Podcasts about tif

Marc Cox and Dan Buck talk with David Stokes from the Show-Me Institute to discuss St. Louis County Bill 182 and its expansion of minority hiring and contracting requirements. They examine the broader impact of government regulations and red tape on local developers and builders, as well as the role of tax incentives and subsidies like TIF financing. The conversation also covers union influence in county legislation, concerns over potential fraud and complexity in minority contracting programs, and questions about legal authority between county, state, and federal levels. Stokes warns that these policies could drive developers away from St. Louis County.

In this week's episode of Kankakee Podcast News, Drew Raisor recaps the top local headlines from around Kankakee County. The popular New York City Deli is expanding to a second location in downtown Kankakee, with plans to open in spring 2026 following a $345,000 renovation supported by a city TIF incentive. Kankakee Community College announced its upcoming “Explore KCC Day,” inviting prospective students to learn about academic programs, financial aid, and campus life. In Bourbonnais, village trustees approved the purchase of a 2.19-acre parcel from Olivet Nazarene University to further development plans near The Grove. Manteno officials are weighing a proposal to apply the village's 5% hotel tax to short-term rentals like Airbnb and Vrbo, potentially generating new tourism revenue. And finally, the March 2026 primary ballot is taking shape, with multiple contested county board races and a challenge to County Clerk Dan Hendrickson for the first time since 2018.Send us a textSupport the show

Cuando todo se desmorona y no hay forma de mantenerlo en pie. ECDQEMSD podcast episodio 6169 Familias en Demolición Conducen: El Pirata y El Sr. Lagartija https://canaltrans.com Noticias del Mundo: Acoso a Claudia Sheinbaum - Malas noticias para Trump - Zohran Mamdani alcalde de NY - Culpa de los demócratas - Tifón en Filipinas - El debate continúa con el Profesor Monk Reynolds - Lamelas con Milei - Ni molletes ni gollete Historias Desintegradas: Me separé - La ruptura imposible - De la psicóloga al psiquiatra - Organización y caprichos - La Justicia - Mi familia - Me estafaron - Me engañó el abogado - Diferentes percepciones - Andando la ciudad - La escuela - Maestros padres - Banderas del mundo - La de Brasil es más cara - Un negocio trunco - Falta de apoyo institucional - El saxo del Sax - De Parker a Coltrane - Pura sensualidad y más... En Caso De Que El Mundo Se Desintegre - Podcast no tiene publicidad, sponsors ni organizaciones que aporten para mantenerlo al aire. Solo el sistema cooperativo de los que aportan a través de las suscripciones hacen posible que todo esto siga siendo una realidad. Gracias Dragones Dorados!! NO AI: ECDQEMSD Podcast no utiliza ninguna inteligencia artificial de manera directa para su realización. Diseño, guionado, música, edición y voces son de  nuestra completa intervención humana.

Tiff and Kristy provide guidance on how to assess your practice's financial health as 2025 begins to wrap up (and what to start thinking about for 2026). They touch on… Reviewing those P&Ls monthly Aligning spending habits Keeping emotions in check And more! Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review The Dental A Team (00:01) Hello, Dental A Team listeners. I am so excited to be here with you today. I truly love this portion of what we get to do in our worlds and getting to get you so much valuable information out to the masses is something that Dental A Team has worked and strived just so hard to achieve in our.   consulting world of just getting you all this information and I have with me today one of my faves. I seriously, I have the most amazing consulting team and if you guys haven't heard from all of them yet, you soon will and if you don't know them personally yet, they're not your consultants. I hope that you get to meet every single one of us even if you're just coming to the events, however it is, but I...   have a personal favorite here for recording podcasts with. She calms me, she just keeps the energy light and fresh and I love any time that we get together. Kristy, thank you so much for being here today. How are you doing? The weather is like weird today. I always tell everybody about the Arizona weather and it's so much fun to have everybody here in the same place. We all live in Arizona in the Phoenix area. Jane is down in the Tucson area, but.   We really love it. And Kristy, how's your world over there? You're just in the beautiful little pocket of Phoenix. And how is it?   DAT Kristy (01:23) Yeah, it's awesome. I love that you say that because we do pride ourselves on the weather here, right? But even with that, this weekend we got a lot of rain, what they say the most in like seven years. Yet all of us, even as close as we are, we experience it so different, right? Like some places flooded. I didn't get flooding, thank goodness, but it downpoured. It was fun and it's made it for cool mornings. So we're taking it.   The Dental A Team (01:42) Yeah.   I agree. I agree that humidity is hitting us hard. So we're not super used to that, but it is making for some, some really beautiful mornings. totally agree. And yes, Britt and I were actually in Reno at our quarterly in-person traction event where we have a, implementer who comes in and leads it for us. And he helps us to build out the company structure and,   teaches and trains us on how to run large meetings like that. So it's always super cool. But we were up in Reno with Britt and or with Kiera Shelbi and Britt and I actually got stuck. Jenna got out. She got back to Denver, which is crazy because Denver always shuts down. And so she got back to Denver. But ⁓ we got stuck until Saturday because the airport was shut down. And then there was a storm in Vegas because we thought, OK, well, we'll fly to Vegas because it's only a five and a half hour drive from there and we'll still get home. And then ⁓   that flight got canceled too. So it was wild. was meant to be, got more time in Reno and got to spend a little bit more time with Kiera. So that was great, but it was kind of crazy. It's not usually Phoenix that disrupts the flight patterns. And it was a hundred percent Phoenix. There were so many flights canceled because so many planes were stuck here and other planes couldn't get in. So it was wild, Kristy. It was wild to watch it from afar. We just got like TikTok notifications and you know, news articles are like, my gosh, all the Waymo's stuck in the puddles and things like that. So.   DAT Kristy (03:15) Yeah,   they just stopped in the middle of the road like what the heck.   The Dental A Team (03:18) Yeah,   that's why whenever somebody says, you use the way most? I'm like, heck no, I have seen them stuck in the middle of intersections far too many times. I'm sure one day it's going to be fantastic, but I haven't built that trust muscle just yet.   DAT Kristy (03:30) Yeah, agree. Well, I'm glad you made it home safe. And ⁓ yeah, the humidity is odd for us too.   The Dental A Team (03:34) Thank you.   Yeah,   yeah, it totally is. And my son was like, Oh, you go to the East Coast enough, Mom, you're fine. Stop complaining. And I was like, Yeah, that's fair. That's fair. But but in the spirit of planning, we we truly had an amazing time really just one getting the time together as a leadership team and then to really looking and projecting like where are we at? What's Q4 going to look like? And then also kind of prepping and planning for 2026. So super relevant in this conversation here.   today and really looking at ⁓ practice health from a financial standpoint. And this is something that your CPAs and your financial advisors and all of those professionals should be looking at with you as well. This is the time of the year that we're really looking at what is this last year? Because we get to Q4 and it's like, well, it's kind of like the end of your senior year, right? You get to the end of your senior year of high school or college and you're like, well, everything's kind of basically submitted. So from here,   It's really just like, let's do our best and make sure that we really cross that finish line strong, but there's not a ton of pivots to be made to really change the game. So kind of prepping and planning. And I think looking ahead at 2026, putting in some really solid ways of checking in on that financial health, something that I've seen that, Kristy, I know you do this as well, but something I've seen a lot of clients really ramp up is a monthly pulse and even like,   weekly sometimes pulse on what the financials of a practice actually look like has really been beneficial in helping them to really reach those goals. And Kristy, you are really fantastic at figuring those financial goals out and then like backtracking them to see, okay, well, what do we need to do to get there? And how do you help practices really keep that financial pulse top of mind and that   running that way so that they're constantly looking at those numbers without feeling overwhelmed and also without losing sight of it. Because you know sometimes you do something too often, you start glazing over it. What's that fine balance that some some tactical tips that you have that you and your practices are working on right now?   DAT Kristy (05:52) Yeah, well, first and foremost, I believe that you have to be getting your P &Ls from your accountant monthly, right? We can't be waiting. I have seen some clients where they're begging for them for three months ago, you know, and it makes it really hard to stay on top of it if we're not getting them monthly. So first and foremost, make sure you're getting them from them monthly so that we can take a look at them and evaluate. And I like what you said, Tiff. ⁓   you can be, you can go over the top. It's a fine line, right? So I love looking at them every month and I'm not going to freak out if something's out of whack one month, but certainly let's look at the quarter, right? And make sure that those metrics are in alignment for the quarter. And to your point, I always like to speak in terms of like, we're going to crawl before we walk and we're going to walk before we run. Like,   In the crawling stage, let's just make sure where's your overhead, right? What percentage are we at there and what is our profit or EBITDA, so to speak, right? Where are we ranging there? That would be my first little steps to take and start looking at it.   The Dental A Team (07:10) Yeah, yeah, I totally agree. And I think what time of the month do you usually push for those PNLs to be received? I have my judgments, but what are yours?   DAT Kristy (07:21) like to say by the 15th. I'll give you a little grace and give you by the 20th, but the 15th is my ideal target.   The Dental A Team (07:28) Yeah, yeah. I think I'm a little stricter. If I don't have those CPAs reaching out to us by like the eighth to the 10th, I'm like, my gosh, how are we supposed to work with this? There's a lot of, and I ask that because there's a lot of clients out there that are getting them like the first week of the next, next month. And so maybe December, we're finally looking at October.   DAT Kristy (07:35) Thank   The Dental A Team (07:53) And that is like, gosh, such a lag that we've got these questions floating around of like, where's my cashflow TIF and how do I fix this, Kristy? And it's like, I don't know, because I don't have eyes on what's happening. The P &Ls should be much quicker and much cleaner than that. And realistically, it's just it's the bookkeeper going in and allocating the certain expenses to the category that they should be in. So it's time consuming.   but it shouldn't be too crazy. And if yours is too crazy, then we probably need to look at your spending. Do we need to dial back the number of orders that you're placing every month? Do we need to make sure that things are a little bit more simple on that side, that it can be done quicker? Because we wanna be able to make real-time adjustments as quickly as we can. If we're on a two-month lag.   then we're adjusting for two months ago, it could look totally different. And then next month we get two months ago and it's like, it was totally different. We didn't need to change it. And so we're just constantly spinning our wheels in that way if we're not getting the data fast enough. And that is, in my opinion, one of the easiest ways to ensure that you're financially healthy is really just ensuring, like you said, Kristy, that on an overtime basis, things are consistent and they're clear, that they make sense.   DAT Kristy (09:08) 100%. I like that you said push to the 10th, because obviously if, you know, in the walk or crawling stage, we're just learning, right? We have a little bit of buffer, but as we get to the top of our game, it should be more. And if everything is electronically done, it really is in there already. It's just a matter of organizing it, right?   The Dental A Team (09:30) Yeah, and I like to give myself the grace because I know or give them the grace. I typically know if we ask for it by the 10th, we're getting it by the 15th to the 20th. If I give them that leeway, they'll take it. And we know that's just how it works in that world. That's fine. We work with what we've got and figure it out. And I think it's a massive place to start, Kristy, is those P &Ls. And I think the P &Ls really outline   DAT Kristy (09:39) Thank   The Dental A Team (09:56) the financial health in so many different areas because it gives us insight to what is actually happening. Having those categories split out, we've talked about that a ton, we've done a ton of webinars on it and if you need help with that, reach out. We've got really simple sheets and documents that you can even send over to your bookkeepers and your CPAs that kind of outlines what we like it to look like so that it's simple to review.   But being able to see those over time is huge. I know I have a client that like one month was 48 % overhead and that's before Dr. Pay, that's before loans, right? And it's like, holy cow, we killed it. But then it's like, okay, but hold on, because the next month was 64%. So taking an average there because likely something got shifted, payments got posted, or I don't know, I've had some clients that's like, my gosh, I forgot to pay Henry Schein for two months. So then it's like that third month had this massive Henry Schein payment.   but over the quarter, it wasn't that bad. So making sure that we're looking at it month by month and over the quarter is huge. ⁓ Something that we've done, that we've ramped up ourselves and that we do ramp up with a lot of clients is really looking at our bank accounts constantly. And I know that Kiera and our financial team, they look at our bank accounts weekly on a weekly basis to make sure that everything makes sense, that things are.   where they're supposed to be that, you know, that we're not getting charged for things we shouldn't have been, et cetera, but then also that we're staying in alignment with the budget that we had set. And those budgets come from those P &Ls and those total numbers. Kristy, something I've realized recently in the recent years is while I was in practice, I would build our budgets for our spending. like our...   you know, five to 8 % for supplies or what have you or ortho budget, things like that. I would build it based off of our collections, air quotes on that word, and it would be our collections from Dendrix. I'd pull the collections for the last month. I'd build that budget based on the collections. And then Doc would be like, where's all the money? Like, well, I don't know, it should be there. But there's such caveats to what's been posted in Dendrix or your operating software.   compared to what's actually in QuickBooks, I found that I was running this like ragged race of trying to play catch up all the time with like even just the percentages for credit card fees and third party financing being taken out of our payments, just those simple tweaks make a massive difference. So building those budgets, Kristy, off of our actual P &L numbers, our actual QuickBooks collections has...   made a massive difference, I know, for a lot of my clients. How do you see that working for clients? And also, how do you see that working with a leadership team that maybe doesn't have access to or not looking at those P &Ls together? How do you suggest for financial stability and health in the practice, they really get that information down to the people that need it?   DAT Kristy (13:08) Yeah, absolutely. One of the things, ⁓ well, there's a couple things. We at Dental A Team keep scorecards for our clients and it could be as simple as adding that line in there and having the doctor put that dollar amount and having the budget calculate right there. Everybody can see it. They know what to spend. The other thing to that point Tiff is,   You know, a lot of times we look at the practice management, we see our collections, but how many times do we reconcile it with our QuickBooks? Like, really look at that and see. And obviously, just like you said, it could be a matter of when something was posted or when it came in, right, to the bank account. But I think that's an area that sometimes is overlooked. You know, there can be variance in there, obviously, for when things post, but...   what is that variance and how consistent are we having that variance? again, depending on which method you're using, if you're using the collections from your PMS or the collections that are posted in the P &L, we better be clear what that difference is and ⁓ account for it for sure. Right.   The Dental A Team (14:25) Totally agree.   And you actually reminded me just last week, I was in an office and I was like, what is happening here? I was going through their P and L and I'm like, okay, we've got, we've had some changes in the office. We've got some places that it was decreasing. Some places we spent more, some places we actively spent more on purpose. Like, but things just weren't adding up with what was coming through from the software. And I realized after an hour and a half of digging, I'm like, why is...   I put a line items, I updated the scorecard and I put a line item for like QuickBooks collections and then the PMS collections. And in comparison, I had it subtract and like tell me the difference in numbers. And there were months that were coming up $30,000 different that it looked like we collected $30,000 more in their software than what QuickBooks was showing us. Luckily, I know this office manager very well personally, like familiarly.   And I'm like, I know there's no conclusion to jump to here. Like something is not reporting correctly. And what I realized is they specifically use Dentrix. Dentrix will allocate any positive write-off or adjustment. if there's an adjustment that's adding money, it'll allocate it to production. If there's an adjustment that's removing money, it automatically adds it to collections.   So when you pull up the adjustment space in Dentrix, it'll show all positive production, all negative collections. So it was showing drastic differences. And so I was like, gosh, I totally forgot about this space in Dentrix that it does this. It's just, I call them the Dentrix-isms. It's just a Dentrix thing. It's very frustrating, but it just is what it is. So when I went through, I reallocated where the write-offs should be coming from. Now, caveat, messes up.   production collections for forever because it's now correcting it. So what you thought you had done, you didn't, and it fixes it. So the new numbers are more accurate, but you're going to be frustrated because it's different. But what it did when I did that and re-put in the collections numbers is that it brought that $30,000 difference down to a more manageable $1,200 to $3,000 difference, which is what we tend to see with the   care credit fees and all those different credit card processing fees, we typically see, I say like 5,000 or less, I'm not going to freak out about too much as long as it's inconsistent. I don't want to see consistency. I want to see really low numbers. And then again, sometimes some of that money is going to be pushed over to the next month. So quarterly, it made sense. Quarterly, it was beautiful. Month by month, it was a little wonky, but just making that   change because we were checking the financial health of the practice because things didn't feel like they were making sense. So we, the office manager and I pulled the full year's PNL and we did line item by line item comparison 2024 to 2025 percentage change on each space, went through and figured out where the spending was, went through and line itemed everything and then added it like you said to the scorecard to see those differences, massive.   massive improvements where the docs were feeling like cashflow was like, ⁓ we were freaking out. And it was like, well, these are the areas where you intentionally spent money and were actually only a 16 % difference overall year to year. And they were like, ⁓ so we didn't increase enough, but their spending was purposeful for taxes. We just didn't look that way yet on paper.   Regarding financial health of the practice, that was exactly what we did, but adding it, like you said, to the scorecard and looking at, I think the scorecard's just really cool because it allows you to see over time. Whereas a new sheet is I'm only dealing with today. So I'm only looking at today. I might look at it and say, oh my gosh, my employee percentage was 42%. That's real life, I've seen that in an office. It was 42 % this month, and you're like, cut hours. But over the quarter, it was,   30 % or 31%. We had a spike because we had a collections dip or whatever. So I think adding it where you're seeing that kind of comparison allows you to see what is the trend here or is this an abnormality? Does this level itself out? Am I on track for over time or do I need to jump and hot fire? And Kristy with that said, like, you think, as I'm saying that I'm thinking,   Is that a space where we could even tame our emotions around finances? Because we're seeing so much data in a bigger spectrum where we can see trends, uptrends or downtrends, rather than this like, my gosh, payroll was so high, I've got to tackle that. It's allowing us to see a broader picture. Do you think that helps reduce some of the emotional, like just quick fixes?   DAT Kristy (19:34) Absolutely. And we don't want to react, right? Many times we go to that mindset of cut, cut, cut. you, and you know, one of the things that I learned a long time ago is you can't focus on the opposite. So if we're focused on cutting, then we're not focused on producing, right? And so yeah, you're 100 % right, Tiff. I think it does calm the reactionary, right? It's good to know, notice, but then look at the bigger picture.   The Dental A Team (19:48) Yeah.   Mmm.   Yeah, gorgeous. As I was talking like, my gosh, Kristy, that's why you do so well with coaching in my opinion, because you are very, very good at being data and results driven, acknowledging the emotional aspect and not discrediting that by any means, but being able to focus back to what the drivers are and then being able to acknowledge and address any emotions that are still present. But you do well removing that because   we're looking at data and data is non-emotional. You can come up with something and there's been so many times where I could think of so many offhand where I've data-drivenly discussed something with a client and they're like, ⁓ and the emotion kind of disintegrates, it dissipates because it was attached to what they thought to be true. And when they saw the reality, there was no need for that emotion anymore.   DAT Kristy (20:59) Exactly. Well, and to be honest with you, it goes both ways, right? It's the same thing as if we're only looking at the practice numbers, sometimes they think they're doing very well or not doing well, either one. And then once we look at the overhead numbers, it's like, actually, you're here, you know? So ⁓ it goes hand in hand both ways. I always like to say, you know, if I had a pizza business and I was going to sell pizzas,   The Dental A Team (21:18) Yeah. Yeah.   I love that.   DAT Kristy (21:29) I need to break it down and figure out what it cost me to make the pizza, then I can go sell the pizza. But so many times we don't do that and we just put it out in front of us, right? And then on the back end of it, we do have to measure how many pizzas did we sell and how much did we actually spend. Sometimes we forget to go back and look at the cost too.   The Dental A Team (21:34) Yup.   Yeah, wow, that's a very good point. Very good point, which is where the P &Ls come in handy and the line items. And I think the P &Ls will group it and lump it into categories, but every now and again, maybe like once a quarter or so, really looking at what are they putting in those categories so that one, you're making sure they're still super accurate from the bookkeeper and two, that you're not like Amazon spending. There was a couple clients that I saw.   DAT Kristy (21:56) Mm-hmm.   The Dental A Team (22:19) I'm like, what is going on? Why is this category so jumpy? One month it's massive, another month it's not, and they get lumped into office supplies and front office supplies, and all of a sudden it's $3,000 when realistically budgeting-wise it should be $1,200. I'm like, what is in here? And they're like, Amazon goes in there. Every time we want something or Doc says something, we just press the order. And I was like, ⁓   Got it, we need some systems around Amazon or Walmart. I've seen like, I just run to Walmart and I grab what we need every week. And I'm like, my gosh, there's weekly ordering will hurt you every single time. Any kind of weekly ordering. If you can't budget the ordering in a monthly fashion or maybe twice a month, I'll give leniency on twice a month, then we need to talk. Cause that weekly ordering will hurt you every single time.   I think this is all really good, Kristy. I love this. I love this. And I go ahead.   DAT Kristy (23:16) Yeah. I was   to say, I agree with you. mean, we can liken it to our own space if we go to the grocery store with a list or without a list. What is our end result when we pay? You know, so I'm with you. I'm with you. I'm like for dental supplies, we can go to twice a month, but have it fixed and then make sure you're staying within the confines of the budget.   The Dental A Team (23:27) Yeah.   Yes, yeah, that's actually brilliant. Yeah.   Yeah, I agree. And I think that was that was a super great thought process there. Because if you're not planning even your dinners, right, I'll plan my dinners for the week. So then I know what ingredients I need and what ingredients if I know what ingredients I need for specific dinners, I know what I can reuse as well. Otherwise, I'm going to the grocery store just kind of getting random things that I think I can make into something. And I'm ending up at the grocery store a couple times a week to replenish or, you know, supply those missing pieces.   And so if you know what your schedule is, if you know on average how many crowns you're doing, how many fillings you're doing, how many implants you're doing, you can have an average guesstimate of how much of each supply you need to keep on hand, which is then going into your budget for your ordering. So that was beautiful. Yeah, good job. All right, guys, financial health is massive. And it's something that I think all of us, Kristy,   Trish, Monica, Dana, myself, we all just work really, really hard to ensure that it's top of mind for all of our clients. But if you're here listening and you're not yet a client of ours and you're a Dental A Team podcast listener for life, we love you and we wanna make sure you have this information too. please, by all means, somewhere around the 10th of the month, because we know it's probably gonna go longer, make sure you've got those panels in there. Talk to your bookkeeper. If you are the bookkeeper, I have a couple clients like that.   Put it your calendar, you guys. If you are your own bookkeeper, that's fine. I'm not gonna judge you. I think it is a task that you can easily pay for, but I'm not here for that. If you are your bookkeeper, put it in your calendar and you should have that sucker done by like the fifth or the eighth of the month because everything should be closed out. Review your PNLs monthly and quarterly and yearly. Review your spending habits constantly. I have a lot of practices that'll look weekly.   I have a lot of practices that'll look monthly, whichever works best for you. Just make sure you're reviewing those spending habits and then budget for your team. So your supplies ordering, your front office, those are the easiest places to budget. Make sure that you've got an ortho budget added in there. If you have ortho fees and ortho costs that are outside of like Invisalign, things like that. I have a lot of practices that do bracket style ortho and they need a lot of supplies that has to be separated out.   Those are your pieces, you guys. Those are the easiest ways that you can tackle real life, real life, in time, financial health. And we want you to go do that. Kristy, thank you so much for your insight. You truly do so well with your clients and we get to see their progress constantly and those needles are always moving. And I know that it's because you can take that black and white results driven perspective. So thank you for everything you do for your clients and everything that you bring to Dental A Team every day.   DAT Kristy (26:33) Thank you, it's fun.   The Dental A Team (26:35) I know,   I know, I love watching you do it. You really do love it. And it makes me really happy. All right, guys, that's a wrap for today. Go leave us a five star review. Let us know what was super helpful. Maybe there's some tips and tricks you've got that you can share with the world. I'm telling you, people really do go read those. So if you have things in there, they will see them. You can drop us an email, Hello@TheDentalATeam.com. We'll be happy to get you over any documents that might help. We do have some.   budgeting information, we do have some overhead spreadsheets, things like that. If you need help with that, just reach out and we'll catch you next time on the Dental A Team podcast. Thanks guys!

 Looking for a real plan for Multifamily Investing in 2025? Investor and operator Kent Ritter breaks down what's working now—Midwest focus, public-private partnerships, and bringing management in-house. In this episode, Kent explains how operators are adapting Multifamily Investing in 2025 to tighter debt markets and slower deal flow. We dive into why he pivoted from C-class value-add to newer assets and development, how TIF bonds and city partnerships can make construction pencil, and why centralizing leasing and operations boosts profit-per-unit. You'll hear lessons from a successful 80-unit ground-up project in Indiana, actionable hiring frameworks (yes, the “video interview” filter), and why the Midwest's fundamentals—job growth, steady rent gains, and shorter drive radiuses—are compelling. If you're refining your buy box, debating self-management, or exploring 55+ housing, this conversation gives you practical playbooks you can use. Multifamily Investing in 2025 rewards great operators—here's how to become one.Connect with Kent Ritter: RitterOnRealEstate.com • HudsonInvesting.com  Chapters:00:00 – Introduction 02:30 – Market shift since 2023: from C-class value-add to newer assets & development 11:03 – Systems > heroics: scaling and bringing property management in-house 21:21 – Development playbook: site control, bids, contingencies & partnerships 32:25 – The “why” of self-management: cost control, core values & all-star hiring We're here to help create multifamily entrepreneurs... Here's how: Brand New? Start Here: https://jakeandgino.mykajabi.com/free-wheelbarrowprofits Want To Get Into Multifamily Real Estate Or Scale Your Current Portfolio Faster? Apply to join our PREMIER MULTIFAMILY INVESTING COMMUNITY & MENTORSHIP PROGRAM. (*Note: Our community is not for beginner investors)

TWall, TIF, Traffic & Transparency...this is The Derby District in Terrence Wall's own words.  A massive development planned for 130+ acres on Sun Prairie's west side, the Derby District has the potential to dramatically reshape the area around Hwy C (Grand Ave) and Hwy 19.  Terrence Wall and Fernando Escobar describe the plans for the site and address some of the concerns that have been raised by local residents.     I also opened the show with some notes on construction projects around town.

On the show this week is Nikki Gronli the former USDA Role Development State Developer, Managing Director of Colliers Toby Morris as well as Deputy Mayor of Watertown Kyle Peters. Plug in as we talk about Gronli's campaign, farmer finaces, no kings, pheasant season, TIF's and how they work, Liberty Land, datacenters and best burgers.@DakotaTownHall@Jakeshoenbeck@MurdocJ Hosted on Acast. See acast.com/privacy for more information.

In this episode, Fran Spielman invites Chicago City Council veterans Matt O'Shea and Scott Waguespack to discuss Mayor Brandon Johnson's recently unveiled $16.6 billion budget proposal aimed at addressing a $1.15 billion shortfall. The proposed budget includes significant tax and fee increases targeted at businesses and wealthier residents, a controversial head tax, and a $1 billion tax increment financing (TIF) surplus. The discussion covers the potential consequences of these measures for Chicago's economy and residents, challenges posed by the council's resistance, and the lack of communication and transparency from the mayor's administration. 

Ben and Dr D confront a week's worth of lunacy. Starting with…reporters giving grief to Mayor Johnson for spending property tax dollars on schools. Silly mayor, don't you know that TIF money—which are property tax dollars— are for rich guys? Updates on the ICE invasion. Will any of the mayoral wannabes criticize Trump? Or will they pretend he doesn't exist? And Governor Pritzker wins $1.4 million at a Vegas blackjack table. Proving, among other things, that life isn't fair. Also, a shout out to Chickenman. He's everywhere, he's everywhere!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

TWall, TIF, Traffic & Transparency...this is the Derby District In Terrence Wall's own words.  A massive development planned for 130+ acres on Sun Prairie's west side, the Derby District has the potential to dramatically reshape the area around Hwy C (Grand Ave) and and Hwy 19.  Terrence Wall and Fernando Escobar describe the plans for the site and address some of the concerns that have been raised by local residents.     

Did you know: Each position in your practice should contribute toward the practice's goals? Tiff and Kristy break down why each position should have a vision and specific metrics (starting at the job description), and how together, alongside all the other positions, they work toward the greater good of the practice. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript The Dental A Team (00:00) Hello Dental A Team listeners. I am so excited to be here today. I am always excited to be here today you guys I love podcasting I really really do and I love podcasting with other people more than solo and I get to pull consultants in and Britt from HR Headquarters over there HQ and Eve from marketing like I get to pull in just the most fun people from our team to Just double up and get some time with Kristy   I've got you today and this is like our special time together and I just love it. So, and Kristy, I put you specifically at the end of my podcasting day. I hope you noticed that not just because of timing, but because you bring a sense of calm to my life and podcasting with you, not to say that it's not easy with anyone else on our team, but you really like, it's just so easy. You bring a sense of calm and ease. And I was like, that's what I want to end my day with. So thank you for.   opening up your schedule to me and for being here today, Kristy, how are you?   DAT Kristy (00:59) Good, absolutely. I love it too. I mean, we were just talking the other day because we don't get much time together and so I know we look forward to this time. now that I know you put me at the end of the day on purpose, I love it. I love it. I love it. Yeah, it's a good way to end the day.   The Dental A Team (01:13) Surprise!   Good. Well, I'm glad. know Mondays are busy for you. Our team does, we do meeting Mondays and so it gets a little jam packed, but it's nice because we get it. I feel like we get all of that admin stuff out of the way and we get aligned on actions we need to take for the week kind of all together on the same day. And then we just spearhead our week ready to go. Well, Kristy, ⁓ today is exciting. I   I'm gonna actually pull in what we were just talking about. you guys, you guys know, avid listeners, you guys have been here. We've been doing this podcast for a really long time, you guys, and if you have ideas on things that you want to hear, please send them in because our little brains over here are just thinking of all of these things. Sometimes they feel like, did we just record this? It's like this content sounds so similar to something else we've talked about. And so I don't know how to label this one.   But I want you guys to know we are going to chat today a little bit about job descriptions. And this is something that we find incredibly important. So we talk about it a lot. So I want to drive that home. They are so important. And Kristy, something that I recently recorded a podcast with Brittany. And something we talked about, part of that leadership skill, was being able to give direction to the team to execute decisions.   as a leader, being able to execute decisions, being decisive and having execution as leadership, but also gifting that to the team. And we talked about the vision of the practice, kind of where the company's going and the leader, the owner, being able to utilize that for the culture of the company. But I kind of think right now, these job descriptions are the vision per position.   It gives us our heading so that within my position in the practice or the organization, I can say yes, no, maybe, yes, this is the right decision right now for the company. And it brings about some clarity for everyone. Kristy, you, what do you think?   DAT Kristy (03:28) Yeah, I love that you mentioned that because for so long, think we've all understood that job descriptions should have duties, right? I truly am a fan of duties versus titles, but also I think honing in on the other aspect of, think the duties, let me step back. The duties tell us what we're responsible for, but I think bringing in the other aspect   tells us how the person should behave. And so I think they go hand in hand. And I think oftentimes we miss that other piece of it and then we get frustrated when we don't hire that person.   The Dental A Team (04:11) Yeah, I agree.   in ⁓ a layer on top of that, you mentioned job duties and kind of how to behave. But even within that ⁓ what piece, the job duties, the clarification on the job duties, if I know that my job, my goal of my position is to have the schedule full, maybe I'm a schedule coordinator, and my number one metric is 90 % full on hygiene for the next five days,   80 % full doctor, like whatever that metric is. If I know that's my metric, then I think, my gosh, this one patient, my how-to says confirmations. And step one is text message, email, text message, email, but I know this person is 85 years old and they're not getting these text messages. I don't have to question, do I call this patient? My job, my goal is to get that patient here for that appointment, no matter what that means looks like.   So I think that vision and that ⁓ very clear cut, this is what the metric is of your position. I sitting in that scheduling coordinator position can say, Julie, at 85, I'm just gonna call her. I'm not gonna mess with the text messages and wait until three days before if I know she needs a call and we need to confirm her right. Like I have this information, but we often get asked, Kristy, I think.   by different team members that they're like, well, can I do this? I'm like, well, does it get you to your goal? Is it a part of what gets the practice to our goals? Heck yeah, I think that's a great idea. It gives you the space to be creative, to get to the results that you need to get to, that are set as parameters because you know what you're driving towards.   DAT Kristy (05:58) Yeah, you said that so well. So again, I'm with you. It's not just the duties and how we behave and perform them. But like you said, then we can tie it to what metrics am I responsible for? And one other piece behind that is painting the clarity. If it's 90 % reappointment rate or, you know, whatever metric I am responsible for. Now, what system   comes behind that metric if it's not where I want it to be, right? So then I can pull up the system and say, hey, am I not working the system properly or do I need to find a new system because our system's not working any longer to get the result we want?   The Dental A Team (06:45) for sure and that's where teams come to us, or office managers, and they're like, my team has no accountability, how do I hold them accountable? Or how do I get my team to hold themselves accountable? How do I get them to own their jobs? It's really hard to own something if you don't have complete clarity around that goal that you're working towards. And so having those smart goals with those metrics tied to them, Kristy, like you just said, allows that person then, like you've said, to work backwards from the result to see   What did I do that got the result? Because anything you do, I literally just said it this morning, I say it all the time, even consistently being inconsistent is going to get you a result. Consistently doing anything will get you the result. And if your consistency lies in inconsistently, I'm always inconsistent, you're going to get a result. So knowing what your target result is in comparison to the result that you got allows you to backtrack and say,   DAT Kristy (07:25) Yeah.   The Dental A Team (07:41) Was I inconsistent in my utilization of my systems? Or is the system just flawed and I need to reinvent that wheel? Totally fine too, but it allows the space for that. And Kristy, the way you said it was it allows the person holding that metric to see it themselves and can to it, which takes training and it takes consistency from leadership to constantly point back to the metrics, to constantly be like, okay, ⁓ what   what is your metric, your standard, and then what did you reach? And when there's questions that come up like, Kristy, like, do I call this lady? You're like, well, what is your metric? Does it get you there? And I think that consistency is that accountability piece that people are lacking.   DAT Kristy (08:27) Yeah, I agree with you. ⁓ Just like you said, it's very easy once we've painted that clarity and we have understanding also for the team to report back to you. You shouldn't have to ask. But I also would say don't just report back. Report back and let them know your trend because maybe it is 90 % reappointment rate that we're looking at. ⁓ Literally, I was just on with an office that was   It's almost embarrassing to say they haven't looked at their rates for reappointment. She's like 50 some percent and I'm like, yeah, that could be a problem, right? ⁓ Yeah, let's not focus on 50. Let's talk that the goal is 90 and let's start talking about your trend, right? So even if I'm reporting it talk about your trend where were you and where are we going? And then I also like to say with that TIF is recognize what's working well and   reinforce the good. gets reinforced gets repeated, right? And then get team talking about what they will do to overcome any opportunities if we're not at the mark we want.   The Dental A Team (09:36) Yeah, I love that. I love that so much. you just, you saying that about the practice, I'm like, my gosh, that's fantastic. Like 50%, that's not fantastic, but look at how much space there is to create something different. Like that's really freaking cool because practices come in and they're like, I don't know what to do. And I don't know why it's this way. And I just need this. And it's like, this is so cool because there are spaces.   that are really, really simple to tackle that you just didn't uncover yet. And we get to come in and help uncover those. So it's like 50 % reappointment rate. That's fantastic because now we can implement two to three daily actions that severely change the projection in a company that you may have come to us thinking, and I don't know this client, I don't know what she or he was thinking like, but they may have been thinking like, my hands are tied, what do I do?   how do I get more patients? I need more new patients. I hear that all the time and I'm like, well, what about the patients we have? It's so cool. So you just got me really excited about that. So I'm like, holy cow, I can't wait to hear these results. It's gonna be fantastic. But that's case in point. There's a couple of people that probably need that metric, right? A hygienist, hygiene team and scheduling coordinators, like they need these metrics because now they understand what their purpose is in the company and how they can contribute to the overall goals.   DAT Kristy (10:40) Yeah.   Yeah.   The Dental A Team (11:02) Many doctors, I think Kristy, you and I both come across this, many doctors are really afraid, or business owners in general, to talk goals. And I think the piece that gets missed is that goals drive the courage to push forward in life. Without a goal, without a drive, we're just complacent. And so not talking about them and not talking about how   each position can contribute towards those goals, I think is actually a disservice and holding people back.   DAT Kristy (11:39) Yeah, I agree with you, Tiff. think a lot of times people get stuck because goals are related to a lot of times in dentistry, monetary amounts, right? But truly, it's no different than us at home. We have a checkbook and we have a bank account and we have standard bills that we have to pay. And it's not that we have to get nitty gritty on that stuff, but we all have to understand there's a cost of doing business unless we're a   not-for-profit organization, you know? And so again, I love ⁓ how you and Kiera talk about the metrics aren't to beat ourselves up, right? It's not a stick to beat ourselves up with. It truly is just a measure of how healthy we're getting our patients. And the minute that we really get transparent about the numbers and what they mean and relate it to just like patient health and practice health, I mean, we always talk about getting our patients healthy.   What about talking about a healthy practice too, right? And we need to let team know just because, I mean, we hear it every day as consultants, a practice could do $6 million and I could have another practice that does a million and the 6 million inevitably people might think is more healthy than a million and truly that's not the case. So we need to educate our teams and let them know those numbers mean more.   And ⁓ truly it's a reflection of how healthy our patients are and how healthy the practice is.   The Dental A Team (13:14) Yeah, I totally agree. I totally agree. And your individual metrics then add up to those results. So those of you who are building out the job descriptions, like yes, you need like a how-to, we need to know what those systems and protocols are. But separate from that, they need a heading. They need to know how do I show up? It's like, what are our core values? How do I show up in this position? If we've got, I don't know, a check-in spot, right? We've got a patient coordinator who's at check-in.   DAT Kristy (13:19) Thank you.   The Dental A Team (13:40) and her job description does not say you sit up straight, you smile, and you greet patients with eye contact as soon as they walk in, you can't complain when she's got her head down on the computer or she's got her cell phone and patients are walking in and they're not being greeted. So get nitty gritty on those spaces because that's easy to achieve, right? If she reads that or he reads that, it's like, ⁓ that's the expectation, that's how I'll show up. And then now that feeds into your reschedule rate.   DAT Kristy (13:49) I can't.   The Dental A Team (14:09) Right? Patients are like, heck yeah, I'm coming back. I love seeing Sonia up front. Like it just all feeds into one another. So I think breaking that down into what is this position accomplishing for my practice within the goals that we have set. So if this is my vision, why do I have this position? Why do I have a scheduling coordinator? Why do I have a dental assistant? And then some pieces I think that I promised Kristy we would talk about some positions that you don't always think about. Right? So like sterile tech.   come on guys, there are so many sterile technicians running around that don't know what the heck they're supposed to be doing, there's no job description for a sterile tech and we just kind of run in the mill, let them figure it out, that's the dental way. So like sterile tech or, Kristy, one I know is really big right now is virtual assistants and I have a client who has an entire team of virtual assistants and Kristy, how important is it for the metrics?   the job description ⁓ just in the VA space, so for the VAs, but how important is it for the team to have that VA job description too and know what they can count on those people for?   DAT Kristy (15:21) ⁓ 100%. ⁓ The cool part with it too, Tiff, I mean, yeah, they need to know the expectations of what's being handled so they can hold them accountable just as any other team member, right? But also, I love, especially ⁓ offices where we're looking to develop leadership, when you have in an OM or a practice administrator, if you have a virtual assistant, what if...   great opportunity for them to work with somebody to develop them, right? And you're literally paying them to be there and do a service, but yet your leadership team or developing leadership team can help them be accountable to the metrics, right, that the virtual assistant is there for.   The Dental A Team (16:09) Yeah.   Yeah, absolutely agree. I have a practice that was like, well, like, I know they're doing insurance verification. I'm like, cool. Well, one, how far out are they supposed to be? Like, what's the volume of insurance verifications they're doing? Because we've got some shifts in the front office. Could they take on calling on unpaid insurance claims? And they were like, I don't know. haven't. I have no idea what their time is like. And I haven't talked to them in weeks. I was like, ⁓ hold the phone. I'm going to I got to pick myself up off the floor real quick.   Who's holding these people accountable? You've got to treat them just the same as you would if they were in your practice. And I think that's multifaceted. I have a practice who does really, really well with a couple of each spectrum. But one in particular does really well with virtual assistants because they create them to be part of the team. The virtual assistants do so much as to even show up for Daily Huddle. They're there with them. We have virtual assistants that show up for Daily Huddle. We know our VAs.   practices that it's just like, they're doing this thing and they think of them as a separate entity. I think the VAs get lost. I think the sterile techs get lost. The sterile techs of the world are just lost in our dental field. And they're looking for that direction and they're looking for that drive. I think our VA, right, we've got a newly onboarded one as well, but our VA who just celebrated six months with us, I found out, he has incredible direction in his position.   And I see that he finds fulfillment in the things that he does for our company. And that's really cool to watch and to see. I know we get fulfillment. It's very easy to get fulfillment as a consultant. Like we get to work hands-on with the clients every day. Same as a dental practice, you guys get to see the changes you're making in the patient's mouths, right? And in their daily lives, you know? So then to find metrics where it's like, no, even as a virtual assistant, even as an onboarded,   outsourced billing company, like these are the metrics that are going to show us that you're actually adding incredible value to our team. And how cool is that to have that heading to be like, I get to go to work every day and I get to help this team do better for their community. And that's the piece that I just feel like is missing in a lot of different spaces.   DAT Kristy (18:15) Yeah.   Yeah, I love that you say that, Tiff, because a lot of, I mean, we're familiar, probably the most popular one is in the insurance realm, right? And so I know even a lot of the virtual companies will set up time to meet with the offices weekly, right? And so again, for the OM or the practice administrator, I'm like, how often are you on those? Not very often. I'm like, man, what a missed opportunity, right? Again, to develop your leadership and share with them.   What's your expectations? We want zero claims over 90 days. And again, the metrics aren't to beat ourselves up. If it's not there, how fun to celebrate when, just like the re-care, right? When they hit 60%, we're gonna be celebrating because one little change, right? But painting that clarity, where are we going? What's my expectation? And then getting the team's commitment into how can we...   The Dental A Team (19:17) massive.   DAT Kristy (19:27) improve this, right? But I think you also mentioned something earlier, even outside of the virtual assistant realm, but all of our team members, how often are we meeting with them? And how often are we ⁓ taking the time away from the business to grow and develop them? Right? And review their metrics. Yeah.   The Dental A Team (19:45) Yeah, massive.   Yeah, and how do you do that if you don't know what you're reviewing? Like, how do you do that if you don't know what their accountabilities are? And how do you help grow someone? know one of the big pieces of leadership that we train on is being able to develop people and giving them a growth plan. And I remember being asked, oh my gosh, I don't even know. I was probably like 28, I don't know, 27. I might.   boss, my office manager pulls me into the office for my one-on-one and she's like, well, where do you see yourself in five years? And I was like, I don't know. Like I think my only, that could be your position. Like what, I don't know what, I don't know what that means, right? Because in those positions in the practice, they don't know. They don't know what's possible, right? Unless they've been there before.   There may be somebody who's maybe worked in another practice and she managed or worked in another practice and he saw this great manager he aspires to be, but most of the time we don't know. And so providing that growth plan, even within the job description of these are the metrics that I get to help grow those. So I can find growth and fulfillment within my own position because I'm growing the practice and growing these metrics. I don't need to take your job.   DAT Kristy (20:45) Mm-hmm.   The Dental A Team (21:03) I can be happy and satisfied in my own because it's written out for me and we're talking about it in the one-on-ones. We're seeing how, you know, where's my goal and how far away am I? Just the same as we're seeing the trends and everything else. So Kristy, I totally agree. Really my 28 year old brain would have been like, this is amazing if it had been like, here's some things that I see, you know? And otherwise I'm like, I don't know. Like how do I answer that? You know?   DAT Kristy (21:29) Yeah. Well,   and to your point, Tiff, with that being said, don't forget to rope in your virtual assistants and have those conversations with them too. Because I think, like you mentioned earlier, the practices that we see ⁓ truly utilizing virtual assistants well are incorporating them, right? They're sharing the expectation, but they're also giving them that feedback and they're treating them like a team member, you know? So if you guys are doing   a bonus system, don't forget your virtual assistants or your sterile techs, right? Include them. They're a huge part of the practice. So.   The Dental A Team (22:08) Yeah, yeah, and to your point, the team that I referenced that does really well with the virtual assistants, the virtual assistant that now does a lot of their scheduling started as insurance verifications and they grew her and she learned the schedule, she listened to the team on calls, they groomed her into that position so that she could take it on because she wanted growth. So I agree, I agree. So gosh, Kristy, this one became really, really fun. Thank you.   for that and taking that journey. And you guys, hope that there are some amazing tidbits that you're able to pick up from here. The biggest one is know your vision, know your goals. Like where is your practice heading so that you can then dial in where is each position heading within those goals. That's gonna be massive. So job descriptions, yes, we can talk about job descriptions all the time. Go Google it on our page, like search it. You're gonna find a million of them. The big point today is the metrics. Like what are these jobs providing?   towards your goal, what's inspiring them to do their work every day, and how are you talking about it and communicating it with them. So, Kristy, thank you so much. I love taking these journeys, and you made this really fun. I appreciate you today, and always every day. Yeah.   DAT Kristy (23:20) Thank you. Thank   you. Always back at you.   The Dental A Team (23:24) Thank   you, thank you. you guys, Kristy's always here for the fun, just expanding on what we're even talking about stuff.   for her name on these podcasts. You will never be disappointed. You're always gonna love them. And as always, leave us a five star review. We'd love to hear what you think and we'd love to hear anything that you guys have in addition to what we talked about. We know we don't know it all. Hello@TheDentalATeam.com.   You can reach us there and we cannot wait to hear from you guys until next time  

On the show this week is D10 Sate Rep Erin Healy, Dakota War College's Pat Powers as well as gubernatorial candidate Dusty Johnson. Plug in as we talk about shutdowns, surprising prison votes, ND attorney general, physical fitness tests, Hegseth, regular order vs mega bills, not buying stocks in office, pipelines and TIF's.@DakotaTownHall@Jakeshoenbeck@MurdocJ@SoDakCampaigns@RepDustyJohnson@RepErinHealy Hosted on Acast. See acast.com/privacy for more information.

Dave Portnoy, who made his name being politically incorrect, says Jimmy Kimmel went too far. Ben riffs. Holly Kim explains why she's running for state comptroller. And what she will do if she wins. Get ready for the TIF debate. Holly Kim is treasurer of Lake County, See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Allyson sits down with Boynton Beach Mayor Rebecca Shelton for a candid look at what is changing right now in the city we call home. We talk Town Square timelines, why TIF funding matters for getting shovels in the ground, and where new mixed use projects are already underway. Mayor Shelton shares her nonpartisan approach to local leadership, the push for seven day code enforcement and landlord licensing, and how stronger communication with neighborhoods like INCA is shaping smarter decisions. We get into the plan to acquire and tear down the Boynton Beach Inn, possibilities around the marina and boat ramp area, and what must happen before hotels and major grocers say yes. If you care about clean streets, walkable districts, and small businesses that thrive, this conversation will get you up to speed and show you how to make your voice count.

Originally uploaded September 5, reloaded Sept. 12th. Chris Holman welcomes back Randy Thelen, President & CEO of The Right Place, Grand Rapids, MI. Economic Development Leaders for Michigan Unveil Top 10 Priorities for Statewide Growth and Prosperity Economic Development Leaders for Michigan (EDLM), a coalition of the state's premier regional economic development organizations, recently announced a unified list of 10 priorities designed to position Michigan for long-term growth, innovation, and prosperity. Representing regions that comprise 79% of the state's population and 84% of its gross domestic product, EDLM brings together leaders with over 225 years of combined experience in economic development. The coalition is committed to advancing strategies that will drive business investment, talent development, community revitalization, and innovation across the state. “A competitive economic development toolbox locally impacts all elements of a community — from small businesses, startups, and entrepreneurs, to placemaking projects like farmers markets, and to successfully attracting brand-new investment and good jobs. The better funded and more robust our state economic development toolbox and programs are, the more revenue we will generate for the state, supporting the quality services we all want,” said Bob Trezise, President and CEO of the Lansing Economic Area Partnership (LEAP). The Top 10 Economic Development Priorities outlined by EDLM include targeted investments and policy reforms across four key categories: Business Attraction and Retention Maintain Business Development Program at $100 million to stay competitive for job-creating investments. Adopt a performance-based, accountable withholding tax incentive to support impactful project attraction and expansion. Community Development Renew and fund the Revitalization and Placemaking (RAP) Program at $50 million to support vibrant, place-based development. Renew and fund the Community Revitalization Program (CRP) at $50 million to reinvest in communities across Michigan. Modernize locally driven programs: SmartZone: Extend expiring TIF agreements by 15 years, with potential for additional extensions based on local approval. Transformational Brownfield Program: Simplify program access and remove funding caps to unlock more redevelopment opportunities. Fund the Regional Strategic Site Readiness Program at $50 million annually to accelerate development of competitive, investment-ready sites. Talent Maintain the Going PRO Talent Fund, emphasizing growth in advanced manufacturing and technology sectors. Establish a $10 million Regional Talent Attraction and Retention Fund to support locally tailored workforce initiatives. Innovation & Entrepreneurship Double the state's R&D Tax Credit to $200 million to encourage more private-sector innovation. Recommit to regionally led Entrepreneurship and Innovation Programming at $100 million, restoring funding to 2012 levels (currently $15.7 million). “This list reflects our shared vision for a stronger, more competitive Michigan," said Randy Thelen, President and CEO of the Right Place and current Chair of EDLM. “These are the smart, bold investments we believe will create economic momentum, attract and retain talent, and ensure every region of our state can thrive.” EDLM members urge state policymakers, business leaders, and stakeholders across Michigan to support and champion these initiatives as part of a collaborative strategy to secure Michigan's future economic success.

On the show this week is Liberty Land Manager Joel Brennan, Billy Mawhiney Dem candidate for house as well as Sioux Falls Mayoral candidate Joe Bachelor. Plug in as we talk about the Vikings, Charlie Kirk, city council, liberty land TIF, TIF talk, meet Billy Mawhiney, meet Joe Bachelor, burger battle, prison thoughts, best burgers, Jackley rally, running mates announcement, podcast plugs and the rally tally. @DakotaTownHall@Jakeshoenbeck@MurdocJ Hosted on Acast. See acast.com/privacy for more information.

Tiff and Kristy break down the concept of work-life balance, and why so many people can't seem to acquire it. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello Dental A Team listeners. I am back today and you know, this is me Spiffy Tiffy I never say my name and I just assume everyone knows me. I actually this is a funny story. I actually had ⁓ Someone the other day it was a child was like, ⁓ you record podcasts you you're on a podcast Are you famous and I said well maybe in the dental world like for ⁓   small, tiny percentage, people might know who I am. So, it's Spiffy Tiffy, Tiffanie, I'm here, I've been here for a while, and I'm just super excited to bring so much fun and joy, and one of our core values is fun, and it has been Kiera and I's core value since the day we met, and that is one that I have refused to get rid of, even though every year we update our core values and they shift and change a little bit, fun has stayed there. The definition of fun has evolved and been   tailored down to what we want it to be, but it has remained and I think we have some fun. So I hope you guys have fun on this podcast. I hope you enjoy it. I have Kristy here with me today and she is ready to rock out some fun, you guys. And I, you know, we've already recorded one this morning and Kristy, you said it perfectly. I was going deep and I don't know. It's a feeling today. We got a lot of leadership stuff we're chatting about and I feel like goodness gracious, Kristy, you're my gal. You keep me centered. You keep me calm.   DAT Kristy (01:07) Thank   The Dental A Team (01:21) and you allow me the space to go deep. So thank you for being here. Thank you for recording so many podcasts with me and just for being you, Kristy. How are you?   DAT Kristy (01:30) Good, thank you. I'm excited to be here. It's always a good time when we can get together and help with anything ⁓ with our doctors, hopefully up and coming doctors, new to dental aging doctors. Yeah.   The Dental A Team (01:42) Yeah. Yes. Right? Yes.   I agree. I totally agree. And I love that you said that because there are so many listeners here. I think sometimes I forget, we get a lot of clients that have listened to our podcast in the past and that's how they found us. And it's just such an incredible resource to be able to get information to people and a tool to be able to reach so many new dentists. And then Kristy, I think I forget when they come,   from the podcast, right? Or they've listened to the podcast in the past and came from, I don't know, Zenist advisors. They maybe said, hey, talk to these ladies, they're great. Whomever, wherever, however they found us, I forget that they still listen. And then I'll have a client that's like, I get texts sometimes that's like, Tiff, I'm listening to this one, and you just said this, or Kristy said this, Trish, and I get these texts from clients that I've had for years. And I'm like, my gosh, that's funny. I didn't even consider the fact that you   You were still here. So repeat offenders. Thank you so much for being here. We love you guys. So like Kristy said, clients who are here. Hello. Um, those of you who are listeners and maybe you're just like, no, Tiff, I am a listener. I'm a diehard listener and I will be here for that. Hello. And if you're a listener who's like, gosh, I just keep thinking about it. I keep considering and this information is great. And these ladies sound amazing, but today's not about it's and, and, and.   DAT Kristy (02:43) you   The Dental A Team (03:10) I'm gonna call them because whether you say yes to success and you're our newest client or you say this is incredible information, I'm gonna implement some of these tools that you just gave me and we'll talk again soon. We're here for it. I want you guys to understand that we are not the company that you call and it's like, if you don't say yes, we never talk to you again. No, you say yes and, right? Yes, this was great information.   and I'm ready to start. Yes, this is great information and I'm gonna go implement it I'll talk to you soon. Okay, pressure's off. So just call us. That was great, Kristy. I think that was a wonderful reminder to everyone. There's literally no pressure. Gosh, Kristy, I love you for so many things and today I am just loving on you for leadership communication, conversations and just like effective balance, right?   We have a fun topic here, and I told you I have some tangents on it, and I think you do too, and I think we align pretty well on this topic. We really wanted to chat, and there's a newsletter. If you're subscribed to our newsletters, you should be getting a newsletter as well that will have similar, probably very different conversations in it, but make sure you're signed up for our newsletters that you're getting that as well. So today's topic, this moment's topic, is work-life balance. And I...   get asked this by a multitude of professionals, whether they are team members, leaders, managers, owners, doctors, dentists, I don't know, and financial advisors, like anyone under the sun who does a job, I have heard, I want work-life balance, TIF, how do I have work-life balance? And I think it's a really tricky statement, and I think it's overused and misunderstood. And I think you just need   balance. My opinion is by separating, Kristy, tell me if I'm crazy. By separating and saying I want work-life balance. It's like saying I have a life and I have work. For me, I have a life and I work within that life. I don't have my work-life that is like, in your brain, it just creates these two separate entities that then you're trying to smash together. It's like saying I'm a dentist.   and I'm a chiropractor and I want to do both out of my office. So I want to, while I'm drilling and doing this crown, I also want to be cracking their neck. You can't do that. It's literally impossible. So I think saying I want balance in my life is more clear and more understood than I want work life balance, which confuses it and makes it feel impossible. It feels literally difficult when I say I want work life balance.   it in my body feels difficult. It feels hard. But when I say I want balance, that feels achievable. That is like graspable. can see it. I know what it feels like to have balance. So I can emanate it. I can mimic the feeling in my body and I can find it. And I just think people just misunderstand that. But Kristy.   What are your thoughts on it? How do you feel about the term work-life balance? And then we'll get into, I promise you we'll get into how to achieve some of this balance. But Kristy, first, think definitions are always most important. So tell me your thoughts.   DAT Kristy (06:39) I know we never want to go like political or anything like that in that realm, but listening to you takes me back to growing up and hearing how moms entering the workforce and how can they work and be a mom. And so it just, kind of makes me laugh. And honestly, what you said is spot on. I don't, I don't know how you can do both at the same time, but   The Dental A Team (06:52) Yeah.   DAT Kristy (07:06) but I do think you can be wear many hats. It's just how do we devote our time to it? So identifying, honestly going back to the results, what are we looking for in the first place? So when you say work-life balance, tell me more about that. What does that mean? What does that mean to you? Because it may mean something different to somebody else. I for one get,   a lot of gratification from my work and purpose from it. So it brings a lot to my life. So to separate, yeah, I can't. But to devote certain amount of time to certain things, I can grasp that 100%.   The Dental A Team (07:51) Yeah, I love that clarity that you brought even to maybe like potentially realizing where the term comes from, because I agree with you. think that that is a huge space and a huge learning curve for everyone. And we're still kind of in it. think we're, I think we're still so much in that world. It's 2025, but we are still so much in that world of moms and not even just moms, but   primary caretakers coming into the workforce or primary caretakers also working. And it's like that, I think you're right. I think that is a confusing factor. And I love what you said that work gives you, it provides something positive to your life. So to keep those separate feels wrong. And I think so many of our leaders and our dentists feel that same way, which also confuses it. And you said,   tell me more, tell me what that looks like. And I know I've asked the question before and I've had a doctor be like, that means I'm home before 5.30 so that I can cook dinner for my family. I'm like, that's easy. Like, what's keeping you at the office? Like, why are you there? Right? Like, let's remove some obstacles. And I've had doctors that are like, well, I have a doctor that was like, Tiff, I wanna work three and a half days a week and I wanna make a million dollars in collections a year. Cool.   He's like, then I can be home. I be with my kids. I can do all the things. And he does, he does that. That's his work life balance. And, and that's his balance, right? His balance is being able to target and hit all of this areas of his life that are important. And Kristy, it makes me think of, ⁓ in March, we did our in-person event with so many of our amazing platinum doctors came out to visit us and their office managers. And we did a blocked scheduling, ⁓ exercise for.   personal life and like for our ourselves and for crowns, root canals, etc. So by personal life, mean like ourselves and what we did it was super cool of really looking at the like six areas of our lives six to eight areas of our lives that are truly valuable and important that we want to contribute to so, you know your relationships your marriage your work ⁓   DAT Kristy (09:52) Hahaha!   The Dental A Team (10:13) Right? Remember in Summit, I forgot to add work in there. ⁓ If you were there for Summit, you guys are laughing. But all those different areas that make us who we are and where we want to show up in life, and then time blocking and saying, this is how much time, like you said, time, this is how much time I want to dedicate to this area for it to feel valuable and balanced, because it's not all going to be equal.   I'm not gonna spend as much time maybe going on dates with my boyfriend and having one-on-one time as I am recording podcasts and showing up for my clients. That doesn't mean it's imbalanced. That would be wild. He would go crazy if I were spending that much time like, we're going on a date or we're going on a river cruise. I don't even know what we would do with that amount of time. Couple times a year for our long vacations, we do that and it balances.   When we say work-life balance, it almost sounds and feels like we're looking for equality between the time spent. And that's just, it's just not realistic. There are a lot of people who have more time outside of work that they're doing other things with their life. And then there are other people who are like, no, I'm passionate about my job and I want to pour into it. That's their balance. And I think you nailed it, Kristy, by really   keying in on that time and saying how valuable it is to consider that there's even more than just work and quote unquote life. Like there are attributes to your life that need that value and that time consideration.   DAT Kristy (11:53) I almost wonder Tiff, like listening to you talk, we almost have to identify, like the first question should be what's missing, right? Because really why is that even a term, work-life balance? Wouldn't you agree it's likely there's something missing in that equation, so how can we do more of it? And the other part that...   The Dental A Team (12:03) Yeah. Yeah.   Totally agree.   DAT Kristy (12:22) Again, you know me, queen of analogies, but it's like people come in to the office and they go into hygiene and they're like, are you flossing your teeth? No, I hate flossing my teeth. Well, you need to be flossing every day. Why do we go from zero to a hundred? Like, can we maybe start with, how about flossing Monday, Wednesday, Friday instead of all or nothing, right? So I almost feel like that question, work-life balance needs to start with what's missing that I need more of.   The Dental A Team (12:35) Yeah.   Yes.   I love that because there's a gap we're not seeing and we feel out of alignment and we're not taking the time to step back and see it. And I think you're spot on because there's an area of life, the six to eight components, how many ever there are, there's an area that's out of alignment with the definition of balance for you. Kristy, I think what you're really good at and what you said even earlier was, well, what does that mean? Right? You're really good at   speaking to your clients in a clear and kind way and asking questions that evoke thought and results. So when you ask those kinds of questions to your clients, I've seen them, I've watched them, I join all of our consultants' calls at some point or another. So I've seen this happen live. They are able to give themselves the space to find it because you interrupted their thought pattern with something different so that they could   think of it from a different point of view. And I think it's just really, really something that is missed in a lot of consulting that's just systems focused, right? Like we are systems focused, we do provide systems, but we're people focused first because without this, without these kinds of definitions, your systems aren't, they're not gonna stick. I promise you, they're just not gonna stick, okay? We've seen it. So Kristy, something you do really well with your clients is,   DAT Kristy (14:09) Thank   The Dental A Team (14:16) keying into those definitions and then asking the thought provoking questions, you might even already have the answer, right? You are like, I know exactly, but if you tell the person, right, they're like, maybe, but if you evoke the thought process, interrupt those thought patterns and get them shifted onto a different, it's kind of, makes me think of when you're driving along, driving along and you're like, shoot, there's a detour.   And then you like scooch over to the next road. It's detouring you on and you're like, wow, these are beautiful houses. Like I've never been down this road and I've lived on this street for 20 years, right? But your pattern was disrupted and you were able to see something new and beautiful and fresh. And, or sometimes you're like, wow, this is ugly. I can't believe I live this close to this street or this, like sometimes you go down and you're like, what is this building? Like this looks horrible.   DAT Kristy (14:58) Mm-hmm.   The Dental A Team (15:11) Right, so sometimes you open a door and you're like, wow, that is really ugly and I have got to spend some attention there. Doesn't mean every time we open a door, it's gonna be like rainbows and butterflies, right? But sometimes we open a door that's like, I need to sprinkle some magic fairy dust in here because this is a space that needs some attention. And Kristy, I think you truly do open those doors for clients. And my question in that, ⁓   What do you think that opens up for them? So you open those doors, you get their thinking differently, but then how does that process change their business ownership and their, literally their profitability? Like these pieces that we work on with our clients, how do you see it totally improve the reasons that they come to us, right? They say systems, profitability, we want to pay our team more, we want a more engaged team.   that system change, that thought process change, how do you see that positively affecting those things that they've come to us for?   DAT Kristy (16:15) Yeah, well, to back up one notch, Tiff, even finding out like their why, once we get there, I think it's also asking one more question of, okay, wonderful, that's what you want, right? We've identified that. ⁓ What will it give you? And it's usually something emotional, right? So then when we're doing the hard work, we can remind them back to that this is what you were looking for.   And again, it's if we're off track, did your vision of what we want change or are we still going for this? Okay, great, we're still going for this and that helps them get the momentum back for getting there. will ⁓ you repeat your question for me, sorry.   The Dental A Team (17:00) Yeah.   No, I talked a lot. Thank you. ⁓ My question was, when we do get these definitions in place and figure out what does balance mean? Why are we doing this? And I think you're right. When we know that why, then the balance is easier to find because we know what's going to support the why. So once that's discovered, which you do very quickly for your clients, I again have watched it happen.   What do you see the positive impacts on the business, the leadership? Because they come to us, right? And they say, I want systems, I want profitability, want a happy team. Like, how do you see those things improve by defining these and really improving their personal selves and finding that balance?   DAT Kristy (17:41) Yeah, so I believe that when we identify it and we start working toward it, they do start to feel a sense of balance. And so when they are back in the rut of things or in the weeds of things, they approach it more refreshed. They have a different outlook. It's not a drain on them. And so literally, it's the same thing as like when we start coaching, all ask clients, know, how much time are you spending working on your business? How many team meetings are you having?   Well, we used to, but we don't. And I'm just a firm believer that the time we spend working on the business, you will achieve outcome because you're in a sense creating that balance to then when you are in the business, you're a lot more effective. I've seen it time and time again, you know, even to the point where... ⁓   I have one client that literally she takes off two more weeks a year, but she's producing the same this year on trajectory to make more. literally the first year she took those extra two weeks off, she's making just as much as she did the year prior, but she gained time, right? So when she achieved that balance of the goal to be able to take time to do X, Y, Z, she identified it. Then when she's there,   The Dental A Team (18:47) Yeah.   them. Yeah.   DAT Kristy (19:05) She's way more productive and focused on what she's doing. Yeah.   The Dental A Team (19:10) I agree. And   I've seen that with your clients, I've seen that with mine, I've seen it with Monica's, Trish's, Dana's, everybody's clients. I've seen that exact thing happen where you're just, when you have that balance, you have a better sense of ease in life. I think when you're misbalanced, when you're out of alignment, I know I have a doctor that we've worked with that, this doctor is an amazing human being and showed up.   and was just like, I have to work, I have to do this, I have to grind, I'm the only one that can. And I think we hear that a lot. And so then they almost get to the point where they don't know how to not do that and feel successful, first of all. And then they don't know how to, then they don't know how, they start resenting their work. And when you resent your work, you're slower, you're less detailed, you really care less, so your diagnosis goes down.   acceptance goes down, your schedule starts falling apart, because the universe is like, oh, you don't really like this, let me take it away from you. Hygiene falls apart, team members start quitting, and it's typically because, again, like my example earlier, I had a doctor that was like, I just want to be home by 530. Then do it. Typically, it's because we're there till six, seven, eight o'clock at night, because we think we're the only ones who can. It's so out of alignment that everything else just sucks, and we start to hate it.   DAT Kristy (20:26) Yep.   The Dental A Team (20:32) But when we can find that balance and even just defining it brings the balance to center stage and it's much easier, that I totally agree with you. That's when we're intentional with our time. And when we're intentional with our time at work, we bust through things quicker, we enjoy it, we diagnose better, we are more invested in our patients than the outcome. And so case acceptance naturally increases. And we've seen like, we've seen huge.   huge profitability increases, 30 % within three months I've seen because they were intentional, they did the things they had to do and they listened, they implemented really freaking well and they were like, all right, Kristy, I believe you, I trust you, that's why I hired you, I'm gonna do this and we're gonna celebrate at the end. And we've seen it, we've seen so much happen in such a short amount of time with that kind of mindset.   I totally, I totally agree with you. think this is, I hope this is really, really valuable to even people who are showing up as amazing leaders. It's still very easy to get caught in the trap of ego filled. I have to. And I've seen incredible leaders be the ones that, that ego, it sneaks in there. It has to be there on some level. Always our ego has to be there. You can't totally get rid of it. It's, it's a good.   but it needs a balance. And sometimes that ego, when we're busy, starts to creep up and starts to get louder. And we start to get to the point where we think, this is all on me. I have to do it. No, Tiff, you don't understand. I have to be here till seven. And Kristy, I think that's the space where you're able to come in as a consultant and really say, but do you really have to? Is there not a way out? Let's explore that together.   you do that by asking those questions. And Kristy, I've watched you do it and I think it's incredible.   DAT Kristy (22:33) Thanks. Yeah, I'm hearing you say delegation and honestly, know, again, flipping it, we have to take ourselves out of the equation. I think, again, we see it every day. We're in our own way. And so when we approach something and take ourselves out of the equation, just even with the delegation part of it, when you are able to flip that, then you can see by not delegating,   you're hindering your team's growth. And that's a different perspective than my team won't rise up to the occasion, right? I'm part of that equation. So yeah, I love it.   The Dental A Team (23:14) Yeah, amazing. Amazing. And you pulled out a great word and action item there. think delegation is key. So I think a couple of takeaways are action items that you guys have. giving you, I'm gifting you those today is number one is to really, think Kristy, you said like, look at your why. Why are you doing this? And then where are you out of balance that is making you feel like you have no work life balance? So what is, what does the terminology actually mean to you? What is your why? How can you get there?   when you get to these points and you need help, please reach out, Hello@TheDentalATeam.com You can reach us on our website. You can reach us with a review below, like however you need to find us and get to us, Instagram, Facebook, I don't care, reach out. We're here to help you through it. So go figure out what's your why. If you know your why, figure out how are you out of balance on getting there. And then Kristy, I think your word delegation, like find something, even if it's one thing today that is on your plate that you can successfully delegate to someone else.   And as an example, I was on a marketing call with an office manager with an outside marketing company. This is first time I've ever met them. she was great. The gal was great. And she said, no one's responding to your social media interactions, right? There's no engagement responses. So we've got TikTok and a massive amount of great social media following, but there's no responses happening. And she's like, we don't have to figure it out today, but I'm just.   I'm letting you know and the manager was just like, okay, I'll figure it out. I'll get on it. And I looked at the manager and I said, well, your new patient advocate who's only seeing new patients, who's not getting enough new patients in her, we're not seeing enough new patients. That's one of our issues. Why doesn't she do it? Like her job is to ensure that start to finish, new patients get the experience. This is the very baby start is engagement. And she sat back, you could see she relaxed and she was just like,   my God, you're right. And so my point of that story is sometimes it's something so simple. And I said, you're investing in her and you're telling her that she is worthy and value valuable enough to take a task like this on. That's really cool. And I think it's going to inspire her, encourage her and give her just so much strength in her position. You're actually helping her be better.   by giving her a task that was going to, you were gonna resent, you were gonna hate that task. So my point of that story, doctors, leaders, team members, look at your balance and say, what's keeping me out of balance? And is there something as simple as social media engagement, whatever it is, that I can pass on to someone that it makes more sense for them to do it? And it may make them feel better about their job. Go do those things. What's your why? What's keeping you from getting there? What's got you out of balance?   And what's one thing you can delegate to someone else to help inspire them in their career? Kristy, this was super fun. Thank you so much for taking the rides with me. And just you have incredible input. And I really appreciate you, Kristy. Thank you.   DAT Kristy (26:22) Thank you and just a little tip for somebody if they want to go do some research go look at the Eisenhower Matrix and Start to put your things in there. You'll see very clearly What can be delegated and ⁓ even things that maybe you thought were important that no longer will be important So little tip there for the end ⁓   The Dental A Team (26:43) That was great. Thank you, Kristy. All right,   guys, you heard it straight from us. Go do the things. If you've been here for a long time, you know doing the things is worth it. If you're just here, trust and you will reap rewards. I promise you. So as always, you guys, we are here to help on your journey wherever you're at. Please reach out. I've told you a million times how to get there. Hello@TheDentalATeam.com. You can go to our website, TheDentalATeam.com. There are ways that you can schedule calls with us. There are ways that you can reach out to us by   Text you guys Instagram Facebook email review below five stars are fantastic and I appreciate them However, you can get to us. I don't know a smoke signal like just reach out to us We are here to help you and we want to be that support for you Hello at the only team calm you guys we will catch you next time. Thanks for sticking it out with us  

Ryan Barnett and Jason Vickers discuss the theological riches of the Wesleyan tradition and what it means to be distinctly Methodist today. Their book Profoundly Christian, Distinctly Methodist offers a framework for reclaiming a vibrant Methodist identity. Youtube - https://youtu.be/KYdhG2RJT8EAudio - https://andymilleriii.com/media/podcastApple -  https://podcasts.apple.com/us/podcast/more-to-the-story-with-dr-andy-miller/id1569988895?uo=Here's the link to Profoundly Christian, Distinctly Methodist - https://seedbed.com/pcdm/tIf you are interested in learning more about my two full-length video-accompanied courses, Contender: Going Deeper in the Book of Jude andHeaven and Other Destinations: A Biblical Journey Beyond this World , visit courses.andymilleriii.comAnd don't forget about my most recent book, Contender, which is available on Amazon! Five Steps to Deeper Teaching and Preaching - Recently, I updated this PDF document and added a 45-minute teaching video with slides, explaining this tool. It's like a mini-course. If you sign up for my list, I will send this free resource to you. Sign up here - www.AndyMillerIII.com or Five Steps to Deeper Teaching and Preaching. Today's episode is brought to you by Wesley Biblical Seminary. Interested in going deeper in your faith? Check out our certificate programs, B.A., M.A.s, M.Div., and D.Min degrees. You will study with world-class faculty and the most racially diverse student body in the country. www.wbs.eduThanks too to Phil Laeger for my podcast music. You can find out about Phil's music at https://www.laeger.net

Chris Holman welcomes back Bob Trezise, President & CEO of the Lansing Economic Area Partnership (LEAP), Lansing's REO Town, MI. A unified list of Top 10 priorities for statewide growth has just been released — which of these do you believe will have the most immediate economic impact in Michigan, and why? EDLM regions represent 84% of Michigan's GDP. How does this collective voice help shape statewide policy compared to regional efforts acting alone? Talent attraction and retention continues to be a major issue for employers. Can you explain how the proposed Regional Talent Attraction and Retention Fund would work in practice? EDLM is calling to double the R&D tax credit to $200 million. How critical is innovation funding to keeping Michigan competitive nationally and globally? Many of these priorities involve revitalization, placemaking, and community development. How does investing in vibrant local communities directly influence business attraction and economic growth? » Visit MBN website: www.michiganbusinessnetwork.com/ » Subscribe to MBN's YouTube: www.youtube.com/@MichiganbusinessnetworkMBN » Like MBN: www.facebook.com/mibiznetwork » Follow MBN: twitter.com/MIBizNetwork/ » MBN Instagram: www.instagram.com/mibiznetwork/ Economic Development Leaders for Michigan Unveil Top 10 Priorities for Statewide Growth and Prosperity Lansing, Mich. (Aug. 2025) — Economic Development Leaders for Michigan (EDLM), a coalition of the state's premier regional economic development organizations, today announced a unified list of 10 priorities designed to position Michigan for long-term growth, innovation, and prosperity. Representing regions that comprise 79% of the state's population and 84% of its gross domestic product, EDLM brings together leaders with over 225 years of combined experience in economic development. The coalition is committed to advancing strategies that will drive business investment, talent development, community revitalization, and innovation across the state. “A competitive economic development toolbox locally impacts all elements of a community — from small businesses, startups, and entrepreneurs, to placemaking projects like farmers markets, and to successfully attracting brand-new investment and good jobs. The better funded and more robust our state economic development toolbox and programs are, the more revenue we will generate for the state, supporting the quality services we all want,” said Bob Trezise, President and CEO of the Lansing Economic Area Partnership (LEAP). The Top 10 Economic Development Priorities outlined by EDLM include targeted investments and policy reforms across four key categories: Business Attraction and Retention Maintain Business Development Program at $100 million to stay competitive for job-creating investments. Adopt a performance-based, accountable withholding tax incentive to support impactful project attraction and expansion. Community Development Renew and fund the Revitalization and Placemaking (RAP) Program at $50 million to support vibrant, place-based development. Renew and fund the Community Revitalization Program (CRP) at $50 million to reinvest in communities across Michigan. Modernize locally driven programs: SmartZone: Extend expiring TIF agreements by 15 years, with potential for additional extensions based on local approval. Transformational Brownfield Program: Simplify program access and remove funding caps to unlock more redevelopment opportunities. Fund the Regional Strategic Site Readiness Program at $50 million annually to accelerate development of competitive, investment-ready sites. Talent About LEAP The Lansing Economic Area Partnership (LEAP) is a coalition of area leaders partnering to build a stronger community for all—working every day to grow, retain and attract business to the Lansing, Michigan, region. About EDLM Economic Development Leaders for Michigan (EDLM) is a coalition....

A couple of major projects that the Louisville area has been watching for years appear to be inching forward — and we chat about them on the latest episode of the Access Louisville podcast.The two projects are the One Park development effort in Louisville and the redevelopment effort around the former Colgate-Palmolive Co. plant in Clarksville, Indiana. One Park is a massive mixed-use high-rise development from Jefferson Development Group planned near the intersection of Lexington Road and Grinstead Drive. Final state approval for tax increment financing, or TIF, for that project is “a couple weeks away,” the One Park team told Louisville Business First and WDRB News in a joint report. Nothing has really happened with the project since Kentucky's incentives board gave the first of two approvals needed to provide state support for the estimated $554 million development in early 2024.The news on Colgate is a new development team with Louisville-based Weyland Ventures at the helm. Weyland Ventures says it has plans for the historic former toothpaste factory, which closed in 2007. It's been used by businesses since but town officials have long wanted to see the riverfront property developed for something greater. Weyland joins the effort as an eminent domain case — brought by the town of Clarksville to acquire the former plant — has been dismissed in the wake of a settlement.“Their expertise in working collaboratively with communities to create vibrant and economically sustainable districts anchored by historic properties will result in a project of which we will all be proud," a statement from the town reads.We also chat about the latest with a new middle school being developed at the former Passport Health Plan site at 18th and Broadway, a new housing development in West Louisville and a new science, technology, engineering, arts and mathematics (STEAM) building in the works from Simmons College. To wrap up the show, we talk about a new Five Iron Golf simulator coming to Downtown Louisville and the latest with a plan to build a new whitewater attraction at Origin Park in Clarksville. Access Louisville is a weekly podcast from Louisville Business First. It's available on popular podcast services including Apple Podcasts and Spotify (which are linked above.) You can also listen in the player above.

Running outdoor sessions or events isn't always straightforward — sometimes you have to decide whether to go ahead or cancel. In this episode, I share the three key factors every forest school leader and outdoor educator should consider before making that call.These three lenses will help you make clearer decisions about when to run with fewer bookings, when to adapt, and when cancelling is actually the best choice for your business.Whether you're running forest school sessions, bushcraft courses, holiday clubs or outdoor events, this framework can save you stress and help you keep your business sustainable while looking after your customers.TIf you found this helpful, check out my free guide to setting your session rates (link below) — it's packed with tools to help you price your outdoor sessions sustainably.The Bracken Outdoors Podcast is designed for Woodland Leaders from bushcraft instructors to Forest School practitioners, helping you build a life in the great outdoors. With weekly short episodes on all aspects of life as a freelance Woodland Leader, from business tips and advice to philosophy of outdoor education, as well as monthly deep dives into larger topics or interviews with inspirational professionals and leaders in the outdoor education space.Take the struggle out of setting up tarps with the Essential Tarps and Knots Course for Forest School Leaders, find out more at: https://brackenoutdoors.com/essentialtarpsFree Resources: + How to choose a tarp guide+ Forest School Activity Ideas PDF + The complete guide to setting your rates as an outdoor leaderTo find out more about my mission to help people Belong Outside, head to https://brackenoutdoors.com/

2026 might still seem like a ways off, but now is the time to start chipping away at preparation. Tiff and Kristy walk practices through what to do to be ready for a fresh start come January 1. They talk about lag and lead measures, what to put on your calendar now, fee schedules, and a ton more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:01) Hello, Dental A Team listeners. I am back at you today, Miss Tiffanie, Spiffy Tiffy. No one's called me that in a while. I have not recorded with Kiera in a hot minute. That's how I know I have not recorded with Kiera, because I haven't been called Spiffy Tiffy in a minute. ⁓ We're here today. I have Miss Kristy with me today. She has just done a slew of recordings with me. We blocked out two hours today, and we said, you know what? We're just going to bust out a bunch, and we are doing it. Summertime gets a little wild.   and it gets hard to schedule these suckers in there. So Kristy, thank you for being here with me today. Thank you for scheduling this in your schedule and making sure that we could get this done. How are you?   DAT Kristy (00:39) It's always fun spending time with you. We don't get to do this all the time.   The Dental A Team (00:44) I agree. We really don't. And I started doing ⁓ for you specifically because I'm like, gosh, we really don't. I still get like so much time with Trish, Monica is in, you know, we're doing so much onboarding. ⁓ And so I was like, no, we need, I need Kristy, like just touch base, check in one on one time. Like I need that outside of our monthly one on one. So I agree. And I'm excited to be here today. I think we both have animals at home and it's funny. We like   go a certain amount of time and then they've hit their limits. And I don't know, I've got a cat that's running around just screaming right now. I don't think you guys can hear it, I hope. But I think what happens is she's just like, okay, I'm tired of hearing your voice. Even when I'm on coaching calls, like maybe my inflection is different or I don't know. There's something about podcasting that she hits her limit at about an hour in, hour and a half. She's like, I'm done. I'm either podcasting with you or you're being forced to turn it off.   Yeah, anyways, animals are wild. ⁓ They are. my gosh, they are like kids. They're exhausting. Yeah, they are like, because I think they're worse than kids. You know, when I was little, they used to say, I don't know if people still say this or not, but they used to say, when you think you're ready for kids, get a dog. And I used to be like, that's easy, right? And I'm like, actually, I find that my animals are way more work than my son is. they just require so much of me at   DAT Kristy (01:43) I like kids.   The Dental A Team (02:10) their own discretion. Like it's just, it's when they want it. And I have, I have two cats and a dog and the dog is much chiller, but even puppies, I'm like, puppies are hard. Puppies are not like a newborn. I does not, in my opinion, the same apples to apples, but maybe that's why they say that because you get exhausted by the puppy and you're like, I can't, I can't do this right now. So who knows, but we're not here to talk about dogs or cats. We are here.   We're here today because we are rounding out the year you guys. August is always like such a weird time ⁓ for me because it's like the beginning and the end. It's the beginning, like we're not even too fall yet for Arizona. It feels like fall. We don't really get a fall so we start in August. ⁓ But it feels like we're coming up on the end, but we just started. We get to August so quickly and so.   With that, a lot of times we can kind of forget to prep for the upcoming year until it gets to the last minute because we're like, gosh, it's so early, Tiff. Like, Kristy, we've still got so much of our goal left. We're still working on these things. How am I supposed to think past that? But we really truly do have to prepare in a lot of different ways to ensure that we're ready when January hits. I don't know about you, Kristy, but I know in my practice, I think the   before I was office manager, my office manager and my doctor probably sat down and like did some goals, right? They knew what they were doing. But we didn't know until the end of January when we had our team meeting what those new year's goals were. And that was really hard because I'm like, well, shoot, we're already behind because like, what are we doing here? We had no idea that we had increased our goals because we're still working off of old goals. And I think that that likely happens more often than not.   Because we want a fresh start. We want our January kickoff and it's like if we're not doing January kickoff on January 2nd It's not a kickoff anymore. I guess now we're playing catch-up So a lot of practices really need to start doing this in December November even but December really talking about what next year is going to look like with your teams ⁓ Kristy do you feel that that kind of we talked about this a lot today? Like what was it like back went back in the day when we were in office But did you feel like you kind of ran that same?   trajectory that same calendar year advice.   DAT Kristy (04:31) Yeah, 100%. I think ⁓ in dentistry, we get so focused on lag measures. And I don't know that we ever intentionally focused. It's just the way it's always been. And so you and I talked about this before. We just do it because that's how somebody else did it. And we think it's the way to do it. But I think, again, when you know better, you do better. And we always need to look at the lag measures. looking at lead measures and starting literally now,   The Dental A Team (04:38) Yeah.   Bye.   DAT Kristy (05:01) is a great practice and and to be honest the ones that I see hitting goals for my teams ⁓ we look at them early and we set the tone early. Yeah.   The Dental A Team (05:11) Yeah, yeah,   it does a great point. You hit the nail on the head. We really do focus so much on lag measures, which are a lot of my lag measures will feed into our lead measures. So totally. But I do think that dentistry as a whole misses the mark on lead measures. Even like I had a client the other day that said, Oh, I died, because he died. She's   DAT Kristy (05:35) you   The Dental A Team (05:36) She said, yeah, my CPA, I'm just not too sure about them. They said that not to get too crazy about it, but that I would get my PNLs by the 28th every month. And I about fell out of my chair, because I was like, what the heck? That is a two-month lag measure at this point, because by the time we're reviewing them, we're into two months later from those statistics, those overhead stats. And how are we supposed to make adjustments and change? So you're telling me,   that we are gonna have potentially two bad months because we didn't know it was a bad month until we're at the third month. And I was just like, no, no, no, no, no, no, no. If that's the case, if that's their standard, it doesn't fit our standards. This is not going to work. We have to have better, quicker lag measures so that we can change the lead measures. And I think what you just said plays right into that. Because to them, that CPA, it was like totally natural and normal. It was like, yeah, fine, we'll get them to you.   You can see them, but they're not using them to tell you how to change your business. Some CPAs are, work one-on-one with a couple of different CPAs for my clients and with my clients that are doing that. They're fantastic, they're giving them information and advice every month based off of what they're seeing. That's massive. It's very uncommon also. CPAs at the end of the year would be like, well, this year you overspent in this category, so drop this.   ⁓ for the love, could I not have seen that earlier and made adjustments so that I didn't overspend for an entire year and then could have changed this entire P &L? That's what we do. We look at the P &L with you and we dive into it. And like I said, I do have a couple of CPAs that dive into that with me with clients or sometimes I'll have questions and I'm like, hey, I'll shoot over an email and like, what is this? What are you seeing? And they'll give me the answer. And I'm like, fantastic. Thank you. Those are   freaking phenomenal. Those are clients that I can really dive into numbers and be like, let's change this. Let's turn the dial on this. Because at the end of the year when they're like, next year you can't. I don't want to ever tell you that. Next year you can't. No, next year you can because we adjusted things on the lead measures, meaning what's to come because we were able to see your lag measures. So Kristy, that was brilliant. That was a massive tangent, but that was brilliant.   And I think it really flows into all of those because if you're year to date at August and you don't know those numbers, you haven't looked at them with someone with a CPA, a coach, a consultant, get on that. Do that because what's gonna happen is November, your CPA is gonna be like, let me tell you all the things you shouldn't have done this year. I don't want that to happen. Get on it today. Hello@TheDentalATeam.com if you want advice, if you need help, if you want to one-on-one coach with us, we can help you dive through it.   We are here for it. We have had plenty of clients that have seen incredible profit year over year because of the consulting that they've received, because of the directions that we've been able to push them that they weren't able to see. Again, focusing on the the log measures to push the lead measures. Now, other things, I really wanted this to be like a let's prep for the next year, which I don't know when you're listening to this, but right now it's August, 2025. So we are prepping for...   2026, which is crazy to me. I told, actually I told Kira this morning, my son, started senior year today as I took his little picture and I'm just like, my gosh, and he graduates, you know, 2026. And I'm like, I knew this day would come, but it always felt so far. Like this is, I think when I was a kid, I thought we'd be flying around in cars by now, which I think we're actually really close, which is crazy. But.   To me, like 2026 felt so far away when I was a kid, I thought we're gonna be the Jetsons by then. So again, I think we're actually really close. But it's crazy to think we're prepping for 2026. You guys, we gotta round out 2025 and really be able to project into 2026. And there's some simple things, you guys, we have checklists for this too. So reach out, Hello@TheDentalATeam.com. We can pop you over some checklists, but there are some really simple things. Kristy, like.   I want you to go through, like you were talking earlier on another podcast we recorded about really scheduling some things out. So what are some things that can be done next year that should be in the schedule? And then we'll kind of dive into the goals and stuff that they're going to have to do before we get to the 2026.   DAT Kristy (10:11) Well again, we're all about projecting forward right because you touched on not saying no and part of saying no Maybe adding things so we can say yes, right? So looking at the schedule putting in your HIPAA your OSHA any training CPR, right? ⁓ Is there CE we're planning on let's research it. Let's figure out how much it's gonna cost Are we taking team not taking team? What's the what's the average?   cost because all of that can be factored into our lead measures right and and what is what do we have to make in order to have that happen is it a year for raises have we done fee valuations for the upcoming year a lot of offices don't look at that yearly and I encourage my offices to because here's the thing especially if you're a high PPO you never get to go to the insurance companies and say   hey, I haven't raised my fees in five years, so now I'm gonna make this big jump. They don't let you. So doing those incremental jumps every year, ⁓ another area where people fail to ⁓ evaluate is if you're selling products. Have you looked at the invoices to see what you're paying? And nowadays, that's a big thing, right? Adding in the tariffs and different things that are affecting what we're paying for. Have you adjusted it? Because a lot of my practices charge just what they're paying for it, and then   The Dental A Team (11:15) Yeah.   DAT Kristy (11:40) we look at it and go, my gosh, we're in the hole because we've never adjusted the fees. ⁓ getting your new fee schedules, right? If there's any negotiations that need to happen, I would add that to the list too.   The Dental A Team (11:45) Yeah.   Yeah, and now is the time to do that to start negotiating it so that you can have it for that new year. That was massive because that hits both making sure it's scheduled out to update your fees, but then also right now sending in the request for increased fees to be updated. So that was a twofer right there in my opinion. So good job. Yeah. I also remember earlier you said the PCI compliance. So making sure all of those PCI OSHA HIPAA   all of those training CPR, everybody's up to date and checking all of those. Like when was the last time anyone, that any one individual did those pieces and are there people that need them updated? I know there's a lot of, gosh, specialty practices that will offer for GP practices, the CPR training. We used to do that through the orthodontist we worked hand in hand with. He would just, I mean, it was a referral, a referral mechanism for them, right? It's marketing for them, but they would hire the CPR trainer and then they would invite   dental offices to come get the CPR training for their team. So it's free for us and that orthodontist paid for it. So check with those things as well, but making sure those things are scheduled out. And that's something doctors that your office manager should have that kind of a yearly checklist to make sure that they're going through those. Another thing that you kind of touched on there was like maintenance of different. ⁓   everything right you've got all of your everything needs maintenance so what does your practice look like what are your compressors looking like do they need to be maintenance your ultrasonics like really just diving in and every year it should be that fresh start and looking at what are we going to do now Kristy you mentioned which i love because it goes hand in hand with that too of really budgeting that so budgeting your ce's i had a practice this year they're like help me   our cash flow, what is going on? When we delve into it, there were a ton of ⁓ auxiliary necessary purchases and updates that were made to the practice, to the ⁓ exterior of the practice. So these things were necessary, but they were unplanned for that.   I think you can look at and probably project towards the end of the year to really build out a budget and a percentage and a bucket within your 2026 goals because you guys, it's really easy. If you know it's going to be X amount of money, divide it out over the 12 months and say, great, how am I going to make that up in production and collections to get that money so it's not costing you? It's coming out of the profit for that year, which is what happened with this other practice. We just thought there'd be more profit, but that profit then   went towards, you know, the renovations, excuse me, that needed to be done, but we could have built it in a little bit better had we known they were coming.   So that leads into our goals and really looking at what would a 7 to 10 % increase. Those are the numbers I typically go with increasing from this year 7 to 10 % next year, 7 % for inflation you guys, 10 % because why not be profitable on top of inflation? So you can do 7 % and kind of call it status quo. 10 % is gonna be that growth space that you hopefully and probably are desiring. And really when you look at it 10 % over the course of the year,   is really a drop in the bucket. Kristy, have you found that same thing where that 10 % is like a couple hundred thousand over the course of the year split up over the month is realistically not that much? Kristy, do you see that same thing?   DAT Kristy (15:27) 100 % TIF, I think the problem we get into is we wait till the last minute and then we're trying to crunch it in that short amount of time. But when we look forward and we have the whole year, guys, it can be as simple as one more crown a week, you know, or one more crown a month, depending on where you're lying. and when we break it down like that for teams, it makes it so digestible and and it helps fire us up when we make it that simple. Nine times out of 10.   The Dental A Team (15:41) Yep.   DAT Kristy (15:57) I see them even going further because it's like wow it was so easy right and it never I mean Think about it in our field and we all know this to be true I don't none of my doctors are immune from this but November and December are crazy months. Why do we do it to ourselves? Let's start now   The Dental A Team (16:11) Yeah. Yep. Yep. Yeah, I agree. And that makes me think of   a practice I went into one time, and we did their goals. And I said, Okay, well, in order to finish the year where we want to, we need to ⁓ increase your daily goal by $2,000 across for hygiene to doctors, right? $2,000. They were like, you're crazy. And I'm like, No, I'm not.   This is how much it is per provider. And they were like, Tiff, we love you. We love your training. And we think you're crazy. going to put it on there. We're going to try our hardest. And we're going let you know. The next day, they went above and beyond that $11,000 goal by almost $2,000. The next day, they hit the goal consistently. After setting that goal, they hit it.   and they were like, Tiff, I was getting texts from the team members for days. Like, I can't believe we're doing this. We didn't think it was possible, but actually it was right there, because it was all within the scheduling, right? How are we scheduling things? What are we prioritizing? How are we looking at the structure of our schedule and still serving our patients? So I totally agree. The increase is easy.   as long as it's broken down in a digestible amount. The full yearly amount, you're like, all right, guys, we did 1 million, we're gonna do 1.2 this year. And they're like, my gosh, like, when is it enough? But if you're like, 1.2 is X amount per month, X amount per day.   They're like, okay, we can hit that. We can figure that out. And you're like 30 % from hygiene, 70 % from doctor or 25 % from hygiene, 75 % from doctor. Like figure out the numbers and then figure out daily goals for everyone so that it is digestible, because that's much easier to work with.   ⁓ Another thing to be really, really prepped for is, ⁓ what did we say? We said, updating the paperwork, you said, Kristy. So making sure we know what next year needs to look like. We just did a podcast on OSHA and HIPAA compliance, so making sure you're scheduling that out, but then also making sure that your HIPAA paperwork is updated, is gonna be massive, your health history.   If you are taking CEs, does that need to be updated on your health history? Do you need to ask sleep apnea questions or Botox questions or implant questions? Like, do you need to update that at the beginning of the year and making sure you have all of your patients' data? Kristy, I know you talked about too, you have some clients that just don't have everyone's emails. This day and age, most of our communication is going out by emails. I know most of my clients are sending statements by text and email. There's really not a lot of paper. So making sure   updating those as well. And then Kristy, I don't want to glaze over those you guys, practice software updates too, but I kind of do because I kind of want to talk a little bit very quickly though.   As we're adding goals, Kristy, I you do this a lot. You help practices project what their profitability point is, which is also like your BAM, your bare ace minimum, right? Same thing, different words. How do you also help them project? Do they have enough people? So as they grow their goal, they need to potentially increase staffing and making sure they have the right seat. How do you help them see that when you're helping clients build out those goals?   DAT Kristy (19:36) Yeah.   think that's an important piece of it. Running some reports in your software is going to be helpful. Look at your active patient base. Has it grown? If it's not growing, why not? Are we missing working re-care? And again, lag and lead, guys. I have a lot of practices where maybe capacity, they're booked out, and so they don't work re-care, and those people are falling through the cracks. I would challenge you, even though you are booked out, to still work that re-care.   because every day we wait, they're getting pushed out that much further, right? And it's nothing that we have to shy away from, but again, it's like, man, our hygienist are in high demand. Let's get you scheduled, right? And bring that information. You guys need to look at that. our next new patient openings, when can we schedule for perio maintenance? When can we schedule for root scaling? We need to look at our procedure counts and add in maybe extra blocks.   The Dental A Team (20:40) Yeah. Yeah. Yeah.   I totally agree and making sure at the same time then that we have enough team to accommodate those patients that act as patient based how many patients can one hygienist see in a year? How many hygienists do you have compared to your doctor time? How many assistants do you have compared to the columns of treatment that you're working with? And then one piece I think gets missed, Kristy, in that conversation too is front office team. So like how many back office team members do you have in comparison to your front office team?   I usually like to use an easy ratio of like the number of dental assistants it takes. I should have front office as well to kind of duplicate that to make it super simple. But you're right, pulling those simple reports from the system to ensure we're doing everything we can to get those patients in. But what is that active patient count? Because that's gonna tell a really big story on how much growth we can sustain on the size and the capacity that we have now and the team that we have. So, beautiful. Thank you, Kristy. ⁓   you guys this wraps up a ton for 2026. hope you're feverishly taking notes if you are not driving. If you are driving, re-listen. But as always, Hello@TheDentalATeam.com. We can shoot you over some really easy end of the year, beginning of the year prep checklists ⁓ for office managers, doctors, whomever. And just make sure you guys that you're pre-scheduling things. And I would even pre-schedule this time of year, next year, start prepping for this stuff. Put it in your calendars as an office manager. I had everything in my calendar this time of the year. I was starting to   for the following years, so 2026 goals, but I was also...   ⁓ requesting fee increases. I was sending out end of year letters, right? Like get your treatment done because what happens is we tend to wait till October and that's why November, December is crazy. If you send them now, you can fill September, which we also call September. Start reaching out to those people now and get September filled, October filled and don't make your life too hectic November and December. You can even those out. So you guys go do these things. They're not hard. They're actually really easy and they can be really fun.   Hello@TheDentalATeam.com we can send you over this information and you guys, have so many consultants on our team, Kristy, Trish, Monica, Dana, they are here helping clients every single day to work through these things and so much more. We would love the opportunity to chat one on one with you to see what we can do to help you as well. Hello@TheDentalATeam.com, you guys, we'll catch you next time. Thanks so much.

A report by a St. Paul fiscal watchdog group recently found that the use of tax-increment financing has been ‘overused and placed an undue burden' on taxpayers. John Mannillo explains what TIF is, and why it could mean you paying more money each year.

A report by a St. Paul fiscal watchdog group recently found that the use of tax-increment financing has been ‘overused and placed an undue burden' on taxpayers. John Mannillo explains what TIF is, and why it could mean you paying more money each year.

本日のニュース「アンジュルム平山遊季、ブルーマン入りか？」「TIF2025、2日目レポート」「ハロプロが分かれた今回のTIF」「9ビヨ初観戦」「アイドル的な甘えが一切ないビヨーンズ？」「MCを少なくして楽曲詰め込みは危険な傾向？」「中野の盆踊りで新曲初披露？」「後藤真希出演」「OCHA NORMA新曲、女の愛想は武器じゃない」「Task have fun」「清竜人25」「里吉うたの×フースーヤ」「竹内朱莉、上田と女が吠える夜に出演」「こぶしファクトリー、サブスク解禁」ROT World Newsの時間がやってきました。この番組は世界中で起きている様々なニュースについて紹介する世界的なニュース番組です。映画、アニメ、漫画、スポーツ、アイドルなど見た感想やカルチャー全般について雑談。身の回りや世界で起きているニュースを日本語で紹介！この番組はみなさんからのお便りで成立しています。話して欲しいこと、お便り、コーナーのアイデアはrotworldnews@gmail.comまで！ハッシュタグは#ROTWNSNSもフォロー＆応援お願いします

Curious how tax incentives and self-storage development intersect to shape thriving communities?   In this episode of The Academy Presents Podcast, Angel speaks with Bill Kanatas and Benjamin Salzberg about the strategy behind self-storage development, community revitalization, and the financial tools investors can leverage to maximize returns. From exploring Tax Increment Financing (TIF) and Opportunity Zones to cost segregation and bonus depreciation, the conversation breaks down real-world applications that impact both investors and local economies. With their backgrounds as educators turned developers, Bill and Ben bring a relatable and tactical perspective to complex investment structures, while emphasizing community building at every turn.     [00:01 - 03:30] TIFs and Tax Tools Explained How Tax Increment Financing (TIF) works to spur development in underperforming areas The importance of understanding the difference between TIF and other tax incentives Why negotiating with municipalities is key to making TIF work for developers   [03:31 - 06:53] Tax Strategies for Investors How 179D and bonus depreciation can significantly reduce investor tax burdens What cost segregation studies reveal about real estate tax advantages The significance of combining multiple tax tools in a single development project   [06:54 - 09:41] Rethinking Self-Storage How to design storage facilities that integrate into communities Why self-storage is a flexible solution for various life transitions The need to overcome public misconceptions around storage facilities   [09:42 - 13:17] The Human Side of Storage Use What motivates people to turn to storage (downsizing, job changes, life events) How storage meets long-term needs for families and individuals The importance of recognizing storage as both practical and emotional   [13:18 - 17:40] Community Impact and Giving Back Why investing isn't just about returns but about local impact How ordinary professionals transitioned into developers making a difference The importance of transparency and community-focused growth     Connect with Benjamin:   https://www.linkedin.com/in/bensalzberg/   Connect with Bill:   https://www.linkedin.com/in/bill-kanatas-micp-999255141/     Key Quotes:   “We're not just here to take—we're here to give. We want to solve a problem that the community has.” - Bill Kanatas   “It's a commodity that's a necessity. The four Ds—death, divorce, dislocation, downsizing—all point to the need for storage.” - Benjamin Salzberg     Visit sponsorcloud.io/contact today and unlock $2,000 of free services exclusively for REI Rocks community members! Get automated syndication and investor relationship management tools to save time and money. Mention your part of the REI Rocks community for exclusive offers. Help make affordable, low-cost education summits possible. Check out Sponsor Cloud today!

Tax Increment Financing TIF ** DEEP DIVE on TIF - what it is, why it is used, how it works, and some stats on how widespread TIF is used across Nebraska.

Why do some cities return tax dollars to developers instead of keeping the revenue? In this episode, Bill Kanatas and Benjamin Salzberg delve into Tax Increment Financing (TIF) and its impact on development projects. They break down how developers partner with municipalities to breathe life into underdeveloped areas — and how they can get reimbursed for contributing to that growth. From understanding the risks to clarifying how these tax structures work, this conversation sheds light on a financial mechanism that most real estate investors have heard of, but few truly understand.   [00:01 - 03:50] The Basics of TIF How a city freezes base taxes in a TIF zone for 20 years. Why developers help create increased tax value — and how cities return some of that value. The significance of the "pay-as-you-go" structure that allows cities to attract projects without upfront capital.   [03:51 - 06:20] Who Benefits From TIF? How developers are incentivized through reimbursement. Why new developments often lead to more vibrant communities. The importance of long-term tax growth for municipalities.   [06:21 - 09:00] Comparing TIF to Opportunity Zones How Opportunity Zones limit redevelopment flexibility. What makes TIF a more dynamic option for developers. The need to grasp structural and legal differences between incentive types.   [09:01 - 13:30] How TIF Helps Clean Up and Rebuild Why developers take on environmental risks upfront. How the TIF fund can reimburse cleanup costs later. The importance of creating agreements between cities and developers.   [13:31 - 16:07] Where Does the Money Go? Why early developers often wait years to see reimbursement. How funds grow over time to support future projects. The significance of transparent agreements to clarify returns.     Connect with Benjamin:   https://www.linkedin.com/in/bensalzberg/   Connect with Bill:   https://www.linkedin.com/in/bill-kanatas-micp-999255141/     Key Quotes:   “You're looking at an undeveloped property... and through this, you're helping the community.” - Benjamin Salzberg   “You're passing it to the next person over in a circle, and you're getting back your own money.” - Bill Kanatas     Visit sponsorcloud.io/contact today and unlock $2,000 of free services exclusively for REI Rocks community members! Get automated syndication and investor relationship management tools to save time and money. Mention your part of the REI Rocks community for exclusive offers. Help make affordable, low-cost education summits possible. Check out Sponsor Cloud today!

Send us a textRich Easton dives into the Murdaugh murder trial, imagining what would happen if the defendant was cursed to tell the truth like in the Jim Carrey film "Liar Liar." With a blend of humor and commentary, Rich explores the fascinating and disturbing aspects of this high-profile case.• Analyzing the 2023 Super Bowl – great game, good commercials, disappointing halftime show• Reviewing Netflix's "Full Swing" docuseries, which offers an intimate look at PGA Tour players' lives and decisions• Spotlighting Matt McClung, the G-League player with a 48.5-inch vertical leap who won the NBA Slam Dunk Contest• Confessing to a "douchebag move" on the golf course after experiencing poor etiquette from playing partners• Reflecting on the importance of maintaining your own standards of behavior even when others don'tIf you enjoyed this episode, follow Just Tales for more monthly hybrid stories of fiction and non-fiction that compel Rich to rant, streaming in over 1,100 cities across 62 countries worldwide.Support the showSpotify Apple podcastsAmazon Music all other streaming services

Tim Tam Hortons   On this bittersweet episode of Takoyaki Party we cut our celebration of Chihhi's graduation announcement short as we suddenly mourn over Kojirin's graduation announcement and what it means for the future of NMB. We also talk about some upcoming summer events NMB will be participating in, the stupidest version of Showroom bullsh*t yet, Canada vs. Australia, and more!   If you have a question or comment for the podcast, you can leave it in the comments section on Youtube, or email us at nmbtakoyaki.party@gmail.com   Hang out with all the other international NMB fans on Discord!  http://discord.gg/nmbfans   Subscribe to the podcast on Apple Podcasts, Spotify, or wherever you get your podcasts at.   0:00 - Intro 2:28 - Chihhi announced graduation 21:00 - Kojirin announced graduation  51:45 - Anju kanmuri live and D3 kanmuri show announced 54:15 - YNN Summer Camp participant battle 57:50 - Nishiyumagate 1:01:50 - NMB appearing at Dreams Come True concert 1:04:37 - NMB appearing at TIF and doing Showroom Bullsh*t 1:14:30 - NEO SPARK LIVE for NMB bands Cutie Fellow and Peach Fuzzzz 1:16:50 - Yukino going on hiatus again 1:23:45 - Outro

Israel's fight against Iran, Air India crash update, Huma Abedin got married, Vance Boelter, Joey Chestnut is back, what happens now that Rep. Melissa Hortman has been killed, Shawn from Phil's Garage Door, central hillside shooting death, city council TIF talk, and more...See omnystudio.com/listener for privacy information.

They're Spending in the Neighborhood, but Not Working In It.This weekend, I saw it with my own eyes—Black communities spending hard-earned dollars in fast food restaurants, but not working behind the counter. No jobs, no ownership, no economic circulation.When money leaves our neighborhoods, so does the TIF funding—that means no garbage cans, no street repairs, no youth programs, and no growth.We don't learn about money in our communities. And that's the real crisis.So I asked:If you had to build a program for an underfunded Black neighborhood, what would it look like?Here's my answer:

Daina Riley Phillips and Erica Wright join the podcast to talk about the work of the SC Department of Transportation Modernization Ad Hoc Committee, passage of the military TIF district bill and the version of the state budget to come out of conference committee.

Andrew Hagemeier, director of Community and Economic Development, is back on the podcast this week to help bust myths about subdivisions, zoning and land use. Other topics include tax increment financing, the Wye Water System project and affordable housing. Be sure to check out the TIF and TEDD 101 episode for a primer on how tax increment financing works.Text us your thoughts and comments on this episode! Thank you to Missoula's Community Media Resource for podcast recording support!

Kiera and Tiff share highlights from the Dental A-Team Summit — the best one yet! They touch on communication, the life cycle of a business, keeping teams energized, and more. Mark your calendars for the Dental A-Team Summit 2026! Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript:  Kiera Dent (00:00) Hello, Dental A Team listeners, this is Kiera and ⁓ gosh, today's a great day. I have the one and only Spiffy Tiffy on the podcast. I feel like we're going back to like OG status here, Tiff. Like it's been a while. Welcome to the podcast. How are you?   Tiffanie (00:14) I'm good. Thank you. Luckily, Shelbi snuck a time in here for us. I mean, gosh, we've got a birthday podcast. We've got this coming up. Like we've got all kinds of stuff in the works, but I'll see you in a gear in a year. Right? That's all we get.   Kiera Dent (00:26) I know, right? See ya! See you next   May. I'll see ya. No, I love it because honestly, you and I host, we podcast, you take a lot with the consultants and so ⁓ I selfishly put you in on my day of podcasting because I miss, I miss our OG days. I miss ⁓ us hanging out. I mean, I did take us on a hike and podcast. Like that was really going back in style. Supposedly the video works. If you guys saw it, give us a thumbs up. ⁓   We were both very awkwardly uncomfortable sitting up there, but it was awesome. And the things like this, got sunburned. So that was funny when we were up there, all the pieces, but it was a good time. And I felt like this back to our original roots, Tiff. Sometimes I think we need to remember where we came from and how we got here. So, I mean, I was just talking to Shelbi and Kristy and told them about our Venmo days and how you stayed with me through all these years. If you don't know the Venmo story,   Tiffanie (00:57) There were so many courts.   I agree.   Here I am.   Kiera Dent (01:22) When Tip first started, I paid her via Venmo and Venmo has maxes if you didn't know that. Tip was a 10.99, so I paid her via Venmo. I would not recommend this. And why Tiffanie stayed with me, I don't know because the Venmo would max and I'd have to text her and be like, hey, so it's maxed out. Give me like two days. It wasn't that I didn't have money. It's just that Venmo would max. So Tip, I don't know. Like how did you feel like that wasn't a shady business? That's question number one and then we'll get into our real topic today.   Tiffanie (01:31) Thank you.   have no idea. Honestly, I don't have an answer for that. I truly just don't. I just trusted and I mean, by early on, it was like the first two months of working together and you didn't have employees yet. So I guess in the back of my mind, I was like, we're just creating the systems, like we're figuring it out. And worst case scenario, like I always, I always have a backup plan and I was still in my office. So it was like, that's fine. We're figuring this out. We're going to see how it works. And here we are almost eight years later.   Kiera Dent (01:51) Ha   you   You are.   It's incredible. Nope. Definitely not Venmo. And it was funny because I was thinking back to like startup businesses and I did a podcast with someone else and we were talking about like, I think you forget when you like go to open your second location or your third of like, ⁓ yeah. Like we had to scrap it that hard when we first started. So Tiff, thanks for, thanks for being an OG, which stands for original gangster, not oldie, but goodie, but it's okay. If you want to do Kiera's style, I had to ask Tiff.   Tiffanie (02:18) Not Venmo-ing.   Kiera Dent (02:44) a things in my life. had to educate me on a few and that was one of them. was like, Tiff, does OG stand for? And here we are. So, Tiff, I figured with you and I on the podcast today, I thought it'd be really fun. You and I just in person did our fifth summit. Can you believe five summits? Like Tiff.   Tiffanie (02:49) Luckily I'm all filtered.   No, when we had,   actually saw it on social media, on our social media. It said like, our fifth summit is coming. And I was like, oh my gosh, is that true? Like, you sent the postage on our Instagram and that's how I knew. So no, I can't believe that it was our fifth summit. It blew my mind when I saw that.   Kiera Dent (03:09) you   Yeah, it was well and there was a point in time where I debated if I wanted to keep doing summits. And the only reason that I actually went through is because we started the summits. Our first one was in 2021. And I knew I would be able to remember how many we had done because 2021 is one, two is two, and I was like, we got to keep this up. Otherwise, I'm going to really get off count. So that's why I know it's the fifth because it's 2025.   ⁓ But I think honestly, Tiff, you and I, I wanted to give some highlights. If you missed it, you missed out and you should definitely mark your calendars for next year. I will say with wild confidence and Tiff, I think you would agree of all the summits that we have put on, ⁓ this was by far, think our best production that we've ever done. I think it was our best content. I think it was our best flow. And like the feedback that we got from this summit was off the charts, like shocking how good it was. That's my opinion. Next year, it's April 24th. So if you missed us,   Tiffanie (03:45) piece.   Kiera Dent (04:14) this year, mark your calendars right now, block it out. It is a Friday. We do it for a half a day. It is CE. So you're definitely going to want to block April 24th, 2026. That's coming to you guys. But Tiff, I felt it was our best and I've got some ideas and we want to give some recaps, but what were kind of your takes on the summit this year?   Tiffanie (04:30) Yeah, I think we just got it dialed in. We take feedback every time we do anything. Every time we consult a practice one-on-one, every time we group consult practices, webinars, like anything we do. So Summit, there's always been feedback requests. And I think we've done really well narrowing it down and figuring out what the biggest requests were. I think one of the major things that played to our advantage was really getting a ton of information in a short amount of time. I think,   crammed as much in, what do we do? Like four and a half hours as we have done in a day and a half. And we did really, really well. The presentation was clean. It was crisp. had a ton of engagement and honestly, we're still getting people scheduling the calls right now. ⁓ Today you've even done some during your podcasting day. I know just to make sure that everybody's gotten the resources that we had available. And I just think it was jam packed with a ton of information and   Kiera Dent (05:02) Yeah, four and a half.   Yeah. ⁓   Tiffanie (05:28) It stacks really, really well with the consulting that we do for our one-on-one clients and for our group consulting. It just honestly played right into how all of the consultants operate with all of our clients. So it was fantastic. I agree.   Kiera Dent (05:42) Yeah, I thought it and I agree with you. think it was, ⁓ I think we really dug into this extraordinary and something Tiff, you and I, this was Tiff's vision. So Kiera's vision was summit, Tiff's vision were these in-person like doctor, leadership, masterminds. And you have been pushing me for probably what? Like four five years to do this. Like it has been, we're at five years then. It's been a solid push. I remember the day this came about, I think you do too. were, ⁓   Tiffanie (05:59) Bye as long as we've been doing summit.   Kiera Dent (06:08) definitely team was on a budget back in the day. And I still think to this day, even not on a budget tip and I would still do this. We're sharing a hotel room and we were sitting there chatting late at night. And I remember Tiff, you're like, Kiera, I have this vision of these in-person events where we get all our doctors together and we do like life and we do business. And I was like, I see it. And then you're like, and I also think we should have a coffee shop. Like it was like both mixed into one. I think the coffee shop also threw me cause I'm like, how are we going to do all that?   Tiffanie (06:29) I'm   you   Kiera Dent (06:37) But we literally came to it, by the way, just highlighting, you're in the blue shirt, I'm in the pink shirt today. How perfect is that? If you guys don't know, this is another vision. Tiff and I aren't going to be 90, 90 plus year old grannies. We have the same birthday. I'm gonna be cotton candy pink, Tiff's gonna be cotton candy blue. So whenever we show up this way, it always makes me giggle just how in sync we always are. But back to our vision of these in-person that Tiff had, I think it played into our summit of we're really getting intentional of like,   Tiffanie (06:56) You can have steak.   Kiera Dent (07:06) life on purpose and business on purpose. And so this year's theme was ⁓ unlocking, gosh, was unlocking extraordinary leadership and profitability. And what we wanted to do is I get really annoyed as a CEO when I do CE and it just is coming to me as the owner to then take it back and rally TIF. And honestly, when I've tried to come back and rally the whole team, I just noticed there was this disconnect. And I think as a company, we've always had this vision of like, it's dental, it's doctors and team. Like, look at our name.   Dental A Team doctors and team, like it really flies together. And so being able to bring teams together and doctors together in your office, in your space, but teach you life skills and dental skills. And Tiff, know like when you go to offices, people tell you all the time, like how grateful they are. You teach them life through dentistry. Like walk me through why you do that, how you do it. I know it's just like who you are as your DNA, but I think that's why you have so much passion for what we do.   Tiffanie (08:00) Yeah, thank you. I appreciate that. I truly believe that ⁓ if I can create passion in someone for what they do for a living, that they'll stay lifelong. think that, I don't know. I don't know, Kara. I think, like you said, it's just naturally ingrained in me. It's just who I am. I take a lot of...   what I learn personally, and I duplicate that and I kind of like copy and paste it onto who I am as a as a team member and as an employee because I don't believe I hate the term work life balance. ⁓ I have like a Jars and crazy because I live one life I have one life and I have different spaces of life for sure. But if I 100 % show up differently in every space of life, I'm going to feel like I'm running ragged. So if I can look at   Kiera Dent (08:31) Ha ha!   Mm-hmm.   Tiffanie (08:48) relationships as just relationships. And then there's the stack of like, intimate versus friendship, like for sure, there's that deviation. But if I can treat every relationship with the same basics, and communication with the same basics, then I'm not confusing myself. I'm not trying to be something I'm not, and I'm not working harder. You know, I love easy, you know, I love   nothing more than defined efficiencies. And like, that's a major efficiency in my life is really being able to stack a belief that I have and then copy and paste it into work. So the way that I communicate with you is the same way that I communicate with my boyfriend, Aaron, or my son Brody. It just, I'm using different words ⁓ to get a different, to get a point across. So when I go into practices and I work with teams and I work with doctors, that's the kind of stuff that I leave them.   So when I'm speaking about how we can communicate, I'm also mixing in how those communication tools not only have helped our company and UNI's communication tenfold, but also   how it helps me and my personal relationships at home. So I constantly, I think if you polled all of my offices, I don't think there's anyone out there who doesn't know who Brody is. He secretly probably hates that. He gets hellos, gets birthday cards, all these things. But I utilize him as such an example for how we can show up for our families and for our kids using the same tools. And so when I walk away and teams are saying that, they're saying, my gosh, Tiff, like.   Kiera Dent (10:00) Mm.   Mm-hmm.   Tiffanie (10:17) I went home and I talked to my husband last night and I had the first real conversation that I've been able to have with him in forever because I listened, because I used the tools that you told me to use on patients. So the way that you're listening to a patient, the way that you're putting your ego aside and allowing your patient to be the most important.   person in the room, sometimes we have to put that aside and allow our spouse to be the most important person in the room for the time being and have a conversation instead of having a telling where we kind of just sit and we just talk at each other. We're not actually listening. We're not actively engaged and jumping to the assumptions, all those pieces. So I think that's how I do it. And then I want like mass scale of that because I can only hit so many, so many people one-on-one.   And I think that's something that you and I have envisioned for the company for a really long time. We know that there's a limit of how many teams and how many doctors each consultant can affect. So being able to take these pieces and these skills and these developments that do smash life and work together on a mass scale like summit or these in-person events that we're doing now for our doctors and our leaders was really something that I think spoke to both of us to be able to just   get the message out, get things changed on a mass scale.   Kiera Dent (11:32) Totally. And I think that that just ties right into our vision of Dental A Team is to positively impact the world of dentistry in the greatest way possible. And we do that through expert consulting for dentists and teams. And you're right. Like it's funny, we always run into these zones of like, we've hit the ceiling, we've hit the ceiling of where we are. So how do we like turn and pivot and give more? Because as you were saying that I might actually think that that's the secret sauce to Dental A Team. I think we focus on life and business. We focus on you as a human and we do it through dentistry and like dentistry is our vehicle.   What did I say the other day? said, ⁓ life is my passion, dentistry is my avenue. And so really, or our platform. So we're able to come and like help you have this amazing life. And that's, think what all the summit was about. Like it was literally, how do we do this? And so we walked the participants through like, what does extraordinary mean to you? And so if you attended the summit, hopefully this is a good like analysis and like, how did you do and how are you doing? And kudos to all those who joined our Dental A Team family. By far, this was our best year of welcoming new offices in. And I think it just spoke to like,   the flow that we were in and the mission that we're about. And we really brought in our Dental A Team Success model and we call it the Yes Model. So you can say yes to more things in your life, to whatever you want. And the Y stands for you as a person and the E stands for earnings and profitability. The S stands for systems and team development. And when you add those three components together, you get success with E's. And Tiff, I think the U part was probably my favorite and funniest part of the entire thing we went through. There are these little.   human beings that we draw and we like break up all the parts of our life and Tiff did one of the funniest things she's ever done in front of me. And we were we were looking at her like current life and how her time was split up. And she'd never done this exercise. I was so excited to do it with her in real life. And then Tiff tell about your ideal life and what ⁓ what we uncovered. So like, okay, let me just give the vigil. Basically, what the idea was, and you can try this is you take like a little image of you as a human and you break it apart and you you look to see   like in your day in and day out life, just like Tiff said, it's not, we're breaking apart, like you, your life and your work balance, but it was like, how are you spending your time, cut up on a human body? kind of like, like if you think about those cows and they have like the meat chunks, like drawn out of them, like here's the filet, here's the ribeye, like kind of like that, but on you of like, where's my work? Where's my family? Where's my friends? Where's my hobbies? Where's my working out? Like whatever's important to you and like how much of your physical body, like in a visual of your full life,   How much of that are we spending in different areas and what does it look like? Like it's a really awesome, if you didn't get to participate in it, it was real fun. And then what we do, and we had like two little, little images next to each other. And then on the other side, we said, okay, this is what you're doing currently and this is what real life looks like. What would your ideal life look like? Like, what would you want to spend? Like, where would you put this? And it's so fascinating because where people put things, it actually says a lot about them. Like what you put on the legs and what you put on the feet and what you put on the arms and what you put across your heart, what you put on your head. Like it really helps to identify things. But tip.   Go ahead, take this away as long as you're not embarrassed by it, because it was so freaking funny of how this shook out in real time.   Tiffanie (14:30) I mean, I've got   hundreds of people already, so why not just ramp it up? Now we've got thousands, I guess. That's fine. No, I never, nothing's, no, maybe some things are too far, I guess, but I'm an open book. So it was actually, it was really, really cool. And I had not done it yet. I've done other things similar to it. Even we have done similar things to it, but just really looking at   Kiera Dent (14:37) Why not? Here we go.   Tiffanie (14:56) I took it as like my vision of where I wanted my life to be. And then like, what is going to propel me there? Like what aspects of life and relationships, et cetera, will propel me to that vision? So kind of what we did in person in March. Yeah.   Kiera Dent (15:08) And kudos to you, Tiff, because that's what it's supposed to be. Like it's literally   helping you see like, okay, where am I spending it? And then where do I want to become? And the idea is to help you visualize your future, but also take it in as an identity of you to help you actually see how you yourself is that identity of the future vision. So huge kudos. Tiffanie got it. That was the idea behind it. That's why we put it in a human form for you. It kind of looks weird. Like they like these weird little doll. I don't know. Like they look weird. We still are trying to work on it.   Tiffanie (15:34) She likes to call them voodoo   dolls. They're funny.   Kiera Dent (15:36) Shush, don't   say that. That's really going dark, Tiff. Go on, go on. She's sharing all my secrets.   Tiffanie (15:41) you call them them. So maybe don't tell me those things because I'm an   open book apparently. So we did the first one and I was like, well, it was really good. It was enlightening. It was actually really cool. And afterwards, I keep thinking about like where things were in order with my chakras and all of that stuff that, you know, I'm obsessed with. So it really made a huge difference there. But I did my first one. And then what I did is I folded the paper. They're both on the same piece of paper. And I was like, I don't want my   Kiera Dent (15:48) Bye!   Mm-hmm.   Tiffanie (16:11) current layout to impact what I want my what I'm desiring. Right. So I folded in half so I couldn't see my current layout. Well, what that did was took away from my brain the pieces that I had on there. And I had everything on my future one on my what I want my ideal. I had everything duplicated on there just like different spaces except I forgot to put work on there.   So work got removed from my life. I don't know when this is happening, ⁓ but apparently, I don't know. I said, you know what, it's just because I don't have a work-life balance. I just have life and work is just integrated into every piece of my life because I enjoy it so much. So yeah, it was a really humorous event ⁓ during summit. know somebody said in one of the chats, what was it? Best resignation letter ever.   Kiera Dent (16:44) you   you   Yeah. Mm-hmm.   Mm-hmm. Exactly.   Tiffanie (17:07) I was like, my gosh, that's   hilarious. That's amazing. So it was, it was funny. think that, I think that I have this innate ability to think of my life as what I want it to be and work supports it. And whatever it is that I'm doing, I make sure that I'm passionate about the avenues that I'm taking. I think that's why I do include so much life because life   like coaching and those pieces have just helped me so much in my personal life. And so as I looked at it and as I thought back about it, I'm like, gosh, it's just that those are the pieces that are insanely important to me and work is insanely important to me. But work is what propels those pieces in a lot of ways for me. And so thinking about like the amount of time separated out, I think just didn't feel right. You know what I mean? On that one, but it was hilarious. It was a great moment. If you were there.   Kiera Dent (17:58) Mm hmm. It was really funny. It was really entertaining.   Tiffanie (18:03) Yeah, it was super interesting.   Kiera Dent (18:03) It was super entertaining. And it was it. But I think as you just said it, Tiff, and I didn't think about this at the time, I actually think it's awesome that your identity is not work. And I think that you as a human, like work is a part of it, life is a part of it. But work is not an identity piece of who you are. And I think that's been the case for so long. And I think for me, like work was such a huge identity piece for me that like we shifted it to where   it's not work and actually changed what I view about the company and now the company is my passion project. And so it gets lumped into my passions more so than it gets lumped into work. And it's even interesting the language. And so we really went through these pieces and it was awesome to go through and tip. Thanks for sharing that. And I just think like such a good visual. ⁓ it was funny because I was like, so tip, is this your resignation letter? Like on live screen and she's like, it's not, I promise. Like things are good.   ⁓ But it was, it was quite interesting. And then we also went through like the life cycle of a business. And I think that actually was so telling. We pulled that from Tony Robbins and like, where are you on the life cycle of a business as you as a human? And it's been interesting is when we've talked to people post summit, they've said that that helps them just so much to see like, my gosh, like me as a human, I may be further along, but my business is at like this toddler stage. And so I need to hire people that are more in this younger energetic space because I'm over here on the other side, or I need to like,   kick it up and have this, or maybe my team is on this further side where they're maybe closer to retirement, but me as a new owner, I'm actually not there. And I thought it was just such an interesting spot for them to see where they were. And then of course we dug into the earnings, the money. So we walked through them through like profitability and overhead calculator and your monthly cost expenses. And then how do you figure this out? And how do you become profitable? And ⁓ really helping them see how like your supplies and your costs and your overhead directly impact your profit. And then   a couple quick ways for you to actually watch this, and that's through a KPI scorecard, and then also giving you then the systems, and we purposely hit two systems within, like we had you assess 12 systems on a 12 monthly basis, so that way you can keep them as a cadence, but then really diving into a couple that will boost your profitability and help your patients, and that was through block scheduling and case acceptance. So just a really fun way, and then after that, we hit.   Some of my favorite parts and some parts that people really loved, like I thought it was interesting when we went through like enemies of efficiency and the delegation ladder and like, where are you at and how much are you delegating? So many people said like, my name was in all these tiers of the delegation ladder. And then we actually went through case studies, like what are, like looking at hundreds and thousands of practices, I loved this part so much Tiff and we brought to the table like, what are the characteristics of these extraordinary leaders?   for teams and for owners. And then what are the ones of the not so good? Like it is not hard when we walk into a practice, when we look at these leaders, we can usually see, are they going to be successful or are they not within very short amount of time and even talking to them on the phone. ⁓ And so being able to go through that. I think just like the way it all stacked of like looking at you as a person, looking at your business, looking how they combine together and not be separated. And then like, shoot enemies of efficiency delegation, like just so many nuggets. And if you missed it,   reach out. There might be some things that we could share with you guys, but I hope you put it your calendar because I think one people left there inspired and excited. I've had people like I saw an office right after and they said, Kiera, like what you guys put together was so helpful and so impactful. And like I was able to take things and have tactical and like people had their teams there and they're like you teaching my team to think about our practice as a business, but also as a patient centered focus and also as us as humans, like   Where do you get that in CE anywhere else? And Tiff, really truly think that that's the secret sauce of what we've tried to create and what we have created for all these practices. So that's kind of like my nutshell of like, love the case studies. I love sharing what people do. Like I loved going through leadership and like the good and the not so good. And we actually had people like put in there, like, what do think good leaders are? And what do you think bad leaders are? And like the not so influential ones. And to see, because there are truly patterns and to like figure out the pattern and DNA of these great practices so you can go model and mirror it.   I just think was like freaking magic to share with people because we see it. They don't necessarily get to see it day in and day out.   Tiffanie (22:12) Yeah, I totally agree. ⁓ I always tell my practices, my and my doctors, that my biggest goal is that the business works for them, not them working for the business. And I think the tools that we shared with them and the things that they could take home, the communication tools, the efficiency tools, all of those like, yes, models, everything that we sent them away with are easily, easily implemented, and will propel towards that goal where the business literally is supporting   your life and maybe, you know, right now today on your current little man, your little person, your, you know, work, your business might be a large portion of that human being. And it was for us for a long time because it had to be, it was a space that   We had to create that and we had to show up every day for the business so that eventually the business could show up for us. And I think we've gotten to the point now, both of us where this company and this business and the people that we have here with us on our side are supporting that vision and really things have started to shift. So on the life cycle of a business, like you might be in that stage where you are hungry to get your business running off the ground and you might be putting more in there than your future self wants. But guess what? If you know that vision, it's   super clear, you can make your business work for you so that you're not constantly working for your business and eventually it will turn   Kiera Dent (23:34) And I think it's just a to me that's like what gets us excited like I love giving people their life back I love like tiff as much as I give you a hard time about having work off of there That was not the case a year ago Like you were stressed out of your mind about work And I think it would have taken a huge chunk and I was stressed a year ago about work too like I think it was a huge portion of our time our mental energy and I think like you and I have both helped each other get our lives back. I think that we are happier humans now   And so we're living proof of it, but then also to give practices their lives back, to give teams their lives back to, like there's an office that I'm super excited we're working with. And they said like, I'm sober out. feel like, and like the whole leadership team, they're like, we're the ones who are here after hours. We're the ones that are here before. We're the ones who are like, just they're like exhausted. They're like ringing a rag out and then you squeeze it even more trying to get like the last two drops of life out of them. And I said,   What would it be like if I told you that if you got out of here every day at five o'clock, you're not allowed to stay later, you're not allowed to come in earlier. And at the end of that week, you'd be able to go on a trip to Cabo or wherever you want to go, pick your dream location, Hawaii, the Caribbean. I don't care. You choose your place. Or if you want like, I don't know, say 50,000 bucks or whatever it is, could you get out on time? And they were all like, yes. And I said, so A, we know it's possible and B,   that's getting your life back. So first homework assignment working with us is everyone's out the door by five, at least one day this week. And it's crazy because just small little changes that don't seem huge help people get their life back. And Tiff, it was just so magical to be with you and to be in person with you and to present and to give this. And I think that that's probably why we were both so excited from it. Like we, felt like we were in Taylor Swift. Let me just give a little Swiftie, like the lavender haze. I felt like we were in the Dental A Team haze after the summit of just the   Tiffanie (25:19) Thank   Kiera Dent (25:23) euphoria of knowing we were able to give people their life back, their teams getting energized, giving them hope and excitement. Again, not just about a practice, but about a life. So those are kind of my takeaways to have any last thoughts you have, because I loved it. I'm so grateful you were a part of it. ⁓ Ride or die, cotton candy pink and blue for life, like truly just being able to deliver our magic and to change lives and to bless them through dentistry, I think is something that we both... ⁓   I think I took for granted for a hot minute and realized like what a beautiful blessing it is in the way we're doing it now versus stringing ourselves up to dry, doing it so hard, now doing it through passion and ease and flow rather than through force and pull like we did in the past.   Tiffanie (26:04) I agree. Yeah, I totally agree. I did all of that. And I think having the team that we have behind us, the consultants who are here and they are so excited to help so many new clients this week, we have just seen such an influx of people ready to change their lives, ready to change what their business model looks like. And like you said, get their lives back. It's been just really incredible and watching our consulting team just rise to the occasion rally. I mean, we've got clients that just signed up this week that I've got Trish and Kristy and   Dana has already implemented tools. Dana has already within weeks found significant money issues and things going on that it's just really cool to be able to watch so many people outside of you and I be able to truly transform lives. And that's what that's what we're all about is really just creating the best for everyone that's involved.   Kiera Dent (26:57) Yeah, Div, I love it and I agree. Our consultants are second to none. And so if you missed out, you did miss out. And put it on your calendar for next year. I do believe that Dental A Team Summit is next to none. We just have so much fun. We bring fun to CE and we make it enjoyable and easy. But I hope you choose to join us next year for sure.   But if you're thinking like what we just talked about, you want to know more about, or you want some tips for it, or you want some of the resources that we share, reach out. Hello@TheDentalATeam.com. We'll happily like assess it with you and your practice. Like we have given so many tools out and so much help to all these practices, but I think truly giving you your life back, helping you help more patients and having more fun is what we're about. So Tip, thanks for being on the podcast. Thanks for doing Summit with me. ⁓ I enjoyed it and I just appreciate and adore you so much as a human and as a colleague, as a coworker, as a mentor, and just being in my life.   for who you are. So thanks for being here today. I super appreciate you.   Tiffanie (27:48) Thank you. Thank you for having me and supporting me through my journey.   Kiera Dent (27:52) And for all of you listening, thanks for listening and we'll catch you next time on the Dental A Team Podcast.

Hello Colorado Rapids fans. Holding The High Line is back after Red's trip to England Rabbi's lost power. We break down Colorado's 2-1 loss at D.C. United and much more. Matt discusses his week off, Fulham games, history adventures with the girlfriend and all. We touch on the 1-1 draw with Seattle Sounders but go more in depth on the United game. What went well? Do the Rapids need more leadership? What's up with things going wrong at the end of halves? We discuss. Update: We might have gotten some stuff wrong on Chris Armas missing the D.C. United game because of his Hall of Fame induction. We understand he missed the game because of a mechanical issue, not weather. Maybe a charter flight or private jet would have prevented the problem all together. Then we talk about all the soccer news. Michael Edwards got loaned to Charleston Battery. Colorado is close to signing Australian center back Lucas Herrington, as first brought up by Judgmental Jim. A match against LAFC might be rescheduled. We're hyped for the Unified Teams' May 17 game. Denver NWSL has added Mikaela Shiffrin to their ownership group ahead of the city council vote on $70 million in public funding for the project. The Denver Post, Denverite, and City Cast Denver did a great job covering this issue, tax increment financing (TIF) and all. We preview the big match against San Jose Earthquakes. Also, Switchbacks lost to RBNY in Open Cup.

Episode 94's guest is author Stefany Valentine.Stefany Valentine is an emerging young adult author. Her first publication is featured in the adoptee anthology, When We Became Ours, and her sophomore title, Love Makes Mochi, is expected to release with Joy Revolution in 2026. Follow her for updates on TikTok, Instagram, and X @BooksByStefany and on her website, stefanyvalentine.wordpress.com.In this episode we discussed her debut novel First Love Language, the significance of its title and its connection to The Five Love Languages. We talked about the nuance of language and how it relates to identity. And finally, how life imitated art and vice versa. This was such a lovely episode, where Stefany was vulnerable in sharing her adoptee experience, and which I feel shines in her novel. I know you're going to enjoy it.I want to thank all of who have subscribed to this podcast! If you haven't, I'd love it if you'd click to follow so you can get notifications of every new episode. And, if have found this podcast helpful and fun, please leave a rating and review—it really helps to boost discoverability. You can even share this episode with a friend. For more information about me, Tif, and submitting to the podcast, please head on to my website, at TifMarcelo.comOther links discussed:There Goes the Neighborhood - Jade AriaThe Broposal by Sonora ReyesMarsha Mickelson -  Where I Belong***New Release: LETTERS FROM THE TRAIL, February 25, 2025Note: some links are affiliate linksContact Tif at tif@tifmarcelo.comPlease check out her website for podcast submissions

Mike gives an update on MacIver's research about Wisconsin's utility companies, their owners, and their efforts to expand their monopoly in Wisconsin. Also, against the backdrop of Germantown's controversial TID project, Bill gives a couple quick lessons for local officials on how TIF is supposed to function and where local revenue actually comes from. Finally, a story that should send shockwaves throughout society barely registered as blip on most people's radar. What it says about our culture that no one cares that the government is sterilizing people based on their income level.

In this episode, Joi Cuartero Austin sits down with Erik Reader, director of Illinois Main Street, to explore how communities are shaping effective downtown economic development strategies—and more importantly, why these strategies work in their specific context. From humble beginnings rooted in community engagement to long-term sustainability planning, this conversation unpacks the real-world process of revitalizing a downtown district with purpose, people, and partnerships. “You've got to bring people alongside—not just for buy-in, but for co-ownership.” 1.         Think long-term: strategies should outlast leadership transitions 2.         Build programs that allow public and private sectors to partner meaningfully 3.         Listen deeply: alignment with people is as important as alignment with funding 4.         Track the vibe: excitement, curiosity, and positivity are leading indicators of  success Laying the Groundwork 1.         The importance of starting with community development 2.         Strategies to build momentum and foster ownership 3.         Engaging leaders, stakeholders, and residents in authentic ways The Strategy in Action 1.         What communities are doing to activate and sustain downtown revitalization 2.         The critical role of funding, partnerships, and shared leadership 3.         Empowering people through collaboration and participation Understanding the “Why” 1.         Why certain strategies are successful in some places and not in others 2.         How to align initiatives with local identity, values, and funding tools like TIF 3.         The power of ego-free partnerships and sustainability planning Results & Reflections 1.         Indicators that show a community is on the right path 2.         Stories of energy, enthusiasm, and openness to change 3.         Lessons learned from communities that are building trust and momentum

Phillip McClain is founder of the real estate company the Mensch Group. Through the Mensch Group, McClain spearheads affordable housing developments in North Omaha. The company broke ground on its first project last year: nine single-family homes at 49th and Curtis Streets, an area known as Curtis Corner. McClain sold the houses to families for below market value thanks to assistance from local organizations like Spark Capital and Habitat for Humanity. Tax-increment financing helped cover development costs.North Omaha has seen a surge in development in recent years, with projects like the Highlander complex on 30th Street, the North 24th Street Business Improvement District and the Levi Carter Park sports facility, which just began construction near Eppley Airfield.McClain and Michael Griffin are talking about the need for affordable housing and the Black developers working to make the landscape more equitable. They also get into TIF and its role in development.

Guests - Leslie Scott Zanovitch and Dr. Christina "Dr. T." DonaldsonHosted By - Courtney Ortiz and Lesley MealorIn Episode 221 of Making The Impact - A Dance Competition Podcast, we are shining a light on an uncomfortable topic - the over-sexualization of kids in the competitive dance world. Please take care when listening, and screen this episode before listening with children.Topics Include: What counts as sexualized choreography? How over-sexualization of children at a young age affects their sexual development  How social media has normalized and encouraged sexual movements in competitive danceHelp support our podcast! Join Making The Impact's Platinum Premium Subscription today! Your membership includes:Monthly Q&A episodes released to members onlyPriority to have your questions answered each month on the live Q&A.Ad-free listening for all of Season 4, 5 & 6. No sponsored ads!20% off all IDA MerchandiseExclusive bonus content released throughout the yearDiscounted IDA Online CritiqueGroup Zoom check-ins 3x per season with Courtney Ortiz!Your support helps us produce future episodes of Making The Impact for years to come!Making The Impact's Platinum Premium - Sign up now for only $5/month!Follow your Hosts & Guests!Courtney Ortiz - @courtney.ortizLesley Mealor - @miss.lesley.danceLeslie Scott Zanovitch - @lesliescottsaysDr. Christina "Dr. T" Donaldson - @dancin.dr.tIf you have listened to this episode and need support, please utilize the following resources:ChildHelp National Child Abuse Hotline: 1-800-4-A-Child National Sexual Assault Hotline: 1-800-656-4673 - RAINNNEAMA - Nonprofit Education and Advocacy for the Movement ArtsThis episode is sponsored by:Dance Teacher Web Conference and Expo. This summer July 22nd-25th in Las Vegas, NV! 140+ master classes, seminars, events, & more for continuing education and networking in the dance community! Use code: IMPACT50 for $50 off! Check out our service: IDA Online Judge's CritiquesSend us a video of your dance and an IDA Judge will critique your routine! You can request a genre-specific specialty judge or add on 10 minutes of additional feedback. 24 hour rush delivery available! Submit your video now!Check out IDA-Affiliated Competition Positive Vibes! Visit their website for their 2025 season schedule!Join our FREE Facebook Group and connect with us! Making The Impact - A Dance Competition Podcast Community Leave us a review on Apple Podcasts! We would love to hear from you! Join our Newsletter for weekly episode releases straight to your inbox! Support the show

Hi this is Tif of the Stories to Love Podcast and this is episode 90. Today's guest is audiobook narrator Jennifer AquinoJennifer Aquino is an actor and award-winning narrator based in Los Angeles with 20+ years working in film, television, theatre, and voiceover. Fun Fact: she's one of the doctors who killed McDreamy on ABC's Grey's Anatomy. In the last three years, Jennifer has narrated for 16 publishers, including Penguin Random House, Hachette, HarperCollins, Simon & Schuster, Podium, among others. She also directs audiobooks, and has directed with  Penguin Random House, Hachette, Macmillan, Brilliance Publishing, and Scholastic. Jennifer recently appeared on the cover of Center Stage Magazine, as well as the CBS reboot of MATLOCK with Kathy Bates, in the role of Miss Tori Park, the Head of HR!In this episode, we talked about her varied background as an Econ major, how it merged with performing arts, and how that helps in her career today. We chatted about her path to becoming an audiobook narrator after starting off in film and TV. And finally we touched on how she auditions to narrate a book, how she evolved from mentee to mentor, and her love of reading. ***Preorder LETTERS FROM THE TRAIL, out on February 25, 2025Note: some links are affiliate linksContact Tif at tif@tifmarcelo.comPlease check out her website for podcast submissions

Ad Astra Travelers and welcome to Tales of Teyvat: A Genshin Lore Podcast. This week our hosts are discussing the number one chef in all of Teyvat, Xiangling! This week we also welcome guest host Vanessa, best known for being our Fischl expert and a Honkai enthusiast (much to Tif's dismay), to discuss this Liyue character. Our hosts start by discussing our initial introductions to Xiangling through character trials and Spiral Abyss freebies, making many travelers swoon over her Pyro-nado. After, our hosts discuss her Mondstadt introduction that includes illegally hunting boar, discovering three-hundred year old boar and the equally as old Olaf, and the great Springvale cooking showdown! Later, we discuss Xiangling's familial love of cooking, her friendships across Liyue, and her involvement in events like Lantern Rite throughout the years. We'll discuss her unlikely friendship with Guoba, Adeptal training, and her desire to get a Michelin star for her family restaurant. Will Xiangling make the Bear Proud? Will Xiangling find the best ingredients across Teyvat? Grab your chef hats as we get cooking in this episode!A huge thank you to Vanessa for being our resident Fischl enthusiast for this week's episode! You can find Vanessa on ⁠Instagram⁠ where she posts her keeb journeys and other content. We are so grateful you were able to join us on this week's episode!Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠talesofteyvat.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to find a comprehensive lore sheet that provides visual aids and links to videos and important Genshin Impact Resources. Make sure to give us a follow on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to stay updated on all things Tales of Teyvat and let us know your thoughts on today's episode. Questions? Thoughts? Theories you have to share? Feel free to email us at talesofteyvatpod@gmail.com and let us know, we would love to hear from you!Tales of Teyvat has partnered with the Shade Chamber Podcast to create a Genshin Community on Discord for our listeners! We are so excited to chat Genshin Lore, Honkai Star Rail, and so much more with you! You can join our server at https://bit.ly/shadesofteyvat.

Sam Patterson is a successful Commercial Real Estate Broker, Investor, and Restaurant Owner with vast experience in renovation and property management! Sam opens with his experience in commercial real estate receiverships and his start in investing! He touches on structuring and leveraging partnerships to scale a real estate portfolio. Sam discusses ins and outs of DeKalb including the housing stock and the investment opportunities. In sharing his project experiences, Sam speaks to seller financing, TIF funds, and various other concepts to add to your real estate toolbox! If you enjoy today's episode, please leave us a review and share with someone who may also find value in this content! ============= Connect with Mark and Tom: StraightUpChicagoInvestor.com Email the Show: StraightUpChicagoInvestor@gmail.com Guest: Sam Patterson, RVG Commercial Real Estate Services | Email Sam (spatterson@rvgcommerical.com) Link: Sheela Prahlad (Lender Referral) Link: Rob Zahm (Roofer Referral) Guest Questions 03:39 Housing Provider Tip - Take precautionary measures to deal with Chicago's frigid temperatures! 05:40 Intro to our guest, Sam Patterson! 08:41 Crazy receivership stories and becoming an investor! 19:48 Why invest in West Chicago? 23:01 Structuring a partnership. 29:57 DeKalb's housing stock and investment expectations. 38:38 How TIF funds work! 41:13 Surprises on a large commercial property renovation! 44:16 An overview of Sycamore. 50:24 Refinance terms on a commercial loan. 53:17 What's next in Sam's investment journey? 58:24 What is your competitive advantage? 59:19 One piece of advice for new investors. 60:11 What do you do for fun? 60:49 Good book, podcast, or self development activity that you would recommend?  61:32 Local Network Recommendation?  62:11 How can the listeners learn more about you and provide value to you? ----------------- Production House: Flint Stone Media Copyright of Straight Up Chicago Investor 2025.

A new TIF proposal will help create added housing units in Indianapolis. Approximately 200 Indiana school districts and schools are facing a major cybersecurity breach involving a widely used education software provider. The severe winter storm that swept through the region prompted a State of Emergency being called in several areas – a group of Jeep-driving volunteers in Evansville helped essential workers get to work. Want to go deeper on the stories you hear on WFYI News Now? Visit wfyi.org/news and follow us on social media to get comprehensive analysis and local news daily. Subscribe to WFYI News Now wherever you get your podcasts. Today's episode of WFYI News Now was produced by Drew Daudelin, Zach Bundy and Abriana Herron, with support from News Director Sarah Neal-Estes.

When it comes to owning and operating multiple dental practices, not everything runs the same. That's a common surprise for those overseeing multiple practices. In this episode, Tiff and Britt discuss where practices often fall short in keeping things running smoothly across all offices, and how to set yourself up for success. Episode resources: Subscribe to The Dental A-Team podcast Join Dental A-Team Consulting Leave us a review Transcript: The Dental A Team (00:01.134) Hello, Dental A Team listeners. I am back today with, I've got a new nickname, brilliant brain Britt, triple B, brilliant brain Britt. I like it. I'm back here for some fun business talk today. are working hard, Britt and I, I hold her business brain for a few different podcasts today and we're working hard to make sure you guys that you've just got some really, really successful business tips and tools early on in the year.   Britt (00:09.18) I'm going get some   The Dental A Team (00:28.014) going to be all year long that you're getting business tips. Like always, we love the business side of dentistry because we really, really want your business to work for you, not you work for your business. So we work really hard with all of our clients and all of you listeners to make sure that you have the tips for success there. But today I've pulled Britt on a few different items. We just got done chatting some about really starting your 2025 off right, which was a little bit of a review of how to end Q4 and get prepped for 2025.   but I wanted you guys to have all of those goodies. So if you haven't listened to that yet, you don't have to do it before today. Listen to today, but they can go backwards and listen to that one as well. Today though, Britt, you have, this in your background. Like this is something that you've done. We've both had our hands in it, but you have like honestly and truly just managed multiple practices and really helped set them up for success. You've done transitions, like you've done it all. So I really wanted to bring you on today to pick your brain on some of the pieces that.   are super important and paramount in learning, maybe prior to would probably be, you know, helpful, but a lot of us are not in that situation. A lot of, a lot of doctors listening today already own multiple locations. And so really knowing what they can do and what they can learn and what they should be looking out for is kind of what I'm interested in today for multi-practices. Before we pop in though, how are you today? How is, how's Britt's beautiful brain doing?   Britt (01:53.724) It's doing good today. It's it's not too early. Britt's brain super early is not always the best. I gotta have a little time to warm up with the day. That's that's how I work or late nights. That's that's my brain time really. So everybody works a little different, but I'm good. It's not too early. I get to sit here and chat with you about I don't know this kind of stuff is fun. Growth is fun. Different ideas are fun, so it's going to be a good time.   The Dental A Team (02:18.394) I agree. I agree. And your brain just works like this, like numbers, the black and white of it all. Like I've given you kudos before, know, you do really well at seeing the gray too and working through the gray to find the black and white, which I think in business is incredibly, incredibly paramount to success. Working with people is not always the easiest thing in the world. I tell all of my doctors and my office managers that the hardest part about your job is going to be managing the people.   But you do really well with it because of that aspect. So I think it's really, really important to say that now because I think doctors listening and managers listening, whomever business owners are listening, that's a space for you to learn to utilize that black and white data, but to bring in that personal side and to bring in that emotional side without letting the emotions take over the results, I guess. so, Britt, that's something I really want to pick your brain on, but   From the tactical standpoint, what are a few things going into multi-practice ownership, or maybe they already own, right, but hopefully going into, what are some key pieces that they should really be prepped for, looking for, tracking, to know that they're on the path for success for both of them, and what should those look like? Should they be the same? What's the easiest way to go about this when you're taking on a new practice?   Britt (03:43.098) Yeah, number one thing is have a practice, have your flagship running really well and strong systems in your flagship before you start taking on another one is the ideal way to do it, right? Learn how to manage what is one location before you start multiplying that stress or management of all the locations. And with multiples, it's a different mindset. And I think that's where   The Dental A Team (04:01.624) I agree.   Britt (04:09.562) We work with a lot of private practice and even multiples that are private practice and people that are like maybe even transitioning to DSO because it's one of those scenarios to where like the same thing doesn't work for everyone. So that's, do a lot with our practices that are custom and it's like, all right, where are we going? What are we doing? What's it going to look like? What's the feel you want behind it? And when you start, when you know that you want to potentially even go multiples and you're starting with one location, I want you to put like the multiple brain on.   The Dental A Team (04:21.478) Yeah.   Britt (04:38.192) We don't have them yet, but we want to start building things to where there are systems that can easily be transitioned into multiples. What I mean by that is, yes, there are going to be some steady things that are like, great, the way we do AR and send statements is going to be the same way we send statements all across all locations. The way we budget for supplies is going to be the same way we budget for supplies across all locations. But make sure you're keeping things really clean bookwise and especially at   The Dental A Team (04:45.956) Yeah.   The Dental A Team (05:07.051) Mm-hmm.   Britt (05:07.356) when you start getting into multiples and thinking bigger. So for example, let's say, great, now we've got a couple locations, great, we can share resources. shoot, we ran out of something. Great, go grab some from the other location. You wanna track all those things and pay it from the appropriate business so that each business independently is going to look like the reality and the numbers will be the reality and it's not getting mucked up by the other.   And so you actually know how to, one, drive each individual practice, and then two, know like, all right, when we pull those numbers together, what does the organization look like with all offices together? So it's a little bit of a different mindset when you're doing all the pieces. So great, accounting-wise, that's gonna be one piece that you wanna think of. Hiring team members even, great, what's our onboarding? It's not just gonna be one location, we're gonna be working towards more, so we wanna have a strong system.   The Dental A Team (05:45.157) Okay.   Britt (06:04.024) Systems awesome what things can be easily translated across all offices and then where is that great to where each office has a little bit of room for their interpretation on specific things and especially if you're wanting to Let's say I know some that they've got like a PPO practice and then a fee-for-service practice If you know that's the direction you want to go then all right create systems that can work for both And then we just customize some pieces of it based on the location   So big things I think are accounting, planning systems for multiple locations, and also leadership and mindset. Going from a team that's at one location and they think that's what it is, teams get scared of change. so prepping the team or getting them on board that like, this is the direction we're going. This is what we ultimately want. So they're on board to help. And when you get that next location, they...   The Dental A Team (06:32.997) Mm-hmm.   Britt (06:58.46) even though it may not really even impact them, but they get scared. What does that mean for us? What are we gonna look like? How's the culture gonna change? All those pieces. So those are some of my most important ones is just thinking multiples, even if you're only a one to start with, and that's the direction you wanna go.   The Dental A Team (07:15.827) Totally agree. Yeah, I have a few practices, a few practice owners that I've chatted with that they're like, okay, so like, I'm just going to open a second location and restart. I'm going to try again. And I'm like, whoa, whoa, whoa. I totally understand that. But it's kind of like, we're driving our car and like the wheels, you know, are a little looser or they need air, the tires are like something like, you know, mechanically is just not right. And we're like,   scrap it, or just, I'll keep this car and I'll keep paying for it, but I'm just gonna get a new one that might be a little bit better. It's kind of what I feel like when they say that, right? Like, just fix the things. You can do that. You can have to. You can have an old car and a new car if you want both. You could sell the old car and buy a new car if you want to do that, but don't keep an old car and keep paying for it when it's broken and then get a new car and start paying for that too.   an absurd waste of money and resources. So I think of it like that. And I have had a few practice owners that are like, but this one is just like, I'm racking my brain like, cool, we haven't found the root cause yet then. So when you're digging into those pieces and really looking at why is my now this is gonna be my flagship. So how do I operate this as my flagship practice? How do I make sure that this practice is the practice model that I want my next practice to look like? And it might be.   It might be a little bit different. said, you know, PPO practice and a fee for service practice. I've got a couple of practices that run similar to that. I've got, I've got one doctor that has three locations that two of them are like PPO style, but they operate as a fee for service. Cause that's just the level of care that they put into everything. But then he's also got a Medicaid practice that's like obscure on the side. That's like, that's a little bit of an uphill battle, but they're, they're so different, but they.   Team-wise, they try to operate very similarly or just, you know, the fee-for-service and the PPO standpoints, but operationally, making sure, like you said, that those systems that we have in place, I want your patient experience to be the same no matter what type of practice you own, right? I want your accounting to be the same. I want it to be super clean no matter what. And the space that you mentioned there with the accounting that gets really muddled and mucky,   The Dental A Team (09:36.583) is when we don't keep those books clean, especially, no matter what, you've got two different sets of bills, right, of outgoing money that's coming with each practice, no matter what. Well, even if you have one entity and one business name that owns two practices, you still have to separate that in some way. And a lot of you guys are going out and you're getting associates who want to partner in to one of them or...   I know a practice that opened a specialty practice with her best friend. And I was like, super clear from the get-go, we've got to make sure these are super separated. making sure, again, one's paying the other. And an office manager who may act as a regional-ish, you've got to dial that in. How are we paying her when she's on board?   Britt (10:09.788) Thank   The Dental A Team (10:27.763) And she's doing hours for the second practice. What does that look? Who's paying for that? Because if our flagship practice pays for everything and now our flagship practices at 80 % overhead and tanking in our second practice, isn't making money yet. We've got an issue there because the books are so confusing. and Britt, just to spiral down that one, when we don't have super clean books like that, what are the negative implications as far as like taxes and just.   Why is it so important from the get-go that this is clean?   Britt (11:00.836) Yeah, it just it can just get   wild like you said even taxes what business is it coming from what's getting paid by whom and Some things that can get really wild like you said and I'm all for right economies of scale or a thing That's part of the reason of going into multiples. So just make sure it's being allocated correctly You've got a regional manager Maybe there's or an om that's maybe doing 50 50 or 75 25 then great just split their salary right 25 from the smaller one 75 from the other one   I'm just thinking that sense also because you want goals and you want your office managers to be responsible for helping you reach them including overhead So you just don't want it to get mucky to where one we've got excuses that we're like, it's just this right? We're human beings We will all will try to find any reason to like justify why we are where we are instead of digging in to see what's going on and So having it really clean gives honest numbers so people know exactly what they're responsible for   The Dental A Team (11:54.005) Mm-hmm.   Britt (12:02.268) They know if we're shooting for a goal, we're shooting for overhead, if we're working to control things, it's really clean for them to do so and it's fair in how we're doing it. then correct, valuation for businesses, right? Even for that, ultimately it's gonna come from like, yes, your EBITDA, but like profitability is gonna be a factor. so, and...   The Dental A Team (12:21.425) Exactly.   Britt (12:25.208) If someone comes in and they start looking at things and maybe there was a shift at some point, they're like, two months ago you decided to sell and it's looking real different, it's gonna raise some questions that might be concerning. So keep it clean from the get go if you need to sell one or even just for valuation purposes, if you need to leverage those practices to go buy more locations, you just wanna keep everything clean, because if not, it just creates a lot more questions and it may hinder you from.   The Dental A Team (12:35.989) Yeah.   Britt (12:51.59) getting finances or being able to hold team members accountable and also knowing which practices really need some attention or may or may not be doing well.   The Dental A Team (13:00.277) Yeah, I love that. So it sounds like you need a really great CPA. You need a really good bookkeeper that knows multiples. Yeah, a really great bookkeeper. I do have some doctors who are their own bookkeepers and I'm okay with that, but you gotta be really good at it and a really great payroll company that probably comes with.   Britt (13:04.746) that most multiples are left.   The Dental A Team (13:18.199) those two options to make sure that everything's super clean. And then I think, like you said, the office manager situation, making sure that she or he knows where the money's coming from too. And if they're employed now, like if they're getting paychecks from both, that's different. Like that's gonna look different to them on their W-2 side. It's gonna look different to you. Is one business paying, like is the corporation paying the salary and the businesses are paying the corporation? Like you've got to figure those pieces out.   Ask the right questions, ask the right people, make sure that you've got all of those super clean. As far as like that's one major piece of it. So I want to make sure we get that out from the get go. As far as systems go, making sure, operations spaniel and training. Like you mentioned earlier, your team, your culture, it should be stellar. It should be rock solid because honestly, most of the time when we...   see multi-practice locations, we're taking over another practice, right? We're buying a practice from a retiring doctor or whatever, and we're taking over a practice, taking over a team. And so if we've got a really stellar team that understands what we're doing, understands what our goals are, understands our systems and can say, yeah, heck yeah, like let's do this and let's make some more patients really, really in fantastic health, they can then help you duplicate what you've done.   into the next practice and help to welcome those team members. I think one of the most stressful parts of ever taking over any practice, whether it's your first, your second, your 15th, is the people aspect of it. And how many are we going to be able to retain? How do we tell them? When do we tell them? What's their reaction going to be? How do we get them on our systems? Well, the same as we do anything, we, you know, go in, be yourself.   and look at what's working and what's not working. Start with areas that's not working instead of coming in, in my opinion, and being like, this is our book, this is how you're going to be. But if you do what Brett said in the beginning and really make sure that your team is solid and that you've got those systems in place, you've got that culture, I think that team could be super paramount in training and helping to find those systems and really even, I don't know, Brett, going in and being like, that's really cool how you do that.   The Dental A Team (15:32.249) I think that might be more efficient than how we've been doing it. Let's ask doctor, let's ask office manager, because I actually really like that and having that open mind because your way might, like I know our way, we've got a million ways to do anything. And the reason I think we're successful is that we customize it to the practice. And oftentimes I'll go in and be like, oh, that's not how I told someone to do it yesterday, but this is how I want you to do it. Cause this is what's going to be best for you. So having that open mind and having that team mindset ready to go also takes that   barking off the doctor and makes it so that you can kind of copy and paste. How do you feel about that, Britt? What are your thoughts on that?   Britt (16:09.36) You hit another big point, agreed with you, right? So having that strong, for a lot of reasons, right? Again, change in people, we don't always love it. It's a transition. So even if they just know you've got a strong culture, they meet team members, right? And they see how great you are. It's gonna make the transition of that new practice a little easier and also set the standard of like, and this is who we are. like, rise to the occasion, cause this is how we function and it's great. And you wanna be great.   The Dental A Team (16:29.666) Yeah.   Britt (16:35.608) with us, right? You also hit on an important point of trying to get things off the doctor. That's the next, right? Also with multiples, I'm thinking of systems and multiples. How can your people help you and how can they report up to you? I think of it as I don't have children, but I'm like, once you're outnumbered, right? So like, great, usually parents, it's like two, all right, we can each take one, but then you get throw a third in there and someone's out doing something wild while you're trying to manage to.   The Dental A Team (16:37.261) Yeah.   The Dental A Team (16:54.578) Yeah.   Britt (17:03.374) And so I think with locations too, right? Two offices, it's like, all right, if you're in clinical full-time, like it's going to be crazy. If you've got a little time and you're still doing kind of all the things, you don't really have a strong OM, doing a lot of it for you in the practice, you've now just doubled your work with another location if you're going off of that same model. So.   The Dental A Team (17:12.067) I agree.   Britt (17:24.026) training people to help you, getting office managers in place, getting things made to where they're reporting up to you. If you don't have to do it, you're starting to pass them off and you focus on the high level things that need to be done. Cause that's, can think of a client right now. We just had this conversation cause like he's still doing bookkeeping and all sorts of stuff. I'm like.   You're going to, you're at three now. We just got three. It's going to get wild real fast for you if you don't start kind of planning for other people to help you do some of the things that they can.   The Dental A Team (17:54.905) Yeah, yeah. Do you think that they have to have leadership teams in place before they have a 2nd or 3rd or 4th location? How do you feel about that?   Britt (18:06.46) Absolutely, think even just for the second one, Because when, especially if you're transitioning a practice, right, CEO, which is owner, right, going into multiple locations, big responsibilities for you are gonna be culture, vision, and like ultimately making sure you're holding people accountable, that we're profitable and we're growing. So you're gonna need to spend time at that new location.   The Dental A Team (18:20.762) Okay.   The Dental A Team (18:26.52) Yeah.   Britt (18:30.676) One, to just see what's going on, right? And to help see where things need to be done and observe and build relationships and set culture with that new team that you've got over there. So you're going to get pulled to that new location.   And this is where I don't want you guys going crazy. It should be something you enjoy. Like, yes, it's a time of a season of a little bit more effort and time, but I don't want you to go wild. If you've got an OM at your other location, then it's like, sure, I'm around. You got major things that need to be done awesome. But I can go spend a couple of weeks at the new location getting them onboarded and getting good relationships with those people while my OM is handling things at the other location. So it makes your life so much easier. If not, it gets wild. And I think doctors all know this.   The Dental A Team (19:00.292) Yeah.   The Dental A Team (19:07.631) For sure.   Britt (19:13.572) Right? When doctors not in the office or O.M.s not in the office, what usually happens Tiff   The Dental A Team (19:20.257) Yep, the team goes crazy. It gets wild.   Britt (19:22.81) Yep, they start to get distracted and like, great, I want you to enjoy each other, but like, we've got to get work done. So you need someone there to make sure things are getting done and holding people accountable when you're not physically in the office.   The Dental A Team (19:28.314) Yeah.   The Dental A Team (19:35.216) Totally agree. I think it comes down to the ease as well. Like when I've got a lead hygienist, a lead dental assistant, a lead front office, whether it's just my TC is, you know, my lead and it's just that she does really well managing the schedule and managing the people to make sure it's working and whether you call them leads or not, like quarterbacks or go to, like, I don't care what you call them. It doesn't have to be something crazy. It doesn't have to mean   pay raises, doesn't have to mean all this crazy stuff. It's just that you've got those people that the team knows they can count on and that you can count on to carry out your culture when you're gone. And the culture is, you know, how are we getting to our goals in the best ways possible and serving our patients the best? I assume most of our listeners are in that kind of a category, but making sure that that's there so that you can focus some attention on another practice location when you need to. I know it's like,   really hard when the doctor's not in the prac- in any of the practices, right? The doctor is typically the one that carries most of the culture and the person who most prac- most, team members like to go to. But when you instill that culture and you infuse it into the other people and you have right people, right seat, which is a totally different podcast and something you guys should go listen to, that comes naturally for the people and naturally your team gravitates towards those people.   pretty quickly. It may take some implementation, may take some, you know, multiple meetings, et cetera, but making sure that you have that in place, I think, is a really big and important piece. So, multi-practice locations, there's a lot of things I think we could dive into. We could spend two hours talking about it today, but the biggest pieces I think that you hit on beautifully was making sure we have our accounts super clean. That includes our patient accounts, right? Making sure those systems are clean. But making sure you have systems for your accounting, your banking,   your taxes per location and per entity is really big, making sure that it's clean, it's crisp, it's clear. Anybody from the outside looking in can figure it out because it's so clean. Making sure that you have your operational systems at your flagship and your culture at your flagship ready to be duplicated. Could you look at, can you look at your practice today and say, yes, this is what I want to do again?   Britt (21:50.641) Yeah.   The Dental A Team (21:50.716) This is the practice I want to own again. And can I didn't duplicate that over here. If not, we've got work to do and that's okay. We just find the root causes. And then three, really making sure that you've got a leadership team on board to help you out with it. And I do have to caveat that one. Sometimes people write seat, like sometimes we put somebody in a leadership position and they're good for now. And then we get to a space where we're bigger and it doesn't work. And that's okay too. can switch things around. So I feel like those are the three top.   pieces, the accounts, the systems, and the culture to really dive into this early in the game. And then   Britt (22:24.646) Yeah.   Britt (22:28.486) You said something really good as well, right? Even in putting people in like leadership or leads.   The Dental A Team (22:30.963) Yeah.   Britt (22:34.332) I'm all for responsibility for title. Like try it out and see how they do before you give an actual title to something. I know manager is a term, like I get it, but it's like, I don't know. Like the power that can come can turn some people sometimes. I'm like, great. It might be, you're the point person for this office. You are maybe front desk lead or whatever it may be. People are like, well, we don't have a manager. Well, you go to TIFF, right? TIFF's responsible for that if you need something. So I will highlight that as you get the right   The Dental A Team (22:47.101) Hmm.   The Dental A Team (22:59.803) Yeah.   Britt (23:04.286) people in the right seats is don't move too fast on giving titles and getting yourself in a scenario that's going to be a crappy one to get yourself out of.   The Dental A Team (23:05.861) I agree.   The Dental A Team (23:12.766) I agree. think you highlighted that clarity. TIF is the one you go to for that. So when they know where they need to go for something, that's really all they need. They don't need to know, like, she's the lead. It's just that they need to know who can I trust for this information? When I have this issue arise, who can I trust to help me get a resolution for it?   So I love that clarity. So I love it, you guys. I hope those of you who are considering multipractice or have multipractice that you guys took some tidbits from today, reach out. Hello@TheDentalATeam.com If this is something that interested you, you need more information. We're here for it. If you're a client like texture consultant, if you're a future client, we can't wait to help you onboard your new.   practices and if you're a forever listener and you're not going to be a client, we love you too and we want to make sure that you have the resources as well. So please make sure you reach out. We are here for all of you. We want to make sure that you're super successful. Britt, you're a brilliant brain. Had it again. Thank you so much for that information. I think those are three really, really easy spaces to start with a lot of details. There's a lot that goes into those, but those are three spaces that we can consume and start working at. So thank you for being here with me today, Britt.   Alright, Dental A Team listeners, I love you, Britt. I love you guys. I want to hear from you. I want to know that this was an amazing podcast. I'll leave it's a five star review below. Let us know what else we can do to help you and reach out. Hello@TheDentalATeam.com Britt, thank you as always and hope you have a great rest of your day. Thanks. Bye guys.   Britt (24:41.722) You too.

Adam Daigle, Business Editor of the Acadiana Advocate, discusses the biggest business news of 2024 in this episode of Discover Lafayette. We want to thank the Advocate for highlighting our latest podcast each week in their online Business Section. You can subscribe online at theadvocate.com/newsletters to keep up with our community's latest business headlines. The # 1 story in 2024, without a doubt, is the announcement that Buc'ees will be opening at the northeast corner of Louisiana Avenue and Interstate 10. Rumored for years, this will be a major draw for motorists traveling along I-10, and most of the sales taxes paid will be collected from out-of-towners. When people travel, Buc-ees is a destination as well as a place to fill up the tank. The new site is projected to be a 74,000-square-foot building, complete with gas pumps and nearly 700 parking spaces, and the store is estimated to be a 13-month build, opening during the 2025 holiday season. The closest Buc-ees to Lafayette is either Alabama or Baytown, TX, so Lafayette can anticipate a heavily-trafficked spot for people looking for that golden Buc-ees' experience. I talked to a convenience store analyst, and he said, "Buc'ees takes everything you hate about traveling and removes it and replaces what you love about traveling. You want to stop there because you'll never wait in line for a gas pump. You want to go there because you know the bathroom is clean. You want to go there because they've got unique snacks and not Cheetos that every other place has. You get a brisket sandwich or a hot dog with the gas station. They've just flipped the whole concept on its head." There's a Tax-Increment Financing ("TIF") district already in place that dates back to when Stirling Properties originally built the Target Shopping Center across I-10 from where Buc-ees will be located. At the time, there was no water or sewer lines and the project was only feasible with this type of government assistance to cover the massive infrastructure needs. The TIF was paid off quicker than anticipated and is still in play today. To accommodate the Buc-ee's deal, a subdistrict was created, which will tax 2% of all sales, including gasoline purchases. While some question the need for TIF districts, this is a trend that has been taking place all across the U. S., and it is a negotiating tool that jurisdictions utilize to attract big business such as Buc-ees, Bass Pro, and other large retailers. As Adam says, "That is what you do to land the big boys. You got to pay for it." The # 2 story is the passing of Richard Zuschlag, Chairman and CEO of Acadian Companies. When he started his business in the early 70s with Roland Dugas and Richard Sturlese, funeral homes were dispatched to pick up people who were ill, and they were transported in a hearse. This was the era prior to ambulances and the trio identified a huge gap in the healthcare market. Zuschlag was the driving force in the company's growth, and he was also literally a driver of an ambulance in the early days. He attended all of the police jury and city council meetings to meet with people and get agreements signed. Acadian Ambulance would hold membership drives that ran on television, where people paid a fee to ensure that an ambulance would pick them up. Over the years, Zuschlag became the principal behind Acadian and the company experience extraordinary growth, opening up it National EMS Academy, Acadian Total Security, Air Med, Safety Management Systems, Executive Aircraft Charter Service, and Acadian Health (home healthcare services.) The late Richard Zuschlag, who founded Acadian Ambulance and served as Chairman and CEO of Acadian Companies. Today, Acadian Companies is an employee-owned company with 5200 employees in four states. Zuschlag's memory lives on through his family, and his son, Blaise, serves as Executive V. P. and Chief Administrative Officer. The # 3 story of the year is the opening of Supe...

The House and Senate leadership vote happens today.  As I previously reported Sen Bo Biteman and Tim Salazar made a deal with Senator Slithers, Tara Nethercott.  Turns out I was right.  What exactly is a TIF?  It's basically a way for municipalities to borrow against future tax collection.  So much for lowering taxes eh?

Cook County assessor Fritz Kaegi reassesses the Loop, completing the city assessment cycle. Danny Ecker discusses with host Amy Guth.Plus: A majority of City Council wants to vote down $300 million property tax hike, the Fed cuts interest rates for 2nd-straight meeting to support economy, LaSalle Street redevelopment set for $98 million TIF subsidy and Lincoln Square residents vote to end century-old booze ban.

Trying to figure out how to pay for schools, CPS and CTU discover TIF. That's a lot of acronyms. Ben riffs. Dan P returns to talk climate change. In particular, MAGA's contradictory attitude regarding the impact of humans on climate. They don't believe there is an impact when it comes to heating up the world. But they do believe Dems are creating hurricanes. Also, Dan talks water issues in Chicago. Dan is a commissioner on the Water Rec Board.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.