Podcasts about Underlying

Grains lose some momentum as traders set back with some profit taking with a lack of new bullish news. Underlying support still holds with lower expected yields and geopolitical risk. Cattle closed lower as the demand for beef after the holiday weekend is uncertain. Arlan Suderman with Stone X Financial recaps today's trade.

If you've done all the “right” things for your gut, eating clean, avoiding gluten, taking supplements, running labs, and still feel like your gut health stinks, this episode is for you. We're challenging the idea that your gut is something you need to “fix” and exploring why symptoms like bloating, constipation, diarrhea, and gas may actually be signals rather than signs that something is broken. We zoom out to look at the gut as part of a much bigger web involving the brain, nervous system, hormones, immune system, stress, sleep, and circadian rhythm, and we share simple strategies that can help support your body without adding another complicated protocol to your life. Our goal is to help you stop chasing symptoms, start listening to your body, and build resilience from the inside out.SHOW NOTES:0:38 Welcome to the show!3:03 Why your gut isn't broken6:09 Limbic Retraining8:48 Underlying stressors to the gut9:24 Spider web analogy11:15 Simple hack to sync your gut rhythms14:28 Overnight fasting15:32 Perimenopausal & bloated16:31 Gut Healing Framework18:11 Basic elimination foods19:02 Regulating the stress response19:28 Renee's gut story21:15 How to support digestion27:30 The many types of trauma 30:18 Food Therapy31:15 Repairing the gut lining & microbiome32:56 “Party in my stomach”35:02 Supplements for gut healing37:50 The acid reflux myth43:22 Supporting motility & bowel movements47:00 Diagnostic lab testing49:50 Triggers for leaky gut57:30 Allergies vs Intolerances vs Sensitivities1:01:29 Elimination Diet1:03:41 Can you over-optimize your gut?1:05:21 Recapping the frameworkRESOURCES:Fullscript Gut Supplements (must create an account to access)Biohacker Babes Gut Healing Framework E-book (FREE until Sept 14)Primal Trust - code: BIOHACKERBABES10FREE Nervous System Harmony e-bookBook: Food TherapyPodcast with Luis MojicaSupport this podcast at — https://redcircle.com/biohacker-babes-podcast/donationsAdvertising Inquiries: https://redcircle.com/brands

What are the top causes of metabolic disruption?In this informative episode, Dr. Emily Cooper dives into the factors that quietly sabotage metabolic health. From the intricacies of sleep to the surprising connection between love and metabolism, listeners will learn what enhances or damages their metabolic system.KEY TAKEAWAYSSleep is crucial for metabolic and hormonal balance.Weight cycling severely impacts metabolic health.Underlying stress and emotional wellbeing affect metabolism.NOTABLE QUOTE"Everyone has strengths and limitations, let's put it that way." — Dr. Emily CooperLINKS & RESOURCESMechanical Eating Handout: Available on our Patreon page.Links & ResourcesPodcast Home: fatsciencepodcast.comCooper Center for Metabolism: coopermetabolic.comResources from Dr. Cooper: coopermetabolic.com/resourcesJoin Our Community: patreon.com/cw/FatSciencePodcastSubmit Your Question: questions@fatsciencepodcast.com or dr.c@fatsciencepodcast.comFat Science is supported by the Diabesity Institute, a nonprofit dedicated to increasing access to effective, science-based metabolic care.This podcast is for informational purposes only and is not intended as medical advice. Please consult with a qualified healthcare provider for personalized recommendations.

Last time we spoke about the reaction after the surprise attack on Pearl Harbor. After four years of fighting Japan almost alone, China's Chiang Kai-shek learned of Pearl Harbor with profound relief. Japan's attack, meant to neutralize American naval power, instead galvanized the entire Western world against Tokyo. Within hours, Chiang declared war on the Axis powers, transforming China from an isolated nation to a recognized Allied member. The strategic mathematics were clear to Chiang: America's industrial might would ultimately crush Japan. China simply needed to survive long enough. The United States quickly formalized this partnership, pledging military support through Lend-Lease and elevating Chiang to leadership of Allied forces in the China theater. Yet Pearl Harbor brought catastrophe for Western civilians in China. Americans and Britons, previously protected as neutral foreigners, were suddenly rounded up and interned in camps. For many, decades of presence in China ended in hasty evacuation, leaving behind lives built over generations.   #216 The Battle of Hong Kong Part 1: The Approaching Storm Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Japan emerged as a significant threat to British interests during the 1920s following the collapse of the Anglo-Japanese Alliance. This concern intensified dramatically after Japan's invasion of China, with the ensuing Sino-Japanese War escalating tensions further. British assets in the region came under direct assault, including attacks on Western military and commercial vessels such as HMS Ladybird. Yet despite these provocations, the British Government maintained an inconsistent stance toward Japan, responding with only feeble diplomatic and military countermeasures. This contradiction characterized London's approach: while diplomatic channels remained conciliatory, military planners viewed Japan with genuine apprehension. During the 1930s, Singapore and Malaya represented Britain's most valuable and prosperous holdings in the Far East and consequently received substantial garrison reinforcements. By contrast, Hong Kong was widely acknowledged to be indefensible—a conclusion reached repeatedly by successive military studies. Despite this consensus, the British Government proceeded with the Hong Kong Defence Scheme in 1936, which aimed to transform Hong Kong Island into a fortified redoubt while establishing delaying positions in Kowloon and the New Territories. The Hong Kong Garrison's mandate was straightforward: repel external attacks and prevent enemy use of the harbour and dry dock. The underlying strategy relied on a simple principle: hold Hong Kong Island as an impregnable fortress and await relief from the Royal Navy. Consequently, protecting the harbour became the paramount objective. Japanese strategists were correctly identified as Hong Kong's primary threat, with military planners anticipating attack from the sea rather than overland. To counter such an offensive, the defence scheme incorporated five successive layers of protection: naval mines fitted with indicator nets and anti-submarine booms formed the first barrier; coastal artillery provided the second; beach installations featuring pillboxes, wire entanglements and mines constituted the third; infantry strongpoints positioned on commanding heights guarded against amphibious landings; and finally, a mobile reserve force stood ready to counterattack and eliminate any successful enemy incursion. The 1936 plan also mandated extensive fortification of Kowloon's bottleneck approaches through bunkers, trenches and blocked passages, with a principal defensive line—resembling a miniature Maginot Line—constructed across the mountains immediately north of Kowloon. The garrison structure comprised three infantry battalions plus the Hong Kong Volunteer Defence Corps (HKVDC), a unit approximately regiment-strength equipped with armoured cars, engineers, artillery, anti-aircraft guns and infantry. These forces organized into three brigades: mainland, island, and garrison reserve. The air component was planned to be formidable: a reconnaissance squadron, a fighter-bomber squadron, two torpedo squadrons and a flight of auxiliary spotting aircraft operated by the HKVDC. Naval forces consisted of a modest destroyer contingent, an MTB flotilla, gunboats and patrol vessels. When Japan occupied Guangzhou, Hong Kong found itself effectively encircled. In response, limited conscription was implemented, though restricted to non-Chinese males for HKVDC service. Chinese personnel were largely confined to non-combat positions such as air-raid precautions and medical duties. The expanding Japanese threat prompted a substantial expansion of the Hong Kong Garrison to four regular infantry regiments—two British units (one specializing in medium machine-gun support) and two Indian regiments. Supporting forces included two coastal artillery regiments, a field artillery regiment-plus, and an anti-aircraft regiment. The Royal Navy expanded to include the 2nd MTB flotilla (eight 60-foot, 29-knot motor torpedo boats armed with twin torpedoes and eight Lewis guns each, plus two smaller 55-foot vessels), four shallow-draught river gunboats (HMS Cicala, Tern, Moth and Robin), four aging World War I S-class destroyers (HMS Thracian, Thanet, Scout and Tenedos—the last transferred to Singapore in 1939), HMS Cornflower sloop, and various auxiliary vessels including tugs, boom defence ships and minelayers. The Fleet Air Arm deployed three Supermarine Walruses—single-engine reconnaissance amphibians—at Kai Tak Airport. The Royal Air Force remained the weakest service, equipped with only four Vickers Wildebeest torpedo-bombers and a handful of HKVDC aircraft: one Avro Tutor, two Hornet Moths and two Cadet biplanes. When World War II erupted in Europe, Britain's focus necessarily shifted to national survival, inevitably leaving distant imperial outposts like Hong Kong neglected. Rather than receive reinforcements, Hong Kong actually lost capable personnel; many veteran troops were repatriated to Europe, leaving behind a less proficient garrison. Peacetime duties had proven a poor preparation for combat—officers and men had passed their time socializing rather than maintaining combat readiness. Governor Sir Geoffrey Northcote persistently urged London to adopt a firmer stance against relentless Japanese provocations: aircraft incursions, sinking of junks and fishing vessels, and infiltration by Taiwanese fifth columnists (Japan had colonized Taiwan in 1895). Recognizing the hopelessness of his position, Northcote recommended withdrawal in October 1940, arguing that defending the colony would inevitably result in mass civilian casualties and widespread destruction—a pragmatic assessment given Hong Kong's indefensible state. London categorically rejected this proposal, reasoning that withdrawal would demoralize China, embolden Japan and undermine American confidence in British resolve. Underlying this decision was an additional consideration: the long-standing dispute over Hong Kong's sovereignty. Since Britain acquired Hong Kong in 1841, the prospect of surrendering it, even temporarily, raised fears about reclaiming it afterward. Preserving the appearance of British determination was deemed crucial to demonstrating to Chiang Kai-shek, Nationalist China's leader, that Britain intended to retain the territory. Despite these political calculations, London consistently refused fresh troop deployments. Major-General A. E. Grasett, the China theatre commander, requested reinforcements only to face rejection—London offered only Indian or other colonial forces. Air Chief Marshal Sir Robert Brooke-Popham, appointed British commander in the Far East in 1941, likewise pressed for garrison strengthening, to no avail. The situation shifted dramatically after Grasett, a retired Canadian who had recently left his China post, travelled to Britain via Canada. Upon arriving in Canada, he independently approached his former classmate Major-General Crerar, Chief of the Canadian General Staff, and advocated for reinforcement. Grasett argued persuasively that deploying two or more additional battalions would enable the Hong Kong garrison to withstand an extended siege. When Grasett reached London in early September 1941, he presented this case directly to the British Chiefs of Staff, simultaneously proposing that Canada could provide the extra units. His arguments proved persuasive; the Chiefs of Staff altered course and convinced a reluctant Churchill to reconsider. In light of accelerating Japanese pressure, Britain substantially enlarged the Malaysia/Singapore garrison from nine to 32 battalions and despatched two capital ships—HMS Prince of Wales and Repulse—to the region, reasoning that this show of force would deter Japanese aggression against British Far Eastern interests, including Hong Kong. The original defence strategy envisaged holding Hong Kong Island exclusively while denying the harbour to attackers. A single battalion (the Punjabis) would execute delaying actions across the New Territories, followed by a three-battalion defensive stand on the Gin Drinkers Line. This brief mainland resistance would allow time for demolishing stores, power installations, docks and wharves, clearing food stocks and removing vital matériel before withdrawing to Hong Kong Island for a protracted resistance awaiting relief from Singapore or American forces from the Philippines. The Gin Drinkers Line—styled after the French Maginot Line in miniature—ran approximately 18 kilometres south of the Sino-Hong Kong border. Beginning near Gin Drinkers Bay west of Kowloon, it extended 17 kilometres across the Kowloon Peninsula hills toward its eastern extremity. The strategic expectation was that this line would delay the Japanese assault for three weeks or longer, permitting battalion withdrawal to Hong Kong Island for sustained resistance while mainland forces completed evacuation procedures. The 1937 war plan stipulated that four battalions would be necessary for an effective delaying action and seven for an adequate Gin Drinkers Line defence—figures which excluded the aircraft and naval support essential to success. With only a single army brigade available and virtually no air capability, planners abandoned the mainland defence concept, leaving defensive works incomplete and deteriorating under tropical conditions. Chinese personnel were conspicuously absent from initial war preparations and strategic planning, only being incorporated late in the process. The largest Chinese component was the volunteer contingent serving with the HKVDC. On the regular army side, approximately 150 Chinese recruits were enlisted in mid-1941 for the 5th Anti-Aircraft Regiment. The Hong Kong Chinese Regiment, hastily constituted on 3 November 1941, comprised officers borrowed from British and Indian units alongside 52 Chinese junior NCOs and other ranks with minimal training. A Royal Engineers troop staffed entirely by Chinese soldiers saw service, and some Chinese personnel served with the Royal Navy and Dockyard Defence Corps. Chinese participation increased substantially in auxiliary services—air-raid precautions, auxiliary police, nursing, St John Ambulance and fire brigades. This reluctance to fully integrate Chinese forces likely reflected prevailing attitudes of the era. Pre-war British propaganda had frequently mocked Japanese military capability, portraying officers and soldiers as myopic and incompetent. Japanese combat prowess was systematically underestimated; their victories in China were attributed to facing inferior opposition rather than evidence of genuine military strength. Japanese weaponry was dismissed as inferior to European standards. Consequently, British confidence remained high that the colony could hold indefinitely if adequately reinforced. In September 1941, Hong Kong received heartening news: two additional Canadian battalions would be deployed to the garrison. Brigadier John Maltby promptly revived the pre-war plan for defending the Gin Drinkers Line, developing a strategy centred on three mainland battalions (2nd Royal Scots, 5/7 Rajputs and 2/14 Punjab) supported by HKVDC elements and four artillery troop detachments, while three island battalions (1st Middlesex, Royal Rifles of Canada and Winnipeg Grenadiers) bolstered by the bulk of the HKVDC would hold Hong Kong Island. Command responsibility was divided between two brigades: the Island Brigade (Hong Kong Infantry Brigade) under Brigadier Lawson, a recently arrived Canadian, and the mainland Kowloon Infantry Brigade under Brigadier Wallis. The Canadian regiments arrived on 16 November 1941. Maltby was commissioned into the Indian Army in 1911, and  saw extensive service across multiple campaigns: World War I, the Persian Gulf (1913–14), and the North-West Frontier (1923–24). His early promise earned him selection for accelerated advancement through prestigious staff colleges at Quetta and RAF Andover. By 1937, he was again serving on the North-West Frontier, and by 1939 commanded both the 3rd Jhelum Brigade (later the Calcutta Brigade) and the 19th Infantry Brigade in Deccan. In 1940, posted to China, Maltby orchestrated the closure of the North China Command by withdrawing two infantry battalions from Shanghai. Promoted to major-general as GOC China in August 1941, he had only three months to prepare the colony's defenses, a race against time he could not win.  The Gin Drinkers Line occupied a naturally dominant position atop mountains spanning northern Kowloon's breadth, yet possessed inherent weaknesses that would prove fatal. The line lacked defensive depth and remained vulnerable to flanking manoeuvres, with two sectors representing particular danger: Customs Pass and the gap between Golden Hill and Laichikok Peninsula near Gin Drinkers Bay. Given the extended front, each battalion arranged its forces in a string of platoon positions with gaps covered by daytime fire and nighttime patrols. One company per battalion could be held in reserve within prepared positions guarding the most dangerous sectors. The reserve company of the centre battalion (2/14 Punjab) initially advanced as forward troops, screening demolition operations and delaying the enemy's initial thrust. The hasty decision to establish mainland defences meant that essential support systems—communication networks, artillery registrations, mortar calibrations—remained incomplete when combat commenced. Ammunition shortages compounded the problem. For instance, the 2/14 Punjab conducted only a single 3-inch mortar practice session before the attack; adequate ammunition arrived only in November and totalled a mere 70 rounds per battalion for both training and combat. These mortars were registered for the first time in their battle positions, with combat beginning just 12 hours later. The 2-inch mortar situation was even more desperate: troops received live ammunition only as fighting started, making their baptism of fire an actual combat situation. Transportation deficiencies—trucks and animals in short supply—forced manual ammunition transport across Hong Kong's challenging terrain, imposing severe physical demands on already stretched personnel.   On 6 November 1941, Imperial Japanese Headquarters ordered its Commander-in-Chief in China to prepare plans for capturing Hong Kong. The 23rd Army, part of the China Southern Expeditionary Army Group and commanded by Lt. Gen. Sakai Takashi with Maj. Gen. Kuribayashi Tadamichi serving as Chief of Staff, would form the invasion's backbone. All preparations were to be completed by the end of November 1941. The operation, designated 'Operation C', sought to 'seize Hong Kong within ten days'. Takahashi was the son of a factory worker, and rose through the ranks to become a veteran of China campaigns. He was tasked with capturing Hong Kong using the 38th Division normally assigned to the Southern Expeditionary Army Group. Despite setbacks and humiliation over requests for additional resources—particularly following intelligence reports of tanks (actually Bren carriers) in Hong Kong—Sakai remained determined to succeed. He served as Governor of Hong Kong from 26 December 1941 to 20 February 1942. Kuribayashi, best remembered as the Japanese commander at Iwo Jima, graduated from the Army Academy in 1914 specializing in cavalry. He served as deputy military attaché to Washington and Canada and studied at Harvard University. In December 1941, he held the position of Chief of Staff to the 23rd Army during the Hong Kong operation. Operation C followed a straightforward strategic framework. A blocking force would prevent Chinese interference from the rear, while the main invasion force would spearhead the assault. The 23rd Army, comprising four divisions plus a mixed brigade and two infantry regiments, received the assignment to attack Hong Kong. Of these four divisions, only the 38th played a substantive role in the invasion itself. The attack employed a combined-arms approach. Naval forces would establish a blockade and deliver bombardment while aircraft targeted key installations. Ground forces from the 38th Division—specifically the 228th, 229th, and 230th Regiments—would execute the land invasion using a three-pronged strategy. The right column would sweep westward in a wide arc, clearing Castle Peak Road and targeting the western flank of the Gin Drinkers Line near Laichikok Peninsula. The centre force would press directly through the line's middle, while the left column would cross Tidal Cove (Tolo Harbour) toward Kai Tak Airport and eastward toward Devil Peak, a crucial defensive position. The objective was to annihilate British forces on the mainland and compel Hong Kong's surrender through sustained bombardment. Should British forces resist, the island phase of the campaign would commence. Securing the rear against the Chinese National Army of the 7th Military District and Communist guerrillas fell to the 66th Regiment, normally part of the 51st Division but attached to the 38th for this operation. The 66th would simultaneously occupy and secure rear areas throughout the New Territories and Kowloon while the three assault regiments engaged the main defensive forces. This rearguard operation was organised into columns named after their commanding officers: Kitazawa, Kobayashi, Sato, and Araki. The Japanese selected the narrowest approach between Kowloon and Hong Kong Island, targeting the eastern coast near Lyemun Passage where only 410 metres of water separated the mainland from the island. Upon landing, forces would rapidly advance inland to seize the critical junction of Wongneichong Gap, then pivot westward and southward to capture Victoria City and the remainder of Hong Kong. The naval contingent divided into two groups: the Bombardment Group and the Attack Group. Approximately 300 personnel from the Special Naval Landing Force (SNLF) were attached to the invasion force. Air support came from the First Air Brigade under Col. Habu Hideharu, which contributed 56 light bombers and fighters. Their mission was to neutralise the Royal Air Force and Royal Navy, thereby securing aerial and maritime superiority for the ground campaign.   On the eve of war, the British garrison numbered 13,981 all ranks, including nursing staff and St John Ambulance personnel. Of these, 8,919 were British and Canadian, with 4,402 Indian and Chinese. The core infantry force comprised 5,422 regular soldiers, complemented by approximately 6,000 additional personnel across artillery, engineering, naval, and Hong Kong Volunteer Defence Corps (HKVDC) units. By 1941, the Royal Navy had become a shadow of its former self as the once-dominant China Squadron. Of the three World War I destroyers present on 8 December, two had been sent to Singapore—the third undergoing repairs—by 1930. This redeployment stemmed partly from the futility of defending the colony and partly from a commitment by senior US Navy officers: Britain would reinforce Singapore with Hong Kong's fleet in exchange for four American destroyers at Singapore. This American guarantee, however, never materialized. The defensive infrastructure focused primarily on countering a seaborne attack: twenty-nine coastal guns (9.2in., 6in., 4.7in., and 4in. calibres), ten 18- and 2-pounder beach defense guns, and twenty-eight field guns (60-pounder, 6in., 4.5in., and 3.7in. calibres). The Hong Kong Garrison's infantry comprised four regular army battalions—two British and two Indian—bolstered by five HKVDC infantry companies, each averaging 100 men. The 1st Middlesex Regiment, deployed in August 1937, served as a machine-gun battalion equipped with forty-eight Vickers medium machine guns. Having been abroad since 1931, the regiment had deteriorated through protracted garrison service, Hong Kong being among the softest postings available. From September 1939 onward, all regiments—including the 5/7 Rajputs (arrived June 1937) and the 2/14 Punjab—experienced systematic loss of experienced officers and NCOs to other theaters. The Royal Scots proved particularly hard hit, suffering disciplinary problems and an unusually high court-martial rate. Units like the Hong Kong and Singapore Royal Artillery suffered critical leadership gaps that went unaddressed. By December 1941, many formations fielded inexperienced replacement troops, significantly undermining combat readiness. The Punjabis exemplified these deficiencies. Stationed in Hong Kong since November 1940, they received their vehicles and mortars only in August 1941—three months before combat. Compounding this, forty percent of their strength consisted of raw recruits arrived just in October. When war erupted, artillery regiments found themselves relying on junior officers in senior roles, with British commanders unfamiliar with Urdu directing Indian troops, a handicap that severely compromised effectiveness. Deficient equipment compounded leadership shortages. Shells dating from 1918 detonated prematurely upon discharge, while ammunition shortages crippled operations. On 8 December, all field guns deployed with merely 100 rounds apiece, with 200 rounds held in reserve for the entire campaign, and coastal guns received only 25 rounds each. Insufficient cross-training meant many infantrymen failed to understand the artillery "clock face" targeting system, causing them to miss their objectives. Malaria devastated European troops, particularly the Royal Scots. Of approximately 770 personnel, at least 180 suffered recurring malarial episodes from the Shing Mun Redoubt area's notoriously endemic conditions. Staff shortages forced nearly every unit to promote junior officers to positions beyond their rank, exacerbating structural weaknesses. Although the Canadians' arrival bolstered the garrison, significant handicaps undermined their effectiveness. Both battalions carried a C-class designation—deemed unfit for foreign service—having spent years in soft garrison postings without rigorous training. The deficit was stark: each Canadian soldier received only thirty-five rifle practice rounds. The two battalions incorporated 115 men with fewer than sixteen weeks' training, while sixty-two of seventy-five recruits joining the Winnipeg Grenadiers in June came directly from a training depot lacking even basic rifles. Twelve percent of the Canadian force remained untrained. Equipment deficiencies proved even more damaging. A standard 1941 Canadian infantry battalion required 102 motor vehicles—including twenty-two Universal Carriers, thirty-seven ¾-ton trucks, thirteen 1-ton trucks, thirty-one bicycles, and twenty-two Boys anti-tank rifles. When the Canadians landed, logistical failures left them with only six Bren carriers, two water tankers, twelve ¾-ton trucks, and a single Boys anti-tank rifle. Although they carried 3in. mortars, neither ammunition nor radios accompanied them. Canada possessed only 300 3-inch mortar bombs in its entire inventory at that time, making any allocation to Hong Kong impossible. A second vessel, the SS Don Jose, was dispatched with replacement vehicles and equipment but never reached Hong Kong before 8 December. The Japanese seized it en route to Manila. Despite these shortcomings, the force departed on 27 October with 1,975 men and arrived on 16 November. Intelligence estimates regarding Japanese available forces varied widely, ranging from two to four divisions. On 6 December evening, Chinese reports confirmed the previous day's arrival of three Japanese divisions at Buji township, located eight miles from the border in what is now Shenzhen. Earlier, around 1 November, a Japanese deserter provided intelligence of significant troop concentrations north of the frontier, including large-calibre artillery indicative of at least divisional strength.   The Hong Kong invasion force comprised three service branches: the Imperial Japanese Army (IJA) deployed the 38th Infantry Division, the Imperial Japanese Navy (IJN) committed the Second China Fleet, and the Imperial Japanese Air Force (IJAF) contributed the 1st Air Group. Command of the ground assault rested with Lieutenant-General Sano Tadayoshi of the 38th Division, supported by Major-General Ito Takeo heading the infantry group, while supporting arms including artillery, engineers, armor, and transport fell under Sano's authority. The main assault force consisted of three infantry regiments from the 38th Division, each led by a colonel: the 228th under Doi Teihichi, the 229th under Tanaka Ryosaburo, and the 230th under Shoji Toshishige. The 38th Division itself was a standard 1940s B-class infantry division of approximately 20,000 troops (ranging from 18,000–21,000 depending on operational requirements), organized into three regiments with three battalions each. Reflecting the Japanese army's reliance on animal and human transport, each regiment fielded roughly 3,800 troops supported by some 700 horses. Battalion strength averaged around 1,071 personnel, with companies numbering approximately 180 men. Japanese infantry battalions of this period featured a distinctive organization: rifle platoons consisted of four sections (three equipped with rifles and light machine guns, one with light mortars and rifles), complemented by an additional heavy machine-gun company fielding twelve Type 92 weapons and a troop of light artillery—likely Type 92 70mm infantry guns. The divisional field artillery regiment operated 75mm Type 41 mountain guns organized into three 688-man battalions, each with two troops of two guns. Mountain artillery units, numbering 36 guns total, carried additional personnel (3,400) and animals (1,400) to navigate the terrain complexities of Hong Kong operations. Recognizing the need for overwhelming firepower to compel Hong Kong's surrender, the IJA augmented the invasion force with heavy artillery—15cm and 24cm howitzers commanded by Major-General Kitashima Kineo. News of the Canadian reinforcements arriving in Hong Kong forced a reassessment. Commander-in-Chief Sakai Takashi of the 23rd Army informed his superiors that the original ten-day timeline was unrealistic and requested additional troops. Although most formations were already committed to other operations, Imperial Headquarters eventually authorized two depot regiments from Japan to support the campaign. Intended for second-line duties rather than frontline combat, these units were to be returned promptly after freeing experienced personnel for Hong Kong operations. This arrangement allowed the 19th and 20th mixed brigades—approximately 6,000 men organized in five infantry battalions, a field artillery battalion, and an engineer battalion—to be released for Hong Kong. However, Sakai's request for reinforcements met with disapproval from Imperial Headquarters, and he received an unmistakable message: a swift, decisive campaign was essential. His situation worsened when Japanese agents mistakenly identified British Bren carriers as tanks, forcing Sakai to improvise armor by raiding the 1st Reserve Tank Battalion and tankette units from infantry depot divisions. In attempting to secure additional armor from the 11th Army's 9th Reconnaissance Regiment, Sakai encountered resistance. General Hata Shunroku lodged sustained complaints with senior officials, and Sakai received a sharp rebuke—further requests would not be entertained, and his replacement would follow if necessary. Stung by this loss of face, Sakai abandoned all additional requests and became even more determined to achieve success. Vice-Admiral Niimi Masaichi, commanding the 2nd China Expeditionary Fleet, oversaw the entire naval element, divided into bombardment and attack groups. His flagship, the light cruiser Isuzu, carried Captain Ura Koichi, who simultaneously commanded the bombardment group. This naval force assembled ships from various China Expeditionary Fleet units, particularly from the Canton Special Base Force, 15 Squadron, and 11 Torpedo Boat Division at Guangzhou. Reflecting Niimi's lack of confidence in the army's air support capabilities, the seaplane tender IJN Kamikawa Maru joined the operation on his insistence, providing organic naval aviation against the threat posed by British Wildebeests. Niimi also petitioned for destroyers IJN Wakaba and Yugure to counter the three British destroyers, though this request was denied. The Special Naval Landing Forces (SNLF) were assigned to conduct diversionary attacks south of Hong Kong Island, intended to distract British forces from the main land invasion thrust. The IJAF's 1st Air Brigade, commanded by Colonel Habu Hideharu, centered on the 45th Air Regiment with 34 Kawasaki Ki-32 Type 98 'Mary' light bombers. This composite force drew aircraft and units from airfields across China and Manchuria—Beijing, Shanghai, Taiwan, and Qiqihar—all assembled at Baiyun Aerodrome in Guangzhou on 7 December 1941. Supporting the 1st Air Brigade were the 10th Independent Squadron under Captain Takatsuki Akira with 13 Nakajima Ki-27 Type 97 'Nate' fighters, 3 Mitsubishi Ki-15 Type 97 'Babs' command reconnaissance aircraft from the 18th Independent Reconnaissance Squadron, and the 44th Independent Squadron fielding 6 Tachikawa Ki-36 Type 98 'Ida' observation aircraft. Years before the invasion, the Japanese cultivated an extensive network of agents and sleeper operatives in Hong Kong, methodically gathering intelligence and mapping military installations. This sophisticated network proved remarkably effective: invasion maps carried by IJA officers were actually Hong Kong Government and British military maps, overprinted with Japanese annotations and interpretations. British officers later discovered in captivity that the Peninsula Hotel's regular barber was a Japanese Navy lieutenant-commander who had exploited the intimate setting to extract valuable information about British force dispositions. Intelligence operatives infiltrated every level of Hong Kong society—the garrison tailor and barber both served as spies. This groundwork enabled exceptional accuracy in artillery fire and bombing campaigns. The Japanese further leveraged criminal networks, recruiting gangsters throughout Hong Kong and Guangdong province with money and arms, turning them into irregular auxiliaries supporting the invasion.   On Sunday, 7 December, seven hundred members of the 2nd Royal Scots and Middlesex Regiment marched to St John's Cathedral for the morning service. As Major-General Maltby read a passage from Matthew, his aide-de-camp, Lieutenant I. MacGregor, delivered an urgent message that would change everything. Preparations for conflict had already begun. On 5 December, the HKVDC had mobilized fully, yet Hong Kong's broader population remained unmoved—the Happy Valley racetrack reported record attendance that very day. The contrast was stark: while one institution prepared for war, another celebrated as though nothing threatened. Japanese forces had been positioned advantageously since autumn 1941. The 23rd Army was already stationed west of Guangzhou, with contingents scattered across Foshan Town, Zhuhai, and other locations on the Pearl River delta. Upon orders for war on 1 December, they faced minimal distances to cover. The army regrouped at Humen, Shilong Town, and Guangzhou itself—staging areas for the invasion. The first visible signs arrived on 4–5 December when Japanese forces landed at Mirs Bay; the 228th Regiment moved into its staging area at Buji Town, now part of Shenzhen City. Maltby received these reports and immediately departed the cathedral service to issue urgent stand-to orders. Yet skepticism persisted within military circles. Some dismissed the threat, dismissing such intelligence as "astonishingly erroneous." Meanwhile, the Imperial Japanese Navy massed in the waters beyond Hong Kong's horizon. The Kowloon Infantry Brigade held a stretched defensive line: the 5/7 Rajputs anchored the centre, the 2/14 Punjab the east, and the 2nd Royal Scots the west. Forward positions extended far—C Company, 2/14 Punjab, under Major S. Burns ranged along Castle Peak Road toward Yuen Long. The brigade screen, C Company of the 2/14 Punjab, held Shueng Shui and Taipo Market with four Bren carriers and two armoured cars from the HKVDC, backed by engineers and the 22nd Fortress Company. The Hong Kong Infantry Brigade held Hong Kong Island itself. The Winnipeg Grenadiers occupied Victoria City on the north-west coast, while the Royal Rifles of Canada stretched along the north-east shores from Saukiwan to Lyemun. Brigadier Lawson commanded from his headquarters at Wongneichong Gap in the island's centre. At 0355 hours on 8 December, the code word "Blossom Blossom" was transmitted. Eleven minutes later, Lieutenant-General Sakai ordered the invasion to commence. Fifty minutes after that, at 0445 hours, Major Charles Boxer—a fluent Japanese speaker formerly of the Lincolnshire Regiment—was roused by Radio Tokyo announcing that war was imminent. Governor Young and Major-General Maltby were informed at once. By 0500 hours, the forward demolition points had been blown by Major Gray, OC of C Company 2/14 Punjab, and the HKVDC engineers under Major J. H. Bottomley. At 0645 hours, the garrison received formal notification: Britain and Japan were at war. Seventy-five minutes later, air-raid sirens wailed. Within moments, smoke billowed from Kai Tak Airport as Japanese aircraft destroyed virtually the entire air garrison. The Wildebeests, Walruses, HKVDC biplanes, and several civilian planes were engulfed in flames. Only two Ju-52s of the Eurasia Corporation and one CNAC T-32 Condor escaped destruction—dispersal bays had never been built due to lack of funds. The Japanese then turned to secondary targets, bombing Shamshuipo Camp and the neighbouring police station. The Canadians suffered few large-scale casualties in the initial strikes, though Sergeant Routledge and Signalman Fairley of the signal platoon were wounded—the first Canadian soldiers injured in World War II. Remarkably, Hong Kong Island's theatres, cinemas, and restaurants continued operating as though the island faced no peril. Japanese demolition efforts proved only minor obstacles. Bridges blown were quickly replaced. The invasion proceeded on three fronts: the 230th Regiment advanced westward along the northern route toward Yuen Long and Castle Peak, targeting the northern slope of Tai Mo Mountain. The 228th Regiment drove down the centre, following the Sheung Shui–Taipo–Kowloon road toward Grassy Hill north of the Shing Mun Redoubt. The 229th Regiment, crossing at Sha Tau Kok and by boat at Starling Inlet, proceeded via Taipo toward Tai Shui Hang and Ma On Mountain. Whenever confronted with strongly defended positions, the Japanese bypassed them entirely rather than engage. The first day brought scattered but spirited resistance. Around 1300 hours, the Punjabis inflicted the first serious check, drawing blood from advancing Japanese forces. At 1830 hours, they ambushed and decimated several Japanese platoons south of Taipo market town. The HKVDC's armoured cars and Bren carriers struck similar successes nearby. The 2 Royal Scots' reconnaissance platoon clashed with elements of the 229th Regiment around Yuen Long. Despite these minor victories, Japanese momentum continued. Armed with stolen British maps and guided by fifth columnists, they pushed forward relentlessly. By late afternoon on the 8th, the Punjabis withdrew toward Grassy Hill to avoid being outflanked. The artillerymen of the 12th Battery engaged an IJN destroyer and Japanese forces around Taipo, inflicting heavy casualties. Farther south near Shatin, on the Taipo–Kowloon highway, rapidly advancing Japanese troops surprised the defenders and severed the fuse at an HKVDC demolition point. Their triumph proved momentary; the engineers completed the backup circuit and detonated the bridge, destroying it along with the Japanese soldiers crossing it. By early morning on 9 December, orders came to withdraw all mainland units to the Gin Drinkers Line. The Punjabis, already at Shatin Wai overlooking Tide Cove, held their position under pressure and continuous shelling for the next two days. The HKVDC withdrew to Fotan, a village south of Shatin. Maltby ordered D Company, 5/7 Rajputs, under Captain H. R. Newtons to Smuggler's Ridge to close the gap between the 2 Royal Scots and 2/14 Punjab. HKVDC armoured cars and Bren carriers continued patrols along Castle Peak Road while HMS Cicala, having survived two air attacks, maintained station in Castle Peak Bay. Despite an IJN blockade, the destroyers HMS Thanet and Scout slipped anchor and escaped to Singapore around 2130 hours. The surviving CNAC and Eurasia aircraft took off with high-value evacuees: Dr. Sun Yat-Sen's widow and her two equally renowned sisters—the Soong sisters—along with Chinese Finance Minister H. H. Kung. Also departing was Lieutenant-Colonel H. Owen-Hughes of the HKVDC, who carried orders to coordinate with the Chinese Nationalist Army for a rear-guard attack on Japanese forces to relieve the pressure on Hong Kong. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. On 8 December 1941, Japan attacked Hong Kong with the 38th Division, supported by naval and air forces. Despite British defenses manned by undertrained, under-equipped troops, Japanese forces advanced rapidly across three fronts. Within hours, the RAF was destroyed, demolitions proved futile, and British units withdrew toward the Gin Drinkers Line facing overwhelming odds.

Training is not successful because we covered the material.It is successful when people remember what they learned, make sense of it, and actually do something differently afterward.Katrina Kennedy returns to Lessons from Learning Leaders for a conversation about what trainers can do inside the learning experience to make that more likely.Katrina describes herself as an accidental trainer. She entered learning and development because a manager noticed she could communicate, then built a career spanning nearly three decades helping subject matter experts, facilitators, and trainers design and deliver better learning.A major focus of our conversation is reflection, but Katrina makes an important distinction between reflection, retrieval, and the traditional review that trainers often use.A review usually means the trainer repeats the important points.Retrieval makes the learner do the work of pulling the information back out of memory.Reflection then asks the learner to move forward with it.What does this mean for me?What am I going to do?How will I apply this when I return to work?That distinction led us into a conversation about one of my favorite Bob Pike activities, Give One, Get One. Participants retrieve the most important ideas from the session, get up and share them with other people, add useful ideas they hear, and then return to their seats.After talking with Katrina, I realized the activity needed one more step: ask participants to choose one of those ideas and identify exactly how they are going to use it.Now the activity combines retrieval, reflection, movement, social learning, and application.Katrina also shares some of the thinking behind her upcoming ATD Core 4 session, “Your Training Is Missing This and You Don't Even Know It.”She has created a 16-card diagnostic that helps trainers examine whether important elements of effective learning are missing from their sessions. Some of the questions are deceptively simple:Do participants move?Do they have opportunities to reflect?Are they given breaks from cognitive load?Are they connecting with one another?The point is not to add activities simply to make training more entertaining. Each element serves a learning purpose.Movement can help reset attention. Reflection gives people time to process what they have learned. Retrieval strengthens memory. Connection allows participants to learn from the experience already present in the room.That last point led us somewhere I think trainers sometimes overlook.When participants interact with each other during training, we may be creating value that extends beyond the course itself.Someone discovers that a colleague has expertise they did not know about. A relationship develops. Months later, when a problem appears on the job, that participant now knows someone they can call.Training can strengthen the informal network inside an organization while it develops individual capability.We also talk about doing this virtually. Connection does not disappear simply because the training happens through a screen. Chat, breakout rooms, questions, introductions, and opportunities for participants to contribute can all make a webinar feel more like a learning experience and less like watching someone talk through slides.Underlying the entire conversation is a larger challenge for our profession.Too much training is still judged by whether people attended, completed the course, or enjoyed the experience. Those measures may be useful, but they do not tell us whether people changed their behavior or whether organizational performance improved.If learning and development wants to be viewed as an investment rather than an expense, trainers have to think beyond delivery.We need to create the conditions that help learning survive after participants leave the room.That means giving people time to retrieve, reflect, connect, practice, and decide what they are going to do next.Katrina's Book: Learning That LastsKatrina is also the author of Learning That Lasts: Reflection Activities for Trainers and Designers, a practical collection of more than 45 reflection activities designed to help trainers intentionally build reflection into learning before, during, and after the session. Katrina organizes the activities around eight outcomes, including stronger motivation, connection, memory, critical thinking, and improved performance.Get Learning That Lasts on AmazonConnect with Katrina KennedyYou can learn more about Katrina's work, workshops, resources, and newsletter at her website.Visit KatrinaKennedy.comYou can also connect with Katrina on LinkedIn.Connect with Katrina Kennedy on LinkedInBring This Conversation to Your OrganizationIf this episode has you thinking about what happens between delivering information and actually changing performance, that is a conversation worth having with your training team.Better learning does not necessarily require more content. Sometimes it means creating more opportunities for people to retrieve what they know, reflect on what it means, learn from one another, and leave with a clear idea of what they will do differently.If you would like help creating learning experiences that produce more participation, stronger transfer, and better performance, I'd be glad to talk.Learn more at DuaneLester.com.Share this episode with a trainer, facilitator, or learning leader who wants to create learning that lasts, and subscribe to Lessons from Learning Leaders so you don't miss the next conversation. Get full access to Lessons from Learning Leaders at lessonsfromlearningleaders.substack.com/subscribe

PSR Podcast is a listener supported outreach of Be Broken Ministries. Partner with us through giving at BeBroken.org/donate. Thank you for your support!----------In this episode, I sit down with Dr. Matt Burton to explore intimacy avoidance (IA) in men and its impact on relationships. Dr. Burton breaks down what IA really means — a subconscious self-protective pattern creating emotional distance — and shares key behaviors like lack of empathy, stonewalling, and blame-shifting. We discuss root causes, including childhood trauma and attachment issues, and Dr. Burton outlines a holistic path to healing. He also shares hope for men feeling overwhelmed, emphasizing that real change is possible. To learn more about Matt and Laura and their resources for men, wives, and couples, visit BecomingWellInstitute.com. Topics Covered in this Episode:Definition and explanation of intimacy avoidance (IA) in men.Common patterns and behaviors associated with intimacy avoidant men.The impact of lack of empathy on relationships.Differences between sympathy and empathy.Underlying causes of intimacy avoidance, including family trauma and attachment issues.The emotional experience of intimacy avoidant men and their capacity for love.The role of maladaptive coping strategies in intimacy avoidance.Strategies for partners of intimacy avoidant men to maintain emotional health.The process of treatment and recovery for intimacy avoidance.Importance of relational recovery and the involvement of partners in the healing process.More Resources:Men's Intimacy Avoidance RecoveryGateway to Freedom 3-Day IntensiveThe 12 Steps to Becoming Well from Intimacy Avoidance for Christians*Related Podcasts:4 Skills to Transform Your MarriageAbout Your Emotional Connecting SkillsKeys to Emotional Intimacy*This is an affiliate link. Be Broken may earn referral fees on purchases through this link.----------Please rate and review our podcast: Apple and SpotifyFollow us on our Vimeo Channel.

At the end of last year, editor Dan Kurtz-Phelan spoke with the historian Odd Arne Westad about China's complicated past and how that history shapes the way Chinese leaders see their country's place in the world today.  Policymakers and analysts argue over the implications of China's rise, the extent of its ambitions, the nature of its economic influence, and the meaning of its growing military strength. Underlying these arguments is a widespread sense that where Beijing once seemed likely to slot comfortably into a U.S.-led international order, China now poses a profound challenge to American interests. And as leaders in Beijing watch Washington struggle against Iran, rankle allies and partners, and retreat from the international system it built, they sense a moment of opportunity—and are looking to their own history for the lessons, or warnings, it might hold.  No one brings more perspective to these arguments than Westad. In a series of essays in Foreign Affairs over the past few years, Westad has explored the drivers of China's foreign policy, its approach to global power, and its fraught ties with the United States. He sees in the long arc of Chinese and global history a stark warning about the potential for greater conflict, including a war between China and the United States. He also, however, sees lessons for policymakers today about how to avert such an outcome. You can find sources, transcripts, and more episodes of The Foreign Affairs Interview at https://www.foreignaffairs.com/podcasts/foreign-affairs-interview.

Household energy bills are expected to keep rising, but the increases should be much lower than previous years. Electricity gentailer Contact Energy's reported a 62% rise in underlying profit, due in part to higher renewable energy production. Chief Executive Mike Fuge says power prices for businesses have been starting to fall. But he told Mike Hosking power prices for consumers will keep rising as increases in lines and transmission charges will offset any reduction in their prices. He says energy bills will continue to rise, but the good news is that will be at —or below— the rate of inflation. LISTEN ABOVE See omnystudio.com/listener for privacy information.

In this episode, We discuss why underlying U.S. inflation appears contained despite elevated core PCE readings, and what that may mean for Fed policy.​‌ The discussion and content provided within this podcast is intended for informational purposes only and may not be appropriate for all investors. Reliance upon information provided in a podcast is at the sole responsibility of the listener. The information included herein is not based on any particularized financial situation, or need, and is not intended to be, and should not be construed as, a forecast, research, investment advice or a recommendation for any specific PIMCO or other security, strategy, product or service. Past performance is not a guarantee of future results. All investments contain risk and may lose value. Investors should speak to their financial advisors regarding the investment mix that may be right for them based on their financial situation and investment objective. Podcasts may involve discussions with non-PIMCO personnel and such content contain the current opinions of the speaker but not necessarily those of PIMCO. Other podcasts may consist of audio recording of an existing PIMCO article and such material contains the current opinions of the manager. The opinions expressed in all podcasts are subject to change without notice. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed. PIMCO as a general matter provides services to qualified institutions, financial intermediaries and institutional investors. This is not an offer to any person in any jurisdiction where unlawful or unauthorized. For additional important information go to CMR2026-0521-5513952-T

Zimele Mbanjwa from FNB Wealth & Investments unpacks Nedbank's seemingly flat results – and why removing the impact of the Ecobank stake disposal reveals a much stronger underlying performance. Dawie Scholtz from Boston Consulting Group discusses SA's critical AI crossroads as it weighs US versus Chinese technology. Duncan Armitage from Anchor shares practical investing lessons for 25-year-olds looking to make the right financial decisions early.

PODCAST (Above) - This 30-minute WGNS podcast could change the way you think, reshape your outlook and alter how you view hope—or perhaps strengthen your desire to build

Richard Luna grew up in New York, never living more than 35 from where he grew up. He is a self proclaimed super nerd, and has been one since he was 13 - at which point, he started coding on an HP calculator. He's always been fascinated to know how things work, and how patterns repeat - which he has observed in the industry throughout the years. Outside of tech, he has 2 kids, one of which is in the business with him. He's an avid cyclist, traveling on average, 120 miles a week.Richard has been a life long technologist, doing everything from desktops, to coding, to hosting. When he and his team saw the limits of what hosting can do, they dove into developer operations (DevOps), and found where they could add the most value - through SaaS infrastructure.This is the creation story of Protected Harbor.SponsorsUnblockedTECH DomainsMezmoBraingrid.aiLinkshttps://protectedharbor.com/https://www.linkedin.com/in/richardluna/Timestamps0:01 Teaser on solving complex database report bottlenecks beyond standard SQL servers0:47 Show intro and setting the stage for application-aware infrastructure1:32 Host intro: How Richard Luna established application-aware infrastructure1:49 Guest introduction: Richard Luna's background, coding at age 13, and cycling 120 miles a week2:21 The career path from desktops, coding, and traditional web hosting to DevOps and SaaS infrastructure2:41 Origin story: The creation of Protected Harbor2:48 Defining application-aware infrastructure and why traditional hosting reaches a hard ceiling4:10 Why "infinite compute" fails when underlying database architecture and queries are broken6:05 Moving beyond basic server ping tests to deep application transaction monitoring8:30 The case for "boring" IT: Prioritizing stability, predictability, and uptime over hype11:15 Strategic trade-offs in hybrid cloud setup and managing hardware accountability14:00 Aligning MSP incentives with client business outcomes and application performance17:30 Common pitfalls in legacy system cloud migrations21:00 The role of operational discipline in modern cybersecurity and IT governance27:00 Where managed infrastructure services are heading and closing thoughtsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

This episode was originally released August 4th for Death Panel patrons. To support the show and help make episodes like this one possible, become a patron at https://www.patreon.com/deathpanelpod Beatrice, Artie and Tracy discuss the potential impacts of a new Trump executive order called “Ending Crime and Disorder on America's Streets,” which threatens to dramatically expand involuntary psychiatric commitment and make it easier for the government to disappear people off the streets, allegedly in the name of “compassion.” MERCH STORE IS BACK! Patrons get a code for 10% off all orders. Find it at https://www.deathpanel.net/merch Show links: We're testing out a new Bookshop.org page (still under construction), where you can find books by past guests and book recommendations from the hosts. Find it here: https://bookshop.org/shop/deathpanel Get Health Communism here: https://bookshop.org/a/118130/9781839765179 Outro by Time Wharp: https://timewharp.bandcamp.com/track/tezeta

AI boosters want to hand off emergency services to the bullshit generators. And horrifyingly, some medical professionals want to help them! Join Emily and Alex for a deep dive on the latest automated horrors threatening our collective health and safety.References:"The role of large language models in emergency care: a comprehensive benchmarking study""Seattle uses AI to help triage, divert 911 medical calls"Also referenced: MAIHT3k newsletter on Seattle's 911 automation"FDA approves early warning system for sepsis"Also referenced: Underlying research paper on this systemFresh AI Hell:Family business stops shipping due to automated delivery nonsenseGoogle CEO Sundar Pichai says people aren't "evolved" enough to understand AI"California judges are testing a new AI clerk, and you won't know if it's looking at your case"Nonconsensual "AI monitors" for memory careNvidia CEO Jensen Huang says the goal is Star Trek computer and/or R2D2"A little surveillance break, as a treat""Virtual child" chatbot companyChaser: Festus, MO residents vote out council members who approved data centerCheck out future streams on Twitch. Meanwhile, send us any AI Hell you see.Find our book The AI Con here, and MAIHT3k merch here.Subscribe to our newsletter via Buttondown.Follow us!EmilyBluesky: emilymbender.bsky.socialMastodon: dair-community.social/@EmilyMBenderAlexBluesky: alexhanna.bsky.socialMastodon: dair-community.social/@alexTwitter: @alexhannaMusic by Toby Menon.Artwork by Naomi Pleasure-Park. Production by Ozzy Llinas Goodman.

Recorded at Metatopia 2025 Presented by Meguey and Vincent Baker Every game is based on some underlying models of our social reality. In this panel, we will discuss how to think about these models and how they will affect the games you create, with Apocalypse World as a working example.

Invisible students silently carry burdens that others can't see. Fear and mistrust prevents them from asking for help. Their only focus is survival. They cannot concentrate in class. Who will care for them? School Chaplains uniquely fill the void in the necessary multidisciplinary team. National School Chaplain Association City: Norman Address: PO Box 720746 Website: https://www.campuschaplains.org

When Shane Hostetter arrived at Chemours in 2024, he stepped into a company facing liquidity challenges while also pursuing important long-term growth opportunities. His goal was not to replace decades of institutional knowledge but to complement it. Chemours CEO Denise Dignam brought nearly forty years of experience with DuPont and Chemours, while Hostetter brought an external perspective. Combining those viewpoints, he tells us, helped create “the best of both worlds.”That approach reflects much of Hostetter's broader leadership philosophy. Rather than viewing finance solely through the lens of reporting, he focuses on building a stronger foundation for future growth through disciplined capital allocation and balance sheet management.Hostetter tells us the company developed a three-year strategy designed to strengthen Chemours over both the near and long term. Portfolio optimization became one important pillar, including shutting down selected production lines and divesting non-core assets to improve cash flow. Underlying every decision, he tells us, was a disciplined capital allocation strategy intended to improve financial flexibility.At the same time, Hostetter has become an advocate for helping others better understand what Chemours actually does. Although many people still associate the company with its legacy DuPont products, he explains that Chemours today serves critical industrial markets ranging from next-generation refrigerants to semiconductor manufacturing, AI infrastructure, electric vehicles, and advanced cooling technologies.Looking ahead, Hostetter's emphasis remains consistent: strengthen the balance sheet, allocate capital thoughtfully, and position the company to create sustainable long-term value. For him, finance is ultimately about creating the platform that allows strategy to succeed.

Are you dealing with chronic gout attacks? Discover the underlying cause of gout, the foods that cause gout, and the best remedy for gout to help keep it from coming back.0:00 Recurrent gout symptoms0:11 Foods that cause gout0:42 Underlying causes of gout1:43 Fructose and gout flares3:15 Hidden glucose and insulin3:49 Gut health and gout6:04 Gout attack on keto7:02 How to lower uric acid7:21 How to prevent gout

Dr. Martha Muñoz is an Assistant Professor in the Department of Ecology and Evolutionary Biology at Yale University. Martha is an evolutionary biologist who is working to better understand how and why evolution proceeds unevenly across the tree of life. Some features and branches of organisms evolve really quickly, while others remain inert or nearly inert for millions of years. Martha's research is uncovering the mechanisms underlying this phenomenon, and she has discovered that behavior is a key architect of evolution. For Martha, nature is a wonderful source of peace and inspiration for her research. When she's not working, she enjoys exploring the outdoors, hiking, seeing amazing views, and observing wildlife. She also spends her free time reading, going to museums, and visiting her family in New York City. She received her B.A. in biology from Boston University. Afterwards, Martha worked as a Fulbright Research Scholar at the National Museum of Natural Sciences in Madrid, Spain. She was awarded her Ph.D. in Organismic & Evolutionary Biology from Harvard University. Next, Martha conducted postdoctoral research in the Research School of Biology at The Australian National University and subsequently the Department of Biology at Duke University. Prior to accepting her current position at Yale University, Martha served on the faculty in the Department of Biological Sciences at Virginia Tech. Martha has received numerous awards and honors, including the Boston University Department of Biology's Distinguished Alumni 'Rising Star' Award, and a Young Investigator Award from the American Society of Naturalists. She was also named a 'Scientist to Watch' by The Scientist Magazine in 2019. In our interview, Martha shares more about her life and science.

Preview for Later Today: Edmund Fitton-Brown. Edmund Fitton-Brown characterizes the Memorandum of Understanding regarding Iran as a "catastrophic" and unstable document. He doubts discussions will resolve underlying issues like nuclear development or the status of the Strait of Hormuz.1849 TEHRAN

Subscribe on Patreon and hear this week's full patron-exclusive episode here: https://www.patreon.com/deathpanelpod/posts/162399538 Beatrice, Artie and Tracy discuss the potential impacts of a Trump executive order called “Ending Crime and Disorder on America's Streets,” which threatens to dramatically expand involuntary psychiatric commitment and make it easier for the government to disappear people off the streets, allegedly in the name of “compassion.” Runtime 1:51:47 Get Health Communism here: bookshop.org/a/118130/9781839765179 Find Tracy's book Abolish Rent here: bookshop.org/a/118130/9798888902523

(00:00) Tim McKone & Matt McCarthy - in for Zolak & Bertrand - take calls on the Jaylen Brown situation. (10:36) The guys continue to explore trade possibilities for Jaylen Brown. Will the Celtics be forced to accept pennies on the dollar in order to breakup the Jay's?(22:12) The guys talk about the World Cup and if they should expand to 64 teams(34:36) Do the Celtics have to move on from Jaylen Brown? The guys explore the underlying issues with the current Celtics' team.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

He Could Become Anyone on Stage. What Was He Hiding Offstage?Danny Gans was the Man of Many Voices, the highest-paid headliner on the Las Vegas Strip, and the first performer to sell a $100 ticket on the Strip. He could become almost anyone on stage. Privately, he carried a pain he kept hidden. In Voices: The Danny Gans Story, his son Andrew Davies Gans sets out to tell that whole story, the legend and the man, in his directorial debut.In Episode 280, Christian Taylor sits down with director and producer Andrew Davies Gans to talk about the documentary he made about his father. Andrew shares how a baseball injury and his father's death in the same month set him on the path to filmmaking, why he chose to put himself and his family inside the frame, and how the film became a search for the truth about Danny's chronic pain and the legacy he left behind.The conversation traces a three-generation pattern of athletic dreams cut short and lives reinvented in entertainment, from Danny's father singing in the Catskills to Danny's rise from a severed Achilles to the top of the Strip. Andrew talks about comedian Louie Anderson's advice to tell the story the hard way, the Scent of a Woman speech that became one of the film's most powerful edits, and the decision to show his father's chronic pain honestly rather than hide it. It is a conversation about grief, fatherhood, and what we owe the people who came before us.In this episode, you'll learn:How Danny Gans went from a minor league baseball career to becoming the Man of Many Voices in Las VegasWhy three generations of the Gans family traded athletic dreams for lives on stageHow Danny Gans became the first performer to sell a $100 ticket on the Las Vegas StripWhat it takes to direct your first documentary about your own fatherWhy Andrew Davies Gans chose to put himself and his family inside the filmWhat comedian Louie Anderson taught Andrew about telling a story the hard wayHow the Scent of a Woman speech became one of the film's most powerful momentsWhy Andrew decided to tell the truth about his father's struggle with chronic painHow an editor earned a writing credit in the documentary edit roomWhat a three-and-a-half-hour first cut taught Andrew about finding the real filmChapters0:00 Losing his father and his baseball dream in the same month2:09 From a Major League dream to filmmaking: a son finds his father's story5:34 Three generations of dreamers: the grandfather, the Catskills, and a family that reinvents itself7:22 The White Sox draft, a severed Achilles, and Danny's rise to the Man of Many Voices10:54 Why Andrew made the film: a 10th anniversary, a teaser, and a COVID shutdown14:17 Trailer: Voices: The Danny Gans Story, the $100 ticket legend, and a word from Virgil Films18:27 Rebuilding after COVID, and becoming a father mid-production20:42 Choosing vulnerability: the decision to put himself in the film22:57 Louie Anderson and the choice to tell the story the hard way26:30 The hardest truth: the Al Pacino 'Scent of a Woman' edit, chronic pain, and one of millions35:20 First-time filmmaking lessons: why you shouldn't be 100% prepared38:16 Inside the edit room: movie magic and a writing credit for the editor41:48 The Vegas voices: Tony Orlando, Donny Osmond, and Steve Wynn48:37 What's next: narrative films, the festival run, and distribution52:37 DocuView Déjà Vu: Shuffle and Searching for Sugar ManFrequently Asked QuestionsWho was Danny Gans?Danny Gans was a singer, actor, and impressionist billed as The Man of Many Voices. He was named Las Vegas Entertainer of the Year roughly a dozen times and was the first performer to sell a $100 ticket on the Las Vegas Strip, headlining sold-out shows for years at the Mirage and the Encore at Wynn Las Vegas. A former minor league baseball player, he turned to entertainment after a career-ending injury.How did Danny Gans die?Danny Gans died on May 1, 2009, at age 52, in his sleep at his home in Henderson, Nevada. The Clark County coroner ruled the death accidental, caused by a toxic reaction to the prescription painkiller hydromorphone, which Gans took for chronic pain syndrome. Underlying heart disease and a blood disorder were contributing factors. The coroner stated clearly that this was not a case of drug abuse.What is Voices: The Danny Gans Story about?Voices: The Danny Gans Story is a documentary directed by Danny's son, Andrew Davies Gans, in his directorial debut. It traces Danny's improbable rise from a baseball injury to Las Vegas stardom, then becomes a personal account as Andrew searches for the truth about his father's hidden struggle with chronic pain. The film is as much about grief, fatherhood, and legacy as it is about a legendary career.Who directed the Danny Gans documentary?The documentary was directed by Andrew Davies Gans, Danny Gans's son, in his directorial debut after producing roughly a dozen films. Andrew appears in the film himself, wrestling on camera with how much of his father's private life to reveal. That decision becomes a central thread in the second half of the movie.Where can I watch Voices: The Danny Gans Story?Voices: The Danny Gans Story premiered in June 2025 at Dances with Films at the TCL Chinese Theatre and went on to screen at festivals including the Austin Film Festival, along with additional special screenings. At the time of this conversation, a wider distribution deal was being finalized. Check the film's official channels for the latest on where to watch.DocuView Déjà Vu PicksShuffle, a documentary about fraud in the drug rehabilitation industry (not yet released at the time of recording)Searching for Sugar Man, the documentary about musician Sixto RodriguezSponsored by Virgil Films EntertainmentThis episode is sponsored by Virgil Films Entertainment, with over 25 years of distribution experience and a catalog that includes Super Size Me, the Oscar-nominated Restrepo, and Forks Over Knives. Learn more at https://virgilfilms.com.About Andrew Davies GansAndrew Davies Gans is a film director and producer based in Los Angeles, and the founder of Glanzrock Productions. Voices: The Danny Gans Story is his directorial debut, following a career producing roughly a dozen films. A drafted baseball player whose career ended in injury, he turned to acting, then screenwriting, then producing, before stepping behind the camera to tell his father's story.Find Andrew Davies Gans and Glanzrock Productions:Website: https://glanzrock.productionsInstagram: https://www.instagram.com/gans_andrewLinkedIn: https://www.linkedin.com/in/andrew-davies-gansGlanzrock Productions on Facebook: https://www.facebook.com/p/Glanzrock-Productions-100063642647635/About Danny GansDanny Gans was a Las Vegas singer, actor, and impressionist known as The Man of Many Voices. He was named Las Vegas Entertainer of the Year roughly a dozen times and headlined sold-out theaters built for him at the Mirage and the Encore at Wynn Las Vegas. Known for a wholesome, faith-centered public image, he died in 2009 at the age of 52.About Documentary FirstDocumentary First is a weekly podcast about the craft, business, and truth of filmmaking, hosted by documentary filmmaker Christian Taylor. Each episode is a conversation with someone who holds another piece of the filmmaking puzzle, from first-time directors to Emmy and Peabody winners. Christian Taylor is a documentary filmmaker (The Girl Who Wore Freedom), actor, voice actor, and podcast host. Learn more at https://documentaryfirst.com.Resources MentionedVoices: The Danny Gans Story (IMDb):

Michael Smith—Managing Partner and Founder, Emerald Advisors Michael Smith shares how a client-first philosophy, niche specialization, and independence helped Emerald Advisors grow from $385mm to more than $1B in assets. In Summary What happens when an advisor builds a business around client service rather than operational efficiency? Jason Diamond speaks with Michael Smith, Founder and Managing Partner of Emerald Advisors, about the path from a successful Merrill practice to an independent RIA that has grown from approximately $385mm to more than $1B in assets. Along the way, Michael shares the story of being told he was “overservicing” clients, why that moment became a catalyst for independence, and how a highly specialized service model fueled the firm's growth. Drawing on lessons from a 24-year Navy career, Michael offers a perspective on leadership, specialization, client care, and what it takes to build a durable business in today's wealth management landscape. The Storyline Growth is often viewed as the result of marketing, referrals, acquisitions, or scale. Michael Smith sees it differently. After building a successful practice at Merrill, Michael found himself at odds with the constraints of the traditional wirehouse model. What ultimately stood out wasn't compensation, technology, or platform capabilities. It was a philosophical difference around client service. When he was told he was spending too much time helping clients navigate tax planning, equity compensation, and other financial decisions outside the traditional scope of investment management, he began to question whether the model aligned with the way he wanted to serve families. That realization eventually led him to launch Emerald Advisors in late 2019. The firm started with roughly 85 clients and approximately $385mm in assets. Today, Emerald serves more than 225 families and oversees more than $1B in assets. Throughout the conversation, Michael reflects on the lessons learned from building an independent firm, developing a niche around concentrated stock positions and executive compensation, navigating custodial and technology decisions, and creating a culture rooted in accountability and service. Underlying it all is a simple belief: when firms become highly intentional about who they serve and how they serve them, growth often becomes the outcome rather than the objective. Topics Covered Merrill breakaways and independence Client service as a growth driver Building an RIA RIA growth and scalability Organic growth strategies Concentrated stock positions and equity compensation planning Ideal client personas and niche specialization Schwab and Fidelity custody relationships Advisor succession and enterprise value Navy leadership principles in wealth management The rise of mega RIAs Advisor technology and infrastructure > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did being accused of “overservicing” clients become a turning point? (08:15)Michael explains how a conversation with management revealed a deeper misalignment between his client-service philosophy and the wirehouse model. What does client service look like beyond portfolio management? (11:30)The discussion explores how tax planning, equity compensation guidance, and proactive coordination can deepen client relationships. Why can specialization accelerate growth? (15:45)Michael shares why serving a defined niche often creates stronger referrals, greater expertise, and clearer positioning. How has the RIA landscape evolved since 2019? (20:30)Michael reflects on the rise of mega RIAs, changing technology capabilities, and why he believes independent firms still have significant advantages. What role do custodians really play in an independent business? (23:15)Michael discusses his experience working with Schwab and Fidelity and why he views custodians as strategic partners rather than competitors. Is the wirehouse model still the right fit for some advisors? (26:45)The conversation challenges the assumption that independence is the best path for everyone and explores the realities of running a business. Does reaching $1 billion in assets actually change anything? (32:45)Michael offers a practical perspective on growth, success, and why asset milestones can be misleading. What can advisors learn from the “steamboat” philosophy? (37:15)Drawing on his Navy experience, Michael shares a leadership framework that continues to shape how he approaches business building and decision-making. Key Takeaways Exceptional client service can become a meaningful competitive advantage when it extends beyond investment management. Independence gave Michael the flexibility to build a service model that aligned with his philosophy rather than adapting his philosophy to fit the platform. Developing a niche around executive compensation and concentrated stock positions helped accelerate Emerald's growth. The ability to make technology, custodial, and operational decisions quickly remains a significant advantage for independent firms. Not every advisor should be independent. Running a business requires a different set of skills and responsibilities than serving clients alone. Growth milestones are useful, but they do not define success. Michael believes success existed long before Emerald reached $1 billion in assets. High-performing teams with a clear client focus often find that growth becomes a natural byproduct of execution. https://youtu.be/RjzsMcC2DnY Quotable Moments “I literally had to go back and Google the word overservicing.” “Servicing the client is the most important thing that we can do today.” “If you serve a niche and you're very good at that niche, that word gets around.” “Growth becomes the outcome.” FAQs Can an advisor really “over-service” clients? The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Does specialization still matter in a relationship business? Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. What actually changes when an advisor becomes independent? Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. Is full independence the right path for every advisor? No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. How should advisors think about the $1 billion milestone? Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. What role does an ideal client persona play in growth? Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. How can advisors balance growth with client service? One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. Related Resources The Transitioning Advisor's Lament: Things I Wish I Knew Before Freedom vs. Familiarity: Is it Worth Disrupting Comfort for Something That Might Be Better? IBD vs. RIA Revisited: Two Independent Pathways for Advisors to Consider Advisor Transition Report 2026 Guest Bio Michael Smith, CPWA® is the Founder and Managing Partner of Emerald Advisors, an independent wealth management firm overseeing more than $1 billion in assets for affluent families, executives, and business owners with complex planning needs. Mike entered the wealth management industry in 2005 after a distinguished 24-year career in the United States Navy, where he served both as an enlisted sailor in the Submarine Force and later as a Limited Duty Officer aboard USS Abraham Lincoln and on major staffs around the world. He earned a Bachelor of Science in Management and an MBA with dual emphases in Finance & Accounting and International Business. Throughout his career, Mike has been known for his commitment to comprehensive planning, helping clients navigate complex issues involving concentrated stock positions, executive compensation, tax strategy, estate planning, philanthropy, and multi-generational wealth transfer. His client-first approach and passion for education have helped Emerald Advisors grow from a startup firm in 2019 to a nationally recognized RIA serving more than 225 families. Outside of the office, Mike is an avid ultrarunner, golfer, lifelong learner, and dedicated advocate for children’s health initiatives. He is a current member of the Legacy Council at Seattle Children’s Hospital and has served in leadership and board roles supporting the Juvenile Diabetes Research Foundation, the Barbara Davis Center for Diabetes, the ALS Association, and the Alyssa Burnett Adult Life Center. He is also the proud father of Kat Smith. 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… From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think a team needs to have a specialization to be competitive these days or do you think it’s okay just to be like, “My job is to be the best advisor and I want to service assets wherever those assets may come from?” Michael Smith: Another great observation. I’m going to address the niche first and foremost. I think, and I talked to R.J. Shook’s staff just recently, and having a niche gives you a specialization and it also accelerates your growth factor. If you serve a niche and you’re very good at that niche, then that word gets around. If you’re a jack of all trades, you can do lots of things but I don’t think you’re focused and you’re not hitting the right numbers that I like to see. And I think that would be my theme is the niche allows you to focus on a very specific type of ideal client, that’s a Schwab thing where you have an ideal client persona and our firm has an ideal client persona. As far as having the equity comp, I absolutely was one of the teams at Merrill Lynch that was equity compensation designated, I managed a couple of plans. My exposure to that, Jason, I haven’t thought about this in a very long time, came from UBS where I had team members that were colleagues that were associated with the Nextel Sprint plan. And I always thought that you’re taking care of the top executives but, really, my background being in the military was how do we take care of the troops, the troops, I call them sailors, and how do we educate those sailors. And one of the things I’ve always said in my entire career in the military and I still say to this day is 50% of every bonus or a promotion or something like that should go to long-term savings. So, I use that same mentality with RSUs, with stock options, with bonuses. Set that aside, let that grow because you’re not used to spending it and you will learn to spend what you make. Jason Diamond: I think that’s a great reason, it’s super smart and I love your explanation, it was a very simplistic way. Honestly, even I hadn’t thought about that around your niche, I think, becomes almost like a force multiplier for your own growth because it’s much easier to become the guy in X, Y, Z vertical than to be the guy in every financial advisor of America, across America. Let me ask you a follow-up question, you mentioned the ideal client persona. I spend a lot of time at our firm thinking about this as well, what does your ideal client persona look like. How do you think about an opportunity though that differs from that persona? So, it’s great. Obviously, everybody, it’s easy, you get somebody who’s your perfect prospect, they walk in the front door, sign me up. But when you get something that’s not down the fairway for you, is it just I evaluate it on a one-off basis or are you super disciplined to that approach because it’s who your firm is? Michael Smith: I truly haven’t given that a whole lot of thought but I will tell you how I would handle that because I am handling it with some one-offs. I like the opportunity because you’re stretching your brain in that you’re thinking about how somebody else is reacting so you’d never know. So, I like it from a learning perspective but I also know it comes with a lot of other baggage, I’ll call it baggage, because, all of a sudden, they want to short the market, they want to go long-short strategies. So, all of a sudden, they’re not in our niche and, all of a sudden, they’re taking a lot of time, they’re draining our time so I think you got to be very careful about what you wish for. And there’s a lot of great advisors out there that will walk circles around these topics that I’m like, “Okay, I would rather refer somebody so they get the right experience than give them the wrong experience.” Jason Diamond: I absolutely love that answer. The bow you just put on it, I think, is the appropriate way in my mind to put a bow. At the end of the day, wouldn’t you rather service somebody more optimally even if you don’t believe it’s yourself, I agree with that. I want to ask you one more point on the client service piece. I was playing around on your website and, on your service model, you have health as a component of the client experience of your diagram. Why do you think health matters in a financial context? Michael Smith: I always believed in a healthy mind and a healthy body will bring so much joy to you and I think health is just part of your persona. If you don’t take care of yourself and your body and your mind, then it doesn’t matter what I do, I think you got to start with health. So, I’m very big on the executive physicals, I routinely require all of our staff to have an annual physical. And, again, they’re young people but you got to have these annual … I live and breathe going to see a doctor every year to do my annual physical, not because I think I’m pretty good health, I still run, I do a lot of things but I think your life starts with being healthy. Jason Diamond: Yeah, it’s refreshing to hear that, no doubt. It’s funny to think about but 2019 is a long time ago now and, in RIA world, I almost think of it like dog years. You’ve been around the block now for a little while so I’m curious how have you seen this space change since you launched in 2019? Michael Smith: In 2019, I didn’t know what I was doing, I could barely get out a wet paper bag but I do think it’s changed dramatically. I would say the biggest thing I’ve seen in just the six and a half, almost seven years is the rise of the mega RIAs and how they’re going to shape the industry. Everyone talked about fee compression at Merrill Lynch. When I was at Merrill, we talked about fee compression, then they talked about robo-advisors and now they’re talking about artificial intelligence replacing advisors, I don’t believe that and I don’t think that’s going to happen in the RIA space. What I see the RIA space maturing is into these very big mega firms as well as these independent RIAs like myself that serve a very niche market where we can walk in our lane. The ability to transact today is so much easier as an RIA than it was at a wirehouse as well because we have instant access to technology. My military background, my Navy background says make a decision right, wrong or different, if you don’t like it afterwards or you get new data, course change. So, in our industry, we can change on a notice. I hired a tech firm last year, I didn’t like the experience nine months into it, guess what, they’re not coming back. So, I can do that but you can’t do that at the bigger firms and even the bigger mega firms would have a hard time navigating a change just like that on a dime. Jason Diamond: You bring up an interesting point. To the extent you face competition, do you find yourself competing more against traditional wirehouse type firms or RIAs like yourself, mega caps RIAs? Are your clients attuned to any of this? Michael Smith: That’s an observation I haven’t thought of either there, Jason. I would say I don’t feel that I have a … I know there’s competition out there but we have a growth issue more than we have anything else so I don’t … I can’t take on the clients that want to become my clients so I’m not competing with people too much. Jason Diamond: A capacity issue, you mean? Michael Smith: Yeah, I have a capacity issue. Jason Diamond: I think you’re not alone in that. How can I even think about competition and the like when … A lot of advisors would probably say that. I want to talk more about the capacity situation but, before I do, let’s talk a little more about the RIA setup. Who do you custody with, remind us, and why or how did you arrive at that decision? Michael Smith: Yeah. So, when I launched, I went with Schwab, Schwab is a phenomenal partner, they helped me get a lot of stuff done, I couldn’t have done it without Schwab. During the pandemic, I realized that I should probably … So, remember, during the pandemic, we had a lot of issues with the banking industry, it was almost like a financial crisis but in a very compressed time. So, during the COVID, I decided to add Fidelity as another custodian so now I have two custodians and I opened accounts on both sides of the house but I like the custodians that are there to help you, they’re very good at what they do. I don’t even consider them a competitor and they aren’t competitors, they have their own branch so I don’t consider them competitors, I think they’re my partners and both Charles Schwab and Fidelity are good partners. Jason Diamond: Yeah, I think that’s the healthy way to look at the custody relationship. That’s a very common approach, I think, is launching with one custodian and then adding a secondary custodian or a tertiary custodian down the line for one reason or another so I appreciate you sharing that because we get those types of nuts and bolts questions a lot so I figured I’d ask you. One last question on the setup and then we’ll shift gears. Has anything been a negative? So, you talked about leaving Mother Merrill behind and, Mother Merrill, we use it facetiously but obviously it implies a degree of comfort and the homeland so I’m curious if you miss anything. Michael Smith: I miss the camaraderie of being with a bunch of other folks. I mentioned this when I first launched, I mentioned it year over year with my team, the one thing that we miss as an RIA and, again, Dynasty has their benefits as well and the mega RIAs have their benefits but, if you’re a true independent like myself, we get to go to conferences that we want to and that’s a timing issue, really, a time constraint. But one thing Merrill and Morgan, JPMorgan, and the other big wirehouses have as well as the megas, they have the ability to put conferences together for their advisors or their administrators and have this education. That’s the one thing that, I think, would evolve in the RIA industry in the future as well. They’re not my competitors, they’re my business colleagues. And if we think of them as competitors, and a lot of people do because I don’t want to share my client information or what I do with my competitor because they may steal them, if you’re that insecure, then you’re probably not the right advisor in the first place. Jason Diamond: I don’t disagree with that. It’s interesting too, I hear two common answers to that question, not about Merrill but just about somebody who’s broken away, what do you miss about the captive firm world. Either on this podcast or just in conversations with advisors, brand comes up a lot and then the point you just raised. I’ll even hear like, “Hey, forget the conferences and the trainings, just being able to have an office where I’ve got eight other advisors on a row for me, it’s a little bit of a different setup than in the independent space,” and I think that’s just a reality of you take the good with the bad. And for other advisors, by the way, one of the things I want to ask you about to this point is do you believe that there are advisors that are just better served in the W2 traditional firm world or do you think that every advisor should be looking at the RIA space? Michael Smith: I think that wirehouse serves a great purpose and- Jason Diamond: Okay, me too. Michael Smith: … there’s a lot of great people that are great advisors in that wirehouse, they need the structure. What I hadn’t alluded to is, and I mentioned this to a former manager from Merrill Lynch of mine just recently, actually, I was like, “I don’t think advisors realize what it takes to run a business.” I’m not trying to sugarcoat it, running an RIA is hard work, it takes a lot of your time day in and day out to run a business as well as taking care of and servicing your clients so I do think the wirehouse venue is the right way to go. And, Jason, I want to go back to one other thing about your identity. I launched as the Smith Group because that’s what I was known at Merrill Lynch. Within three or four months, I changed that name to a firm because I did not want to be associated with it. So, when you’re at one of the wirehouses, you’re known as your team name or something of that sort, I didn’t want to be known as that, I wanted to be known as Emerald Advisors not the Smith Group because, all of a sudden, you have a single point of failure. So, brand identity, it’s not so unique inside the wirehouse because it’s a team name versus Merrill or Morgan Stanley or something like that. Jason Diamond: It’s a good segue because I’ll tell you where my mind goes when you bring that up. My mind goes is you’re smart in a way that you might not even realize or maybe you do realize which is that, if and when it ever comes time to sell this business, it is probably more valuable without your name attached to it or maybe not. But in some way, shape or form, as an RIA, you have an obligation to be thinking about that or it’s probably on your radar, maybe not an obligation. Have you given an ounce of thought to M&A either acquiring businesses, growing in that way or, ultimately, when you succeed out of this business and what the RIA space enables you to do? Michael Smith: To answer that question, yes. Everyone’s thinking about merger and acquisition, I think about succession planning from day one. I actually thought about I’m a big team person, I come from the submarine force where everyone is a key player on a submarine, every single person has a job and responsibility on a nuclear submarine. So, inside the financial services industry, I know Merrill Lynch was very big on teaming, I understand Morgan Stanley is as well because teaming gives them a breadth of responsibility where the responsibilities are shared. So, mergers and acquisitions or selling my business, I think, if you’re not thinking about that … And I’m not thinking about selling my business because that’s a distraction to me. If I needed the money, then I would’ve went to a wirehouse and that’s okay, you monetize your life’s work. Today, I’m all about what’s right for the client, what’s right for my team and what’s right for where I want to be in the next 10 to 20 years. So, I am growing, I do want to grow, I’m looking at opening offices in probably three locations in the next 24 months or so. Jason Diamond: Well, that’s what I was going to say, plenty of advisors I think would say the same, I have a lot of runway. But what about the other side of this equation which is you’ve had tremendous organic growth, you’ve tripled your client base, you’ve more than tripled the asset base, have you thought about acquisition as a mean to jet fuel the inorganic growth side of things? Michael Smith: I have but not in the typical sense that you’re looking at as buying a book of business. I want to partner with like-minded advisors that share that common thread of taking care of clients where you can serve as their trusted counsel and sit in the meetings with their attorneys and sit in the meetings with the accountants and give them sage counsel that you can only do because you’ve been with the family for 20 years. You know this family and that, not always, but I think that’s missed a lot in other firms. Jason Diamond: Yeah, I think that’s fair. I just thought of something else that you brought up. You brought Dynasty so I’m going to ask … I’m going to pull on this thread. That implies to me that you’re at least loosely aware of the supportive independence models that are out there yet you chose a very independent, autonomous path, why? Michael Smith: Because I didn’t know what I was doing. Jason Diamond: Fair. Michael Smith: Let’s be honest, I like Dynasty, I talked with Dynasty when I left. I talked to them all, I talked to Rockefeller, I talked to Morgan, I talked to Dynasty and then, when push came to shove, I wanted to be Mike Smith and launch my own firm and learn. And I will tell you, you learn drinking through a fire hose and we did that, we learned, I know the mistakes. What I didn’t want to do is just go to someplace where this is the stuff you’re going to have to use. So, I think Dynasty is a great launching platform, I think there’s other ones out there that are similar to Dynasty or the Rockefellers or the Morgans, it’s truly what you’re trying to achieve in life. What do you want for you and your clients and I always put my clients before me because I’ve always had this lifelong thing of, you do the right thing, you’re going to get taken care of. Jason Diamond: Yeah. And that’s a very common analysis, by the way, and it’s very common too for big advisors like yourself to say I did my homework across all of those different categories. I looked at the traditional wirehouses and regional firms and boutique firms, I looked at the independent broker dealers, I looked at the support platforms and the aggregators and the roll-ups and here’s ultimately what I landed on and why. Did you always know that though or was that something that it took you a diligence process to figure out? There was plenty of advisors, by the way, who come to us and they’re like, “I knew for the last five years that I was sitting there I was launching an RIA someday.” Michael Smith: Yeah. I did not know that and, to be honest with you, hindsight, I think one of those partners probably could have made me a little bit better at first because then I could have focused on clients versus focusing on, hey, how to open a business, who’s your technology … We talked about custodians and some other things but we didn’t talk about technology, how do you go find that technology. Where’s your email address come from? Who’s your chief compliance officer? When it resides on you, you got to look in the mirror. So, I think those parties out there that provide that for brand-new advisors launching could be very beneficial. I had in my mind what I needed to do and I knew I’m very frugal so mine boiled down to how much money I wanted to spend, to be honest with you. Jason Diamond: I think it is a cost benefit analysis, it is. It’s absolutely … Because if you list the functions of a support platform on paper and you showed it to somebody who didn’t know the industry, they would say, “Why on earth wouldn’t you do this? They’re taking off your plate compliance and tech and custody and the like,” and the answer is because there’s a cost associated with it and plenty of advisors decide what you decide, I wanted … Or I just wanted a greater degree of autonomy and freedom, to your point, the name on the door piece, I wanted this to be mine. Michael Smith: And, Jason, I think it also goes to the uncertainty. I had never done anything since Navy, financial advising and then launching. So, for me, I was launching with four employees I had to take care of and here I was going to hire a third party that I was going to have to spend X amount on and I didn’t even know what my income was going to be. That’s different if you’re a multi-billion dollar FA coming out of a wirehouse, the monetary dynamics are different. Jason Diamond: Agreed. Okay, here’s a good one for you. We get this concept from advisors, from firms, from private equity that a billion dollars in assets is like this magic number in our industry. Do you feel like anything’s changed now that you’re at a billion and what’s the next chapter for Emerald Advisors? Is it just continuing on this steady trajectory and serving clients and trust that everything else comes with that? Michael Smith: I go back and forth on a billion, everyone thinks that’s the right number, the biggest number that you need but I think it’s just an arbitrary numbers because it didn’t define who I was. And a lot of people define success at a billion, they define success that you’re a successful firm at a billion. I think I was a successful firm at 300 million, I was a successful financial advisor with 20 clients in 2005. I would say a billion is a multiplier, what I would tell new advisors out there today is gather assets. The more assets you have, the more revenue you generate. The more revenue you generate, the more money you can put in your pocket which means the longer you can stay in the industry. The problem with the industry is an attrition problem, not anything else. So, assets just give us the ability to have revenue which gives us the ability to grow. Jason Diamond: And is that the plan? Keep adding assets, keep growing one client at a time with the focus though, obviously, on what makes you which is a very client-centric service model. Michael Smith: Correct. There’s a lot of things I want to do in the next couple of years and expanding our footprint is our biggest one with the right partners and then just keep adding. I have a business development officer that I’m probably offer a job to here pretty soon and things are going well. Jason Diamond: Yeah, that’s great. You mentioned the tech stack and the other components of the business and I hear you on the frugal cost-benefit analysis. But who did you turn to for some of those early decisions, was it Schwab primarily who helped hold your hand through that? Michael Smith: Schwab was very good at helping me identify the tech stack at first and the tech stack is actually the one consistent, there’s a lot of things I’ve been consistent on but tech is one that I’ve stayed with them. I launched with RightSize, now they’re Advisory, they’re very good, they do the right job for us and I’m big on cybersecurity. So, tech was helpful from Schwab, Schwab helped us with that. Jason Diamond: So, we spoke a little bit about your naval experience but, I’m curious, can you tell us how has your naval experience shaped your perception or your experience in wealth management? Michael Smith: My Navy path was a lot different than many officers. I served 12 years as an enlisted person before I got my direct commission as a Mustang officer, typically called limited duty officers or loud, dumb and obnoxious as I like to say. But that experience gave me a unique perspective because I was able to be the enlisted side and officer which are the workers and then the management side so I had both experiences which was unique. When I was commissioned, Admiral Jerry Ellis, a submarine admiral that commissioned me, heard this lesson to the podium, he was just talking about me in this point but he said, “There are three kinds of people in every organization. You have rowboat people who need to be pushed, you have sailboat people who move whenever the conditions are favorable and then there’s steamboat people, they move continuously through calm or storm.” And he said, “This is Ensign Michael Smith,” he said, “Make your course.” And that’s always stood with me because you do have those three types of people in life. You got people that are just … They’re robo people, they go until they get tired. You got sailboat people that go wherever the wind blows them and then you got steamboat people that chart their own course. I would say for advisors out there make your course or just be happy with what you’re doing. But for some of us hard chargers, I think that analogy has stayed with me my entire career. Jason Diamond: It’s fantastic. I love the analogy, great naval tie in also. Thanks for sharing that. We got time for one more question. You have a fascinating background, a fascinating path to the industry, obviously, an incredibly disciplined approach around client service, any parting thoughts, words of wisdom especially as it relates to growth? That’s what strikes me most about your story is the growth that your move unlocked and that’s what every advisor who listens to our show is looking for. Michael Smith: I’m going to give another plug to Schwab on this. We actually were fortunate and I got their consulting group to come in right afterwards and I’m a big believer in having offsite. So, I’ve had an offsite, two offsites a year for my team and it’s the entire team unlike the wirehouses where you don’t take your admins and stuff like that. I take my entire team to an offsite and we group up on what we’re trying to achieve and have goals and objectives for the year. Schwab allowed us to use their consultants and we came up with our ideal client persona. Teams or firms that have this model become high performing. When you become high performing, growth becomes the outcome. I couldn’t do anything but grow. Jason, I couldn’t not grow because I had this ideal client persona, I knew how I was going to do it, it was measurable. So, growth becomes the outcome and, if you hold people responsible, then we’re all going to grow together and it’s a fun outcome. Jason Diamond: Fantastic, it’s a great place to end. Thank you so much for sharing your expertise with us, I can’t wait to see what the next chapter holds for Emerald, this has been a lot of fun. Michael Smith: Jason, thank you so much. I appreciate everything you do for the industry as well. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think

Born and raised in San Diego, Charles Snow held a variety of jobs early in life, including: paperboy, grocery store cashier, accounting clerk, chauffeur, and sports director at a private school; each of which taught him important lessons about how organizations worked and were managed. Chuck earned his PhD in Business Administration from the University of California, Berkeley, and spent his entire academic career as a professor and researcher at Penn State. While there, Chuck taught management subjects to MBA students and executives in more than 35 countries. In this episode, we focus on the core essay that Chuck and co-editor Oystein D. Fjelstad wrote for their book, “Actor-Oriented Organizing,” which is part of Cambridge University's Companions to Management series. In conversation, Chuck discusses three key qualities essential to flattening hierarchical bureaucracies so that teams of employees can respond to emerging customer needs with greater speed and spontaneity. First, there's a great (often unmet) value in openness to change and transparency. The second is a “commons” area, a space where team members feel they're on equal, shared ground. And third is having the resources – financial, digital, and political – to ensure their work leads to outcomes that are incorporated into the company's operational bloodstream. Underlying the entire approach that Chuck advocates for is seeking to act for the common good of all, embodying the “mutual sympathy” style that made Adam Smith not the just the “Father of Modern Economics,” but also a leading promoter of empathy before the term rose to prominence today. Real Transformations: Business Change That Works from the Inside Out is co-hosted by Julie Anixter and Dan Hill, PhD, entrepreneurs with deep experience as corporate change agents, devoted to helping companies make continuous change work for everyone through clarity and connection. To learn about their keynote talks, workshops and labs, check out Real-Transformation.com. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Digital content creator for MASN Annie Klaff joined the show to discuss some Orioles that have turned it on of late.

Born and raised in San Diego, Charles Snow held a variety of jobs early in life, including: paperboy, grocery store cashier, accounting clerk, chauffeur, and sports director at a private school; each of which taught him important lessons about how organizations worked and were managed. Chuck earned his PhD in Business Administration from the University of California, Berkeley, and spent his entire academic career as a professor and researcher at Penn State. While there, Chuck taught management subjects to MBA students and executives in more than 35 countries. In this episode, we focus on the core essay that Chuck and co-editor Oystein D. Fjelstad wrote for their book, “Actor-Oriented Organizing,” which is part of Cambridge University's Companions to Management series. In conversation, Chuck discusses three key qualities essential to flattening hierarchical bureaucracies so that teams of employees can respond to emerging customer needs with greater speed and spontaneity. First, there's a great (often unmet) value in openness to change and transparency. The second is a “commons” area, a space where team members feel they're on equal, shared ground. And third is having the resources – financial, digital, and political – to ensure their work leads to outcomes that are incorporated into the company's operational bloodstream. Underlying the entire approach that Chuck advocates for is seeking to act for the common good of all, embodying the “mutual sympathy” style that made Adam Smith not the just the “Father of Modern Economics,” but also a leading promoter of empathy before the term rose to prominence today. Real Transformations: Business Change That Works from the Inside Out is co-hosted by Julie Anixter and Dan Hill, PhD, entrepreneurs with deep experience as corporate change agents, devoted to helping companies make continuous change work for everyone through clarity and connection. To learn about their keynote talks, workshops and labs, check out Real-Transformation.com.

Born and raised in San Diego, Charles Snow held a variety of jobs early in life, including: paperboy, grocery store cashier, accounting clerk, chauffeur, and sports director at a private school; each of which taught him important lessons about how organizations worked and were managed. Chuck earned his PhD in Business Administration from the University of California, Berkeley, and spent his entire academic career as a professor and researcher at Penn State. While there, Chuck taught management subjects to MBA students and executives in more than 35 countries. In this episode, we focus on the core essay that Chuck and co-editor Oystein D. Fjelstad wrote for their book, “Actor-Oriented Organizing,” which is part of Cambridge University's Companions to Management series. In conversation, Chuck discusses three key qualities essential to flattening hierarchical bureaucracies so that teams of employees can respond to emerging customer needs with greater speed and spontaneity. First, there's a great (often unmet) value in openness to change and transparency. The second is a “commons” area, a space where team members feel they're on equal, shared ground. And third is having the resources – financial, digital, and political – to ensure their work leads to outcomes that are incorporated into the company's operational bloodstream. Underlying the entire approach that Chuck advocates for is seeking to act for the common good of all, embodying the “mutual sympathy” style that made Adam Smith not the just the “Father of Modern Economics,” but also a leading promoter of empathy before the term rose to prominence today. Real Transformations: Business Change That Works from the Inside Out is co-hosted by Julie Anixter and Dan Hill, PhD, entrepreneurs with deep experience as corporate change agents, devoted to helping companies make continuous change work for everyone through clarity and connection. To learn about their keynote talks, workshops and labs, check out Real-Transformation.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

If all you need is love… you gotta get it right. Kellie Rasberry is here to help. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

We're revisiting our 2024 conversation with Joseph Flynn. He's an associate professor of curriculum and instruction at Northern Illinois University. He's also the university's executive director of equity and inclusion.

“What if the exhaustion, brain fog, low libido, and metabolic changes women experience in midlife are actually rooted in a deeper cellular energy crisis?” In this episode, Dr. Mariza sits down with Dr. Andrew Salzman — physician, inventor, biochemical engineer, and Chief Scientific Officer of Wonderfeel — to unpack the powerful connection between NAD, mitochondrial health, inflammation, ovarian aging, gut integrity, nitric oxide, and the dramatic energy shifts women experience during perimenopause and menopause. Dr. Salzman explains why menopause represents a major biological inflection point for women and how declining NAD levels may be contributing to fatigue, brain fog, poor recovery, metabolic dysfunction, sleep issues, reduced stress resilience, cardiovascular changes, and shifts in sexual health. Together, they explore the evolutionary role of menopause, why ovarian senescence accelerates aging pathways, how inflammation and the enzyme CD38 rapidly deplete NAD stores, and why the gut microbiome may be one of the biggest drivers of inflammation and energy decline in modern women. They also dive into nitric oxide production, cardiovascular health, the brain's dependence on NAD for sleep and cognitive function, and why ingredients like NMN and creatine are gaining attention for supporting healthy aging and resilience in midlife. If you've ever looked in the mirror and thought, “I don't feel like myself anymore,” this conversation will help connect the dots between your symptoms, your mitochondria, and your long-term vitality. ANDREW SALZMAN Dr. Andrew Salzman is a physician, inventor, biochemical engineer, and the Chief Scientific Officer of Wonderfeel. With more than 30 years of experience in drug discovery and development, over 170 scientific publications, and more than 50 patents, Dr. Salzman has spent decades studying aging biology, inflammation, cellular resilience, nitric oxide signaling, and mitochondrial health IN THIS EPISODE Why menopause is a major biological inflection point for women How declining NAD levels impact energy, metabolism, sleep, and brain function Why CD38 accelerates inflammation and NAD depletion during aging The surprising connection between gut health, inflammation, and menopause symptoms How estrogen decline contributes to leaky gut and systemic inflammation Why nitric oxide is essential for circulation, libido, cardiovascular health, and cognition The role of NAD in circadian rhythm, sleep quality, and stress resilience Why NMN and creatine are gaining attention for healthy aging and vitality QUOTES“Menopause will happen, but the question is: how do we maintain vibrancy and resilience through it?” “NAD is the common currency that drives energy throughout the body.” “The gut is the foundational driver of inflammation as we age.” “Without NADPH, you don't have nitric oxide production.” RESOURCES MENTIONED Subscribe and Save $15 on Wonderfeel Youngr™ NMN: https://tidd.ly/4rPnckS Use code ENERGIZED and get 30% off on your first BATCH order https://hellobatch.com/ENERGIZED Order my newest book: The Perimenopause Revolution https://peri-revolution.com/ Wonderfeel Website Wonderfeel Instagram Wonderfeel YouTube RELATED EPISODES  741: Estrogen, Gut Health, Mitochondria, and Cardiovascular Health: What Changes In Perimenopause with Dr. Siobhan Mitchel 691: The Fertility Crisis No One Talks About: Why Your Health Today Impacts Future Generations with Dr. Ann Shippy 717: “I Don't Feel Like Myself Anymore”: The Mental & Emotional Reality of Perimenopause 743: Why Your Heart Risk Changes in Menopause (And What You Can Do About It) with Dr. Jayne Morgan

Ten Baltic and Scandinavian (and the UK) have agreed to come together to form a multi-national maritime force for crisis response around Northern Europe, specifically on the maritime border with Russia. All parties are NATO members, and members of the Joint Expeditionary Force – itself a NATO framework organisation. Ed Arnold from the D Group explains why this is about operationalising the JEF when the politics of it is wandering. But the credibility of the UK is being pressed hard when command commitments are growing, diverse, geographically spread, and rely on too few qualified and experienced people. Why should the UK command? Why should others follow? Why is Northwood the right place? And, how will the UK balance the long-standing habit of using US C2 systems with an announcement that declares an intent to command on whatever system European Allies favour? Ed Arnold answers all these questions and queries. Underlying the discussion sits some uncomfortable concerns about UK command credibility, the need for continued momentum if the Northern Navies Initiative is to survive, and the desperate need for some form of political prioritisation of tasks from London.

Stijn Vanheule is a clinical psychologist, psychoanalyst, and professor at Ghent University, Belgium. Our conversation was inspired by his most recent book, Why Psychosis Is Not So Crazy.Stijn overviews the work of French psychoanalyst Jacques Lacan. He explains Lacan's three registers: the Symbolic, the Imaginary, and the Real; psychosis as a confrontation with the Real; the security and limitations of symbolic convention; how words and stories structure reality; logic versus artistic coherence; and the existential value of paranoia.We compare Lacanian and Jungian approaches on subjects such as the paradox of archetypal and individual, personal myth, and self-knowledge as a never-ending process. Underlying our conversation is the common ground of viewing psychosis not as an illness, but in Stijn's words: “the subjective manifestation of a struggle that touches upon the fundamental aspects of human existence."

When a neurodivergent child or teen struggles with daytime focus, emotional volatility, or low frustration tolerance, caregivers naturally look for behavioral or psychological explanations. However, chronic sleep deprivation frequently hides behind these daytime struggles, acting as an unseen amplifier for executive dysfunction and sensory overload. Dr. Melisa Moore, a clinical psychologist and board-certified behavioral sleep medicine specialist at Rady Children's Health San Diego, joins Emily Kircher-Morris to reframe sleep not as an isolated nighttime issue, but as a continuous 24-hour biological reality deeply intertwined with neurodivergence. They talk about specific genetic, chronobiological, and comorbid factors that cause sleep disorders, the structural differences in adolescent circadian rhythms, and methods to address bedtime sensory traps. TAKEAWAYS Neurodivergent individuals experience higher rates of sleep disorders due to shared genetic roots, co-occurring medical conditions, and baseline variations in biological clocks. ADHDers often experience a natural circadian rhythm delay of up to two hours, while autistic people often possess highly inconsistent circadian patterns from night to night. Daytime sleepiness in younger children rarely presents as lethargy and instead as hyperactivity, increased irritability, dysregulation, and an increased use of negative emotion words. Shifting the bedtime linguistic framework from "trying to sleep" to "waiting for sleep to arrive" reduces cognitive pressure and lowers physiological alertness. Underlying physiological issues like obstructive sleep apnea or periodic limb movement disorder directly mimic or exacerbate the core diagnostic criteria of ADHD, including severe inattention and social friction. Perfectionism can be difficult to identify in therapy, and once identified, still very difficult to overcome. If you're a mental health professional, join us for Overcoming Perfectionism in Therapy: Supporting Neurodivergent Clients Who Keep Moving the Finish Line. Matt Zakreski will present this 1.5 hour continuing education course on June 5th at 1:00 pm Central, and if you can't join us live, that's okay. The video will be available afterward for anyone who registers, and either version is APA and NBCC approved for 1.5 hours of continuing education credit. Register now or learn more at this link, or just go to neurodiversity.university. Dr. Melisa Moore, PhD is a clinical psychologist and board-certified behavioral sleep medicine specialist who focuses on sleep and mood challenges in children, teens, and young adults. She works at the sleep center at Rady Children's Health San Diego and also provides care through her private practice, supporting clients across the country with a specialization in neurodiversity. Dr. Moore is the author of The Good Sleep Guide for Neurodivergent Kids, offering practical, research-informed strategies to help families improve sleep in ways that are both effective and affirming. BACKGROUND READING Melisa's website, Instagram, Facebook, LinkedIn The Neurodiversity Podcast is on Facebook, Instagram, BlueSky, and you're invited to join our Facebook Group. For more information go to www.NeurodiversityPodcast.com If you'd like members of your organization, school district, or company to know more about the subjects discussed on our podcast, Emily Kircher-Morris provides keynote addresses, workshops, and training sessions worldwide, in-person or virtually. You can choose from a list of established presentations, or work with Emily to develop a custom talk to fit your unique situation. To learn more, visit our website.

From judicial reform battles at home to rising geopolitical tension abroad, today's headlines point to one theme: power struggles everywhere. DESCRIPTION On today's AmperWave Daily, multiple storylines collide across law, politics, and global security. At home, fierce debate continues over judicial authority, redistricting rulings, and whether proposed reforms could reshape the structure of U.S. courts and election maps. Supporters frame it as correcting legal imbalance. Critics warn it risks destabilizing institutional norms. Overseas, a high-stakes diplomatic and economic moment unfolds as Donald Trump travels with senior officials including Marco Rubio, amid renewed tensions with China and the Chinese Communist Party. Business leaders, including Elon Musk, are also tied into broader economic discussions involving trade, manufacturing, and strategic supply chains. Meanwhile, geopolitical concerns intensify around Iran-related security issues, regional intermediaries, and accusations involving influence networks stretching across Pakistan, the Middle East, and Asia—fueling debate over U.S. military posture and diplomatic strategy.

Every weekday, award-winning columnist Dejan Kovacevic and DK Pittsburgh Sports reporter Chris Halicke deliver three ‘Double Shot' shows as a supplement to the morning ‘Daily Shot' of Steelers, Penguins and Pirates podcasts!  Video versions streaming live on YouTube starting at 3 p.m.! Eastern Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode, Ash and Dusty discuss the important topic of when worsening ADHD symptoms may actually be caused or worsened by other physiological or medical conditions. They explore how hormonal changes related to PMS, PMDD, perimenopause, and menopause can significantly impact cognition, mood, and executive function. Dusty shares her personal experience with PMDD and how medication has been life-changing in managing symptoms that overlap with ADHD but require different treatment approaches. They also highlight other health issues such as anemia, mast cell activation syndrome (MCAS), hypermobility disorders like Ehlers-Danlos, TMJ, migraines, and sleep disruptions that can mimic or exacerbate ADHD symptoms. The hosts emphasize the importance of recognizing these co-occurring or separate conditions and how ADHD coaching can support managing them by focusing on follow-through, executive functioning, and problem-solving rather than "coaching out" chronic illness itself. Ash and Dusty encourage listeners to advocate for themselves with healthcare providers, get regular checkups, and explore potential underlying causes when symptoms suddenly worsen. They also caution against dismissing new or worsening symptoms as just ADHD and stress the value of integrated care between medical treatment and coaching to improve overall functioning and quality of life. Episode links + resources: Join the Community | Become a Patron Our Process: Understand, Own, Translate. About Asher and Dusty For more of the Translating ADHD podcast: Episode Transcripts: visit TranslatingADHD.com and click on the episode Follow us on Twitter: @TranslatingADHD Visit the Website: TranslatingADHD.com

Welcome back to this week's Friday Review where I can't wait to share with you the best of the week!     I'm looking forward to reviewing:     PEMF Dog Mat (product review) Sleep is a Hormonal Event (tip of the week) Skin Tags & Underlying Issues (research) Allergies & Sublingual Drops (research)     For all the details tune into this week's Cabral Concept 3745 – Enjoy the show and let me know what you thought!   - - - For Everything Mentioned In Today's Show: StephenCabral.com/3745 - - - Get a FREE Copy of Dr. Cabral's Book: The Rain Barrel Effect - - - Join the Community & Get Your Questions Answered: CabralSupportGroup.com - - - Dr. Cabral's Most Popular At-Home Lab Tests: > Complete Minerals & Metals Test (Test for mineral imbalances & heavy metal toxicity) - - - > Complete Candida, Metabolic & Vitamins Test (Test for 75 biomarkers including yeast & bacterial gut overgrowth, as well as vitamin levels) - - - > Complete Stress, Mood & Metabolism Test (Discover your complete thyroid, adrenal, hormone, vitamin D & insulin levels) - - - > Complete Food Sensitivity Test (Find out your hidden food sensitivities) - - - > Complete Omega-3 & Inflammation Test (Discover your levels of inflammation related to your omega-6 to omega-3 levels) - - - Get Your Question Answered On An Upcoming HouseCall: StephenCabral.com/askcabral - - - Would You Take 30 Seconds To Rate & Review The Cabral Concept? The best way to help me spread our mission of true natural health is to pass on the good word, and I read and appreciate every review!  

There is a certain irony in your situation, visible only if you step back far enough. You have spent your entire adult life getting very good at one particular skill: earning. It built the career, the bank account, the reputation. Then you walked into the one room in life where earning stops working — love — and wondered why your strategy had failed you. Your strategy didn't fail. It's just that the room is now different. Underlying all of it is one contract, signed before you could read, and honoured every day since. The contract says you must earn love. But love, the real kind, cannot be earned. And you will never know it — with a partner, an ageing parent, an old friend — until you face the foundation beneath. A part of you, learned long ago, believes you are not worthy of love. But you are. Your existence is the proof. This episode shows you why every relationship has ended the same way. It names the capacity that carries you through any loss, any failure, any pain an intimate life will eventually bring. And it shows you what the right foundation actually is, and how to lay it. Retire the contract. Before you sign it once more on a marriage certificate. Listen now.  Show Highlights Include: The one capacity you must build if you want a fulfilling intimate life (and why you don't need the right partner, the right circumstances, or the right timing to start cultivating this skill) (0:26)  Why you don't have a dating problem or a finding the right partner problem (even though the real problem wears both of these masks to deceive you) (1:35)  How to stop carrying the baggage of a lack of self-worth that will cripple every relationship you have until you're fed up with feeling empty inside (2:10) Why finding the right partner fundamentally cannot help you feel worthy of love (2:45)  The insidious "disease acting like the cure" trap you're falling into in relationships and in therapy that will take you further from a fulfilling intimate life as it pretends to bring you closer (3:30)  How greeting cards and pop songs have warped your perception of love and actually has made it harder to find unconditional love (4:57)  The precise psychological process of how your nervous system learned you're not worthy (and how a seemingly innocent memory can control every aspect of your adult life) (8:52)  How to help your nervous system know that you carry a worth that no resume and no failure could ever take away (11:25)  Why changing just one word in your vocabulary can almost mystically open up a new door in your life: one that leads to unconditional love (18:40)  For more about David Tian, go here: https://www.davidtianphd.com/about/  Feeling like success in one area of life has come at the expense of another? Maybe you've crushed it in your career, but your relationships feel strained. Or you've built the life you thought you wanted, yet there's still something important missing. I've put together a free 3-minute assessment to help you see what's really holding you back. Answer a few simple questions, and you'll get instant access to a personalized masterclass that speaks directly to where you are right now. It's fast. It's practical. And it could change the way you approach leadership, love, and fulfillment. Take the first step here → https://dtphd.com/quiz

Send us Fan MailThe underlying factors to hair loss VJ Hamilton, award winning nutritionist helps people with autoimmune issues & hair loss in Harrogate & London. She studied immunology & alopecia at University.She was diagnosed with alopecia herself at just 7 years old, then later also developed psoriasis in her teens too.She got a job in London but began to experience extreme fatigue and had no energy to get through the day. She decided to start to look into nutrition, and after studying, within 2 years, all her skin & hair issues had dissappeared & she got her energy back.She loves working as a nutritionist and helping people with alopecia, especially children. We talk about the influences your environment can have on your hair health, including micotoxins, free radicals & mold. VJ also shares how energy functions, mitochondrial energy and oxidative stress can be factors, and that hair loss is more than just a scalp issue.Connect with VJ:InstagramThreadsWebsite Hair & Scalp Salon Specialist course Support the showConnect with Hair therapy:FacebookInstagramTwitterClubhouse- @Hair.TherapyHair Therapy WebsiteDonate towards the podcast Start your own podcastHair & Scalp Salon Specialist Course ~ Book now to become an expert! Polytar Medicated Shampoo

If you own property in Australia right now, or you're thinking about buying, what we're going to share with you today could change how you think about where this market is heading.   You see, there's a bit of a disconnect in today's property market, and if you're only following the headlines, it's easy to miss what's really going on.   While prices are still rising and demand is holding up, underneath that, the dynamics are starting to shift.   Growth is slowing. Confidence is becoming more fragile. And the gap between the strongest and weakest markets is widening in a way we haven't seen for a while.   In fact, the latest data shows national house prices have now risen for 14 consecutive months and are up more than 10% over the year, yet the most recent quarterly growth was modest, reflecting a market that's still moving forward but clearly losing a bit of steam.   However, this is exactly the type of environment where experienced investors tend to do well, because when the market becomes fragmented, opportunities become more targeted rather than broad-based.   So today, Dr Andrew Wilson discusses the state of the current Australian property market, uncovering its fragile resilience amid slowing growth, regional disparities, and influential economic factors.     Takeaways    Fragmentation of markets signals opportunity for the strategic investor. Underlying fundamentals remain resilient despite sentiment shifts. Differentiating between segments reveals true market health. The cycle of market optimism and correction follows predictable patterns. Success seeds require active cultivation—passion triggers growth. Market noise distracts but fundamentals tune the real melody. Strategic patience combined with adaptability secures long-term wealth. Regional disparities create niches for targeted investments. Emotional energy fuels consistent action towards dreams. Long-term strategic planning mitigates risks in volatile markets.   Links and Resources:   Answer this week's trivia question here - https://www.propertytrivia.com.au/ ·        Win a hard copy of How To Grow A Multi-Million Dollar Property Portfolio In Your Spare Time. Everyone wins a copy of a fully updated property report. ·        Everyone wins a copy of a fully updated property report – What's ahead for property for 2026 and beyond.   Get a bundle of eBooks and Reports at: www.PodcastBonus.com.au    Get the team at Metropole to help build your personal Strategic Property plan. Click here and have a chat with us.     Michael Yardney – Subscribe to my Property Update newsletter here.     Join Michael Yardney plus a team of experts, at Wealth Retreat 2026 on the Gold Coast in May. Find out more about it here and register your interest www.wealthretreat.com.au It's Australia's premier event for successful investors and business people.   Also, please subscribe to my other podcast Demographics Decoded with Simon Kuestenmacher – just look for Demographics Decoded wherever you are listening to this podcast and subscribe so each week we can unveil the trends shaping your future.   About The Michael Yardney Podcast | Property Investment And Wealth Creation Australia   The Michael Yardney Podcast helps Australians build financial independence through strategic investing, wealth creation strategies and smart property decisions.   We go beyond property headlines to discuss:   • Building long-term wealth • Creating intergenerational wealth • Passive income strategies Australia • Asset allocation and portfolio growth • Financial freedom through property • Strategic investing for professionals and business owners • Risk management and wealth protection • Structuring your investments for capital growth • Money management and financial habits   If you want to move from earning an income to building assets that fund your lifestyle, this podcast will help you think and act like a successful investor.   Discover more insights at:https://propertyupdate.com.auhttps://metropole.com.au

The Gary & Shannon Show Hour 1 (04.28) – Andy Riesmeyer jumps in as the show opens on a mix of real tension and cultural absurdity.• Guest host → Andy Riesmeyer joins Gary with Shannon out• WHCD fallout → new details on the shooting, unanswered questions about how it happened, and who actually fired the shot that hit a Secret Service agent• Media moment → confusion, delayed details, and journalists reacting to being part of the story• Royal optics → King Charles III visits D.C. and addresses Congress → but what’s the actual purpose?• Underlying tension → U.K. support, global positioning, and what doesn’t get said publicly• Kimmel controversy → Jimmy Kimmel under fire for remarks about Melania Trump → Gary & Andy call it lazy, poorly timed, and damaging to late-night credibility• Bigger shift → how political comedy changed… and why it’s losing audiences• Iran update → negotiations stall as both sides posture over the Strait and nuclear talks• Side chaos → LA Times coverage mocked, WHCD leftovers get looted, and Gary fully endorses taking the wineSee omnystudio.com/listener for privacy information.

8:05PM: Excessive Napping May Be a Warning Sign of Underlying or Developing Health Conditions in Older Adults. What your napping habits could reveal… Guest: Dr. Chenlu Gao (pronounced CH-EN-LOU – G-AH-OW) – lead author of the study & an investigator in the Department of Anesthesiology in the Mass General Brigham, who is also an affiliated research fellow in the Division of Sleep and Circadian Disorders in the Department of Medicine 8:15PM: Project Bread's Walk for Hunger Returns to Boston Common Sunday, May 3rd. Now in its 58th year, the event draws participants for a family-friendly 3-mile loop as well as virtual walkers across the Commonwealth and country to raise $1 million annually to support Project Bread’s work connecting children and families across Massachusetts to reliable, nutritious food. Guest: Erin McAleer – CEO of Project Bread 8:30PM: The broader employment landscape in the veteran community. What types of options are available for our veterans when they finish their service? Guest: Chris Newsome - SVP Government Services & US Army Veteran with RecruitMilitary 8:45PM: Somerville rolls out tools and tips to tackle rodent activity head on! This week is “DeRATification” Week for taking on Somerville Rats! Guest: Somerville Mayor Jake WilsonSee omnystudio.com/listener for privacy information.

Every weekday, award-winning columnist Dejan Kovacevic and DK Pittsburgh Sports reporter Chris Halicke deliver three ‘Double Shot' shows as a supplement to the morning ‘Daily Shot' of Steelers, Penguins and Pirates podcasts!  Video versions streaming live on YouTube starting at 3 p.m.! Eastern Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

1012. Feeling financially squeezed by the rising cost of homeowners insurance? Laura answers a listener's question about how to pay less while maintaining coverage required by a lender. Find out how to protect your finances with home insurance without overpaying for it.We talk about:Underlying reasons why homeowners premiums are rising, especially in high-risk areas.Tips for saving by increasing home insurance deductibles.Comparing the price of bundled coverage to policies with different carriers. How various home upgrades and technologies can qualify for money-saving discounts.The role that having good credit plays in reducing your home and auto insurance rates (in most states).Why proactively shopping and asking about potential homeowners insurance discounts is essential for cutting the cost.Upcoming Wedding Series This May: We want your questions about wedding finances! Whether you're the bride, groom, or a guest, send us your questions about budgeting for the big day. Email: money@quickanddirtytips.com or leave a voicemail: (302) 364-0308.Money Girl is a Quick and Dirty Tips Podcast, hosted by Laura Adams.Discover more from Money Girl!FacebookNewsletterTranscripts available at QuickandDirtyTips.com. Hosted on Acast. See acast.com/privacy for more information.

Today we have war updates... patience and caution are needed as we focus on recent headlines. From inflation data and Fed commentary to geopolitical tensions and a temporary ceasefire, there has been surprisingly little lasting impact on markets. Underlying market weakness existed before the war and the conflict has mainly reshuffled sector performance leaving markets stuck in a fragile, uncertain range. While some areas like energy, materials, and staples showed prior strength, others such as software and parts of financials remain weak. Conflicting signals from interest rates, the dollar, and inflation expectations, along with continued volatility driven by political narratives rather than fundamentals, make it difficult to form a high-conviction outlook.  We discuss...  Markets largely ignored major news on inflation, Fed policy, and geopolitics, suggesting underlying uncertainty and indecision. The market was already weakening before the war, meaning the conflict mainly shifted trends rather than creating new ones. Current price action reflects a choppy trading range with no clear directional trend emerging. Software and parts of technology remain notably weak, even compared to pre-war levels. Semiconductor stocks have held up better, creating divergence within the tech sector. Financials are showing signs of stress, partly due to concerns around private credit and hidden risks. Lack of transparency in financial system exposures poses a greater risk than the size of the problem itself. The yield curve is flattening, reducing profitability for banks and signaling potential economic pressure. Interest rates, the dollar, and inflation expectations are sending mixed and unreliable signals. Oil price dynamics and futures markets suggest expectations of declining prices despite short-term spikes. Inflation impacts from higher energy costs may not be fully felt for several months. Geopolitical developments, particularly involving Trump's negotiation style, add unpredictability to market behavior. Sitting in cash is a valid strategy in uncertain environments despite inflation concerns. Missing small upside moves is preferable to being exposed to sudden market drawdowns. Elevated valuations and lingering macro risks suggest markets may not be as stable as they appear. Relief rallies can occur even while underlying economic and market stress persists. There are currently very few high-conviction investment opportunities across markets. Today's Panelists: Kirk Chisholm | Innovative Wealth Douglas Heagren | Mergent College Advisors Follow on Facebook: https://www.facebook.com/moneytreepodcast Follow LinkedIn: https://www.linkedin.com/showcase/money-tree-investing-podcast Follow on Twitter/X: https://x.com/MTIPodcast For more information, visit the full show notes at https://moneytreepodcast.com/war-updates-patience-and-caution 

There is a system to everything - the better it is, the more reliably and effectively it produces for you.Want to see my personal (and private) high performances systems in action? Click here!

If there's one formula that truly determines your happiness (and success) as a business owner, it's this: capacity equals demand. What does that mean? It's simple. If you have too much capacity—too many employees, too much equipment—and not enough demand from customers, life gets stressful and you start losing money. On the flip side, when demand is off the hook and you don't have enough capacity, you're overwhelmed, your team gets burned out, and the client gets frustrated.  Capacity = demand isn't just a finance concept—it's the secret sauce to scaling a home service business without losing your sanity. The closer you keep these two variables in balance, the smoother your business runs, and the more you can enjoy building something valuable for your team, your customers, and yourself. It's not always easy. Staying intentional about this formula is a daily practice, and few talk about the emotional impact of getting it right—or wrong. But when things finally click, there's nothing better. The compounding value of capacity = demand. This episode dives deep into the math, mindset, and actionable strategies for starting, scaling and optimizing your business.  In this episode, you will discover:   The 5 essential steps to properly setting up your business finances, including separating your personal and business accounts and understanding your roles as both CEO and owner. The magic formula for running a service business successfully: Capacity equals demand, and what happens when those are out of balance. The reality of the inflection point of scaling—why scaling up means changing roles, taking risks, and investing in marketing, recruiting, and infrastructure, as well as the challenges of hiring and retaining employees. The pros and cons of commission pay vs. hourly pay and how these choices affect production rates, employee motivation, and business profitability. Whether buying equipment to save on taxes actually works, and the math behind making effective assets and purchases.      "Capacity equals demand is the magic formula to grow a business that doesn't s*ck." - Dan Platta Topics Covered:   00:01:05 – The "Math Game" of Business Every business, regardless of its niche, is fundamentally about managing math—clarity on profits, costs, and investments. Serving people is important, but profitability is essential to benefit everyone involved: family, customers, employees. 00:01:54 – Step 1: Separate Business and Personal Finances Business owners must stop mixing personal and business transactions. Commingling makes it "impossible to make good decisions" because you can't accurately track expenses, investments, or returns. Creating separation brings immediate clarity and allows assessment of where money is coming in and going out. 00:02:46 – Step 2: Distinguishing CEO vs. Owner Roles Understand the distinction between being the CEO (day-to-day operations, business decisions) and the owner/investor (providing capital, expecting a return). Many owners only pay themselves for their labor and never separate out an owner's return, resulting in businesses that aren't truly profitable when they step away from operations. 00:05:54 – Step 3: Debt Isn't Evil; Credit Cards & Business Loans Have a Place Dan Plata clarifies the difference between personal debt aversion and business leverage. Credit cards, when paid off monthly, offer "0% interest for 30–40 days" plus bonus points, making them an asset for cash flow management. 00:09:02 – Step 4: Keep Accounting Systems Separate from Operating Systems Don't expect one tool to do it all. Mixing operating software (e.g., Jobber) with accounting software (e.g., QuickBooks) leads to confusion and misuse. Specialized tools should do what they do best in their domains. 00:12:24 – Step 5: LLC, S-Corp, and the $100K Revenue Turning Point When your net income is $25,000–$50,000 or more, Dan Plata recommends switching your LLC to be taxed as an S-corp using IRS Form 2553. This can save significantly on payroll taxes—at $50K net income, payroll taxes drop from ~$7,600 to ~$3,800. 00:44:45 – The "Magic Formula": Capacity Equals Demand Aligning business capacity (employees, resources) with customer demand is key to sustainability and less stress. Too much capacity and not enough demand leads to underutilized workers and attrition; too much demand and not enough capacity leads to burnout and customer dissatisfaction. Straying from this balance creates chaos. 01:26:15 – Employee Acquisition Cost & Recruitment Mindset Investing in high-quality employees is critical. Dan Plata shares the importance of treating recruiting costs as investments, not expenses. 01:50:47 – Commission Pay vs. Hourly Pay Commission-based pay aligns incentives—employees win when the company wins, motivating higher production rates (often boosting output by 30–50%). Hourly pay firms up quality but can encourage slower work, as workers are paid for time, not outcomes. 02:13:54 – Buying Assets the Right Way & Year-End Tax Purchases When scaling, don't buy equipment just to "save on taxes." It's best to invest in marketing and recruiting first; these are what drive growth and profits. Buy assets only after you have work and employees to use them. Finance 70%, put 30% down to avoid being upside down, and avoid new vehicles—used work trucks are sufficient.   Key Takeaways Set up your business finances correctly from the start; separate personal and business accounts to gain clarity and make better decisions. As your business grows past $100,000 revenue or $25,000 net income, switch your LLC to be taxed as an S-corp—this can save you thousands on payroll taxes and clarify owner vs. employee income. Scaling your business comes with "purgatories"—periods of losing money and chaos before the next stage of profitability; expect these, budget for them, and push through. Invest heavily in recruiting the right employees; the true cost is often underestimated, but employees are more valuable than clients, and spending money to find good ones is crucial. Underlying all growth: business ownership is about pride and doing hard things—money is a byproduct, but fulfillment comes from progress and resilience. Connect with Keith Instagram: https://www.instagram.com/keithkalfas/ Facebook: https://www.facebook.com/thelandscapingemployeetrap Website: https://www.keithkalfas.com/resources Youtube: https://www.youtube.com/@keith-kalfas   Resource Links Mentioned Jobber: getjobber.com/kalfas Rebold Website AI: keithkalfas.com/rebolt CallRail Call Tracking: keithkalfas.com/callrail   Written and Edited by: Ma. Teresa Catangay-Bardinas

If there's one formula that truly determines your happiness (and success) as a business owner, it's this: capacity equals demand. What does that mean? It's simple. If you have too much capacity—too many employees, too much equipment—and not enough demand from customers, life gets stressful and you start losing money. On the flip side, when demand is off the hook and you don't have enough capacity, you're overwhelmed, your team gets burned out, and clients get frustrated. Capacity = demand isn't just a finance concept—it's the secret sauce to scaling a home service business without losing your sanity. The closer you keep these two variables in balance, the smoother your business runs, and the more you can enjoy building something valuable for your team, your customers, and yourself. It's not always easy. Staying intentional about this formula is a daily practice, and few talk about the emotional impact of getting it right—or wrong. But when things finally click, there's nothing better. The compounding value of capacity = demand. This episode dives deep into the math, mindset, and actionable strategies for starting, scaling, and optimizing your service business.    In this episode, you will discover: The 5 essential steps to properly setting up your business finances, including separating your personal and business accounts and understanding your roles as both CEO and owner. The magic formula for running a service business successfully: Capacity equals demand, and what happens when those are out of balance. The reality of the inflection point of scaling—why scaling up means changing roles, taking risks, and investing in marketing, recruiting, and infrastructure, as well as the challenges of hiring and retaining employees. The pros and cons of commission pay vs. hourly pay and how these choices affect production rates, employee motivation, and business profitability. Whether buying equipment to save on taxes actually works, and the math behind making effective asset purchases.   "Capacity equals demand is the magic formula to grow a business that doesn't suck."  - Dan Platta   Topics Covered: 00:01:05 – The "Math Game" of Business Dan Plata explains that every business, regardless of its niche (landscaping, window cleaning, janitorial, epoxy floor coating, etc.), is fundamentally about managing math—specifically, clarity on profits, costs, and investments. He emphasizes that while serving people is important, being profitable is essential to benefit everyone involved: family, customers, employees. 00:01:54 – Step 1: Separate Business and Personal Finances Business owners must stop mixing personal and business transactions. Dan Plata describes how commingling these makes it "impossible to make good decisions" because you can't accurately track expenses, investments, or returns. Creating separation brings immediate clarity and allows assessment of where money is coming in and going out. 00:02:46 – Step 2: Distinguishing CEO vs. Owner Roles At this point, Dan Plata highlights the distinction between being the CEO (running day-to-day operations, making business decisions) and the owner/investor (providing capital and expecting a return). Many owners only pay themselves for their labor and never separate out an owner's return, resulting in businesses that aren't truly profitable when they step away from operations. 00:05:54 – Step 3: Debt Isn't Evil; Credit Cards & Business Loans Have a Place Transitioning to finance strategy, Dan Plata clarifies the difference between personal debt aversion and business leverage. He explains that credit cards, when paid off monthly, offer "0% interest for 30–40 days" plus bonus points, making them an asset for cash flow management. 00:09:02 – Step 4: Keep Accounting Systems Separate from Operating Systems Don't expect one tool to do it all: Dan Plata advises against integrating operational software (e.g., Jobber) with accounting software (e.g., QuickBooks). Mixing them leads to confusion and data misuse. Specialized tools should do what they do best in their respective domains. 00:12:24 – Step 5: LLC, S-Corp, and the $100K Revenue Turning Point Once your net income is $25,000–$50,000 or more, Dan Plata recommends switching your LLC to be taxed as an S-corp using IRS Form 2553. This shift enables business owners to save significantly on payroll taxes by paying themselves a reasonable wage (subject to payroll taxes) and taking the remainder as a distribution (not subject to payroll tax). The math: at $50K net income, payroll taxes drop from ~$7,600 to ~$3,800. 00:44:45 – The "Magic Formula": Capacity Equals Demand Dan Plata reveals that aligning your business's capacity (employees, resources) with customer demand is the key to a sustainable and less stressful business. Too much capacity and not enough demand leads to underutilized workers and attrition; too much demand and not enough capacity leads to burnout and customer dissatisfaction. Straying from this balance creates chaos and problems in business operations. 01:26:15 – Employee Acquisition Cost & Recruitment Mindset Investing in high-quality employees is critical. Dan Plata points out he spent $35,000 on job ads to hire 45 people for a million-dollar business, and it was the best investment made—more effective than spending on customer marketing. He recommends a mindset shift: treat recruiting costs as investments, not expenses. 01:50:47 – Commission Pay vs. Hourly Pay Dan Plata explains how commission-based pay aligns incentives—employees win when the company wins. Commission motivates higher production rates (often boosting output by 30–50%), as workers are directly rewarded for their efficiency and results. Hourly pay firms up quality but can encourage slower work, as workers are paid for time, not outcomes. 02:13:54 – Buying Assets the Right Way & Year-End Tax Purchases When scaling, don't buy equipment upfront just to "save on taxes." Dan Plata stresses that it's best to invest in marketing and recruiting first—these are what actually drive growth and profits. Buy assets only after you have work and employees to use them. Finance 70%, put 30% down to avoid being upside down, and avoid new vehicles—used work trucks are sufficient for business needs.   Key Takeaways Setting up your business finances correctly from the start is essential; separate personal and business accounts to gain clarity and make better decisions As your business grows past $100,000 revenue or $25,000 net income, switch your LLC to be taxed as an S-corp—this can save you thousands on payroll taxes and clarify owner vs. employee income. Scaling your business comes with "purgatories"—periods of losing money and chaos before the next stage of profitability; expect these, budget for them, and push through. Invest heavily in recruiting the right employees; the true cost is often underestimated, but employees are more valuable than clients, and spending money to find good ones is crucial. Underlying all growth: business ownership is about pride and doing hard things—money is a byproduct, but fulfillment comes from progress and resilience.   Connect with Dan Website: yourblueskies.com Podcast: Bookkeeping, Beer & BS | Podcast on Spotify   Connect with Keith Instagram: https://www.instagram.com/keithkalfas/ Facebook: https://www.facebook.com/thelandscapingemployeetrap Website: https://www.keithkalfas.com/resources Youtube: https://www.youtube.com/@keith-kalfas   Resource Links Mentioned Blue Skies Bookkeeping & Recruiting: yourblueskies.com/kalfas Jobber: getjobber.com/kalfas Rebold Website AI: keithkalfas.com/rebolt CallRail Call Tracking: keithkalfas.com/callrail   Written and Edited by Ma. Teresa Catangay - Bardinas

“There's something sort of romantic about losing everything and going back to zero.” Garry Vee Continuing to champion a winning mindset after Super Bowl week, We sit down with serial entrepreneur, investor, cultural icon and friend of The Pivot Gary Vaynerchuk, better known to the world as Gary Vee. From immigrating to the U.S. as a kid and transforming his family's liquor store into a multimillion-dollar business, to building VaynerMedia and becoming one of the most influential voices in entrepreneurship, Gary's journey is all about betting on yourself and embracing the long game. Gary dives right in on the do's and don'ts of navigating everyday life, offering research and guidance whether you are someone who feels stuck, looking for the next thing or experiencing self-doubt, he shares something for everyone in this conversation by making complex ideas seem relatable and breaking down what's hold someone back. He breaks down the fears associated with AI and how, electricity, something we couldn't live without now, was once feared that same way. Gary gets real about taking chances before you're ready, the fears that still drive him, and why self-awareness is the ultimate competitive advantage. He breaks down what most people get wrong about success, money, and happiness, and why patience, humility, and execution matter more than hype. The conversation also dives into emerging business and media trends, where attention is really going in 2026, and how creators, athletes, and entrepreneurs can stay ahead without burning out. Plus, Gary connects his passion for sports to leadership, ownership, and legacy—and explains why athletes are perfectly positioned to dominate the business world if they play it right. This is a masterclass in mindset, risk, and evolution from someone who's lived every chapter and has a willingness to share information hoping to make an impact. Pivot Family, please like, comment and hit the subscribe button, we love hearing from you! Learn more about your ad choices. Visit megaphone.fm/adchoices