Podcasts about trustees

IN LOVE WITH LITERATURE. Caroline Michel is since 2007 both the CEO of literary agency Peters Fraser and Dunlop (PFD) and has served as Chair and previously Trustee of Hay Literary Festival. She is a Dame Commander of the Order of the British Empire (DBE), a high-ranking official award that is the female equivalent of a knighthood and given by the British monarch to women for major national service. Among Dame Caroline's many appointments, she is also a Fellow of the Royal Society of Literature, a Vice President of the London Library and a Trustee of Historic Royal Palaces, as well as having been a member of the Booker Prize Advisory Committee. "People see truth and authenticity in a book and they love the object." "The cultural power of language and books from anywhere in the world is very exciting" "Now, as an agent, you work alongside the publisher the whole way to make sure that the process doesn't slip off everybody's attention." www.alainelkanninterviews.com/caroline-michel/

Gugs Mhlungu speaks with Paul Roelofse, resident Certified Financial Planner, about what it means to be a beneficiary of a trust for tax purposes, unpacking when trust income must be declared to SARS and the key rules taxpayers need to understand. Gugs Mhlungu gets you ready for the weekend each Saturday and Sunday morning on 702. She is your weekend wake-up companion, with all you need to know for your weekend. The topics Gugs covers range from lifestyle, family, health, and fitness to books, motoring, cooking, culture, and what is happening on the weekend in 702land. Thank you for listening to a podcast from 702 Weekend Breakfast with Gugs Mhlungu. Listen live on Primedia+ on Saturdays and Sundays from 06:00 and 10:00 (SA Time) to Weekend Breakfast with Gugs Mhlungu broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/u3Sf7Zy or find all the catch-up podcasts here https://buff.ly/BIXS7AL Subscribe to the 702 daily and weekly newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Story of the Week (DR):Cracker Barrel CEO is out after MAGA backlash to "Uncle Herschel" logo change MMBefore Julie Masino was brought in, Cracker Barrel was facing a slow-moving existential crisis:Their primary core customer base (older generations and rural highway travelers) was naturally shrinking, and younger diners were simply not replacing them.Kitchen tech, supply chains, and digital ordering lag behind competitors like Texas Roadhouse or Olive Garden.Some great fake populism from Fox: Cracker Barrel to pay for outgoing CEO's security, $4.6M severance after failed rebrandCracker Barrel names David Deno CEOBurger KingYum! Brands and Pizza Hut for 15 years, including serving as CFO and COO.Quiznos CEO.Best Buy: Served as President of Asia and CFO for Best Buy's International DivisionBloomin' Brands for 12 years: CEO, CFO and Chief Administrative OfficerOutback Steakhouse, Carrabba's Italian Grill, and Bonefish GrillBoard MembershipsCracker Barrel Old Country Store (2016-)Panera Brands (2024-): Audit Committee ChairKrispy Kreme (2016-)Bloomin' Brands (2019–2024)Peet's Coffee (2006-2012)Macalester College: Former Chair of the Board of Trustees (1998-2022).From Cracker Barrel to Boeing, Companies Are Turning to Retired CEOsThese retired CEOs are being hired to be "fixers." They are brought in to cut costs, repair supply chains, restore investor confidence, and act as a stabilizing force rather than reinventing the brand.Exxon and Chevron profits surge on rising oil prices due to Iran warChevron posted its highest profit in six years as the Iran war boosted oil pricesBig Oil Is Getting Sued for Heat Deaths. It's Fighting Back With an Army of Immunity LawsMore than a decade after investigations found that Exxon Mobil had known about the dangers of global warming since the 1970s but publicly downplayed the threat, lawsuits against oil companies have proliferated. There are nearly 40 of these cases pending across the countryIn the meantime, the industry has been mobilizing a counterattack against the lawsuits with the help of the Trump administration and Republican politicians.Republicans are trying to pass laws to grant oil majors immunity to these kinds of lawsuits, with success in several states so far.Utah, Iowa, Tennessee, Oklahoma, and Louisiana have recently signed laws shielding fossil fuel companies from lawsuits related to greenhouse gas emissionsOil executives have also gotten help from the federal government, following an executive order from President Donald Trump last year directing the attorney general to prioritize blocking climate lawsuits by states.This May, the Justice Department responded to Minnesota's climate lawsuit against Big Oil with a lawsuit of its own, just as the state's case was moving into the discovery phase. It said Minnesota was undermining “American energy dominance” and attempting to regulate greenhouse gases, which should fall under the purview of federal law—echoing the oil industry's well-known argument.Elon Musk Is Quietly Turning to This Fossil Fuel to Power His AI AmbitionsSam Altman Announces That the Singularity Has Arrived: a hypothetical future point in time when technological growth becomes autonomous, uncontrollable, and irreversible, fundamentally transforming human civilization“We are now, like, in the singularity ... Now we're actually in the moment that we used to talk about at the lunch table in a very not-serious way ...I've been waiting for this my whole life, and I think it's going to be incredible, hugely positive, awesome for the world.”Sam Altman says one of his biggest fears is that a small number of companies will control AI: 'That'd be very, very bad'Sam Altman says the Hugging Face hack is a reminder that an AI power monopoly could lead to 'long-term disaster'OpenAI says its rogue AI tried to hack other companiesMark Zuckerberg is urging the U.S. to accelerate AI development, not restrict it'No Way to Stop It': Elon Musk Warns Humans Will Lose Control of AI and Face Extinction by 2036Microsoft CEO Warns That Companies Embracing AI Could Drive Themselves Out of BusinessAI hackers are getting faster. The government may not be readyAnthropic says its Claude models 'gained unauthorized access' to other organizations' systemsAnthropic says its models went rogue and hacked 3 companies during testing'It Will Happen Frequently': Musk Warns of Rogue AI Threat After Anthropic Breached Three FirmsElon Musk Commits Up to $120M to Republican Midterms: Sets Feud With Trump Aside for Major Election PushGoodliest of the Week (MM/DR):DR: Gen Z women are having an entrepreneurship boomOf all women who started businesses in 2025, 47% of Gen Z women did so, compared with 38% the previous year. Gen Xers followed close behind at 46%. Then came millennials at 43% and baby boomers at just 23%.Overall, in 2025, 69% of new Black-owned businesses were started by women. The survey also found that women business owners are less likely than their male counterparts to depend on AIMM: Delaware judge rules public benefit corporations exempt from maximizing value in sale DRFiduciary duty is different - OpenAI, AnthropicAssholiest of the Week (MM):Fake man apologies MM‘I'm sorry ... but': Apologetic Alan Joyce tells his side of the Qantas storyJoyce has expressed some regret“So with the information we had at the time, I still don't think there was any other decision you could make,”“Hindsight is a great thing.”“I'm actually very, very proud of the fact that I'm not sitting here and apologising for Qantas going bankrupt, [something] that many airlines around the world did,”Australian Competition and Consumer Commission fined Qantas $120 million for selling tickets for 8000 already cancelled flights“I apologise for the angst that was generated [for] the customers on it, but the reality was we had 22 million bookings in the system [and] the system wasn't designed to do an automatic refund,”“Stop us!”More than 1,200 AI workers across Anthropic, DeepMind, OpenAI, and Meta are asking for Washington's help building an AI slowdown plan‘No Way to Stop It': Elon Musk Warns Humans Will Lose Control of AI and Face Extinction by 2036Elon Musk's new 5-year warning to Americans: AI will beat human brains by 2032 (then go wild). Get rich or get crushed?Sam Altman says the Hugging Face hack is a reminder that an AI power monopoly could lead to 'long-term disaster'It Will Happen Frequently': Musk Warns of Rogue AI Threat After Anthropic Breached Three FirmsBut also, DON'T stop us, obviously…Palantir CEO warns US against Europe's AI regulation path, urges Trump admin to not ban open modelsElon Musk's xAI sues Minnesota over law to ban 'nudify' appsMark Zuckerberg is urging the U.S. to accelerate AI development, not restrict itElon Musk Commits Up to $120M to Republican Midterms: Sets Feud With Trump Aside for Major Election PushIgnoring boardsHims & Hers mission:“Hims & Hers is the leading health and wellness platform on a mission to help the world feel great through the power of better health. We believe how you feel in your body and mind transforms how you show up in life. That's why we're building a future where nothing stands in the way of harnessing this power. Hims & Hers normalizes health & wellness challenges—and innovates on their solutions—to make feeling happy and healthy easy to achieve. No two people are the same, so the Company provides access to personalized care designed for results.”Hims & Hers board:CEO: Andrew Dudum, tech VC bro investor “serial entrepreneur” with deep health experience from Bungalow (airBnB knockoff in the UK), Homebound (a “homebuilding platform”), TalkIQ (an AI startup, duh), and Terminal (something about scaling engineering?)TWO directors from DoorDash (Kofi Amoo-Gottfried from Marketing, previously of Facebook, and Christopher Payne the COO, previously of eBay, MSFT, and Amazon)TWO pharma execs (one lawyer, Deb Autor, one with an econ degree, Kare Schultz)One guy from Netflix (David Wells) and one lady from Urban Outfitters (marketing/brand, Andrea Perez) and one pure law firm lawyer (Anja Manuel)ONE DOCTOR EXCLUSIVE: US FTC sues Hims & Hers for sending user health info to Meta, SnapUsers' sensitive health information was shared with online advertising companies including Meta ​Platforms and Snap despite the company leading customers to believe their ​data was private, the FTC alleged in the lawsuit filed along with Los ⁠Angeles County and Utah.Hims & Hers also started charging users for prescriptions before ​they have ⁠had a chance to meet with healthcare providers, the FTC alleged. Most customers do not receive a consultation with a provider, and instead are charged for ⁠prescriptions ​soon after filling out an intake form, ​according to the agency.Headliniest of the WeekDR: CEO apologizes for offering interviews to people who got tattoos of his AI company logoSan Francisco tech CEO Jordan Zietz, co-founder of an early stage AI startup called LemonLime. Stanford grad.“LemonLime learns your business and then automates your team's busywork in a single click, no coding or manual setup required.”Former Qantas CEO reflects on tenure, issues apology to passengers over post COVID chaos AND ‘I'm sorry ... but': Apologetic Alan Joyce tells his side of the Qantas storyMM: Amazon received $600 million in tariff refunds and will pass some back to customersMM: Trump Staff Cuts Blamed After Watermarked OpenAI Map Mislabels Africa at AIDS ConferenceIt's the fact that we have less staff that meant we couldn't bother to figure out which country was whichWho Won the Week?DR: Kohls: For getting some much-needed female influence on board: Kohl's Appoints Wendy Arlin as Chair of the BoardCurrently only 2: Robbin Mitchell (7%) and Wendy Arlin (1%)John Schlifske (27%) stepping downMM: The phrase “not due to any disagreement with the Company”Anne Sweeney Resigns From Netflix BoardOn July 26, 2026, Anne Sweeney notified Netflix, Inc. (the “Company”) that she was resigning from the Board of Directors of the Company effective as of that date. Ms. Sweeney's resignation is not due to any disagreement with the Company1,660 8-Ks in the last 5 years have the exact phrase “not due to any disagreement with the Company”So we're saying that 1,660 c-suite and board members resigned in 5 years - more than 300 per year - and NONE were due to a disagreement with the companies? That's only THAT phrase - no other details are given for most of them except occasionally:To pursue another jobPersonal reasonsFor scale, in the last 5 years, the term “was due to a disagreement with the Company” appears… 5 timesPredictionsDR: Qantas CEO Vanessa Hudson apologizes that it took former CEO Alan Joyce to apologize for something she already apologized for despite not being CEO when any of it happenedMM: Damion resigns from Free Float due to a disagreement with the zero dollars he gets paid, but Free Float puts out a statement saying it's “not due to any salary reason related to the company”

Trustees at the Office of Hawaiian Affairs clashed at a board meeting Wednesday over how to handle an independent investigative report connected to retaliation allegations by the agency’s CEO, Stacy Kealohalani Ferreira. Meanwhile, plans to fumigate a controversial condominium in downtown Honolulu Thursday morning ended with a standoff and renewed cries for help from residents.See omnystudio.com/listener for privacy information.

How would a lighter load help you? Your kids? Listen in as adoption professional Joanne talks self care, helping kids carry less baggage and much more... Here's a bit about Joanne from her organisation's website "I have over 30 years' social work experience in both local authority and the independent sector, covering child protection, children's care and Adoption and Fostering. I have worked as team manager, service manager and service director and was instrumental in establishing Adoptionplus in 2002 first as an Adoption Support Agency and then in 2006 as a Voluntary Adoption Agency. I am a qualified social worker and play therapist and have had 9 books published, including the Billy Says series of 6 books; All About Mummies and Daddies; Assessing Adoptive and Foster Parents: Improving Analysis and Understanding of Parenting Capacity; and Supporting Birth Parents of Children who have been Adopted.  I have sat as a Trustee on the CVAA Board, a special adviser on the NICE committee for Quality Standards in Attachment and been invited to give evidence at a number of All Party Parliamentary Committees. Over the years it has been incredibly rewarding to play a leading role in developing Adoptionplus and to work with our talented team dedicated to improving the quality of life for so many children and families." Find out more at: https://www.linkedin.com/in/joanne-alper-13267a42/ https://www.adoptionplus.co.uk/ https://www.linkedin.com/company/adoptionplus https://www.facebook.com/Adoptionplus Guests and the host are not (unless mentioned) licensed pscyho-therapists and speak from their own opinion only. Seek qualified advice if you need help.

Millions of people suffer with foot trouble. Some have heel pain when they first get out of bed. Others complain of flat feet or bunions. Athlete's foot is very common, though it doesn't always respond as expected to antifungal medications. Speaking of fungus, toenail fungus can be extremely stubborn. What are your feet trying to tell you about what they need? How can you keep them healthy, especially in the summertime? At The People's Pharmacy, we strive to bring you up to date, rigorously researched insights and conversations about health, medicine, wellness and health policies and health systems. While these conversations intend to offer insight and perspective, the content is provided solely for informational and educational purposes. Please consult your healthcare provider before making any changes to your medical care or treatment. How You Can Listen You could listen through your local public radio station or get the live stream at 7 am EST on Saturday, August 1, 2026, through your computer or smart phone (wunc.org).  Here is a link so you can find which stations carry our broadcast. If you can't listen to the broadcast, you may wish to hear the podcast later. You can subscribe through your favorite podcast provider, download the mp3 using the link at the bottom of the page, or listen to the stream on this post starting on August 3, 2026. What Are Your Feet Trying to Tell You? Most everyone looks forward to summer vacation, but that special time away from the usual routine may pose challenges for your feet. Whether you are hiking in the mountains or running on the beach, you may need to pay attention to your tootsies. Time at the Beach Beach time can inspire long walks on the sand, but soft sand could really put a strain on foot muscles that aren't accustomed to it. Our expert guest, podiatrist Jane Andersen DPM, recommends wearing good running shoes for walking long distances on sand. Choosing to walk where the sand is hard-packed when the tide is low can also be helpful. Possibly the most important but easily overlooked step to protect feet at the beach is to apply sunscreen. The tops of the feet are easily overlooked, but they can burn pretty readily. And if you are planning to spend time sunbathing prone, you might even want to apply sunscreen to the bottoms of your feet. They never see the sun, and walking on sunburned soles could be quite painful. Protecting Bare Feet Another consideration at the beach is how you will get from the parking lot or boardwalk to the water. How hot is the sand? If it is hot enough to burn the soles of your feet, you might consider using water sandals. In general, going barefoot can be risky. Whether you're at the beach, at a campground, in your own backyard or even inside your home, there are potential hazards underfoot. Bits of glass shards, little pieces of wire, tiny pebbles or nails could all cause havoc if they end up embedded in a sole. Protecting your soles by wearing good flip-flops makes a lot of sense. To find a list of flip-flops that provide appropriate arch support as well as sole protection, consult apma.org. Treating Black Toenails During this episode, Joe describes a trip to the beach with a long walk. By the time he removed his shoes, his longest toe had a black toenail that was rather painful. Although the pain faded before too long, it took about a year for the dark color to disappear from the nail. Dr. Andersen suggests that it often takes at least nine months to regrow a toenail. She emphasizes that if the nail turns black due to sudden trauma (like dropping something heavy on the toe), a podiatrist should check it out. Sometimes there is a fracture under that discolored nail that requires medical attention for proper healing. What Is the Story on Flat Feet? Joe has always had flat feet. Perhaps your feet are flat, too. The condition is pretty common. If Joe gets out of a bathtub or swimming pool and leaves footprints, they are almost oval. There is very little indentation in the center. Other people with higher arches may leave footprints that are nearly C-shaped. Flat feet can benefit from arch support such as orthotic inserts for shoes. High arches can also cause trouble, especially if they are linked to a genetic condition called Charcot-Marie-Tooth. It is a nerve disorder that can also lead to muscle weakness. Consequently, people with high arches may also need podiatric care for their feet to stay comfortable and healthy. Plantar Fasciitis Is a Pain The bottoms of your feet have thick connective tissue called fascia that run from the heel to the ball of the foot. Inflammation of this tissue causes pain, typically at the heel but sometimes along the arch. Often, more supportive footgear or special orthotics can help. Getting a shoe with the correct heel drop is important. That is the difference between the height of the shoe at the heel and at the toe. A podiatrist can recommend the most appropriate heel drop for your feet. Stretching is also useful, particularly pulling the toes toward the knee or stretching the calf in a runner's stretch pose and holding for 30 seconds or so. Rolling the bottom of the foot on a frozen water bottle helps with the stretch at the same time that the cold eases the inflammation. Plantar fasciitis is common and treatable. If left untreated, it may last a long time. What Can You Do About Stinky Feet? A couple of listeners shared their experiences with smelly feet, and we asked Dr. Andersen for her opinion. Jan described using a topical erythromycin antibiotic prescription that came as a roll-on. She also got rid of all her stinky shoes and is careful to wear socks that will wick sweat away. Dr. Andersen noted that erythromycin is very effective against a bacterial infection with Corynebacterium minutissimum. This organism glows coral under ultraviolet light and can definitely raise a stink. Sophia wrote about developing smelly feet after walking around in wet shoes. She finally solved the problem by treating her feet with rubbing alcohol. Dr. Andersen agreed that rubbing alcohol could be helpful. So can soaking the feet in a strong solution of tea. Other tips include cleaning the floor of the shower stall frequently and always wearing socks that wick–not cotton, which absorbs sweat but traps the moisture. Acrylic or wool work better. Another tactic is to alternate shoes; don't wear the same shoes day after day but give them at least a day to dry out. How Should You Treat a Sprained Ankle? There has been controversy lately about the standard RICE protocol for a sprain: rest, ice, compression and elevation. Some experts now recommend warmth instead of ice and gentle motion rather than rest immediately after a sprain. Of course, the first step is to ascertain that it is really a sprain and not a fracture. The treatment for those two injuries is completely different and the person suffering the problem may not be able to tell just from the way it feels. An X-ray is prudent. Bunions and Hammer Toes If you don't suffer from bunions, you might not know what they are. In a bunion, the bone that supports the big toe (the metatarsal) moves out of alignment and starts to point more towards the midline of the body. To compensate, the rest of the big toe ends up pointing back toward the rest of the foot. This creates a bump on the edge of the foot that might be painful. There doesn't seem to be any clear correlation between the size of the bump and the amount of pain it causes. Bunions seem to be hereditary, at least to some extent. Conservative management entails choosing footwear with a roomy toe box, not pointy-toed shoes. Podiatrists also correct bunions surgically. They can choose from a wide range of surgical approaches. In hammer toes, one of the toes (typically the second toe) curls over so that the end that would normally face forward points downward. This too can be corrected surgically, but the recovery can be pretty lengthy. A roomy toe box is also a good bet for living with hammer toe. Taking Care of Your Feet We asked Dr. Andersen for general advice, and she suggested that one very important consideration is to buy your athletic shoes in person, preferably at a store that caters to athletes. Buy the proper shoes for your activity; in other words, don't try to play pickleball in running shoes. One nationwide chain that does a good job fitting the shoe to the athlete is Fleet Feet. Locally, she recommends Bull City Running. This Week’s Guest Dr. Jane Andersen, Board Certified, American Board of Foot and Ankle Surgery, is in practice at Chapel Hill Foot and Ankle, part of FASMA, Foot and Ankle specialists of the Mid Atlantic, in Chapel Hill, North Carolina. Dr. Andersen specializes in Foot and ankle care for Children, Adults, Athletes and Geriatric Patients including surgery and conservative care. She is a Trustee of the American Podiatric Medical Association. January 18, 2025, Jane Andersen, DPM, was awarded the Edwin B. Martin, Jr., Award for Podiatrist of the Year. https://www.chapelhillfootandankle.com/dr-jane-andersen Jane Andersen, DPM, Chapel HIll Foot and Ankle Listen to the Podcast The podcast of this program will be available Monday, August 3, 2026, after broadcast on Aug. 1. This week's podcast has additional information on smelly feet as well as foot and nail fungus. What remedies or medications work best? How long does it take for nail to grow out? What are the best toenail clippers? (Miltex) You can stream the show from this site and download the podcast for free.

Andy summarizes the recent 2026 annual Social Security trustees report, including what it would actually mean if the system's trust fund were to deplete, and what changes can be made to ensure that doesn't happenLinks in this episode:The full 2026 Social Security trustees report - hereSummary of the recently proposed PROMISE Act - hereThe recent episode of Inspired Money with me, Wade Pfau and Mary Beth Franklin discussing all things Social Security - hereTenon Financial monthly e-newsletter - Retirement Planning InsightsYouTube channel - Retirement Planning Education (formerly Retirement Planning Demystified)Retirement Planning Education website - www.RetirementPlanningEducation.com To send Andy questions to be addressed on future Q&A episodes, email andy@andypanko.com

After nearly 30 years in public service, Dawn Pinnock stepped into an entirely new sector as president and CEO of the Center for Urban Community Services, and had to rebuild something she had spent decades earning: her professional relationships. In this episode, she and Laura break down what it takes to recalibrate how you connect when you are deeply established in one world and starting fresh in another. Dawn shares the exact process she used, taking honest stock of her track record, gathering candid feedback from longtime supporters and even former opponents, and turning those themes into a story she could lead with. It is a masterclass for anyone pivoting, by choice or by layoff, who worries the social capital they built no longer counts. In this episode: Why being "known but not networked" is a real distinction, and how to translate a strong reputation into new rooms Dawn's first-90-days playbook: honest self-assessment, feedback focus groups, and positioning yourself as a learner who still brings value How the relationships you build internally with your team become the springboard for the ones you build outside About Dawn Dawn M. Pinnock has spent nearly 30 years in public service driving change. As President and CEO of the Center for Urban Community Services (CUCS), she leads one of the city's most effective social service organizations, supporting over 50,000 people each year on their path to housing stability and long-term well-being. Before joining CUCS, she served as Commissioner of the Department of Citywide Administrative Services (DCAS). In this role, she created the city's first community-based hiring model, advanced family-forward policies for more than 320,000 employees, managed 22 million square feet of city-owned and leased office space, and made New York greener through fleet electrification and large-scale energy efficiency upgrades. Pinnock serves as a Trustee and adjunct professor at Metropolitan College of New York, and in 2026 was appointed to Mayor Zohran Mamdani's Commission on Government Efficiency, a newly formed Charter Revision Commission tasked with modernizing city government. Connect with Dawn Website: https://www.cucs.org/ LinkedIn: https://www.linkedin.com/company/cucs/ Instagram: https://www.instagram.com/cucs_nyc/ Facebook: https://www.facebook.com/CUCSnyc   BWL Resources: Now enrolling for both the August sessions of the Early Career and Mid-Career programs.  Learn more at https://blackwomanleading.com/programs-overview/ Join us at the 2027 Black Woman Leading LIVE! Conference & Retreat.  June 1-4, 2027, Clearwater Beach, FL.  Save your seat at www.BWLretreat.com Full podcast episodes are now on Youtube.  Subscribe to the BWL channel today! Check out the BWL theme song here: https://www.youtube.com/watch?v=l68EqEJjXq0  Check out the BWL line dance tutorial here: https://www.youtube.com/watch?v=Eui89AmJwUg  Download the free Black Woman Leading Career Reset Kit - https://blackwomanleading.com/career-reset-kit/   Credits: Learn about all Black Woman Leading® programs, resources, and events at www.blackwomanleading.com Learn more about our consulting work with organizations at https://knightsconsultinggroup.com/ Email Laura: info@knightsconsultinggroup.com  Connect with Laura on LinkedIn: https://www.linkedin.com/in/lauraeknights/  Follow BWL on LinkedIn: https://www.linkedin.com/showcase/blackwomanleading  Instagram: @blackwomanleading Facebook: @blackwomanleading Youtube: @blackwomanleading  Podcast Music & Production: Marshall Knights - https://marshallknights.com/  Graphics: Dara Adams Listen and follow the podcast on all major platforms: Apple Podcasts  Spotify Stitcher iHeartRadio Audible Podbay  

Think the First World War was just the Western Front and incompetent Eastern armies? Think again!In this explosive episode of History Rage, First World War historian, Trustee of the Great War Group, and Ring of Fire co-author Nicolai Eberholst tears down the persistent myths surrounding the Russian and Austro-Hungarian armies. Nicolai breaks down why dismissing these powers as "bad armies" or useless corpses is wrong, proving how vital they were to the conflict.What You'll Discover:The Russian Army: Beyond the "steamroller" and Tannenberg myths—how Russia inflicted devastating casualties and bound German forces until 1918.The Austro-Hungarian Empire: Why fighting a 1.3-front war with an 8-million-man army was essential for Central Power survival.Post-War Myths: How interwar bias, post-imperial storytelling, and Western-centric history buried the real story of the Eastern Front.Don't miss Nicolai speaking live at the Great War Group Conference from 9th – 11th October at the Royal Armouries Museum in Leeds! Grab your conference tickets here: https://greatwargroup.com/product-category/conference/Recommended EpisodesEpisode 210: The Great War is a Global War (with Nicolai Eberholst & Alex Churchill)Episode 154: The Indian Army Contribution (with Adam Prime)Books & Referral DetailsBuy Ring of Fire: A New Global History of the Outbreak of the First World War at the History Rage Bookshop: https://uk.bookshop.org/a/10120/9781035903412Guest InformationGuest: Nicolai EberholstSocial Media: @pikegrey1418Great War Group: https://greatwargroup.comFollow, Contact & Support History RageWebsite: https://www.historyrage.comX (Twitter): https://x.com/HistoryRagePatreon: Support us for £5/month for ad-free episodes, early releases, live streams, and the exclusive mug: https://www.patreon.com/historyrage Hosted on Acast. See acast.com/privacy for more information.

Choosing a Trustee: Why Naming Your Kid May Be a Mistake — Marguerite Lorenz Short answer: Naming your child as trustee, executor, or agent under your power of attorney is the default choice for most American families — and it is frequently the wrong one. In this episode of Wealth Actually, host Frazer Rice talks with California Licensed Professional Fiduciary and Master Certified Independent Trustee Marguerite Lorenz about why roughly two-thirds of American adults still have no estate plan, why the job of a trustee is far more intimate and technical than families expect, and how to decide between a family trustee, a bank or trust company, and an independent professional trustee. https://youtu.be/56bzuORe8YI Episode Overview: Who Will Actually Run Your Plan? Most estate planning conversations stop at the documents. Marguerite Lorenz argues the documents are the easy part. The hard part is staffing — deciding who steps in when you can no longer make new decisions, and whether that person can absorb the technical, financial, and emotional weight of the job. Lorenz has served as trustee, executor, agent under power of attorney for finance, and agent for health care for hundreds of families since 2003. She is the author of three books — Luck or Control? The Life-Improving Power of Estate Planning, How to Be a Successful 90-Year-Old, and the newly updated Ethics for Trustees 2.0 — and she is Vice-Chair of the Independent Trustee Alliance. Her framing line, and the one that should stick with every listener: “If you don’t get your estate plan done, you’re suing your family. You’re making them go to court. And who would want to make anyone else go to court?”— Marguerite Lorenz This is the second time Marguerite has joined the show. Her first appearance covered the mechanics of individual trusteeship: EP.75 — Individual Trusteeship with Marguerite Lorenz. Key Takeaways •Only about a third of American adults have any written estate plan — and Lorenz argues half of those plans would not actually function when needed. •Professionals are barely better than the public. When Lorenz polls rooms of attorneys, CPAs, and financial advisors, roughly one-third raise their hands for a complete, up-to-date, ready-to-go plan. •The trustee role is intimate, not administrative. A trustee sees your paperwork, your bills, your medications, and your bedroom. “Who is going to be the first person in your bedroom when you are no longer able to make new decisions?” •Incapacity, not death, is the long tail. Many people live for five or six years unable to make new decisions. The trustee’s job often runs during your lifetime, not just after it. •A professional trustee can be temporary. Lorenz recounts stepping in for a client during cancer treatment, providing a full accounting, and stepping back down when he recovered — then serving again after his death. Would your child step back down? •Estate planning is about preferences, not predictions. “Our power in estate planning is not prediction, it’s setting our preferences” — and preferences can only be set while you are competent. •Quality of life belongs in the plan. Not just tax, legal, and financial terms — but how you want to live, where you want to live, and what small things matter (for Lorenz, an international selection of dark chocolate). •Digital assets are now a core trustee problem. Phones, social accounts, and daily transactions all require someone with access and authority. •A will does nothing while you are alive. “The will doesn’t operate at all if you go to the hospital and you haven’t granted authority to anyone.” •Cost is usually overestimated. Both an estate plan and an independent professional trustee typically cost far less than probate court. •Revisit every five years. Calendar a five-year check-in with your attorney to review law changes, marriages, divorces, births, and deaths. Chapters and Timestamps •[00:00] Cold open: “If you don’t get your estate plan done, you’re suing your family.” •[00:32] Welcome back — introducing Marguerite Lorenz, California trustee and author •[01:14] Luck or Control? — why fear keeps families from finishing an estate plan •[02:22] What a full-time trustee actually sees: trustee, executor, agent for finance, agent for health care •[03:49] Why families default to naming a child — and where that breaks down •[05:00] The skill set nobody screens for: negotiation, calm, empathy, and grief •[05:40] Case study: serving as temporary trustee through a client’s cancer treatment — and stepping back down •[07:51] Why even attorneys need their own attorney: nobody is objective about their own circumstances •[09:09] The five-year estate plan check-in as a life milestone •[09:39] How to Be a Successful 90-Year-Old — living well to the very end •[10:20] The “black box” problem: privacy, dignity, and care in your own home •[11:54] Preferences over predictions — planning for your future vulnerable self •[13:40] Rewriting an advance health care directive after hundreds of hospital bedsides •[16:13] The statistics: only a third of adults — and only a third of professionals — are actually ready •[17:47] Frazer’s challenge to advisors: you can’t advise well if you aren’t practicing what you preach •[18:22] The first question in Luck or Control?: “Hey professional, do you have your estate plan done?” •[19:21] Ethics for Trustees 2.0 — what’s new in the updated audio and PDF edition •[20:27] Family trustee vs. bank trustee vs. independent professional trustee •[21:52] The looming crisis: the great wealth transfer, incapacity, and digital assets •[24:54] Documenting the “why” behind hard trustee decisions •[25:23] Probate courts overrun, bioethics committees, and next-of-kin defaults •[26:54] Where to find the books, the podcast, and the Independent Trustee Alliance directory About the Guest: Marguerite Lorenz, MCIT, CLPF Marguerite Lorenz is a California Licensed Professional Fiduciary (CLPF #319) and a Master Certified Independent Trustee (MCIT). She has served as Trustee, Executor, Agent for Finance, and Agent for Health Care for more than 200 families since 2003 as managing partner of Lorenz Private Trustees. Marguerite is Vice-Chair of the Board of the Independent Trustee Alliance, past Chair of the California Professional Fiduciaries Bureau Advisory Committee, and host of the Plan For This podcast. She is the author of Luck or Control? The Life-Improving Power of Estate Planning, How to Be a Successful 90-Year-Old, and Ethics for Trustees 2.0. About the Host: Frazer Rice Frazer Rice is the author of Wealth, Actually: Intelligent Decision-Making for the 1% and host of the Wealth Actually podcast, where he interviews experts, entrepreneurs, and commentators on preserving assets and enjoying wealth. Resources and Links Mentioned •PlanForThis.com — Marguerite’s books, the Plan For This podcast, and a free First Steps toolkit. Ethics for Trustees 2.0 is now exclusive to this site (audio + PDF bundled with purchase). •TrusteeAlliance.com — the Independent Trustee Alliance directory for locating certified independent trustees by state. •Marguerite Lorenz on LinkedIn •California Professional Fiduciaries Bureau — state licensing for professional fiduciaries •Related episode: EP.75 — Individual Trusteeship with Marguerite Lorenz •Related episode: What If You Are Named in a Will or Trust? Frequently Asked Questions Should I name my child as trustee? Not automatically. A child understands the family but may lack the technical skill to handle tax, legal, financial, and medical decisions — and may be grieving or in conflict with siblings at the exact moment judgment is required. Marguerite Lorenz notes that a trustee must be a good negotiator, stay calm under pressure, set aside personal feelings, and enforce rules the grantor set. She also raises a test most families never consider: if you recover, would your child voluntarily step back down and hand you a full accounting? What is the difference between a family trustee, a corporate trustee, and an independent trustee? A family trustee is a relative or friend serving in a personal capacity, usually unpaid and untrained. A corporate trustee is a bank or trust company with institutional infrastructure, minimum account sizes, and staff turnover. An independent professional trustee is a licensed or certified individual — like a California Licensed Professional Fiduciary — who serves full-time, carries a succession plan, and can often be engaged at a lower cost than families expect. The Independent Trustee Alliance maintains a national directory of independent trustees. What does a trustee actually do while I am still alive? A trustee acting during incapacity manages assets, accounts for every dollar, handles taxation, pays bills, coordinates care, and increasingly manages digital assets such as phone-based transactions and social media accounts. Lorenz emphasizes that many people live for five or six years unable to make new decisions, so the trustee’s lifetime role is often longer and more demanding than the post-death administration. How often should I update my estate plan? Roughly every five years, or sooner after a major life event such as marriage, divorce, birth, death, a liquidity event, or a change in tax law. Lorenz recommends putting a five-year reminder in your phone to call your attorney and ask what has changed in the law and in your life. What happens if I go to the hospital without an estate plan? The hospital and its bioethics committee will do the best they can and will look for next of kin to make decisions for you — potentially people with whom you have never discussed your personal wishes. A will does not help here, because a will only operates after death. Financial and health care powers of attorney are what grant someone authority while you are alive. Is an estate plan expensive? Usually less than people assume, and materially less than probate court. Lorenz makes the same point about professional trustees: “Independent individual professional trustees cost a lot less than you think also. And you need to ask, because this is your life we’re talking about.” Do financial professionals have their own estate plans? Often not. When Lorenz polls audiences of attorneys, CPAs, and financial advisors, only about a third report having a complete, up-to-date, ready-to-go plan — barely better than the general public. Her challenge to the profession is that clients will increasingly ask advisors directly: “Do you have your estate plan completed?” Pull Quotes “Our power in estate planning is not prediction, it’s really about setting our preferences.” “Who’s going to be the first person in your bedroom when you are no longer able to make new decisions?” “I’m not in charge. I’m a servant-manager.” “Once I get my estate plan done and updated, I don’t think about it anymore. My head space is so clear because everything I was worried about has been thought about, considered, allowed, and put down in writing.” Full Transcript Transcript lightly edited for clarity. Timestamps are approximate. [00:00] Marguerite Lorenz: You know, if you don’t get your estate plan done, you’re suing your family. You’re making them go to court, right? And who would want to make anyone else go to court? [00:08] Announcer: Welcome back to the Wealth Actually podcast, the show that features experts, entrepreneurs, and commentators that will give you the right knowledge, planning, and guidance so you can preserve your assets and enjoy your wealth. Learn more and subscribe today at wealthactually.com. This podcast is for educational and entertainment purposes. It is not investment, legal, nor tax advice and does not represent the opinion of the employers of the host or guests. [00:32] Frazer Rice: Welcome back. Friend of the podcast Marguerite Lorenz is on the podcast this week. She’s a California trustee and has a new book called Luck or Control? out. We’re going to talk a little bit about fiduciary matters and what it takes to have good staffing within your estate plan. Welcome back, Marguerite. [00:54] Marguerite Lorenz: Thank you, Frazer. [00:55] Frazer Rice: Since the last time you were on, you have a couple of books out and we’ve gotten to see each other a couple of times with the Independent Trustee Alliance. Let’s talk a little bit about the new book that you just published and what you’re trying to do with it. [01:14] Marguerite Lorenz: So that book is Luck or Control? The Life-Improving Power of Estate Planning. And I wrote it because I’ve seen hundreds and hundreds of families really struggle with how this is going to get done, and many people don’t get their estate plan done at all because they’re so afraid. They don’t know what to expect, they don’t want to talk about their mortality, they don’t want to have serious conversations with their loved ones. And if we don’t have those conversations, we really lose all control when we need it the most — when that medical crisis happens or when life changes in a big way. [01:52] Frazer Rice: No question about it. And I went through the book and it’s an important read, because for those people who really have to get their affairs in order and feel stuck for some reason, I think you do a good job of laying out why you need to get unstuck and then how to take a couple of steps to initiate those conversations and get the important things down so that you can then have the deeper conversations that help out later on as you’re structuring things. What part of your experience being a full-time trustee helped to inform all of this? [02:22] Marguerite Lorenz: Well, as a trustee professionally, I’ve met with lots of different families in lots of different circumstances. And for many of them they’ve named me, and so I’m serving in that role. It’s not just trustee; it’s trustee, executor, agent on the power of attorney for finance, and even as agent for health care. And so that’s a very intimate job. It’s a job where you end up seeing someone’s entire life, or as much as you can of another person — their paperwork, how they do things, how they pay their bills, how they live, what medications they take. It’s really very intimate. And I think a lot of us assume that our children know us and they’ll do what we want them to do. But the thing is that it’s very likely you haven’t lived with your children in the same household for decades. And now you’re asking them to come back, drop their life, and come in and be that person for you. Be the person who’s going to protect your privacy, be that person who’s going to protect the way you want to live. And they may disagree with the way you want to live. They may actually have issues with some of the choices that you’ve made or how you’ve proceeded. So now, in addition to having a medical challenge where you’re not able to make new decisions — maybe temporarily, maybe permanently — now you have someone who wants to run the show or actually be in charge. In my job as a professional trustee, I’m not in charge. I’m a servant-manager. I’m really taking the trustor’s wishes and how they’ve structured things and really looking at that to be sure that I can continue it as best I can with all the changes that have occurred. [03:49] Frazer Rice: One of the things we were talking about before we got on board, and something we’ve discussed generally through the Independent Trustee Alliance, is that people who are asked to serve in those roles usually are family members. And for people who are uninitiated in the field, that seems like an obvious choice, because they’re really trying to put somebody in there who understands the family. But as you and I know, they may not be necessarily qualified to deal with the technicalities of the different roles that we just discussed. But also, the idea of taking on the emotional toll of these new conditions can be something different and unapproachable for many people. [04:30] Marguerite Lorenz: Well, I think it helps to kind of look at some of those issues. So you might have more than one child. Even if you have an only child, these issues apply. And now you’ve been in the hospital and you’re expecting this person to deal with your tax, legal, financial, and medical decisions. This person has to be a good negotiator. This person has to be calm when there’s issues that arise, and they may have feelings — they may be grieving that things have changed for themselves and in their relationship with you. So I think to be really empathetic and to be really kind and compassionate, we have to get our own stuff in order so that we can really have a good experience for our last days. And again, some of these roles that I’ve served in have been temporary. Let me give you an example. I worked with a gentleman whose wife had passed away because of cancer. She had been gone about two years and he himself was diagnosed with cancer. So he already knew what that might be like, right? She had already had chemotherapy; he was right there with her through all of that experience. Well, now faced with it himself, he said, “In order for me to do this, I don’t have a partner. I need somebody who’s going to deal with the business of my life so that I can focus on my health.” He named me as his trustee. I became active. I reported to him because he was still able to receive those reports. He was certainly mentally able, but physically it was really hard. He was exhausted most of the time. And he was going to grief support for the loss of his wife and going to chemotherapy treatments. So you can imagine just how full his day was. So we’re into this two years. He met a woman at grief support. He was feeling better because the treatment worked, and he decided he wanted to travel the world before he died. And he married this woman, and they were very happy together. And he asked if he could be trustee again. So — I’m a professional trustee. It’s part of my duty to step back and step down when the trustor who wants to be trustee again wants that job back. So I gave him a full report, he had an accounting, he knew exactly what had happened during my term. He went on with his life, and then he passed away and I became trustee again. So I just wanted people to know that it could be temporary. It’s not necessarily a permanent job. Would your child step back down? [07:14] Frazer Rice: No question. Once in the role, sometimes it’s difficult to get out of it. But you did the right thing in terms of getting an accounting, making sure that your duties stopped when you were told to get off, and then when you were ready to come back on, that those sightlines are very clear. And that’s what comes with talking to a professional like you. You understand those parts so that you’re not having things bleed from one role into another and having liability issues or misunderstandings with the next generation. [07:51] Marguerite Lorenz: Right. And let’s talk about working with professionals from the beginning. We don’t know what we don’t know. And even attorneys need to go to an attorney to get their estate plan done. There may be attorneys who disagree with that, but none of us can be truly objective about our own circumstance. And we need someone who’s going to ask us some tough questions and really help us figure out: what is our intention? How do we feel about this? What’s important to us? So, getting my own estate plan done — I was a single mom in a new profession. I had just become a fiduciary and I had just learned about estate planning. I was learning so much at that time and realized, every time I drive on the freeway, I’m risking my children’s future. I’m their only parent. What can I do about that? So estate planning isn’t just about money, and it isn’t just about death. It’s also about taking an inventory. What do I have? What have I accomplished? Who do I love? What do I really care about? And once we get to have those kinds of conversations, our whole perspective on life improves. And I’ve used my own estate plan, every time I’ve gone to update it, as sort of a milestone check — where am I now? [09:09] Frazer Rice: Maybe the standard procedure is every five years to check in and make sure that life has not advanced as far as divorce, deaths, new kids, marriages, things like that, to make sure that the plan is in place. And it’s a great milestone to reflect on things. And then, as we move up the ladder wealth-wise, if there are changes in tax laws and things like that, it’s important to make sure that the plan understands that change and is able to accommodate what’s going on on that front. Let’s take that as a segue. You have another book that you came out with, How to Be a 90-Year-Old — or a well-functioning 90-year-old. [09:36] Marguerite Lorenz: How to Be a Successful 90-Year-Old. [09:39] Frazer Rice: More than well-functioning — actually successful. How to Be a Successful 90-Year-Old. I have not read that yet, so tell us a little bit about what’s going on there. [09:47] Marguerite Lorenz: Well, I want everyone to have that blue ribbon feeling at the end of their lives. And I picked 90 because I have had clients that have reached a grand old age of over 100. My last client passed at 105. So it is possible to live well until the very end. And I’ve been working with people for over 20 years that are much older than me, who have lots of wisdom and experience to share. Their stories are important. So for people that are serving as trustee — whether you’re a family member trustee or you’re a professional — this book might be helpful, because I actually talk about the relationships with those clients. And I also talk about some things we could do now so that life is simpler, better, and more comfortable when we might need some help. And that’s another barrier that a lot of us have. We have this barrier to having someone come into our home and help us. Our home is our sanctuary, it’s our private space. But I want everyone who’s listening right now to just think about it: who’s going to be the first person in your bedroom when you are no longer able to make new decisions? And do you want that person to see everything that might be in your bedroom? Many, many adults have what I call a black box. We have something that’s private that really, really we keep to ourselves. But everything gets exposed once you are not able to care for yourself. So then what? Well, many people want to stay in their home no matter what, as long as possible. So imagine, if you will — some of my clients have lived in the same home for 30, 40, 50 years. And now they have to get care. Can we arrange to have that care in their home? So this exploration is really about living well to the very end. There are some really great tips, things I’ve learned from my 90-plus-year-old clients that I’ve employed and deployed for myself. [11:23] Frazer Rice: Just as an example there — I’m a ripe old age of 53 shortly. The idea of getting things in place while you’re at the peak of your powers, and you don’t have the difficult decision of having the car keys taken from you, or being in a home that isn’t appropriate for you anymore, meaning you don’t have the necessary safeguards for showers and stairs and things like that. Do you get into that, as far as trying to look five years ahead to make sure that the things that you can do now in a more comfortable environment take place before maybe the emergency happens and then all of a sudden we say, “Oh my gosh, we’ve got to do a complete overhaul here”? [11:54] Marguerite Lorenz: Well, as you know, Frazer, our power in estate planning is not prediction, it’s really about setting our preferences. And if we don’t do that while we feel good, while we’re competent, while we’re thinking clearly, we don’t get a chance to express that or do that once we’ve lost our competence. So this is really important — that I’m thinking about my future vulnerable self. I’ll give you a small example for me personally: dark chocolate is part of my life. I like having an international selection of dark chocolate and I don’t want the same kind every day. I feel the nuances and the taste and the flavors; it’s important to me. For some people that might be wine, for other people it might be fine literature. It really depends on what you’re into. Well, our estate plan can be just about tax, legal, and financial stuff, but it really should be more. It should be about our quality of life. And that’s really what I’m instructing and what I’m talking about in a very warm, personal way in How to Be a Successful 90-Year-Old. And even in Luck or Control?, I want people to understand the function of the documents. So we talk about the documents and what they’re supposed to do to assist your person. But you have to have a person. And you might choose to have a trust company or a bank serve as your trustee, you might have a family member, you might have an individual like me — an independent trustee. You can find more independent trustees at the Independent Trustee Alliance. But the point is: how do I want to live? Who do I want to have help me? What does that help look like? Well, you might not know all the answers right now, but if you begin now, your eyes open to different possibilities. I’ll give you an example: I have visited lots of hospitals. I’ve been to people’s bedsides many, many times. I’ve learned that there are certain procedures I’m just not willing to go through. So in my mind I had to update my advance health care directive to basically say: this shell that I’m in, the case I walk around in, the machine that I live in, needs to be kept alive long enough so that my boys can say goodbye. And that’s not for me, that’s for them. But I don’t want it to go on interminably. [15:00] Marguerite Lorenz: So I’m pretty specific in my documents about what I want. So I’m hoping to help people have a little perspective — use that energy you have, use the power that you have right now to make decisions for yourself, and allow yourself the opportunity to update your estate planning documents from time to time, so that what you learn goes into your documents, and what you decide and what your intention is, is clear. [15:23] Frazer Rice: One of those points that you bring up that I think is important is that you can be a really good user of professional services with some forethought. To muse a little bit about what the end of life looks like is somewhat an unpleasant thought, if you feel like you’ve got less than your full faculties and that ends up being your future. But thinking about that and putting some planning around it, and real ideas about what you want others to take away from your end of life, in many ways I think is a great way to really get the documents put in place and reduce tension and questioning later, and any ambiguity that there might have been ahead of time. [16:13] Marguerite Lorenz: Well, that’s the thing too that we don’t necessarily consider when we avoid estate planning. And I’m talking to all the professionals who listen to you, Frazer. The percentage of professionals who have their estate plans completed might be just a little bit more than the average person, but only a third of American adults have any kind of written plan — and I would argue that half of them are not really going to work. And when I speak to professional groups — attorneys, CPAs, financial advisors and so on — I get that same raise of hands: only about a third of them have a complete, up-to-date, ready-to-go estate plan. Why do I need it ready to go? Because I don’t know what’s going to happen or when. So yes, it is hard to contemplate the end of our lives; it’s not something we want to think about. But how do you stop thinking about it? How do you stop worrying about it? You do everything you can about it right now, and then you set it aside. And our cell phones are so powerful that I can put in my calendar five years from now to call my attorney and ask if anything’s changed in the law, and to consider then if I need to think about anything that might have changed in my life that I want to update. So once I get my estate plan done and updated, I don’t think about it anymore. I’m so relieved. My head space is so clear, because everything I was worried about has been thought about, considered, allowed, and put down in writing. And now I don’t worry anymore. [17:47] Frazer Rice: I scolded a group of financial professionals I was giving a talk to. I asked probably a similar question, which was: how many of you have your estate plan documents up to date? And they all shot up, out of shame. I said, “How many of you have looked at them within the last two years?” And then that shot down to about a third, maybe less. I just said, “Shame on you.” People are looking to you for help on these things and you’re not leading by example. And so — point taken, and not just the trusts and estates lawyers, but for everybody else around the ecosystem. To not go through that exercise yourself — you can’t possibly advise correctly if you’re not practicing what you’re preaching. [18:22] Marguerite Lorenz: Well, here’s my challenge, and here’s my challenge to every professional in our mutual space: bank trust officers, administrators, paralegals, everybody. In Luck or Control? and on planforthis.com, which is where you can find my books and get a free First Steps toolkit, the first question is, “Hey professional, do you have your estate plan done?” It’s the first question. Why? Because I want to be sure I’m dealing with somebody who has some empathy for the emotional decisions I’m going to have to make. I want someone on my team that understands what this feels like — not just the wise, tax-smart decisions that they made. It’s a whole package. And so I’m putting it out there and I’m saying: I’m challenging everyone in our mutual space. Make sure you have your estate plan done, because more and more clients are going to be asking you, “Do you have your estate plan completed?” [19:21] Frazer Rice: So then let’s talk about your third book, which is sort of an update — and we talked about it in the previous podcast that we did a while ago, and I’ll have that in there — which is Ethics for Trustees. What’s in the update? I know it’s now in an audio version, which I haven’t sampled yet but I’m sure it’s really good. What’s new now versus when it first came out? [19:54] Marguerite Lorenz: So I’ve simplified it a bit, because I recognize that each of us can look up the probate code for the state that we live in, and it was really much more of a California-specific book. Look, I’m a California Licensed Professional Fiduciary and I’m also a Master Certified Independent Trustee. So having the audiobook, and also having it in PDF form, I think is very helpful for people so they can make notes, take a certain page with them. And the book now is exclusively available at planforthis.com. And when you purchase it, you’re getting both the audio and the PDF version. [20:27] Frazer Rice: Cool. Well, we’ll make sure that’s in the show notes. Let’s take the last little bit of time we have here and talk about the decision to have an individual trustee — and by individual, I mean family trustee — versus a more professional trustee, whether it’s an individual or a bank trustee. You and I sort of nod our heads in agreement every time we talk on this topic, and I’ve done podcasts with others where I feel this looming crisis is coming, where people put all these documents together in trusts and then they staff them with people who may be initially qualified, barely, but then six months after the ink is dried, their interest wanes, their technical capability wanes, life intervenes, something different happens — and the problems just multiply at that point. I guess my big question is — and from the Independent Trustee Alliance, where there is a group of people who can operate as a trustee without having to go to a bank — how bad do you think this problem could get? We have this great wealth transfer and we have a lot of assets shifting, not just from the ultra-high-net-worth but regular people shifting to the next generation, with people at the wheel of these structures that I don’t think really understand what’s going on. How bad could this get? [21:52] Marguerite Lorenz: In my view, we’re not just dealing with a transfer of wealth — because that’s where a lot of people focus. Where’s the money going, right? It’s going from one generation who died and then the money’s going to the next generation. But in that interim — and by the way, many people live for years unable to make new decisions for themselves. So it’s during their lifetime that they might need their trustee to step in, not just after they die. And that’s really important to consider: that you might need someone for five or six years when you need someone to make decisions. What kind of decisions? You have digital assets, you have your social media accounts, you might be doing transactions on your phone all day every day — but someone else will need to get into your phone to actually do those things, maybe. Is that somebody you want from your family to do that for you? Maybe you still say yes. But that family member has to have the ability to enforce the rules that you’ve set in your trust. They need to communicate really well with other people. And they have to set aside their own feelings. They have to put you first. And that’s a big challenge. So when you think about the word fiduciary — and I know that the financial industry has used the word a lot — the technical aspect of that is that I’m putting my needs aside and putting that trustor, that person who created the trust, their needs first. Then I also have to consider their beneficiaries and the future of those beneficiaries. So I’m dealing with transactions and having to account for every single penny of where the funds are now and where they’re going, what the assets are, what the character of those assets are. I have to deal with all the taxation that goes with that. I have to manage those assets. So that’s one set of skills, right? But then there’s the softer skills about communicating with other people and understanding their doubts and their concerns, and not taking that personally, and putting things in writing. So this is a big job. It’s not the simple job that it might have been at one point, where someone just wrote a will on their cocktail napkin and said, “Okay, I’m leaving you all my money.” The will doesn’t operate at all if you go to the hospital and you haven’t granted authority to anyone to be that person for you, to go to your house, get you some clean underwear and socks and bring it to the hospital for you. So I think we have to look at our lives as more complex. It’s not just driving a car; it’s deciding where that car goes, and if the car is maintained, and is the car clean, and can we have other people in the car with you? There are just so many decisions that I’ve had to make for other people that I don’t take any of this lightly — and nor should anyone who’s writing their estate plan. You need that attorney to ask you those questions and walk you through your day-to-day, so you can keep your day-to-day as long as possible. [24:54] Frazer Rice: Well, the other part too is the people who assume those roles — and I’ve been in it too — when you are asked to make tough choices, sometimes you have to make tough choices that favor one person over another, and you may be called to account for that. And the idea of keeping diligent records and writing — in a sense putting down the reasoning behind what you’re doing and making sure that everyone, to the extent it’s possible, understands the why of what’s happening — I think that is going to help people really save themselves some issues going forward when those tough choices have to be made. [25:23] Marguerite Lorenz: You know, if you don’t get your estate plan done, you’re suing your family. [25:27] Frazer Rice: Ah — good way to put it. [25:29] Marguerite Lorenz: You’re making them go to court, right? And who would want to make anyone else go to court? I mean, it’s just such a sad thing. And by the way, our courts are overrun with people that did no planning. And none of it happens quickly. So if you end up hospitalized and you haven’t selected a person, then the hospital and their bioethics committee is going to do the best they can. They’re going to ask for next of kin to make decisions for you — people that you may never have discussed your personal life with now have to be making decisions for you. So I’m asking people to be a little more proactive. I know you’re busy. I know it costs money to get an estate plan — probably less than you think, and certainly less than probate court would cost. A lot less than probate court would cost. Independent individual professional trustees cost a lot less than you think also. And you need to ask, because this is your life we’re talking about. I’m good. I have my plan, I keep up to date with my successors. I have a succession plan that’s worked beautifully. I’ve tested it. I know. And that’s why I can be so calm and so confident everywhere I go in my life. I’m feeling so good and so happy. Well, I want that for everyone. I want everyone to have that calm, true confidence that comes with knowing you’ve done everything you possibly can for yourself and the people you love. [26:54] Frazer Rice: Terrific. Marguerite, how do people get the books? How do people find you and your podcast, the Independent Trustee Alliance, and any other points of contact? [27:04] Marguerite Lorenz: Great, thank you. So planforthis.com is where you can find the books, where you can find me. We do have a podcast that has some wonderful discussions, case studies, and other topics to help people better understand the choices that they have. The Independent Trustee Alliance has a wonderful directory to find all kinds of professionals, but especially independent trustees, and you can find that at trusteealliance.com. And I’m going to be out there — I’m on LinkedIn. Come find me, connect with me. And Frazer, once again, thank you so much for the opportunity to visit with you. [27:40] Frazer Rice: Oh, it’s always great to get your expertise. And you bring a great sense of empathy to what can be a very technical and dollar-driven process. And I think the empathy, when it gets avoided or missed, there’s something really lost. So I really value your perspective on it. Thank you so much. [28:00] Announcer: This podcast is for educational and entertainment purposes. It is not investment, legal, nor tax advice and does not represent the opinions of the employers of the host or guest. Subscribe to Wealth Actually on Apple Podcasts, Spotify, Youtube or wherever you listen — and if this episode was useful, share it with the person you have named in your documents. https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

The polar regions are still some of the most inaccessible and least touched by humans, but they are deeply linked to the rest of Earth. We will cover the history of exploring them, the challenges of measuring this environment, and the current state of knowledge about the ice at both poles.  We will also cover the likely future for the polar regions – the incentives driving different actions, what science suggests about the consequences, and coming events to look out for.This lecture was recorded by Helen Czerski on the 21st of May 2026 at Barnard's Inn Hall, LondonHelen Czerski is a physicist and oceanographer with a passion for science, sport, books, creativity, hot chocolate and investigating the interesting things in life. She is a Professor at the Department of Mechanical Engineering at University College London and her research focus is the physics of breaking waves and bubbles at the ocean surface. These bubbles change underwater sound and light, help transfer gases from ocean to atmosphere (helping the ocean breathe) and also eject ocean material into the air. She has spent months working on research ships in the Antarctic, the Pacific, the North Atlantic and the Arctic, and is an experienced field scientist. Helen has been a regular science presenter on the BBC for 15 years, covering the physics of the natural world in BBC2 landmark documentaries (including ‘Orbit', ‘Operation iceberg' and ‘Supersenses'), and the physics of everyday life in a range of BBC4 documentaries (including ‘From ice to fire: The incredible science of temperature', ‘Sound waves: The symphony of physics', and ‘Colour: The spectrum of science', along  with many others). She currently co-hosts BBC Radio 4's flagship climate and environment programme Rare Earth. Helen's first book Storm in a Teacup won the Italian Asimov Prize and the Louis J. Battan Author prize from the American Meteorological Society. Blue Machine won the Wainwright Prize for Conservation Writing. She was awarded the Institute of Physics Gold Medal in 2018 for her work on physics communication, and an Honorary Fellowship of the British Science Association in 2020. She has been a Trustee of Royal Museums Greenwich since 2018, and was one of the 2020 Royal Institution Christmas Lecturers, giving her Lecture on the topic of the ocean. The transcript of the lecture is available from the Gresham College website: https://www.gresham.ac.uk/watch-now/white-knightGresham College has offered free public lectures for over 400 years, thanks to the generosity of our supporters. There are currently over 2,500 lectures free to access. We believe that everyone should have the opportunity to learn from some of the greatest minds. To support Gresham College's mission, please consider making a donation: https://www.gresham.ac.uk/get-involved/support-us/make-donation/donate-today Website:  https://gresham.ac.ukX: https://x.com/GreshamCollegeFacebook: https://facebook.com/greshamcollegeInstagram: https://instagram.com/greshamcollegeBluesky: https://bsky.app/profile/greshamcollege.bsky.social TikTok: https://www.tiktok.com/@greshamcollegeSupport Us: https://www.gresham.ac.uk/get-involved/support-us/make-donation/donate-todaySupport the show

This episode of the Amazing Cities and Towns Podcast sponsored by Bearing Advisors, Jim Hunt interviews Jannet Walker Ford  ·       A candid conversation about making transit work in your city. ·       And, much more 7 Steps to an Amazing City: Attitude Motivation Attention to Detail Zing Inclusiveness Neighborhood Empowerment Green Awareness Thanks for listening and look forward to having you join us for the next episode.  Links Mentions During Show: https://www.wsp.com/en-us/profiles/jannet-walker-ford  ·       www.AmazingCities.org ·       www.AmazingCities.org/podcast to be a guest on the podcast   About Jannet Walker Ford:     Jannet Walker-Ford is the Advisory and Planning Business Line Executive at WSP in the U.S. In this role, she is responsible for business performance, and integrating the firm's technical expertise in planning, engineering, program/construction management and operations with the strategic problem-solving and communications needed by owners, developers and operators to assess, fund, and organize around successful delivery of infrastructure programs and projects across all business lines. Previously, she served as National Transit and Rail Leader, responsible for leading and growing the firm's business in national transit and rail markets including the national practices for transit and rail, freight delivery, passenger rail, systems, technical project delivery, bus rapid transit and zero emissions. Jannet is a nationally recognized transportation industry executive, and a tireless advocate for equity in transportation and the power of public transit to transform communities. She has more than two decades of diverse expertise including management consulting, technology, mobility, and transportation systems. Jannet is a graduate of the University of Memphis with a bachelor's degree in management information systems and Central Michigan University with a Master of Business Administration degree. Recognized by WTS International with the inaugural Jannet Walker-Ford Breaking Barriers Award in 2024, Jannet has received numerous awards and serves on multiple national boards. She is the Immediate Past Chair of WTS International, the APTA Executive Committee, the Eno Center for Transportation and Jacksonville Board of Trustees. The broad range of recognition for her success and advocacy includes 2023 Railway Age Women in Rail, 2022 American Public Transportation Association's Business Member of the Year, 2021 WTS Northeast Florida Woman of the Year, 2019 Transportation Diversity Council/Massachusetts Institute of Technology honoree for Services to the Transportation Industry, 2019 Women of Color STEM Technology All-Star Award, and a 2019 Conference of Minority Transportation Officials' Women Who Move the Nation honoree. About Your Host, Jim Hunt: Welcome to the "Building Amazing Cities and Towns Podcast" … The podcast for Mayors, Council Members, Managers, Staff and anyone who is interested in building an Amazing City.   Your host is Jim Hunt, the author of "Bottom Line Green, How American Cities are Saving the Planet and Money Too" and his latest book, "The Amazing City - 7 Steps to Creating an Amazing City"   Jim is also the former President of the National League of Cities, 27 year Mayor, Council Member and 2006 Municipal Leader of the Year by American City and County Magazine.   Today, Jim speaks to 1000's of local government officials each year in the US and abroad.   Jim also consults with businesses that are bringing technology and innovation to local government.   Amazing City Resources:   Buy Jim's Popular Books: ·       The Amazing City: 7 Steps to Creating an Amazing City:   https://www.amazingcities.org/product-page/the-amazing-city-7-steps-to-creating-an-amazing-city   ·       Bottom Line Green: How America's Cities and Saving the Planet (And Money Too)  https://www.amazingcities.org/product-page/bottom-line-green-how-america-s-cities-are-saving-the-planet-and-money-too   FREE White Paper: ·       "10 Steps to Revitalize Your Downtown"  www.AmazingCities.org/10-Steps   Hire Jim to Speak at Your Next Event: ·       Tell us about your event and see if dates are available at www.AmazingCities.org/Speaking   Hire Jim to Consult with Your City or Town: ·       Discover more details at https://www.amazingcities.org/consulting   Discuss Your Business Opportunity/Product to Help Amazing Cities: ·       Complete the form at https://www.amazingcities.org/business-development   A Special Thanks to Bearing Advisors for the support of this podcast:  www.BearingAdvisors.Net

Dr. Chelsey Green is a No. 1 Billboard-charting recording artist, internationally acclaimed violinist, educator, and cultural leader. She serves as Chair of the Board of Trustees of the Recording Academy®, making history as the first Black woman and youngest person ever elected to lead the organization's governing body. An Associate Professor at Berklee College of Music, she also serves on the boards of the Latin Recording Academy®, the GRAMMY Museum®, and MusiCares®. Through her artistry, leadership, and advocacy, Dr. Green is helping shape the future of music, creator rights, and the global music industry.In this episode, Dr. Chelsey Green shares her journey to leading the Recording Academy and discusses AI, artist advocacy, and how independent musicians can build sustainable careers.Key TakeawaysLearn how AI is changing the music industry and discover practical ways to protect your music, ownership, and artistic integrity.Get an inside look at the Recording Academy and MusiCares to understand how these organizations support creators and advocate for artists worldwide.Discover why mentorship, community, and live performance remain the biggest competitive advantages for independent artists building sustainable careers.---→ Learn more about Dr. Chelsey Green and her work at: https://www.chelseygreen.com/.Book an Artist Breakthrough Session with the Modern Musician team: https://apply.modernmusician.me/podcast

Jody Alvi, is a Republican candidate for Johnson County trustee joins the show, and she's got a story to tell. From her experience working in the office to her decision to run for office.See omnystudio.com/listener for privacy information.

In 2023, the Iowa Legislature overhauled our property tax system with overwhelming bipartisan support. Part of that overhaul changed the way that many Iowa libraries and museums are funded, and the consequences of that change are making themselves known. On this episode, we talk with Billie Bailey, the retired executive director of the Grout Museum District in Waterloo, and Cindy Wells, president of the Board of Trustees for the Waterloo Public Library. Over 90% of the affected libraries and museums are at risk of budget cuts before the end of the 5-year sunset period, according to a report compiled by Bailey and Wells. Then, when tractors replaced horse-drawn implements, it revolutionized agriculture, and competition among tractor makers was fierce. We talk with Peter Tubbs, producer of Tractor Wars and Tractor Wars II from Iowa PBS, which tells that story. (Iowa PBS is an underwriter of IPR.)

This episode of The SEANC View podcast discussed the new tier system of the State Health Plan, highlighting the controversy surrounding the exclusion of Atrium and WakeMed from preferred provider status. The plan aims to cap hospital reimbursements, which can sometimes reach over 800% of Medicare rates. Without the tier system, approved by the State Health Plan Board of Trustees, members faced premium increases of up to 21%. The discussion also touched on the financial reserves of these hospitals, the impact on rural healthcare, and the need for transparency in hospital pricing.

This is the second episode of our new miniseries 'The Public Architect', an RIBA funded project exploring the past and present of the relationship between the architectural profession and the public. In this episode we spoke to researchers Ruth Lang, Natcha Ruamsanitwong and Patrick Zamarian about the role of research and innovation in post-war public sector architecture, focusing on bodies like the London County Council Architects' Department and the Building Research Station. We were then joined by Rafe Bertram and Professor Flora Samuel to explore the contemporary relationship between architectural research, local government, and the built environment today.Architectural History is the podcast of the Society of Architectural Historians of Great Britain. This miniseries, The Public Architect, was made possible thanks to funding from the Royal Institute of British Architects. It was hosted and produced by Claire Jamieson and Jess Kelly, with editing by Front Ear Podcasts and production support from Matthew Lloyd Roberts. If you enjoyed this series, please consider becoming a member of the SAHGB to support our work and get access to exclusive content. https://www.sahgb.org.uk/join-renewContributors:Rafe Bertram works on several scales of sustainability in the built environment. Locally, he is an Asset and Sustainability Manager at the London Borough of Enfield, managing Council Housing Energy Efficiency and Retrofit programme across 10,000 homes. Regionally, he sits on the steering group for Warmer Homes London and a panel member of Design South East. Nationally, he chairs the Finance thinktank for the Good Homes Alliance. At a local level, he is a founding director of the community cooperative, Retrofit Kentish Town. He is an Architect, Retrofit Coordinator, Public Practice Alumni and previously a partner at Foster+Partners. He has recently been awarded a Churchill Fellowship to undertake research on Retrofit Economics across Europe. Dr Ruth Lang is an architect, curator, and Associate Professor leading the Masters programme at the London School of Architecture. Through her teaching, research and writing, her work explores how contemporary architectural practice can be restructured to more equitably address issues of diversity and the Climate Emergency, using collaborative and transdisciplinary strategies. Her book ‘Building for Change: The Architecture of Creative Reuse was published by gestalten in 2022.Natcha Ruamsanitwong is a historian of architecture in twentieth-century Britain. She is currently convenor of the SAHGB Women Architectural Historians' Network and a Trustee of the Construction History Society. She is the author of Leslie Martin and Sadie Speight: Architects of Modern Britain (Lund Humphries, 2026).Flora Samuel is the Professor of Architecture (1970) and Head of the Department of Architecture at the University of Cambridge. She was formerly Head at the Sheffield School of Architecture.  Her research currently focuses on rural placemaking, inclusive design and housing but she began her career writing about Le Corbusier and the nature of architectural practice. She currently leads Public Map, a major AHRC funded project based in Wales.Patrick Zamarian is a senior lecturer in architectural design and humanities at the University of Liverpool. His research centres on the role of educational and professional institutions in the history of architecture, specifically in the British Empire. He is the author of The Architectural Association in the Postwar Years (Lund Humphries, 2020) and has published on student networks in interwar Britain, on the role of the Building Research Station in the postwar period, and on architectural education in British India, among other things.

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

A Choice That Became a LegacyWhen Mark Scharnberg '97 chose Cedarville University as a high school senior, he had no idea where this decision would take him. Looking back, he sees God's hand at work in ways no one could have planned.Mark recently shared on the Cedarville Stories podcast that Cedarville was the only Christian university he seriously considered. "I can't even tell you why," he admitted with a smile. Yet God often uses ordinary decisions to begin extraordinary stories.As Mark arrived on campus, another story was beginning. Through a connection with then-President Paul Dixon, Cedarville invited Mark's father, Lorne Scharnberg, into conversations about serving on the University's Board of Trustees. A son's college choice opened the door to a relationship that would shape the Scharnberg family and Cedarville University for decades.Mark remembers that his father poured himself into Cedarville more than any other organization. As God prospered the family's businesses, Lorne saw every opportunity as something to steward for the Lord. Supporting Christian higher education became a natural expression of that calling because he believed Cedarville was preparing students to follow Christ wherever He led them.Over time, that conviction became Mark's conviction as well.As he assumed leadership of the family's businesses, Mark wrestled with the responsibility that comes with success. He understood that financial blessings carry both opportunity and temptation. God's gifts are meant to be used faithfully, never trusted more than the Giver Himself.That perspective shaped Mark's own commitment to Cedarville. He chose to invest because he believed in the University's unwavering commitment to God's Word and its mission to disciple students for lives of faithful service. His generosity also reassured his father that the work they had supported together would continue into the future.The Scharnberg family's story offers a picture of how God works through His people. He gives different gifts and different assignments. Some serve from a classroom. Others lead a business. Still others strengthen ministry through generous giving. Every calling becomes an act of worship when it is offered back to the Lord.A young man's decision to attend Cedarville became the first chapter of a much larger story. Through one family's faithful stewardship, generations of students have been encouraged, equipped, and sent into the world for Christ. That is the kind of story God delights to write through people who simply place what He has entrusted to them in His hands.https://share.transistor.fm/s/35e10913https://www.youtube.com/watch?v=egjE9QhTTdU

The Ohio State Fair is a time-honored, summertime tradition for so many. In this episode Boxer and Sarah go behind the scenes with Alicia Shoults and Adam Heffron of the Ohio Expo Center and State Fairgrounds to learn about what it takes to put on one of Ohio's favorite events. Hear about the history of the fair, what's new, can't miss foods to try and their insider picks for must-do experiences this year. Get your tickets for the Ohio State Fair happening July 29-Aug. 9, 2026.Adam Heffron  is the Executive Director of the Ohio Expo Center & State Fairgrounds.Returning after 30 years, Adam previously worked at the Ohio Expo Center & State Fairgrounds in theRental Department after college. He then went on to work in the fair and event industries beforereturning as the Executive Director of the Ohio Expo Center & State Fairgrounds in 2024.Adam leads a team of approximately 55 full-time staff members dedicated to hosting more than 150events year-round. The staff, as well as and hundreds of part-time staff members also put on the annualOhio State Fair attracting visitors from all 88 counties in Ohio, as well as guests from across the country. With core roots in agriculture and tradition, the Ohio State Fair is a premiere event with quality entertainment, hands-on activities, delicious food, shopping, an 8-acre Natural Resources Park, an exciting Midway, and so much more.Alicia Shoults, CFE, is the deputy director of experience and operations of the Ohio StateFair. She got her start in the fair industry during her youth in 4-H as a county junior fair boardmember, then landed a summer internship at the state fair in college. In 2011, she returnedas the Ohio State Fair's marketing and public relations director, overseeing and executing all the fair's marketing, advertising, public relations and social media efforts. Her role was broadened into the Assistant General Manager role in 2019. Alicia is a member of International Association of Fairs and Expositions (IAFE) Education Foundation Board of Trustees, is a past president of Public Relations Society of America (PRSA) Central Ohio,was a member of the YMCA of Ross County Board of Directors. She is proud to have been named the International Association of Fairs and Expositions (IAFE) Rising Star in 2023, and the Central Ohio Public Relations Society of America (PRSA) Tom Poling Practitioner of theYear Award in 2022. She was recently elected as Second Vice Chair of the International Association of Fairs and Expositions (IAFE), and will serve as Chair of the organization in 2028.

Sycamore Township - Trustees Meeting - July 21, 2026

Lucas de Jong is a Kiwi journalist, storyteller, and one of Seven Sharp's longest-serving reporters. Raised in Ōpōtiki, Lucas has a real passion for rural New Zealand and can often be found travelling to the furthest corners of the country in search of a great yarn. Before joining Seven Sharp, he also worked for BBC World News in the UK and Singapore.In this podcast we talked about:

DRWarner Bros.' Zaslav Offers $68 Million to Buy Summer Campnew January 2026 employment agreement$96M: Make-Whole RSU award to CEO Daivd Zaslav of 1,963,465 shares; after January 2 Follow-On Option award of 3,052,734 options because share price is downUnder a new employment agreement executed on June 12, 2025, Zaslav received a special award of 20,898,776 stock options with an exercise price of $10.16 (~$400M). Additionally, on January 2, 2026, he was granted 3,052,734 follow-on stock options with an exercise price of $28.51 (~$40M). To address the higher exercise price of these options compared to the initial grant, Zaslav received 1,963,465 restricted stock units on January 5, 2026 (~$56M).The Compensation Committee: 23 meetings in 2025*Paul A. Gould, 80, 18 years tenureGould and Zaslav worked closely together at Discovery, Inc. for nearly 15 years.David Zaslav took the helm as President and CEO of Discovery, Inc. in January 2007.Paul Gould joined the Discovery, Inc. Board of Directors shortly after, serving as an independent director from 2007 until the company merged with WarnerMedia.Both men belong to the tight-knit professional circle surrounding cable pioneer and billionaire John Malone.Paul Gould has a long history as a trusted director across Malone's web of companies, serving for years on the boards of Liberty Global and Liberty Latin America.David Zaslav has publicly and frequently cited John Malone as his primary professional mentor.Their shared ties to Malone are so closely linked that in 2012, Zaslav partnered with other high-level executives to donate $1 million to the Cable Center specifically to build and name the John Malone Theater.Paul Gould has served as a Managing Director and Executive Vice President at Allen & Company, a premium boutique investment bank deeply embedded in the media and entertainment ecosystem. Through this avenue, Gould and Zaslav connect in two ways:Financial Advisory: Allen & Company has a long history of providing valuation opinions, advisory services, and market analysis for major transactions initiated by Zaslav during his career.The Sun Valley Conference: Allen & Company famously hosts the annual "Summer Camp for Billionaires" in Sun Valley, Idaho. As a prominent media mogul, Zaslav is a regular, high-profile attendee at this event, which is organized by Gould's firm.Kenneth W. LoweKen Lowe is the former Chair/CEO of Scripps Networks Interactive (the former parent company of massive lifestyle brands like HGTV, Food Network, and ID).The Link: In 2018—four years before the Warner Bros. deal even closed—Zaslav orchestrated Discovery's $14.6 billion acquisition of Scripps Networks. As a direct result of that blockbuster cable industry consolidation, Lowe joined Discovery Inc.'s board of directors. He and Zaslav had already been working together closely at the board level for years before the legacy company expanded into WBD.The board of AT&TRichard W. FisherOutside of WBD, Zaslav's connection to Fisher is rooted in Fisher's previous role as a member of the Board of Directors for AT&T. When Zaslav was hammering out the complex transaction to spin WarnerMedia away from AT&T, Fisher was one of the crucial board leaders on the other side of the table who evaluated and signed off on the deal. As part of the closing agreement, Fisher was designated by AT&T to transition directly over to the new WBD board.Debra L. LeeDebra Lee was the longtime Chair/CEO of BET Networks (Black Entertainment Television) from 2006 to 2018.Zaslav and Lee have long-standing commitments to The Paley Center for Media, sharing space as members of its highly prestigious Board of Trustees. Additionally, Lee served on the board of AT&T, meaning she was part of the corporate governance team that initially approved Zaslav's pitch to merge Discovery with WarnerMedia.Geoffrey Y. YangJust like Richard Fisher and Debra Lee, Yang's primary pre-WBD connection to Zaslav comes down to AT&T. Yang sat on AT&T's board during the high-stakes dealmaking window. Because of his background in digital media and venture capital, he was designated by AT&T leadership to transition to the WBD board to help Zaslav steer the newly formed company's streaming and direct-to-consumer technology strategies.The board that ignores Say on Pay votesAt our 2025 Annual Meeting held on June 2, 2025, we held an advisory vote on executive compensation, or "Say on Pay" vote, and a majority of the votes cast by stockholders were cast against our executive compensation program.Our executive compensation program is designed to pay for performance and effectively balance executive and stockholder interests. The Committee considered the outcome of the "Say on Pay" vote from the 2025 Annual Meeting, and while it continues to believe that our executive compensation structure, which includes long-term agreements with each of our NEOs and delivers a significant majority of NEO compensation in performance-based vehicles, is effective in meeting our compensation objectives, it took note of the negative 2025 "Say on Pay" vote when making compensation decisions after the 2025 Annual Meeting.The Dodd-Frank Act: "The shareholder vote … shall not be binding on the issuer or the board of directors of an issuer, and may not be construed as overruling a decision by such issuer or board of directors”Special meeting vote 4/23/26: Say on Pay 83% no6/9 AGM: ShareholdersPaul A. Gould 52% noRichard W. Fisher 31% noDebra L. Lee 32% noKenneth W. Lowe 31% noGeoffrey Y. Yang 31% noZaslav 3% noSay on Pay 84% noStill on boardPaul A. GouldRichard W. FisherDebra L. LeeKenneth W. LoweGeoffrey Y. YangZaslavThe SEC: "The Say-on-Pay … votes are advisory rather than binding ... Unlike a binding vote, advisory votes do not require the company or its board of directors to take a specific action. The company's board of directors may consider advisory votes and may follow up with other communications or dialogue with shareholders as part of its deliberative process in making policy decisions."The workers for being poor1,378 to 1 CEO pay ratio.Andrew M. Cuomo Joins the OKX Board of DirectorsThe worldMen GreedThe U.S. Department of Justice (DOJ) In February 2025, OKX pled guilty in a U.S. federal court to operating an unlicensed money transmitting business and violating anti-money laundering (AML) laws.The U.S. Department of Justice (DOJ) revealed that despite OKX having an "official policy" banning U.S. users, the exchange actively pursued U.S. customers and generated hundreds of millions in fees from them.Internal logs showed OKX employees explicitly telling U.S. clients how to bypass the exchange's own blocks—even telling a customer to "just put a random country" during identity verification.The exchange was used to facilitate over $5 billion in suspicious transactions and criminal proceeds, resulting in a staggering $504 million penalty.TrumpTrump has normalized crypto. Is it the path to the next financial collapse?Jon Ossoff Rips RFK Jr.'s ‘Foolish' Cutback To Cyclosporiasis Monitoring: Sen. Jon Ossoff says a cyclosporiasis outbreak spreading nationwide could be harder to track because the Trump administration changed CDC surveillance last year. In a letter to Health Secretary Robert F. Kennedy Jr., Ossoff argues that the CDC's FoodNet program (a public health network that monitors infections from multiple pathogens across CDC, USDA, FDA, and 10 states) stopped requiring monitoring cyclospora, and that the administration later made data collection optional at FoodNet sites for most pathogens (except Salmonella and E. coli).Elon Musk"ESG is the devil"A "scam" weaponized by "phony social justice warriors"Vivek RamaswamyThe author of Woke, Inc.founded an entire asset management firm (Strive) designed explicitly to offer "anti-woke" investment options that ignore ESG metrics in favor of pure profit.Ron DeSantisSpearheaded a massive legislative pushback against ESG in Florida, signing bills that banned state and local governments from using ESG factors when investing public funds or issuing bondsArgues ESG is a way to bypass voters and enforce a political agenda through corporate power.Peter ThielCalled ESG a "hate factory" used to control capital and punish companies that don't fall in line with mainstream corporate ideologyTariq Fancy (Former Head of Sustainable Investing at BlackRock)“Whistleblower”Called ESG a "dangerous placebo" that does nothing to actually fix the planet but allows Wall Street to charge higher fees while greenwashing their portfoliosMike PenceArgues that major Wall Street firms use ESG to enforce a radical left-wing agenda on everyday Americans, forcing companies to adopt policies that hurt the domestic energy sector.Glenn Hegar (Texas Comptroller)Created a blacklist of financial companies (including BlackRock) banned from doing business with the state of TexasCalled ESG an "opaque and perverse system" that violates fiduciary dutyAndy Puzder (Former CEO of CKE Restaurants/Hardee's and Carl's Jr.)Argued that forcing companies to focus on social goals instead of profits violates shareholder capitalism and ultimately hurts the economySenator Tom CottonAttacked ESG from a legal and regulatory standpoint. He led a group of Republican senators in warning top U.S. law firms that advising companies to cooperate on ESG goals could open them up to massive federal antitrust violationsSanjai Bhagat (Finance Professor, University of Colorado)Argues that ESG funds don't actually deliver higher returns and that companies in ESG portfolios often have worse compliance records for labor and environmental rules than standard companiesMenI pay my employees $1,000 a month per child for day care. It's one of my ice cream company's best investments.A womanAll womenDEIMolly Moon Neitzelfounder and CEO of Molly Moon's Homemade Ice CreamHer business planwhich included living wages and free health insurance for everyone who worked at least 18 hours a weekMMC-suite promotions now come with three or more jobs - from the article: “When Target named Michael Fiddelke CEO in February 2026, the leadership changes he announced went beyond a standard promotion. Target eliminated its chief commercial officer role and consolidated merchandising authority into a single position, naming Cara Sylvester, previously chief guest experience officer, as the sole chief merchandising officer overseeing product development, assortment design, and partner collaborations.” - WHO DO YOU BLAME??AIIsn't “taking more jobs on” what the promise of AI has been? The article claims “Executives who excel in a specific function are increasingly entrusted with broader operating mandates spanning commercial, technology, operations, finance, or customer strategy” - but really, aren't we just admitting that marketing and sales can be done by a dopey robot?Executive ChairsAs the TOP boys realize they can offload their work by becoming Executive Chair (same salary, fewer hours, no responsibilities!), maybe the CEO class is realizing THEY can stop doing as much if they just give more jobs to underlings? It seems telling the prime example in the article is Target where Brian Cornell still lingers on the board like a boilPay committeesPay committees are handing out massive golden hellos, particularly to CFOs but all c-suite, and they can justify them by “rolling” pointless jobs into a single person, right? BoardsBoards aren't actually paying attention to executives anyway - the data suggests by and large boards in the US are either deferential to the executives (do whatever you want!) or entirely self dealing (highly connected horse trading jobs on other boards!). The result is an indifferent board to actual executive shakeups either way - and CEOs are using indifference to shake up the c-suitesGeneral Mills is recalling nearly 736,000 Pillsbury bread rolls over possible glass - WHO DO YOU BLAME??Public Responsibility Chair Jorge UribeEx “productivity” officer at P&G until he retired in 2015. MBA and bachelor's in “management engineering”, which confused our knowledge typing which pinged off “engineering” to give him Public Safety knowledge, but there's no ACTUAL EVIDENCE he did anything but sales/marketing10 year tenure - longer than the CEO, but not as long as…Longest tenured director and man on Public Responsibility committee Steve OdlandOdland is the CEO of the Conference Board, who does public policy and governance stuff - he was CEO of Office Depot and AutoZone, and came from food (Quaker Oats, Sara Lee)Been on the board 22 years!! Solid job if you can get itBut both Steve and Jorge are tagged as “deferential” in the data (this is an important gig for them), so maybe…CEO Jeff HarmeningWith General Mills since 1994, came from marketing, but was COO - maybe Jeff's job as a director at Toro Company made him too busy to notice the glass? Or, maybe it wasn't their fault at all…RFK Jr: It's not just Taco Bell lettuce and possible glass in Pillsbury rolls: Food and drink recall events reached a 6-year year-over-year high

In episode 188, we talk with Seth Walsh, Cincinnati City Councilmember and Democratic nominee for Ohio Treasurer, about what the office actually does and why his campaign for transparency and accountability matters.Seth is a recognized community development leader who has prioritized keeping Cincinnati growing, vibrant, and safe. As Treasurer of State, Seth will ensure the state's investments, pension funds, and revenue are managed with integrity and are used to strengthen our communities so all Ohioans thrive.Seth served as Executive Director of the College Hill Urban Redevelopment Corporation before he was appointed to Cincinnati City Council in December 2022. Seth is a member of the Cincinnati Retirement System Board of Trustees.Seth graduated from Xavier University and later founded the Cincy Soccer League. He lives in the Cincinnati Business District with his two dogs, Calvin and Rosie.Resources:* Seth Walsh for State Treasurer* The Dark Money Game (HBO documentary on HB6 featuring Seth's opponent)* Follow Seth on Social Media!* Instagram* TikTok* Facebook* X/Twitter* YouTubeWe're bringing together digital creators from across the state to build a powerful digital organizing network called Ohio Creators for Progress. Support and donate to this effort below! ⬇️Connect with United SHE Stands:* Substack* Instagram* TikTok* YouTube* Threads* Buy us a coffee ☕️This episode was edited by Kevin Tanner. Learn more about him and his services here:* Website* Instagram This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.unitedshestands.com/subscribe

Leave us a voicemail!How can we set and maintain standards for dog training and animal behaviour? Zazie and Kristi are joined by Fiona Cooke, Chair of the Board of Trustees of the Animal Behaviour and Training Council to learn all about their important work in the UK, and what anyone can do if they want to make a difference.We talked about:What the ABTC doesWhy it's so important to follow a compassionate, non-punitive approach in training and animal behaviourThe wide range of organizations who are part of the ABTC (and how they represent people who work with dogs, cats, horses, and exotics)The benefits of being on the ABTC register for practitioners in the UK, and how the public can use it to find a good trainer or behaviouristWe get a sneak peek of what the ABTC is working on right nowThe importance of collaboration and how people can increase awareness of the ABTC and support their workWe get Fiona's tips on what people can do to make a differenceAnd finally we find out what Fiona's been reading, which turns out to include an instruction booklet for building a wardrobe!The books Fiona recommends are The Secret Hour by Mick Herron and also his Slough House series, of which the first is Slow Horses.The Animal Behaviour and Training Council sets and maintains standards of knowledge and practical skills needed to be an animal trainer, training instructor or animal behaviour therapist and maintains the national Register of appropriately assessed practitioners.ABTC members include major animal welfare charities, organisations concerned with human-animal interactions, educational institutions and membership organisations for practitioners. The Council represents the training and behaviour sector to the public and to governments.Visit the ABTC website: https://abtc.org.uk/Sponsor the ABTC: https://abtc.org.uk/sponsors/ABTC merch: https://shop.abtc.org.uk/Fiona Cooke is Chair of the ABTC Board of Trustees. She is Head of Specialist Services (vet, behaviour, training and research) at Woodgreen Pets Charity. Her PhD focused on the role of local government in the implementation and enforcement of animal welfare legislation. She is a lecturer in law and runs an animal behaviour company working with complex behavioural issues of dogs and cats. Fiona is a full member of the APBC and FABC as well as an ABTC registered CAB.Support the showAbout the co-hosts:Kristi Benson is an honours graduate of, and now on staff with, the prestigious Academy for Dog Trainers and has her PCBC-A from the Pet Professional Accreditation Board. She lives in beautiful northern British Columbia, where she helps dog guardians through online classes. She is also a northern anthropologist.Kristi Benson's website  Facebook  Zazie Todd, PhD, is the award-winning author of Bark! The Science of Helping Your Anxious, Fearful, or Reactive Dog, Wag: The Science of Making Your Dog Happy and Purr: The Science of Making Your Cat Happy. She is the creator of the popular blog, Companion Animal Psychology, and has a column at Psychology Today. She lives in Maple Ridge, BC, with her husband, a dog and a cat. Instagram  BlueSky 

Steve Vear MBE JP is someone whose life has been shaped by resilience, service, and an unwavering determination to succeed.  Born with cerebral palsy, he's never let it define him. He enjoyed a successful career in senior operational leadership, including leading production and logistics at one of the UK's largest examination boards, before taking on a new challenge during the COVID lockdowns by studying law. He was called to the Bar in 2025 and is now beginning the next chapter of his career as a pupil barrister.  Alongside his professional achievements, he has dedicated decades to public service as a Magistrate, Samaritan, School Governor, Chairman of the Southern Premier Cricket League, and Trustee of the Hampshire & Isle of Wight Air Ambulance. And in 2018 His commitment to volunteering was recognised with an MBE.Links:https://www.linkedin.com/in/stevevear/debbiewilliamspodcast.comSupport the show

Guest Host: John Gerardi John reacts to the GV Wire opinion piece that argues that Fresno Unified trustees Andy Levine and Veva Islas should leave office because of what the author views as failures involving student safety, transparency, accountability, and district oversight. The column heavily criticizes their handling of investigations surrounding student deaths and contends that they have not delivered on promises to reform Fresno Unified. Please Like, Comment and Follow 'Philip Teresi on KMJ' on all platforms: --- Philip Teresi on KMJ is available on the KMJNOW app, Apple Podcasts, Spotify, YouTube or wherever else you listen to podcasts. -- Philip Teresi on KMJ Weekdays 2-6 PM Pacific on News/Talk 580 AM & 105.9 FM KMJ | Website | Facebook | Instagram | X | Podcast | Amazon | - Everything KMJ KMJNOW App | Podcasts | Facebook | X | Instagram See omnystudio.com/listener for privacy information.

Guest Host: John Gerardi John reacts to the GV Wire opinion piece that argues that Fresno Unified trustees Andy Levine and Veva Islas should leave office because of what the author views as failures involving student safety, transparency, accountability, and district oversight. The column heavily criticizes their handling of investigations surrounding student deaths and contends that they have not delivered on promises to reform Fresno Unified. Please Like, Comment and Follow 'Philip Teresi on KMJ' on all platforms: --- Philip Teresi on KMJ is available on the KMJNOW app, Apple Podcasts, Spotify, YouTube or wherever else you listen to podcasts. -- Philip Teresi on KMJ Weekdays 2-6 PM Pacific on News/Talk 580 AM & 105.9 FM KMJ | Website | Facebook | Instagram | X | Podcast | Amazon | - Everything KMJ KMJNOW App | Podcasts | Facebook | X | Instagram See omnystudio.com/listener for privacy information.

In this episode of Investing in Integrity, Ross Overline sits down with Mark Keating, EVP and Global Head of Strategic Finance at State Street — one of the largest financial institutions in the world, with roughly $50T in assets under custody and 15% of the world's daily financial transactions running through its infrastructure.Mark and Ross discuss what it means to build a career of lasting impact inside a globally systemically important bank, how AI is reshaping corporate finance, and the question Mark asks himself and his colleagues to keep them grounded: Do you like the person you've become?Meet Mark Mark Keating is EVP and Global Head of Strategic Finance at State Street, where he leads enterprise Financial Planning & Analysis, Real Estate, Procurement, and Financial Oversight and Planning for Operations & Technology, State Street Markets, Global Credit Finance, Wealth Services, and Corporate Functions. He also leads the firm's Finance Data and AI organization and Finance Transformation. He is a member of State Street's Executive Committee, the company's senior leadership team.Since joining in 1990, he has held a range of executive roles in finance, business, and strategy across the firm. He spent over a decade in Zurich, Luxembourg, and London, and served as CFO for Europe, the Middle East, and Africa and as International CFO for more than 15 years. During that time, he served on the Executive Management Board of State Street Bank International in Germany and held a Senior Manager Function designation under the U.K. Financial Conduct Authority's Senior Manager Regime. In 2025, he stepped in as State Street's interim CFO.Mark also serves on the Board of Trustees of the Cathleen Stone Island Outward Bound School and is the executive sponsor of the State Street Veterans Network (VetNet).Mark holds an undergraduate degree from the Boston College Carroll School of Management and an MBA in international finance and economics from Babson College, where he graduated summa cum laude.

State Treasurer Brad Briner and Plan Executive Administrator Thomas Friedman join us this week to recap the State Health Plan Board of Trustees meeting and explain major changes: a premium increase, a new three-tier provider network (preferred, access, non-preferred), and the decision to return Blue Cross Blue Shield of North Carolina as the third-party administrator and pharmacy benefit manager in 2028. They discuss why the changes are needed to control costs, how tiers work for members across urban and rural areas, protections for patients in active treatment, and next steps for implementation and member engagement.

Send us Fan MailSend us Fan MailSchedule an Rx AssessmentWhat if your team held the best ideas for growing your pharmacy and you just needed to get out of the way?On this episode of the Bottom Line Pharmacy Podcast, we sit down with Dr. Jay Phipps, owner of Phipps Pharmacy and founder of the Phipps Tank concept, to break down:What Phipps Tank is and how to run it in your pharmacyWhy culture is a bottom line strategy, not just a feel-good initiativeHow psychological safety drives team performance and real revenue growthWhy your fear of change might be your biggest financial liabilityAnd more!More About Our Guest: Dr. Jay Phipps is a Pharmacy Gladiator, Pharmacy Doctor, Founder, Entrepreneur President, and CEO with over 29 years of experience in pharmacy. At Phipps Pharmacy, Dr. Jay leads a team of dedicated and professional Pharmacy Doctors and technicians who provide personalized and high-quality care for patients. Phipps Pharmacy, Inc. is an independent pharmacy with 5 locations in Tennessee and Mississippi. Dr. Jay is also the President and CEO of PhippsCare that focuses on Pharmacy Doctor provided healthcare and Health Insurance Solutions who specializes in medical and pharmacy plans for seniors. Dr. Jay currently serves on multiple Boards of Directors and committees on the national, state, and local levels. He has served as the American Pharmacist Association-Academy Students of Pharmacy National President, on the APhA Board of Trustees, President of the Tennessee Pharmacists Association (TPA), on the Board of Directors for TPA, Chair, Tennessee Pharmacy Research Education Foundation, Co-Chair, Carroll County Drug Prevention Coalition and a District 8 County Commissioner. Dr. Phipps received a Doctor of Pharmacy degree from The University of Tennessee Health Science Center, where he also completed a residency in Drug Information and Pharmacotherapy and is currently pursuing an MBA with a major in Leadership and Strategy from the #1 ranked online MBA program at Indiana University - Kelley School of Business.  Dr. Phipps plans to graduate in the fall of 2024. Connect with Dr. Jay Phipps, PharmD:Jay Phipps LinkedInPharmacy Gladiator WebsitePharmacy Gladiator InstagramPharmacy Gladiator TikTokPharmacy Gladiator YouTubeStay connected with us:FacebookTwitterLinkedInScotty Sykes – CPA, CFP LinkedInScotty Sykes – CPA, CFP TwitterBonnie Bond – CPA LinkedInBonnie Bond – CPA Twitter More resources on this topic: Podcast - Becoming a Pharmacy GladiatorPodcast – Driving Independent Pharmacy Profitability in 2026 with Nicolette Mathey, PharmD, CEO of Atrium24Podcast – 2026 Quarter 2 Pharmacy UpdatePodcast – America 250, The history of Pharmacy, Q&A

In this episode, we discuss how various institutions in Massachusetts are commemorating the 250th anniversary of the American Revolution. We speak with Angela Tate, Chief Curator and Director of Collections at the Museum of African American History, to discuss their exhibit, "Black Voices of the Revolution." We then travel to Concord, MA to visit the Old Manse and learn about the house that experienced two revolutions in American history from Property Manager with the Trustees of Reservations, Rachael Robinson. Back at the MHS, we examine our own exhibit titled "Declaring Independence" with Brandon McGrath-Neely, Library Assistant at the MHS. Learn more about episode objects here: https://www.masshist.org/podcast/season-5-episode-7-Commemorating-American-Revolution  Email us at podcast@masshist.org. Episode Special Guests: Angela T. Tate is Chief Curator and Director of Collections at the Museum of African American History, Boston and Nantucket. A historian, curator, and writer, her work explores Black history, public memory, and the stories communities tell about themselves across generations. Rachael Robinson has been Property Manager of the Old Manse and Fruitlands since summer 2025. She has a BA and MLitt in the field of archaeology from the University's of Bristol and Glasgow, respectively, and she has worked in museums for over 20 years.  Brandon McGrath-Neely is a Library Assistant at the Massachusetts Historical Society. This episode uses materials from: Cloudbank by Podington Bear (Attribution-NonCommercial 3.0 Unported) Psychic by Dominic Giam of Ketsa Music (licensed under a commercial non-exclusive license by the Massachusetts Historical Society through Ketsa.uk) Curious Nature by Dominic Giam of Ketsa Music (licensed under a commercial non-exclusive license by the Massachusetts Historical Society through Ketsa.uk)

How did a single decision trigger Sherry's decline from Britain's favourite drink? What would it take for Sherry to make a comeback after decades of decline? How can you make the most out of your trip to the Sherry region of Spain? In this episode of the Unreserved Wine Talk podcast, I'm chatting with Ben Howkins, author of a new book on Sherry. You can find the wines we discussed at https://www.nataliemaclean.com/winepicks.   Giveaway Two of you are going to win a copy of Ben Howkin's terrific book, Sherry: Maligned, Misunderstood, Magnificent! To qualify, all you have to do is email me at natalie@nataliemaclean.com and let me know that you've posted a review of the podcast. I'll choose two people randomly from those who contact me. Good luck!   Highlights Why was Pedro Ximénez once considered too valuable to bottle on its own? Why did Shakespeare mention Sherry so often in his plays? How did Sherry become one of the world's most popular wines before its dramatic decline? How did one businessman almost single-handedly bring down the modern Sherry industry? Why did people in Jerez say José María Ruiz-Mateos had turned wine back into water? How has the collapse in Sherry sales unexpectedly created a rare opportunity for wine lovers? Why does Ben believe the world's finest old Sherries remain one of wine's greatest bargains? What would it take for Sherry to become fashionable again? Why are small independent bodegas giving Ben renewed hope for the future of Sherry? What makes a visit to Jerez unlike any other wine region in the world? How did Ben help revive one of Europe's oldest and most celebrated sweet wines after the fall of the Iron Curtain? Why did Hungary insist on calling it the Royal Tokaji Wine Company instead of the Imperial Tokaji Wine Company? What does "five puttonyos" actually mean on a bottle of Tokaji? After a lifetime in wine, what advice does Ben have for anyone looking to enjoy wine more?   About Ben Howkins Ben Howkins is widely regarded as the UK's leading writer and expert on port and sherry. In 1963, he became the youngest recipient of the Vintners Scholarship, an experience that took him across Europe's vineyards and helped shape his lifelong passion for wine education, particularly fortified and dessert wines. A prolific author, he has written extensively for both consumer and trade publications. His books include Rich, Rare & Red, Real Men Drink Port… and Ladies Do Too!, Sherry and Adventures in the Wine Trade. He is a member of the Vintners' Company and has lectured for the Wine & Spirit Education Trust, where he also served as a Trustee. An international wine judge and public speaker, he has led vineyard tours across Europe and South America and promoted wine globally, including in the USA and China. He is co-founder of the Royal Tokaji Wine Company and a key figure in reviving Tokaji Aszú's global reputation.         To learn more, visit https://www.nataliemaclean.com/398.

Schaumburg is honoring a restaurant worker for saving a co-worker's life with CPR - and it's not the first time he's done it. Trustees gave Bill Taylor the village's Outstanding Citizen Award at their meeting Wednesday night.

When people create a trust...They usually spend most of their time talking about...Their house.Their investments.Their beneficiaries.But today...I want to talk about something I believe is just as important.The person who will carry out your wishes. Your Trustee.Choosing the wrong trustee can create confusion...Family conflict...Delays...And unnecessary stress.Choosing the right trustee may be one of the greatest gifts you can give your family.Today we're going to discuss what qualities every family should consider before making this very important decision.

ACTA's Nick Down interviews Michigan State University (MSU) Board of Trustees member Mike Balow. The aftermath of an emergency meeting to revise MSU's trustee code of ethics has embroiled the Board in controversy. The revised ethics code includes a "loyalty pledge" that limits trustee speech, with threats to sanction and publicly censure any trustee who refuse to sign. Trustee Balow and one colleague refused to sign the loyalty pledge. Since then, the dissenting trustees have faced intense public pressure, including doxxing and social media threats. Trustee Balow tells his side of the story of what really happened at the emergency meeting, and why he categorically opposes the new mandate.  Note: Since this recording, MSU president Kevin Guskiewicz has reversed his decision to depart MSU and will remain on as the university's president. 

Columbia Township - Trustees Meeting - July 14, 2026

More on this week's Board of Trustees meeting at the University of Michigan.

Rural Health News is a weekly segment of Rural Health Today, a podcast by Hillsdale Hospital. News sources for this episode:  Center for Healthcare Quality and Payment Reform, “Stopping the Loss of Rural Maternity Care,” June 2026, https://chqpr.org/downloads/Rural_Maternity_Care_Crisis.pdf. Stephanie Armour, “New Disease Threats Follow Trump Administration's Health Program Cuts,” July 2, 2026, https://kffhealthnews.org/public-health/new-disease-threats-follow-trump-administrations-health-program-cuts/, KFF Health News. Grace van Deelen, “Trump Administration to Remove Hundreds of Deep-Ocean Observation Instruments, Dismantling $368 Million Program,” June 3, 2026, https://eos.org/research-and-developments/trump-administration-to-remove-hundreds-of-deep-ocean-observation-instruments-dismantling-368-million-program, Eos. U.S. Department of Agriculture, “USDA Confirms Presence of New World Screwworm in the United States,” June 3, 2026, https://www.aphis.usda.gov/news/agency-announcements/usda-confirms-presence-new-world-screwworm-united-states.  Nikhil Ranadive, M.D. Et al., “CDC Operational Guidance for Investigating Locally Acquired Mosquito-Transmitted Malaria,” May 21, 2026, https://www.cdc.gov/mmwr/volumes/75/rr/rr7501a1.htm.  Sarah J. Topping, “Statement from the Southampton Town Trustees Regarding Vibrio Vulnificus,” April 23, 2026, https://www.southamptontownny.gov/DocumentCenter/View/46859/04-23-2026-Trustees-Press-Release---Statement-from-the-Southampton-Town-Trustees-Regarding-Vibrio-vulnificus, Town of Southampton Board of Trustees. Rick Mayer, “Florida is up to eight cases of Vibrio vulnificus – so-called 'flesh-eating bacteria' – in 2026,” June 12, 2026, https://www.wusf.org/health-news-florida/2026-06-12/florida-is-up-to-eight-cases-of-vibrio-vulnificus-so-called-flesh-eating-bacteria-in-2026, WUSF.  Amy Maxmen, “‘We Live With Fear': In Congo, Doctors Face Ebola With Little Protection,” June 5, 2026, https://kffhealthnews.org/public-health/ebola-congo-virus-outbreak-drc-africa-health-workers-bundibugyo/, KFF Health News. U.S. Agency for International Development, https://oig.usaid.gov/. Molly Castle Work, “Minnesota's ‘sprint medic' pilot program aims to get paramedics to rural emergencies faster,” July 1, 2026, https://www.mprnews.org/story/2026/06/30/minnesotas-sprint-medic-pilot-program-aims-to-get-paramedics-to-rural-emergencies-faster, Minnesota Public Radio News. Rural Health Today is a production of Hillsdale Hospital in Hillsdale, Michigan and a member of the Health Podcast Network. Our host is JJ Hodshire, our producer is Kyrsten Newlon, and our audio engineer is Kenji Ulmer. Special thanks to our special guests for sharing their expertise on the show, and also to the Hillsdale Hospital marketing team. If you want to submit a question for us to answer on the podcast or learn more about Rural Health Today, visit ruralhealthtoday.com.

EXCLUSIVE INTERVIEW: Fresno Unified Trustee Susan Wittrup talks LIVE about how the district failed not only in its response to an 11-year-old student’s fatal asthma emergency, but also in its aftermath. She calls for greater transparency, independent investigations, and accountability, saying schools must put student safety ahead of protecting reputations. Please Like, Comment and Follow 'Broeske & Musson' on all platforms: --- The ‘Broeske & Musson Podcast’ is available on the KMJNOW app, Apple Podcasts, Spotify or wherever else you listen to podcasts. --- ‘Broeske & Musson' Weekdays 9-11 AM Pacific on News/Talk 580 AM & 105.9 FM KMJ | Facebook | Podcast| X | - Everything KMJ KMJNOW App | Podcasts | Facebook | X | InstagramSee omnystudio.com/listener for privacy information.

What began as a collection of handwritten letters from his beloved grandmother became an extraordinary journey through family history, race, resilience, and the enduring power of love across generations. Walter shares how his grandmother's unwavering faith, quiet strength, and simple words of encouragement helped shape his identity and inspired him to preserve a story that is both deeply personal and profoundly American. Together, we explore the sacrifices that built future generations, the hidden heroes whose names may never appear in history books, and why preserving our family stories is one of the greatest gifts we can leave behind. We also discuss what it means to carry the dreams of our ancestors, navigate America's complex racial history, and define success in a way that honors those who came before us. This conversation is heartfelt, inspiring, and filled with wisdom for anyone who has ever wondered how the lives of ordinary people can create extraordinary legacies. Walter Pryor is a product of the South, the Black Church, and a strong family unit of resilient, formidable women.  He is a cum laude graduate of Hendrix College, the only Black student in the college's history to receive the President's Medal, and a graduate of Georgetown University Law Center. Pryor's professional career has spanned a myriad of sectors in the legal arena, including large and small law firms, the U.S. Department of Justice, Capitol Hill, corporations, higher education, and mission-driven bank Southern Bancorp.  He is passionate about education. He has devoted significant time to volunteer work in that field. Pryor currently serves on the Board of Trustees of Hendrix College as Chair and the Board of Directors of the Washington Children's Foundation. Pryor has also served on the Board of Trustees of the Latin School of Chicago, the Board of Directors of Legal Prep Charter Academies in Chicago, and the Board of Trustees of National Collegiate Preparatory Public Charter High School in Washington, D.C. He and his wife, Juliette, have two adult children, Adjua and Wade Osei, and divide their time between Chicago, Charlotte, and Martha's Vineyard. This Leaves Me Okay (Heliotrope Books, 2025) is his first book.

Leadership isn't defined by a title, it's revealed through how we serve, connect, and empower others. In Part 2 of our conversation with Dr. DeAngela Burns-Wallace, we dive into her book Made for This and explore how faith, purpose, courage, and authentic relationships shape meaningful leadership. She shares why investing in people always creates lasting impact and how leading with compassion builds stronger communities.  From mentoring future leaders to navigating uncertainty with confidence, this episode offers practical wisdom for anyone striving to live and lead with intention. Dr. Burns-Wallace reminds us that our greatest legacy isn't what we accomplish. It's the lives we encourage, uplift, and inspire along the way.  Key Takeaways:   Leadership begins with relationships, proving that genuine connection creates stronger teams, deeper trust, and more meaningful results than authority alone.   Leading through uncertainty requires both courage and compassion, allowing us to make difficult decisions while staying grounded in our values.   Everyone has unique gifts and a purpose, and embracing those talents with confidence creates lasting impact in our communities and workplaces.   Mentorship and sponsorship change lives by opening doors, encouraging growth, and helping others recognize potential they may not yet see in themselves.   The greatest legacy isn't measured by titles or achievements, but by the people we've empowered, the lives we've influenced, and the opportunities we've created for others.  Kim Newton Episode: https://smallchangesbigshifts.com/pressing-pause-on-life-to-discover-your-truest-joy-with-kim-newton-season-10-ep-409/  We couldn't highlight incredible stories like this without the support of our sponsor, CommunityAmerica Credit Union. Thank you for helping us promote connection, well-being, and stronger communities. If you're looking for trusted financial wellbeing resources, we invite you to connect with their team and take the next step toward greater financial confidence.  About Dr. DeAngela Burns-Wallace:  Dr. DeAngela Burns-Wallace is president and chief executive officer of the Ewing Marion Kauffman Foundation, a private, nonpartisan foundation that provides access to opportunities that help people achieve financial stability, upward mobility, and economic prosperity – regardless of race, gender, or geography.  Working across the public service, academic, and philanthropic sectors, Dr. Burns-Wallace carries a career commitment to enriching and strengthening equitable economic mobility. With Ewing Kauffman's vision serving as the centerpiece for the Kauffman Foundation, Dr. Burns-Wallace guided a comprehensive community engagement process to solidify the Foundation's enduring bond with Kansas City and renew its focus on college access and completion, workforce and career development, and entrepreneurship.  Prior to joining the Kauffman Foundation, Dr. Burns-Wallace was the secretary of administration and the chief information technology officer for the State of Kansas under Governor Laura Kelly. She was the first African American to hold either cabinet seat in the state's history.  Dr. Burns-Wallace's career in higher education includes serving as vice provost at the University of Kansas, assistant vice provost at the University of Missouri, and assistant dean at Stanford University. She began her career as a diplomat with the U.S. Department of State, serving tours in China, South Africa, and in Washington D.C.  Service is a cornerstone of Dr. Burns-Wallace's journey. She was elected to the Stanford University Board of Trustees in 2020, and she has held board roles in numerous local, regional, and national organizations including the College Board and Heart of Missouri United Way. She was recently elected as a life member to the prestigious Council on Foreign Relations.  While her career has taken Dr. Burns-Wallace around the world, she has never been far from the neighborhoods of Kansas City where she was raised and drew inspiration for leading a life of service. Her most important title is mom to her son, Xavier.  Connect with Dr. DeAngela Burns-Wallace at:  https://www.amazon.com/dp/B0G3W8CGCH?lv=shuf&channelId=500&plpRedirect=mhFallback  https://www.kauffman.org/   https://www.facebook.com/kauffmanfdn/  https://www.instagram.com/kauffmanfdn/  https://www.linkedin.com/company/kauffman-foundation/  https://www.youtube.com/user/KauffmanFoundation   Connect with Dr. Michelle and Bayleigh at:  https://smallchangesbigshifts.com  hello@smallchangesbigshifts.com  https://www.linkedin.com/company/smallchangesbigshifts  https://www.facebook.com/SmallChangesBigShifts  https://www.instagram.com/smallchangesbigshiftsco  https://www.youtube.com/@smallchangesbigshiftsco    Thanks for listening!  Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page.  Do you have some feedback or questions about this episode? Leave a comment in the section below!  Subscribe to the podcast  If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app.  Leave us an Apple Podcasts review  Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. 

This week on Truth to Power, we bring you a community conversation from the Aspen Ideas Festival in recognition of the 250th anniversary of the signing of the Declaration of Independence and the formation of the United States of America. The program called "America in Her Own Words" was organized by Theater of War Productions, which was honored to return to the Aspen Ideas Festival last week to present this year's closing session to help celebrate and interrogate the 250th anniversary of the United States. Actors David Strathairn (Goodnight and Good Luck, Lincoln), Michael Potts (The Wire, True Detective), and Kathleen Chalfant (Familiar Touch, The Affair) performed excerpts from Fourth of July speeches by Abraham Lincoln, Frederick Douglass, and Susan B. Anthony to catalyze a guided audience discussion about how reckoning and repair are fundamental to the promise and process of American democracy. The texts included sections from “What to the Slave is the Fourth of July?” delivered by Frederick Douglass at an Independence Day celebration in Rochester, New York on July 5, 1852; “The Electric Cord Speech” delivered by Abraham Lincoln from the balcony of Tremont House in Chicago, Illinois on July 10, 1858; and the “Declaration of Rights of the Women of the United States” written by Matilda Joslyn Gage, Elizabeth Cady Stanton, and Susan B. Anthony and read by Anthony on July 4, 1876 at Independence Hall in Philadelphia during the Centennial Celebration. Following the readings, thoughts were shared by panelists Abayomi Lewis (Singer; Poet; “American Idol” Contestant), Chuck Sams (Director, Indigenous Programs, Yale Center for Environmental Justice; Former Director, U.S. National Park Service), and Jeh Johnson (Former U.S. Secretary of Homeland Security; Chair, Board of Trustees, Columbia University). They candidly responded to these speeches and kicked off a powerful discussion with the audience. Watch the full performance at https://www.youtube.com/watch?v=Witiu_NzpYs Truth to Power airs every Friday at 9pm, Saturday at 11am, and Sunday at 7pm on Louisville's grassroots, community radio station, Forward Radio 106.5fm WFMP and live streams at https://www.forwardradio.org

Don was named one of the Top 30 Most “Transformational Leaders in North America” by John Maxwell and the 2018 Entrepreneur of the Year by the Atlanta Business Chronicle. In 2019, the Department of Defense recognized him with honors from the 75 th US Army Ranger Regiment, and he was named 2020 YMCA Volunteer of the Year. He is certified in Cybersecurity Management from Harvard University and has a Ph.D. in Economics and Organizational Leadership from Columbia International University. He earned his M.B.A. in Global Technology Management and International Business with an undergraduate B.B.A. in Economics and Finance. He resides in Atlanta, Georgia. Don's work challenges and motivates organizations and leadership teams to think deeply about their beliefs so they can consistently achieve their communication, culture, sales, and management goals. His “unfair advantage” theories are revolutionary in today's economy, as he leads and builds companies in a way that exposes the myth of modern leadership and communication techniques. Don's recent work, “Here Come the Girls,” celebrates women in leadership. The study aims to help frustrated organizations transform by awakening their creative energy, thereby paving the way for uncharted production through cultural change. Conquering the highest levels of ethical performance with humor, intellectual capital, and time-tested systems, Don's lectures engage teams with his highly personal style of steward leadership. His experience with cultural change and record-setting growth has drawn him to corporations that want to tap into his real-world expertise to move their organizations to higher levels of achievement. Don is well known in the financial industry, with sales averaging over $1 billion per year, and his original book, The Perfect Plan, is available in 39 countries worldwide. Don also serves as a Trustee and the past Chairman of the Summit Counseling Center in Atlanta, Georgia. He is a past board member of the Metro Atlanta YMCA and was responsible for designing their COVID response and post-COVID strategic initiatives. He is a past Board Member of the Sua Sponte Foundation. Additionally, he lectures at Wake Forest University, The Wharton School of Business, and Oxford University (U.K.) Dr. Barden is a frequent instructor at the US Army 1st and 3rd Ranger Battalion / 75 th Regiment's Leadership and Professional Development Program.

True leadership begins with service, grows through community, and creates opportunities that last for generations. Dr. DeAngela Burns-Wallace shares how her family's legacy of compassion, the wisdom of her grandmother, and her Kansas City roots shaped her journey from public service to leading the Ewing Marion Kauffman Foundation. She reflects the importance of showing up for others, leading with intention, and remembering that meaningful impact is built through relationships, not titles.  Throughout the conversation, Dr. DeAngela explores how mentorship, philanthropy, entrepreneurship, and collaboration can transform communities and expand opportunity for future generations. She also offers a powerful reminder that rest is an essential part of leadership, allowing us to serve others with greater purpose, clarity, and compassion. Her story is an inspiring call to invest in people, strengthen community, and create a legacy that empowers others to thrive.  Key Takeaways:   The strongest leaders are those who show up consistently, invest in others, and lead with compassion.  Strong relationships, collaboration, and shared purpose are the foundation for building thriving communities.   Protecting your time and energy allows you to serve others with greater clarity, purpose, and impact.  Sharing knowledge, opening doors, connecting people, and amplifying others can transform lives just as powerfully as funding.  Creating access to education, entrepreneurship, and economic mobility helps individuals, families, and communities build a stronger future together.   We couldn't highlight incredible stories like this without the support of our sponsor, CommunityAmerica Credit Union. Thank you for helping us promote connection, well-being, and stronger communities. If you're looking for trusted financial wellbeing resources, we invite you to connect with their team and take the next step toward greater financial confidence.  About Dr. DeAngela Burns-Wallace:  Dr. DeAngela Burns-Wallace is president and chief executive officer of the Ewing Marion Kauffman Foundation, a private, nonpartisan foundation that provides access to opportunities that help people achieve financial stability, upward mobility, and economic prosperity – regardless of race, gender, or geography.   Working across the public service, academic, and philanthropic sectors, Dr. Burns-Wallace carries a career commitment to enriching and strengthening equitable economic mobility. With Ewing Kauffman's vision serving as the centerpiece for the Kauffman Foundation, Dr. Burns-Wallace guided a comprehensive community engagement process to solidify the Foundation's enduring bond with Kansas City and renew its focus on college access and completion, workforce and career development, and entrepreneurship.   Prior to joining the Kauffman Foundation, Dr. Burns-Wallace was the secretary of administration and the chief information technology officer for the State of Kansas under Governor Laura Kelly. She was the first African American to hold either cabinet seat in the state's history.   Dr. Burns-Wallace's career in higher education includes serving as vice provost at the University of Kansas, assistant vice provost at the University of Missouri, and assistant dean at Stanford University. She began her career as a diplomat with the U.S. Department of State, serving tours in China, South Africa, and in Washington D.C.   Service is a cornerstone of Dr. Burns-Wallace's journey. She was elected to the Stanford University Board of Trustees in 2020, and she has held board roles in numerous local, regional, and national organizations including the College Board and Heart of Missouri United Way. She was recently elected as a life member to the prestigious Council on Foreign Relations.   While her career has taken Dr. Burns-Wallace around the world, she has never been far from the neighborhoods of Kansas City where she was raised and drew inspiration for leading a life of service. Her most important title is mom to her son, Xavier.  Connect with Dr. DeAngela Burns-Wallace at:  https://www.kauffman.org/   https://www.facebook.com/kauffmanfdn/  https://www.instagram.com/kauffmanfdn/  https://www.linkedin.com/company/kauffman-foundation/  https://www.youtube.com/user/KauffmanFoundation  Connect with Dr. Michelle and Bayleigh at: https://smallchangesbigshifts.com  hello@smallchangesbigshifts.com  https://www.linkedin.com/company/smallchangesbigshifts  https://www.facebook.com/SmallChangesBigShifts  https://www.instagram.com/smallchangesbigshiftsco  https://www.youtube.com/@smallchangesbigshiftsco    Thanks for listening!  Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page.  Do you have some feedback or questions about this episode? Leave a comment in the section below!  Subscribe to the podcast  If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app.  Leave us an Apple Podcasts review  Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. 

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