agent force or something was going to be the product that everybody needed to buy, and it’s not a product, it’s gonna show up as a feature. So you go back in the history of feature ads and it’s gonna show up in software. [00:36:38] Jay McBain: So if you’re calling in SMB, maybe you’re calling on a restaurant. The restaurant isn’t gonna call OpenAI or call Microsoft or call Nvidia directly. They’re running their restaurant. And they may have chosen a platform like Toast Square, Clover, whatever iPads people are running around with, runs on a platform that does everything in their business, does staffing, does food ordering, works with Uber Eats, does everything end to end? [00:37:08] Jay McBain: They’re gonna wait to one of those platforms, dries out agent AI for them, and can run the restaurant more effectively, less human capital and more consistently, but they wait for the SaaS platform as you get larger. A hundred, 150 people. You have vice presidents. Each of those vice presidents already have a SaaS stack. [00:37:28] Jay McBain: I talked about Salesforce, ServiceNow, Workday, et cetera. They’ve already built that seven layer model and in some cases it’s 70 layers. But the fact is, is they’re gonna wait for those SaaS layers to deliver ag agentic to them. So this is how it’s gonna play out for the next three and a half, three to five years. [00:37:45] Jay McBain: And partners are realizing that many of them were slow to pick up SaaS ’cause they didn’t resell it. Well now to win in this next three to half, three to five years, you’re gonna have to play in this environment. When you start looking out from here, the next generation, you know, kind of five through 15 years gets interesting in more of a physical sense. [00:38:06] Jay McBain: Where I was yesterday talking about every IOT device that now is internet access, starts to get access to large language models. Every little sensor, every camera, everything that’s out there starts to get smart. But there’s a point. The first trillionaire, I believe, will be created here. Elon’s already halfway there. [00:38:24] Jay McBain: Um, but when Bill Gates thought there was gonna be a PC in every home, and IBM thought they were gonna sell 10,000 to hobbyists, that created the richest person in the world for 20 years, there will be a humanoid in every home. There’s gonna be a point in time that you’re out having drinks with your friends, and somebody’s gonna say, the early adopter of your friends is gonna say. [00:38:46] Jay McBain: I haven’t done the dishes in six weeks. I haven’t done the laundry. I haven’t made my bed. I haven’t mowed the lawn. When they say that, you’re gonna say, well, how? And they’re gonna say, well, this year I didn’t buy a new car, but I went to the car dealership and I bought this. So we’re very close to the dexterity needed. [00:39:05] Jay McBain: We’ve got the large language models. Now. The chat, GPT version 10 by then is going to make an insane, and every house is gonna have one of the. [00:39:17] Jay McBain: This is the promise of ai. It’s not humanoid robots, it’s not agents. It’s this. 99% of the world’s business data has not been trained or tuned into models yet. Again, this is the slow moving business. If you want to think about the 99% of business data, every flight we’ve all taken in this room sits on a saber system that was put in place in 1964. [00:39:43] Jay McBain: Every banking transaction, we’ve all made, every withdrawal, every deposit sits on an IBM mainframe put in place in the sixties or seventies. 83% of this data sits in cold storage at the edge. It’s not ready to be moved. It’s not cleansed, it’s not, um, indexed. It’s not in any format or sitting on any infrastructure that a large language model will be able to gobble up the data. [00:40:10] Jay McBain: None of the workflows, none of the programming on top of that data is yet ready. So this is your 10 to 20 year arc of this era that chat bot today when they cancel your flight is cute. It’s empathetic, it feels bad for you, or at least it seems to, but it can’t do anything. It can’t book you the Marriott and get you an Uber and then a 5:00 AM flight the next morning. [00:40:34] Jay McBain: It can’t do any of that. But more importantly, it doesn’t know who you are. I’ve got 53 years of flights under my belt and they, I’m the person that get me within six hours of my kids and get me a one-way Hertz rental. You know, if there’s bad weather in Miami, get me to Tampa, get me a Hertz, I’m driving home, I’m gonna make it home. [00:40:56] Jay McBain: I’m not the 5:00 AM get me a hotel person. They would know that if they picked up the flights that I’ve taken in the past. Each of us are different. When you get access to the business data and you become ag agentic, everything changes. Every industry changes because of this around the customers. When you ask about this 35% growth, working on that data, working in traditional consulting and design and implementation, working in the $7 trillion of infrastructure, storage, compute, networking, that’s gonna be around, this is a massive opportunity. [00:41:30] Jay McBain: Services are gonna continue to outgrow products. Probably for the next five to 10 years because of this, and I’m gonna finish here. So we talked a lot about quantifying names, faces, places, and I think where we failed the most as ultimate partners is underneath the tam, which every one of our CEOs knows to the decimal point underneath the TAM that our board thinks they’re chasing. [00:41:59] Jay McBain: We’ve done a very poor job. Of talking about the available markets and obtainable markets underneath it, we, we’ve shown them theory. We’ve shown them a bunch of, you know, really smart stuff, and PowerPoint slides up the wazoo, but we’ve never quantified it for them. If they wanna win, if they want to get access, if they want to double their pipeline, triple their pipeline, if they wanna start winning more deals, if they wanna win deals that are three times larger, they close two times faster. [00:42:31] Jay McBain: And they renew 15% larger. They have to get into the available and obtainable markets. So just in the last couple weeks I spoke at Cribble, I spoke at Octane, I spoke at CrowdStrike Falcon. All three of those companies at the CEO level, main stage use those exact three numbers, three x, two x, 15%. That’s the language of platforms, and they’re investing millions and millions and millions of dollars on teams. [00:42:59] Jay McBain: To go build out the Sam Andal in name spaces and places. So you’ve heard me talk about these 28 moments a lot. They’re the ones that you spend when you buy a car. Some people spend one moment and they drive to the Cadillac dealership. ’cause Larry’s been, you know, taking care of the family for 50 years. [00:43:18] Jay McBain: Some people spend 50 moments like I do, watching every YouTube video and every, you know, thing on the internet. I clear the internet cover to cover. But the fact is, is every deal averages around these 28 moments. Your customer, there’s 13 members of the buying committee today. There’s seven partners and they’re buying seven things. [00:43:37] Jay McBain: There’s 27 things orchestrating inside these 28 moments. And where and how they all take place is a story of partnering. So a couple of years ago, canals. Latin for channel was acquired by amia, which is a part of Informa Tech Target, which is majority owned by Informa. All that being said, there’s hundreds of magazines that we have. [00:44:00] Jay McBain: There’s hundreds of events that we run. If somebody’s buying cybersecurity, they probably went to Black Hat or they probably went to GI Tech. One of these events we run, or one of the magazines. So we pick up these signals, these buyer intent signals as a company. Why did they wanna, um, buy a, uh, a Canals, which was a, you know, a small analyst firm around channels? [00:44:22] Jay McBain: They understood this as well. The 28 moments look a lot like this when marketers and salespeople are busy filling in the spots of every deal. And by the way, this is a real deal. AstraZeneca came in to spend millions of dollars on ASAP transformation, and you can start to see as the customer got smart. [00:44:45] Jay McBain: The eBooks, they read the podcasts, they listened to the events they went to. You start to see how this played out over the long term. But the thing we’ve never had in our industry is the light blue boxes. This deal was won and lost in December. In this particular case, NTT software won and Yash came in and sold the customer five projects. [00:45:07] Jay McBain: The millions of dollars that were going to be spent were solved here. The design and architecture work was all done here. A couple of ISVs You see in light blue came in right at the end, deal was closed in April. You see the six month cycle. But what if you could fill in every one of the 28 boxes in every single customer prospect that your sales and marketing team have? [00:45:30] Jay McBain: But here’s the brilliance of this. Those light blue boxes didn’t win the deals there. They won the deals months before that. So when NTT and Software one walked into this deal. They probably won the deal back in October and they had to go through the redlining. They had to go through the contracting, they had to go through all the stuff and the Gantt chart to get started. [00:45:54] Jay McBain: But while your CMO is getting all excited about somebody reading an ebook and triggering an MQL that the sales team doesn’t want, ’cause it’s not qualified, it’s not sales qualified, you walk in and say, no, no. This is a multimillion deal, dollar deal. It’s AstraZeneca. I know the five partners that are coming in in December to solidify the seven layers, and you’re walking in at the same time as the CMOs bragging about an ebook. [00:46:21] Jay McBain: This changes everything. If we could get to this level of data about every dollar of our tam, we not only outgrow our competitors, we become the platforms of the next generation. Partnering and ultimate partnering is all here. And this is what we’re doing in this room. This is what we’re doing over these couple of days, and this is what, uh, the mission that Vince is leading. [00:46:43] Jay McBain: Thank you so much. [00:46:47] Vince Menzione: Woo. Day in the house. Good to see you my friend. Good to see you. Oh, we’re gonna spend a couple minutes. Um, I’m put you in the second seat. We’re gonna put, we’re gonna make it sit fireside for a minute. Uh, that was intense. It was pretty incredible actually, Jay. And so I’m, I think I wanna open it up ’cause we only have a few minutes just to, any questions? [00:47:06] Vince Menzione: I’m sure people are just digesting. We already have one up here. See, [00:47:09] Question: Jay knows I’m [00:47:10] Vince Menzione: a question. I love it. We, I don’t think we have any I can grab a mic, a roving mic. I could be a roving mic person. Hold on. We can do this. This is not on. [00:47:25] Vince Menzione: Test, test. Yes it is. Yeah. [00:47:26] Question: Theresa Carriol dared me to ask a question and I say, you don’t have to dare me. You know, I’m going to Anyway. Um, so Jay, of the point of view that with all of the new AI players that strategic alliances is again having a moment, and I was curious your point of view on what you’re seeing around this emergence and trend of strategic alliances and strategic alliance management. [00:47:52] Question: As compared to channel management. And what are you seeing in terms of large vendors like AWS investing in that strategic alliance role versus that channel role training, enablement, measurement, all that good stuff? [00:48:06] Jay McBain: Yeah, it’s, it’s a great question. So when I told the story about toast at the restaurant or Square or Clover, they’re not call, they’re not gonna call open AI or Nvidia themselves either. [00:48:17] Jay McBain: When you look out at the 250,000 ISVs. That make up this AI stack, there is the layers that happen there. So the Alliance with AWS, the alliance they have with Microsoft or Google is going to be how they generate agent AI in their platforms. So when I talk about a seven layer stack, the average deal being seven layers, AI is gonna drive this to nine, and then 11, then probably 13. [00:48:44] Jay McBain: So in terms of how alliances work, I had it up there as one of the five core strategies, and I think it’s pretty even. You can have the best alliances in the world, but if the seven partners trusted by the customer don’t know what that alliance is and the benefits to the customer and never mention it, it’s all for Naugh. [00:49:00] Jay McBain: If you’re go-to market, you’re co-selling, your co-marketing strategies are not built around that alliance. It’s all for naught. If the integration and the co-innovation, the co-development, the all the co-creation work that’s done inside these alliances isn’t translated to customer outcomes, it’s all for naugh. [00:49:17] Jay McBain: These are all five parallel swim lanes. All five are absolutely critically needed. And I think they’re all five pretty equally weighted in terms of needing each other. Yes. To be successful in the era of platforms. Yeah. [00:49:32] Vince Menzione: And the problem is they’re all stove pipe today. If, if at all. Yeah. Maintained, right. [00:49:36] Vince Menzione: Alliances is an example. Channels and other example. They don’t talk to one another. Judge any, we’ve got a mic up here if anybody else has. Yep. We have some questions here, Jacqueline. [00:49:51] Question: So when we’re developing our channel programs, any advice on, you know, what’s the shift that we should make six months from now, a year from now? The historical has been bronze, silver, gold, right? And you’ve got your deal registration, but what’s the future look like? [00:50:05] Jay McBain: Yeah, so I mean, the programs are, are changing to, to the point where the customer should be in the middle and realizing the seven partners you need to win the deal. [00:50:15] Jay McBain: And depending on what category of product you’re in, security, how much you rely on resell, 91.6%. You know, the channel partners are gonna be critical where the customer spends the money. And if you’re adding friction to that process, you’re adding friction in terms of your growth. So you know, if you’re in cybersecurity, you have to have a pretty wide open reseller model. [00:50:39] Jay McBain: You have to have a wide open distribution model, and you have to make sure you’re there at that point of sale. While at the same time, considering the other six partners at moment 12 who are in either saying nice things about you or not, the customer might even be starting with you. ’cause there is actually one thing that I didn’t mention when I showed the 28 moments filled in. [00:51:00] Jay McBain: You’ll notice that the customer went to AWS twice direct. AWS lost the deal. Microsoft won the deal software. One is Microsoft’s biggest reseller in the world. They just acquired crayon. NTT who, who loves both had their Microsoft team go in. [00:51:18] Question: Mm. [00:51:19] Jay McBain: So I think that they went to AWS thinking it was A-W-S-S-A-P, you know, kind of starting this seven layer stack. [00:51:25] Jay McBain: I think they finished those, you know, critical moments in the middle looking at it. And then they went back to AWS kind of going probably WWTF. Yeah. What we thought was happening isn’t actually the outcome that was painted by our most trusted people. So, you know, to answer your question, listen to your partners. [00:51:43] Jay McBain: They want to be recognized for the other things they’re doing. You can’t be spending a hundred percent of the dollars at the point of sale. You gotta have a point of system that recognizes the point of sale, maybe even gold, silver, bronze, but recognizing that you’re paying for these other moments as well. [00:51:57] Jay McBain: Paying for alliances, paying for integrations and everything else, uh, in the cyber stack. And, um, you know, recognizing also the top 1000. So if I took your tam. And I overlaid those thousand logos. I would be walking into 2026 the best I could of showing my company logo by logo, where 80% of our TAM sits as wallet share, not by revenue. [00:52:25] Jay McBain: Remember, a million dollar partner is not a million dollar partner. One of them sells 1.2 million in our category. We should buy them a baseball cap and have ’em sit in the front row of our event. One of them sells $10 million and only sells our stuff if the customer asks. So my company should be looking at that $9 million opportunity and making sure my programs are writing the checks and my coverage. [00:52:48] Jay McBain: My capacity and capability planning is getting obsessed over that $9 million. My farmers can go over there, my hunters can go over here, and I should be submitting a list of a thousand sorted in descending order of opportunity. Of where my company can write program dollars into. [00:53:07] Vince Menzione: Great answer. All right. I, I do wanna be cognizant of time and the, all the other sessions we have. [00:53:14] Vince Menzione: So we’ll just take one other question if there are any here and if not, we’ll let I know. Jay, you’re gonna be mingling around for a little while before your flight. I’m [00:53:21] Jay McBain: here the whole day. [00:53:22] Vince Menzione: You, you’re the whole day. I see that Jay’s here the whole day. So if you have any other questions and, and, uh, sharing the deck is that. [00:53:29] Vince Menzione: Yep. Alright. We have permission to share the deck with the each of you as well. [00:53:34] Jay McBain: Alright, well thank you very much everyone. Jay. Great to have you.

OPEN HEAVENSMATALA LE LAGI MO LE ASO GAFUA 29 TESEMA 2025(tusia e Pastor EA Adeboye) Manatu Autu:  Tamā o le alofa mutimutivale (Father of mercies)Tauloto Tusi Paia: 2 Korinito 1:3 “Ia fa‘amanūina le Atua, o le Tamā o lo tatou Ali‘i o Iesu Keriso, o le Tamā e ona le alofa mutimutivale, o le Atua fo‘i e ana le fa‘amafanafanaga uma.”‭‭Faitauga - Tusi Paia: Salamo 25:1-6O tauloto mai le Tusi Paia o le asō o loo faaali mai iai tatou o le Atua, o le Tamā o le alofa mutimutivale. O lona uiga e le gata e alofa mutimutivale, ae o ia o le punaoa o le alofa mutimutivale. E mauoa le Atua i le alofa mutimutivale (Efeso 2:4), ma e fou lona alofa mutimutivale i aso uma (Failauga 3:22-23), o loo faaalia mai ai, o lona alofa mutimuti vale e leai se gataaga. O le alofa mutimutivale o le Atua e mafai ona feliuaina vaega uma o le olaga o se tagata faatuatua e manaomia le suia. Faataitaiga, a iai ni luitau i le soifua maloloina lelei poo le tulaga tau tupe o se tagata faatuatua, e mafai e le alofa mutimutivale o le Atua ona feliuaina le tulaga o lea tagata. E le na o le tasi le itu o lona alofa mutimutivale, e tele ona itu ma e atoatoa lona lelei. A afio mai le Tamā o le alofa mutimutivale i le olaga o se tagata, e nate toe faafoisia avanoa ua leiloa i lona olaga ma toe faafou mea uma. Fai mai le Roma 9:15-16“Auā na ia fetalai atu ia Mose, “‘Ou te alofa atu i lē ‘ou te fia alofa atu i ai, ‘ou te alofa mutimutivale fo‘i i lē ‘ou te fia alofa mutimutivale i ai.” O lenei, e lē mai lē ‘ua mana‘o, o lē mai lē ‘ua tausiniō, ‘ae mai le Atua o lē alofa mai.”‭‭E te iloa e ui e leai se gataaga o le alofa mutimutivale o le Atua, e lē avanoa mo soo se tagata aua na o le Atua e faia le faaiuga poo ai tagata e oo atu iai lona alofa mutimutivale. Ae lei tuuina atu e le Atua lona alofa mutimutivale i se tagata, e tatau i lea tagata ona tautino o le Atua o lona Tamā. O le Tamā o le alofa tunoa, e na te tuuina atu lona alofa mutimutivale e leai se gataaga nā o lana fanau. E moni e na te faia le la e susulu i luga o tagata uma, o e lelei ma ē leaga (Mataio 5:45), e iai lava vaega o lona alofa mutimutivale e faaleoleo na o lana fanau. Afai o oe moni o se afafine poo se atalii o le Atua, o lau mafutaga ma ia e saunia le avanoa e te maua ai lona alofa mutimutivale e faavavau. E na o fanau a le Atua e maua avanoa i le alofa mutimutivale atoatoa o le Atua, o i latou e lē o ni fanau a le Atua, e na o momoi mea latou te maua. O le alofa mutimutivale o le Atua e mauoa ma e faateleina ona itu, peitai e tatau i soo se tagata ona avea ma atalii poo se afafine o le Atua e latou te maua ma fiafia ai. E alofa fua mai le Atua ma e telegese lona toasā (Salamo 145:8). Le au epele e, afai e te lei fanaufouina lava, aua nei faamaimauina seisi minute i fafo o aao mafanafana o le alofa mutimutivale o le Atua. Ua na o ia lava e mafai ona ia avatu se olaga e mauoa ma malie ai le loto i le lalolagi nei ma faamautinoaina lou tulaga i lona malo e oo i le faavavau. Afai ua avea oe ma atalii poo se afafine o le Atua, ola i le usiusitai i lona finagalo ma e na te avatu ia te oe le faulai o lona alofa mutimutivale. TataloTamā, faamolemole fesoasoani mai ina ia ou maua le mafanafana o lou alofa mutimutivale  i soo se vaega o lo'u olaga, i le suafa o Iesu, Amene. 

„Já chodil na konzervatoř. Tam jsem se učil trochu zpívat a taky jsem chodil k Janáčkovi do fonetiky a vůbec jsem se nezajímal o drama, o herectví,“ vyprávěl o svých počátcích jeden z nejvýraznějších herců meziválečné generace Hugo Haas (19. 2. 1901–1. 12. 1968). Vysíláme v repríze.

Tuzemští Vietnamci tvoří jednu z nejpočetnějších komunit s kořeny v zahraničí. Jak oslavují vánoční svátky nebo konec roku? „Během lunárního Nového roku se udělá jídlo, to se dá na oltář, k tomu se pomodlí a až potom se jí, což se o Vánocích nedělá. Tam jsme dělali vždycky řízky a podobně. Kapra jsme neměli, ale dělali jsme to víc po Česku,“ říká básnířka Uyen Giang Nguyen alias Hana Nguyen, někdy také vystupující jako slamerka Večerka.

Ve druhém speciálním vánočním vydání bonusu Hlasů paměti vyrazila novinářka Lucie Korcová do Karlových Varů. Tam žije Josef Roubíček, dlouholetý člen Horské služby v Krušných horách.

This week, we're switching things up a little... we've gone around the Mamamia office to find out exactly what fashion problems are keeping the team up at night. Tamara Holland and Lucinda Pikkat are answering them all. Ever wondered where fashion people actually get their inspiration? Hint: It’s not just doom-scrolling Instagram. Tam and Lucinda are opening up their little black book of resources, from the app that acts like a "fashion bible" to the Substack newsletters that predict trends before they happen. We're getting into which undies work best under those tricky slip skirts and which shoes you could walk all day in that aren't just a pair of sneakers. Lucinda's Budget: Havaiana's Slim Square Solid $44.99 Tam's Budget: Ceres Life Mila Short $59.99 Lucinda's Boujie: Angus The Label Ti Amo Silk Scarf $109.95 Tam's Boujie: Morrison Marnie Anglaise Shirt $299.00 GET YOUR FASHION FIX: Follow us on Instagram Want to shop the pod? Sign up to the Nothing To Wear Newsletter to see all the products mentioned plus more, delivered straight to your inbox after every episode. Feedback? We’re listening! Call the pod phone on 02 8999 9386 or email us at podcast@mamamia.com.au Discover more Mamamia Podcasts here CREDITS: Hosts: Tamara Holland & Lucinda Pikkat Producer: Ella Maitland Audio Producer: Tina Matolov Video Producer: Artemi Kokkaris Just so you know — some of the product links in these notes are affiliate links, which means we might earn a small commission if you buy through them. It doesn’t cost you anything extra, and it helps support the show. Happy shopping! Mamamia acknowledges the Traditional Owners of the Land we have recorded this podcast on, the Gadigal people of the Eora Nation. We pay our respects to their Elders past and present, and extend that respect to all Aboriginal and Torres Strait Islander cultures.Become a Mamamia subscriber: https://www.mamamia.com.au/subscribeSee omnystudio.com/listener for privacy information.

Lucinda goes full glam to the shops? And do you really need a strategy for the sales? This week, Tam and Lucinda are prepping you for the $1.3 billion spending spree that is Boxing Day. Lucinda lets us in her Type-A strategy involving full hair and makeup (plus activewear) and a 6am start to beat the crowds, while Tam heads on a solo mission later in the day to avoid the chaos. Its the Boxing Day Shopping game plan you didn't know you needed - expect their golden rules for avoiding buyer's remorse: like why you should never buy the wrong size just because it’s 70% off, and the "would I pay full price?" test you must pass before tapping your card. EVERYTHING MENTIONED: Tam's Boujie: Alemais Pam Mini Dress $420 Lucinda's Boujie: Victoria Beckham Double-breasted wool and cashmere-blend coat $3055 Tam's Budget: Style Runner Sneakers Lucinda's Budget: Uniqlo U Cotton Crew Neck T-Shirt GET YOUR FASHION FIX: Watch us on Youtube this episode goes live at 8pm tonight! Follow us on Instagram Want to shop the pod? Sign up to the Nothing To Wear Newsletter to see all the products mentioned plus more, delivered straight to your inbox after every episode. Feedback? We’re listening! Call the pod phone on 02 8999 9386 or email us at podcast@mamamia.com.au Discover more Mamamia Podcasts here CREDITS: Hosts: Tamara Holland & Lucinda Pikkatt Producer: Ella Maitland Audio Producer: Tina Matolov Video Producer: Artemi Kokkaris Just so you know — some of the product links in these notes are affiliate links, which means we might earn a small commission if you buy through them. It doesn’t cost you anything extra, and it helps support the show. Happy shopping! Mamamia acknowledges the Traditional Owners of the Land we have recorded this podcast on, the Gadigal people of the Eora Nation. We pay our respects to their Elders past and present, and extend that respect to all Aboriginal and Torres Strait Islander cultures.Become a Mamamia subscriber: https://www.mamamia.com.au/subscribeSee omnystudio.com/listener for privacy information.

Seasonal depression isn't always obvious. Sometimes it looks like low energy, less joy, or feeling off without knowing why. Erin & Tam talk about how seasonal shifts affect mood, especially for millennial moms, and why honoring your capacity through gentle hobbies can be a form of self-care, not giving up. @theartofhobbyness www.artofhobbyness.com

"Public markets are behaving more like private markets. Private markets want to behave more like public markets. So actually, they're just one market.What's not the same is the level of research, information, data disclosure. Correct. That's the only difference. It's this information gap that, to us, is the single biggest opportunity now.We think over the course of the next five to 10 years, there'll be more trading venues, more liquidity providers, more market makers, more investor types—all of that. And I think what Smartkarma has always done is be the information flow for part of capital markets.In fact, that sort of 74 billion number, I think, is quite conservative. I've seen other estimates that are close to 120 billion. So it depends on what you see as sort of growth and what you see beyond. But regardless, I think it's very large numbers, and the ratio of exit to invested capital is extremely low. A 50 billion hole is a pretty big hole." - Raghav Kapoor, CEO of SmartkarmaRaghav Kapoor, CEO & co-founder of Smartkarma, joined us for a conversation on the launch of PvtIQ and the structural transformation of Asia's private markets. Drawing from his experience building Smartkarma's independent research platform, Raghav explained how client demand for pre-IPO coverage led to creating PvtIQ, an intelligence platform designed to bridge the critical information gap in Southeast Asia's private markets. We discussed the striking imbalance where $74 billion has been invested into the region's tech ecosystem but only $23 billion has been returned through exits, highlighting the urgent need for better data infrastructure and price discovery. Raghav shared unique insights on how families dominate the region's investment landscape, why private and public markets are converging into one, and his vision for PvtIQ to become the intelligence backbone supporting companies, investors, and regulators in bringing more transparency and efficiency to Asia's rapidly evolving private market ecosystem.Episode Highlights:[00:00] Quote of the Day by Raghav Kapoor[00:57]] Smartkarma launches PvtIQ for Asia's private markets[03:11]] Investors requesting coverage three years before IPO[04:08]] Supporting MAS equity market development program[05:24]] Singapore's public markets languished despite private growth[06:13]] Path from fundraising to public listing explained[08:37]] $74 billion invested, only $23 billion exits[09:45]] Companies need support to achieve IPO readiness[11:00]] Capital chasing deals shifted to improving disclosure[11:57]] Southeast Asia's extreme market fragmentation challenges[13:23]] Families dominate and influence Southeast Asian markets[14:38]] Lack of data creates serious structural challenges[19:01]] Private market investors transitioning from momentum investing[20:18]] Digital banks provide disclosure model for research[21:24]] Late stage private rounds resemble public IPOs[23:26]] Liquidity without information is just volatility[24:06]] Private and public markets converging into one[25:30]] Information gap is the single biggest opportunity[27:00]] Private market research TAM already $8 billion[28:57]] What great looks like: intelligence backbone for Asia's private markets[30:57]] ClosingProfile: Raghav Kapoor, CEO and co-founder, SmartkarmaLinkedIn: https://www.linkedin.com/in/ragkap/Podcast Information: Bernard Leong hosts and produces the show. The proper credits for the intro and end music are "Energetic Sports Drive." G. Thomas Craig mixed and edited the episode in both video and audio format. Recorded in Poddster Singapore

A Note from James:One of my favorite conversations on this show was with Peter Thiel. Yes—PayPal, Facebook, Palantir, and a dozen other hits. I first ran this episode years ago, and the advice still holds up. The same stories, the same frameworks—and the same challenge to think from first principles. Here's Peter Thiel, one of the most influential entrepreneurs of our time. Episode Description:In this redux, James pressure-tests the core ideas from Peter Thiel's Zero to One—why competition is for losers, how real monopolies are built, and why starting “narrow” is often the only path to something huge. They cover Facebook's early moat (real identity), PayPal's network-effect wedge on eBay, and the “10x or nothing” bar for proprietary technology. Peter shares a contrarian read on bubbles, why biotech's slump may be opportunity, and how to hire, divide roles, and keep teams from fighting. The through-line: seek secrets, combine disciplines, and make something so different that it becomes its own category. What You'll Learn:How to pick markets the Zero to One way: start with a “small, winnable monopoly,” then expand in concentric circles. The four classic moats—and which to favor first: proprietary tech, network effects, economies of scale, and brand (with a bias toward real tech). A practical rule for virality vs. network effects: growth is a tactic; enduring value comes from the network that forms once users arrive. Team design that prevents internal warfare: make roles uniquely owned; if two people own the same thing, you're paying for a fight. How to hunt “secrets”: believe they exist, look where consensus is stale, and borrow from adjacent fields to see what specialists miss. Timestamped Chapters:[02:00] A Note from James — Why this conversation still ranks among the best. [03:00] Zero to One, in one line — “Do something new, different, fresh, strange.” [05:17] Competition vs. Capitalism — Why perfect competition kills profits; aim for uniqueness. [07:28] Facebook's original edge — Real identity as the breakthrough vs. MySpace's alt-persona culture. [09:14] Bits vs. Atoms — Stagnation outside software and how biology could become an information science. [12:05] Personality and perseverance — Why mild contrarian wiring helps founders ignore status games. [15:21] “10x or nothing” — The technology and/or experience must be an order of magnitude better. [17:00] Monopoly thinking, ethically done — Create abundance by creating something truly new. [23:30] The PayPal pre-history — Why long-running trust among teammates births more companies. [30:10] Early Facebook investment logic — College-only looked “small,” which was exactly the point. [32:03] Turning down $1B — The boardroom debate, optionality, and founder conviction. [36:23] Moats in practice — Picking the right advantage (and why brand alone is shaky). [37:06] Network effects ≠ virality — How value compounds after growth. [39:54] PayPal's wedge — eBay power-sellers and the $10 incentive as a growth accelerant. [41:22] Beware the “Chinese refrigerator” TAM slide — Start small, win big. [42:01] Uber vs. Airbnb — Investor bias and why some models get over- or undervalued. [44:18] Bubbles and the public — What changes across tech, housing, and today's “government bubble.” [48:00] War on cash & credit — Why Peter favors unlevered, opaque innovation over fixed income. [51:10] Biotech headwinds (and upside) — Regulation, Eroom's Law, and why sentiment can misprice breakthroughs. [53:50] Secrets — If you assume they exist, you'll be the one to find them. [57:56] Interdisciplinary bets — CS × biology; CS × transportation; why university silos miss the action. [59:51] Silicon Valley on HBO — The “Peter Gregory” caricature and what the show gets right. Additional Resources:Zero to One: Notes on Startups, or How to Build the Future (book) — Amazon hardcover. AmazonFounders Fund — Peter Thiel profile (bio & portfolio highlights). Founders Fund“PayPal Mafia” overview (alumni companies: YouTube, Yelp, LinkedIn, Tesla, SpaceX, Palantir, Yammer). WikipediaYahoo's 2006 $1B offer for Facebook (background reporting). Business InsiderEroom's Law (pharma R&D productivity; Nature Reviews Drug Discovery). NatureSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Let's talk about the year I accidentally became everything I tell people NOT to do.You know that advice I've been giving for 15 years about not getting stuck in eternal student mode? Yeah, well, I completely shit the pooch on that one in 2025. I got so deep into learning and feminine energy that I basically turned into a gorgeously gormless worm with no exoskeleton, just vibing on the floor wondering why my business wasn't growing.Turns out? When you send 15 emails to your community instead of 50, stop creating content, and spend all your time in "receiving mode," things get a bit wobbly.But here's the beautiful thing about mistakes: they're fucking excellent teachers when you're willing to look at them honestly. And honey, I'm looking. Hard.In this episode, I'm spilling everything—the moments I lost my creative voice, the spreadsheet that kicked my ass back into gear, the friendship that saved my podcast, and all the experiments that actually worked (spoiler: there were some absolute crackers).This is for anyone who's ever overthought themselves into paralysis, bought seventeen courses and opened none of them, or wondered why their business stopped feeling like THEM. Come sit with me and Tam while we laugh about RSD, celebrate the wins, and map out what's coming next.Topics Covered:Overthinking vs. taking action in your businessBalancing feminine energy with masculine strategyThe three types of learners: Eleanor, Ruby, and IngridWhy I stopped creating (and how I started again)Learning mode vs. implementation modeTracking business metrics that actually matterExperimenting with new program formatsRunning masterminds and coaching differentlyKey Insights:Spending 10-20% of your time in learning mode is the sweet spot—any more and you're avoiding actionWhen you're too far into feminine/receiving energy without masculine structure, you become "gorgeously gormless"Your business data tells you when you're off track—I sent 15 emails instead of 50 and wondered why things felt wrongCreating content is lifeblood—for you and your businessSometimes you need accountability from a friend who'll say "bitch, where's my email?"The 100 creations in 30 days challenge can kickstart your creative flow againExperimenting with new formats (like backstage passes to your launch) triggers your obliger tendency in the best wayBody doubling works for content creation—recording with someone else changes everythingNotable Quotes:"I got my head stuck up my own asshole in overthinking mode. And the thing about overthinking mode is it's just not fun or sexy or adorable or enjoyable.""When I get too feminine energy influenced, I'm completely gormless—just no exoskeleton, no skeletal manner, anything.""Creating is my lifeblood and it's the business's lifeblood, and whatever I need to do in order to make that happen is time well spent."Who This Podcast Is For:Creative women entrepreneurs, neurodivergent business owners, and spiritual seekers who want honest conversations about building businesses that actually feel good—mistakes, magic, and all.Links & Resources Mentioned:Leonie Dawson's 2026 Goal WorkbooksThe Leonie Lab on InstagramLeonie Dawson's Brilliant Biz & Life AcademyCreative Goddess Embodied programBig Money Big Impact (21-day selling challenge)Momentum Mastermind2025 Dream Quest masterclassLove this episode? Hit subscribe, leave us five stars (your time is too valuable to leave anything less!), and tag us on social media—we want to see what resonated with you.Hashtags:#WomenEntrepreneurs #CreativeBusiness #NeurodivergentEntrepreneur #FeminineEnergy #BusinessStrategy #ContentCreation #OnlineBusiness #SpiritualEntrepreneur #ADHDEntrepreneur #BusinessMindset

In this episode, John Bradford, CEO of Pet Screening, ranked No. 879 on the Inc. 5000 in 2025. Joins Gene Hammett to talk about what it really takes to build a "category of one" business. Bradford shares how visionary leadership and relentless execution go hand in hand, why founders must be honest about the size of their total addressable market, and how underestimating demand can limit growth. He draws on Pet Screening's success in helping landlords manage pet policy compliance amid America's growing pet population, while also unpacking the importance of strong core values, genuine team engagement, and empowering individuals to contribute to sales in a collaborative culture. Along the way, Bradford reflects on learning from mistakes, taking full responsibility as a leader, and using real market feedback to sharpen strategy, offering practical, experience-driven insights for entrepreneurs focused on long-term growth and leadership. Episode Highlights & Time Stamps 3:01 The Birth of Pet Screening 6:18 Creating a Category of One 8:10 Common Mistakes in Creating a Category 10:49 The Essence of Relentless Execution 12:27 Core Values That Drive Success 14:36 Living Your Values in Practice 16:27 Lessons from Leadership Mistakes 19:18 Conclusion and Call to Action Building a Category of One Starts with the Market John Bradford, CEO of Pet Screening, joins Gene Hammett to discuss what it takes to build a true category-of-one business, starting with the importance of market size. Bradford stresses that even the best ideas fall flat if they do not address a meaningful total addressable market (TAM). He cautions entrepreneurs against underestimating market potential, noting that ideas aimed at small audiences often remain side projects rather than scalable companies. A strong vision must be matched with a market large enough to support long-term growth. Solving a Real Problem at Scale Bradford explains how Pet Screening emerged from his background in property management and technology, identifying a widespread problem landlords face in managing pet policies. With roughly 160 million pets in America and a growing number of pet-owning households, the demand is substantial. Pet Screening's software helps landlords ensure pet policy compliance while reducing fraudulent emotional support animal claims, positioning the platform as a trusted, nationwide solution in the housing industry. Visionary Leadership, Core Values, and Execution The conversation turns to leadership, where Bradford shares how strong core values and daily execution shape company culture. He emphasizes that values must be lived, not just stated, and highlights Pet Screening's focus on equal opportunity, making an impact, and keeping work enjoyable. Bradford also underscores relentless execution, encouraging every team member to understand and support the product, including participating in sales. This shared ownership drives efficiency, creativity, and alignment across the organization. Learning from Mistakes and Listening to the Market Bradford openly discusses the role of mistakes in entrepreneurship, advocating for accountability at the leadership level rather than blame within the team. This approach builds trust and encourages innovation. He also highlights the importance of market feedback, urging founders to seek honest input beyond friends and family to refine ideas and validate demand. The episode concludes with practical insights on how visionary leadership, execution, feedback, and ownership intersect to drive sustainable growth, reinforcing that leadership and scaling are inseparable. Key Takeaways Vision alone is not enough successful category-of-one companies pair bold leadership with disciplined execution. Market size matters; even strong ideas struggle without a sufficiently large total addressable market (TAM). Solving a real, widespread problem creates momentum and positions a business for scalable growth. Core values must be demonstrated through daily actions to foster trust, engagement, and accountability. Involving the entire team in understanding and supporting sales strengthens alignment and execution. Effective leaders own mistakes, creating a culture where learning and innovation thrive. Market feedback is a strategic asset and should come from diverse, unbiased sources. Long-term growth is driven by the integration of leadership, culture, and continuous refinement of strategy. Resources & Next Steps Ready to take your leadership energy to the next level? Explore free training and resources at training.coreelevation.com to help you identify energy leaks, strengthen your leadership presence, and elevate your team's performance.  Explore More: training.coreelevation.com  Listen to the Full Episode: Growth Think Tank Podcast

This episode is a special replay of David George's conversation with Harry Stebbings on 20VC. David is a General Partner on a16z's growth team, and in this discussion he breaks down how he thinks about breakout growth investing: why great business models are now table stakes, where real edge comes from non-consensus views on TAM, and how to underwrite upside in a world of higher prices and increasing competition.They also dig into the mechanics behind the scenes: unit economics at growth, “pull vs push” products, winner-take-most market structures, and how David decides when to double or triple down on a company. Along the way, they touch on SPACs, the rise of crossover funds, single-trigger decision making, and how David manages fear, pressure, and performance over the long arc of an investing career. Resources:Learn more about 20VC: https://www.thetwentyminutevc.com/Watch on YouTube: https://www.youtube.com/@20VCFollow Harry on X: https://x.com/HarryStebbingsFollow David on X: https://x.com/DavidGeorge83 Stay Updated:If you enjoyed this episode, be sure to like, subscribe, and share with your friends!Find a16z on X: https://x.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zListen to the a16z Podcast on Spotify: https://open.spotify.com/show/5bC65RDvs3oxnLyqqvkUYXListen to the a16z Podcast on Apple Podcasts: https://podcasts.apple.com/us/podcast/a16z-podcast/id842818711Follow our host: https://x.com/eriktorenbergPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures](http://a16z.com/disclosures.  Stay Updated:Find a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.