Podcasts about trustees

John sits down with British historian and broadcaster Rafe Heydel-Mankoo to examine why the West has lost confidence in itself. Rafe argues that while individualism is the quality that set the West apart, generating the social trust, curiosity and appetite for risk that no other civilisation produced, it was only ever safe when held in check by strong institutions and the understanding that rights come with obligations.Once this balance fell away, individualism curdled into the narcissism and identity politics that we see in the present, and the institutions meant to restrain it have themselves been captured by a long march through universities and schools. Rafe contends that the time remaining to reverse this is limited.Rafe Heydel-Mankoo is one of North America's leading royal commentators and appears regularly on TV, radio and in the print media, covering global royal events such as The Queen's Jubilee and the wedding of The Duke and Duchess of Cambridge. An expert in Monarchy, protocol, honours and British traditions, Rafe is the author of the critically-acclaimed Burke's World Orders of Knighthood & Merit and has advised various governments on policy matters. He is a Senior Fellow at the New Culture Forum, a Fellow of the Royal Canadian Geographical Society, and a Trustee of the Canadian Royal Heritage Trust.

The University of Maine System voted to strip former U.S. Senate Majority Leader George Mitchell's name from university programs and honors after renewed scrutiny of his relationship with Jeffrey Epstein. The Board of Trustees voted 9-5, with one abstention, to remove Mitchell's name from the George J. Mitchell Center for Sustainability Solutions and the George J. Mitchell Peace Scholarship. The decision followed a university task force review prompted by newly released Epstein-related records, which showed Mitchell's name appearing hundreds of times and documented continued contact with Epstein after Epstein's 2008 conviction. The task force stressed that it was not making a finding that Mitchell had committed wrongdoing, but concluded that keeping his name attached to university institutions could damage public trust and the university's reputation.The controversy went beyond simple association. Virginia Giuffre had previously alleged that Epstein and Ghislaine Maxwell trafficked her to Mitchell while she was underage, an allegation Mitchell repeatedly denied, saying he never met Giuffre and had no knowledge of Epstein's criminal conduct. Additional records later revealed a 2003 birthday-book message attributed to Mitchell describing his friendship with Epstein as one of the “blessings” in his life. Nearly three-quarters of people who submitted comments during the university's review supported removing Mitchell's name, and the University of Maine ultimately joined other institutions that had already begun distancing themselves from him, including Queen's University Belfast and institutions in Maine.to contact me:bobbycapucci@protonmail.comsource:Democrat suffers humiliating blow after his close relationship with Jeffrey Epstein was exposed | Daily Mail Online

Our next guest has spent more than two decades guiding families through one of the hardest passages any of us will face. Jennifer Torpey Szakaly (pronounced “sockeye”) is the founder and CEO of Caregiving Corner, the Charlotte-based firm she launched in 2005 to help families navigate aging, caregiving and long-term care. What started as a solo vision has grown into a team serving more than three hundred clients a year across Charlotte Metro.  Her leadership reaches well beyond her own company. She sits on the national board of the Aging Life Care Association, is a Fellow of its Leadership Academy, and in 2025 joined the Board of Trustees for the Center for Guardianship Certification. She’s also a speaker, a trainer, a frequent media source, and the host of the Caregiving Corner Podcast.

Dr Dominic Willmott is an Associate Professor in Legal and Criminological Psychology at Loughborough University in the UK and Adjunct Professor in Psychology at SWPS University in Poland. His research primarily investigates bias within criminal legal systems, with a particular focus on jury decision-making in rape trials and the influence (and prevalence) of rape myths on societal and legal judgements towards rape complainants. He has published his research widely, authoring more than 100 research outputs to date where he applies robust and innovative psychologically informed methods to evidence bias in legal decision making and evaluate the effectiveness of interventions designed to address these biases. He has received more than £5 million in research funding to carry out this research and is Editor-in-Chief for the Journal of Criminal Psychology as well as Chair of the Board of Trustees for Justice is Now, a charity that aims to reduce the bias towards victims of sexual violence. He formerly served as Research Advisor to the UK Victim Commissioner (Dame Vera Baird) and is currently course leader for the Masters degree in Criminology at Loughborough University.References for all texts cited in this podcast are on our Linktree.Presenters: Dr. Sally Tilt and Dr. Kerensa HockenProducers: Andrew Wilkie and Katie StokesYou can follow this podcast on LinkedIn by clicking here.The Forensic Psychology Podcast is a co-production between HM Prison and Probation Service and the Prison Radio Association charity. Hosted on Acast. See acast.com/privacy for more information.

Join Jeff Cripe, Founder and CEO of Procode AI and Ara Labs Inc., for an illuminating conversation on fixing healthcare's most persistent structural friction: Revenue Cycle Management (RCM). While clinical innovations move at breakneck speed, private medical practices—especially specialized surgical clinics—remain crippled by complex medical coding, delayed reimbursements, and administrative overhead. Having previously raised $70M+ for Ara Labs (formerly Cargo) from investors like Founders Fund and Coatue, Jeff brings his consumer-tech execution and scaling expertise to healthcare. In this episode, he details how Procode AI combines an AI coding copilot with strategic RCM acquisitions (including plastic surgery and dermatology leader The Auctus Group) to give independent surgeons control over their financial health.

In Part 1 of a special two-part Texas Talks series recorded live at the Texas Hospital Association Annual Conference in Fort Worth, host Brad Swail sits down with Allen Harrison, President of Medical City Healthcare, HCA Healthcare's North Texas Division, and Chair-Elect of the Texas Hospital Association Board of Trustees.Harrison shares the personal story that led him to a career in healthcare before turning to the financial pressures facing Texas hospitals and the growing debate over healthcare affordability.The conversation examines Medicare and Medicaid reimbursement, uninsured patients, the role of commercial insurance, hospital pricing and the growing financial burden placed directly on patients. Harrison also discusses what Texas hospitals are watching ahead of the 90th Texas Legislature and why protecting existing Medicaid funding is a major priority.Brad and Harrison also explore Texas' healthcare workforce, including improvements in the nursing shortage, continued demand for specialized healthcare workers and how the patient experience can be complicated by an increasingly difficult-to-understand billing system.This is Part 1 of our two-part Texas Hospital Association special. Part 2 continues tomorrow with another conversation from the THA Annual Conference.00:00 — Introducing Allen Harrison01:47 — A Personal Connection to Healthcare04:11 — How Healthcare Has Changed06:29 — Preparing to Lead the Texas Hospital Association07:45 — Healthcare Affordability & the 90th Legislature09:22 — Medicare, Medicaid & Hospital Finances12:09 — Protecting Texas Medicaid Funding13:25 — What Really Drives Healthcare Costs?14:53 — How Hospital Pricing Actually Works16:25 — Managing Financial Uncertainty18:00 — Insurance & Rising Patient Costs20:52 — Texas' Healthcare Workforce23:00 — Shortages in Specialized Healthcare Jobs24:22 — What Patients Want From Healthcare26:22 — Closing Watch Full-Length Interviews: https://www.youtube.com/@TexasTalks Follow us on social mediaX: @Texas_DispatchInstagram: thetexasdispatchLinkedIn: The Texas DispatchTikTok: texas_talks_podcast Find more at The Texas DispatchYour source for state news, policy, and investigative journalism.https://thetexasdispatch.com

The University of Maine System voted to strip former U.S. Senate Majority Leader George Mitchell's name from university programs and honors after renewed scrutiny of his relationship with Jeffrey Epstein. The Board of Trustees voted 9-5, with one abstention, to remove Mitchell's name from the George J. Mitchell Center for Sustainability Solutions and the George J. Mitchell Peace Scholarship. The decision followed a university task force review prompted by newly released Epstein-related records, which showed Mitchell's name appearing hundreds of times and documented continued contact with Epstein after Epstein's 2008 conviction. The task force stressed that it was not making a finding that Mitchell had committed wrongdoing, but concluded that keeping his name attached to university institutions could damage public trust and the university's reputation.The controversy went beyond simple association. Virginia Giuffre had previously alleged that Epstein and Ghislaine Maxwell trafficked her to Mitchell while she was underage, an allegation Mitchell repeatedly denied, saying he never met Giuffre and had no knowledge of Epstein's criminal conduct. Additional records later revealed a 2003 birthday-book message attributed to Mitchell describing his friendship with Epstein as one of the “blessings” in his life. Nearly three-quarters of people who submitted comments during the university's review supported removing Mitchell's name, and the University of Maine ultimately joined other institutions that had already begun distancing themselves from him, including Queen's University Belfast and institutions in Maine.to contact me:bobbycapucci@protonmail.comsource:Democrat suffers humiliating blow after his close relationship with Jeffrey Epstein was exposed | Daily Mail OnlineBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

The University of Maine System voted to strip former U.S. Senate Majority Leader George Mitchell's name from university programs and honors after renewed scrutiny of his relationship with Jeffrey Epstein. The Board of Trustees voted 9-5, with one abstention, to remove Mitchell's name from the George J. Mitchell Center for Sustainability Solutions and the George J. Mitchell Peace Scholarship. The decision followed a university task force review prompted by newly released Epstein-related records, which showed Mitchell's name appearing hundreds of times and documented continued contact with Epstein after Epstein's 2008 conviction. The task force stressed that it was not making a finding that Mitchell had committed wrongdoing, but concluded that keeping his name attached to university institutions could damage public trust and the university's reputation.The controversy went beyond simple association. Virginia Giuffre had previously alleged that Epstein and Ghislaine Maxwell trafficked her to Mitchell while she was underage, an allegation Mitchell repeatedly denied, saying he never met Giuffre and had no knowledge of Epstein's criminal conduct. Additional records later revealed a 2003 birthday-book message attributed to Mitchell describing his friendship with Epstein as one of the “blessings” in his life. Nearly three-quarters of people who submitted comments during the university's review supported removing Mitchell's name, and the University of Maine ultimately joined other institutions that had already begun distancing themselves from him, including Queen's University Belfast and institutions in Maine.to contact me:bobbycapucci@protonmail.comsource:Democrat suffers humiliating blow after his close relationship with Jeffrey Epstein was exposed | Daily Mail OnlineBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

SBC President Willie Rice's first major address to the Executive Committee set out a vision for renewal, doctrinal clarity, greater transparency, and a renewed commitment to gospel mission. William Wolfe and Jon Whitehead discuss what that vision could mean for the Southern Baptist Convention—and the work ahead as Southern Baptists look toward Indianapolis.   The conversation covers abuse-prevention efforts across SBC entities, the proposed Truth and Unity Amendment, legal concerns about enforcing doctrinal commitments, trustee accountability, declining Cooperative Program giving, and Rice's call to reach people in the United States and around the world by 2033.   Follow Willy Rice: https://x.com/WillyRice https://www.sbc.net/sbc-president/   Timestamps: 00:00 Podcast introduction 00:37 The road to Indianapolis and the issues facing Southern Baptists 03:37 The state of the SBC 08:07 The influence of an SBC president and the long-term reform effort 11:41 Willy Rice's message of hope for the convention 12:52 Abuse reform and the SBC's response 20:03 The debate over the abuse-crisis narrative and denominational responsibility 27:26 Introducing the Truth and Unity Amendment 28:05 Rice's case for doctrinal clarity 29:25 Gender, pastoral roles, and cultural change 38:49 Legal concerns about enforcing the amendment 45:00 Litigation risk and the purpose of a convention 48:07 Transparency and rebuilding trust 49:06 Rice's call for trustee engagement 50:59 Trustee responsibilities and financial oversight 58:33 Cooperative Program giving and the trust deficit 1:02:49 Rice's vision for gospel mission 1:05:30 Mobilizing Southern Baptists to reach others 1:08:16 Domestic evangelism and Baptist identity 1:09:50 Closing thoughts and the road ahead   ––––––   Follow Center for Baptist Leadership across Social Media: X / Twitter – https://twitter.com/BaptistLeaders Facebook – https://www.facebook.com/people/Center-For-Baptist-Leadership/61556762144277/ Rumble – https://rumble.com/c/c-6157089 YouTube – https://www.youtube.com/@CenterforBaptistLeadership Website – https://centerforbaptistleadership.org/   To book William for media appearances or speaking engagements, please contact him at media@centerfor­baptistleadership.org.   Follow Us on Twitter: William Wolfe - https://twitter.com/William_E_Wolfe Richard Henry - https://twitter.com/RThenry83   Renew the SBC from within and defend the SBC from those who seek its destruction, donate today: https://centerforbaptistleadership.org/donate/   The Center for Baptist Leadership Podcast is powered by American Reformer, recorded remotely in the United States by William Wolfe, and edited by Jared Cummings.   Subscribe to the Center for Baptist Leadership Podcast: Distribute our RSS Feed – https://centerforbaptistleadership.podbean.com/ Apple Podcasts – https://podcasts.apple.com/us/podcast/center-for-baptist-leadership/id1743074575 Spotify – https://open.spotify.com/show/0npXohTYKWYmWLsHkalF9t Amazon Music // Audible – https://music.amazon.com/podcasts/9ababbdd-6c6b-4ab9-b21a-eed951e1e67b BoomPlay – https://www.boomplaymusic.com/podcasts/96624 CastboxFM – https://castbox.fm/channel/id6132313 CastroFM – https://castro.fm/podcast/67110759-1bb9-4fd9-abcb-34113d42e945 CurioCaster – https://curiocaster.com/podcast/pi6894445 Fountain – https://fountain.fm/show/IURohE0rZPJr5h81wxbX Goodpods – https://goodpods.com/podcasts/center-for-baptist-leadership-565673 iHeartRadio – https://iheart.com/podcast/170321203 iVoox – https://www.ivoox.com/en/podcast-center-for-baptist-leadership_sq_f12419733_1.html Listen Notes – https://lnns.co/2Br0hw7p5R4 MoonFM – https://moon.fm/itunes/1743074575 PlayerFM – https://player.fm/series/3570081 PocketCasts – https://play.pocketcasts.com/podcasts/ddd92230-e3ff-013c-e7de-02cacb2c6223 PodcastAddict – https://podcastaddict.com/podcast/center-for-baptist-leadership/5090794 Podchaser – https://www.podchaser.com/podcasts/the-center-for-baptist-leaders-5696654 PodcastRepublic – https://www.podcastrepublic.net/podcast/1743074575 TrueFans – https://truefans.fm/center-for-baptist-leadership YouTube Podcasts – https://www.youtube.com/playlist?list=PLFMvfuzJKMICA7wi3CXvQxdNtA_lqDFV

Isaac Thompson grew up in the Twin Cities dreaming of becoming a professional violinist. His career took him off the stage and into arts leadership — and eventually brought him back home to lead the Minnesota Orchestra, the same institution that inspired him as a kid.MPR News host Angela Davis talks with Thompson about his first year as CEO of the orchestra and his vision for making classical music more accessible.Guest:Isaac Thompson is the president and CEO of the Minnesota Orchestra, a role he began in October 2025. He previously served as president and CEO of the Oregon Symphony and held leadership roles at the New York Philharmonic, Cincinnati Symphony Orchestra and Milwaukee Symphony Orchestra.Isaac Thompson serves on the Minnesota Public Radio Board of Trustees.Subscribe to the MPR News with Angela Davis podcast on: Apple Podcasts, Spotify or RSS.Use the audio player above to listen to the full conversation.    

Podcast summary: On this Sept. 29, 2026 episode of The News & Observer politics podcast Under the Dome, host and Capitol bureau chief Dawn Vaughan talks with higher education reporter Jane Winik Sartwell and legislative and lobbying reporter Esther Frances about political power and the UNC Chapel Hill Board of Trustees -- and what the university is asking for from the General Assembly. Plus our election race to watch for this week, NC House District 62. And their picks for Headliner of the Week. Learn more about your ad choices. Visit megaphone.fm/adchoices

Lawyers serving as trustees face unique ethical, fiduciary and liability considerations. Learn what to consider before accepting the role. The American College of Trust and Estate Counsel, ACTEC, is a professional society of peer-elected trust and estate lawyers in the United States and around the globe. This series offers professionals best practice advice, insights, and commentary on subjects that affect the profession and clients. Learn more in this podcast.

Jane Dutton speaks to EWN Reporter, Dimakatso Leshoro about the NPA orders review of entire Medicare 24 case after Matlala rejoins co-accused. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk 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 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Catch Up on the latest leading news stories around the country with Jane Dutton on Midday Report from 12:00 to 13:00 The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk 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 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Jane Dutton speaks to EWN Reporter, Mongezi Koko about Julius Mkhwanazi and Kagiso Lerutla’s corruption case being back in court. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk 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 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Jane Dutton speaks to trustee South African Gunowners’ Association, Shaun Lyle about the association believing restricting firearms is ineffective. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk 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 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Jane Dutton speaks to Information Regulator Spokesperson, Nomzamo Zondi about the Gauteng’s e-Panic Button app breached. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk 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 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Jane Dutton speaks to EWN Reporter, Karinda Jagmohan about Taxi boss, Joe Sibanyoni returning to the Madlanga Commission. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk 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 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Jane Dutton speaks to EWN Reporter, Alpha Ramashwana about Shadback Sibiya bail application as court hears how he allegedly groomed a 16 year old. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk 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 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Jane Dutton speaks to Acting Gauteng police commissioner, Major General Fred Kekana about the 121 Zama Zamas nabbed in Carletonville along with illegal firearms. The Midday Report with Mandy Wiener is 702 and CapeTalk’s flagship news show, your hour of essential news radio. The show is podcasted every weekday, allowing you to catch up with a 60-minute weekday wrap of the day's main news. It's packed with fast-paced interviews with the day’s newsmakers, as well as those who can make sense of the news and explain what's happening in your world. All the interviews are podcasted for you to catch up and listen to. Thank you for listening to this podcast of The Midday Report Listen live on weekdays between 12:00 and 13:00 (SA Time) to The Midday Report broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk https://buff.ly/NnFM3Nk For more from The Midday Report go to https://buff.ly/BTGmL9H and find all the catch-up podcasts here https://buff.ly/LcbDdFI Subscribe to the 702 and CapeTalk 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 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

On this episode of The ifa Show, host Mikaela Henschel speaks with Brighter Super senior manager of adviser growth Nicky Leis about the government's proposed new class of adviser and how it could affect the advice gap, super funds and the advisers already in the profession.  Leis spent more than a decade as a financial adviser before joining Brighter Super, where she now works closely with advisers and licensees across the country, giving her a view of the reform from both the practice and super fund side.  Listen as they discuss:  The problem the new class of adviser is meant to solve, and the limits proposed on what it can advise on.  How Brighter Super has structured its advice offer, from education and general guidance through to personal advice and referrals to external advisers.  Leis' response to advisers who worry the reform could be a shortcut around the education requirements.  Why more members engaging with their super could lead to more demand for professional advice, and a new way for people to enter the profession.  Important information from Brighter Super:   This podcast contains general information only and does not take into account any person's objectives, financial situation or needs. Before acting on this information, consider your own objectives, financial situation and needs and, where appropriate, seek advice from a licensed financial adviser.      Brighter Super Trustee (ABN 94 085 088 484) (AFSL 230511) (the Trustee) as trustee for Brighter Super (ABN 23 053 121 564) (RSE R1000160) (the Fund). Brighter Super may refer to the Trustee or the Fund as the context may be. Brighter Super products are issued by the Trustee on behalf of the Fund.    New Class of Adviser  Information is current as at 24 September 2026. The New Class of Adviser framework discussed in this podcast is proposed and remains subject to legislation and final regulatory settings. Advice services  Brighter Super's financial advisers are employees of Brighter Super, however, they provide financial services as Authorised Representatives of Industry Super Fund Services Limited (IFS) (ABN 54 007 016 195, AFSL 232514). For more information, please see brightersuper.com.au/advice.   Awards  Brighter Super has received the Adviser-Ready Fund Certification from Chant West and the Financial Advice Association Australia and was named Best Fund: Advice Services at the 2026 Chant West Super Fund Awards. For more information, please see brightersuper.com.au/awards.   Research  Brighter Super and Investment Trends 2025 Retirement Income Report. Based on a national survey of 3,679 Australians aged 40 and over, conducted between August and September 2025. For more information, please see 2025-26 State of Retirement report. 

This month's Perioperative Profile features Duminda Wijeysundera, Professor in the Department of Anesthesiology and Pain Medicine and IHPME at the University of Toronto, and a Staff Physician at St. Michael's Hospital, who holds the Endowed Chair in Translational Anesthesiology Research, serves as Head of Science at SPHERE, acts as a Senior Adjunct Scientist at ICES, and is a Trustee for the International Anesthesia Research Society (IARS). He describes growing up across Sri Lanka, the US, Singapore, and Canada, and how adaptability and cultural sensitivity shaped him; he entered medicine for scientific interest and stability, switched from internal medicine to anesthesiology, and pursued research training using Ontario administrative data, including work on epidural outcomes. He explains the METS study comparing clinicians' judgment, CPET, the Duke Activity Status Index, and NT-proBNP, and discusses follow-on FAST WALK and FIT After Surgery findings on postoperative disability, frailty, and the impact of poor social supports.

In this episode of Brave Bold Brilliant, Jeannette Linfoot sits down with Kate Bright, Chartered Security Professional, Fellow of the Royal Society of Arts, and Founder & CEO of UMBRA International, to explore what it really takes to protect the world's wealthiest families. Kate shares her journey from Family Office Chief of Staff to trained Close Protection operative to industry-changing entrepreneur, revealing the "Four Pillars of Secure Lifestyle®" (Physical, Digital, Reputational and Emotional security) and why she believes security should be seen not as a fear-based reaction, but as a long-term investment in resilience. Expect candid stories on invisible security, "gilded cage" over-protection, the rise of women in close protection, and how UMBRA is reshaping an entire industry. About Kate Bright Kate Bright (CSyP, FRSA) is a pioneer in the security industry and a former Family Office Executive who has spent almost three decades protecting clients around the world. Working within Family Offices, Kate identified a critical gap in proactive, reactive and truly lifestyle-integrated security advisory for international private clients, and in 2015 founded UMBRA International to close it. Today she leads Team UMBRA, drawn from top-tier ex-military, law enforcement and public/private sector specialists, and created the first "Security as a Service" subscription model for private clients (UMBRA+). Her insights are regularly featured in the Telegraph, Forbes, Times Luxx and Business Insider. Beyond UMBRA, Kate is a Trustee for a Gender Impact Foundation, spent six years as a Trustee of the Security Industry Livery Charitable Trust, and sits on the British Army's Gender Advisory Committee.

This Day in Maine for Monday, September 28, 2026.

Today's sponsor: Big builds, small repairs, and everything in between, Nola Builds does it allA hundred years ago today, fingerprint expert Irving Lindsay Leafe became the chief of police in Charlottesville. He would serve in the position for less than six weeks. Both pieces of information can be traced to the archives of the Charlottesville Daily Progress. What else can be found in the digital archives for September 28, 2026? Let me know what you find out!In this edition:* Updates from the Charlottesville Planning Commission that have not yet been reported in this newsletter and perhaps no other place* Charlottesville City Council reappoints Schwarz and Harness to Planning Commission* Schwarz renamed as chair while Yoder remains vice chair* A brief update on the University of Virginia's affordable housing initiative* A brief description of the Missing Middle Committee* Planning Commissioner Carp provides an update on the quick build initiative* Area planners tour the Birdwood* No one speaks at the Planning Commission's public hearing on a Comprehensive Plan updae* A very brief report on the Central LibraryWant to subscribe to an information outlet that still believes in experimenting and innovating with format? If so, put your email address in the box. Charlottesville PC update: Schwarz re-elected chair, update on UVA Housing projectsA slightly less busy week gives us the chance to catch up with items in September that have so far not yet been reported. That includes two meetings that happened on the ninth day of the month at just about the same time.The first is the joint meeting of the Charlottesville City Council and the Charlottesville Redevelopment and Housing Authority called to order by Mayor Juandiego Wade.There are usually no action items on the agendas of work sessions but Council had to make two appointments to the Charlottesville Planning Commission before that body could meet. The terms of Carl Schwarz and Ross Harness expired on August 31, 2026.Before moving on to business with the CRHA, Council reappointed both to new terms. More from the CRHA in the next newsletter.Schwarz served two terms on the Board of Architectural Review from 2014 to the end of 2021 before being appointed to the Planning Commission beginning September 2022. He continues to serve on the BAR as the representative from the Planning Commission.Harness was appointed to the PC earlier this year to fill a vacancy left with the resignation of Phil d'Oronzio. Harness is a realtor with Long and Foster.The Planning Commission also met on September 9 for a regular meeting and the first act was to elect leadership for the next year. Schwarz had been serving as chair and Danny Yoder had been vice chair.“The nominating committee of Hosea Mitchell and myself met, and we would like to request that Carl Schwarz serve again as chair and Danny Yoder serve again as vice chair,” said Commissioner Lyle Solla-Yates.Two of UVA's affordable housing sites in holding pattern With new chairs in place, Planning Commissioners gave updates including non-voting member Michael Joy who had updates on the University of Virginia's plans to contribute land for affordable housing projects. Just before the pandemic, former UVA President Jim Ryan had announced that up to 1,500 units would be built on three sites.UVA selected a group called Preservation of Affordable Housing to develop a two-acre site at the intersection of 10th and Wertland as well as the Piedmont Housing Alliance to build on a 12-acre tract of land off of Fontaine Avenue known as Piedmont.Both are in a holding pattern and Joy said both projects are dealing with fundamental shifts in what he called the affordable housing industry.“These shifts have been creating funding challenges, both nationally and locally, which is impacting affordable housing development,” Joy said. “The timing for this construction is contingent on the financing and the entitlements, and both of which are currently being worked through.”Preservation of Affordable Housing had submitted plans for a six story building at 1000 Wertland Street that would have 180 units with about 16,000 square feet of non-residential space.The city's Department of Neighborhood Development Services signed off on a development plan but a final site plan will need to be approved. In addition, the project needs a Certificate of Appropriateness from the BAR, a body that was not ready to grant one in February 2025.The Piedmont Housing Alliance submitted a rezoning in December 2025 for the Piedmont site for 375 units but has since asked for an indefinite deferral.“Both of these sites are being treated as unique developments and they'll continue to progress on their own timelines,” Joy said.The third site is at North Fork and UVA has selected Bluestone Land LLC as a development partner.“North Fork is a very different site from the initial two properties in terms of size, scale, project phasing, and affordability mix,” reads the website of the President's Council on UVA-Community Partnerships. “We anticipate market rate and workforce/middle-income housing in addition to affordable units at this site.”Previous coverage:* University of Virginia resumes housing initiative for up to 1,500 units, April 30, 2021* UVA announces three sites for affordable housing projects, December 14, 2021* University of Virginia issues first request for qualifications for affordable housing developer, June 10, 2022* Nonprofits have been asked to work on UVA housing projects, February 15, 2023* UVA Foundation seeks firms to build 600 units of mixed-income housing at North Fork, November 26, 2024* A quick update on the UVA Housing Initiative, July 24, 2026* UVA still committed to affordable housing initiative launched during Ryan administration, C-Ville Weekly, July 29, 2026Sponsored message: Panorama Natural BurialAt Panorama Natural Burial, we believe caring for the deceased can be simple, meaningful, and deeply connected to the natural world. As a natural burial ground just outside Charlottesville, we offer families an alternative to traditional burial that honors both the people we love and the land that will carry them forward.Whether you are planning ahead, navigating a recent loss, or are just curious about natural burial, we welcome the conversation. We host regular tours and community events throughout the year. At Panorama we are building new ways of understanding death, land, ecology, ritual, memory, and community. We believe that building community around death care helps us all to live fuller lives. We are open to the public daily 9 a.m. to 7 p.m. Come visit!Missing Middle working group updateLast week, the Stony Point Development Group held a required community meeting for the third phase of Dairy Central, a mixed-use project that is just under the threshold required for City Council to approve a special exception permit for additional height. In other words, this project is by-right under the city's 2023 zoning code.That Development Code is the third and final component of the Cville Plans Together initiative, a series of projects intended to increase the amount of housing that could be built across the city of Charlottesville.The Affordable Housing Plan was the first and it called for “soft density” across the city which resulted in a Future Land Use Map and a new zoning which allows for many more residential units without City Council's input. “Soft density” is also known as “missing middle” and the ability is embedded in the Development Code.One example of this in practice can be seen at 1040 St. Clair Avenue in the Locust Grove neighborhood on which a single-family home will be demolished to make way for six units. The 0.213 acre parcel is zoned Residential-A, which allows six units on a lot if half of them are designated affordable. Learn more in this story from August 2026. A final site plan has been approved.A working group of developers, staff, and other interested parties is leading efforts to loosen regulations in order to make it even easier for builders to construct more homes. The Planning Commission got an update on this missing middle work group from Ross Harness who said utilities are a barrier.“It was also noted difficulties that arise from the city having a gravity-fed only sewer system and how sometimes that prevents lots in town from even being reached without having a private pump system that… increases the cost of construction of those properties and long-term maintenance on the private side,” Harness said.Harness said there are many city policies that are preventing more housing units from being constructed such as requiring structures built on sublots needing to be spaced apart. He said the purpose of the group is to identify what developers call constraints.“Next steps for this group are a site visit to some of the parcels that some of the members of the subcommittee have so that we can actually get out there and have a little bit more physical discussion about some of these constraints,” Harness said.The Missing Middle work group is an informal committee, but I asked the city to provide a list of members. This was what was provided on September 10.* Local Builders and Developers: Bob Pineo, A.J. Amigoni, Richard Price, Nicole Scro, Dan Zimmerman, Trent Lawhorn, and Dan Rosensweig* Neighborhood Development Service: Matt Alfele, Carrie Rainey, Dannan O'Connell, Ben Koby, Madelyn Metzler, and Chuck Miller* Public Works: Brennan Duncan, Caleb Smith* Fire: Jason Campbell* Utilities: Cody Tusing, Calvin Chan, Chuck Drennen, and Donald Schrager* City Attorney's Office: J Vaden Hunt and one other staff member* Planning Commission: Ross Harnes and Betsy RoettgerLearn more about the Missing Middle Work Group here and also here on Connect Charlottesville. Quick-builds stuck?In the wake of a pedestrian being killed on Elliot Avenue in October 2024, the City of Charlottesville embarked on a series of projects intended to address safety concerns.After consultation with the Fire Department and the Charlottesville Bicycle and Pedestrian Advisory Committee, a list of 67 “quick-build” projects were developed to use low-cost materials as traffic-calming measures. These were to have been completed in 2025.“These projects will rely on existing local capital funds for neighborhood transportation improvements, bicycle infrastructure improvements, and Safe Routes to School Improvements, as well as newly appropriated surplus funds for urgent transportation improvements,” reads the website.Planning Commissioner Josh Carp told his colleagues at the September 9 meeting that the city is far from meeting that goal after having conversations with staff.“We've built about half that list, and the upshot of a long meeting was that there is currently no staffing and no funding available to complete that list or to harden the projects that are already in place,” Carp said.Carp said this will be a topic of discussion when the capital improvement plan budget comes before the PC in November.I've requested additional information and will report back when I can.Previous coverage:* Charlottesville's new transportation planner briefs Council on future process, March 21, 2023* Charlottesville's “quick-build” projects are three-quarters built, August 14, 2025* Deputy City Manager Freas addresses pedestrian fatality on Emmet Street, October 9, 2025* Charlottesville City Council learns of plan to hire at least 42 new bus drivers over next four years, December 13, 2025* Charlottesville City Council briefed on efforts to lower speed limits, prepare new mobility plan, July 31, 2026LUEPC visits the Birdwood MansionIn late 2019, the Albemarle Board of Supervisors and Charlottesville City Council voted to dissolve a public body known as the Planning and Coordination Council which had provided an opportunity for elected officials to meet with their counterparts at UVA at a public meeting.This was replaced by the closed-door Land Use and Environmental Planning Committee which does not include any elected officials and certainly not enough to trigger Virginia's open meeting rules.According to the LUEPC website, the body has not met since May 15.According to Planning Commissioner Hosea Mitchell, LUEPC has met since then but said it was not an update on policy issues.“We went on a field trip,” Mitchell said. “It was a fun field trip. The field trip was to the Birdwood Mansion. The Birdwood Mansion is an edifice that was built between 1819 and 1830.”According to the website, rooms have been available for overnight accommodations since March 2026 at the Ivy Road landmark owned by the University of Virginia Foundation. That organization was created after UVA, Albemarle, and Charlottesville entered into a Three-Party Agreement which established guidelines for planning and development. That also led to the creation of the now-shuttered PACC.Previous LUEPC coverage:* Regional planners get preview of North Fork rezoning, January 12, 2022* Changes may be coming to closed-door planning group, May 10, 2023* Area planners hear from VDOT about desire to coordinate transportation projects, April 16, 2026* Closed-door body briefed on Rivanna Futures, water and sewer upgrade in northern Albemarle, May 14, 2026Two other items from the Planning Commission reports* Schwarz gave an update on a six-story building planned for 915 East High Street which is being developed under the 2003 zoning code rather than the new rules. That means the inclusionary zoning rules do not apply and the number of affordable units will be significantly lower.* Staff in the Department of Neighborhood Development Services continue to work on a second round of “code clean-up” intended to streamline the new rules. The idea is to have a public hearing before the Planning Commission in December. Learn more on the NDS website.No one speaks at Comprehensive Plan public hearingOn Monday, October 5, 2026, Charlottesville City Council will hold a public hearing on an update to the city's Comprehensive Plan. This is not to be confused with the five-year review of the plan which will really get underway sometime next year.The Planning Commission held their public hearing on the current proposed changes to the comp plan on September 9 and heard from Development Planning Manager Matt Alfele who reminded the appointed body that the Comprehensive Plan was last updated in November 2021 and the Community Facilities chapter needs to be updated.“Since then, there have been several amendments, including adoptions of both the Climate Action Plan and the Parks and Recreation Master Plan,” Alfele said. “Since then, there have been updates to city and partner agency Public utility and facility planning maps and projects. It is best practice to periodically update public utilities and facility maps and plans included in the Comprehensive Plan.”For instance, the updated chapter would include a map of the Central Waterline the Rivanna Water and Sewer Authority is currently building.“The scope of the amendment includes adding 2 new strategies, one to adopt relevant RWSA and ACSA plans by reference within the Comprehensive Plan, and one to add future Schenks Branch Sewer Interceptor upgrade project,” Alfele said.The Schenks Branch Sewer Interceptor upgrade is a project mandated by a Virginia Department of Environmental Quality consent decree to replace a pipe from the 1950's. The first phase was installed with the construction of the John Warner Parkway, but the second phase has required negotiations between Albemarle County and Charlottesville. Learn more on this outdated cvillepedia article.No one spoke at the Planning Commission's public hearing and none of the members of the Planning Commission made a comment.JMRL in early planning for upgrade of Central LibraryThe Board of Trustees of the Jefferson Madison Regional Library will meet today at Northside Library, a building owned by Albemarle County that opened to patrons in March 2015.One of the topics on the agenda is the future renovation of Central Library, a building co-owned by Albemarle County and Charlottesville since 1978. Capital budgets in both Albemarle and Charlottesville include money in the current fiscal year for planning and funding in FY29 for construction. Each set aside $857,109 this year and $9,676,141 in FY29.Library Director David Plunkett gave an update at the August 24 meeting.“We're talking about this now, the design and community engagement is happening this year into next year,” Plunkett said. “And then construction those 2 years, a new building opens then.”#1131 is also a podcast!Did you notice that to be the case? For almost half of this newsletter's existence, the newsletter was a script for a podcast. When I left the Piedmont Environmental Council after two very unproductive years, I wasn't sure what form my return to journalism would take. But my dream job used to be working for public radio.I learned sometime in the 2000's I was never going to get hired for that sort of job. I'd worked in public radio for a while, and even moved to Charlottesville to take a full-time position. I was insubordinate, didn't listen to authority, and generally refused to be kept in the box my employer wanted me to be in. I stick to myself and maintain my independence because I learned to stay in the box for my next job. The older I got, the less I could afford to speak my mind so I mostly did my job and kept my mouth shut. For eleven years I did the job well, but this is America where people without connections and long pedigrees tend to get to be the ones who tell people to stay in boxes. In any case, paid subscribers, sponsors, and donors are helping me live out this fantasy of being an independent journalist. This is the work I think I am supposed to do, and the work I think about all of the time now. Even when dreaming. I'm not sure I would recommend this profession to anyone, but yet I wish I could explain how satisfying it is to do this work.Now I need to chill before getting back to work and the solution I think is Can. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit communityengagement.substack.com/subscribe

'He [Ted Hughes] writes about the Humber as this mythical creature in a way, that consumes all of the outpouring of the people of Hull.'Dr Anna Stevenson is a Trustee of the Philip Larkin Society- she also works at the Brynmor Jones Library and was born and grew up in Holderness, so she has a very special affinity with Philip Larkin as well as Ted Hughes. This episode was recorded in Larkin's office in the library, which is great for atmosphere, but a little echoey at times.In this discussion we talk about Hughes' poem The Road to Easington and its links to Philip Larkin's poetry. Poems discussed:Larkin- Here,Show Saturday, High Windows, A Bridge for the LivingHughes- Mayday in Holderness, SongSylvia Plath- The Bee MeetingWe also mention TS Eliot, Shakespeare and John Betjeman along the way.

Nick Reiner's murder case just lost its biggest sentencing headline, while a second courtroom fight is putting his parents' money at the center of his defense. Prosecutors announced September 15 that they will not seek the death penalty for the alleged killings of Rob Reiner and Michele Singer Reiner. If Nick is convicted as charged, the Los Angeles County District Attorney's Office says he faces life without parole. At the same time, Reiner is asking a probate court to release money from a separate trust created for him in 1993. His lawyers say half of that trust became mandatorily payable when he turned 30 on September 14, 2023. They estimate that distribution at about $558,000 and argue it became his before his parents died. The full trust is now reported at roughly $1.6 million. The dispute is not over the larger Reiner family estate. It is over Nick's individual trust and whether money scheduled for him years earlier can be withheld while he awaits trial. His attorneys argue California's slayer statute does not reach funds that already vested before the alleged killings. Trustees have resisted releasing the money while the criminal case and the statute's consequences remain unresolved. Former private defense attorney Alan Jackson has said his firm would be prepared to resume representation if funding becomes available. Meanwhile, prosecutors allege Nick killed his parents after lying in wait, an allegation that remains unproven. Reiner has pleaded not guilty. His documented mental-health history may become part of the defense, but no formal insanity plea has been publicly established. The trust fight returns October 23, with the criminal case back in court October 7. Listen Anywhere You Get Podcasts: https://pod.link/1655749292 Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspod?sub_confirmation=1 Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/ Instagram https://www.instagram.com/hiddenkillerspod/ Facebook https://www.facebook.com/hiddenkillerspod/ Tik-Tok https://www.tiktok.com/@hiddenkillerspod X Twitter https://x.com/tonybpod This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice. #NickReiner #RobReiner #HiddenKillers #MicheleSingerReiner #TrustFund #MurderCase #LosAngeles #AlanJackson #TrueCrime #Reiner 

The Nick Reiner trust dispute now turns on a conversation with his mother. Successor trustee Jodi Pais Montgomery argues the $558,000 due on Nick's 30th birthday never left the trust because he consented to leaving it there, a claim she traces to something Michele Singer Reiner reportedly told a prior trustee. Under that reading he is owed nothing until he turns 35 in 2028. Nick's August declaration says no trustee ever told him the money was his or asked his permission to hold it.Why it matters: Montgomery says California's slayer statute could redirect the money to Jake and Romy after a conviction, so a payout now can't be clawed back. Nick's attorneys counter that money vested two years before the deaths was never inheritance, that a chunk came from his grandfather, and that a trustee already paid Alan Jackson's firm in April. His lawyers also say the trustees have spent over $250,000 of the trust fighting him.Listen Anywhere You Get Podcasts: https://pod.link/1655749292Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspod?sub_confirmation=1Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Instagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/tonybpodThis publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#NickReiner #RobReiner #TrueCrimeToday #MicheleReiner #SlayerStatute #TrueCrime #ProbateCourt #AlanJackson #HiddenKillers #TrustFund

In episode 78, Alex and Karly welcome Emily Katy to the podcast! Emily Katy is a blogger, speaker, Sunday Times Bestselling author of 'Girl Unmasked: How Uncovering My Autism Saved My Life' and a Trustee of the UK charity Autistic Girls Network. She talks and writes about neurodivergence and mental health. She also worked as a mental health nurse.In this episode, Emily talks about her memior, her journey with unmasking, and how legos became a beautiful tool while healing. Thanks for tuning into The Special Interest Podcast.-TSI TeamConnect with Emily Katy:Instagram: @itsemilykatytiktok: @itsemilykaty X: @ItsEmilyKatyLinkedIn: Emily Katy https://uk.linkedin.com/in/emilykatyConnect with us to share your stories, to join the community, or are in need of peer support-Email: pod.thespecialinterest@gmail.comTo be a guest: guest.thespecialinterestpod@gmail.comIG: @thespecialinterestpod Join our Patreon: All tiers get access to monthly zoom events ~ patreon.com/TheSpecialInterestPodcastDiscord: https://discord.gg/vn6RGPdqrTNeed extra support? Contact us about 1:1 coaching!New episodes biweeklyCredit:Hosts: Alex Carreiro and Karly CinaMusic+ Audio:Peter FilippiProduction: Kaitlyn Bosch, Alex Carriero, Karly CinaShout out to our awesome team for all their support!

David Bahnsen, Founder & Managing Partner, The Bahnsen Group From $600mm to $10.5B, David Bahnsen built The Bahnsen Group almost entirely through organic growth. He shares the decisions behind that growth, the value of reinvesting in the business, and why selling to longtime partner Hightower became the right next step. In Summary David Bahnsen left Morgan Stanley in 2015 with eight people and $600mm in client assets, motivated less by dissatisfaction than by what he calls being “intoxicated by the idea of freedom.” Eleven years later, The Bahnsen Group has grown to $10.5B in assets, 106 employees, and 13 offices—with virtually all of that expansion driven organically.  But the more instructive story is how that growth happened. David explains how original content and thought leadership became a powerful source of new business, why attracting clients only matters if the firm can deliver an experience that keeps them, and how continual reinvestment in people, tax, planning, investment management, and family office services helped turn a founder-led practice into a national enterprise. He also shares the thinking behind his decision to sell The Bahnsen Group to Hightower after more than a decade of working within its ecosystem. The transaction gives the firm greater resources for technology, HR, supervision, and future inorganic growth while allowing David to maintain control over the brand, P&L, strategy, and client experience.  The Storyline When David Bahnsen first appeared on the Diamond Podcast in April 2020, The Bahnsen Group was five years removed from its Morgan Stanley breakaway and had grown from $600mm to roughly $2B. Today, the firm manages $10.5B across 13 offices with more than 100 employees. The numbers are notable, but David's approach to building the business provides the real lessons. Rather than pursue acquisitions, The Bahnsen Group built an organic growth engine around content, thought leadership, and a distinct investment philosophy. David's Dividend Cafe now reaches roughly 35,000 subscribers organically, but he is clear that attracting prospective clients was only half of the equation. The firm continually invested in the people, capabilities, and services necessary to deliver on what the content promised.  That philosophy extended to how David structured the business. He chose to keep functions that created what Louis describes as “surplus value” inside the firm while relying on Hightower for areas such as supervision, regulatory support, and technology. At the same time, David resisted the temptation to maximize current margins, instead investing in advisor capacity, planning, tax, investment management, family office capabilities, and infrastructure. The result was a business with significant organic growth and enterprise value. Now the story enters its transact phase. After years of operating within Hightower's ecosystem, David agreed to sell The Bahnsen Group to Hightower. Yet the transaction is less an endpoint than another evolution of the model: Hightower becomes owner while David retains substantial operating autonomy and gains resources to professionalize the firm further and supplement its organic growth with carefully selected acquisitions. It's the full Build, Grow & Transact arc—and an example of what can happen when independence is treated as the beginning of building a business rather than the destination.  Topics Covered How The Bahnsen Group grew from $600mm to $10.5B Building an organic growth engine through content and thought leadership Why attracting clients is only the beginning of sustainable growth Reinvesting profits to build long-term enterprise value Creating advisor capacity without sacrificing the client relationship Deciding what capabilities to own versus outsource Why maximizing margins can limit the business you ultimately build The evolution of David's relationship with Hightower Why Hightower became the natural buyer of The Bahnsen Group Preserving autonomy and continuity after a transaction Balancing organic growth with future acquisitions Why independence can be a starting point rather than an end goal > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why freedom – not dissatisfaction – drove the breakaway. [04:44]David explains why he left Morgan Stanley despite being successful and well served there. The appeal was ownership: the ability to control how the business operated, how clients were served, and what the firm could ultimately become. How authentic content became an organic growth engine. [09:34]What began as written market updates during the 2008 financial crisis eventually evolved into Dividend Cafe, books, television, podcasts, and other thought leadership. David explains why the content works precisely because attracting clients was never its primary purpose. Why attracting clients isn't enough. [15:59]A strong content engine can create interest, but the business still needs to deliver. David describes the continual investment in planners, tax capabilities, investment management, family office services, and client experience that allowed the firm to retain and serve the clients its content attracted. Knowing what creates “surplus value.” [22:03]David and Louis discuss the importance of identifying what a firm does exceptionally well and what is better handled by an outside partner. For The Bahnsen Group, that meant keeping investment management, business development, branding, and the client experience close while outsourcing functions such as supervision, regulatory support, and technology. Why maximizing income and building enterprise value are different objectives. [25:08–35:26]David explains why he has continually reinvested in the firm rather than optimizing margins, while Louis connects that philosophy to a recurring Build, Grow & Transact theme: owners willing to sacrifice some current income can create capacity, growth, and greater enterprise value over time. How the advisor role changes in a scalable enterprise. [29:15]With advisors limited to roughly 80 households, The Bahnsen Group surrounds them with planning, tax, estate, operations, marketing, content, and business development resources so they can concentrate on client relationships. David also explains why he believes the industry has more of an “opening business” problem than a closing problem. Why Hightower became the buyer. [37:09]David wasn't looking to sell. He explains why maintaining control over the brand, P&L, hiring, strategy, and business was non-negotiable—and how Hightower structured a transaction that preserved that autonomy while adding resources the firm needs for its next phase. Why inorganic growth is now entering the picture. [44:01]At $10.5B, the law of large numbers changes what 30% growth requires. David explains why acquisitions will become a supplement to—not a replacement for—the firm's organic growth engine, with cultural fit playing a critical role in the strategy. Why independence was always the beginning. [50:51]David never viewed breaking away as the achievement itself. Independence gave him the ability to build the business he envisioned, and he now sees the Hightower transaction as the beginning of another phase of that journey. Key Takeaways Organic growth is more than business development. The Bahnsen Group's content creates awareness and opportunity, but its growth has been sustained by building the capabilities necessary to deliver an increasingly sophisticated client experience. Enterprise value often requires sacrificing current income. Hiring ahead of need, expanding services, creating capacity, and investing in infrastructure may compress margins today while building a stronger and more valuable business over time. Scale should support relationships, not replace them. David rejects the idea that client relationships themselves can be scaled indefinitely. Instead, the firm scales the resources surrounding its advisors so those advisors can remain focused on clients. Outsourcing can be a strategic advantage. The goal is not necessarily to own every capability. David's approach is to retain the functions where the firm has passion, expertise, or differentiation and leverage outside scale for others. The right transaction can preserve what already works. David's decision to sell was contingent on maintaining meaningful control over the brand, strategy, P&L, and operating model rather than changing the formula that created the firm's growth. Organic and inorganic growth don't have to be competing strategies. The next phase will combine The Bahnsen Group's existing organic engine with selective acquisitions designed to add scale without creating a collection of disconnected businesses. Independence is a means, not necessarily an end. The larger lesson from David's story is that independence created the freedom to build. What mattered afterward was how that freedom was used. https://youtu.be/_s8MFJtrbS0 Quotable Moments “I was very intoxicated by the idea of freedom.” — David Bahnsen [04:44] “Relationships don't scale.” — David Bahnsen [29:15] “Twenty cents of something big is a lot more than 40% of something small.” — David Bahnsen [33:31] “I did not want to go to independence as an ending point. It was a beginning.” — David Bahnsen [50:51] FAQs How did The Bahnsen Group grow from $600mm to $10.5B? The firm's growth was overwhelmingly organic. David attributes much of the business development engine to original content and thought leadership, supported by continual investment in advisors, planning, tax, investment management, family office capabilities, and the broader client experience. How did content creation contribute to The Bahnsen Group's growth? David began writing regular market commentary during the 2008 financial crisis. After becoming independent, he developed that work into Dividend Cafe and expanded into books, television, video, and podcasts. Dividend Cafe now has approximately 35,000 subscribers, which David says were acquired organically. Why does David Bahnsen believe in reinvesting in a wealth management business? Rather than maximizing current profit margins, David has invested in people and capabilities when he believes they will improve the client experience or create a better environment for advisors. His philosophy favors building a larger, more durable enterprise over extracting the maximum amount of current income. Why did David Bahnsen sell The Bahnsen Group to Hightower? David says he was not actively looking to sell. The transaction became attractive once Hightower was willing to preserve the firm's autonomy while providing additional resources in areas including HR, technology, AI, supervision, and future inorganic growth. Will The Bahnsen Group continue to operate independently after the Hightower transaction? According to David, the firm will operate as a wholly owned independent subsidiary. He expects to retain authority over the P&L, hiring and firing, strategy, branding, and other core aspects of the business while drawing more extensively on Hightower's resources. How will The Bahnsen Group grow after the Hightower transaction? David expects organic growth to remain the foundation. However, as the firm becomes larger, he plans to supplement that growth with selective acquisitions and advisor additions that fit The Bahnsen Group's system and culture rather than simply aggregating assets. What can financial advisors learn from David Bahnsen's independence journey? His experience illustrates the importance of defining what independence is intended to accomplish. For David, leaving the wirehouse was not the destination; it provided the control necessary to invest, create, hire, build services, and develop an enterprise around the client experience. The firm's growth was overwhelmingly organic. David attributes much of the business development engine to original content and thought leadership, supported by continual investment in advisors, planning, tax, investment management, family office capabilities, and the broader client experience. David began writing regular market commentary during the 2008 financial crisis. After becoming independent, he developed that work into Dividend Cafe and expanded into books, television, video, and podcasts. Dividend Cafe now has approximately 35,000 subscribers, which David says were acquired organically. Rather than maximizing current profit margins, David has invested in people and capabilities when he believes they will improve the client experience or create a better environment for advisors. His philosophy favors building a larger, more durable enterprise over extracting the maximum amount of current income. David says he was not actively looking to sell. The transaction became attractive once Hightower was willing to preserve the firm's autonomy while providing additional resources in areas including HR, technology, AI, supervision, and future inorganic growth. According to David, the firm will operate as a wholly owned independent subsidiary. He expects to retain authority over the P&L, hiring and firing, strategy, branding, and other core aspects of the business while drawing more extensively on Hightower's resources. David expects organic growth to remain the foundation. However, as the firm becomes larger, he plans to supplement that growth with selective acquisitions and advisor additions that fit The Bahnsen Group's system and culture rather than simply aggregating assets. His experience illustrates the importance of defining what independence is intended to accomplish. For David, leaving the wirehouse was not the destination; it provided the control necessary to invest, create, hire, build services, and develop an enterprise around the client experience. Related Resources The RIA Builder's Blueprint How the Freedom to Communicate During a Crisis and Beyond Translated to 4x Growth for this ex-Morgan Stanley Team Mentioned in This Episode Dividend CaféThe Bahnsen GroupHightower David L. Bahnsen Founder, Managing Partner, and Chief Investment Officer David L. Bahnsen is the founder, Managing Partner, and Chief Investment Officer of The Bahnsen Group, a national private wealth management firm with offices in Newport Beach, New York City, Bend, Nashville, Minneapolis, Austin, Phoenix, West Palm Beach, Dallas, and Grand Rapids, managing over $10 billion in client assets. Prior to launching The Bahnsen Group, he spent eight years as a Managing Director at Morgan Stanley and six years as a Vice President at UBS. He is consistently named one of the top financial advisors in America by Barron's, Forbes, and the Financial Times. He is a frequent guest on CNBC, Bloomberg, Fox News, and Fox Business, and is a regular contributor to National Review. He hosts the popular weekly podcast, Capital Record, dedicated to a defense of free enterprise and capital markets. He writes a weekly macro commentary at dividendcafe.com. David is a founding Trustee for Pacifica Christian High School of Orange County and serves on the Board of Directors for the Acton Institute, National Review, and Hightower Advisors. He is the author of several best-selling books including Crisis of Responsibility: Our Cultural Addiction to Blame and How You Can Cure It (2018), There's No Free Lunch: 250 Economic Truths (2021), and Full-Time: Work and the Meaning of Life (2024). His newest book, Profit from the Profit: The Past, Present & Future of Dividend Growth Investing, was released in August 2026. David's true passions include anything related to USC football, the financial markets, and politics. His ultimate passions are his wife of 24 years, Joleen, their children, Mitchell, Sadie, and Graham, and the life they've created together on both coasts. 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… Build, Grow & Transact: David Bahnsen on Building a $10.5B Business Worth Selling A conversation with Louis Diamond and David Bahnsen, Founder & Managing Partner of The Bahnsen Group.     Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: David Bahnsen on Building a $10.5B Business Worth Selling. It’s a conversation with the founder and managing partner of the Bahnsen Group. I’m Louis 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. Louis Diamond: There’s a big difference between breaking away to create a better version of the business you already have and breaking away because you see an entirely different business you want to build. And I think that distinction becomes even more important as we look at what creates real enterprise value in the wealth management industry today. My guest, David Bahnsen, is a pretty remarkable example. David first joined us in April of 2020, five years after leaving Morgan Stanley with eight people and 600 million in assets. At that time, the Bahnsen Group had grown to roughly two billion. Today, it’s a $10.5 billion business with more than 100 people and 13 offices across the country. Perhaps the most interesting part of that growth story is that virtually all of it has been organic. David didn’t build the firm by buying AUM. He built it by creating an authentic voice, an incredibly effective content engine, investing heavily back into the business, adding services clients actually wanted, and being very deliberate about what his team should own versus what was better outsourced. There’s a lot in that playbook for any advisor who wants to build a business with real enterprise value. But David’s story also gives us something we often don’t get to examine, the full build, grow, and transact arc. For more than a decade, Hightower went from employer to service provider while David maintained ownership and control of the business. Now, the Bahnsen Group is being sold to Hightower, giving David additional resources to pursue the next stage of growth while preserving much of what made the firm successful in the first place. So we get into the decisions behind that extraordinary organic growth, why maximizing current income can work against building long-term enterprise value, how David thinks about content, clients, and scale, and ultimately why someone who was once intoxicated by the idea of freedom decided the next right move was to transact. It’s a great case study in what can happen when independence becomes a starting point rather than the destination. So let’s get to it. David, thank you for coming on our show again. David Bahnsen: Well, it’s wonderful to be back with you. I love listening to the show every week. Louis Diamond: Oh, there you go. Just flattering us now. So for anyone who probably, myself included, doesn’t remember the last time you were on our show, it was April of 2020, a time warp into a crazy time. It was the five-year anniversary of your breakaway in the very, very beginning of the pandemic. Then you still had an amazing business, two billion in assets. But for listeners who may have missed it, and even just to catch us up, can you give us the quick version of your origin story of leaving Morgan Stanley in 2015 with 600 million and eight people and why you did it, just the speed round of compressing a stressful and very important time in your business arc? David Bahnsen: So I was one of those people that in an almost cliche, typical way, the types of folks that your business deals with all the time, left because I wanted independence. I wasn’t unhappy at Morgan Stanley. I wasn’t in need of any particular change, but I was very intoxicated by the idea of freedom and became very committed to the idea that if I were going to run my own business, I needed to run my own business. It started in 2014. We made our official exit in early 2015. And as you said, there were eight people, all of which were folks on my team at Morgan Stanley and 600 million of client assets, and we basically moved 100% of that. When I was on the podcast, April 2020, it’s funny when you were saying that, I can visualize myself at my home office at that point in time in Southern California recording this. And we would’ve been our five-year anniversary, couple billion, so we had a little bit over tripled. We probably had, if I remember correctly at that time, 25, 30 employees. And it’s interesting the linear arc of it, because you fast-forward now, we’re at 10.5 billion and 106 employees. And so it’s just proportionate, the AUM and the headcount and the time gone by, it’s been a very nice, steady arc. But I really loved the idea of being independent. I turned 40 years old in 2014 when I began the extensive due diligence that led to me leaving Morgan Stanley. And it really was that moment that I said, “If I’m going to stay as a corner office guy at a wirehouse, I will stay at Morgan Stanley forever.” I had no issues there. My manager at the time is still, to this day, my best friend in the world. We’re like brothers. I just dedicated my new book to him. I wasn’t unhappy with Morgan. I just liked the idea of having my own business and haven’t looked back since. Louis Diamond: Amazing. Seems like it was probably a pretty good move based upon what you shared, but I think it’s an interesting perspective because I feel like I’m starting to see that more and more is the profile of the advisor who doesn’t have these intense pain points and is relatively well served, is going to be successful, knows how to operate at their firm, but they just want something more. There’s an intangible that staying isn’t going to solve for them. For many, it’s being a business owner, like the path you took. For others it’s, hey, I just want to be recharged. I don’t want to be static. I want something different. I want to monetize. I want to work in a bit of a different way. I think you’re early on that trend, to be honest with you. You were probably right in the middle, even probably even the beginning innings of the independent movement, and I am very excited to dig into how you got from 600 million in 2015 to over 10.5 billion, 11-ish years later. So let’s jump to today, and we’ll spend some time going through dissecting that growth. But today, like you said, 10 and a half billion under management, 100 plus people, 13 offices, including Santa Barbara where you just opened, but Newport Beach, New York City, Nashville, Tennessee, Palm Beach. It’s a real national firm. And I read that you’ve grown over 30% organically over the last decade. So when you look at the firm now versus 2015, what stands out the most? Let’s really dive into that. David Bahnsen: Well, a lot of this is where we’re going to end up going later in the conversation with where I see the next iteration of the company. But when you talk about the last 10 years, it has been the textbook definition of organic growth. There are 13 offices open and zero of them came by acquisition or merger or purchase. We’ve hired two or three advisors out of our 26 advisors that had a little bit of a book, but I mean under 100 million. We never paid for it. I’m talking about hiring people. But you’re looking at an organic story, and I am proud of that, but I also recognize that it wasn’t intentional. And what I mean by that is I didn’t have this strategy in 2014, ’15 where I said, if I can just go independent, I have this evil genius behind me that is going to drive a mousetrap that will get me up to 10.5 Billion. I’ve been as surprised, as many outside observers, but I have a lot of gratitude for it. I understand now why it has worked, and I think that there are people inside of our business that are a little more qualified to understand how the business works than people who are outside of it. Your consultants and professional investors are very smart at what they do, but they don’t necessarily always understand that advisor-client dynamic. And I get why we’ve been successful with it. But I also don’t want to take credit for it as if it were this master strategy. We just tried things and those things that worked, we kept doing more of, and this is where we are. A lot of it, and I spoke to Mindy about this six years ago, it’s been content creation, thought leadership, and the voice that, much to my surprise, has attracted people and never doing it for the purpose of attracting people. This very natural and sincere delivery of a belief system about markets, about the economy, about the world around us, I share things sometimes about my faith, politics in a public square. I’m on television, this podcast. And then the major driver is the written word, which some people might be shocked to hear as we’re talking about a podcast still even exists. But my weekly Dividend Cafe, which is my weekly market commentary, is up to 35,000 subscribers, 100% organic. We’ve never done anything to get any subscribers. And our video and our podcast and everything, the books I write, the television hits, they all have their audience. But most of it goes through that written word. That’s where I get to connect with people that if they like me, they may end up becoming a client. And if they don’t, they won’t, but that’s really been our story though. Louis Diamond: That’s absolutely amazing. There’s so much to unpack there. That amount of growth without anything inorganic, especially the way this industry is going, I don’t think I’ve ever heard that before. That’s amazing in and of itself. But just the way you can track back your meteoric rise to content creation, I think for many listening, it’s either, “Oh my God, that seems so daunting and so crazy.” Others would be like, “Well, I can’t do that, but that sounds great. Of course, he’s been able to grow because he can have an original voice.” As a firm that puts out a lot of original content, podcasts written, Mindy wrote a book, white papers, et cetera, I know the amount of work and dedication and commitment it takes to stick with that for so long. So if you don’t mind, can we double-click into that written word story? How did you get started with it and what’s been the arc or the growth journey? Someone who’s listening who would love to do that, where did you get started? You didn’t just all of a sudden have a book and show up on TV. How did you get started? David Bahnsen: In the truest sense of the word, I grew up loving writing. My father died in his 40s and I was only 20, but he was an intellectual, a brilliant writer, had several books, and I was a nerd in high school. Luckily, I had basketball so that I could still meet a girl here and there and have friends on the team. But I mean, if it were up to me, I would’ve been home reading books and writing papers, and I would turn in extra credit papers more than I would study for a test because I loved writing. So the written thing was there. I don’t know if I was ever good at it or not, but I know I loved doing it, and I would credit my late father with the early seeds of that. When the financial crisis happened in September, the actual week of Lehman’s bankruptcy, September of ’08, about three, four days later, Morgan Stanley’s credit default swaps were blowing out, and now it was not just the market was crashing every day. And of course at that point, Merrill had gone down, AIG had gone down. We were in this cascade, and everybody who lived through it remembers it all well. I remember every detail of it like it were yesterday. But all that happened was once I got my 80th call about what the hell was going on with Morgan, I decided to write up a piece, not send it to compliance for approval and send it out to everyone. And if the firm was at risk of not making it for another day, I wasn’t especially worried about compliance getting mad at me at the time. And I did that, and then a couple days later did it again, just broad update on everything going on, and I never stopped doing it. That’s what it was, just every Friday since September 2008. And then when we left Morgan, at some point along the way I started getting compliance approval and getting a bit more of an audience. We had hundreds of clients that were reading it, and we’d have a few guests that would ask to be signed up as clients were forwarding it around, but that was it. It didn’t have a website, it didn’t have a subscribe feature, it wasn’t a real blog or anything like that. So then in going independent, I was able to incubate it, and we branded it as Dividend Cafe. We’re Dividend Growth investors at my firm. So we put a brand around it. We had a website, and I think we started a podcast and video that was becoming a very large medium around the mid-tens as well, and so we added that shortly later, but it was just because I had the freedom to do it. And then I did do some hit on CNBC like Asia or CNBC World or something. It wasn’t anything with a big audience, but then we sent the clip to someone at Fox and they really liked it, and then they had me, and then I started getting invited more regularly. So now the TV thing was happening, and I always say that TV can be a really good thing for a very small number of people. Obviously, Josh Brown has been incredibly successful with it. He’s very good at it, and it’s done okay. It’s done well for me, but it’s different than people think. You do not go on TV and then get done and all of a sudden the phone rang and someone said, “I saw you. You’re so handsome. I want you to be my advisor.” What it does is it might drive them to other content. It might drive them to the internet where they’re going to find other things about you. And if my name was David Johnson instead of David Bahnsen, I think I would’ve got lost in the SEO and nothing would’ve come of it. I really believe that. But it enabled some people that liked what they heard on TV to start following me in other more substantive and perpetual mediums. And then in 2017, I wrote a book that I wouldn’t have been able to write at Morgan Stanley. I had very strong opinions about the origins of the financial crisis. And I did not believe the left-wing narrative that it was caused by unfettered markets, and I didn’t really believe the right-wing narrative entirely either that it was exclusively caused by government intervention. I believed that all of those things were true but were missing this cultural and moral component about Main Street. I wrote a book on it and I thought there might be 200 clients of my firm that would read it, and it ended up being a bestseller, and that created more television invitations and just to a slightly larger audience. And at this point now, I realized that all of these things were dovetailed together, content, the mediums, coming to Dividend Cafe, coming to an authentic point of view about markets. And then, and this is the thing that is so important because of what you do and do so well in your business and within the kind of practitioners that listen, it wasn’t enough to have a mousetrap that drew people to us. We had to keep them. We had to deliver an advisory experience, and so we were just relentlessly reinvesting back in the business, adding planners, adding tax, adding more investment sophistication, family office, just improving our business, and that’s why we’ve added so much to headcount because we have just constantly wanted to really be what we were attracting people to. Louis Diamond: It’s amazing. The key themes I heard there, there’s a lot, but is it’s not one thing that works. It’s a coordinated strategy. I can attest to that for the content work that we do. There isn’t one single point of growth that comes from content creation. It’s everything working together. You don’t know, especially in this day and age, how people consume information or how a message gets across to them, whether they’re a reader, whether they find you in AI, whether they watch video, whether they saw CNBC in their barbershop. So I think that’s absolutely amazing, and congratulations. Let’s talk a little bit about your breakaway setup, if you will. So when you broke in 2015, you signed on with Hightower, but in a bit of a different way, certainly different than today. You paid Hightower an override on your revenue, or basis points and assets, to be on their platform. But you owned 100% of your business, ran your own P&L, and they provided certain services to you. Thinking back to 2015, and then even up until your recent decision to sell to Hightower, why did you structure it that way rather than under their brand or as an employee or even just having your own RIA, especially given your size and scale? David Bahnsen: There’s actually one piece missing there. You may not have known, but I think is important to the story. When we came in 2015, we were employees and they had a 50/50 net model, and we joined in that capacity. And then when they recapped in 2017, brought a new investor on, eventually changed CEO about a year later, at that point, we were growing. I felt very comfortable with the independent space. I now knew what I didn’t know. I knew what I thought they did well, and I knew what I thought we could do well, and I took advantage of that moment to say, “Guys, I need to be on my own. We need to run our own firm, our own finances, our own payroll, our own brand.” And what the investors wanted at that time was some sort of affiliation that they could count on and not be vulnerable, but I didn’t want to sell and I wanted full control. So I got control, much better control than I had had in my first couple years, and they got a extension of agreement of these services that they could feel good I was going to be a part of their ecosystem. And the cash flows were pretty meaningful as we grew from, at that point, a billion to over 10 billion, and we became obviously a very meaningful contributor to their earnings and revenues. And the CEO who came in was the second CEO in the history of the company. And they now have a third, but that individual, Bob Oros, I knew well because he had been at Fidelity when I chose Fidelity as our primary custodian. Bob and I got along very well. And so over the years, there’d be things that we had impediments that we had to work through, and we worked through them just like adults, like businessmen and women and got stuff done. So it was a good relationship. But we were really quite independent. Very few of my people that worked at Bahnsen Group even knew who Hightower was because we had our own brand, we had our own investment process, the HR, the payroll. And unlike a lot of the other platform teams, they didn’t have too many platform teams, but ours, the accounts payable were massive. I mean, we had to have a whole finance department just because of our growth. So it became a difficult thing for them at this stage to have such a meaningful company within their ecosystem not aligned and not harmonized within the economic model of the rest of the firm. But I would say that decision for 2017 until this year, I don’t regret it at all. Hightower doesn’t regret it at all. They benefited immensely from this growth we’ve gone through, and I very much desired that freedom. Look, if I’m being very candid, Louis, you brought up why didn’t go on my own ADV? At the time in ’14 and ’15, I didn’t know enough. I didn’t understand. And I met with Focus, I met with Dynasty, I met with some others, and you just meet with different people, hear the stories, and the one I went with was Hightower, and there’s pros and cons to all the models. It’s one of the things I wasn’t joking at the beginning. I listen to your guys’ show every week. I’m a sucker for everything happening in our industry. I hear the stories of different successful advisors, and every one of them resonate with me in one way. There might be nine ways it doesn’t resonate, but one way that does because there’s always something that each person’s looking for that some of us can connect with. And at the time, I didn’t know what I didn’t know, but I felt good about the Hightower story, went in that path, and I would argue that we got the best of all worlds in that 2017 to 2026 story because we really got to function independently. We were under their corporate RIA, but other than that, felt very independent. And that’s a testimony to Hightower that they honored that autonomy, but I think it gave me the entrepreneurial thing I needed, and I’m grateful for it. Louis Diamond: Fantastic. So let’s say from the 2017 to 2026 timeframe when you decided to finally sell to Hightower, how did you weigh the leverage that outsourcing certain things provided your business versus paying a fee, obviously, more than what it cost Hightower and not having complete and utter control over your business? How do you track that to your growth, if at all? David Bahnsen: The criteria was always anything we like doing or are good at doing, we’re going to do it, whether Hightower offers it or not. So for example, I’m sitting here in a beautiful office. We have the 31st floor of a building on 54th Street and 6th Avenue, and Hightower has a whole facilities department. We’ve done 13 office leases with no involvement from their facilities department because my wife loves designing the offices. She’s an interior designer. My team loved picking our own locations. I didn’t find negotiating with a broker all that hard. So we were able to do it, we liked it, so we did it. But then the supervision side, the regulatory side, and candidly, a lot of the technology side, which is where some of our talk is about to go in terms of the new transaction, those things I felt more comfortable outsourcing to Hightower who had entire departments and resources geared towards it. And we would do them if we had to, but we weren’t passionate about it. I didn’t want to go understand all the nooks and crannies of the regulatory apparatus. So that was part of their ecosystem, and we were happy to utilize their services there. Investing money, financial facilities, the business development mousetrap we built, those things we were good at, and so we held onto that, and that’s how we viewed the division of labor. Every firm, RIA, IBD, a wire, W, it doesn’t matter. Everyone who optimizes this challenge of doing what you like and not doing what you don’t like is going to grow. It’s hard to do. It’s easier said than done, but that’s the challenge right there. Louis Diamond: I absolutely love that. I think it’s so true, knowing what’s actually going to add surplus value relative to the amount of time you’re doing versus what’s commoditized or back of house or isn’t something that lights you up. Because there’s plenty of RIAs that I’ve interviewed or that I know where they enjoy building technology, they like designing their own compliance organization, and to them, that’s their superpower. That’s what makes them different. For you, it sounds like it was very clear. You knew exactly what you wanted to do. As long as you’re able to still do it, you’re very comfortable with outsourcing certain things that would’ve been a distraction or something that you and your team weren’t world-class at. I want to talk a little bit about some of the deliberate choices you made to take the business from, I would assume it was you as the rainmaker, and now you said you have over 25 advisors. So just thinking about hiring, structuring the business, investing in the business and platform, because I’m sure you’ve had the temptation, maybe not because you’re a business builder, but I think a lot of people love, “Hey, I can make a ton of money if I don’t make that second, third, 125th hire, and instead I just take cash flow. I don’t necessarily need this person. I can make more money or distribute more to my partners.” So I’d love to hear a little bit about some of the deliberate choices you made on hiring and investing in your business. David Bahnsen: There’s two things that I am very hesitant to take credit for, even though they’re true. You had mentioned before when we left in 2014 that we were early innings of wirehouse defections to the independent movement. I was early, but I wasn’t a first inning guy. The real trailblazers were going in 2006, 2007, 2009. 2014 is a lot earlier than those that have gone in the last two or three years, but I was like a third or fourth inning guy, and I don’t deserve credit to be a first inning guy. The other issue is that I reinvest in the business constantly and have not been greedy about maximizing all the margin, but that is easy to say once you’ve already scaled the business, right? You’re already in a place where things are going very well, and then from there, deciding you just really want to run the business the way you want to run it. It’s not as selfless a decision as people may think. It was a luxury. And at the same time, I cannot tell you how bizarre I think it is when people are focusing on maximizing margin versus running the business that they want to have. It’s a high-margin business. There is not a lot of operating leverage in it. More or less, not completely, but more or less expenses go up in proportion to revenue. Particularly for us opening new offices and hiring a lot of new people, our biggest overhead far and away is people. And we started an ETF a couple years ago and I got a chance to learn the polar opposite where my business has tons of pricing power and very little operating leverage and asset management has unbelievable operating leverage. I basically have zero dollars of expenses on my next dollar of revenue, but no pricing power. Louis Diamond: So interesting. David Bahnsen: Yeah. I mean, it really is just two different business models. When we have hired more people, we’ve always done it based on are we going to serve our clients better and enjoy running our business better with these people? We don’t want wasteful positions, but we want the maximum optimization for how to service clients and how to give advisors an ecosystem to function in. So a one-to-one operations to advisor, having planners that are not the client-facing advisor themselves, but are devoted to the behind the scenes planning process. Having a full tax department that does not provide tax services to non-wealth clients, that is only there, a robust tax consulting, tax preparation, tax advisory arm to drive a better client experience for us. These things all erode at margin, and I wouldn’t do it any other way. And the biggest thing, by the way, is the investment management, because then you’re not just talking about profit margin. We’re talking about time. I am a 3:45 AM guy every day because we’re inside markets. We have analysts, traders, investment folks. I think it’s something like 10 or 11 people on the org chart. It costs me millions of dollars a year for us to manage money in-house. There’s no justification for that other than it’s what we want to do, what we believe in. And those that have a outsourced Vanguard DFA-type model, I have no criticism of it in the world, but it just wasn’t us, and so we had to do what we liked doing. Louis Diamond: Yep. And once again, the authenticity shines through. Can we talk a little bit about the financial advice part of the business? I would assume when you’re at Morgan Stanley, you were probably the driver of growth, you were serving personally probably every client or just about all of them. Today, with 10 and a half billion, 25 advisors, just the immense scale of the organization, how do advisors advise? Are you still providing financial advice to clients directly? Are you more of just the CEO, the rainmaker, the strategist? I mean, how do you think about, I guess, allocating clients to your advisors? How have you grown your capacity for financial advice? David Bahnsen: So our leverage is entirely limited by my ability to find like-minded advisors who can go deliver our client experience and be in relationship to clients. It’s why I’m not a big believer in this notion of scalability. I think technology helps scale. I think there’s all kinds of processes you can do more efficiently, but it’s a relationship business and relationships don’t scale. And we have an internal policy philosophy preference, if you will, that no advisor will cover more than 80 households. And so for us to continue growing at the number of households, number of AUM, and therefore number of revenues, all those numbers, of course, have some proportionate relationship with one another, we have to have the advisors to do it. And so as we find advisors that can not drool on themselves and be professionals and deliver an experience to clients, we want them to be generalists. We want them to be very good at what they do, but we don’t want them entering trades. We don’t want them doing their own operations work. We don’t want them having to pick stocks. We’re providing this ecosystem of the tax, the planning, the estate, the operations, the content, the marketing, and the biz dev. They don’t have to go try to rainmake at their kid’s soccer game or join the chamber of commerce or things like that. That we believe we have enough internal biz dev opportunity that what they need to do is cultivate the relationships with the prospective clients we give them. They do have to close that business, but our industry, for all of the talk about this, people diagnose it wrong. We do not have a problem with closing business in our industry. We have a problem with opening business. And so the sourcing is the issue. And for whatever reason, it’s a mystery to me, it’s been a mystery for 27 years, I’ve been pretty good at sourcing business. And so we can share that with our advisors and then expect them to, their job when they wake up and go to bed and everything in between is to be in relationship with clients. Louis Diamond: If I think about, just think of 20 highly successful RIAs and think of some of the biggest and best names in the space, I think a critical connection point or commonality for all those firms is they’ve somehow figured out lead flow or some mechanism or capacity to bring in clients for their advisors. To me, that’s the truly only scalable way to keep adding advisors and growing a business is if there’s enough inbound lead flow that’s cultivated or created by the firm to really feed all the different advisors, and it’s not snap our fingers and it happens. But if you compare that to many other models, the wirehouse model where it’s all on the advisors to go out and find clients, that’s great. And if you find some amazing rainmakers, amazing, and it’s additive, et cetera, but you eventually hit a ceiling because it’s hard to find advisors who have that knack. You’re not bringing in the ideal client every time, and it’s an unpredictable way to grow. So I think I wouldn’t gloss over the fact that you’ve been able to create enough inbound traffic or lead flow through all of your content and thought leadership that you’re able to sustain that type of model. Because it is the best way to grow a business is keep your advisors focused on just being advisors, solve for organic growth, solve for the other things they have to do. And then when you open up a new market or hire an advisor, boom, you got capacity, you got someone trained up, and it’s predictable, your close rate and your ability to scale it from there. So I’ll get off my soapbox, but I think that’s such an important element of the biggest and best and most valuable firms in our industry today. David Bahnsen: I agree with you a thousand percent. And even if you put numbers around it, somebody who has to go make their own rain and service the client, they will expect, if you use wirehouse-like grids around it, this is just round numbers, I know you could turn a knob a little bit, but I view the business as more or less it costs something in the range of 40 cents of a dollar revenue to run the business. There’s 20 cents available to the owner, 20 cents to the person who makes rain and 20 cents to the person servicing the client. It’s back of napkin math. If you are a wirehouse advisor, you’re making the rain and servicing the client, you’re getting two of the 20 cents, you’re getting 40 cents, let’s say. And if you’re the person who owns the business and makes the rain and is the advisor, you can make 60 cents on the dollar. That’s a wonderful margin, and you cap out at a certain level where you just cannot grow any further. I would rather make 20 cents on where we are now. My advisors would rather make 20 cents on where they are because 20 cents of something big is a lot more than 40% of something small. And again, and my numbers are, I’m rounding, but you get the idea. That’s really the kind of business model we’ve done here. Louis Diamond: I think it’s brilliant. And some would argue about the percentages and would say, oh, it costs 40 cents to 30 cents to run a business and we have a small team, but I think philosophically that’s exactly right. And I think something you said too, which is there’s been a common thread in our “Build, Grow, Transact” series. You think about Jason Fertitta of Americana Partners or Matt Kilgroe from Cyndeo and many others that we’ve had or will have, it’s really playing the long game. No one we’ve had on the show is optimizing for how much money can I make this year, next year or the year after. It’s the intentional decisions to invest in capacity, invest in growth, and by choice take less as the owner of the business, but doing it because what you’re building is enterprise value that will sell at a dramatic multiple of that growth and have room to run. So I think that’s the big thing is, again, it sounds easy, it sounds great, but it’s not an easy decision to say, “Hey, I’m going to make less money today and over the next few years because I want to hire the next person or invest in an organic growth funnel.” That’s discipline, for sure. But I think it’s a great takeaway for anyone listening is play the long game, invest where it makes sense, and the riches will follow you later. They don’t have to follow you today or tomorrow. David Bahnsen: And it’s a whole business of playing the long game, not only in the value creation and enterprise value of being independent. But even for wirehouse advisors, I remember back as I was entering the business, that debate about fee-based business versus transactional, and all it was, are you going to play the long game or get more money quickly? There’s temptations in both ways. There’s goals, there’s overhead, reality. Anyone who played the long game in that story from 30 years ago benefited immensely. And now you see it, of course, in what we’re talking about here, playing the long game in the way you run your business has just been the smartest thing anybody could do. Louis Diamond: Absolutely. Especially in this industry where each new client that’s brought on, there’s a lifetime value of a client. That success compounds with market appreciation, with them adding new monies, and then ultimately they’re going to give you referrals hopefully. And then over time, that’s where the real money is. It’s the compounding nature of doing the next right thing rather than, we’ll say, taking a shortcut or not making that investment in the business. I have a ton more questions for you on this topic, but I want to spend enough time on your important decision to sell the business, sell the Bahnsen Group to Hightower in April of 2026. So after more than a decade of being an employee of Hightower, being affiliated with them but really owning your own business, you decided to not just sell the business, but to sell it to the very platform that you’re operating on. So can you just talk about that decision? Why was 2026 the right time? Why did you decide to stay with Hightower rather than any of the other 100 acquirers or a random private equity firm that would love to buy a business that’s growing 30% per year? David Bahnsen: It’s interesting to think about as our deal gets ready to close here at the end of September, if I had gone out and run a process, if I was looking to sell, would I have been interested in conversations with others? And I don’t know the answer to that because I wasn’t looking to sell. There was nothing broken, in my mind, in what we were doing. But when Hightower and her investors came to me, the entire conversation centered not around what we needed and wanted to be a seller, but on what we didn’t want or couldn’t have. And I’ll share the story because I haven’t shared it publicly with anyone. As we were having conversations about a variety of things in the relationship between Hightower and the Bahnsen Group and Hightower’s investor and so forth, there were a couple of different meetings and things and we ended up having a pretty significant meeting in person in their conference rooms here in Midtown. And I’ve had seven eye surgeries, and I have challenges with my eyes and there are all these numbers up on a screen in the conference room. I couldn’t see any of them. And it occurred to me that there was an offer on the screen they wanted to buy the business. We had not discussed that. And I turned to the folks and said, “I don’t really know exactly what it says, but I just want to make something very clear to save time and drive our conversation constructively. There’s no amount of money that I would sell for if I can’t be fully in charge of what we’re doing. Our brand, our business, our autonomy is what I care most about. If there’s a way to have that, protect it, enhance it and do a commercial transaction, I’m open to it.” And I didn’t really think that would be possible, but I will say to their credit, they did not want to interfere with that autonomy and what they believe to be a successful formula inside our company at all. And so while they’re doing a lot right now to build their Hightower Signature Wealth brand, both internally and externally, and are coming up on $50 billion of assets that they’ll have moved onto that platform in trying to create more centralization and consolidation, which I think has a lot of commercial rationalization behind it, what they’re looking to do with the Bahnsen Group is have a wholly owned independent subsidiary where I still have plenary authority to run the business, control of the P&L, hiring and firing, strategy, branding, and yet the resources of Hightower at my disposal more now in the HR front. That gets a little trickier with 106 people that will soon be 150 than it was when it was 20. I’m committed, Louis, to knowing every one of my employees’ names forever and it’s getting harder, but luckily I have a pretty good memory. But the technology side, the AI moment, the way in which a tech stack all intersects, I hate this stuff. And they not only are good at it and like it, but are heavily invested in it. And so it felt to me like if they’re really going to allow me to continue running this and have that control of the P&L, it could be best of all worlds and certainly very value additive to the enterprise of Hightower. And that’s what we worked a few months to put together and everybody is really pleased with the outcome. Louis Diamond: Amazing. I mean it’s an interesting shift in the way I’m seeing a lot of these platforms, that they start off as a fee-for-service affiliation platform and then over time they morph to being buyers of businesses, investors in businesses. And Hightower is definitely, they’re probably at the forefront of really completely shifting or re-identifying themself in the market, especially on buying practices. So I think it’s very interesting that you had this long-term relationship and ultimately having such an amazing business, they were the ultimate buyer of the business. David Bahnsen: And I think it’s important to say for our listeners, you know as well as I do, if we went to market, there would’ve been a lot of interested parties. Louis Diamond: That was going to be my question. David Bahnsen: The organic growth alone would’ve commanded something pretty attractive. We were under Hightower’s ADV. I not only had a positive relationship with them and a good cultural dynamic, which I wouldn’t want to risk changing, but I don’t want to re-paper the size of this business, and so it was just a non-starter. I talked to a couple investment bankers after we were already in LOI and they all said the same thing. You had your most natural buyer. It was the one you were already dating. And that’s how I feel, is if there was going to be a transaction, it made the most sense for us to do it with the one we were already partnered with. Louis Diamond: So was it like, hey, you know exactly who we’re getting in bed with because they’ve already been our partner in this business for a while, and as long as I get what I think is fair value for the business, that’s good enough? I’m sure you could have gotten a turn or two more to have 50 bids and to have the shark circling to push Hightower higher. But it sounds like for you, that was of course important, but that wasn’t the number one driver. It was more how do we preserve what we like, preserve our autonomy and do it with people that we like and trust? David Bahnsen: Yeah, that continuity, in a funny way, I did it the wrong order. I ran a process after I was already at LOI, meaning I did enough to find out, hey, did I just do a good deal or not after I’d already done the deal. And the good news is I did, but it wasn’t the way most people go about doing it. But the continuity thing is there’s always two fronts to it at our size of business. There’s the client continuity and the team. Our team is going to move the payroll from being under Bahnsen Group to Hightower, and there’s benefits and changes and things. But the clients don’t know any difference whatsoever. Custodial, the G numbers, the ADV, there’s no signature required, no negative consent required because they already were under the Hightower ADV before. So this transaction all at once allows us to go into the next iteration of our business, which I’m very excited about, and I think is a wonderful deal for Hightower and what their goals are, but we didn’t have to bother clients with it. And when we say to clients, “Nothing’s going to change,” we can actually mean it. Louis Diamond: Yeah, that’s the definition of it. You mentioned there you’re excited for this next iteration or the next chapter of the company. Can you explain that? I would imagine just continuing your strategy that’s worked so well for the last decade plus, you keep doing that, I mean, you’re going to have a 20, 25, $30 billion business over the next handful of years. So what’s the next chapter? Why change it at all? What are you thinking about? David Bahnsen: Well, it’s funny in a moment now where, first of all, I’ve went out of my way to say that we didn’t grow at all inorganically, and a lot of people have now decided that inorganic growth is a little bit less impressive than organic growth. One of the issues with the law of large numbers is growing 30% at two billion meant adding 600 million and growing 30% at 10 billion means adding three billion in a year. Louis Diamond: That’s fair. David Bahnsen: And then 3.6 billion, the exponential nature of it. And I believe that there are… I’ve never gone to a meeting with an advisor with a checkbook or with a balance sheet, and we want to find some folks that want to join us, join our system, join our culture, not merely aggregate a bunch of unified parts, but in some cases doing that with other people demographically would mean some monetization events. So I do believe that there will be some inorganic growth that we will add to our toolbox as a supplement to our core underlying strategy, which we think is industry leading organic growth. So we want to continue doing more of what we’re doing. And then just as we continue to professionalize based on our size and scale more of those things that are not passions for us, technology, supervision and HR, utilize the mousetrap Hightower has that they do well while maintaining the things that make us uniquely us, which is our branding, our business development, our investment strategy, our delivery of services to clients. I’m not naive enough to think that there won’t be some growing pains and some hiccups and whatnot, but we believe that model, all the parties are very committed to it, and we believe it’s the right model for us. Louis Diamond: Absolutely. I think what’s really cool about what you said was, one, I agree with the concept of law of large numbers. I mean, it’s a fact, right? No matter how much content you put out, it’s going to be hard to bring in 10 billion of net new assets eventually without going inorganic. But I think to me at least the big trap in the industry today is firms either completely ignoring the organic and just focusing on buying and growing that way and pointing to, oh, we grew by this amount. But what you said, which is really cool and important I think is we’re going to continue the organic side to the best of our ability. That’s not going to change. Inorganic is a supplement. It’s not the replacement. I think that’s a really important lesson or discipline that it’s the combination of the two that really builds an enterprise and builds scale. You already had your transaction, but anyone who’s weighing a transaction in the future, buyers will always value a dollar of organic growth than they would inorganic growth. So if you can hit both and you do transactions strategically, you’re not just trying to buy anyone or everyone, but you’re doing it to add the right capacity, add a new discipline, diversify the talent pool, ho

This episode we are joined by Mr.Bobby Tudor - CEO of Artemis Energy Partners - and board member of Murphy Oil - a NYSE listed energy company with a market cap of ~$5.5 billion. Mr. Bobby Tudor is the founder and CEO of Artemis Energy Partners, an Investing and Advisory platform focused on companies involved in the Global Energy Markets.Mr. Tudor is also a Retired Founder and CEO of Tudor, Pickering, Holt & Co.Prior to forming TPH, Mr. Tudor was a Partner at Goldman Sachs and a leader of its worldwide Energy practice. Over his 30-plus year career in Investment Banking, he has worked on many of the defining transactions of the period, across most energy subsectors and geographies.Mr. Tudor lives in Houston with his wife, Phoebe. They have three children, Caroline, Margaret, and Harry. The Tudors are passionate supporters of the Arts, Public Education, Social Services, and Public Parks.Mr.Tudor chairs Greentown Labs and the Houston Energy Transition Initiative, and is past chair of the Greater Houston Partnership and Rice University's Board of Trustees.Mr. Tudor holds a BA in English and Legal Studies from Rice University, and a JD from Tulane.Enjoy.Newsletter: Subscribe HereThank you to our sponsors.Without their support this episode would not be possible:Connate Water SolutionsATB Capital MarketsRemote Power CorpBunch Projects-*This podcast is for informational and educational purposes only, and is not intended as investment advice. Please do your own research, and consult professionals directly before making any investment decisions.Support the show

School District #61 is moving to a ward system for electing school trustees. Some say it will lead to increased representation from all communities in the district.We hear from Esquimalt Mayor Barb Desjardins and former school trustee and Michael McEvoy.

fromatoarbitration.com

With mounting pressure on the higher education system in the U.S., how can a university's board of trustees make a difference in combating some of the issues these institutions face? Hosts and finance professors Jonathan Berk and Jules van Binsbergen are back for a new season of the All Else Equal podcast, and in this episode they identify the major issues universities face today analyze the underlying root causes. They close the episode by explaining how board of trustees be more effective in solving the problems. Jonathan and Jules go through each level of stakeholder at a university, including their incentives and how those incentives could be in conflict with a university's core mission. They also list five most questions a board of trustees should ask to shed light on the issues. Find All Else Equal on the web: https://lauder.wharton.upenn.edu/allelse/ All Else Equal: Making Better Decisions Podcast is a production of the UPenn Wharton Lauder Institute through University FM. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Equality Utah Board Chair Eli McCann and Trustee of the John C. Kish Foundation Melina Nicolatus, discuss the organization's new director and the upcoming 25th anniversary "Allies Gala," new Executive Director of Alterra Mountain Co. Community Foundation Robert Foley talks about the organization's efforts to support mountain town needs and Abode Luxury Rentals Sustainability Manager Julie Finnegan talks about the company's initiatives that earned it a 2026 Green Business Award.

Alejandra Caraballo, civil rights attorney, joins with a trans youth and the mother of a trans youth who say they have had difficulty accessing gender affirming care in Massachusetts due to Fenway and Bay State Health pulling back on care for minors.Katie Theoharides of the Trustees of Reservations discusses their efforts to preserve lands around the closing Hampshire College, and other land trust and conservation news.Sarah Botstein (The American Revolution producer and co-director) will be at the BPL on September 22 for an event, in conversation with Imari Paris Jeffries, where she'll be talking about The American Revolution and her experience with historical filmmaking. They both join us at the BPL today.Thor Steingraber, president and CEO of Vivo Performing Arts + Angie Dickerson creative director and operations manager for Boston Rhythm Riders, join ahead of the "Let's Dance" 5-day public dance festival.

In this episode of the Dressage Today Podcast, sponsored by KPP and Tribute Equine Nutrition, Aviva and Stephany interview USEF “r” Technical Delegate from Eastern Pennsylvania Jen Koch, the latest Unsung Hero in their ongoing series.Jen represents the kind of quiet, steadfast leadership that keeps dressage thriving behind the scenes through her professionalism, deep knowledge of rules and her genuine desire to help riders have positive, fair experiences in the competition environment. But what makes her truly extraordinary is the way she shows up for people and for the sport—consistently, generously and without ever seeking recognition.Jen's service extends far beyond helping individuals, and her commitment to youth development is unmatched. As president of the Youth Dressage FUNdation, she helps run the Region 1 Youth Dressage Team Challenge every year in Virginia. She has also served on the USDF National Youth Programs Committee, held multiple USDF Group Membership Organization leadership roles, and currently serves on the Board of Trustees of her local horse park.Jen works tirelessly to create opportunities for young riders, strengthen community programs, and ensure the future of dressage is bright, inclusive and well-supported. This would be impressive on its own—but she does it all while working full-time as a teacher and pursuing her master's degree. We loved talking with Jen, and we know you will enjoy learning more about her.In this episode, Aviva and Stephany also catch up on what's been going on in their lives, and Aviva answers a new Ask the L question from Heather about virtual showing. Aviva details her experiences with virtual showing from a judge's point of view and discusses how various groups do it differently.As always, if you like what we do, please share it with your friends on social media, hit the “LIKE” button and subscribe!About This Episode's Sponsors: Tribute and KPP AirWise™We are always grateful to our sponsors. This month, we have:Tribute At Tribute Equine Nutrition, caring for horses has always come first. As a family-owned company safely making feed right here in the USA, they're celebrating America's 250th anniversary by supporting programs that make a difference through horses. Every bag of Tribute sold helps support PATH International's Equine Services for Heroes programs helping veterans through equine-assisted services. They've also introduced limited-edition Patriotic Horse Treats for summer. Ready to try Tribute? Start with a free personalized feeding plan and your first bag free at TributeEquineNutrition.com.ANDKPP AirWise™Is your horse suffering from respiratory problems like intermittent coughing, nasal discharge, seasonal allergies, poor performance, or difficulty breathing during exercise? Kentucky Performance Products has a new supplement—AirWise®—that can help. Formulated using a synergistic blend of high-quality, potent antioxidants and micronutrients, AirWise is research-proven to help horses maintain healthy respiratory function. It has been shown to promote normal respiratory rates, enhance lung function, support a healthy inflammatory response in airways, and maintain immune health. To see if AirWise—available through veterinarians—is right for your horse, speak with your vet, visit https://www.KPPusa.com, or call 859-873-2974.Connect with the Hosts: Email Aviva Nebesky (horsepenhillfarm@aol.com) | Email Stephany Fish Crossman (stephanyfish@gmail.com)Connect with the Show: Website (DressageToday.com) | Socials (@DressageToday) Facebook | Instagram | Twitter | PinterestGuest: Jennifer Koch | Email Jennifer: youthdressageshows@gmail.com | Connect with Jennifer on FaceBookOur Sponsors this month: Tribute and KPP AirWise™

In this episode of the Dressage Today Podcast, sponsored by KPP and Tribute Equine Nutrition, Aviva and Stephany interview USEF “r” Technical Delegate from Eastern Pennsylvania Jen Koch, the latest Unsung Hero in their ongoing series.Jen represents the kind of quiet, steadfast leadership that keeps dressage thriving behind the scenes through her professionalism, deep knowledge of rules and her genuine desire to help riders have positive, fair experiences in the competition environment. But what makes her truly extraordinary is the way she shows up for people and for the sport—consistently, generously and without ever seeking recognition.Jen's service extends far beyond helping individuals, and her commitment to youth development is unmatched. As president of the Youth Dressage FUNdation, she helps run the Region 1 Youth Dressage Team Challenge every year in Virginia. She has also served on the USDF National Youth Programs Committee, held multiple USDF Group Membership Organization leadership roles, and currently serves on the Board of Trustees of her local horse park.Jen works tirelessly to create opportunities for young riders, strengthen community programs, and ensure the future of dressage is bright, inclusive and well-supported. This would be impressive on its own—but she does it all while working full-time as a teacher and pursuing her master's degree. We loved talking with Jen, and we know you will enjoy learning more about her.In this episode, Aviva and Stephany also catch up on what's been going on in their lives, and Aviva answers a new Ask the L question from Heather about virtual showing. Aviva details her experiences with virtual showing from a judge's point of view and discusses how various groups do it differently.As always, if you like what we do, please share it with your friends on social media, hit the “LIKE” button and subscribe!About This Episode's Sponsors: Tribute and KPP AirWise™We are always grateful to our sponsors. This month, we have:Tribute At Tribute Equine Nutrition, caring for horses has always come first. As a family-owned company safely making feed right here in the USA, they're celebrating America's 250th anniversary by supporting programs that make a difference through horses. Every bag of Tribute sold helps support PATH International's Equine Services for Heroes programs helping veterans through equine-assisted services. They've also introduced limited-edition Patriotic Horse Treats for summer. Ready to try Tribute? Start with a free personalized feeding plan and your first bag free at TributeEquineNutrition.com.ANDKPP AirWise™Is your horse suffering from respiratory problems like intermittent coughing, nasal discharge, seasonal allergies, poor performance, or difficulty breathing during exercise? Kentucky Performance Products has a new supplement—AirWise®—that can help. Formulated using a synergistic blend of high-quality, potent antioxidants and micronutrients, AirWise is research-proven to help horses maintain healthy respiratory function. It has been shown to promote normal respiratory rates, enhance lung function, support a healthy inflammatory response in airways, and maintain immune health. To see if AirWise—available through veterinarians—is right for your horse, speak with your vet, visit https://www.KPPusa.com, or call 859-873-2974.Connect with the Hosts: Email Aviva Nebesky (horsepenhillfarm@aol.com) | Email Stephany Fish Crossman (stephanyfish@gmail.com)Connect with the Show: Website (DressageToday.com) | Socials (@DressageToday) Facebook | Instagram | Twitter | PinterestGuest: Jennifer Koch | Email Jennifer: youthdressageshows@gmail.com | Connect with Jennifer on FaceBookOur Sponsors this month: Tribute and KPP AirWise™

APMA Leadership, Advocacy, and the Future of the Profession — Drs. Leslie Campbell and James HannaDean's Chat hosts Drs. Jeffrey Jensen and Johanna Richey welcome APMA Board of Trustees members Dr. Leslie Campbell and Dr. James Hanna for a compelling conversation about leadership, service, and the future of podiatric medicine.Drs. Campbell and Hanna share the experiences, mentors, and defining moments that shaped their professional journeys and ultimately led them to national leadership within the American Podiatric Medical Association. Their stories demonstrate that leadership is rarely a straight path—it develops through involvement, relationships, a willingness to accept responsibility, and the courage to step forward when the profession needs you.The discussion highlights the remarkable work accomplished by APMA during the past two years under the leadership of Executive Director and CEO Meghan McClelland. Through an intensified focus on advocacy, education, communication, and member engagement, APMA has created significant momentum and strengthened its ability to represent podiatric physicians at the national level.The group also explores an exciting vision for the future of APMA meetings: a dynamic LAB format—Leadership, Advocacy, and Business. This model would broaden the traditional meeting experience by combining high-quality clinical education with the leadership skills, advocacy tools, and business knowledge podiatric physicians need to succeed in today's healthcare environment.Additional topics include:The personal and professional growth that comes through organizational involvementThe importance of mentorship, sponsorship, and creating opportunities for othersHow emerging leaders can begin contributing at the local, state, and national levelsThe responsibility of current leaders to identify and develop the next generationBuilding an APMA culture that encourages engagement, innovation, and meaningful servicePreparing podiatric physicians to lead within their practices, institutions, communities, and professionThis episode is ultimately about more than holding a title. It is about developing people, creating opportunities, and building a sustainable leadership pipeline for podiatric medicine. Drs. Campbell and Hanna offer an honest and inspiring look at what it means to serve—and why the continued growth of the profession depends upon leaders who are willing to learn, engage, advocate, and bring others along with them.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode of the Dressage Today Podcast, sponsored by KPP and Tribute Equine Nutrition, Aviva and Stephany interview USEF “r” Technical Delegate from Eastern Pennsylvania Jen Koch, the latest Unsung Hero in their ongoing series.Jen represents the kind of quiet, steadfast leadership that keeps dressage thriving behind the scenes through her professionalism, deep knowledge of rules and her genuine desire to help riders have positive, fair experiences in the competition environment. But what makes her truly extraordinary is the way she shows up for people and for the sport—consistently, generously and without ever seeking recognition.Jen's service extends far beyond helping individuals, and her commitment to youth development is unmatched. As president of the Youth Dressage FUNdation, she helps run the Region 1 Youth Dressage Team Challenge every year in Virginia. She has also served on the USDF National Youth Programs Committee, held multiple USDF Group Membership Organization leadership roles, and currently serves on the Board of Trustees of her local horse park.Jen works tirelessly to create opportunities for young riders, strengthen community programs, and ensure the future of dressage is bright, inclusive and well-supported. This would be impressive on its own—but she does it all while working full-time as a teacher and pursuing her master's degree. We loved talking with Jen, and we know you will enjoy learning more about her.In this episode, Aviva and Stephany also catch up on what's been going on in their lives, and Aviva answers a new Ask the L question from Heather about virtual showing. Aviva details her experiences with virtual showing from a judge's point of view and discusses how various groups do it differently.As always, if you like what we do, please share it with your friends on social media, hit the “LIKE” button and subscribe!About This Episode's Sponsors: Tribute and KPP AirWise™We are always grateful to our sponsors. This month, we have:Tribute At Tribute Equine Nutrition, caring for horses has always come first. As a family-owned company safely making feed right here in the USA, they're celebrating America's 250th anniversary by supporting programs that make a difference through horses. Every bag of Tribute sold helps support PATH International's Equine Services for Heroes programs helping veterans through equine-assisted services. They've also introduced limited-edition Patriotic Horse Treats for summer. Ready to try Tribute? Start with a free personalized feeding plan and your first bag free at TributeEquineNutrition.com.ANDKPP AirWise™Is your horse suffering from respiratory problems like intermittent coughing, nasal discharge, seasonal allergies, poor performance, or difficulty breathing during exercise? Kentucky Performance Products has a new supplement—AirWise®—that can help. Formulated using a synergistic blend of high-quality, potent antioxidants and micronutrients, AirWise is research-proven to help horses maintain healthy respiratory function. It has been shown to promote normal respiratory rates, enhance lung function, support a healthy inflammatory response in airways, and maintain immune health. To see if AirWise—available through veterinarians—is right for your horse, speak with your vet, visit https://www.KPPusa.com, or call 859-873-2974.Connect with the Hosts: Email Aviva Nebesky (horsepenhillfarm@aol.com) | Email Stephany Fish Crossman (stephanyfish@gmail.com)Connect with the Show: Website (DressageToday.com) | Socials (@DressageToday) Facebook | Instagram | Twitter | PinterestGuest: Jennifer Koch | Email Jennifer: youthdressageshows@gmail.com | Connect with Jennifer on FaceBookOur Sponsors this month: Tribute and KPP AirWise™

Larry Lannan talks with Anthony Wren, the Libertarian Party candidate for the Hamilton Southeastern Schools Board of Trustees in District 1. School security is Wren's top priority. He wants weapons-detection scanners at every HSE school entrance and a dedicated school police department. He also talks about his concerns with this fall's HSE referendum and his call for a district financial audit. Other topics include classroom cell phone rules, school meals, academics and discipline, and why he chose to run as a Libertarian. Read the full story at LarryInFishers.com: [STORY LINK] This episode is sponsored by Citizens State Bank. Learn more about their business and personal banking options at mycsb.in/Larry, or visit the Fishers branch inside the Thomas A. Weaver Municipal Complex. Citizens State Bank, Member FDIC and Equal Housing Lender.

What happens when AI philanthropy actually arrives? Jack Lewars advises donors giving up to nine figures a year — and he argues the wave of wealth expected from AI company IPOs is more locked in than skeptics think, with potentially $130 billion or more committed to charity even in conservative scenarios. In this conversation with hosts Amie Vaccaro and Jonathan Jackson, Jack explains why concentration is the real risk ("two big funders beat one twice the size"), why the bottleneck to scaling global health organizations isn't money but managing directors and chiefs of staff, and why he has no patience for scaling plans that end in “…government adoption." Drawing on his experience running One for the World and building a mid-stage global health fund — the "Series A" of the sector — Jack lays out exactly what implementing organizations should do now to position themselves: be cost-effective, be evidence-backed, be visible to intermediaries like GiveWell and Coefficient Giving. And whatever you do, don't send a cold email.Jack Lewars is the founder of Ultra Philanthropy, an independent advisory that helps major donors give for maximum impact. He advises donors giving up to nine figures a year, and is Chair of Trustees at High Impact Athletes. He writes the Funding Anthropalypse newsletter, commenting on the expected wave of AI philanthropy in 2027 and beyond.He is also the Fund Manager of the Ultra Philanthropy Mid-stage Global Health Fund, which makes strategic grants and offers hands-on technical and management assistance to bring high impact global health projects to scale.Ultra Philanthropy – Jack Lewars's independent advisory helping major donors give for maximum impact, home of the mid-stage global health fund.Jack Lewars's Substack – His newsletter on AI wealth and philanthropy, referenced throughout the episode. GiveWell – Charity evaluator that recently received a $1 billion commitment from Coefficient Giving and made its largest-ever grant to the Against Malaria Foundation.Coefficient Giving – Major effective-giving funder discussed as a key intermediary for AI wealth. One for the World – Nonprofit Jack led as executive director, encouraging graduates to pledge 1% of income to cost-effective global health charities."What's Your Endgame?" – Stanford Social Innovation Review – The decade-old article on nonprofit endgames Jack references as the (only) canonical piece on scaling. Dimagi Connect – Dimagi's verified service delivery platform, discussed by Jonathan as a way to make performance matter through fast feedback loops.Sign up to our newsletter⁠, and stay informed of Dimagi's workWe are on social media - follow us for the latest from Dimagi: ⁠LinkedIn⁠, ⁠Youtube⁠⁠⁠⁠If you enjoy this show, please leave us a 5-Star Review and share your favorite episodes with friends. Hosts: ⁠Jonathan Jackson⁠ and ⁠Amie Vaccaro

Three Scientists on the Origins of Everything | Stephen Meyer, John Lennox, and James Tour Moving from the Big Bang and the discovery of cosmic beginnings, to the fine-tuning of the physical constants that make life possible, to the extraordinary complexity and information embedded in DNA, mathematician John Lennox, philosopher of science Stephen Meyer, and chemist James Tour, explores whether these developments point to blind, undirected processes—or to the activity of an intelligent mind. The trio challenges long-held materialist assumptions, revisits classic scientific debates, and reflects on what these questions mean not only for science but also for our understanding of human existence and purpose.   Watch this video at- https://youtu.be/JW9gcjpt89o?si=aSd95fkK50YIKbva Hoover Institution 1.21M subscribers 2,005,423 views Premiered Apr 20, 2026 Uncommon Knowledge 2026 Subscribe to Uncommon Knowledge to stay notified for the next episode: https://www.hoover.org/publications/u... __________ The opinions expressed are those of the authors and do not necessarily reflect the opinions of the Hoover Institution or Stanford University. © 2026 by the Board of Trustees of Leland Stanford Junior University.

There are three people campaigning to join the Troy Library Board in the election on Tuesday, September 22nd but only one person on the ballot. Elizabeth Press spoke to all three people Evelyn Greenstein, Alizah DeVit, and Sean Millington. For more information on the Library Budget and Trustee vote, you cal visit https://www.thetroylibrary.org/vote/

On September 20, 2026, journalist and corporate advisor Mr Gurumurthy Swaminathan delivered the Sri S G Sundaraswamy Memorial Lecture 2026 at Sai Hira Global Convention Centre, Prasanthi Nilayam, on “Relevance of Ancient Indian Philosophical Thought to Contemporary Times.”Exploring Indian philosophy in the context of modern science and artificial intelligence, he highlighted the distinction between knowledge and information and the enduring relevance of India's civilisational wisdom. He spoke on Dharma, family, community and shared responsibilities, emphasising their relevance to social harmony, economics and governance. He also reflected on the Vedic understanding of primordial sound and the transmission of knowledge across generations as a vital force sustaining Indian civilisation.The annual endowed lecture, instituted by Mr S S Naganand, Trustee, Sri Sathya Sai Central Trust, honours the late Sri S G Sundaraswamy and provides the university community an opportunity to engage with distinguished scholars and contemporary ideas.The event was attended by Mr Venu Srinivasan, Chairman Emeritus, TVS Motor Company and TVS Holdings; Mr K Chakravarthi IAS (Retd.), Chancellor, SSSIHL; Prof. B Raghavendra Prasad, Vice-Chancellor, SSSIHL; Dr Srikanth Khanna, Registrar, SSSIHL; Mr RJ Rathnakar, Managing Trustee, Sri Sathya Sai Central Trust; Mr S S Naganand, Trustee, Sri Sathya Sai Central Trust, and his family; along with senior members of both trusts, faculty and students of SSSIHL.

Caregivers, you're exhausted for a reason—and it's not because you're doing it wrong. Ai-jen Poo reveals why so many of us are burning out while caring for kids, aging parents, partners, and everyone in between—and why we were never meant to carry all of this alone. - The real reason caregivers are so burned out - How to care for the people you love without losing yourself - Why the “sandwich generation” is really the panini generation - How to build a “care squad” that actually supports you - Why care is the invisible work that makes everything else possible About Ai-jen:  Ai-jen Poo is an award-winning organizer, author, and a leading voice in the women's movement. She is the President of the National Domestic Workers Alliance, Executive Director of Caring Across Generations, Senior Advisor to Care in Action, Co-Founder of SuperMajority, and a Trustee of the Ford Foundation. Ai-jen is a nationally recognized expert on caregiving, the future of work, and what's at stake for women of color. She is the author of the celebrated book, The Age of Dignity: Preparing for the Elder Boom in a Changing America.  Follow We Can Do Hard Things on:  Instagram — ⁠https://www.instagram.com/wecandohardthings⁠

I talked with David about a phenomenal graphic he put out, detailing his qualifications and his accomplishments at Branch 3 in Buffalo. It's ludicrous, and I had to talk to him about it. Our conversation dives into his plans as trustee, and we highlight some of the parts of his resume I find most interesting.

In this week's episode, Dustin speaks with Frank Steslow, CEO of SSP International, about how immersive summer STEM programs create meaningful opportunities for students while delivering strategic value for colleges and universities. They explore why the most successful partnerships go beyond simply renting campus space—bringing together faculty, student affairs, conference services, and institutional leadership to create experiences that help students build confidence, discover a sense of belonging, and envision themselves on campus. The conversation also highlights how these programs can strengthen recruitment, reinforce institutional mission, and remind higher education leaders that collaboration across campus is often the key to creating lasting impact.Guest Name: Frank Steslow - CEO at SSP InternationalGuest Social: LinkedInGuest Bio: As CEO since March 2023, Frank Steslow brings a wealth of non-profit leadership experience. Over the past 30 years, mostly in the cultural sector, Frank has led several science-based, non-profit organizations through transition and growth. He was thrilled to join SSPI as its first Chief Executive Officer, succeeding the organization's long time Executive Director, Richard Bowdon. In this role, Frank works with the Board of Trustees, alumni, and staff to strengthen and expand SSPI's existing programs, create new programs and expand the impact and reach of the organization, especially to students who may not have been aware or had the means to participate in the program previously. Frank earned a BS in Microbiology from Penn State, and a MS in Public Health from University of South Florida. Frank currently resides with his wife in Maine. If he's not working, you can find him hiking, boating, or working on home renovation projects. - - - -Connect With Our Host:Dustin Ramsdellhttps://www.linkedin.com/in/dustinramsdell/About The Enrollify Podcast Network:The Higher Ed Geek is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

fromatoarbitration.com