Podcasts about Thai

Banana blossoms don't taste like bananas. They have a mild, slightly sweet, and sometimes nutty flavor, and can be eaten raw or cooked. Chef Ian Kittichai at Cuisine Concepts Kitchen in Bangkok, Thailand, shows us how to make a Thai banana blossom salad topped with chopped peanuts and shredded coconut. Watch the full series at: https://www.plantforwardkitchen.org/southeast-asia

Today we'll be talking about a deadly crash during a Royal Thai Air Force training mission, a British Tourist hurt in an illegal paragliding mishap, and a little later a Danish-Arab Influencer's videos mocking Thai culture have gone viral. Sounds like bad news but don't worry I've got some feel good stuff at the end of the show brought to you by the inimitable LaLisa.

Chef Ian Kittichai at Cuisine Concepts Kitchen in Bangkok, Thailand, shows us how to make a classic satay sauce. Spicy, sweet, rich, and creamy, Thai peanut sauce can be enjoyed with satay, noodles, or as a dipping sauce for fried tofu skins, like Chef Ian shows us here. Watch the full series at: https://www.plantforwardkitchen.org/southeast-asia

Today we'll be talking about the dangerous level of pollution in Bangkok as the city pushes for more work-from-home measures, Thai political parties riding nationalist currents amid rising border tensions, and a little later, a Thai fugitive being extradited to the US for murder charges after nearly 30 years on the run.

คุยกับ สมัชญา ปัญจวัตร (อันดา) สาวน้อยวัย 17 ปีจากรัฐเซาท์ออสเตรเลีย แชมป์ออสเตรเลียน โอเพน (Lawn Bowl Australian Open) และออสเตรเลียน แชมเปียนชิพ (Australian Championship) ปี 2025 รุ่นเยาวชนหญิงเดี่ยว อายุ18 ปี ถึงเส้นทางการเข้ามาเล่นกีฬาชนิดนี้อย่างไม่ตั้งใจจนกลายมาเป็นนักกีฬาระดับอีลีทที่ทั้งประเทศจับตามอง

Chef Ian Kittichai at Cuisine Concepts Kitchen in Bangkok, Thailand shows us how he makes nam makua, which means eggplant relish or dip. This northern Thai dish is made by pounding grilled eggplant, shallots, and chilies in a mortar and pestle along with some palm sugar and fish sauce. The relish is served with fried tofu skins, tapioca crackers, and cucumbers for dipping. Thai relishes, known as nam prik, are typically eaten as a side dish with steamed rice, or as a topping for grilled meats or vegetables. Watch the full series at: https://www.plantforwardkitchen.org/southeast-asia

Send us a textFrom working in the Casino to becoming an inspired Nail Technician with an entrepreneur mindset, | Steven aka Stevenailedit | The Thai Lyfe Podcast*Who should my next guest be?*To be a Sponsor for one of the Podcast, please DM or Email for inquiries.*All Podcast Episodes are streaming on Spotify, Apple Podcast, YouTube Podcast @Thethailyfe podcast.*Thank you for your support.Make sure to Follow, Like, and Share.Shop:www.beyondthecream.com**#nailtech #reels  #nails #podcastlife #memeSupport the showFor more content, please follow:INSTAGRAMinstagram.com/thethailyfeTIKTOKvm.tiktok.com/ZTd9RHyUjYouTubewww.youtube.com/@TheTHAILyfe

Another classic recast! One of the craziest stories from recent Thai history. Continuing our series on interesting episodes in Thai history, this episode focuses on the infamous Blue Diamond Affair, It all started when a Thai gardener named Kriangkrai Techamon, who was working in Saudi Arabia, decided to make off with $20 million worth of gems and jewelry belonging to a Saudi royal. Although the thief was caught shortly after his return to Thailand, he had already sold much of the loot, including the famed 50 karat 'Blue Diamond.' No problem - the gems were returned to Saudi Arabia and an apology issued. Case closed! BUT! Soon after the treasure was returned, Saudi authorities claimed that over half of the returned gems were fake, including the Blue Diamond. The Saudi authorities sent a special team of investigators to Bangkok to investigate...and what followed was a tale of murder, kidnapping, and black magic, with the ultimate result being a near-total diplomatic breakdown between the two countries that continues to this day (update - diplomatic relations were restored in 2022). It's a plot almost too twisty for Hollywood, but listen in for details on one of the strangest episodes in Thai history.  As always, the podcast will continue to be 100% funded by listeners just like you who get some special swag from us. And we'll keep our Facebook, Twitter, and LINE accounts active so you can send us comments, questions, or whatever you want to share.Bangkok History Highlight: The Blue Diamond Affair

HOUR 3: A Thai dish was labeled 'VERY SPICY.' Sure enough, it was. Now she wants a pay out. full 2348 Mon, 26 Jan 2026 22:00:00 +0000 HQ45645HtKkFTDeJN5E0WZiIbvWUDZE9 news The Dana & Parks Podcast news HOUR 3: A Thai dish was labeled 'VERY SPICY.' Sure enough, it was. Now she wants a pay out. You wanted it... Now here it is! Listen to each hour of the Dana & Parks Show whenever and wherever you want! © 2025 Audacy, Inc. News False h

Welcome to Season 6, Episode 04! When it comes to immigrant groups in the U.S., especially Asian Pacific immigrant groups, it's not unusual to see certain industries become almost synonymous with specific communities of people. We saw it with Chinese laundromats, Thai restaurants, Vietnamese nail salons, Cambodian donut shops, and more.  For Indian Americans, one of those industries was the motel business. So in this episode, we're here to share the origin and history of the Patel Motels as well as how families got into the business in the first place. We also share some of the challenges the business owners faced in the U.S. on the road to becoming dominant in the field.  We start the episode by sharing what's on our social media feeds. We close it with a new recurring segment called "Racist or Not" where we take a phrase and talk about whether it's racist… or not.  If you like what we do, please share, follow, and like us in your podcast directory of choice or on Instagram @AAHistory101. For previous episodes and resources, please visit our site at https://asianamericanhistory101.libsyn.com or our links at http://castpie.com/AAHistory101. If you have any questions, comments or suggestions, email us at info@aahistory101.com. Segments 00:25 Social Media and Road Trip Memories 14:32 The History of the Patel Motels, Part 1 27:50 Racist or Not: White on Rice  

If you've been wondering whether young people still care about faith, this conversation will challenge your assumptions. Thai Lam shares firsthand accounts of what's happening on college campuses: 5,000 students gathering for worship, 200 baptisms in one night, and Bible sales up 50% in five years.After decades of church decline in the West, something shifted. Young people are asking questions about God, buying Bibles, and showing up for prayer gatherings in numbers that surprised even the ministry leaders mobilizing them.Thai walks through the 200-year history of Collegiate Day of Prayer and explains how churches can adopt local campuses, create intergenerational prayer movements, and practically support what God is doing among Gen Z. Whether you're in a college town or simply wondering how to reach younger generations, this episode offers both hope and practical next steps.Find resources and prayer guides at collegiatedayofprayer.org. Looking for practical leadership resources? Join our newsletter at innovativechurchleaders.org. Links:Website: https://innovativechurchleaders.org/ YouTube: https://www.youtube.com/@InnovativeChurchLeaders Facebook: https://www.facebook.com/InnovativeChurchLeaders/ Facebook Group: https://www.facebook.com/groups/catalyzingcommunity/ Instagram: https://www.instagram.com/innovativechurchleaders LinkedIn: https://www.linkedin.com/company/innovative-church-leaders/ TikTok: https://www.tiktok.com/@innovativechurchleaders Eric Bryant Website: https://ericbryant.org/ Eric Bryant Facebook: https://www.facebook.com/ericmichaelbryant/ Eric Bryant Instagram: https://www.instagram.com/ericbryant/ Eric Bryant LinkedIn: https://www.linkedin.com/in/eric-bryant-397003172/ Eric Bryant X: https://x.com/ericbryant Apple Podcasts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://podcasts.apple.com/us/podcast/the-post-christian-podcast/id1509588357 ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  Spotify: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://open.spotify.com/show/6ZeQIrzr2tCMyq1VdwxGNn ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ 

Massaman curry is a fusion dish, incorporating influences from Thai, Indian, and Malaysian cuisines. Chef Ian Kittichai is the owner of Khum Hom Thai restaurant in the Mövenpick BDMS Wellness Resort Bangkok. Here he prepares Massaman curry with chicken, potatoes and peanuts. Chef Ian explains the importance splitting the coconut milk in order to bring out the flavor of the curry paste. Watch the full series at: https://www.plantforwardkitchen.org/southeast-asia  

Khao kluk kapi is a popular Thai fried rice dish seasoned with umami-packed shrimp paste and then served with a variety of sides and toppings, including sliced green mango, Thai chiles, green beans, and a fried egg. The dish is known for its combination of salty, sweet, sour, and spicy elements. Chef Ian Kittichai is the owner of Khum Hom Thai restaurant in the Mövenpick BDMS Wellness Resort Bangkok. Watch the full series at: https://www.plantforwardkitchen.org/southeast-asia

Reanimated takes a bite out of this Thai show that pits college students against a zombie outbreak in Bangkok.

Chef Benz Mahasuk is the head chef of Khum Hom Thai restaurant by Chef Ian Kittichai in the Mövenpick BDMS Wellness Resort in Bangkok. Here he shows us how to make a popular soup, Tom Kati Bai Liang Goong. Tom Kati Bai Liang Goong is a creamy coconut milk soup with shrimp and “bai liang” or malindjo leaves, which are similar to spinach. The soup's milder flavor cool your palate, and make it a great companion to the fierier Thai dishes served with it. Watch the full series at: https://www.plantforwardkitchen.org/southeast-asia

Subscribe now to skip the ads and get all of our content. While much of America endures an Arctic freeze, Danny and Derek bring to you scorching hot headlines. This week: renewed fighting breaks out between the Syrian government and the SDF as Damascus pushes across the Euphrates and ceasefires collapse (1:39); Israel plans to raze Rafah and construct controlled “humanitarian cities” as a template for postwar Gaza (10:32); Trump hints at striking Iran amid U.S. force movements (14:26); a Cambodian NGO accuses the Thai military of demolishing homes in disputed border villages with Cambodia (17:31); Japan's prime minister is dissolving parliament and calling a snap election to capitalize on high approval ratings (19:45); heavy fighting breaks out in Sudan's North Kordofan as the RSF seeks to block a government offensive toward Darfur (22:17); Somalia reaches a new defense cooperation agreement with Qatar (24:18); the EU is reportedly offering Ukraine a rapid partial membership as part of postwar security guarantees (26:27); attendees at Davos discuss a Ukraine reconstruction plan (28:44); Portugal's far-right Chega candidate reaches the presidential runoff (31:10); the Trump administration is exploring a Maduro-style operation in Cuba (32:47); Trump threatens and then backs off tariffs over Greenland after talks with NATO (35:22); Mark Carney's Davos speech on the collapse of the rules-based order gains attention (41:01); there is renewed speculation about Havana syndrome following reports the U.S. acquired a suspected energy weapon (43:00); and Trump formally launches his “Board of Peace,” with an unclear mandate and membership (45:00). Learn more about your ad choices. Visit megaphone.fm/adchoices

While much of America endures an Arctic freeze, Danny and Derek bring to you scorching hot headlines. This week: renewed fighting breaks out between the Syrian government and the SDF as Damascus pushes across the Euphrates and ceasefires collapse (1:39); Israel plans to raze Rafah and construct controlled “humanitarian cities” as a template for postwar Gaza (10:32); Trump hints at striking Iran amid U.S. force movements (14:26); a Cambodian NGO accuses the Thai military of demolishing homes in disputed border villages with Cambodia (17:31); Japan's prime minister is dissolving parliament and calling a snap election to capitalize on high approval ratings (19:45); heavy fighting breaks out in Sudan's North Kordofan as the RSF seeks to block a government offensive toward Darfur (22:17); Somalia reaches a new defense cooperation agreement with Qatar (24:18); the EU is reportedly offering Ukraine a rapid partial membership as part of postwar security guarantees (26:27); attendees at Davos discuss a Ukraine reconstruction plan (28:44); Portugal's far-right Chega candidate reaches the presidential runoff (31:10); the Trump administration is exploring a Maduro-style operation in Cuba (32:47); Trump threatens and then backs off tariffs over Greenland after talks with NATO (35:22); Mark Carney's Davos speech on the collapse of the rules-based order gains attention (41:01); there is renewed speculation about Havana syndrome following reports the U.S. acquired a suspected energy weapon (43:00); and Trump formally launches his “Board of Peace,” with an unclear mandate and membership (45:00).Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Chef Ann Pavita Sae-Chao is the Executive chef of Khum Hom Thai restaurant by Chef Ian Kittichai in the Mövenpick BDMS Wellness Resort Bangkok. Here she prepares yellow curry with mushrooms or gang kua hed kareng. Gang kua is a type of curry paste from southern Thailand. Watch the full series at: https://www.plantforwardkitchen.org/southeast-asia

Today we'll be talking about a violent clash between Thai's and Taiwanese at a Chiang Rai landmark, serious allegations against a police officer involving a minor, and a shocking attack on a homeless man, but don't worry, feel good news is on the way at the end to send you off into your weekend.

If you've ever screamed “JUST TELL US HOW MUCH SNOW” at your TV, congratulations — you're already emotionally prepared for today's daily podcast. Wait til you see the parenting challenges this guy admits to.On this episode of The Rizzuto Show, the crew spirals over wildly inconsistent snowfall predictions, Arctic wind chills, and the terrifying revelation that trees can literally explode when it gets too cold. Add in travel anxiety, Southern Illinois party drama, and weather forecasters refusing to “put their hogs on the table,” and we're already off the rails before the first hour.Then things get weirder.We break down a cemetery crime spree involving stolen bronze vases (bad luck speedrun), a Delta flight that soaked a passenger with de-icing fluid (new fear unlocked), and a love triangle that somehow involves one woman, two identical twins, and a brand-new boundary known as “the brother line.”As if that wasn't enough, we dive into a fertility clinic horror story where a couple gives birth to a baby that isn't genetically theirs — raising questions no one is emotionally equipped to answer at 7 a.m. And finally, we unpack an internet confession so uncomfortable, so oddly delivered, and so comment-section-fueled that it instantly joins the Rizz Show Hall of Fame.This daily podcast has everything: weather panic, a revisit to the great paper plate debate, cursed news, and the kind of conversations that make you say, “I should not have heard this… but I'm glad I did.” It's messy, it's hilarious, and it's exactly why the Rizz Show daily podcast exists.

learn how to use ขาด to talk about things that are "cut off"

Ty and Kanye want to open a Thai restaurant called "Ty Land" so naturally we came up with our own genius (or terrible?) restaurant concepts. Wicked fans reckon Ariana and Cynthia are in a full-blown feud because Ari skipped the birthday post this year—the shade of it all! Turns out people who swear apparently live longer, which means Ricki's basically immortal at this point. Plus Ricki and Joel battled it out in the first Quick Draw of the year while Victoria Beckham's son liked a video roasting her wedding dance moves.See omnystudio.com/listener for privacy information.

Today we'll be talking about a Thai family left stranded in China after a major travel scam, a final destination moment involving a steel bars falling off a truck and smashing vehicles behind it, and a little later bizarre cases involving ladyboy permission slips and alien species marriage proposals.

This episode is all over the place. Jonathan may have witnessed a crime (and is both willing and able to be subpoenaed), while Zachariah is convinced that his new snatched bod has put him on every kidnapper's radar. PLUS there is a Thai fortune-teller drama unfolding (tea) and Illinois is being lame by rejected vanity license plates (booo!) There is almond milk slander, gummy vitamin love, and obvi so much more.This episode was mixed and edited by Kevin Betts.Get your tickets to see Zachariah Porter's new Live Comedy Tour!Want BONUS CONTENT? Join our PATREON!Sponsors:➜ Skip the junk without overspending. Head over to ThriveMarket.com/camp to get 30% off your first order and a FREE $60 gift.➜ Feel your best self, every day with IM8. Go to IM8health.com/CAMPCOUNSELORS and use code CAMPCOUNSELORS for a Free Welcome Kit, 5 free travel sachets, plus 10% off your order.➜ Go to FactorMeals.com/camp50off and use code camp50off to get 50% off plus FREE breakfast for a year!➜ Go to Progressive.com to see if you could save on insurance.Sources:➜ Sarkar, Alisha Rahaman. “Fortune-teller accused of stealing client's phone to make ‘bad luck' prophecy come true.” The Independent, 2 Jan. 2026. ➜ Miller, Violet. “‘IBPOOPN' and ‘ICUP' among 550 license plates rejected by Illinois secretary of state.” WBEZ Chicago, 22 Dec. 2025.Camp Songs:Spotify Playlist | YouTube Playlist | Sammich's Secret MixtapeSocial Media:Camp Counselors TikTokCamp Counselors InstagramCamp Counselors FacebookCamp Counselors TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Ed interviews Thanita 'Ninar' Wongprasert, an old student of his and former guest on the show in 2018. On the earlier show she came on to talk about gay rights and same sex marriage in Thailand, and the two begin the interview with a high five to celebrate the eventual passage of gay marriage laws in Thailand. Ninar then discusses her work with various international NGOs and agencies of the UN. She was able to work on multiple issues, from the ozone layer to cyber security among others, and focused mostly on public information campaigns. Ed asks her about the transition from their international program to a prestigious organization such as the UN, and Ninar notes that building out her resume was a big project, but once she did that, she sailed right in.  Ed then asks about Ninar's new project, which is a type of consulting project that helps people find their purpose in life. To some extent, there is a focus on young people and helping them find a job that is truly meaningful to them, AND that will still be needed in the age of AI. But Ninar makes clear that they will advise clients of all ages, even if it's a retiree looking for a new hobby. This segues into a discussion of Gen Z and the Thai education system and how Ed does his best to teach Thai students to think for themselves.  Ed ends by pointing out that of all of his students in 17 years, Ninar is the ONLY student ever to get a perfect 100 on an essay exam. Yay Ninar!  

learn about three crucial Thai demonstrative pronouns meaning "this," "that," and "that, over there" with this video conversation

This week, we travel to Thailand to hear the story behind Cadson Demak, the Bangkok-based type foundry and design studio that has been shaping the landscape of Thai typography and design for 25 years. Host Dan Rhatigan chats with Founding Partner Anuthin Wongsunkakon and Senior Type Designer Nalat Jaturapattarapong about how their foundry and studio have influenced Thai type culture, moving from a time when fonts were undervalued to building a thriving industry. They discuss the complexities of the Thai script, the evolution of the design industry in Thailand, and their pivotal role in educating designers and creating infrastructure for the industry. You can find blog posts for this and past episodes at monotype.com/podcast.

การแข่งขันเทนนิส Australian Open จัดขึ้นทุกเดือนมกราคมที่เมืองเมลเบิร์น เป็นหนึ่งในรายการกีฬาระดับโลกที่ดึงดูดแฟนเทนนิสจากทั่วโลก เอสบีเอส ไทยชวนพูดคุยกับ สุธีร์ พักตร์เจริญ โค้ชสอนเทนนิสชาวไทยในออสเตรเลีย ถึงเส้นทางการทำงานกับเด็กและเยาวชน บทบาทของโค้ชกีฬาในต่างแดน คำแนะนำสำหรับผู้ที่สนใจ และมุมมองต่อการแข่งขัน Australian Open ปีนี้

Episode OverviewIn this episode of The Articulate Fly, host Marvin Cash sits down with Tim Flagler to explore his lesser-known culinary journey and preview his extensive 2026 hosted travel schedule. While most fly fishers recognize Tim from his renowned tying videos and work at Tightline Productions, this conversation reveals his parallel passion for cooking and food that parallels his fly tying expertise. The discussion traces Tim's evolution from childhood family meals at the Jersey Shore through his mother's and grandmother's influence to his current fascination with Asian cooking techniques, particularly Japanese, Chinese and Thai cuisine. Tim shares cooking philosophy centered on sourcing quality ingredients, constant tasting during preparation and proper knife skills while detailing his upcoming 2026 adventures including golden dorado fishing on Argentina's Ibera Marsh, trophy brown trout on the Limay River, northern pike and bull trout in British Columbia's Northern Rockies and steelhead on Lake Erie. The conversation also touches on Tim's ongoing fly tying innovations focused on creating mottled, natural-looking patterns that better imitate the mottled appearance of living aquatic insects.Key TakeawaysHow Tim's family food traditions at the Jersey Shore mirror the collaborative, process-driven approach he brings to fly tying and teachingWhy sourcing the best possible ingredients and tasting constantly throughout preparation are the two most critical elements of successful cookingHow to book Tim's 2026 hosted trips to Argentina for golden dorado and trophy brown trout, British Columbia for northern pike and bull trout or Lake Erie for winter steelheadHow Tim is incorporating mottled, multi-colored patterns in his fly designs to better imitate the natural mottled appearance of living aquatic insects that signals protein to feeding troutTechniques & Gear CoveredTim discusses his ongoing fly tying evolution focused on creating mottled appearances in patterns rather than solid single colors, based on close observation and video documentation of living aquatic macroinvertebrates. He explains how blotches of different colors signal life and protein to feeding fish, making these techniques potentially more effective than traditional solid-colored flies. The conversation touches on trout spey casting as one of Tim's seminar topics at upcoming Fly Fishing Shows. Tim also draws parallels between cooking and fly tying, emphasizing that both crafts require quality materials, proper tools (sharp knives in cooking, quality hackle and partridge in tying) and understanding fundamental techniques before attempting complex work.Locations & SpeciesTim's 2026 hosted travel schedule spans diverse fisheries across multiple continents targeting various species. In Argentina, he hosts trips to the Ibera Marsh for golden dorado, classic Patagonia rivers including the Chimehuin, Collon Cura and Limay for trout, and a six-day camping float on the Limay River targeting trophy brown trout. His North American destinations include Spruce Creek in Pennsylvania, the Kootenai River in northwest Montana for rainbows,...

All links: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtoocanlearnthai.com⁠⁠⁠⁠⁠⁠⁠***Unlock exclusive & ad-free episodes:Anchor/Spotify: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://anchor.fm/learnthai/subscribe⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (available in 30+ countries)Patreon: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (recommended for listeners in Thailand)Detailed tutorial: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://docs.google.com/document/d/1n-tZKW76sT7ULyvOVdH7_3NcPpbWmXRAzIZp7T0_rUM⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Transcripts and FAQs: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://docs.google.com/document/d/1qG1rvNaTFbjtVlYt7x5RxtUT3fFpuHfN_KAmpVuONsw⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Books: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://viewauthor.at/khrunan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (Thai alphabet and activity books)Free audio flashcards for basic Thai vocabulary: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://quizlet.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Merch (t-shirts and phone grips):USA: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.com/hz/wishlist/ls/1EZF44ILW1L5N⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠UK: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.co.uk/hz/wishlist/ls/14ESIQA0SZ5LL⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Germany: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.de/hz/wishlist/ls/219DDRPHY347Y⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***Facebook: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.facebook.com/youtoocanlearnthai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.youtube.com/c/YoutoocanlearnThai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠***ดอกไม้ช่วยเติมสีสันให้โลกนี้แค่ดอกกุหลาบอย่างเดียว ก็มีทั้งสีแดง สีขาว สีเหลืองสีของดอกไม้มักจะตัดกับสีเขียวของต้นไม้ช่วยเติมความงามให้กับสวนหลายคนจึงมองว่าดอกไม้เป็นสัญลักษณ์ของความงามค่ะ***ดอกไม้ ช่วย เติม สีสัน ให้ โลก นี้แค่ ดอก กุหลาบ อย่าง เดียว ก็ มี ทั้ง สี แดง สี ขาว สี เหลืองสี ของ ดอกไม้ มัก จะ ตัด กับ สี เขียว ของ ต้นไม้ช่วย เติม ความ งาม ให้ กับ สวนหลาย คน จึง มอง ว่า ดอกไม้ เป็น สัญลักษณ์ ของ ความ งาม ค่ะ***ดอกไม้ช่วยเติมสีสันให้โลกนี้Flowers add color to the world.แค่ดอกกุหลาบอย่างเดียว ก็มีทั้งสีแดง สีขาว สีเหลืองJust roses alone come in red, white, and yellow.สีของดอกไม้มักจะตัดกับสีเขียวของต้นไม้The color of flowers often contrasts with the green of trees,ช่วยเติมความงามให้กับสวนhelping to add beauty to the garden.หลายคนจึงมองว่าดอกไม้เป็นสัญลักษณ์ของความงามค่ะMany people therefore see flowers as a symbol of beauty.

Episode #470: This episode of Insight Myanmar continues our three-part series covering the Decolonizing Southeast Asian Studies Conference at Chiang Mai University, bringing together voices exploring how colonial legacies still shape knowledge, identity, and power in the region. Thai scholar-activist Thiti Jamkajornkeiat argues that true decolonization requires more than inclusion—it demands structural transformation. “The problem about Southeast Asian studies,” he explains, “is that it has a colonial baggage and is exterior—it's been developed outside of Southeast Asia.” He calls for scholarship that centers local thinkers as equal contributors and research that serves the needs and livelihoods of Southeast Asians. For Thiti, decolonization must confront global hierarchies of knowledge, funding systems, and academic validation that continue to privilege Western authority. His vision is both intellectual and emotional: a call for courage, tenderness, and solidarity in reclaiming the power to define one's own story. From Myanmar, Kyaw shares reflections rooted in his upbringing within the country's monastic education system. Growing up as a novice, he experienced how Buddhist and secular teachings intertwined, shaping his understanding of education as a moral as well as intellectual pursuit. Today, amid crisis and repression, he highlights the resilience of Myanmar's people. “Despite everything going in a negative way, the resilience of this community is huge,” he says. For Kyaw, endurance is an act of care—protecting the collective spirit and reimagining the nation's future together. Khaing expands on this, focusing on the importance of communication and advocacy in a time when truth itself is dangerous. Having long listened to Insight Myanmar, she describes it as a vital platform allowing citizens to speak and be heard despite censorship and internet blackouts. “Your podcast is more than useful,” she insists. “It's advocacy, and information awareness.”

Today we'll be talking about a shocking knife-wielding incident that occurred on a crowded Sukhumvit road over the weekend, a controversial ruling over the death of a Thai man in America and the teen responsible for it, and a little later, believe or not despite some of these sensational headlines, crime in Bangkok has seen a significant drop over the past year.

In this Fragrance Friday episode of Skin Anarchy, Dr. Ekta sits down with Pissara Umavijani, founder and perfumer of Parfums Dusita, for a quietly powerful conversation about perfume as emotion, memory, and meaning. In an industry increasingly driven by trends and virality, Dusita stands apart as a house built on poetry, patience, and feeling.Pissara shares her deeply personal journey—leaving Thailand to start over in Paris with a singular intention: to create fragrance that makes people feel. Entirely self-taught, she immersed herself in the craft of perfumery through persistence and intuition, guided by a belief that scent should communicate something human, not perform for attention. Even the name Dusita, which refers to a level of paradise in Thai culture, reflects this ethos—living with purpose, warmth, and emotional presence.Rather than relying on obvious cultural motifs, Dusita expresses Thai heritage through values: gentleness, hospitality, compassion, and balance. These qualities shape not only the fragrances themselves, but how the brand engages with people—inviting closeness rather than spectacle.At the heart of every Dusita fragrance is poetry written by Pissara's late father. Each poem serves as an emotional blueprint, translated into scent rather than illustrated literally. This approach comes to life in beloved creations like Tonka Latte, a soft, comforting gourmand inspired by warmth and love, and Pavilion d'Or, a serene composition that captures balance and stillness without adhering to a single category.Throughout the conversation, Pissara returns to one guiding principle: balance. For her, great perfumery isn't about intensity—it's about harmony, evolution, and restraint. Dusita's fragrances don't demand attention; they reward it.Listen to the full Skin Anarchy episode to hear how poetry, Thai cultural values, and emotional honesty shape Parfums Dusita—and why the most powerful fragrances are often the quietest ones.SHOP Parfums DusitaDon't forget to subscribe to Skin Anarchy on Apple Podcasts, Spotify, or your preferred platform.Reach out to us through email with any questions.Sign up for our newsletter!Shop all our episodes and products mentioned through our ShopMy Shelf!Support the showSupport the show

Rob Lam-Burns has bartended all over the world: Thailand, Hong Kong, Maison Premiere and now LenLen, a new Thai spot in the Flatiron district. He joins Greg and Sother to talk about his philosophy behind putting new and unexpected flavors in front of people, the divisive magic of Durian, “the king of fruits” and of course, professional skateboarding.PLUS, chili and cinnamon rolls? A culinary sensation from the great state of Nebraska gets its time in the limelight, and Greg and Sother discuss how refreshing it is that there are still some things in life yet to be explored.Follow Rob at @rob.hlssFollow LenLen at @lenlen.nycLINKSBecome a Regular: patreon.com/SpeakeasyRegularsRead JJ's article on Chili & Cinnamon Rolls: flatwaterfreepress.org/chili-and-cinnamon-rolls-warm-welcoming-and-a-little-unexpected-just-like-nebraska/For resources on dealing with ICE agents in your community visit nouswithoutyou.la/ and @thenycallianceThe Speakeasy is now on YouTube! Tune in to “see” what we're talking about at youtube.com/@Speakeasy.PodcastCheck out Quiote Imports at quioteimports.com and use promo code “Speakeasy” to get free shipping at checkout.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode #469: “This is not simply about solving the conflict, but about understanding the conflict to begin with,” explains Bhanubhatra “Kaan” Jittiang, an assistant professor of political science at Chulalongkorn University and director of the Nelson Mandela Center for Conflict Resolution and Human Security. He argues that most external efforts to mediate or manage Myanmar's conflict fail because they begin from the false assumption that Myanmar functions as a centralized, coherent nation-state. In his view, this assumption collapses because Myanmar is structurally complex, rapidly changing, and shaped by fragmented authority, layered identities, and long-normalized violence. Any workable approach, he insists, must start from how power, legitimacy, and survival actually operate, rather than from abstract peace formulas or standardized political templates. Kaan describes that Myanmar is often perceived in Thailand as a centralized state similar to Thailand itself, with ethnic diversity acknowledged but poorly understood in political terms. Descriptions of Myanmar as “federal,” he argues, are filtered through a centralized Thai frame that mistakes rhetoric for lived governance. This frame breaks down in practice. During early fieldwork after the coup, he encountered a dense landscape of armed groups and organizations that defy simple categorization. That confusion becomes emblematic of Myanmar's reality: political and social organization operates through overlapping layers, and distinctions within ethnic groups matter deeply for authority and representation. Kaan argues that this complexity defines the conflict itself. Simplifying Myanmar leads outsiders to false solutions such as “bringing everyone to the table” without confronting who “everyone” actually is. He also emphasizes how quickly conditions change, warning that static narratives lead actors to misread shifts in control and governance. “In just two to three weeks, things change,” he notes. Anchoring his analysis regionally, he argues that Thailand experiences Myanmar's crisis as a direct security pressure, rather than as a pressing tragedy. Capital-focused engagement, he contends, misreads a fragmented reality shaped largely at the border. Turning to humanitarian and security policy, he insists that long-term displacement demands investment in dignity, livelihoods, and prevention, not emergency response alone. He concludes that durable engagement must center people rather than rigid state frameworks, stating, “People have to be at the heart, and it must always be at the heart.”

Today we'll be talking about the two crane collapses in as many days and the company behind these disasters, plus, leading Thai political parties are vowing to reclassify cannabis in an effort to make the plant medical use only, and later on we'll talk about the pea soup pollution that is currently plaguing the country. Don't worry though, still some feel good news at the end to send you off into your weekend.

Send us a textJust a typical nail tech working in a mom and pop shop to A Funny SENSATIONAL content creator | Hanh Duong aka Hanh.Knows.Best | The Thai Lyfe Podcast*Who should my next guest be?*To be a Sponsor for one of the Podcast, please DM or Email for inquiries.*All Podcast Episodes are streaming on Spotify, Apple Podcast, YouTube Podcast @Thethailyfe podcast.*Thank you for your support.Make sure to Follow, Like, and Share.Shop & Earn Points with our New Rewards Program:www.beyondthecream.com**#nailtech #reels  #nails #nailart #memeSupport the showFor more content, please follow:INSTAGRAMinstagram.com/thethailyfeTIKTOKvm.tiktok.com/ZTd9RHyUjYouTubewww.youtube.com/@TheTHAILyfe

It's a shiny new year, so this month on Unpacked, we're diving into Afar's ⁠⁠⁠⁠Where to Go list⁠⁠⁠⁠. And in 2026, we want to lessen the burden on overtouristed destinations and expand visitation to other parts of the world. So our editors carefully selected 24 emerging regions and overlooked locales that will inspire your next great adventure. Places like Adelaide, Australia, a city within a park that punches above its weight with world-class wine, a booming food scene, and Australia's only UNESCO City of Music designation. In this episode, producer Nikki Galteland interviews host Aislyn Greene, who traveled to Adelaide last year. Aislyn shares why she waited 10 years to visit, what makes Adelaide different from Sydney and Melbourne, and how to engage with Aboriginal history—including a new $35 million cultural center. Plan Your Adelaide Getaway (First, explore our ⁠Australia travel guide⁠.) Stay Adelaide Marriott⁠ Eat and Drink ⁠Shobosho⁠, a Japanese izakaya with a custom yakitori grill ⁠Golden Boy⁠ for Thai food in an art-filled space Fino Vino⁠ for a daily-changing tasting menu Ondeen⁠ in the Adelaide Hills for fireside dining ⁠Salopian Inn⁠ in McLaren Vale Lino Ramble⁠ Wines—ask for the fortified arinto Explore Barossa Valley⁠ for world-famous Shiraz McLaren Vale⁠ and ⁠Adelaide Hills⁠ for boutique wineries Small Batch Wine Tours⁠ for off-the-beaten-path tastings The newly expanded ⁠Adelaide Central Market⁠ The Thebarton Theatre⁠, a 1928 theater reopened after an $8M renovation Kangaroo Island⁠ for wildlife The ⁠Eyre Peninsula⁠ for a coastal road trip The ⁠Flinders Ranges⁠ for Outback landscapes Engage With Aboriginal Culture ⁠Yipti Yartapuultiku⁠, the new $35.2M Aboriginal cultural center ⁠Bookabee Australia⁠ for the Adelaide Aboriginal Cultural Experience The Australian Aboriginal Cultures Gallery at the ⁠South Australian Museum⁠ Know Before You Go New: United flies direct from San Francisco to Adelaide Best time: Australian fall (March–May) for harvest and mild weather Or plan around ⁠Adelaide Fringe⁠ (Feb–March) or ⁠WOMADelaide⁠ (March) Very walkable; rent a car only for wine country and day trips Resources Follow Aislyn on ⁠Instagram⁠ Explore ⁠Afar's Where to Go in 2026 list⁠ Follow us: ⁠@afarmedia⁠ Listen to All the Episodes in our Where to Go 2026 Series E1: T⁠⁠⁠⁠⁠⁠his Island in the Bahamas Promises Pink Sand, Historic Hideaways, and Perfect Solitude ⁠⁠⁠⁠⁠⁠ E2: ⁠⁠⁠⁠⁠⁠Why Peru's Second City Might Be Its Best-Kept Secret⁠⁠⁠⁠⁠ E3: ⁠⁠⁠⁠⁠The New 170-Mile Hiking Network Connecting Stockholm's Dreamy Archipelago⁠⁠⁠⁠⁠ E4: ⁠⁠⁠Route 66 Turns 100—and Albuquerque Is Ready to Celebrate ⁠⁠⁠ E5: ⁠⁠Why Morocco's Chill Capital Deserves Your Attention ⁠⁠ E6: ⁠⁠Three Hours From Nashville, the South's Next Great Food Capital Is Waiting⁠⁠ E7: ⁠⁠The French Riviera's Last Stop Before Italy—and Its Best-Kept Secret ⁠⁠ E8: ⁠⁠Skip the Serengeti Traffic Jams for This Under-the-Radar Kenyan Safari ⁠⁠ E9: ⁠The Pacific Northwest's 80-Mile Playground Just Got Even Better ⁠ E10: ⁠The White Lotus Architect Designed a Hotel in This Vietnamese City—Now the World Is Noticing⁠ E11: Malaysia's Most Overlooked Island Is a Feast for Every Sense E12: The Australian City That Punches Above Its Weight (this one!) Stay Connected Sign up for our podcast newsletter, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Behind the Mic⁠⁠⁠⁠⁠⁠⁠, where we share upcoming news and behind-the-scenes details of each episode.  Explore our other podcasts, ⁠⁠⁠⁠View From Afar⁠⁠⁠⁠, about the people and companies shaping the future of travel, and⁠⁠⁠⁠ ⁠Travel Tales⁠⁠⁠⁠⁠⁠⁠, which celebrates first-person narratives about the way travel changes us. Unpacked by Afar is part of⁠⁠⁠⁠ ⁠⁠⁠Airwave Media⁠⁠⁠⁠⁠⁠⁠'s podcast network. Please contact ⁠⁠⁠advertising@airwavemedia.com⁠⁠⁠ if you would like to advertise on our podcast. Learn more about your ad choices. Visit megaphone.fm/adchoices

Today we'll be giving you an update on the horrifying crane collapse that claimed dozens of lives yesterday, the United States is officially halting visa processing for Thai applicants in less than a week, and a little later we'll try to brighten your day with news about tourism numbers, exotic wildlife, and Thailand's thriving night markets.

กิจกรรมทางน้ำเป็นวิธีคลายร้อนที่นิยมในฤดูร้อน ไม่ว่าจะเป็นที่สระว่ายน้ำหรือที่หาด แต่ในความสนุกนั้น อุบัติเหตุทางน้ำสามารถเกิดขึ้นได้ในเวลาเพียงไม่กี่นาที ฟังไลฟ์การ์ดคนไทย นครินทร์ ใจกล้า ถ่ายทอดประสบการณ์ตรง พร้อมคำแนะนำด้านความปลอดภัยและความเข้าใจผิดที่พบได้บ่อยในการเล่นน้ำ โดยเฉพาะในกลุ่มผู้อพยพที่อาจไม่คุ้นกับสภาพแวดล้อมทางน้ำในออสเตรเลีย

MasterChef winner Nat Thaipun has put together a range of Thai inspired recipes for her latest cookbook, Thai: Anywhere and Everywhere.  

Greg and Ed discuss Ed's new class at his Thai university: "Contemporary Thai Society in the Modern World." The guys have a laugh at the thought of a white guy from Ohio teaching young Thais about their own country, but Ed notes that he has been living in Thailand as an adult for 25 years, whereas his students are only 18-20 years old. One point for Ed! Further, there's considerable value to getting an 'outsider' view of one's own country. Greg admits that his knowledge of his own birth country is scant in many ways. Ed and Greg banter about different topics that should be covered. Ed notes that there are a few gimmes: the upcoming election is perfect fodder for the class, and the 'Middle Income Trap' is a much discussed problem in the development of the Thai economy. The guys weigh the pros and cons of discussing the darker side to Thai society, such gambling and prostitution, with Ed admitting he hasn't made up his mind yet.  Greg talks about his brave attempt at a 'Facts About Thailand' quiz that Ed gave his students on the first day of class, and Ed scores his quiz. Greg got 36 questions out of 50 correct (apparently spot on with Greg's actual academic performance!). If you are interested in taking the quiz yourself, follow the link here. If you beat Greg's score, he'll personally send you a gift card for Central Department Store worth 10,000 baht!* *this is not even remotely true.

Today we'll be talking about the failure of Thailand's THEOS-2A satellite launch following a rocket malfunction in India, a historic skydiving record involving the Thai flag in Antarctica, and a little later, a British man arrested in Phuket after a lewd stunt on a traffic island while under the influence of yaba.

เอสบีเอส ไทย พูดคุยกับนางสาวอาจารี ศรีรัตนบัลล์ เอกอัคราชทูต ณ กรุงแคนเบอร์รา ว่าด้วยจำนวนผู้ลงทะเบียนเลือกตั้งนอกราชอาณาจักรและอุปสรรคที่ส่งผลให้ตัวเลขยังคงมีสัดส่วนไม่ถึงครึ่งหนึ่งของคนไทยที่พำนักในออสเตรเลีย รวมถึงข้อมูลการลงคะแนนเสียงผ่านช่องทางไปรษณีย์และคูหา

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

Is Love Design the best Thai GL couple story of 2025? Dive into this heartwarming journey of Rin and Aokbab, two architects who find love through their shared passion for design and art. From their playful banter to a relationship that blossoms organically, this series showcases the growth of two opposites navigating life and love together. We break down the incredible chemistry between the lead characters, explore hilarious moments like Rin's cat-coded personality (yes, food motivation is real!), and celebrate the positive messages around setting boundaries and LGBTQ+ representation. Plus, we unpack the drama, discuss standout supporting characters, and gush over the stunning cinematography that brings this story to life.Whether you're here for the hilarious interactions, heartwarming romance, or deeper themes like family and healing, "Love Design" has something for everyone. Drop your thoughts in the comments! If you want to support us and gain access to bonus content become a Patreon: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BGE Patreon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Wanna talk queer media with us and our friends? Join our Discord: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BGE Discord Link⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠This episode along with all our other episodes are now available on YouTube: Check out the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BGE Channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠As always, please feel free to reach out to us on all the things. We love hearing from you!Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@biggayenergypod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Twitter (X)      ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠biggayenergypod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠Tik Tok      ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@Biggayenergypod⁠⁠Tumblr      ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠biggayenergypod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠#thaigl⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠#podcast⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠#tvreview⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠#wlw⁠⁠⁠⁠⁠ #KaoJaneJaneKao #lovedesignseries

learn 10 high-frequency expressions, including words for parts of the body

learn the top 10 language learning goals for the year

Stijn Schmitz welcomes Marc Faber to the show. Marc Faber is Contrarian Investor and Publisher of the Gloom, Boom, & Doom Report. Their discussion centers on global economic trends, monetary policy, and the impact of continuous money printing by central banks. Faber, a proponent of the Austrian school of economics, critically examines the current financial landscape, highlighting how central banks and financial institutions are incentivized to continuously print money, which leads to uneven price increases across various assets. Faber argues that money printing fundamentally distorts economic systems, with financial institutions benefiting first from monetary expansion while average workers experience declining real wages. He points out that while nominal GDP might show growth, real purchasing power for most people has actually decreased. The conversation explores the historical context of economic cycles, with Faber referencing economists like Kondratiev and discussing how societies rise and decline. The discussion shifts to geopolitical dynamics, particularly the changing global power balance between the United States and emerging powers like China and Russia. Faber suggests that the US is no longer in the dominant position it held post-World War II, with potential competitive challenges emerging from other global powers. Regarding investment strategies, Faber recommends diversification across assets like real estate, precious metals, stocks, and cash. He sees particular potential in gold, silver, and platinum as alternative currencies, and believes these metals can serve as protection against monetary devaluation. He’s especially bullish on platinum, suggesting it might eventually surpass gold in price. Faber’s investment philosophy emphasizes understanding price dynamics over specific company details, advocating for purchasing assets below their intrinsic value. He remains skeptical of government interventions and central bank policies, viewing them as potentially destructive to long-term economic stability. Timestamps: 00:00:00 – Introduction 00:00:51 – Precious Metals Bull Run 00:01:25 – Gold Market History 00:02:31 – Money Printing Effects 00:05:33 – Financial Industry Incentives 00:07:15 – Austrian Economics Overview 00:09:10 – Keynesian Policies Critique 00:14:40 – Economic and War Cycles 00:20:25 – Geopolitical Tensions Rise 00:22:47 – Global Financial System Risks 00:24:00 – Safe Currencies Gold Silver 00:27:12 – Approaching Economic Crises 00:33:02 – Portfolio Diversification Advice 00:35:49 – Silver Platinum Investment Benefits 00:42:05 – Newsletter and Personal Reflections 00:45:44 – Concluding Thoughts Guest Links: Website: https://www.gloomboomdoom.com/ X: https://x.com/gloomboomdoom Dr. Marc Faber was born in Zurich, Switzerland. He went to school in Geneva and Zurich and finished high school with the Matura. He studied Economics at the University of Zurich and, at the age of 24, obtained a Ph.D. in Economics magna cum laude. Between 1970 and 1978, Mr. Faber worked for White Weld & Company Limited in New York, Zurich, and Hong Kong. Since 1973, he has lived in Hong Kong. From 1978 to February 1990, Marc was the Managing Director of Drexel Burnham Lambert (HK) Ltd. In June 1990, he set up his own business, publishing a widely read monthly investment newsletter, “THE GLOOM BOOM & DOOM,” a report highlighting unusual investment opportunities. Dr. Faber is also the author of several books, including “TOMORROW’S GOLD – Asia’s Age of Discovery,” first published in 2002 and highlighted future investment opportunities. “TOMORROW’S GOLD” was on Amazon’s bestseller list and translated into Japanese, Korean, Thai, and German. Marc is also a regular contributor to several leading financial publications around the world. In addition, Dr. Faber is a frequent speaker at various investment seminars and is well known for his “contrarian” investment approach.

We are wasting no time and getting right to the good stuff. This hour features one of the great moments in recent show history, instantly becoming an all-time sounder: when Zas first uttered the word "Thai food." You will hear all about the bachelor week that featured that iconic meal, eminent domain being a son of a gun, and athletes we thought would be amazing but ended up being terrible. Learn more about your ad choices. Visit podcastchoices.com/adchoices