Podcasts about thinking like

Families lose wealth because they inherit money without inheriting the system that created it. Every successful business follows a proven framework. Yet most families manage millions of dollars with no written system, no roadmap, and no governance. In this episode, Seth Hicks and Vance Lowe explain why building a successful Family Bank isn’t simply about accumulating capital—it’s about creating rules, accountability, regular reviews, and a disciplined strategy that protects wealth for generations. You’ll discover: Why every Family Bank needs a clear risk framework How 90-day reviews accelerate financial growth The difference between family lending and true family banking Why disciplined systems outperform emotional decisions If your goal is permanent family wealth instead of temporary financial success, this episode provides the blueprint. Listen now and begin Thinking Like a Banker. Visit: www.privatebankingstrategies.com To learn more about Private Banking Strategies®, download a copy of our E-book today: https://privatebankingstrategies.com/resources/free-e-book/  To Schedule a Call with Vance, Click the Link Below: https://go.oncehub.com/VanceLowe

Kristjan Hebert and Evan Shout kick off this episode of the Truth About Ag with a wide-ranging discussion on the major challenges impacting the agricultural industry. They share insights into evolving global market conditions and practical financial strategies farms can use to navigate policy shifts, manage finances, and plan strategically. Then, live from Ag in... Read More

Kristjan and Evan kick off the episode with a wide-ranging discussion on the major challenges impacting the agricultural industry. They share insights into evolving global market conditions and practical financial strategies farms can use to navigate policy shifts, manage finances, and plan strategically.  Then, live from Ag in Motion, they're joined by Craig Davidson, CEO of Taurus Ag and the newest sponsor of The Truth About Ag. Craig shares the story behind Taurus as the company marks 25 years in business, his roots on a fifth-generation farm, and the philosophy that has shaped much of the company's approach to agronomy and fertility: think like a plant. They dig into plant health, biologicals, fertilizer availability, salt load, phosphate and sulfur, and why measuring the value of fertility by tonnes purchased can miss what actually matters to both the plant and the farm's margin. The conversation also moves beyond agronomy into how Craig thinks about business, relationships and the future of agriculture. He talks about the value of challenging customers and being challenged in return, supporting rural communities, being willing to fail in pursuit of something better, and the potential for AI, better data and emerging computing technology to help agriculture make faster, more precise decisions.

Frank Greeff joins James Smith fresh off a $180 million exit for a raw conversation about tax, talent and why the game never really ends. Frank breaks down the $6.2M tax bill from selling his last business, the proposed Australian capital gains changes that would have doubled it, and why, hand on heart, he isn't sure he'd have started his last company if those rules had existed first. Check out Kinso on YouTube : @KinsoAI Follow Frank Greeff on intagram : https://www.instagram.com/frankgreeff_/ Try Kinso: https://www.kinso.ai/

Send us Fan MailHow do fundraisers become nonprofit leaders? Moving from development into executive leadership takes more than raising money—it requires understanding the entire business of the nonprofit and becoming someone who can lead across departments, relationships, strategy, and mission. On this Fundraisers Friday edition, co-hosts Julia C. Patrick and Tony Beall examine how nonprofit professionals can deliberately increase their professional value and prepare themselves for broader leadership. Tony begins by pointing to one major advantage many development professionals already possess: relationships. Fundraisers work with donors, boards, community leaders, staff, and supporters, often developing credibility across an organization long before they enter the C-suite. But relationships alone are not enough. Future nonprofit leaders need to understand how the organization actually works: finance, operations, marketing, human resources, programs, and the processes that turn funding into outcomes. As Tony reminds us, “Your team members regardless of their job title come to you with a lot of lived experience.” The conversation also moves into communication, professional visibility, public speaking, LinkedIn, networking, body language, and thought leadership. Yet visibility comes with an important guardrail: “You have to maintain a level of humility in this work.”The bigger career question may not be, “How valuable do others think I am?” Instead, it may be: How am I becoming the strongest leader I can be for the work I want to accomplish?There is a fitting backdrop to the conversation: this marks the 1,600th edition of The Nonprofit Show, seven years into an ongoing exploration of the business decisions that make nonprofit missions possible! Key Takeaways:* Fundraising relationships can create a strong foundation for future nonprofit executive leadership.* C-suite readiness requires knowledge beyond development, including finance, operations, HR, marketing, and programs.* Understanding program delivery makes fundraisers stronger storytellers with donors and investors.* Leadership communication includes tone, timing, word choice, and nonverbal signals.* Public speaking and professional visibility can expand influence when paired with humility.* Professional value should be built around contribution and impact, not external validation.00:00:00 The Nonprofit Show Reaches 1,60000:01:21 Escalating Your Professional Value00:03:14 Why Fundraisers Can Become Nonprofit CEOs00:06:16 Learn the Business Beyond Fundraising00:10:25 Leadership Across Operations and Programs00:11:20 Understand How the Mission Actually Gets Delivered00:13:59 Communication as a Leadership Skill00:17:25 What Your Body Language Communicates00:18:45 Public Speaking and Professional Visibility00:20:05 Thought Leadership Without the Ego00:23:44 LinkedIn, Networking and Professional Presence00:26:16 Who Determines Your Professional Value?#NonprofitLeadership #FundraisingCareer #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Today, Eric explores why some of the world's largest investment firms are investing billions of dollars in the meetings and events industry and explains what they are seeing that many small business owners may not yet recognize. Stay tuned to discover how to build a business that captures the value investors seek. Private Equity Private equity is not buying event companies because they love events. They are investing in predictable cash flow, valuable customer communities, scalable business models, recurring revenue, EBITDA, market leadership, customer data, pricing power, growth opportunities, and businesses that can run without the founder. Looking at your business through this lens helps you understand what truly creates long-term value. Face-to-Face Meetings As AI continues to grow, face-to-face meetings are becoming even more valuable. People still buy from people, and trust is built through human relationships. Rather than replacing events, AI increases the value of in-person interactions, making face-to-face experiences an even stronger competitive advantage. A Fragmented Industry The meetings and events industry is fragmented, with a handful of dominant players and thousands of smaller businesses. This creates opportunities for consolidation, allowing investors to buy, improve, combine, and scale businesses. If you hope to benefit from this trend, you need to build a profitable business and allow it to mature to become valuable enough to attract potential buyers. Technology Improves Profitability AI, automation, better data, and better pricing are changing the industry. Technology is making event organization faster, cheaper, more structured, and more data-driven while lowering operating costs. Rather than replacing events, it is making event businesses more profitable. Thinking Like an Investor Instead of asking whether someone would buy your business today, consider what would make it attractive to a buyer. Investors look beyond size. They evaluate your people, your processes, your reputation, how long you have been in business, and how well your business can operate without you. Build Assets, Not Just Income Many entrepreneurs focus on building income, while private equity focuses on buying assets. Shifting your mindset toward building a valuable asset helps you create a stronger business, regardless of whether or not you decide to sell it. Predictable Revenue One of the biggest drivers of business value is predictable revenue. Long-term contracts, recurring revenue, membership models, subscription models, and repeat business reduce uncertainty and allow you to forecast revenue further into the future, making your business far more attractive. Strong Systems and Leadership The less your business depends on you personally, the more valuable it becomes. A valuable business does not rely on the owner to approve everything. Strong systems, a capable leadership team, and clear processes allow businesses to continue operating even when the owner is away. Differentiation and Financial Discipline Your business must offer something that others cannot easily replicate. Becoming a strategic partner, rather than simply a professional logistics expert, differentiates your business and strengthens client relationships. Knowing your numbers, tracking trends, and demonstrating financial discipline also makes your business more attractive to buyers. Building a Sellable Business Building a business that someone would want to buy creates a stronger, more resilient business, even if you have no intention of selling it. By focusing on value rather than remaining small, you can position your business to thrive as the industry continues to evolve. Connect with Eric Rozenberg LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter  

JOIN OUR FREE SKOOL COMMUNITY https://www.skool.com/ibc-community-7282Learn from people who are actually practicing The Infinite Banking Concept in their own lives. Our guests today are dedicated to creating a family banking system to control their capital, make investments, and leave a legacy.CHECK OUT:https://thewealthwarehousepodcast.com/https://cospark.us/Key takeaways:- Learn how Infinite Banking can provide you with more control over your finances.- Hear real-life stories of individuals who have used IBC to enhance their financial strategies.- Understand the mindset shift required to think like a banker, not a consumer.Chapters00:00 Introduction to Infinite Banking and Its Benefits11:24 Using Policies to Recycle and Grow Wealth12:20 Creating a Perpetual Motion Machine with Policies13:46 Risk Management and Building Sustainable Systems15:12 Community and Long-Term Thinking in IBC16:17 Thinking Like a Banker, Not a Consumer17:19 Creating Your Own Protections and Rules19:27 Introduction of New Guest Brian and His Use of IBC20:09 Brian's Transition from Teaching to Wealth Building21:15 Using IBC for Real Estate and Business Financing22:24 Tax Benefits and Strategic Uses of Policies23:52 Real Estate, Flipping, and Private Lending with IBC25:11 Long-Term Legacy Planning and Family Wealth26:12 Delayed Gratification and Building Policies31:12 Community Networking and Sharing Success Stories32:21 The Power of Connections and Community in Wealth BuildingWhat's your biggest challenge with Infinite Banking? Drop it in the comments!Subscribe for weekly insights on financial independence and wealth-building strategies!music from SoundStripe code GX5DQOHZ6VFVSDIEDISCLAIMER: Licensed Authorized Infinite Banking Practitioners. Educational purposes only. Schedule consultation for personalized advice.

Hafley thinking like Big O. 7-29-2026

“The business of a law firm is quite simply to sell and deliver legal services… You have to market, you have to sell, you have  to produce, you have to deliver, you have to get paid.” – RJon Robins, author of Profit First for Lawyers If your law firm is already profitable, is Profit First for you? In this episode, we hear from law firm owner and attorney Leah Mayersohn about how she discovered that even a successful law firm can benefit from implementing Profit First. After more than two decades running a profitable law firm, Leah initially dismissed Profit First as unnecessary. It wasn’t until she accepted RJon’s challenge to open one Profit account that she discovered how much opportunity was hiding in plain sight. From stronger financial accountability and improved business systems to greater freedom and a higher quality of life, Leah shares why Profit First became about much more than increasing profit. Thinking Like a Business Owner In an audiobook clip from Chapter 5, RJon explains the difference between the job of a lawyer and the business of a law firm. That distinction resonated strongly with Leah because law school prepared her to practice law, but not how to build and run a business. That realization changed the way she approached her firm. Now, instead of working seven days a week at all hours, she is able to spend time away from her firm while it continues to grow. Her experience demonstrates that Profit First isn’t just about increasing profit. It’s about intentionally building a law firm that creates professional, personal, and financial profit for the owner. Mentioned: Chapter 5 Tea Time Segments Part 1: Marketing Part 2: Sales Part 3: Production Part 4: People Part 5: Physical Plant Part 6: Money & Metrics Part 7: You (Owner’s goals) Connect Connect directly with Leah Mayersohn: https://mayersohnlaw.com Subscribe to the Profit First for Lawyers podcast Watch episodes on YouTube And most importantly, order your copy of Profit First for Lawyers today!

Sarah Westall is an entrepreneur, business strategist, and host of the Business Game Changers podcast. With a background in computer science and telecommunications, she helped build early internet infrastructure before leaving corporate America to launch multiple businesses. In this episode, Sarah shares her entrepreneurial journey, explains why creativity is one of the most valuable business skills, and discusses how she has built and monetized a successful media platform over more than a decade. On this episode we talk about: Why creativity is one of the biggest advantages entrepreneurs have How to transition from a corporate career into entrepreneurship Building financial runway before leaving your full-time job Using podcasting as a business growth and relationship-building tool The evolving media landscape, audience ownership, and long-term monetization strategies Top 3 Takeaways Entrepreneurship is a creative pursuit that requires resilience, adaptability, and a genuine passion for solving problems. Before leaving a steady paycheck, build financial runway and begin generating clients or revenue on the side whenever possible. A podcast is more than a content platform—it can become a powerful engine for building relationships, growing a business, and creating multiple revenue streams. Notable Quotes "Entrepreneurship is a creative endeavor because you're going to have to get creative and figure it out." "Go into something that you really love to do, because you're not going to love it when there are problems." "Everything you do is creating relationships. It's more important than anything else." Connect with Sarah Westall: Facebook: https://www.facebook.com/RadioHostSarahWestall Instagram: https://www.instagram.com/sarahwestall/ Other: https://sarahwestall.com/ A Word from Our Sponsors: - Visit DrinkAG1.com/TMM to get a free AG1 Travel Case with 7 free AG1Travel Packs in your Welcome Kit with your first AG1 subscription order while supplies last.  - Go to Leesa.com for 25% OFF select mattresses (through July 26, 2026) PLUS get an extra $50 off with promo code TMM, exclusive for my listeners  - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney Learn more about your ad choices. Visit megaphone.fm/adchoices

Fr. Timothy Gallagher discusses his book "Thinking Like A Saint: Discernment of Spirits in the Catholic Tradition". Fact Check Friday looks at France's ban on social media. Bishop Daniel Thomas joins to talk about the Labor Department Rejecting IVF rule. Plus, Fr. John Paul Mary discusses the Pope's message on the need for silence and prayer. We also revisit interviews with John Edwards from "Just a Guy in the Pew", and Maria Johnson helping parents through the dog days of summer.

Matt Kilgroe — President & CEO, Cyndeo Wealth Partners Matt Kilgroe shares how Cyndeo Wealth Partners grew from a newly launched $1.2B RIA to a $3.5B enterprise, and why the next challenge isn't independence, but building a firm capable of reaching $25B.  In Summary Five years after launching Cyndeo Wealth Partners from UBS, Matt Kilgroe returns to the podcast to discuss what happens after independence. Rather than focusing on the transition itself, Louis and Matt explore the next phase of growth: scaling an advisory business, attracting talent, developing niche expertise, taking on outside capital, and building an enterprise designed to last. Along the way, Matt shares how Cyndeo expanded from $1.2B to $3.5B, why serving professional athletes required a different business model, and what led the firm to partner with Rise Growth Partners as it looks toward a $25B future.  The Storyline For many advisors, independence is viewed as the finish line. For Matt Kilgroe, it became the starting point. When Cyndeo Wealth Partners launched in 2020, the goal wasn't simply to leave the wirehouse behind. It was to build a business with the flexibility to grow in ways that simply weren't possible before. Five years later, that vision has evolved into something much larger. Cyndeo has nearly tripled in size, expanded its niche serving professional athletes and entertainers, recruited advisors, added specialized operational talent, and recently welcomed Rise Growth Partners as a minority investor to help accelerate its next phase of growth. The conversation explores what changes when firm leaders stop thinking like advisors managing successful practices and begin thinking like CEOs building enduring enterprises. The discussion spans succession planning, capital strategy, recruiting, organizational design, and the mindset required to scale from billions to tens of billions—all while remaining focused on clients and culture.  Topics Covered Building an enterprise beyond independence Scaling from $1.2B to $3.5B in assets Organic growth versus recruiting Serving professional athletes and entertainers Why fiduciary independence matters for niche client segments Building operational infrastructure for growth Partnering with Dynasty Financial Partners Minority capital and Rise Growth Partners Succession planning and employee ownership Thinking from $3.5B to $25B > Download a transcript of this episode… Listen and Learn Highlights for Advisors What did Matt learn after transitioning nearly 98% of his clients? (06:20) Why client relationships—not firm logos—proved to be the firm's greatest asset during one of the most challenging transitions imaginable. How did Cyndeo nearly triple in size in five years? (16:10) Matt discusses the combination of niche specialization, disciplined organic growth, recruiting, and operational investment that fueled the firm's expansion. Why has Cyndeo become a destination for professional athletes? (17:15) The conversation explores how deep industry expertise, fiduciary flexibility, and specialized service created a business that would have been difficult to build inside a wirehouse. Why bring on a minority capital partner when the business was already thriving? (24:15) Matt explains why succession planning, future recruiting, and long-term enterprise growth made outside capital the right decision. How should advisors think about ownership versus compensation? (35:40) A candid discussion about enterprise value, equity, and why many advisors underestimate the long-term economics of ownership. What does it actually take to scale toward $25B? (42:20) From hiring executive talent to expanding geographically, Matt shares how he's thinking about the next chapter of Cyndeo's evolution. Key Takeaways Independence creates opportunities that extend well beyond higher payouts, including enterprise value, recruiting flexibility, and ownership. Scaling a business requires investing in operational leadership, not just adding advisors. Specialized client niches demand expertise that goes well beyond investment management. Outside capital can accelerate growth when it's aligned with long-term strategy rather than an exit. Building an enduring enterprise requires thinking differently about succession, talent, governance, and equity. https://youtu.be/WRYJd9Lkt7o Quotable Moments “Don't rent your practice. Own it.” “You can't work in those niches and not be a fiduciary.” “We're not done.” “The road from $3B to $25B is going to really compound on your equity.”  FAQs Why did Cyndeo decide to take on a minority capital partner? To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. How did Cyndeo grow from $1.2B to $3.5B? Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Why is serving professional athletes or other niche client segments different from serving traditional wealth clients? Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. What advantages did independence create that weren't available inside a wirehouse? Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. How should advisors think about building versus joining an independent firm? The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. What does Matt believe is required to build a $25B firm? A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. Related Resources Article: Your Practice Isn't Worth What You ThinkMost advisors misjudge their business's value, not because of the number, but because of the framework. Learn what really drives enterprise value. Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class FirmsHe's built and rebuilt some of the industry's most successful firms and now he's helping others do the same. In this episode, Joe Duran, the founder of Rise Growth Partners, shares lessons from building, selling, and starting again, and how staying curious and adaptable fuels lasting success. Matt KilgroePresident/CEO Prior to launching Cyndeo Wealth Partners in 2020, Matt ran advisory teams at Merrill Lynch and UBS Financial for 29 years. Providing guidance, counsel, and strategy for families the firm serves is Matt's passion. In addition to his role as an advisor, Matt works in a leadership capacity for Cyndeo while also helping with business development. Matt has been recognized by Barron's as a Top 1000 or Top 1200 Advisor consistently since 2009. In 2020 Forbes named him to their “Best-In-State Wealth Advisor” list. A graduate of Eckerd College, Matt has served on the Board of Trustees at his alma mater since 2012. His three children are his pride and joy. Daughter Carrington owns Sunstate Yoga studio in St. Petersburg, son Kent is a financial advisor with Cyndeo, and daughter Jillian recently graduated Florida State University. An athlete in college, Matt continues to enjoy staying in shape, playing basketball, and bike riding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing it with that in mind. For Nick and I, the ability to work on many different situations throughout the day and throughout the week is actually why this business is so attractive and interesting and why we want to do it for 30 years. And so we’re building with that context. And so, in some ways, it’s almost like a plug for younger advisors, the ability to work in a firm like what we’re building where you’ve got this diversity of work that is not just trading stocks and bonds or just spreadsheeting or just financial planning. This is a much broader expression and experience than what I would call “traditional” wealth management. So I think that’s the key on that front. Then, on the talent development side of the equation, if you will, this AI thing is going to be a big question mark. And what I mean by that is there is significant training that will be required in, call it traditional wealth management or the firm we’re building with regard to folks’ ability to actually learn when you can plug it into AI and get an answer that you don’t have to critically question or think through. And so there’s going to be a significant learning curve for folks that we’re going to have to continue to train and educate on in order to produce talent that can be long-term sustainable and beneficial for clients more writ large. Jason Diamond: Nick. Nick Hubert: Well, first and foremost, we haven’t given our third partner enough here of time. I think we have a tremendous benefit of having a multi-generational team at the partnership level where he’s in his mid to late 50s and can bring that additional experience to bear and as is necessary, and as is important because investing is an experienced business and a lot of clients want that. And so the power of that matters. I think that actually speaks to firms being willing to think of partnership at that level that partnership is not reserved for just once you’ve been there for a long time. So I think it’s getting at like, how do you share ownership earlier, do it in a way that is actually giving people a stake in the outcome and allowing that elevation to happen. I think that’s number one. Number two, honestly, the existence of people like you and your team and that your family has built over the years, Jason, is awesome. And because of the ability for you to help people navigate and see how easy it is to actually run this business and build this business in some sense… And that’s in the broader spectrum of having seen. We work with so many different types of companies. We sometimes say our business is so much easier to run and it has come so far with technology and with people like you who are providers to us to allow it to be easier for us so to speak. That’s a big deal. I think that should be talked about more that there is a massive… What that allows is more time to, as Taylor mentioned, build what you actually want because you can outsource the compliance piece in a major way that allows you to not spend as much time on that as you used to. So I don’t think that gets talked about enough. And I think if you just zoom out and view this in the perspective of post-2020, there was this massive movement of entrepreneurship through acquisitions and people looking at this idea of how do I get the life I want by way of not having to be on a two-year clock to go to the next job to the next job. Have something that I can have a long-term impact on where I get to build something and have employees. This is the perfect space for that because it’s such an awesome business where you get to work so intimately with people and clients and their life outcomes. They’re, again, relatively speaking, easier businesses to run relative to what’s out there. I’m just baffled by the fact that it is not seen a larger wave of younger people coming out of these more “traditional” paths and seeing this as an awesome place when they’re willing to go buy an HVAC company. This is so much easier than that. So honestly, I think

Kit Chellel is an investigative journalist, Bloomberg Businessweek writer, and author of Lucky Devils. After uncovering a hidden world of elite professional gamblers who consistently beat casinos, sportsbooks, and betting markets, Kit spent years researching how these "advantage players" think—and discovered their mindset has applications far beyond gambling. In this episode, he shares the surprising parallels between betting, investing, entrepreneurship, and decision-making under uncertainty. On this episode we talk about: How elite advantage gamblers consistently profit from betting markets Why gambling, investing, and entrepreneurship all rely on finding an edge The surprising history of computer-driven sports betting and advantage play How AI is transforming sports betting and predictive markets Lessons entrepreneurs can learn about risk management, probability, and making better decisions Top 3 Takeaways The world's best gamblers don't rely on luck—they rely on data, probability, discipline, and finding small edges that compound over time. Thinking in probabilities instead of certainties leads to better business, investing, and career decisions. Rather than betting everything on one opportunity, consistently making many well-calculated bets increases your chances of long-term success. Notable Quotes "They're not like normal gamblers. They're much more like sophisticated investors or hedge funds." "Failure is built into their mindset." "The best thing you can do is be bold enough to take lots of good bets." Connect with Kit Chellel: LinkedIn: https://uk.linkedin.com/in/kit-chellel-17508212 X: https://x.com/KitChellel Other: Bloomberg Businessweek: https://www.bloomberg.com/authors/AQgXoqAi4I0/kit-chellel Book: Lucky Devils A Word from Our Sponsors: - Visit DrinkAG1.com/TMM to get a free AG1 Travel Case with 7 free AG1Travel Packs in your Welcome Kit with your first AG1 subscription order while supplies last.  - Go to Leesa.com for 25% OFF select mattresses (through July 26, 2026) PLUS get an extra $50 off with promo code TMM, exclusive for my listeners  - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

Have you ever wondered why lasting recovery feels easier for some people than others? The answer may have less to do with willpower and more to do with the way you think. In this episode, I explore a powerful shift that can transform the way you approach food addiction recovery, binge eating, emotional eating, and long-term food sobriety. If you've been feeling stuck, discouraged, or convinced you'll never change, this conversation will challenge your perspective and leave you feeling hopeful about what's possible.Grab your copy of my FREE 9 page Beginner's Guide to Food Sobriety https://www.foodfreedomwithmary.com/foodsobrietyguideFood Freedom Online Course: https://www.foodfreedomwithmary.com/foodfreedomcourseFood Sobriety Mini Course -https://www.foodfreedomwithmary.com/foodsobrietymcWant to learn more about me and my coaching programs? Do you need private coaching and intensive daily contact with a coach? Fill out my application so we can chat about whether or not my program is for you and which option is best for you. Payment plans available. Don't see a payment option that works for your pay schedule? Let's chat about a custom pay plan.www.foodfreedomwithmary.com/chooseyourpath Join my online community The Food Freedom Tribe! An online community of support, eduction, inspiration, accountability….. Learn more here: https://www.foodfreedomwithmary.com/tribemembership Application: https://docs.google.com/forms/d/1upnWHYK0RXfmyRTqlsF_R06z3NA8LZYHIMWFykq7-X4/viewformInstagram: www.instagram.com/coachmaryroberts Facebook: www.Facebook.com/ketomary71 Facebook group: https://www.facebook.com/groups/4915319108493196/?ref=share_group_linkWebsite: www.foodfreedomwithmary.com Join the email list.Email: mary@foodfreedomwithmary.com

Another day, another ranking where Drake Maye is at the bottom among his peers. The more of these lists come up, the more they are thinking just like Cam Newton about Maye and the Patriots.

Welcome back to Talking Marketing. This is season 2, episode 1. In a hyper-crowded market, generic campaigns are white noise. If you want to win enterprise-level accounts, you have to treat them like a market of one.  On this episode, I am joined by award-winning marketing executive and strategist Sloan Newman to discuss his brand new book, "The Relationship Revolution: Mastering 1:1 Account-Based Management." Sloan breaks down exactly how to move away from rigid dashboards and transition toward human-centered, high-impact engagement that secures multi-million dollar pipelines. What we cover:

7/15/2026 THE WEALTHY MINDSET: THINKING LIKE A LEGACY BUILDEREPISODE 1824“Before the bank account will grow, a leader must grow themselves, their people skills and then grow their people.” J Loren NorrisThe Wealthy Mindset: Thinking Like a Legacy BuilderTo possess a wealthy mindset in leadership means you have the skills and abilities to access and perceive the most valuable assets, investments and opportunities. Often that means ways for your money to make babies. More often it means investing in the right people. The more we engage tools, the fewer people we may employ. This means the selection process must be even better. Investing in IQ, EQ and PQ will prove to be essential in coming years as AGI attempts to refashion EQ. Focus on resource stewardship, long-term vision, and building people over profits.As Paul Martinelli says often “Most people don't have a resources problem, they have a resourcefulness problem.” Wealthy is less about accumulation and more about execution. RESOURCES MENTIONED IN THIS VIDEO:

What if the thing keeping your coaching business stuck isn't your content but the way you're thinking about sales?   In this episode of The Divorce Revolution Podcast, I'm kicking off a brand-new five-part series called Sold Before the Call, where I'm breaking down the sales mindset and systems I believe the coaching industry has been missing.   When I first started my coaching business, I thought my biggest job was becoming a great coach. What I wasn't prepared for was all the other hats I'd have to wear—copywriter, content creator, marketer, CEO...and the one role nobody really talks about: salesperson.   The truth is, being a great coach and building a successful coaching business are two completely different skill sets. So today I'm sharing why sales isn't a one-time event that happens on a discovery call. It's a mindset. It's a daily practice. And it's the difference between coaches who hope clients show up and coaches who know how to create consistent revenue.   I'll also walk you through the daily habits of top-performing sales professionals, how to shift from passive to active energy, and why learning to think like a sales rep doesn't make you pushy—it makes you a better business owner.   If you've been spending more time perfecting your content than intentionally creating sales opportunities, then this episode is for you.   Resources Mentioned: Join The Selling Sprint interest list: https://products.ambershaw.com/signature-waitlist   What I Discuss: 00:59 The many hats coaches wear and the one most people avoid 02:26 Why sales isn't a single event, but a daily mindset 03:10 Why I created the Sold Before the Call series 07:00 A preview of my new Selling Sprint program 07:59 The trap of avoiding sales by staying "busy" with other tasks 10:25 The commission-based mindset that changed how I approach business 13:13 The daily habits every coach can borrow from great sales reps 16:47 Why follow-up, tracking your numbers, and knowing your pipeline matter 21:03 A self-audit to help you identify where you're being passive in your business 22:26 Your homework before Part 2 of the series 24:04 What's coming next in Sold Before the Call   Find more from Amber Shaw: Instagram: @msambershaw Website: ambershaw.com 

What if the biggest thing holding your business back isn't your revenue...but your relationship with your numbers?In this episode, tax strategist Ryan Otto breaks down how small business owners can move from financial confusion to true clarity. With over two decades of experience, Ryan shares practical, no-fluff strategies to help you think beyond basic bookkeeping and start operating like a tax strategist.We dive into the common blind spots entrepreneurs face, from neglecting profit and loss statements to reactive tax planning, and how these habits quietly limit growth. Ryan also introduces his concept of “tax smithing,” a more intentional, forward-thinking approach to managing your financial life and building long-term wealth. Whether you're just starting out or feeling overwhelmed by your finances, this conversation offers actionable steps to simplify your systems, reduce stress, and make smarter decisions for your business. From setting up an LLC to leveraging tools like QuickBooks and knowing when to outsource, you'll walk away with a clearer path forward. If you're ready to stop guessing and start growing with confidence, this episode is your starting point.Learn more: https://accentfinance.net/Shop Binxties: instagram.com/binxties

Jenny sits down with Melanie Gonick, the senior video producer at MIT. Having managed MIT's YouTube channel since 2008, Melanie provides a unique historical perspective on the platform's evolution from an early repository of raw video into the powerful search and entertainment engine it is today. Melanie shares actionable strategies for capturing viewer attention, emphasizing that successful production starts with thoughtful titles, optimized metadata, and eye-catching thumbnails. She highlights the importance of playlists as a tool for community building and content amplification, noting how they help organize vast academic archives into digestible experiences for the audience. Guest Name: Melanie Gonick, Senior Video Producer, MIT Guest Socials:LinkedInInstagram Guest Bio: Melanie Gonick is the Senior Video Producer and Editor at MIT, where she has been helping tell the stories of the Institute's people and research since 2008. She specializes in translating complex science and engineering into compelling, accessible videos that connect with broad audiences, finding the human stories behind groundbreaking discoveries. A lifelong North Shore resident, Melanie grew up in a beach town along the Massachusetts coast and now lives on the North Shore with her husband and son. When she's not behind the camera or in the editing suite, she's inspired by the challenge of helping people better understand the world through thoughtful visual storytelling. - - - -Connect With Our Host:Jenny Li Fowlerhttps://www.linkedin.com/in/jennylifowler/https://twitter.com/TheJennyLiAbout The Enrollify Podcast Network:Confessions of a Higher Ed Social Media Manager is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

There's a room you're not yet in. Maybe it's a literal room — the board meeting, the investor briefing, the conversation at the level above yours where decisions get made that shape your organization and your career. Maybe it's more of a concept — the level of credibility where people seek out your perspective rather than just your report. Where you're consulted, not just informed. Becoming a trusted advisor to a board is one of those topics that sounds like it belongs to a specific career stage. But the behaviors, habits, and communication patterns that make someone genuinely valuable at board level are not developed the week before you need them. They're built over years — and the leader who starts now will be genuinely ready when the moment comes. In this episode of Leading Women in Tech, Toni Collis breaks down exactly what board-level credibility looks like, how it's built, and what you can start doing right now — wherever you are in your career. This is for you if:   ➡️  You're the leader actively working toward the C-suite who knows the board relationship is her frontier ➡️  You're the woman considering fractional work, NED roles, or an encore career — and who needs to understand how to position herself for board-level advisory work ➡️  You're the Director or VP who's not thinking about boards yet — and who is going to leave this episode with the most immediately actionable content, because the seeds of board credibility are planted years before the harvest What's covered: ➡️  What being a trusted advisor actually means — and why the conventional picture is wrong. Boards don't want information providers. They want people who help them think. ➡️  What boards actually want from an advisor — the real version, not the official one. Five specific capabilities that make someone genuinely valuable in a board context, including pattern recognition, intellectual honesty under pressure, and executive listening ➡️  The communication shift that changes everything — stop leading with the what and start leading with the so what. The four-part trusted advisor structure that works in any high-stakes senior room ➡️  How to build the relationships that create board-level credibility — including why most people start too late, how to be useful before you make an ask, and why making your thinking visible is one of the most effective career investments available to you ➡️  What you can start doing right now — five specific behaviors for the earlier-career listener that compound into board-level credibility over time. Including reading the rooms above yours, practicing strategic language in every meeting you're already in, and volunteering for board-visible work ➡️  The fractional and encore career dimension — how to translate your experience into board language, how to be findable for the right roles, and how to build the portfolio of evidence that boards and fractional hiring organizations are actually looking for   Whether you want the C-suite, a non-executive director role, a fractional career, or you just want to be the kind of leader who gets consulted rather than just informed — this episode gives you the framework.   Further listening (related episodes) ⏹️  Episode 286 — Executive Presence for Women in Tech: https://tonicollis.com/leading-women-tech/286-executive-presence-for-women-in-tech ⏹️  Episode 292 — From Tactical to Strategic: The Unspoken Rules for Women Stepping Into Executive Leadership: https://tonicollis.com/leading-women-tech/291-c-level-leadership-for-women-in-tech ⏹️  Episode 238 — Thinking Like an Executive: From Firefighter to Strategist: https://tonicollis.com/leading-women-tech/238-thinking-like-an-executive-from-firefighter-to-strategist ⏹️  Episode 241 — Thinking Like an Executive: Setting Priorities as an Executive: https://tonicollis.com/leading-women-tech/241-thinking-like-an-executive-setting-priorities ⏹️  Episode 236 — Thinking Like an Executive: Cultivating Your Executive Presence: https://tonicollis.com/leading-women-tech/236-thinking-like-an-executive-cultivating-executive-presence ⏹️  Episode 291 — C-Level Leadership for Women in Tech: What It Really Takes to Thrive: https://tonicollis.com/leading-women-tech/291-c-level-leadership-for-women-in-tech ⏹️  Episode 256 — No More Crickets: The Networking Strategy That Lands Jobs in 2025: https://tonicollis.com/leading-women-tech/256-networking-strategy-lands-jobs ⏹️  Episode 284 — Am I Ready to Be a Fractional Leader?: https://tonicollis.com/leading-women-tech/am-i-ready-for-fractional/ ⏹️  Episode 288 — How to Position Yourself as a Fractional Leader: https://tonicollis.com/leading-women-tech/288-fractional-leadership-positioning/ ⏹️  Episode 289 — How Fractional Leaders Actually Get Hired: https://tonicollis.com/leading-women-tech/289-how-fractional-leaders-get-hired/   Book a complimentary strategy call: tonicollis.com/lets-chat

What separates entrepreneurs who build lasting companies from those who never make it past the idea stage? In this compilation episode, Travis Chappell highlights conversations with three founders who built wildly successful businesses by solving overlooked problems, embracing strategic pivots, and executing with relentless focus. Featuring Tom Szaky of TerraCycle, Eric Huberman of Hawk Media, and Brian Keller of Auro Water, this episode is packed with practical lessons on scaling businesses, validating ideas, raising capital, and creating products people genuinely want. On this episode we talk about: How Tom Szaky transformed TerraCycle from a niche fertilizer business into a global recycling company by completely reinventing its business model. Why Eric Huberman believes understanding customer value is more important than charging based on your own assumptions. How Brian Keller identified a gap in the water filtration market and built a premium direct-to-consumer brand from the ground up. The importance of validating demand, building an audience before launch, and creating products that solve real problems. Why successful entrepreneurs aren't afraid to pivot when they discover a better opportunity. Top 3 Takeaways Great entrepreneurs stay committed to solving the problem—not necessarily to their original business model. Your pricing should reflect the value you create for customers, not simply the time or effort you invest. Building demand before launching a product can dramatically accelerate growth and reduce risk once you go to market. Notable Quotes "We realized we weren't in the fertilizer business—we were in the business of solving waste." "You can't bring your preconceived notions of what value means to somebody else." "If we make it beautiful, simple to use, and solve a real problem, people will naturally want to share it." Connect with the Guests: Tom Szaky LinkedIn: https://www.linkedin.com/in/tomszaky/ Website: https://www.terracycle.com/ Eric Huberman LinkedIn: https://www.linkedin.com/in/erichuberman/ Instagram: https://www.instagram.com/erichuberman/ Website: https://hawkmedia.com/ Brian Keller LinkedIn: https://www.linkedin.com/in/briankeller/ Company: https://www.aurowater.com/ A Word from Our Sponsors: - Visit DrinkAG1.com/TMM to get a free AG1 Travel Case with 7 free AG1Travel Packs in your Welcome Kit with your first AG1 subscription order while supplieslast.  - Go to Leesa.com for 30% OFF select mattresses (through July 12, 2026) PLUS get an extra $50 off with promo code TMM, exclusive for my listeners  - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

In this compilation episode, Travis revisits three standout conversations with entrepreneurs who have built extraordinary businesses by spotting opportunities before everyone else. From Chris Hunter, the co-founder of Four Loko and CEO of Koya, to drone industry pioneer Damon Darnell and cybersecurity entrepreneur Rick Jordan, each guest shares practical lessons on innovation, identifying market gaps, and building scalable businesses. Whether you're launching your first venture or looking for your next opportunity, this episode is packed with entrepreneurial wisdom. On this episode we talk about: How Chris Hunter builds and scales category-defining consumer brands by identifying emerging trends. Why the drone industry remains a massive opportunity for aspiring entrepreneurs despite years of growth. Low-cost business ideas that can generate six figures using drone technology. How Rick Jordan built a recurring revenue business and reinvented himself after a life-changing health scare. The importance of curiosity, personal branding, and staying adaptable as an entrepreneur. Top 3 Takeaways Great entrepreneurs stay relentlessly curious, paying attention to changing consumer behavior and emerging trends before the rest of the market catches on. Some of the best business opportunities exist in industries that are still largely underserved, where simple, practical solutions can create significant value. Building a business is only part of the journey—creating recurring revenue, developing a personal brand, and continuously reinventing yourself are what lead to long-term success. Notable Quotes "What we're inherently good at isn't always obvious to us." "Finding that curiosity middle road has been valuable to me." "The visibility that I was building for myself preceded what I needed the visibility for." Connect with the Guests: Chris Hunter Instagram: https://www.instagram.com/__christopherhunter__ Other: https://drinkkoia.com/ Damon Darnell Website: https://www.thedroneboss.com/ Rick Jordan LinkedIn: https://www.linkedin.com/in/mrrickjordan/ Instagram: https://www.instagram.com/mrrickjordan/ Other: https://www.rickjordan.tv/ A Word from Our Sponsors: - Visit DrinkAG1.com/TMM to get a free AG1 Travel Case with 7 free AG1Travel Packs in your Welcome Kit with your first AG1 subscription order while supplieslast. - Go to Leesa.com for 30% OFF select mattresses (through July 12, 2026) PLUS get an extra $50 off with promo code TMM, exclusive for my listeners - To learn more about Mode Mobile and its investor community, go tohttps://invest.modemobile.com/travismakesmoney-Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

What counts as a podcast episode is a more open question than most people realise. The medium has evolved — from RSS-only audio on Apple devices (iTunes) to video-first vertical content filmed in a bedroom — and with that evolution, so has the range of what a podcast episode can actually look like. A three-minute focused answer, a segment clipped from a longer interview, a repurposed coaching hot seat: all of these qualify. Most podcasters just haven't given themselves permission to try them.In this episode, I'm walking through 10 formats that are consistently underused by podcasters I work with — and it's not because they're complicated, but because they challenge the default assumption that a podcast has to be long, polished, and produced from scratch every single time.Plus, the episodes that tend to stick with listeners — the ones they remember, the ones they go back to — are rarely the ones that covered everything. They're the ones that nailed one thing, clearly, in exactly the time it took to say it.Resources mentioned in this episode:For the full list of links, resources and show notes, please visit:https://www.thepodcastspace.com/podcast/s5-117-to-be-or-not-to-be-a-podcast-episode-10-formats-that-will-expand-what-you-think-is-possible-contentcontent-strategycontent-repurposing

Supreme Court ignores Judge Newman's rights. ----- All the news that's fit to print agrees that Todd Blanche isn't fit to head the Department of Justice. Something about the whole transforming the DOJ into a weaponized arm of Donald Trump's political grievances thing. The Supreme Court dodged the ongoing Judge Pauline Newman debacle in the Federal Circuit. Her fellow judges have performed an end run around the Constitution, and the rest of the judiciary seems content to just look the other way. And as more folks use AI to brush up their resumes, its biases keep coming out. But does it really produce different legal resumes for men and women? Subscribe to Above the Law - Thinking Like a Lawyer: https://play.megaphone.fm/lpff6i7nq9wlb-pkdudwtw Learn more about your ad choices. Visit megaphone.fm/adchoices

This week on The Audit Podcast, Erin Banet, Chief Audit Executive at Humana, joins the show to discuss what goes into preparing audit committee meetings and how the CAE role is evolving beyond traditional internal audit.   Erin explains how she builds audit committee agendas, prepares board members throughout the year, and why overcommunication is critical to successful meetings. She also shares how she uses industry publications and AI tools to stay ahead of emerging risks and keep discussions focused on topics like cybersecurity, AI governance, and compliance.   The conversation then shifts to enterprise risk management. Erin discusses overseeing ERM alongside internal audit, SOX, and other risk functions, why she began with a maturity assessment, and how combining these responsibilities gives audit leaders a more strategic role within the organization.   The episode closes with a discussion on the difference between enterprise risk management and the traditional audit risk assessment, along with practical ad   01:17 – Personal AI Use Cases 03:17 – Audit Committee Meetings: Cadence, Preparation & Board Communication 08:13 – Publications, AI Tools & Staying Ahead of Emerging Risks 11:18 – Over-communication Strategies for Audit Committee Success 14:02 – Taking Ownership of Enterprise Risk Management (ERM) 19:18 – Conducting ERM Maturity Assessments & Building a Roadmap 21:12 – Internal Audit Risk Assessments vs. Enterprise Risk Management 24:13 – Thinking Like a Risk Strategist: The Future of Internal Audit   Be sure to connect with Erin on LinkedIn.   Also, be sure to follow us on our social media accounts on LinkedIn, Instagram, and TikTok.   Also be sure to sign up for The Audit Podcast newsletter and to check the full video interview on The Audit Podcast YouTube channel.   This podcast is brought to you by Greenskies Analytics, the services firm that helps auditors leap-frog up the analytics maturity model. Their approach for launching audit analytics programs with a series of proven quick-win analytics will guarantee the results worthy of the analytics hype.    Whether your audit team needs a data strategy, methodology, governance, literacy, or anything else related to audit and analytics, schedule.

Predicting the Future: AI, Geopolitics & Better Decision Making w/ Anthony Vinci of VICO - AZ TRT S07 EP10 (292) 6-28-2026       What We Learned This Week Think in Probabilities Great decision-makers don't predict one future. They prepare for multiple possible futures. Look for Leading Indicators Government budgets, regulations, elections, trade policy, and geopolitical developments often signal future trends before markets fully respond. AI Is Becoming a Strategic Advisor AI is increasingly functioning as a research assistant, intelligence analyst, and scenario-planning tool—not just a content generator. Everything Is Connected Politics, economics, technology, energy, and national security influence one another more than ever before. Understanding those relationships creates a competitive advantage. Focus on Second-Order Effects Many investors react to headlines. The bigger opportunities often lie in anticipating the ripple effects that follow.     AZ TRT Podcast Predictive Forecasting: AI, Geopolitics & Better Decision Making Guest: Anthony Vinci Links: https://www.linkedin.com/in/anthony-vinci/ https://www.anthonyvinci.com/ https://www.vico.io/ Anthony Vinci is the Founder and CEO of VICO, an AI-powered forecasting company that helps governments, financial institutions, and corporations assess political, geopolitical, and economic event risk. Rather than predicting a single outcome, VICO converts news, expert analysis, and real-world signals into probability-based forecasts to improve decision-making. Before founding VICO, Anthony served as the first Chief Technology Officer of the National Geospatial-Intelligence Agency (NGA), where he led the integration of artificial intelligence into U.S. intelligence operations. He also held senior leadership roles at Bridgewater Associates and Cerberus Capital Management, focusing on technology, national security, aerospace, and strategic investments. Anthony is the author of The Fourth Intelligence Revolution, recognized by the Financial Times as one of the Best Books of 2025. His work focuses on the intersection of AI, intelligence, geopolitics, and global finance. Theme Today's world moves faster than ever. Political events, wars, technological breakthroughs, trade policy, and artificial intelligence all create ripple effects throughout the economy and financial markets. The question isn't simply: "What will happen?" Instead, it's: "What are the most likely outcomes, and how should we prepare for them?" That is the foundation of predictive forecasting. Segment 1 The World Has Become an Event-Driven Economy One of the biggest themes discussed was how major events rarely stay isolated. Instead, they create ripple effects throughout politics, economics, and financial markets. Examples from 2026 include: The conflict involving Iran Concerns over the Strait of Hormuz disrupting global shipping Oil price volatility Inflation concerns AI adoption across industries Global trade tensions For example, if shipping through the Strait of Hormuz were disrupted, the effects could extend far beyond oil: higher energy prices increased transportation costs higher inflation pressure on consumer spending lower corporate profits political consequences during the 2026 midterm elections One geopolitical event can trigger dozens of second- and third-order consequences. Narrative Economics Markets increasingly react to information almost instantly. News travels within seconds through: X (Twitter) social media financial news AI-generated analysis Sometimes markets move more from the narrative than from the underlying facts. The speed of information has increased volatility. AI as an Intelligence Analyst AI is evolving beyond a simple chatbot. Examples discussed: Claude drafting emails in seconds ChatGPT analyzing massive amounts of information AI summarizing research AI identifying patterns humans might overlook Rather than replacing executives, AI increasingly acts like an executive assistant or intelligence analyst that can evaluate possible outcomes and estimate probabilities. Segment 2 Forecasting Through Leading Indicators One of Anthony's core ideas is that forecasting begins with identifying early signals rather than reacting after events occur. Examples include: Government Spending Watching federal budgets provides clues about future economic priorities. For example: A proposal to increase defense spending from roughly $1 trillion toward $1.5 trillion could benefit industries such as: aerospace defense contractors cybersecurity satellite technology Markets often recognize these trends before the spending actually occurs. Elections Forecasting elections isn't just about polling. Leading indicators include: redistricting economic conditions inflation employment approval ratings legislative trends These become measurable inputs rather than opinions. Tariffs and Trade Tariffs and sanctions affect: supply chains inflation manufacturing exports corporate earnings Rather than relying solely on headlines, investors can monitor government announcements and policy developments as early indicators. VICO Anthony explained that VICO was created to help organizations answer questions like: "What happens if tariffs increase?" "What happens if a regional conflict expands?" "What happens if inflation persists?" Instead of producing opinions, the platform attempts to quantify probabilities so businesses can make better strategic decisions. Current users include: investment firms hedge funds insurance companies corporations government agencies The platform is also available through Bloomberg Terminal. Segment 3 Thinking Like an Intelligence Officer Anthony explained that investing and intelligence analysis are surprisingly similar. Neither profession knows the future with certainty. Instead, both attempt to improve decision-making through probabilities. Questions include: What's the upside? What's the downside? What scenarios exist? What is the probability of each? Instead of asking for certainty, professionals ask for better odds. AI as a Thought Partner Rather than replacing human judgment, AI becomes another analyst at the table. It helps: challenge assumptions compare scenarios estimate probabilities reduce emotional decision-making The objective isn't perfect predictions. It's consistently making better-informed decisions. Indicators and Warnings (I&W) Government intelligence agencies constantly monitor "Indicators and Warnings." Examples include: military activity cyber threats terrorism supply chain disruptions political instability The same thinking can apply to investors and business owners by identifying leading indicators before markets fully react. Rare Earth Minerals A fascinating discussion centered on rare earth materials. These minerals are essential for: semiconductors missiles satellites electric vehicles MRI and CT scanners advanced electronics Although called "rare," many are relatively abundant. The challenge is that mining and processing are concentrated in a handful of countries, particularly China. This explains why governments increasingly view domestic production as a national security issue. Segment 4 Second- and Third-Order Effects One of the strongest concepts discussed was cascading consequences. Instead of focusing only on one event, ask: "What happens next?" Example: Conflict with Iran↓ Shipping disruptions↓ Higher oil prices↓ Higher transportation costs↓ Inflation↓ Reduced consumer spending↓ Lower corporate earnings↓ Market volatility↓ Political consequences↓ Policy changes Understanding these chains of events helps improve forecasting. AI Regulation AI is both part of the opportunity and part of the risk. Potential future regulations may focus on: cybersecurity national security privacy export controls access to advanced AI models computing infrastructure One challenge will be balancing innovation with security while remaining globally competitive. Anthony noted that governments may have access to AI capabilities that are not immediately available to the private sector, highlighting the strategic importance of advanced AI systems.   Closing Thought One of the biggest lessons from this conversation is that forecasting isn't about predicting the future with certainty—it's about improving the quality of your decisions. The best investors, business leaders, and intelligence professionals don't rely on opinions alone. They gather data, monitor leading indicators, evaluate multiple scenarios, and assign probabilities to each possible outcome. In an increasingly interconnected world, those who think like forecasters rather than reactors will be better positioned to navigate uncertainty and identify opportunities before the crowd.         Tech Topic: https://brt-show.libsyn.com/category/Tech-Startup-VC-Cybersecurity-Energy-Science  Best of Tech: https://brt-show.libsyn.com/size/5/?search=best+of+tech   'Best Of' Topic: https://brt-show.libsyn.com/category/Best+of+BRT      Thanks for Listening. Please Subscribe to the AZ TRT Podcast.     AZ Tech Roundtable 2.0 with Matt Battaglia The show where Entrepreneurs, Top Executives, Founders, and Investors come to share insights about the future of business.  AZ TRT 2.0 looks at the new trends in business, & how classic industries are evolving.  Common Topics Discussed: Startups, Founders, Funds & Venture Capital, Business, Entrepreneurship, Biotech, Blockchain / Crypto, Executive Comp, Investing, Stocks, Real Estate + Alternative Investments, and more…    AZ TRT Podcast Home Page: http://aztrtshow.com/ 'Best Of' AZ TRT Podcast: Click Here Podcast on Google: Click Here Podcast on Spotify: Click Here                    More Info: https://www.economicknight.com/azpodcast/ KFNX Info: https://1100kfnx.com/weekend-featured-shows/

Series: N/AService: SundayType: SermonSpeaker: Dylan Stewart

Send us Fan MailAfter my conversation with Haren Bhakta, I found myself thinking about something much bigger than investing.Ownership.In this episode of After The Conversation, I reflect on the ideas that stood out most from our discussion about investing, leadership, founder-led companies, and what it means to think like an owner.We talked about the stock market, the S&P 500, insider ownership, and why some investors believe companies led by people with significant ownership stakes may make better long-term decisions.But the deeper question that stayed with me was this:How does ownership change behavior?Whether we're talking about businesses, investing, leadership, or life itself, people often make different decisions when they have skin in the game.In this episode, I share what resonated with me, where I'm still wrestling with the ideas, and why I think reflection is one of the most valuable parts of any meaningful conversation.Topics discussed:• My reflections on the conversation with Haren Bhakta• Why ownership changes incentives• Thinking like an owner versus thinking like a consumer• Founder-led companies and long-term decision-making• Does a company change when its founder leaves?• What investors often overlook• The importance of consistency in investing• Where I agreed—and where I'm still thinking• Lessons about trust, leadership, and responsibilityThe goal of After The Conversation isn't to reach a final conclusion.It's to slow down, think deeply, and continue the conversation after the microphones are turned off.Because understanding doesn't end when the episode does.Social Media:Insta/X: kyleTHEhortonYoutube: KyletalkssTiktok: KyleTalkssIntro: Head In The Clouds by Matthew MorelockOutro: Surfaces Type Beat - Jellyfish BeatsSupport the show

And a new ranking of top law schools. ------ Above the Law's Top 50 Law School rankings are out and a new school tops the list. But a number of other high prestige law schools have slipped out of the top 10... and it's mostly a matter of cost. Meanwhile, we have two federal judges out of control. Judge Ryan Nelson faces misdemeanor criminal charges over a parking lot altercation, which would be a bad look for a federal judge, but not nearly as egregious as his parking job. And we have more on the Eleanor Ross drama, after her initial "apology letters" went public and prompted the Eleventh Circuit to find a new opportunity to look the other way. Subscribe to Above the Law - Thinking Like a Lawyer: https://play.megaphone.fm/lpff6i7nq9wlb-pkdudwtw Learn more about your ad choices. Visit megaphone.fm/adchoices

In Episode 347, the season finale of the Glass and Out Podcast, we revisit our conversation with the head coach of the Stanley Cup champion Carolina Hurricanes, Rod Brind'Amour. Back in 2019, Brind'Amour was just in his second season as head coach of Carolina and fresh off leading a young Canes team to its first playoff appearance in nine seasons. Fast forward to today, and he is now a Stanley Cup champion as both a player and a coach. This was one of our favourite episodes of all time, and we thought it was the perfect way to honour Brind'Amour and his incredible journey. A special thank you to everyone who tuned in this season. We can't wait to get back at it in September for Season 10! Listen as he shares why it's important to think like a player as a coach, how to get creative when delivering your message, and why coaches should avoid looking in the rearview mirror. Secure your TCS Live ticket: https://thecoachessitelive.com/ Download the TCS app: https://www.thecoachessite.com/app Start your 30 Day Free Trial: https://www.thecoachessite.com/ Learn more about our sponsors: Hudl: hudl.com/tcs Biosteel: BioSteelTeams.com/Glassandout

Leigh Steinberg is one of the most influential sports agents in history, having represented more than 300 professional athletes and negotiated over $4 billion in contracts across multiple sports. Often recognized as the real-life inspiration behind Jerry Maguire, Leigh has built a legendary career at the intersection of sports, business, branding, and philanthropy. Beyond contract negotiations, he's helped athletes create lasting impact through charitable initiatives, entrepreneurial ventures, and personal development. In this conversation, Leigh shares lessons from five decades in sports representation, entrepreneurship, resilience, and leadership. On this episode we talk about: How Leigh accidentally became a sports agent and negotiated the largest rookie contract in NFL history The evolution of athlete representation, branding, and business opportunities beyond contracts Why impact and relationships matter more than money in building a meaningful career Leigh involvement in the creation of Jerry Maguire and the real stories behind the film The future of college athletics, NIL deals, conference realignment, sports gambling, and fan engagement Top 3 Takeaways The most successful careers often emerge when you combine your passions, strengths, and opportunities rather than following a traditional path. Focusing on impact and serving others can ultimately create greater financial success than chasing money alone. Resilience is one of life's most valuable skills—every setback creates an opportunity for a meaningful comeback. Notable Quotes "I tried to figure out what I loved to do in life and turn that into a practice." "The high points really are watching lives be changed." "If it impacts just one person out there who's struggling, then it's been a success." Connect with Lee Steinberg: LinkedIn: https://www.linkedin.com/in/lesteinberg/ Instagram: https://www.instagram.com/leighsteinberg/ Website: https://www.steinbergsports.com/ Book: The Comeback Other: https://leighsteinbergfoundation.org/ A Word from Our Sponsors: Today's episode is brought to you by our amazing sponsors. Their support allows us to continue bringing you conversations with world-class entrepreneurs, athletes, investors, and industry leaders. Be sure to check out the sponsors featured below and support the brands that help make this show possible. - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

David Leiter, author of Stop Making Stupid Investments and founder of The Ultimate Investor, joins Travis to share lessons from more than 30 years of investing in stocks and multifamily real estate. After experiencing both financial success and painful investment mistakes, David developed a disciplined approach inspired by Warren Buffett and Charlie Munger. In this conversation, he breaks down the difference between productive and speculative assets, explains why so many investors lose money chasing trends, and shares timeless principles that can help everyday investors build lasting wealth. On this episode we talk about: David's journey from going broke to building wealth through real estate investing Lessons learned from working at Credit Suisse during the dot-com bubble The difference between productive and unproductive assets Why investors repeatedly lose money chasing hot trends and market hype Practical investing principles inspired by Warren Buffett and Charlie Munger Top 3 Takeaways Successful investing starts with understanding the value of an asset, not simply following price movements or market excitement. Productive assets—such as businesses and income-producing real estate—create wealth because they generate cash flow and earnings over time. The best investors learn to be contrarian, buying quality assets when others are fearful rather than chasing opportunities when everyone is excited. Notable Quotes "If you do something right, you've done the work, potentially it pays you forever." "The biggest problem is time. Every mistake delays the power of compounding." "Communication, marketing, and investing are three of the most important skills you can learn." Connect with David Leiter: Website: TheUltimateInvestor.com YouTube: The Ultimate Investor Instagram: https://www.instagram.com/the_ultimate_investor/ Book: Stop Making Stupid Investments A Word from Our Sponsors: Today's episode is brought to you by our incredible sponsors whose support makes these conversations possible. Be sure to check out the products and services featured below and support the companies that help bring valuable financial education and entrepreneurial insights to the Travis Makes Money audience. - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

From Audi Mechanic to $50M CEO (Part 2): He Stopped Thinking Like a Technician. How does an Audi mechanic become a $50M CEO? In this episode of the Blue Collar Millionaire Podcast, Ryan shares the mindset shift, leadership lessons, and business strategies that helped him go from working on cars to building a $50 million company. If you're a contractor, tradesman, home service business owner, or entrepreneur looking to scale your business, this conversation breaks down what it really takes to stop thinking like a technician and start thinking like a CEO. Ryan and Kevin discuss business growth, leadership, hiring A-players, unit economics, mentorship, company culture, profitability, scaling a service business, and the identity shift required to build a high-growth company. Whether you're running an HVAC company, plumbing company, roofing company, painting company, electrical company, landscaping company, or another blue-collar business, the lessons in this episode apply directly to growing revenue, improving profitability, and building a business that doesn't depend on you. 00:00 – From Audi Mechanic to Business Owner 03:15 – The Power of Borrowed Belief 07:42 – Why Most Owners Stay Stuck 11:18 – Stop Thinking Like a Technician 15:55 – The Identity Shift Required to Scale 21:34 – Finding the Right Mentors 26:08 – Understanding Business Unit Economics 31:47 – How Ryan Scaled Shops Faster Than Competitors 37:26 – Why A-Players Are Worth the Investment 42:10 – The Numbers Every Owner Should Know 47:36 – Building a $50M Company Through Systems 52:14 – Responsibility Is Your Ability to Respond 57:28 – The Mindset That Creates Growth 1:02:11 – Stoicism, Leadership & Mental Toughness 1:08:05 – Why Most Entrepreneurs Get in Their Own Way 1:13:22 – Pressure Is a Privilege 1:18:41 – Creating Value and Building Wealth 1:23:35 – Final Advice for Blue-Collar Entrepreneurs Check out BoardRoom Elite and get in the room with operators, investors, and owners who are actually doing this every day.

For decades, many Christians have been taught to think of themselves as outsiders in a culture they can no longer influence. But is that mindset actually biblical? this episode of The Worldview, Alex Kocman sits down with Chase Davis to discuss what it means for Christians to "assume the center" and live with confidence in an increasingly disordered age. They discuss: • Why Christianity should be viewed as normal rather than marginal • How believers can resist despair, cynicism, and resentment • The relationship between faithfulness and cultural influence • Building strong families, churches, and communities • Why Christian men must recover courage, responsibility, and agency • Evangelism, discipleship, and long-term cultural engagement • What it means to live as if Christ truly reigns If you've ever wondered whether Christians should withdraw from culture or engage it with confidence, this conversation is for you. Subscribe to Eschatology Matters for biblical theology, cultural analysis, and Christ-centered discussions that equip believers for faithful living in every sphere of life.

CardioNerds (Drs. Rawan Amir, Tripti Gupta, and Alysha Joseph) discuss the fundamentals of adult congenital heart disease (ACHD) surgery with Dr. Elizabeth Stephens.  Audio editing by CardioNerds academy intern, Grace Qiu.  Using a case of a young adult undergoing a Ross procedure, the episode walks through what happens in the operating room—from induction and intraoperative transesophageal echocardiography (TEE) to cardiopulmonary bypass (CPB), myocardial protection, and surgical repair. The discussion highlights key concepts including cardioplegia, cross-clamp and bypass times, hypothermic circulatory arrest, and the complexity of redo sternotomy. This episode provides learners with a practical framework to interpret operative reports, anticipate postoperative physiology, and better collaborate with surgical teams. This episode was produced by the CardioNerds ACHD Council and planned by Dr. Rawan Amir.  CardioNerds Adult Congenital Heart Disease PageCardioNerds Episode Page Pearls “LV distension kills patients.”Preventing left ventricular distension with appropriate venting and awareness of aortic insufficiency is critical to intraoperative safety.  TEE can change the surgical plan in real time.Findings such as underestimated aortic regurgitation, mitral pathology, or a PFO may directly alter cannulation and cardioplegia strategy.  Cross-clamp time = myocardial ischemic time; bypass time = systemic stress.Both are key predictors of postoperative complications including renal injury, bleeding, and ventricular dysfunction.  Redo sternotomy risk is driven by anatomy, not just number.Aorta adherent to the sternum, conduit position, and chamber pressurization define risk more than the number of prior surgeries.  Think longitudinally—ACHD surgery is lifetime planning.Surgical materials and strategies must account for future interventions, especially in younger patients. Notes: Notes drafted by Dr. Alysha Joseph, aided by generative artificial intelligence. What are the key steps in congenital cardiac surgery from incision to closure? Preoperative planning is multidisciplinary, involving surgeon, anesthesia, cardiology, and ICU teams; high-risk inductions (e.g., critical AS, Williams syndrome) are identified early TEE is performed immediately after induction to reassess anatomy and may reveal new findings (e.g., underestimated AI, mitral disease, PFO) Median sternotomy is performed, followed by creation of a pericardial well to optimize exposure Heparin is administered prior to cannulation; arterial and venous cannulas are placed for initiation of CPB Cross-clamp is applied and cardioplegia delivered to arrest the heart, allowing a still and protected operative field Surgical repair (e.g., Ross procedure) is performed, followed by de-airing, cross-clamp removal, and reperfusion Patient is weaned from bypass with TEE reassessment, hemostasis achieved, and chest closed What is cardioplegia and how is it delivered? Cardioplegia is a potassium-rich solution that arrests myocardial activity and reduces metabolic demand Most commonly used solution in the U.S. is Del Nido cardioplegia, originally developed for pediatric myocardium Delivery strategies include: Antegrade (via aortic root) – standard approach  Ostial (direct coronary delivery) – used when aortic root cannot be relied upon  Retrograde (via coronary sinus) – useful in severe AI or coronary disease NOTE: Severe aortic regurgitation can impair antegrade delivery and requires alternative strategies and LV venting  What do cross-clamp time and bypass time represent clinically? Cross-clamp time = duration of myocardial ischemia while the heart is arrested Bypass time = total duration on CPB, reflecting systemic exposure to non-physiologic circulation Prolonged cross-clamp time (>2–3 hours) increases risk of myocardial dysfunction, especially with poor baseline function Longer bypass time is associated with increased risk of renal injury, coagulopathy, and bleeding These metrics often reflect both case complexity and intraoperative challenges What is hypothermic circulatory arrest (HCA) and when is it used? HCA involves complete cessation of blood flow to allow a bloodless surgical field Typically used in complex aortic arch repairs Patients are cooled to ~18°C to reduce metabolic demand and protect organs Duration is ideally limited to

Paul Pierce is an NBA Hall of Famer, NBA Champion, Finals MVP, and one of the 75 greatest players in basketball history. In this episode, Travis breaks down the biggest lessons he learned from his conversation with Paul, exploring how elite performers use goal setting, environment design, relentless work ethic, and an underdog mentality to achieve extraordinary success. Whether you're building a business, advancing your career, or pursuing a personal goal, Paul's journey offers valuable insights into what it takes to perform at the highest level. On this episode we talk about: Why short-term goals are the foundation of long-term success How your environment shapes your habits, decisions, and outcomes The difference between talent and the work required to maximize it Using rejection, setbacks, and being underestimated as motivation Why appreciating success in the moment is harder—and more important—than most people realize Top 3 Takeaways Focus on the next step, not the entire staircase. Long-term success is built through a series of achievable short-term goals that create momentum and confidence. Design your environment for success. It's easier to build winning habits when your surroundings support your goals rather than constantly tempt you away from them. Talent only creates opportunity. Consistent effort, discipline, and work ethic are what separate high performers from everyone else at the highest levels. Notable Quotes "Short-term goals are the engine of long-term greatness." "Control your environment before it controls you." "Talent without work is just potential—and potential does not make Hall of Famers." Connect with Paul Pierce: Instagram: https://www.instagram.com/paulpierce Other: Travis's full interview with Paul A Word from Our Sponsors: - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

For decades, many Christians have been taught to think of themselves as outsiders in a culture they can no longer influence. But is that mindset actually biblical?  this episode of The Worldview, Alex Kocman sits down with Chase Davis to discuss what it means for Christians to "assume the center" and live with confidence in an increasingly disordered age.They discuss: • Why Christianity should be viewed as normal rather than marginal• How believers can resist despair, cynicism, and resentment• The relationship between faithfulness and cultural influence• Building strong families, churches, and communities• Why Christian men must recover courage, responsibility, and agency• Evangelism, discipleship, and long-term cultural engagement• What it means to live as if Christ truly reignsIf you've ever wondered whether Christians should withdraw from culture or engage it with confidence, this conversation is for you.Subscribe to Eschatology Matters for biblical theology, cultural analysis, and Christ-centered discussions that equip believers for faithful living in every sphere of life.Watch all of our videos and subscribe to our channel for the latest content >HereHere

A federal judge carried on a two-year affair with a high-ranking law enforcement officer by having sex in chambers and lying about it to investigators. The Eleventh Circuit responded with a private reprimand, concealing the judge's identity. But the judges didn't think through their anonymization strategy nearly well enough and AI cracked the case in minutes, revealing Judge Eleanor Ross of the Northern District of Georgia. Meanwhile, in lawyer ethics, a bar complaint in New York focuses on Todd Blanche, citing the ruling out of Tennessee finding a presumptively vindictive prosecution of Kilmar Abrego Garcia. And down in Florida, the scores of former judges and other professionals behind the complaint against Pam Bondi -- that Florida previously punted, claiming that it couldn't investigate a sitting Attorney General -- renewed the call, noting that Bondi may be many things, but she's definitely not the Attorney General anymore. Subscribe to Above the Law - Thinking Like a Lawyer: https://play.megaphone.fm/lpff6i7nq9wlb-pkdudwtw Learn more about your ad choices. Visit megaphone.fm/adchoices

For decades, many Christians have been taught to think of themselves as outsiders in a culture they can no longer influence. But is that mindset actually biblical? this episode of The Worldview, Alex Kocman sits down with Chase Davis to discuss what it means for Christians to "assume the center" and live with confidence in an increasingly disordered age. They discuss: • Why Christianity should be viewed as normal rather than marginal • How believers can resist despair, cynicism, and resentment • The relationship between faithfulness and cultural influence • Building strong families, churches, and communities • Why Christian men must recover courage, responsibility, and agency • Evangelism, discipleship, and long-term cultural engagement • What it means to live as if Christ truly reigns If you've ever wondered whether Christians should withdraw from culture or engage it with confidence, this conversation is for you. Subscribe to Eschatology Matters for biblical theology, cultural analysis, and Christ-centered discussions that equip believers for faithful living in every sphere of life.

What if one of the most important skills for supporting your dog's wellbeing was learning how to observe more closely?In this fascinating and wide-ranging conversation, I sit down with professional classical homeopath Lucy Reynolds to explore the world of homeopathy—for our dogs, ourselves, and the animals in our care.Whether you're completely new to homeopathy, cautiously curious, or already have remedies in your cupboard, this episode offers a thoughtful introduction to the principles behind this often misunderstood modality.With a background as an Army officer and helicopter pilot, Lucy brings a uniquely analytical and methodical approach to homeopathy. Together, we explore what it means to "think like a homeopath," how homeopathy differs from herbal medicine, where it can sit alongside conventional veterinary and medical care, and why observation is one of the most powerful tools available to any guardian.Lucy also shares her experience working with farmers through Homeopathy at Wellie Level (HAWL), helping empower animal caretakers to use homeopathy confidently within their own care protocols.One of my favourite parts of this conversation is Lucy's practical deep dive into homeopathic remedies. She shares the remedies she recommends keeping on hand for both humans and dogs, how to think about when they might be useful, and practical guidance around dosing and administration.This episode beautifully complements my recent conversation with Dr Lise Hansen, offering another perspective on what it means to approach health through the lens of the whole individual rather than simply managing symptoms.Connect with Lucy ReynoldsWebsite: https://www.theclassicalhomeopath.com/aboutInstagram: https://instagram.com/theclassicalhomeopathArticle Lucy mentioned: https://www.theclassicalhomeopath.com/post/the-hushed-homeopathic-leptospirosis-outbreak-trial-that-you-didn-t-know-existedHomeopathic Research Institute: https://www.hri-research.org/Homeopathy 247 https://homeopathy247.com/Connect with me!Website: https://mysticdogmama.comInstagram: https://instagram.com/mysticdogmamaCome join my free Facebook group, First Light. It's my sanctuary where soulful dog mamas like you find clarity, confidence, and connection https://facebook.com/groups/fetchfirstlightThis episode is supported by Aspirationery, creator of books, notebooks, and stationery to help you become all you aspire to be! If you are looking for a safe space to explore and embrace your wild self, the moon magic and shadow work journals and workbooks might be a useful support for you. https://instagram.com/aspirationery.Disclaimer: The information provided in this podcast is for educational purposes only and is not intended to diagnose or treat any disease, or replace medical guidance. Please speak with your veterinarian.

At The Mining Event of the North conference in Quebec City, MSE host Bill Powers interviews strategic resource investor Michael Gentile about his long-term, venture-capital style approach to junior mining. Michael says that 90% of his net worth is currently in junior mining stocks and he is still deploying cash into new positions. Gentile says his major win in Northern Superior Resources and a takeout of Arizona Sonoran validated and de-risked his process, and he plans to redeploy the gains while maintaining a 5 to 10-year horizon and diversified portfolio of about 35 companies, with deeper involvement in 15–20 issuers. He explains his risk control (starting with ~1% positions, adding to ~5% if aligned), the importance of management, cap-table quality, infrastructure, and disciplined technical due diligence via expert networks. Gentile discusses financings (holds vs “life” deals, avoiding life-with-warrant fast money), common retail mistakes (impatience and poor timing), commodity preferences (mostly gold/silver, some copper), and how his faith influences his work and charitable plans through the Apostles Fund. 00:00 Intro 00:40 Northern Superior Win 01:24 Venture Capital Playbook 04:30 Hands on Value Add 05:51 When Management Fails 08:19 Cap Table 09:46 Life Financing Debate 12:38 Process Refinements 14:36 Site Visits 16:35 Network Driven Due Diligence 19:54 Protect downside or seek upside? 22:26 Retail Mistakes Patience 25:18 Thinking Like a Major 27:24 Commodity Mix and Cycles 29:57 Can He Ever Quit? 31:45 More Precious than Gold: Faith and Giving Back Sign up for Michael's weekly email: www.SaturdayMorningMining.com Sign up for our free newsletter and receive interview transcripts, stock profiles and investment ideas: http://eepurl.com/cHxJ39 Mining Stock Education offers informational content based on available data but it does not constitute investment, tax, or legal advice. It may not be appropriate for all situations or objectives. Readers and listeners should seek professional advice, make independent investigations and assessments before investing. MSE does not guarantee the accuracy or completeness of its content and should not be solely relied upon for investment decisions. MSE and its owner may hold financial interests in the companies discussed and can trade such securities without notice. MSE is biased towards its advertising sponsors which make this platform possible. MSE is not liable for representations, warranties, or omissions in its content. By accessing MSE content, users agree that MSE and its affiliates bear no liability related to the information provided or the investment decisions you make. Full disclaimer: https://www.miningstockeducation.com/disclaimer/

Joselyn Martinez is a trusted accounting professional and Fractional CFO with 25+ years of experience helping small businesses gain clarity, strengthen cash flow, and build profitable, sustainable growth. She blends high-level strategy with simple, actionable guidance so business owners—especially women-led and service-based companies—can make confident financial decisions. Whether you're cleaning up your books or planning for your next level, Joselyn gives you the structure, support, and clarity you need to run your business with confidence. Hosted on Acast. See acast.com/privacy for more information.

In this solo episode, Travis breaks down some of the biggest lessons he learned from his conversation with Randy Couture. Randy is a five-time UFC heavyweight champion, actor, entrepreneur, and former Olympic wrestling alternate who built an incredible career during the early “Wild West” days of mixed martial arts. From fighting professionally at age 33 to starring alongside Sylvester Stallone in The Expendables, Randy's story is a masterclass in resilience, calculated risk-taking, and embracing the underdog mentality. Travis shares key takeaways from their conversation that apply to business, entrepreneurship, personal growth, and life. On this episode we talk about: Why setting a clear goal and reverse engineering a plan changes everything How Randy Couture used “cookie cutter” systems to accomplish major life goals Why opportunities are useless unless you're willing to walk through the door The hidden advantage of being underestimated and overlooked How to silence negative internal dialogue and regain control of your mindset Why perfectionism keeps people from ever stepping into the arena The difference between ambition as a feeling versus ambition as a system What Randy's fighting career teaches about handling pressure and public failure Why high achievement often comes with personal sacrifice The importance of presence, balance, and honesty in long-term success How Randy transitioned from UFC champion to actor and entrepreneur Why taking imperfect action is more valuable than waiting for certainty Lessons on risk-taking from a man who entered professional fighting at 33 years old The power of consistently putting yourself in rooms where opportunities exist Quotes from the Episode: “Set the goal, draw the map, and go get it.” “Doors are always going to open. Whether you walk through them is up to you.” “Thoughts are not facts. They're just noise.” “Perfectionism is a hustle that keeps you out of the arena.” “Being the underdog is not a disadvantage — it's a gift.” A Word from Our Sponsors: - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer!- To learn more about Mode Mobile and its investor community, go tohttps://invest.modemobile.com/travismakesmoney-Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

Most businesses think they need more leads. They actually need better partnerships. Derek Morgan breaks down how to turn everyday conversations into warm introductions—without ads, cold outreach, or a big team. Learn more and contact Derek via https://referralmarketingideas.com/ For more insight on professional relationships, business networking, and generating referrals, contact Frank Agin at frankagin@amspirit.com. Through AmSpirit Business Connections, entrepreneurs and professionals grow their business through word of mouth and strong relationships—building reputation, strengthening marketing, and increasing sales.

If you want your creative work to become a real business, there comes a point where passion alone isn't enough. In this episode, I'm sharing the mindset shifts, habits, and leadership decisions that help creatives stop operating like hobbyists and start thinking like CEOs. This final episode in May (honoring Small Business Month), is packed with everything you need to make the shift from thinking you're only a creative to knowing you can be the CEO.Things mentioned in this episode:#220: Stop Starting. Start Finishing.Turning Pro by Steven PressfieldOrganized Actor® Online AppStart an Etsy ShopOther episodes you might enjoy:#221: How to Make Creative Decisions Without Second Guessing Yourself#204: Two Simple Things That Impact Everything in Your Life#187: How to Use AI to Your Creative and Competitive Advantage

On this episode of the Deal Farm®, Kevin and Ken sit down with Lane Kawaoka to unpack the mindset shift that separates everyday investors from those building true passive wealth. Lane shares how he went from the traditional high-income career path to creating financial freedom through real estate investing and alternative assets. He breaks down why cash flow matters more than chasing appreciation, how everyday professionals can start thinking like the wealthy, and the systems investors need to scale without becoming trapped in another job. This episode dives into financial independence, escaping the "linear income" mindset, and building long-term wealth through intentional investing strategies.

This episode explores the critical importance of treating your life insurance policies like a business, emphasizing the concept of 'stealing the peas' and the necessity of repaying policy loans to maximize the benefits of infinite banking. Hosts Paul Fugere and David Befort share insights on disciplined financial behavior, the value of acting like a banker, and how to leverage policies for long-term wealth building.Go to The Wealth Warehouse Podcast Follow us on : Linkedin https://www.linkedin.com/in/paul-fugere-762021b0/https://www.linkedin.com/in/david-a-befort-jr/ Instagram https://www.instagram.com/thewealthwarehousepodcast/https://www.youtube.com/@Thewealthwarehousepodcast/videosChapter02:00 Understanding 'Stealing the Peas' in Infinite Banking03:13 The Importance of Repaying Policy Loans12:33 Economic Value Add and Capital Management19:29 Understanding Policy Loans and Cash Management27:02 The Importance of Thinking Like a Banker35:13 The Consequences of Poor Financial Discipline40:02 The Central Idea of Infinite Banking

Sean talks with psychologist Alison Gopnik about how children think, learn, experience the world, and why their minds may be more powerful than ours in some crucial ways. They explore the idea that kids are the “research and development” wing of the human species, built for exploration, curiosity, and discovery, while adults are optimized for focus, efficiency, and getting things done. Along the way, they discuss why children notice things we've stopped seeing, what we lose when we grow up, and what parenting reveals about love, care, and the nature of intelligence itself. Host: Sean Illing (@seanilling)  Guest: Alison Gopnik (@AlisonGopnik) We would love to hear from you. To tell us what you thought of this episode, email us at thegrayarea@vox.com or leave us a voicemail at 1-800-214-5749. Your comments and questions help us make a better show. And you can watch new episodes of The Gray Area on YouTube. New episodes drop every Monday and Friday. Listen to The Gray Area ad-free by becoming a Vox Member: vox.com/members. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Aliens, UFOs, and what we know from Scripture.  __________ Join us for our 2026 Rooted Educator Worldview Summit by visiting colsoneducators.org/rooted.