Podcasts about Toyota

The Japanese auto giant Toyota says global sales set a new record last year, despite trade tensions. What did Toyota do differently to others? This week, gold has again hit another record high – even though the price has dipped slightly today. Our presenter Rahul Tandon hears from one country that's benefiting from the gold boom. Also, strong iPhone demand boosts Apple's quarterly revenue and profit, as Microsoft faces pressure over spending on data centres.(Photo: Members of the media inspect a Toyota Yaris car displayed during a media preview at the 46th Bangkok International Motor Show 2025 automobile showcase in Nonthaburi, on the outskirts of Bangkok, Thailand, 24 March 2025. Credit: by RUNGROJ YONGRIT/EPA-EFE/REX/Shutterstock)

- Tesla Scraps Model S and X - Tesla's Profit Plummets 46% - Tesla to Build Own Chips Amid Geopolitical Risk - EV Battery Degradation Lower Than Expected - VW Launches New SDV Architecture in China - U.S. Tariffs Cost Hyundai and Kia Billions - Toyota #1 Automaker Again - China's Chery Eyes Underused JLR Plants - Xiaomi 1st Chinese Brand in Gran Turismo

- Tesla Scraps Model S and X - Tesla's Profit Plummets 46% - Tesla to Build Own Chips Amid Geopolitical Risk - EV Battery Degradation Lower Than Expected - VW Launches New SDV Architecture in China - U.S. Tariffs Cost Hyundai and Kia Billions - Toyota #1 Automaker Again - China's Chery Eyes Underused JLR Plants - Xiaomi 1st Chinese Brand in Gran Turismo

Today on CarEdge Live, Ray and Zach discuss the latest information from Toyota. Tune in to learn more! Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Shoot us a Text.Episode #1255: Waymo gains ground on rideshare rivals as Tesla undercuts them all. A global study shows bad CX drives customers away faster than high prices. And automakers pull back from Super Bowl ads, choosing more flexible, efficient buys.Only two automakers — Toyota and Cadillac — are confirmed for Super Bowl 2026, as most brands step away from the pricey event. Facing budget pressure and chasing efficiency, car companies are shifting spend to longer campaigns across other live events.Brands like Ford, BMW, Kia, Honda, Nissan, and Stellantis are sitting it out, citing affordability and better ROI elsewhere.With a $9 million price tag per 30 seconds plus production, the Super Bowl is losing appeal amid industry cost pressures.Automakers are turning to the Olympics, World Cup, and NBA All-Star Game for more cost-effective, multi-week campaigns.“There's no secret that the premium of being in the Super Bowl certainly would come at the expense of having some additional investment,” said Sean Gilpin, Hyundai CMO.Waymo is becoming a real contender in ride-hailing while Tesla goes for a classic price war play. A new Obi study compares autonomous and traditional services, showing a market reshaping rapidly — especially in San Francisco.Waymo's robotaxi pricing has dropped and is now only 12.7% more than Uber and 27.3% more than Lyft, compared to 30–40% higher in mid-2025.Tesla Robotaxi leads on price at just $8.17 per ride, but lags with 15.32-minute average wait times.Obi CEO Ashwini Anburajan: “They're using the playbook that Uber and Lyft used... and we know that playbook works."Consumers now prioritize customer experience over price with 59% abandoning a brand after one bad experience versus 55% fleeing due to price hikes, according to a global Havas CX study. Consistency and emotional connection are key drivers of loyalty.A global survey of 59,000+ shoppers shows experience matters more than cost — more consumers ditch brands after poor service than high prices.Consistent, seamless experiences across digital and physical channels top what customers value most.Emotional connection and personalization now weigh as heavily as functional efficiency in shaping CX.“Loyalty can only be earned by delivering unwavering consistency, authentic personal connection, and experiences that create lasting emotional memories,” says David Shulman.This episode of the Automotive State of the Union is brought to you by Amazon Autos: MeetJoin Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

It's been a huge few weeks for the electric vehicle industry — at least in North America.After a major trade deal, Canada is set to import tens of thousands of new electric vehicles from China every year, and it could soon invite a Chinese automaker to build a domestic factory. General Motors has also already killed the Chevrolet Bolt, one of the most anticipated EV releases of 2026.How big a deal is the China-Canada EV trade deal, really? Will we see BYD and Xiaomi cars in Toronto and Vancouver (and Detroit and Seattle) any time soon — or is the trade deal better for Western brands like Volkswagen or Tesla which have Chinese factories but a Canadian presence? On this week's Shift Key, Rob talks to Greig Mordue, a former Toyota executive who is now an engineering professor at McMaster University in Hamilton, Ontario, about how the deal could shake out. Then he chats with Heatmap contributor Andrew Moseman about why the Bolt died — and the most exciting EVs we could see in 2026 anyway.Shift Key is hosted by Robinson Meyer, the founding executive editor of Heatmap, and Jesse Jenkins, a professor of energy systems engineering at Princeton University. Jesse is off this week.Mentioned: Canada's new "strategic partnership” with ChinaThe Chevy Bolt Is Already Dead. Again.The EVs Everyone Will Be Talking About in 2026--This episode of Shift Key is sponsored by …Heatmap Pro brings all of our research, reporting, and insights down to the local level. The software platform tracks all local opposition to clean energy and data centers, forecasts community sentiment, and guides data-driven engagement campaigns. Book a demo today to see the premier intelligence platform for project permitting and community engagement.Music for Shift Key is by Adam Kromelow. Hosted on Acast. See acast.com/privacy for more information.

GERMANY REINTRODUCES EV CAR GRANTThe German Government has reintroduced their electric car grant that is between €1500 and €6000. Criteria for eligibility include the vehicle's size, buyer's earnings and family size. To find out more, click this EV Powered article link here.RENAULT BECOMES EUROPE'S NO.2 CAR COMPANYRenault Group became the No.2 car maker in Europe after a jump in sales. By doing so they overtook Toyota. They increased their sales by 7.4%, which includes light commercial vehicles. Click this Autocar article link here, to read more.BYD INCREASED BATTERY WARRANTYBYD, the Chinese EV maker, has increased the warranty for their batteries to 155,000 miles. This increases from the previous 93,000 miles but still remains at eight years. To learn more, click this Motoring Research article link here.SCOTTISH GOVERNMENT ALLOCATES £85M TO LOW CARBON PROGRAMMESIn the 2026/27 budget, from the Scottish Government, they announce that they will be allocating £85 million to ‘low carbon programmes', with vague language about expanding public charging and support for low emission vehicles. The details, currently, are scant and it would be unwise to get too excited until knowing more. More can be found by clicking this electrive article link here.If you like what we do, on this show, and think it is worth a £1.00, please consider supporting us via Patreon. Here is the link to that CLICK HERE TO SUPPORT THE PODCASTNEW NEW CAR NEWS -Volvo EX60Volvo has unveiled their new electric SUV, the mid sized EX60. Boasting a ‘game-changing' new platform and ‘radical in-car technology'. With a range of up to 503 miles, prices start at £56,850 and rise to £70,360. Click this Autocar article link here for more.Leapmotor B05Leapmotor has finally revealed the interior of their B05 hatchback, at the recent Brussels Motor Show. Following the trend of a minimalist space, there are virtually no physical buttons to be seen. A maximum range of 285 miles is better than the Astra Electric but much less than the VW ID.3 and Kia EV4. The brand is hoping the price will sway buyers as it is expected to start below £30,000. Exact prices and availability timings are yet to be announced. Click this EV Powered article for more.Encor S1The Encor S1 is a restomod based on the Lotus Esprit Mk1. See, restomods don't just need to be 911s! It comes with a carbon fibre body, a 400bhp V8 and will set you back at least £500,000. It looks fantastic. Click this EVO article link here, to see more.LUNCHTIME WATCH: ALRIGHT, WHICH RICH DIPSH*TS COMMISSIONED THESE ROLLS-ROYCESWe are sharing a wonderful article from Victoria Scott,

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In this episode, Bill Scherkenbach, one of W. Edwards Deming's closest protégés, and host Andrew Stotz discuss why leadership decisions shape outcomes far more than frontline effort. Bill draws on decades of firsthand experience with Deming and with businesses across industries. Through vivid stories and practical insights, the conversation challenges leaders and learners alike to rethink responsibility, decision-making, and what it truly takes to build lasting quality. Bill's powerpoint is available here. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Dr. Deming's recommendation. He authored the Deming Route to Quality and Productivity at Deming's behest and at 79, still champions his mentor's message: Learn, have fun, and make a difference. The discussion for today is, I think we're going to get an answer to this question. And the question is: Where is quality made? Bill, take it away.   0:00:44.9 Bill Scherkenbach: Where is quality made? I can hear the mellifluous doctor saying that. And the answer is: In the boardroom, not on the factory floor. And over and over again, he would say that it's the quality of the decisions that the management make that can far outweigh anything that happens on the shop floor. And when he would speak about that, he would first of all, because he was talking to the auto industry, he would talk about who's making carburetors anymore. "Nobody's making carburetors because it's all fuel injectors," he would say. And anyone who has been following this, another classic one is: Do you ever hear of a bank that failed? Do you think that failed because of mistakes in tellers' windows or calculations of interest? Heck no. But there are a whole bunch of other examples that are even more current, if you will. I mean, although this isn't that current, but Blockbuster had fantastic movies, a whole array of them, the highest quality resolutions, and they completely missed the transition to streaming. And Netflix and others took it completely away from them because of mistakes made in the boardroom. You got more recently Bed Bath & Beyond having a great product, a great inventory.   0:02:51.4 Bill Scherkenbach: But management took their eyes off of it and looked at, they were concerned about stock buybacks and completely lost the picture of what was happening. It was perfect. It was a great product, but it was a management decision. WeWork, another company supplying office places. It was great in COVID and in other areas, but through financial mismanagement, they also ended up going bust. And so there are, I mean, these are examples of failures, but as Dr. Deming also said, don't confuse success with success. If you think you're making good decisions, you got to ask yourself how much better could it have been if you tried something else. So, quality is made in the boardroom, not on the factory floor.   0:04:07.9 Andrew Stotz: I had an interesting encounter this week and I was teaching a class, and there was a guy that came up and talked to me about his company. His company was a Deming Prize from Japan winner. And that was maybe 20, 25 years ago. They won their first Deming Prize, and then subsidiaries within the company won it. So the actual overall company had won something like nine or 10 Deming Prizes over a couple decades. And the president became...   0:04:43.5 Bill Scherkenbach: What business are they in?   0:04:45.5 Andrew Stotz: Well, they're in...   0:04:47.0 Bill Scherkenbach: Of winning prizes?   0:04:48.7 Andrew Stotz: Yeah, I mean, they definitely, the CEO got the distinguished individual prize because he was so dedicated to the teachings of Dr. Deming. And he really, really expanded the business well, the business did well. A new CEO took over 15 years ago, 10 years ago, and took it in another direction. And right now the company is suffering losses and many other problems that they're facing. And I asked the guy without talking about Deming, I just asked him what was the difference between the prior CEO and the current one or the current regimes that have come in. And he said that the prior CEO, it was so clear what the direction was. Like, he set the direction and we all knew what we were doing. And I just thought now as you talk about, the quality is made at the boardroom, it just made me really think back to that conversation and that was what he noticed more than anything. Yeah well, we were really serious about keeping the factory clean or we used statistics or run charts, that was just what he said, I thought that was pretty interesting.   0:06:06.7 Bill Scherkenbach: Absolutely. And that reminds me of another comment that Dr. Deming was vehement about, and that was was the management turnover. Turnovers in boardrooms every 18 months or so, except maybe in family businesses. But that's based on the quality of decisions made in the boardroom. How fast do you want to turn over the CEOs and that C-suite? So it's going to go back to the quality is made in the boardroom.   0:06:50.0 Andrew Stotz: Yeah, and I think maybe it's a good chance for me to share the slide that you have. And let's maybe look at that graphic. Does that makes sense now?   0:07:00.9 Bill Scherkenbach: Sure, for sure.   0:07:02.2 Andrew Stotz: Let's do that. Let's do that. Hold on. All right.   0:07:15.8 Bill Scherkenbach: Okay, okay, okay. You can see on the top left, we'll start the story. I've got to give you a background. This was generated based on my series of inputs and prompts, but this was generated by Notebook LM and based on the information I put in, this is what they came up with.   0:07:48.6 Andrew Stotz: Interesting.   0:07:50.1 Bill Scherkenbach: Based on various information, which I think did a fairly decent job. In any event, we're going to talk about all of these areas, except maybe the one where it says principles for active leadership, because that was the subject of a couple of our vlogs a while ago, and that is the three foundational obligations. And so the thing is that quality, even though Dr. Deming said it was made in the boardroom, one of the problems is that management did not know what questions to ask, and they would go, and Dr. Deming railed against MBWA, management by walking around, primarily because management hadn't made the transition to really take on board what Dr. Deming was talking about in profound knowledge. And that is, as you've mentioned, setting that vision, continually improving around it, and pretty much absolutely essential was to reduce fear within the organization.   0:09:25.9 Bill Scherkenbach: And so management by walking around without profound knowledge, which we've covered in previous talks, only gets you dog and pony shows. And with the fear in the organization, you're going to be carefully guided throughout a wonderful story. I mentioned I was in Disney with some of my granddaughters over the holidays, and they tell a wonderful story, but you don't ever see what's behind the scenery. And management never gets the chance because they really haven't had the opportunity to attain profound knowledge. So that's one of the things. I want to back up a little bit because Dr. Deming would... When Dr. Deming said quality is made at the top, he only agreed to help companies where the top management invited him, he wasn't out there marketing. If they invited him to come in, he would first meet with them and they had to convince him they were serious about participating, if not leading their improvement. And given that, that litmus test, he then agreed to work with them. Very few companies did he agree to on that. And again as we said, the quality of the decisions and questions and passion that determine the successfulness of the company. And so.   0:11:40.0 Andrew Stotz: It made me think about that letter you shared that he was saying about that there was, I think it was within the government and government department that just wasn't ready for change and so he wasn't going to work with it. I'm just curious, like what do you think was his... How did he make that judgment?   0:12:00.0 Bill Scherkenbach: Well, it wasn't high enough. And again, I don't know how high you'd have to go in there. But quite honestly, what we spoke about privately was in politics and in the federal government, at least in the US, things change every four years. And so you have management turnover. And so what one manager, as you described, one CEO is in there and another one comes in and wants to do it their way, they're singing Frank Sinatra's My Way. But that's life….   0:12:49.3 Andrew Stotz: Another great song.   0:12:50.7 Bill Scherkenbach: Another, yes.   0:12:52.1 Andrew Stotz: And it's not like he was an amateur with the government.   0:12:57.5 Bill Scherkenbach: No.   0:13:00.3 Andrew Stotz: He had a lot of experience from a young age, really working closely with the government. Do you think that he saw there was some areas that were worth working or did he just kind of say it's just not worth the effort there or what was his conclusions as he got older?   0:13:16.9 Bill Scherkenbach: Well, as he got older, it might, it was the turnover in management. When he worked for Agriculture, although agriculture is political, and he worked for Census Bureau back when he worked there, it wasn't that political, it's very political now. But there was more a chance for constancy and more of a, their aim was to do the best survey or census that they could do. And so the focus was on setting up systems that would deliver that. But that's what his work with the government was prior to when things really broke loose when he started with Ford and GM and got all the people wanting him in.   0:14:27.0 Andrew Stotz: I've always had questions about this at the top concept and the concept of constancy of purpose. And I'm just pulling out your Deming Route to Quality and Productivity, which, it's a lot of dog ears, but let's just go to chapter one just to remind ourselves. And that you started out with point number one, which was create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs. One of my questions I always kind of thought about that one was that at first I just thought he was saying just have a constancy of purpose. But the constancy of purpose is improvement of product and service.   0:15:13.6 Bill Scherkenbach: Well, yes and no. I mean, that's what he said. I believe I was quoting what his point number one was. And as it developed, it was very important to add, I believe, point number five on continual improvement. But constancy of purpose is setting the stage, setting the vision if you will, of where you want to take the company. And in Western management, and this is an area where there really is and was a dichotomy between Western and Eastern management. But in Western management, our concept of time was short-term. Boom, boom, boom, boom. And he had a definite problem with that. And that's how you could come up with, well, we're going to go with this fad and that fad or this CEO and that CEO. There was no thinking through the longer term of, as some folks ask, "what is your aim? Who do you think your customer base is now?" don't get suckered into thinking that carburetors are always going to be marketable to that market base. And so that's where he was going with that constancy of purpose. And in the beginning, I think that was my first book you're quoting, but also, in some of his earlier works, he also spoke of consistency of purpose, that is reducing the variation around that aim, that long-term vision, that aim.   0:17:19.2 Bill Scherkenbach: Now, in my second book, I got at least my learning said that you've got to go beyond the logical understanding and your constancy of purpose needs to be a mission, a values and questions. And those people who have who have listened to the the previous vlogs that we've had, those are the physiological and emotional. And I had mentioned, I think, that when when I went to GM, one of the things I did was looked up all the policy letters and the ones that Alfred Sloan wrote had pretty much consistency of three main points. One, make no mistake about it, this is what we're going to do. Two, this is why we're going to do it, logical folks who need to understand that. And to give a little bit of insight on on how he was feeling about it. Sometimes it was value, but those weren't spoken about too much back then. But it gave you an insider view, if you will. And so I looked at that, maybe I was overlooking. But I saw a physiological and emotional in his policy letters.   0:19:00.7 Bill Scherkenbach: And so that's got to be key when you are establishing your vision, but that's only the beginning of it. You have to operationalize it, and this is where management has to get out of the boardroom to see what's going on. Now, that's going to be the predictable, and some of your clients, and certainly the ones over in Asia, are speaking about Lean and Toyota Production System and going to the Gemba and all of those terms. But I see a need to do a reverse Gemba and we'll talk about that.   0:19:49.6 Andrew Stotz: So, I just want to dig deeper into this a little bit just for my own selfish understanding, which I think will help the audience also. Let's go back in time and say that the, Toyota, let's take Toyota as an example because we can say maybe in the 60s or so, they started to really understand that the improvement of product quality, products and service quality and all that was a key thing that was important to them. But they also had a goal of expanding worldwide. And their first step with that maybe was, let's just say, the big step was expanding to the US. Now, in order to expand to the US successfully, it's going to take 10, maybe 20 years. In the beginning, the cars aren't going to fit the market, you're going to have to adapt and all that. So I can understand first, let's imagine that somebody says our constancy of purpose is to continuously improve or let's say, not continuously, but let's just go back to that statement just to keep it clear. Let's say, create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs.   0:21:07.2 Andrew Stotz: So the core constancy in that statement to me sounds like the improvement. And then if we say, okay, also our vision of where we want to be with this company is we want to capture, let's say, 5% of the US market share within the next 15 years or five or 10 years. So you've got to have constancy of that vision, repeating it, not backing down from it, knowing that you're going to have to modify it. But what's the difference between a management or a leadership team in the boardroom setting a commitment to improvement versus a commitment to a goal of let's say, expanding the market into the US. How do we think about those two.   0:21:53.6 Bill Scherkenbach: Well as you reread what I wrote there, which is Dr. Deming's words and they led into the, I forget what he called it, but he led into the progression of as you improve quality, you improve productivity, you reduce costs.   0:22:33.6 Andrew Stotz: Chain reaction.   0:22:34.5 Bill Scherkenbach: Yeah, the chain reaction. That's a mini version of the chain reaction there. And at the time, that's what people should be signing up for. Now the thing is that doesn't, or at least the interpretations haven't really gone to the improvement of the board's decision-making process. I mean, where he was going for was you want to be able to do your market research because his sampling and doing the market research was able to close the loop to make that production view a system, a closed-loop system. And so you wanted to make sure that you're looking far enough out to be able to have a viable product or service and not get caught up in short-term thinking. Now, but again, short-term is relative. In the US, you had mentioned 10 or 20 years, Toyota, I would imagine they still are looking 100 years out. They didn't get suckered into the over-committing anyway to the electric vehicles. Plug-in hybrids, yes, hybrids yes, very efficient gas motors, yes. But their constancy of purpose is a longer time frame than the Western time frame.   0:24:27.1 Andrew Stotz: Yeah, that was a real attack on the structure that they had built to say when they were being told by the market and by everybody, investors, you've got to shift now, you've got to make a commitment to 100% EVs. I remember watching one of the boardroom, sorry, one of the shareholder meetings, and it's just exhausting, the pressure that they were under.   0:24:55.2 Bill Scherkenbach: Yep, yep. But there... Yeah.   0:25:00.0 Andrew Stotz: If we take a kid, a young kid growing up and we just say, look, your main objective, and my main objective with you is to every day improve. Whatever that is, let's say we're learning science.   0:25:17.3 Bill Scherkenbach: You're improving around your aim. What is your vision? What are you trying to accomplish? And that obviously, if you're you're saying a kid that could change otherwise there'd be an oversupply of firemen.   0:25:38.5 Andrew Stotz: So let's say that the aim was related to science. Let's say that the kid shows a really great interest in science and you're kind of coaching them along and they're like, "Help me, I want to learn everything I can in science." The aim may be a bit vague for the kid, but let's say that we narrow down that aim to say, we want to get through the main topics of science from physics to chemistry and set a foundation of science, which we think's going to take us a year to do that, let's just say. Or whatever. Whatever time frame we come up with, then every day the idea is, how do we number one improve around that aim? Are we teaching the right topics? Also, is there better ways of teaching? Like, this kid maybe learns better in the afternoon and in the morning, whereas another kid I may work with works better in another... And this kid likes five-minute modules and then some practical discussion, this kid likes, an hour of going deep into something and then having an experiment is when we're talking about improvement, is the idea that we're just always trying to improve around that aim until we reach a really optimized system? Is that what we're talking about when we're talking about constancy of purpose when it comes to improving product and service?   0:27:14.4 Bill Scherkenbach: Well there's a whole process that I take my clients through in coming up with their constancy of purpose statement. And the board should be looking at what the community is doing in the next five years, 10 years, where the market is going, where politics is going, all sorts of things. And some of it. I mean, specifically in the science area, it's fairly well recognized that the time of going generation to generation to generation has gone from years to maybe weeks where you have different iterations of technology. And so that's going to complicate stuff quite honestly, because what was good today can be, as Dr. Deming said, the world could change. And that's what you've got to deal with or you're out of business. Or you're out of relevance in what you're studying. And so you have to... If you if you have certain interests, and the interests are driven... It's all going to be internal. Some interests are driven because that's where I hear you can make the most money or that's where I hear you can make the most impact to society or whatever your internal interests are saying that those are key to establishing what your aim is.   0:29:25.7 Andrew Stotz: Okay. You've got some PowerPoints and we've been talking about some of it. But I just want to pull it up and make sure we don't miss anything. I think this is the first text page, maybe just see if there's anything you want to highlight from that. Otherwise we'll move to the next.   0:29:43.0 Bill Scherkenbach: No I think we've we've covered that. Yeah, yeah. And the second page. Yeah, I wanted to talk and I only mentioned it when the Lean folks and the Agile folks talk about Gemba, they're pretty much talking about getting the board out. It's the traditional management by walking around, seeing what happens. Hugely, hugely important. But one of the things, I had one of my clients. Okay, okay. No, that's in the the next one.   0:30:29.4 Andrew Stotz: There you go.   0:30:30.7 Bill Scherkenbach: Okay, yeah. I had one of one of my clients do a reverse Gemba. And that is, that the strategy committee would be coming up with strategies and then handing it off to the operators to execute. And that's pretty much the way stuff was done in this industry and perhaps in many of them. But what we did was we had the operators, the operating committee, the operations committee, sit in as a peanut gallery or a, oh good grief. Well, you couldn't say a thing, you could only observe what they were doing. But it helped the operators better understand and see and feel what the arguments were, what the discussions were in the strategy, so that they as operators were better able to execute the strategy. And so not the board going out and down, but the folks that are below going up if it helps them better execute what's going on. But vice versa, management can't manage the 94%, and Dr. Deming was purposely giving people marbles, sometimes he'd say 93.4%. You know the marble story?   0:32:37.5 Andrew Stotz: I remember that [laughter]. Maybe you should tell that again just because that was a fun one when he was saying to, give them marbles, and they gave me marbles back.   0:32:45.7 Bill Scherkenbach: Yeah, yeah, yeah. Well, he said there was this professor in oral surgery that said there was a an Asian mouse or cricket, whatever, that would... You put in your mouth and they would eat all of the... Be able to clean the gums of all the bacteria better than anything. And described it in detail. And that question was on the test. Okay, please describe this mouse procedure. And he said all of the people, or a whole bunch of people except one, gave him back exactly step by step that he had taught. And one said, Professor, I've talked to other professors, I've looked around, I think you're loading us, that's what Deming said. And so he made the point that teaching should not be teachers handing out marbles and collecting the same marbles they they handed out. And so to some extent, he was testing, being overly precise.   0:34:12.8 Bill Scherkenbach: He wanted people to look into it, to see, go beyond as you were speaking of earlier, going beyond this shocking statement that there perhaps is some way that that really makes sense. So he wants you to study. Very Socratic in his approach to teaching in my opinion. And any event, management can't understand or make inputs on changing what the various levels of willing workers, and you don't have to be on the shop floor, you can be in the C-suite and be willing workers depending on how your company is operating. Go ahead.   0:35:12.0 Andrew Stotz: So let me... Maybe I can, just for people that don't know, Gemba is a Japanese word that means "the actual place," right? The place where the value is created.   0:35:23.8 Bill Scherkenbach: Sure.   0:35:26.2 Andrew Stotz: And the whole concept of this was that it's kind of almost nonsense to think that you could sit up in an office and run something and never see the location of where the problem's happening or what's going on. And all of a sudden many things become clear when you go to the location and try to dig down into it. However, from Dr. Deming context, I think what you're telling us is that if the leader doesn't have profound knowledge, all they're going to do is go to the location and chase symptoms and disrupt work, ultimately...   0:36:02.0 Bill Scherkenbach: Get the dog and pony shows and all of that stuff. And they still won't have a clue. The thing is...   0:36:08.6 Andrew Stotz: So the objective at the board level, if they were to actually go to the place, the objective is observation of the system, of how management decisions have affected this. What is the system able to produce? And that gives them a deeper understanding to think about what's their next decision that they've got to make in relation to this. Am I capturing it right or?   0:36:40.2 Bill Scherkenbach: Well there's a lot more to it, I think, because top management, the board level, are the ones that set the vision, the mission, the values, the guiding principle, and the questions. And I think it's incumbent on the board to be able to go through the ranks and see how their constancy of purpose, the intended, where they want to take the place is being interpreted throughout the organization because, and I know it's an oversimplification and maybe a broad generalization, but middle management... Well, there are layers of management everywhere based on their aim to get ahead, will effectively stop communication upstream and downstream in order to fill their particular aim of what they want to get out of it. And so this is a chance for the top management to see, because they're doing their work, establishing the vision of the company, which is the mission, values and questions, they really should be able to go layer by layer as they're walking around seeing how those, their constancy, their intended constancy is being interpreted and executed. And so that's where beyond understanding how someone is operating a lathe or an accountant is doing a particular calculation, return on invested capital, whatever.   0:38:47.5 Bill Scherkenbach: Beyond that, I think it's important for management to be able to absolutely see what is happening. But the Gemba that I originally spoke about is just the other way. You've got the strategy people that are higher up, and you have the operations people that are typically, well, they might be the same level, but typically lower. You want the lower people to sit in on some higher meetings so they have a better idea of the intent, management's intent in this constancy of purpose. And that will help them execute, operationalize what management has put on paper or however they've got it and are communicating it. It just helps. So when I talk about Gemba, I'm talking the place where the quality is made or the action is. As the boardroom, you need to be able to have people understand and be able to see what's going on there, and all the way up the chain and all the way down the chain.   0:40:14.4 Andrew Stotz: That's great one. I'm just visualizing people in the operations side thinking, we've got some real problems here and we don't really understand it. We've got to go to the actual place, and that's the boardroom[laughter]. It's not the factory line.   0:40:31.7 Bill Scherkenbach: Yes. Absolutely. And if the boardroom says you're not qualified, then shame on you, the boardroom, are those the people you're hiring? So no, it goes both ways, both ways.   0:40:46.8 Andrew Stotz: Now, you had a final slide here. Maybe you want to talk a little bit about some of the things you've identified here.   0:40:53.4 Bill Scherkenbach: Okay, that's getting back to, in the logical area of this TDQA is my cycle: Theory, question, data, action. And it's based on Dr. Deming and Shewhart and Lewis saying, where do questions come from? They're based on theory. What do you do with questions? Well, the answers to questions are your data. And you're just not going to do nothing with data, you're supposed to take action. What are you going to do with it? And so the theory I'm going to address, the various questions I've found helpful in order to, to some extent, make the decisions better, the ability to operationalize them better and perhaps even be more creative, if you will. And so one of the questions I ask any team is, have you asked outside experts their opinion? Have you included them? Have you included someone to consistently, not consistently, but to take a contrarian viewpoint that their job in this meeting is to play the devil's advocate? And the theory is you're looking for a different perspective as Pete Jessup at Ford came up with that brilliant view of Escher's.   0:42:47.1 Bill Scherkenbach: Different perspectives are going to help you make a better decision. And so you want to get out of the echo chamber and you want to be challenged. Every team should be able to have some of these on there. What's going to get delayed? The underlying theory or mental model is, okay, you don't have people sitting around waiting for this executive committee to come up with new things, time is a zero-sum game. What's going to get delayed and what are they willing to get delayed if this is so darn important to get done? Decision criteria. I've seen many teams where they thought that the decision would be a majority rule. They discuss and when it came down to submit it, they said, "no, no, this VP is going to make the decision." And so that completely sours the next team to do that. And so you have to be, if you're saying trust, what's your definition of trust? If the people know that someone is going to make the decision with your advice or the executive's going to get two votes and everyone else gets one, or it's just simple voting.   0:44:35.3 Bill Scherkenbach: The point is that making the decision and taking it to the next level, the theory is you've got to be specific and relied on. Team turnover, fairly simple. We spoke about executive turnover, which was a huge concern that Dr. Deming had about Western management. But at one major auto company, we would have product teams and someone might be in charge of, be a product manager for a particular model car. Well, if that person was a hard charger and it took product development at the time was three and a half years, you're going to get promoted from a director level to a VP halfway through and you're going to screw up the team, other team members will be leaving as well because they have careers. You need to change the policy just to be able to say, if you agree that you're going to lead this team, you're going to lead it from start to finish and to minimize the hassle and the problems and the cost of turnover, team turnover. And this is a short list of stuff, but it's very useful to have a specific "no-fault policy."   0:46:20.6 Bill Scherkenbach: And this is where Dr. Deming speaks about reducing fear. I've seen teams who know they can really, once management turns on the spigot and says, let's really do this, this is important, the team is still hesitant to really let it go because that management might interpret that as saying, "well, what are you doing, slacking off the past year?" As Deming said, "why couldn't you do that if you could do it with no method, why didn't you do it last year?" but the fear in the organization, well, we're going to milk it. And so all of these things, it helps to be visible to everyone.   0:47:23.0 Andrew Stotz: So, I guess we should probably wrap up and I want to go back to where we started. And first, we talked about, where is quality made? And we talked about the boardroom. Why is this such an important topic from your perspective? Why did you want to talk about it? And what would you say is the key message you want to get across from it?   0:47:47.1 Bill Scherkenbach: The key message is that management thinks quality's made in operations. And it's the quality of the... I wanted to put a little bit more meat, although there's a lot more meat, we do put on it. But the quality of the organization, I wanted to make the point depends on the quality of the decisions, that's their output that top leaders make, whether it's the board or the C-suite or any place making decisions. The quality of your decisions.   0:48:28.9 Andrew Stotz: Excellent. And I remember, this reminds me of when I went to my first Deming seminar back in 1990, roughly '89, maybe '90. And I was a young guy just starting as a supervisor at a warehouse in our Torrance plant at Pepsi, and Pepsi sent me there. And I sat in the front row, so I didn't pay attention to all the people behind me, but there was many people behind me and there was a lot of older guys. Everybody technically was pretty much older than me because when I was just starting my career. And it was almost like these javelins were being thrown from the stage to the older men in the back who were trying to deal with this, and figure out what's coming at them, and that's where I kind of really started to understand that this was a man, Dr. Deming, who wasn't afraid to direct blame at senior management to say, you've got to take responsibility for this. And as a young guy seeing all kinds of mess-ups in the factory every day that I could see, that we couldn't really solve. We didn't have the tools and we couldn't get the resources to get those tools.   0:49:47.9 Andrew Stotz: It just really made sense to me. And I think the reiteration of that today is the idea, as I'm older now and I look at what my obligation is in the organizations I'm working at, it's to set that constancy of purpose, to set the quality at the highest level that I can. And the discussion today just reinforced it, so I really enjoyed it.   0:50:11.2 Bill Scherkenbach: Well, that's great. I mean, based on that observation, Dr. Deming many times said that the master chef is the person who knows no fear, and he was a master chef putting stuff together. And we would talk about fairly common knowledge that the great artists, the great thinkers, the great producers were doing it for themselves, it just happened that they had an audience. The music caught on, the poetry caught on, the painting caught on, the management system caught on. But we're doing it for ourselves with no fear. And that's the lesson.   0:51:11.8 Andrew Stotz: Yeah. Well, I hope that there's a 24-year-old out there right now listening to this just like I was, or think about back in 1972 when you were sitting there listening to his message. And they've caught that message from you today. So I appreciate it, and I want to say on behalf of everyone at the Deming Institute, of course, thank you so much for this discussion and for people who are listening and interested, remember to go to deming.org to continue your journey. And of course, you can reach Bill on LinkedIn, very simple. He's out there posting and he's responding. So feel free if you've got a question or comment or something, reach out to him on LinkedIn and have a discussion. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and it doesn't change. It is, "people are entitled to joy in work."

In this episode of Live Like a Leader, I sit down with organizational development expert Gil Crosby (https://www.crosbyod.com/) to explore timeless principles for change, leadership, and frontline empowerment. Learn why most “programs” fail, how to balance authority with freedom, and how leaders can unlock performance by listening to the people closest to the work.Gil Crosby has been an Organization Development Professional since 1984. He applies the Social Science of Kurt Lewin to help organizations navigate change and improve performance, as the same principles apply in both business and society. He is also a Professor at the Leadership Institute of Seattle, and he has just published his 7th book, Leadership and the Front-Line Workforce, for anyone in an organization. Here's what we get into: Kurt Lewin's social science—and why it still worksGil explains Lewin's core insight: when people who live with the problem talk it through together, design solutions that make sense to them, and test them, change actually sticks. Whether it's improving productivity in a plant or reducing violence in a community, people implement what they help shape. Why “forcing best practices” often failsWe talk about how organizations take something like Lean or the Toyota Production System and try to copy-paste it—usually by forcing compliance. Gil highlights what gets left out: at Toyota, when a worker stops the line, the supervisor's first response is “Thank you.” That level of respect and engagement is the point—and when it's missing, the system becomes just another top-down “program of the month.” A perfect frontline story: the Channel Locks lessonGil tells an incredible example from a manufacturing plant: management tried to reduce theft by making workers check out channel locks (basic tools used constantly), which slowed production every time someone needed one. When we asked the obvious question—what does downtime cost compared to a $15 tool?—The plant manager immediately changed course: “Tomorrow, we're putting channel locks everywhere.”And the best part? Once workers saw leadership was actually listening, they didn't steal them. Trust went up, friction went down, and productivity improved. Empowerment isn't “nice”—it's operationalI share why bad customer service drives me crazy (including what I've seen in Slovakia), and the pattern underneath it: people on the front line aren't empowered to make decisions. If the people closest to the work can't act, everything bottlenecks—and leadership often doesn't even know what's broken. Battlefield leadership and “commander's intent.”We connect this to military lessons: when leaders hoard information and control, people suffer. When teams understand the goal and the intent, they can make smarter decisions in real time. That's true in combat, and it's true in business. Democracy vs. autocracy—at work and in societyGil shares Lewin's conclusion that hit me hard: every generation has to learn how to be effective democratic citizens, because democracy isn't self-sustaining. The same is true inside organizations: if people aren't taught how to think, participate, and take ownership, you'll get passivity… or rebellion. The leadership sweet spot: structure + freedomOne of my favorite parts: Gil breaks leadership down as a balance of structure and freedom.People need clarity, information, accountability, and guidance.They also need autonomy and space to think.Too much control creates compliance-without-commitment. Too little structure turns into leaderless chaos. Meetings, fear, and why delegation is so hardWe talk about why leaders struggle to delegate well: endless meetings, unclear authority structures, and fear—fear of upsetting someone, fear of saying no, fear of authority (often rooted way earlier than work). I share a line I coach leaders to use when they're overloaded: “I'd be happy to do that. I'm maxed out—what would you like me to deprioritize so I can take this on?” Gil's low moment, and a leadership lessonGil opens up about the Great Recession: no safety net, consulting work dried up, and he drove a taxi to survive. His takeaway is powerful: do your best, no matter the role. And don't get cocky when money is flowing, because it can stop.MY BIGGEST TAKEAWAYIf you want performance, stop trying to “roll out” solutions to people. Build solutions with them. The front line sees what leadership can't—and when you treat them like owners instead of obstacles, everything improves: morale, execution, and results. --------John Bates provides 1:1 Executive Communications Coaching, both in-person and online. He also gets 92+ Net Promoter Scores for his large and small group leadership development trainings at organizations like Johnson & Johnson, NASA, Google, Intuit, Boston Scientific, and many more. Find more at https://executivespeakingsuccess.com.Sign up for his weekly micro-trainings for free at https://johnbates.com/mini-trainings and create a great leadership communications habit that makes you the kind of leader who inspires trust, loyalty, and connection.

An end to this brutal winter weather is coming. But not until this weekend. It's going to stay really cold for most of the week, but by Saturday, we should see temps creep back into the 20's. As we get back to reality today, we recapped this past weekend's Riverfront Revolt at the La Crosse Center, including Brian taking his clothes off. In the news this morning, the UW-Madison Chancellor is leaving for Columbia University, a deadly plane crash in Maine, a recall on Toyota trucks, and a Dodge County man is arrested on charges of incest & child sexual assault. In sports, the Pats & Seahawks won yesterday to advance to the Super Bowl, Giannis gets injured and will miss several weeks, the Bucks game got postponed due to the weather, the Badgers lost to USC yesterday to end their five-game winning streak, and a recap of UFC 324. We talked about what's on TV today/tonight and we also reacted to Alex Honnold's climb to the top of that skyscraper in Taipei. Elsewhere in sports, the latest on the NFL coaching moves, a Packer player gets arrested at the airport, and Fernando Mendoza officially declares for the NFL draft. A crossing guard in Chicago is going viral after he helped some kids cross a flooded street, and a teacher who saved one of her students who was choking on a burger. The winter weather is the big story recently, so we played a winter storm-edition of "Did You Know?" And in today's edition of "Bad News with Happy Music", we had stories about a guy who stole a harp & jumped in a river, some people are upset about allegedly "see-through" Lululemons, an assault with a pork chop, a new study that confirms "size matters", and a really drunk bus driver.See omnystudio.com/listener for privacy information.

This weeks show starts with Sami's review of the 2026 Toyota Sienna minivan, which is apparently inspired by Japan's iconic bullet trains. Although our hosts struggle to see the direct connection, their discussion of the minivan covers all kinds of topics, ranging from the importance of max cargo room in a van, to whether shared media experiences are still valuable during a roadtrip. Then the guys talk about a few important news topics that came up, including the death of the Dodge Hornet, the arrival and cancellation of the new Chevy Bolt, and the arrival of new Chinese EVs on Canadian roads. Finally the show wraps up with an important reader question. We hope you enjoyed listening this episode as much as we loved recording it!

This Week’s Callers Caller 1: Meanstreet Racing talks ill about AAA Caller 2: Butt Dial Brian says Jimmy is Right Caller 3: Richard from Atlanta requests help from the listeners Caller 4: Richard from Atlanta talks about the Thanksgiving Trip Caller 5: Donny says sorry to Jeff Morgan Caller 6: Brian from North Carolina tells us they picked up 60,000 lbs of trash Caller 7: Kevin from Colorado talks about LTL Freight from UPS CALL US AND LEAVE US A VOICEMAIL!!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. An alternative method would be sending us an email at Jimmy@snailtrail4x4.com or at Tyler@snailtrail4x4.com. You can also find us on Instagram at SnailTrail4x4 or 4x4ToyotaTyler Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate Link

Business Coaching Secrets Episode 330 Recap In this episode, Karl Bryan and Road Dog dive deep into the hidden levers behind luxury branding for coaches, the power of the "illusion of scarcity," and the real-world tactics for building an elite personal brand and momentum. They unpack why so many coaches lose the "battle within," what actually works to attract high-end clients, why quality sleep is a business advantage, and concrete ways to overcome the self-promotion struggle. Authentic, actionable, and packed with direct advice, this episode is your roadmap for moving from stuck to standout in your coaching business. Key Topics Covered Luxury Branding and the Illusion of Scarcity Karl Bryan reveals why luxury brands like Rolex, Ferrari, and Louis Vuitton succeed—it's less about their logo and more about perceived scarcity and margins. Tangible tactics for coaches to position themselves as high-value, "hard-to-get" authorities, using the example of a busy calendar and limited client spots. Overcoming the Battle Within Karl Bryan shares mindset frameworks for winning the internal struggle (imposter syndrome, lack of focus) that derails coaches. Why changing your identity—not just your thoughts—is the foundation for lasting transformation. The Science of High Performance: Sleep, Energy & Routine Game-changing advice on tracking sleep and its direct impact on business results. How routines, environment, and sleep discipline make elite performance possible for coaches and clients alike. Building a Magnetic Personal Brand Why so many coaches struggle with self-promotion and the bio trap—and the surprising truth about what really builds trust and reputation online. Step-by-step guidance on creating daily content, showing value, and leveraging both AI and authenticity. Momentum, Discipline, and Consistency How to set activity-based targets (like 25 daily reach-outs) and detach from outcomes to build real momentum. The compounding power of relentless daily action and how skipping days destroys progress—using analogies from Michael Phelps, Tom Brady, and more. Notable Quotes "If you don't believe in your coaching, you won't transfer belief. You can't transfer what you don't already own." – Karl Bryan "You don't want your marketing to be Toyota in a Ferrari world. Illusion of scarcity is a superpower." – Karl Bryan "You can do anything, but you can't do everything. Define what you want—clarity is the cure for being stuck." – Karl Bryan "Sleep is probably the greatest investment you can make—in your life, in your business, everywhere." – Karl Bryan "Trust is built in moments, not your bio. The lurkers are the ones who buy." – Karl Bryan "The only thing harder than building a brand is trying to keep this podcast under 90 minutes." – Karl Bryan Actionable Takeaways Create Scarcity in Your Practice: Limit the number of client spots, show a full calendar, and don't always be available. Position yourself as in demand—even before you're full. Be Activity-Driven: Set daily reach-out targets (like 25 per day). Track activities, not just results, and detach from what you can't control. Invest in Sleep: Build a consistent, high-quality sleep routine. Track your sleep depth and protect your energy as fiercely as your calendar. Build Authority Through Value Moments: Focus social content on authentic "aha" moments, stories, and real solutions instead of just credentials. Leverage AI Wisely: Use tools like ChatGPT to spark and structure social content, but always infuse your unique personality and experiences. Momentum Is Everything: Don't skip days. Small actions, consistently applied, create compounding results. Discipline is the difference-maker. Serve Before You Sell: Offer value openly in your market—through events, free calls, and actionable insights—before expecting a sale. Personal Brand Focus: Don't obsess over your bio or likes; serve, post, and show your expertise. The buyers ("lurkers") are watching. Resources Mentioned Profit Acceleration Software™ (developed by Karl Bryan) – Demonstrates instant value and ROI to prospects. Focus.com – Coaching resources, daily emails, and events. Sleeping Tools: Oura Ring (for tracking sleep and activity). AI Content Creation: ChatGPT, Gemini, Claude—leverage AI for personalized, scalable content. Book: "The Art of War" (for mindset & strategy). Networking: Joint ventures, local live events, and online groups (but focus on being with business owners, not just other coaches). Enjoyed the episode? Please subscribe, share with a fellow coach, and leave a review. See you next week on Business Coaching Secrets! Ready to elevate your coaching business? Don't wait—listen to the episode and take action. Visit focused.com for more on Profit Acceleration Software™ and to join our community of thriving coaches. Get a demo at: https://go.focused.com/profit-acceleration

- Trump's New “Escalade” Is Likely a Heavy-Duty GM Truck in Disguise - Can BMW Crack America's Full-Size SUV Market with An X9? - Tariffs Bite: GM Brings Buick Envision Manufacturing to The U.S. - Congress Keeps Drunk-Driving Tech Mandate Alive - Chinese Automakers Go Shopping as Nissan Dumps Overseas Capacity - China's Price War Turns Li Auto into A Short Seller's Dream - Renault Skips Selling Cars in China—But Wants Its Tech and Suppliers - Why GM and Ford Want You Banking Where You Buy Your Car - Toyota Study Challenges the Myth That PHEVs Don't Get Charged

Follow @djhouseplants Currently on his “Let Nature Nurture” Asia Tour, DJ Houseplants centers his concept of “Nurturing Bioacoustics” & conservation in all of the music he creates. With his natural affinity for all living systems, he loves to bring his signature sound of lush, hypnotic locked grooves to the dance floor. Inspired by my recent travels to Vietnam, this is an audio diary entry dedicated to the late acidic-drenched hours I spent cruising humid Saigon via moped. Waves of motorbikes moving through the streets like schools of anchovies, city lights illuminate and our minds melted, continue to hallucinate. S/o to Naymai Studio (Ý, Tan, & Bia) and Jellyfish (Hai & Nguyen)

- Trump's New “Escalade” Is Likely a Heavy-Duty GM Truck in Disguise - Can BMW Crack America's Full-Size SUV Market with An X9? - Tariffs Bite: GM Brings Buick Envision Manufacturing to The U.S. - Congress Keeps Drunk-Driving Tech Mandate Alive - Chinese Automakers Go Shopping as Nissan Dumps Overseas Capacity - China's Price War Turns Li Auto into A Short Seller's Dream - Renault Skips Selling Cars in China—But Wants Its Tech and Suppliers - Why GM and Ford Want You Banking Where You Buy Your Car - Toyota Study Challenges the Myth That PHEVs Don't Get Charged

No hemos ni terminado enero y vivimos un momento de máxima actividad en el calendario del motor. Más allá de la Fórmula 1, el Podcast Técnica Fórmula 1, dedica el segundo episodio de la semana a analizar competiciones clave como el Rally Dakar, el arranque del Mundial de Rallyes en Montecarlo y la inminente cita de las 24 Horas de Daytona, confirmando que la temporada 2026 ya está plenamente en marcha. Mucho motor. Con el Dakar recién concluido, este segundo programa repasa los resultados en todas sus categorías: motos, coches, Challenger, Classic y camiones. Los colaboradores realizan una valoración global de una edición especialmente exigente, marcada por la dureza del recorrido y la fiabilidad como factor decisivo. Toca hablar de los momentos más relevantes de la prueba y se analiza con detalle el desempeño de los pilotos españoles, poniendo en contexto sus resultados dentro de una competición cada vez más profesionalizada y competitiva. El foco se traslada después al Mundial de Rallyes, que inicia su temporada, como es tradición, en el precioso Montecarlo. Antes de entrar en la previa del rally, Iván Fernández repasa la composición de los equipos y las novedades en las alineaciones de pilotos. Ford, Hyundai y Toyota protagonizan el análisis de las nuevas monturas, tanto desde el punto de vista del chasis como de las decoraciones, mientras se identifican los principales cambios técnicos, también en las categorías inferiores. El Rally de Montecarlo vuelve a presentarse como un desafío único dentro del calendario, con un recorrido exigente, tramos nocturnos y diurnos, y condiciones cambiantes que ponen a prueba la capacidad de adaptación de pilotos y equipos. Así que toca hacer una buena previa, detallando los kilómetros totales, la estructura de las jornadas y los retos específicos del rally, incluyendo las novedades en cuanto a compuestos de neumáticos y el material disponible para afrontar una prueba donde la puesta a punto del coche resulta crítica… y donde el año pasado los neumáticos, como en tantas pruebas, fueron protagonistas. Mirando a Estados Unidos. El cierre del episodio mira hacia Estados Unidos, con la previa de las 24 Horas de Daytona 2026. Se destacan los puntos fuertes de esta edición y la participación española, con nombres propios como Álex Palou, que competirá junto a Scott Dixon en Acura. El repaso a la lista de inscritos refleja la magnitud del evento, con una nutrida parrilla en las categorías GTP, LMP2, GTD Pro y GTD, y la presencia de los principales fabricantes y pilotos del panorama internacional. Empezamos con un plato fuerte, está claro. Con este recorrido por el Dakar, el WRC y la resistencia americana, el episodio confirma que el automovilismo afronta un inicio de año intenso y diverso. Y el Podcast Técnica Fórmula 1 arranca su décima temporada ofreciendo una visión global del motor, conectando disciplinas y campeonatos con la misma intensidad y pasión del primer episodio. Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

After a week of Tyler being sick, he is finally back, and the SnailBoys have a lot to talk about. They started with a very brief overview of the King of the Motos and how that works. Jimmy Tells everone what is up with Clifford and they discuss their KOH plans. MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

Mark Rosenthal has been learning on the front lines of continuous improvement, quality improvement, and leader development in manufacturing, engineering, the service sector, and health care, for over three decades.His baseline background and training experience was with Toyota-trained teachers in the USA and Japan. Though he has worked with a wide spectrum of organizations ranging from strategic projects for major global corporations, coaching and training small and medium sized businesses, and coaching individual business owners, he has increasingly been focusing on learning more about the process of leadership itself.Before joining the private sector, Mark spent time as a Commissioned Officer in the U.S. Army managing heavy equipment maintenance and logistics operations in Korea, the U.S., and Germany (as well as questionable activities such as jumping out of perfectly serviceable aircraft in flight).Mark is a well-known blogger with his "The Lean Thinker" website, and a co-founder of Kata School Cascadia.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

In this episode of The Unconventional Path, hosts Bela Musits and Mike Wasserman sit down with Dave Munson, the founder of Saddleback Leather Company. If you have ever wondered how to build a business that prioritizes legacy over quick profits, this conversation is for you. Dave shares his "non-traditional" approach to entrepreneurship, shifting from his roots as a youth pastor to creating a global leather brand famous for its "They'll Fight Over It When You're Dead" warranty.+4The leather goods market is often viewed as a crowded, commodity-driven space. Dave explains how Saddleback Leather differentiates itself by refusing to compete on price. While many companies cheapen materials to satisfy shareholders or venture capitalists, Dave and his family own 100% of the company. This independence allows them to use the toughest leather, highest-quality linings, and most durable hardware available—creating products like $700 briefcases that are designed to last a century.+4Saddleback Leather operates a factory in Mexico employing approximately 150 people. Dave discusses the importance of quality control when dealing with raw materials like leather, which varies by hide. To maintain excellence, he sources from top-tier tanneries in both the United States and Europe.+3Dave doesn't rely on traditional marketing; instead, he uses storytelling to build a community of "super fans". The Saddleback website is famous for sharing Dave's personal adventures, his family life, and the founding story of the brand. By focusing on brand strength rather than aggressive sales tactics, the company has secured high-profile partnerships with organizations like Toyota and luxury hotels through word-of-mouth alone.+4Now based in Fort Worth, Texas, Dave is currently building a unique headquarters featuring buildings made from compressed leather bales. He shares his philosophy on leadership, emphasizing the need to encourage employees—even if that means helping them eventually start their own businesses.+4Don't Race to the Bottom: Instead of asking why your product is expensive, ask why your competitors' products are so cheap.The Power of Persistence: Dave likens entrepreneurship to karate, noting that the only difference between a white belt and a black belt is that the black belt kept going.Branding vs. Marketing: Focus on building a strong brand identity that people want to associate with.Connect with Saddleback Leather Company: Visit their website to read Dave's memoir and see his latest leather designs.Our podcast is now available on YouTube.  Simply search for "The Unconventional Path" to subscribe and never miss an episode.We're always on the lookout for interesting guests to feature on our show. If you know someone who has an inspiring story, unique perspective, or valuable expertise to share, please let us know. We're eager to connect with potential guests who can bring fresh insights and engaging conversations to our audience.We also love hearing from our listeners! Your questions, comments, and suggestions are incredibly valuable to us. Send us an email at bela.and.mike@gmail.com with your thoughts, and we'll do our best to address them in a future episode. Whether you have a question about a specific topic, feedback on a recent episode, or ideas for future content, we want to hear from you. Your engagement helps us shape the show and deliver content that resonates with our listeners.Thanks for listening,Bela and MikeThe Anti-Commodity StrategyManufacturing and Global FootprintMarketing Through StorytellingLeadership and VisionKey Takeaways from the Episode:

Wippa was feeling bold today — when Kate read out an article about what women’s clothing gives people the ick, he figured it was his moment to review Kate’s outfit. Tune in next time to see if he’s still talking... Trump made headlines again after meeting Toyota’s boss and bestowing him with quite the nickname, a Weekend at Bernie’s-style attempt to board a flight landed a man in cuffs, and Fitzy’s holiday complaint may have backfired on him. And yes, the first Riddle Time of 2026 is here!See omnystudio.com/listener for privacy information.

Dicen que dos cabezas piensan mejor que una, pero en la industria del automóvil, a veces dos cabezas solo sirven para darse cabezazos. Existen frases muy manidas como “la unión hace la fuerza”, pero la historia nos demuestra que, en ocasiones, ocurre justo lo contrario: la unión no suma, resta. Hoy analizamos 10 ejemplos de colaboraciones fallidas, "Frankensteins" mecánicos y millones de euros tirados a la basura en proyectos que nunca debieron existir. 1. Cisitalia-Porsche Type 360 (1947): La genialidad maldita Esta historia comienza en una cárcel francesa, donde Ferdinand Porsche y Anton Piëch estaban presos tras la guerra. Piero Dusio, fundador de Cisitalia, pagó una fortuna por un diseño de Porsche para financiar su fianza. El resultado fue el Type 360, una locura técnica adelantada 20 años a su tiempo: motor central de 12 cilindros, doble compresor y tracción total conectable. 2. Maserati Quattroporte II (1974): La limusina lenta Bajo el paraguas de Citroën, Maserati intentó crear una berlina de lujo. El error fue partir del chasis del Citroën SM y usar su motor V6 de tracción delantera. El resultado fue una herejía: un Maserati de tracción delantera con menos de 200 CV para mover dos toneladas. Era lento y complicadísimo de reparar. Tras la quiebra de Citroën, Peugeot mandó destruir casi todas las unidades. Solo sobrevivieron 13. 3. Saab-Lancia 600 (1980): El vikingo friolero Saab necesitaba un coche nuevo y Lancia tenía el Delta. Decidieron vender el Delta en Suecia con el logo de Saab, prometiendo "temperamento latino y calidad sueca". Fue un desastre. El acero italiano de la época se oxidaba con la sal de las carreteras suecas y la calefacción no estaba pensada para el clima ártico. Además, la electrónica italiana enloquecía con la humedad escandinava. Casi arruina la reputación de Saab. 4. Alfa Romeo Arna (1983): El mundo al revés La lógica dictaba unir la fiabilidad japonesa con el diseño italiano. Pero hicieron lo contrario: usaron la carrocería del soso Nissan Cherry y le metieron la mecánica y electrónica caprichosa del Alfasud. Para colmo, las carrocerías se fabricaban en Japón y se enviaban a Nápoles para ser ensambladas por mano de obra sin experiencia. El coche era feo y se rompía constantemente. 5. Cadillac Allanté (1987): El puente aéreo más caro GM quería un rival para el Mercedes SL y contrató a Pininfarina. El problema fue logístico: Pininfarina fabricaba las carrocerías en Turín y las enviaban a Detroit en aviones Boeing 747 modificados (56 carrocerías por vuelo). Esta locura, conocida como el "Puente Aéreo Allanté", encareció el coche hasta los 54.000 dólares. Aunque no era mal coche, el Mercedes llegaba en barco, era mejor y más barato. 6. Chrysler TC by Maserati (1989): Un pacto de amigos Lee Iacocca y Alejandro de Tomaso decidieron colaborar. Usaron la plataforma del humilde Dodge Daytona, enviaron las piezas a Milán y Maserati las ensambló con cuero caro. El resultado costaba 33.000 dólares pero parecía un Chrysler LeBaron de 12.000. Fue un fracaso económico monumental que costó a Chrysler más de 600 millones de dólares. 7. Honda Crossroad (1993): Cuando Honda pierde aceite En plena fiebre SUV, Honda no tenía un todoterreno. Su solución fue traer el Land Rover Discovery, ponerle la "H" de Honda y llamarlo Crossroad. No cambiaron nada más. El choque cultural fue brutal: los clientes japoneses, acostumbrados a la fiabilidad absoluta, se encontraron con un coche inglés que dejaba manchas de aceite y tenía fallos eléctricos. Honda tuvo que recomprarlos y pedir perdón. 8. Cadillac Catera (1997): El pato que hacía Zig Cadillac intentó rejuvenecer su imagen importando el Opel Omega alemán a EE. UU. El coche no estaba mal, pero el marketing fue atroz. Usaron el eslogan "The Caddy that Zigs" y una mascota: un pato de dibujos animados. Nadie entendió qué hacía un Opel con un pato en un concesionario de lujo. Además, sufría problemas de fiabilidad y sobrepeso. 9. Aston Martin Cygnet (2011): La trampa legal Para cumplir con las normativas de emisiones europeas, Aston Martin cogió el pequeño Toyota iQ, le puso una parrilla propia, forró el interior de cuero y lo vendió por casi 40.000 euros (el triple que el Toyota). Mecánicamente era idéntico (98 CV). Fue una maniobra cínica para bajar la media de emisiones de la marca, aunque hoy son piezas de colección por su rareza. 10. Mercedes-Benz Clase X (2017): La estrella estrellada Mercedes quiso entrar en el mercado de las Pick-up usando la base de la Nissan Navara. Le cambiaron el frontal y el interior, pero la gente se dio cuenta de que era una Nissan con sobreprecio. Nadie quiso pagar el "impuesto de la estrella" por una herramienta de trabajo japonesa disfrazada. La producción se canceló apenas dos años después de su lanzamiento.

Mike Johnson and Beau Morgan spend some time with the driver of the No. 20 Toyota car for Joe Gibbs Racing in the NASCAR Cup Series, and defending Autotrader 400 winner at EchoPark Speedway, Christopher Bell. Mike, Beau, and Chris talk about how Chris feels about the new NASCAR playoff format, how it is racing at Echo Park Speedway, next month's Autotrader 400 at Echo Park Speedway, how Chris feels about rivalries in NASCAR, if Chris thinks he has any rivalries in NASCAR, and how Chris makes sure his rivalries don't go too far on or off the track.

HR1 - Falcons offensive line pairs nicely with Bill Callahan's run scheme In hour one Mike Johnson, Dylan Mathews, and Ali Mac quickly touch on some of the biggest headlines around the local and national sports scene, react to the Atlanta Falcons announcing that they have named Bill Callahan as their offensive line coach, explain why they think Falcons fans should expect more pulling guards with Bill Callahan as the Falcons offensive line coach, react to Baker Mayfield's strong comments in a post on ‘X' where he replied to Atlanta Falcons beat writer for the AJC D. Orlando Ledbetter's post on ‘X' where Ledbetter was talking about Stefanski's tenure in Cleveland, specifically the number of quarterbacks he had to work with because none seemed to stick, explain why they think Baker Mayfield's comments on 'X' yesterday will make the Falcons and Buccaneers rivalry even better, and spend some time with the driver of the No. 20 Toyota car for Joe Gibbs Racing in the NASCAR Cup Series, and defending Autotrader 400 winner at EchoPark Speedway, Christopher Bell. Mike, Beau, and Chris talk about how Chris feels about the new NASCAR playoff format, how it is racing at Echo Park Speedway, next month's Autotrader 400 at Echo Park Speedway, how Chris feels about rivalries in NASCAR, if Chris thinks he has any rivalries in NASCAR, and how Chris makes sure his rivalries don't go too far on or off the track. Finally, Mike, Dylan, and Ali close out hour one by diving into the life of Ali Mac in Ali's Mac Drop!

-Rockets BACK in Action on the Hard Wood Tonight Hosting the Spurs! -T-Mil's BEST BET$ for NBA Action TONIGHT/Tues! FOUR of 'em!$!$ -They Don't Call Clint 'DIRTY Red' for No Reason..

-Utah Jazz +13 vs Timberwolves -76ers/Suns OVER 222.5 -Rockets/Spurs OVER 221. -Alpi Sengun OVER 5.5 Assists for the Rockets tonight @ Toyota! Good luck!$!$

Planning is what stops "good intentions" turning into chaos. When teams skip planning, they don't just risk missing the deadline — they risk building the wrong thing, burning budget, and exhausting people on rework. A repeatable planning process keeps everyone aligned on outcomes, realities, actions, timelines, resources, and risks, so execution becomes calmer and faster. What is the planning process and why does it matter? The planning process is a repeatable way to define the outcome, map reality, set goals, design action steps, set timelines, allocate resources, plan contingencies, and track progress. It matters because most teams jump straight into the nitty gritty — meetings, tasks, and urgent emails — and mistake motion for progress. Post-pandemic (2020–2026), that "rush to action" has intensified as organisations face tighter budgets, hybrid teams, and faster competitive cycles. In multinationals (think Toyota-scale) you'll see more structure — governance, stage gates, and risk reviews — while SMEs and startups often rely on speed and intuition. Both can win, but both fail when they don't define "finished" early. In Japan, planning can be stronger in discipline but weaker in challenge if people copy seniors; in the US, planning can be faster but thinner if teams overvalue action. Do now: Write one sentence: "We will deliver ___ by ___ so that ___ improves." What is the first step in planning a project? The first step is defining the desired outcome so everyone shares the same destination. If the outcome is vague ("improve customer service"), the plan becomes a debate and execution becomes random. Better outcomes are specific, measurable, and tied to customer impact: reduce onboarding from 14 days to 3, cut defects by 20%, lift renewal rates by 5% by Q3. This is where leaders must "sell" the outcome, not just announce it. People aren't robots; they need to see why it matters, how it connects to strategy, and what trade-offs it requires. Use familiar frameworks to sharpen the outcome: SMART goals, OKRs (Objective + Key Results), or a simple "metric + deadline + owner." Consumer businesses may prioritise speed and experience; B2B firms may prioritise reliability and risk. Do now: Define 3 success measures (metric, deadline, owner) for your outcome. How do you assess the current situation before making a plan? You assess the current situation by establishing a clear baseline with facts, not opinions. You can't plan the route if you don't agree on the starting point. Capture the "as-is" reality: cycle time, backlog size, defect rate, conversion rate, churn, staffing capacity, supplier constraints, approval bottlenecks — whatever defines today's performance. Big firms may pull dashboards and market intelligence; smaller firms may rely on interviews and spreadsheets. Either works if it's accurate. This step prevents the classic argument later: "Did we actually improve?" It also exposes hidden constraints early (for example, a dependency on one overworked specialist, or a vendor lead time that makes your timeline impossible). Across cultures, the trap is the same: assumptions feel efficient until they prove expensive. Do now: List 10 baseline facts and agree: "This is our starting line." How should leaders set goals that actually get achieved? Leaders set achievable goals by breaking big targets into a hierarchy and translating them into weekly and daily units. A goal that can't be converted into actions is just a wish. Start with the outcome, then cascade: quarterly goals → monthly milestones → weekly targets → daily actions. Be realistic about constraints. Startups may set aggressive targets and iterate fast; regulated industries or complex global teams may need more conservative targets because governance, procurement, and compliance add time. In Japan, goal-setting can suffer if people avoid challenging targets to preserve harmony; in the US, it can suffer if targets are ambitious but under-resourced. Either way, align goals with capability, prioritise ruthlessly, and make ownership explicit. Do now: Build a "goal ladder" and assign one accountable owner per milestone. What makes action steps and time frames workable in the real world? Workable action steps name the work, the owner, the sequence, the dependencies, and the barriers — then lock them to real deadlines. This is where plans often collapse: the intent is clear, but the execution design is missing. Strong planning includes task allocation, coordination across teams, sequencing (what must happen first), supervision cadence, and known blockers. Then you set time frames that people respect by tying dates to deliverables, not vibes. Tools like a simple milestone calendar, a Gantt chart for complex work, or Agile sprints/Kanban for flow-based work can help — but the tool won't save you if "done" isn't defined. Deadlines should be explicit, shared, and reviewed, especially in hybrid teams spread across time zones. Do now: For each major step, write: owner, dependency, "definition of done," and due date. How do you plan resources, contingencies, and tracking so the plan survives surprises? Plans survive reality when they include honest resourcing, built-in contingencies, and simple tracking that warns you early. Resource planning isn't just budget — it's people, time, tools, approvals, and opportunity cost (what you stop doing to fund this). Under-counting resources creates rework and burnout. Contingencies turn "panic later" into "prepared now." Identify the top risks — supplier delays, staffing gaps, tech dependencies, scope creep — and pre-decide responses. Then track essentials: a few leading indicators (early warnings like backlog growth or missed handoffs) and lagging indicators (results like cost, quality, customer impact). This is classic PDCA (Plan-Do-Check-Act): plan carefully, execute, check frequently, and adjust fast. Do now: Define 3 risks with "If X happens, we will do Y by Z," plus 3 leading indicators to review weekly. Conclusion The planning process is not paperwork — it's how leaders create clarity, speed, and accountability. Define the outcome, baseline reality, set layered goals, design workable actions, lock timelines, allocate resources honestly, build contingencies, and track progress with early warnings. When you repeat the process, execution becomes less stressful and results become more predictable.

The Conway Show celebrates a major milestone — the Sweet 16, marking January 18th, 2010 as the day it all started right here on KFI. Plus, American Vision Windows opens a brand-new store in Indio, and Tim shares stories from meeting some incredible listeners along the way. It’s a beautiful day for the MLK Parade, but news breaks out of Leimert Park with reports of an assault on a police officer. Meanwhile, Toyota announces a massive $10 billion investment to build more cars in America. Then things get fun with dog talk apps — repeating “dog talk” back to your dog — and why dogs may be way smarter than we give them credit for. We circle back with the latest updates from Leimert Park, wrap with what’s hot at El Pollo Loco, and take a look at signs that LA film and TV production may finally be starting to come back. See omnystudio.com/listener for privacy information.

Welcome back! In this ep, we're ditching the mid-winter blues and focusing on the absolute chaos and excitement of the 2026 F1 pre-season. We're talking livery drops, the new safety car era, and why Toyota is suddenly everywhere. Plus, Mark Dailey spills the tea on his furnace disaster (major ick) and why the HVAC trade is arguably the ultimate bag alert right now.

f you're a James Bond fan, you won't want to miss our latest episode: 20 Things You Missed in YOU ONLY LIVE TWICE. In this deep‑dive discussion, we uncover 20 Things You Missed in YOU ONLY LIVE TWICE that even longtime Bond aficionados often overlook. From continuity errors to clever background details, cultural insights, filming quirks, and subtle storytelling decisions, this episode shines a spotlight on the hidden gems tucked inside the fifth Eon Productions Bond adventure.  Hosted by Dan and Tom of Cracking the Code of Spy Movies, this episode explores everything from mispronunciations in NASA communications to Bond's surprising use of nicknames, mysterious wardrobe changes, and the unexpectedly impressive continuity work involving Bond's shoes and those hard‑to‑miss spats. You'll hear about set design details at Henderson's apartment, incorrectly repaired desk statues, and the symbolic use of the color orange to hint at Helga Brandt's dangerous duality.  We also break down one of the most memorable sequences in the film: Little Nellie. From the autogyro's weapons to the number of helicopters chasing Bond, we uncover continuity oddities, filming inconsistencies, and blink‑and‑you‑miss‑them production shortcuts. The episode also dives into space capsule reflections, art replicas inside Blofeld's volcano lair, and the strange logic gaps surrounding Helga Brandt, Osato, and Bond's supposed "death."  Dan and Tom bring context, humor, and historical insights to each moment—from the real‑life sumo wrestler and Samoan grappler who appear on screen, to the realistic but deadly phosgene gas used near the Ama fishing village. And of course, we explore the infamous volcano base itself. From improbable gadgets Bond suddenly possesses, to the dramatic (and scientifically questionable) destruction of the SPECTRE spacecraft.  Plus, stay tuned for bonus observations on ninja entrances, frightened cats, references to Goldfinger, the Toyota 2000 GT convertibles made especially for the film, and clever audio design choices hidden throughout the final act.  Whether you've seen the movie once or a hundred times, you'll walk away with brand‑new insights and a deeper appreciation for this iconic Bond classic. Join us for a fun, fast‑paced, detail‑packed episode that proves you really do only live twice—but you might need far more viewings to catch everything in YOU ONLY LIVE TWICE.    Tell us what you think about our look at 20 Things You Missed In YOU ONLY LIVE TWICE    How many of these did you miss?  What did we miss from the movie? And, importantly, how many guys do you see in the car at the beginning of the chase when Bond leaves Osato's office?  Let us know your thoughts, ideas for future episodes, and what you think of this episode. Just drop us a note at info@spymovienavigator.com.  The more we hear from you, the better the show will surely be!  We'll give you a shout-out in a future episode!     You can check out all our CRACKING THE CODE OF SPY MOVIES podcast episodes on your favorite podcast app or our website. In addition, you can check out our YouTube channel as well.     Episode Webpage:  https://bit.ly/4qPaguI 

https://youtu.be/Wa1N35VjeLQ Mindfully Embracing the Moment to Navigate Change with James Simon In today's episode, Mindfully Embracing the Moment to Navigate Change, I'm joined by James Simon—high-performance coach, speaker, and author of Headwaters to Change: Navigating Growth, Cultivating Presence, an Amazon Top New Release. James has spent more than 20 years working at the intersection of performance and pressure, supporting individuals and organizations across healthcare, business, industry, and elite sport—where the stakes are real, and the margin for distraction is small. As the founder of Headwaters to Change High-Performance Coaching, James blends the philosophy of Kaizen—continuous improvement—with the discipline of mindfulness. His work cuts through the noise, strengthens focus, and builds sustainable performance rooted in presence rather than hustle. James's approach has been shaped by mentorship from Toyota leaders and legendary mindfulness and performance coach George Mumford, who is widely known for bringing mindfulness into the lives of NBA greats like Michael Jordan and Kobe Bryant. From the boxing ring to the boardroom, James brings a grounded, human edge to leadership and growth. No hype. No shortcuts. Just presence, process, and meaningful action—one moment at a time. This conversation is an invitation to slow down, reconnect with what matters, and discover how embracing the present moment can become your most powerful tool for navigating change. #debrakasowski #jamessimon #kaizen Website: https://headwaterstochange.com/ Instagram: https://www.instagram.com/headwaters_to_change/ LinkedIn: https://www.linkedin.com/company/headwaters-to-change/posts Debra Kasowski is the charismatic podcast host of The Millionaire Woman Show, 3X Best Selling Author, Speaker, and Certified Executive Coach. She interviews incredible speakers, authors, CEO, Business and Organizational Leaders and drops solo episodes with tips, strategies, and techniques for your success. GET YOUR GIFT Sign up for our Success Secrets Newsletter and download your FREE 10-page PDF of Reset Your Mindset at www.debrakasowski.com. 1. Connect with Debra Kasowski on social media https://www.youtube.com/user/debrakasowski https://www.instagram.com/debrakasowski https://www.facebook.com/debrakasowskiinternational https://www.twitter.com/debrakasowski 2. SUBSCRIBE to The Millionaire Woman Show podcast on Apple Podcasts or your favourite podcast player 3. PURCHASE Debra's books – Amazon, Barnes & Noble, and your favourite bookstore GPS Your Best Life – Debra Kasowski & Charmaine Hammond The Entrepreneurial Mom's Guide to Growing a Business, Raising a Family, and Creating a Life You Love Let's Be Curious: Ask the Right Questions, Get Better Answers Create What You Want

HABLANDO ACELERAO, EN ESTE PODCAST TE PONDRÁS AL DÍA DE TODO LO QUE ESTÁ SUCEDIENDO EN LA FÓRMULA 1 Y MOTORSPORTS.Síguenos en instagram @puertoricoracingsportsBUSCA NUESTRA TIENDA www.prracingshop.com Busca nuestro website de noticias www.prrsnews.comModelos a escala www.topdiecaststore.comMercancia de F1 con @oteromotorsports Auspiciado por :High Category, los mejores productos para el cuidado de tu auto.Síguelos en instagram @highcategory#f1 #formula 1 #podcast

In this episode, we dive into the pros and cons of both off-road trailers and rooftop tents, discussing comfort, mobility, setup time, and real-world overlanding use. Whether you prefer setting up a basecamp or moving camp every night, this episode will help you decide which setup best fits your travel style. Want a full list of our Pros and Cons? Check out the Blog: https://www.snailtrail4x4.com/rooftop-tent-vs-trailer/ MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

Check out Slicks Magazine: slicksmag.comUse code ETS10 at checkout for 10% off your Slicks Magazine orderEveryone loves a ranking — so we did it properly.

Greg Kihlström shares groundbreaking insights into how businesses can become experience-led enterprises. With real-world examples and a focus on innovation, Greg discusses digital transformation, agile methodologies, and the pivotal role of customer and employee experiences in driving success. This is a must-listen for anyone passionate about transforming organizations and delivering exceptional value to customers and teams alike. About the Guest Greg Kihlström is a best-selling author, speaker, and entrepreneur, and serves as an advisor and consultant to top companies on marketing technology, marketing operations, and digital transformation initiatives. He has worked with some of the world's top brands, including Adidas, Coca-Cola, FedEx, HP, Marriott, Nationwide, Victoria's Secret, and Toyota. He is a multiple-time Co-Founder and C-level leader, leading his digital experience agency to be acquired in 2017, successfully exited an HR technology platform provider he co-founded in 2020, and led a SaaS startup to be acquired by a leading edge computing company in 2021. He currently advises and sits on the Board of a marketing technology startup. Relevant Links https://www.linkedin.com/in/gregkihlstrom https://www.instagram.com/theagilebrand https://www.gregkihlstrom.com Episode Summary - The Top 3 Key Learnings Four Pillars of Transformation: Effective digital transformation hinges on integrating people, processes, platforms, and data. While technology matters, success ultimately depends on how well organizations address human and procedural challenges. Agile for Transformation: Agile methodologies can look different for every organization. Focus on principles like collaboration, adaptability, and delivering business value, rather than rigidly adhering to predefined methods. Return on Experience: Investing in customer and employee experiences yields measurable benefits, such as increased customer loyalty, higher lifetime value, and improved organizational efficiency. Chapters 00:00 Introduction and Guest Welcome 00:33 Greg Kihlström's Background and Career 01:55 Values Driving Professional Life 02:54 Digital Transformation Challenges 05:11 Measuring Return on Experience 09:23 Implementing Agile Methodologies 14:10 Practical Tips for Digital Transformation 16:47 AI in Digital Transformation 22:14 Future of Customer Experience 24:23 Conclusion and Final Thoughts Please, hit the follow button and leave your feedback: Apple Podcast: https://www.cxgoalkeeper.com/apple Spotify: https://www.cxgoalkeeper.com/spotify About the host: Gregorio Uglioni is a seasoned transformation leader with over 15 years of experience shaping business and digital change, consistently delivering service excellence and measurable impact. As an Associate Partner at Forward, he is recognized for his strategic vision, operational expertise, and ability to drive sustainable growth. A respected keynote speaker and host of the well-known global podcast Business Transformation Pitch with the CX Goalkeeper, Gregorio energizes and inspires organizations worldwide with his customer-centric approach to innovation. Follow Gregorio Uglioni on Linkedin: https://www.linkedin.com/in/gregorio-uglioni/ Podcast webpage: https://www.cxgaolkeeper.com/podcast

Hoy abordamos un tema que va contra la corriente del mercado actual: la supuesta muerte de las berlinas. Nos han dicho que los SUV son el futuro, que son más cómodos y seguros. Pero hoy vamos a demostrar, con la calculadora en la mano y la física de nuestro lado, que la silueta de tres volúmenes no solo no está muerta, sino que es la respuesta técnica necesaria a los problemas de eficiencia actuales. Si le pides a un niño que dibuje un coche, dibuja una berlina: motor, habitáculo y maletero. Es "El Coche" por definición. Durante décadas fue el estándar, desde los taxis de Nueva York hasta el coche familiar de los 90. Sin embargo, en los últimos 15 años hemos visto una "limpieza étnica" automotriz a favor del SUV. Pero te propongo dejar de mirar los anuncios y mirar los datos de los túneles de viento. Berlina vs. SUV: La dictadura de la física Vivimos en la era de la eficiencia obligatoria. En un eléctrico, la mala aerodinámica significa no llegar a destino; en uno de combustión, significa gastar más. La berlina es imbatible aquí. Muchas marcas presumen de que sus SUV tienen un Coeficiente Aerodinámico (Cx) similar al de una berlina (0.29, por ejemplo). ¡Es una trampa! Lo que realmente frena al vehículo es el SCx: el coeficiente multiplicado por la Superficie Frontal. Los datos reales son demoledores. Comparando un Tesla Model 3 contra un Model Y (misma batería y motor) a 120 km/h, la berlina consume entre un 15% y un 18% menos. Eso se traduce en 50 o 60 km de autonomía extra "gratis". En combustión ocurre lo mismo: un BMW Serie 3 gasta casi un litro menos a los cien que un X3 en autopista, con mejores prestaciones. La física no perdona. El salvavidas chino y la rentabilidad industrial Quizás te preguntes por qué marcas como BMW, Audi o Mercedes siguen invirtiendo millones en desarrollar nuevas berlinas si en Europa todos compran SUV. La respuesta está en China. Allí, la berlina es sagrada y símbolo de estatus. Tanto es así que se fabrican versiones de batalla larga (Long Wheelbase) específicas para ese mercado. Gracias a que China compra millones de estos coches, las marcas europeas pueden seguir ofreciéndolos aquí. Además, industrialmente la berlina es más rentable: requiere menos acero y cristal, usa neumáticos más pequeños y baratos, y necesita suspensiones menos complejas al no tener que controlar las inercias de un vehículo alto de dos toneladas. Estatus, imagen y el problema del "Sándwich" Hay un reducto donde el SUV no ha logrado penetrar: el coche de representación. Los líderes mundiales no viajan en todoterrenos, viajan en berlinas de lujo. La berlina sigue siendo el equivalente al traje con corbata: transmite seriedad y elegancia. El SUV, aunque sea de lujo, es como un chándal caro. También analizamos los retos técnicos. El principal es el "efecto sándwich" en los eléctricos: la batería en el suelo eleva el piso del coche, obligando a subir el techo para que los ocupantes quepan, lo que tiende a "gordificar" la silueta. Sin embargo, la ingeniería está respondiendo con soluciones como los "garajes para pies" (huecos en la batería para las plazas traseras) que permiten mantener diseños bajos y afilados, como vemos en el Porsche Taycan o el Audi e-tron GT. La resistencia: ¿Quién mantiene la llama? Hacemos un repaso a los "héroes" que mantienen vivo el segmento, mezclando la tradición europea con la nueva ola tecnológica china: -Tesla y BYD: El Model 3 y el BYD Seal demuestran que, si el producto es eficiente y tecnológico, la gente compra berlinas masivamente. -Alemania: BMW con su i4 y Serie 3, Mercedes con su gama EQ centrada en la aerodinámica extrema, y Audi refinando la fórmula con el A5 Sportback. -La nueva ola china: Marcas como Xiaomi con su SU7 o Xpeng están apostando fuerte por berlinas muy bajas y afiladas, declarando la guerra a la resistencia al aire. -Japón: Lexus y Toyota siguen ofreciendo la opción racional y fiable con el ES y el Corolla Sedan. Conclusión: El regreso de la razón Las modas son cíclicas. Ya empezamos a ver fatiga visual con los SUV; todos parecen iguales, bloques altos y agresivos. La diferenciación y el verdadero lujo volverán a estar en lo bajo, afilado y elegante. Las berlinas han perdido la batalla del volumen masivo, pero han ganado la batalla de la razón y la física. Mientras la autonomía y la eficiencia sean claves, la silueta de tres volúmenes sobrevivirá, evolucionando hacia vehículos más especializados y tecnológicamente superiores. ¿Estamos ante el fin de la era del "tanque urbano"? Tal vez no mañana, pero la eficiencia es la única ley que importa a largo plazo, y ahí, la berlina reclama su trono.

Manufacturing has traditionally been a tentpole of the American economy. And car manufacturing has historically played a big part in the nation’s strong economy. President Trump made a deal with Japanese vehicle maker Toyota to reshore its car manufacturing on US soil. It appears the threat of tariffs worked. Meanwhile, at the Port of Long Beach, the amount of trade has exploded, moving a record amount of cargo last year. Because of Trump tariffs, American workers now have the advantage. In the 1980s, we shipped all manufacturing overseas to countries like Mexico, Canada and parts of Asia. But now manufacturing is making a return to prop up our economy. And we don’t even have to build the infrastructure — because all the old factories and rail lines are still here. President Trump was in Detroit this week to talk about bringing the manufacturing plants back to the US. US auto workers historically got a bad rap because of the way they were treated, not because of anything bad they did. They lived under constant threats of factory closures, robot replacement and docked pay, which was demoralizing to the American labor force. Meanwhile Frigidaire mini fridges are being recalled as a fire hazard. Where are they manufactured? Mostly in China. See omnystudio.com/listener for privacy information.

Can you help me make more podcasts? Consider supporting me on Patreon as the service is 100% funded by you: https://EVne.ws/patreon You can read all the latest news on the blog here: https://EVne.ws/blog Subscribe for free and listen to the podcast on audio platforms:➤ Apple: https://EVne.ws/apple➤ YouTube Music: https://EVne.ws/youtubemusic➤ Spotify: https://EVne.ws/spotify➤ TuneIn: https://EVne.ws/tunein➤ iHeart: https://EVne.ws/iheart HYUNDAI UNVEILS ELECTRIC STARIA AS ITS BIGGEST EV YET https://evne.ws/45MUjgr TESLA ADDS BARE-BONES LONG-RANGE MODEL Y FOR EUROPE https://evne.ws/3ZgX1Hm TESLA HITS 5M DRIVE UNITS AS SHANGHAI DOMINATES OUTPUT https://evne.ws/3LcsmrG VW OVERTAKES TESLA IN EV SALES OUTSIDE CHINA https://evne.ws/459GnNq TOYOTA TOPS JAPAN EV CHARTS WITH BZ4X PUSH https://evne.ws/4sKkUow PORTUGAL DANGLES €4,000 EV SCRAPPAGE CARROT https://evne.ws/4jOfcxS ZEEKR 7GT LINES UP DIRECTLY AGAINST TESLA MODEL 3 https://evne.ws/4sGmWpE

Guest Dustin Smith shares his journey from Wisconsin lakes and early pond fishing to building his Packaging company and pursuing tournament bass fishing. He discusses his wins in ABA and Toyota events, time in the NPFL and Invitationals, the choice to remove forward-facing sonar in favor of classic shallow techniques and qualifying for the 2026 Bass Pro Tour. Dustin also talks family support, balancing a business with pro fishing, and practical advice—especially the importance of selling and building value—to help others chase the dream without losing sight of stability. Support those who help to make this possible!   Hobie Eyewear! If you are looking for highly affordable and high quality polarized glasses to keep you safe on the water look no further than Hobie Eyewear!  Use the link to save 15% off your order! Terry Carpenter Licensed NC Realtor at Coldwell Banker Howard Perry and Walston! Terry is available for all your central NC Real Estate, if you are in the market for a home in the Raleigh Area reach out to Terry at carpentert@hpw.com! Deep Dive App!  Download the Deep Dive App today from your phones app store to get the inside track on where to fish, what to throw, weather, wind, water clarity, and so much more!  Deep Dive App helps you catch more fish! Carolina Waters!  Check out Carolina Waters for all your performance fishing gear, casual t shirts, and headwear.  Use the code TheOneCast and Save 20% off your order. OneCast Fishing! Head over to  OneCast Fishing and use the code TheOneCast at checkout to save 10%!  Join the snagless revolution, catch more fish and lose less tackle! Join the conversation and our community where we work to build the culture of anglers helping anglers OneCast at a time head to The OneCast Community on Facebook Head over and follow us on Instagram for behind-the-scenes videos, studio tours, and sneak peaks of what's coming!  The OneCast on Instagram Help us to continue to grow a culture of Anglers helping Anglers OneCast at a time! If you or someone you know is struggling with mental health and is thinking about harming themselves, reach out  (912)270-3726 (800)273-8255 Support these great organizations who are helping those who help keep us safe and free to talk about fishing! Special Operations Bass Anglers Take a Warrior Fishing Inc. FX3 Inc Heroes' Harvest For His Glory Outdoors Hosts Social Media Pete on Instagram Trey on Instagram

Tyler is MIA, being sick for the first time this year. Jimmy did a full takeover of the podcast, telling everyone about his last week. It was a busy week, from a union meeting, lion king, working on Samantha, and of course he needs to talk about his 15k completion of the Hot Chocolate Run. He also got the Mini Assistant to talk about her adventure in the 5k MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

Ha hiszitek, ha nem, a hagyományos autógyártók még mindig nem tanulták meg a Tesla legnagyobb leckéjét! A Cadillac - részben - visszatért Európába: három tisztán elektromos modell található meg a kínálatban, horror áron! Az EU politikusai gyáva nyúlként viselkednek, ha a környezetvédelemről van szó, s akaratlanul is előnybe hozzák a kínai EV-gyártókat. Elektromos teherhordó ...lánok messze földön és Mexikóban - de nem Kanadában. A "25%-ban igaz, de az sem úgy." Toyota reklám az USA-ból. És végezetül: Lázadóék Ford Focus Electric vásárlásának részletei és az első hónapok tapasztalatai. Shownotes: EMOB022 - EV Hírek & Villanyautót Vettünk, Lájf! (Saját Tapasztalatok) Elérhetőségeink: W: https://Elektromobilitas.info YT: https://www.youtube.com/@ElektromobilitasPodcast/ @: ev@kanadabanda.com P: https://www.patreon.com/KanadaBanda

Bruin Beasley discusses the first round of the Castrol Toyota Formula Regional Oceania Trophy at Hampton Downs last weekend.

Is this the year to write your book? I wonder if Howard could help you?We're so excited to welcome Howard Pearlstein to our conversation today!Howard knows firsthand how intimidating the idea of writing a book can feel — he's been there himself and has guided countless others from that first spark of an idea all the way to a finished, published book.He's the author of 12 traditionally published books, translated into six languages, and the author of the nonfiction guide The Unstoppable Picture Book. In addition to his own writing, Howard has been a ghostwriter for leaders at organizations including Regions Bank, Bank of Idaho, and BBVA, and he's also served as creative director for major brands like Toyota, Verizon, and Honda.Through his company Copy Rocket, Howard connects agencies and brands with senior writers who deliver compelling, on-time, on-budget copy that sells products and builds brands — all without the headaches of hiring full-time staff.And today, we are kicking off the year with someone extraordinary. A creator, a storyteller, a ghostwriter — someone who quietly brings other people's ideas, dreams, and messages to life....and what I love most is the way Howard is truly living his best life right now —leveraging his strengths, his creativity, and his natural storytelling talent while helping others do the same.He writes so others can be who they are meant to be — leaders, doctors, parents, creators — without needing to be writers themselves.We can't wait to learn from him, be inspired by his journey, and hear his advice for bringing your ideas — and your voice — to life.Connect with Howard Pearlstein:WEBSITE: https://www.howardpearlstein.com/LINKEDIN: https://www.linkedin.com/in/howard-pearlstein-24a16810/INSTAGRAM: https://www.instagram.com/howard.pearlstein/ Did I mention the 90-day plan in OVERFLOW... not just SMART goals ... gorgeous, juicy, strengths and talents' aligned. Time for thinking, pause and reflect... a new approach to the typical 90-day plan. Grab this 5 page sneak-peek of the 90-Days in OVERFLOW Journal This isn't another journal.It is a reset. A recalibration. Truly, reconnect to what matters.Click here: https://peoplebrain.myflodesk.com/5juicypagesBuy the guide on Amazon.ca and Amazon.comConnect with Kimberly SniderWebsite: https://peoplebrain.caInstagram: https://www.instagram.com/overflow_podcast/LinkedIn: https://www.linkedin.com/in/kimberly-j-snider/Support this show http://supporter.acast.com/overflow-with-kimberly-snider. Hosted on Acast. See acast.com/privacy for more information.

Eric Termuende helps organizations build teams that thrive in tomorrow's workplace. As Co-Founder of  NoW of Work, author of "Rethink Work", and a thought leader on the future of work, Eric has spent years researching what drives high-performing organizations forward.  With over 500 speaking engagements across nearly all industries and research involving thousands of employees and hundreds of category-leading organizations like Amazon, Coca-Cola, IBM, Zoom, and Toyota, Eric provides leaders with practical frameworks for navigating what's next.  His core belief: when we build better teams, we create better work experiences and stronger organizations for the future. Recognized as an American Express Top 100 Emerging Innovator, Eric delivers actionable insights that empower organizations to prepare for 2035 today. 

"I thought I understood healthcare—until I had cancer." Beth Ratliff had spent her entire career in healthcare operations. She'd built multi-site clinical systems, led digital transformations, and risen from physical therapist to C-suite executive. But when she was diagnosed with colon cancer, she discovered something that would fundamentally change how she leads. And it had nothing to do with clinical protocols or operational efficiency. Today, as Chief Operating Officer of Premise Health, Beth has built a reputation in Nashville's male-dominated healthcare executive world for an approach that shouldn't work, but does. She talks openly about being in recovery for 30 years. She shares her cancer journey in board meetings. And somehow, this vulnerability hasn't weakened her position; it's made her one of the most influential operators in the industry. There's something Beth figured out early in her career that most leaders miss: the moment when you realize you're not the best clinician in the room is exactly when you're ready to lead. What she learned on a Toyota manufacturing floor as a young physical therapist became the foundation for a leadership philosophy that combines systems thinking with something that can't be taught in business school but can be learned through lived experience. In this conversation, Beth reveals how she's navigated being consistently underestimated, why she applied for jobs she wasn't qualified for, and what changed in those terrifying moments coordinating her own cancer care that transformed her entire approach to building healthcare organizations. This isn't inspiration about overcoming adversity. It's a masterclass in strategic authenticity from someone who's figured out how to use her platform without making it about herself. Key Takeaways: How to turn being underestimated into your competitive advantage in male-dominated executive spaces The career strategy Beth used to land leadership roles she wasn't "technically qualified" for—and why more women need to do the same What Beth learned on Toyota's factory floor that transformed how she thinks about healthcare leadership Beth's framework for sharing deeply personal experiences without making it about yourself—and why this matters for organizational impact Why patient care technology keeps failing—and the missing ingredient that actually changes outcomes The unconventional way Beth built her advisory board using both real executives and AI-powered mentors How Beth gets her entire organization aligned when everyone claims competing priorities are equally important The critical difference between mentors and sponsors—and how to cultivate both strategically About the Guest: Beth Ratliff is Chief Operating Officer at Premise Health, where she oversees clinical operations, technology integration, and business processes for a nationwide healthcare organization serving employer clients. She started her career as a physical therapist on Toyota's manufacturing floor, where she learned the process improvement discipline that would eventually take her to the C-suite. Beth is a Nashville Health Care Council Fellow, a colon cancer survivor, and has been openly in recovery for 30 years—leading Premise Health to become certified as a recovery-friendly workplace where personal challenges become professional superpowers. Chapters 00:00 - Introduction at Nashville 01:43 - Succeeding as the Only Woman in the Room 04:09 - From Physical Therapist to Power Broker 07:17 - Learning from Cancer: The Patient Experience 10:30 - Recovery Friendly Workplace and Personal Journey 16:10 - The Growing Onsite Clinic Movement 18:32 - Ruthless Prioritization as a Leader 22:08 - Building Your Personal Board of Advisors Guest & Host Links Connect with Laurie McGraw on LinkedIn Connect with Beth Ratliff on LinkedIn Connect with Inspiring Women Browse Episodes | LinkedIn | Instagram | Apple | Spotify

Samantha now has a custom-fabricated rear end from Trail-Gear. Tyler, Husmann, and Jimmy did a lot of math to try to figure out where to make the cuts so that the axle would be perfect. Today They boys try and explane how this math works and how you can figure it out on your own if you’re making a rear axle. MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

Inventory is one of the most misunderstood and cash-intensive assets in a small business, and managing it strategically can dramatically improve cash flow, reduce risk, and support sustainable growth. Show Notes Page: https://www.thehowofbusiness.com/592-smarter-inventory-better-cash/ Inventory is often treated as an operational detail, but for many small businesses it is one of the biggest drivers of cash flow strain and hidden risk. In this episode, Henry Lopez reframes inventory for what it really is - cash tied up on your shelves - and explains why poor inventory decisions can quietly suffocate profitability. Henry walks through the most common inventory challenges small business owners face, including trapped working capital, spoilage and obsolescence, shrinkage, unpredictable demand, and the temptation of bulk-purchase discounts that often do more harm than good. He explains why inventory typically lives on the balance sheet rather than the P&L (Profit & Loss Statement), and how that accounting reality can mask its true impact on business performance. On this episode of The How of Business podcast Henry also explores the origins of Just-In-Time inventory, its roots in Toyota's post-war production system, and how small businesses can responsibly apply lean inventory principles today, especially now that most supply chains have stabilized after COVID disruptions. Finally, Henry outlines the core components of an effective inventory operating system, from software and supplier management to a short list of essential KPIs that help business owners stay in control. The key takeaway: inventory decisions are cash decisions and managing them well is critical to long-term business health and growth. Inventory management is not just about what you sell or use, it's how you invest your cash, manage risk, and determine whether your business can grow and survive. This episode is hosted by Henry Lopez. The How of Business podcast focuses on helping you start, run, grow and exit your small business. The How of Business is a top-rated podcast for small business owners and entrepreneurs. Find the best podcast, small business coaching, resources and trusted service partners for small business owners and entrepreneurs at our website https://TheHowOfBusiness.com

This Week’s Callers Caller 1: Alex from South Carolina talked about the U2 Spy Plane Caller 2: Nick from Montana says he is going to finish Nessy before Samanta is done Caller 3: Nick from Montana tells Wreck-it-Rob to stay away from MT Caller 4: Jeff from Oragan gives everyone a PSA CALL US AND LEAVE US A VOICEMAIL!!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. An alternative method would be sending us an email at Jimmy@snailtrail4x4.com or at Tyler@snailtrail4x4.com. You can also find us on Instagram at SnailTrail4x4 or 4x4ToyotaTyler Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate Link