Podcasts about unsuccessful

Week 1 is in the books and Curt, Dos and Hally are finally back in Muscle Cat Studios after their Melbourne jaunt. Which teams should we be most worried about? Who was most impressive? Plus, we witness potentially the shortest ever return of a segment, we answer your questions and look ahead to week two of the NFL season.TIMESTAMPS:00:00 Back from Melb and Hally's Bowling15:20 Teams We're Worried About38:50 My Boy Returns48:24 Dos' Discipline 55:55 Q and A01:04:10 Week 2 Preview01:14:35 Joke of the Week #nfl #panthers #chiefs #49ers #rams Arizona Cardinals, Atlanta Falcons, Baltimore Ravens, Buffalo Bills, Carolina Panthers, Chicago Bears, Cincinnati Bengals, Cleveland Browns, Dallas Cowboys, Denver Broncos, Detroit Lions, Green Bay Packers, Houston Texans, Indianapolis Colts, Jacksonville Jaguars, Kansas City Chiefs, Las Vegas Raiders, Los Angeles Chargers, Los Angeles Rams, Miami Dolphins, Minnesota Vikings, New England Patriots, New Orleans Saints, New York Giants, New York Jets, Philadelphia Eagles, Pittsburgh Steelers, San Francisco 49ers, Seattle Seahawks, Tampa Bay Buccaneers, Tennessee Titans, Washington Commanders

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   In this episode, Justin interviews Janice Ochenkowski about her leadership, her career path, serving in RIMS External Affairs and later as RIMS President. They discuss the September 11, 2001 terrorist attacks, the loss of lives, and the impact the attacks had on life in the U.S. Justin and Janice talk about Janice's role in passing the Terrorism Risk Insurance Act (TRIA). They also address the financial and housing crisis of 2007-2008. Janice relates her testimony before Congress on various matters over the years, and how her RIMS leadership held her in her employment. Listen for wisdom on adapting and changing with the times, and using leadership opportunities to help your business as you move your risk career forward.   Key Takeaways: [:01] About RIMS and RIMScast. [:16] About this episode of RIMScast. We will be joined by former RIMS President Janice Ochenkowski. [:35] Janice will discuss how her time on the RIMS Board and as RIMS President helped ensure the passage of TRIA, the Terrorism Risk Insurance Act, in the aftermath of the 9/11 terror attacks. [:49] There will be plugs later on, and we will learn about Janice's fascinating career, but I wanted to address the fact that this episode is being released on September 8th, 2026, a few days before the 25th anniversary of the 9/11 terror attacks in the U.S. [1:10] Before we get started, I'd like to welcome back RIMS's Chief Executive Officer, Gary LaBranche, to say a few words. [1:18] Message from Gary LaBranche: 2026 marks a quarter-century since terrorist attacks on the United States killed nearly 3,000 people, injured many more, and impacted the lives of millions. [1:30] This RIMScast podcast provides the opportunity to reflect on the lives lost and the lasting impact of this tragedy on survivors, families, friends, first responders, and everyone who witnessed that horrendous day and has borne its burden over the past 25 years. [1:51] The events of 9/11 also revealed the best in human nature, such as the warm, welcoming affection shown by Canadians when U.S.-bound flights were diverted to Gander, Montreal, Vancouver, Halifax, and other locations in the aftermath of 9/11, as we learn in this podcast. [2:11] RIMS played a leading role in crafting and passing the Terrorism Risk Insurance Act (TRIA), which established an insurance backstop in the event of a future large-scale terrorist attack on America. [2:24] RIMS is working right now on bipartisan legislation in both the U.S. House and Senate to reauthorize TRIA. As we commemorate this day, let us rededicate ourselves to the important work that risk management does to make the world safer, more secure, and more sustainable. [2:46] On with the Show! Here to provide a brief history of RIMS's collaboration with members of Congress and the global insurance and risk management community is Janice Ochenkowski. [2:59] Janice was RIMS President in 2007, and as we will learn in this episode, she had a colorful career with RIMS and with Jones Lang LaSalle, a commercial real estate property owner. [3:13] Her RIMS participation prior to her presidency was instrumental in helping her get TRIA passed by Congress, so there's a lot to learn today … Let's get to it! [3:23] Interview! Janice Ochenkowski, welcome to RIMScast!  [4:04] Janice joined the Chicago Chapter of RIMS, not understanding the larger RIMS organization. She became an active member and an officer. She was President of the Chicago Chapter the year that Chicago member Art Bostwick was RIMS President. [4:55] Janice says Art was a good mentor for her. He encouraged her to follow in his footsteps to be national president. She laughed, but many years later, she did. [5:20] Janice started her risk management career in 1980; she joined the RIMS Chicago Chapter in '82 or '83. After moving through the chairs in the Chicago Chapter, she became a delegate to the RIMS Conference, started working in various committees, and moved into leadership. [5:47] Janice was elected to the Board, took on responsibilities for different chairs, and ended up in charge of Government Affairs. [6:01] Lance Ewing, the President at the time, asked the Board what roles they wanted to take. Janice said she would do anything except legislative stuff, because she didn't know anything about it. He burst out laughing, and suddenly that was her mandate. [6:31] Janice says she absolutely loved it. Jim McIntyre, who was RIMS's Washington Counsel, was a phenomenal mentor. He prepared her to testify, prepared her for meetings, and explained who she was going to meet and how it was going to work, and so on. [6:53] Janice says, from there, I went into a few other responsibilities and ended up as the President. [7:10] Janice started her career in 1980 at LaSalle Partners in real estate and financial services. There were 150 employees operating in six states. Because of Federal regulations regarding their pension work, they needed a full-time risk manager. [7:35] The legislation said they needed a risk manager but didn't explain what the risk manager needed to do. Janice had been teaching high school, and she wanted to move into business. [7:47] Janice interviewed through an employment agency with a variety of companies, and decided LaSalle Partners sounded interesting and it would be a good platform for her to get some experience and then move on. [8:02] Thirty-eight years later, she was still there, and retiring. When she retired, there were 90,000 employees in 100 countries. Janice had 17 full-time staff, globally, working for her. [8:20] Janice says LaSalle Partners started as a privately held company. Janice was one of the partners. It became a corporation and, after acquisitions, merged with Jones Lang Wootton, a UK real estate organization, and became Jones Lang LaSalle. [9:17] Janice says her career was a wild ride. She says she never could have imagined the experiences she had, the friendships she made, and the things that she learned and had opportunities to do, through her company and through RIMS. [9:36] Janice says she was able to draw links between the benefits of RIMS and the business of her business. When she went to board meetings, they asked how her RIMS work was going. She showed that being in leadership at RIMS helped her company to achieve its goals. [10:27] Janice says, when she started at RIMS, there were the local chapters, and then there were industry groups. The real estate industry group was extremely active. It was populated by very experienced real estate risk managers. They served as mentors to anyone coming on. [10:47] The group met not only during RIMS, but also in New York, in the fall, outside of the RIMS conference. Eventually, Jones Lang LaSalle supported the group's meetings and allowed them to use JLL buildings and support from technology to go forward. [11:07] Janice says, when she was going to a RIMS conference, she asked the JLL Board if there was anything they wanted her to focus on when meeting up with risk managers of their clients and vendors. [11:33] Over time, she didn't have to ask. They asked her, if you're going to your RIMS meeting, talk to this person. See if you can find out about this issue. There was connectivity between what Janice did at RIMS and supporting JLL. [12:10] Justin asks what Janice taught in high school. It was English and French. She can still speak un petit peu of French. She enjoys opportunities to speak to people in French and ordering from French menus. As a teacher, she wanted something different and moved into business. [12:42] Justin says that in over 400 RIMScast episodes, Janice might be the first guest who went from teaching and transitioned over to insurance. Janice says making lesson plans and executing them is good training for business. [13:07] Janice says she learned how to explain things. She had to translate insurance into real estate speak for JLL. She had to take real estate speak and translate it into insurance speak for underwriters and brokers. [13:22] Janice was comfortable speaking to groups because she had been speaking to unruly teenagers and getting them under control. Talking to a bunch of business people, who at least pretended to be interested, was a piece of cake. Janice says it was fun, and a good transition. [13:55] Justin brings up Janice's time as the Director of Government Affairs for RIMS. She became chair of what is now known as the RIMS External Affairs Committee. Lance Ewing nudged her into the role in the late 1990s. Then the September 11 terrorist attacks happened. [14:40] Janice says that one thing that's missing from most recollections is the immediate impact that the 9/11 terrorist attacks had. Before 9/11, there was the general perception that our borders were safe; there wasn't going to be an attack on U.S. soil. [15:15] When we saw the towers burning, when the plane went down, when the Pentagon was hit, that illusion was shattered. There was fear. We didn't know if this was the first of an aerial attack. Janice was on the 70th floor of the Aon Building, so it was a real concern for her. [15:40] Janice says, we didn't know if there was going to be an invasion or similar attacks around the country. To develop good risk management practices, the first thing you have to do is define the risk. [15:53] Janice says, we couldn't define the risk. The only thing we could do immediately was respond to the situation. She was thinking more with her Jones Lang LaSalle hat than with her RIMS hat. The entire leadership and spouses were on the West Coast doing strategic planning. [16:20] Janice says most of them operated in the Midwest and the East Coast. They had to get back, but there were no planes, no trains, and no transportation. They tried to get rental cars. So did everyone else in the world. [16:50] When they couldn't get more rental cars, they went to a used car lot and bought vans, station wagons, and whatever they could find where couples could travel together to similar places. When they got to where they were going, they sold the cars. That's how they got back. [17:15] Janice says, meanwhile, our technology folks were setting up hotlines: one hotline to figure out where people were. We had people traveling or on vacation. We didn't know where they were, and there was very limited communication. Phone lines and internet were down. [17:45] We set up a hotline. Every employee was required to call in every day for a couple of weeks, identifying where they were, whether they needed help getting back to their home, and what other resources they might need. The hotline helped them to get those resources. [18:06] The second hotline was for families. Families called that line if they were unable to reach their loved one. If the employee had called the hotline, JLL could tell the family where the employee was, how things were going, when they might get home, and take note of needs. [18:26] Janice says that's what was happening on the home front, away from the immediate needs in each of these 9/11 sites. It was only after that that you could settle back and think strategically about what it meant on a broader basis, and that's when she put her RIMS hat on. [18:49] Justin guesses that at the time, Jones Lang LaSalle had thousands of properties across the U.S., with millions of square feet. So there is the security risk at those buildings, as well. Janice agrees, absolutely. [19:04] Janice says people focus on New York and D.C., but in Kansas, Nebraska, and all around the country, everyone was in shock and preparing for the worst. [19:26] Janice says she remembers sitting on the 70th floor of the Aon Building, once they let everyone in, after a few days. There were windows all around, and her window looked out onto Lake Michigan, where all the military patrols were, over the lake. [19:52] Janice clearly remembers many times over the next several weeks sitting there and suddenly seeing a black helicopter rise into view. She could see the pilot's face, and she waved. Then it would descend. She says it was reassuring but also scary. [20:30] Justin asks about the hotlines. Janice says Jones Lang LaSalle did things collaboratively. If Technology was working on something, they brought in Risk, Legal, and HR, and they all sat down and figured it out. They were all a part of whatever strategy was needed. [20:55] Janice was involved. She was an important member of the Security Team and the Safety Team, and was involved even in the aftermath, coming up with ways in which to strengthen and protect their buildings. [21:08] People were worried about chemicals being thrown into the ventilation. So they came up with ways to protect that while still letting air into the buildings. What to do to allow people back in. All of those things had to be considered, for safety and for the practical effect on operations. [21:33] A Quick Break! Many fantastic RIMS events are coming up in 2026. The 11th Annual Chicagoland Risk Forum will return to the Old Post Office on Thursday, September 24th, 2026. Visit ChicagolandRiskForum.org for more information. [21:46] The RIMS Western Regional Conference will be held from October 4th through the 7th in Seattle, Washington. The agenda is live, and registration is open. Visit RIMSWesternRegional.com and the link in this episode's show notes for more information. [22:02] Save the dates: October 18th through the 21st. In Quebec City, we will be hosting the 50th Annual RIMS Canada Conference. Booth sales are open, and sponsorship opportunities are still available. Visit RIMSCanadaConference.ca for more information. [22:24] Also, remember to check out RIMS.org/Canada for our spinoff show, RIMScast Canada, with a new episode every month. [22:32] The RIMS ERM Conference 2026 will be held on November 19th and 20th in Columbus, Ohio. Registration is open. Visit RIMS.org/ERM2026. [22:46] We're already looking to RISKWORLD 2027, which will be held over four days in New Orleans, Louisiana, from April 18th through the 21st! RISKWORLD 2027 Registration is open to organizational, individual, and associate RIMS members. [23:04] Get first access to the hotel block. Hotel reservations open on October 28th, ahead of public registration. Sitting this out is the real risk! The link to registration is in this episode's show notes. [23:17] Let's Return to Our Interview with Former RIMS President Janice Ochenkowski! [23:41] Janice says she needed to wear her RIMS hat almost immediately. She says everyone realized that there was "innocuous" language in all policies that said terrorist acts were covered. [23:57] There were no limits, sublimits, or deductibles. It was standard coverage because no one expected it to be a real issue. Then it was. There was an immediate concern as they looked at what their total exposure was. [24:14] There was the concern about what to do for new policies. There was a moratorium on policies, as there always is after a particular crisis. When they were reissued, that language was removed. That might not seem like a problem for organizations with no real risk. [24:35] Janice says, in the risk management area, there were covenants in our client contracts, from language pulled from insurance policies, that now we couldn't satisfy that requirement. We were in violation of our contract. [24:54] Janice says the more critical issues were loan agreements and mortgages. Lenders required terrorism insurance. They weren't going to take that out after 9/11. We were faced with a terrible conundrum. We were in violation of our loan agreements. [25:16] Janice says nobody moved quickly to foreclose on any of those things, but it was hanging over our heads. Unsuccessful efforts to renegotiate were going on, all across the country. Congress was absolutely unwilling to become the Federal program for terrorism. [25:39] Janice says Congress refused to consider it being another flood insurance program because that wasn't going too well. Insurers started trying to figure things out and made some limited amounts of coverage available. [25:55] At one point, globally, there was $10 million of terrorism coverage available. $10 million didn't satisfy anybody's loan requirement. Ultimately, it went up to $25 million, but it was still a problem. [26:24] Organizations like the Real Estate Round Table, RIMS, and other groups formed coalitions. Jim McIntyre was very helpful. He had contacts in all those groups. He inserted RIMS wherever he could. [26:49] JLL saw the basic need for what Janice was doing at RIMS, so she had carte blanche to go to Washington whenever she needed to work on these matters. These groups were able to explain to Congressional aides and the business press what things meant, in plain English. [27:33] Januce says, you tell them, this building goes into foreclosure, and the guy running the coffee shop doesn't have a job anymore. Development and construction totally stop. Nothing was being built. That impacts all the trades and unions, so they joined the coalition. [27:57] Unions became activists because their members, who thought they had jobs starting over the next several months, were now sitting on their hands with nothing to do. Small businesses set up around the potential sites had nothing happening. [28:18] Janice says there was a financial impact from that decision by insurers. It wasn't a faulty decision; they had shareholders. [28:33] Ultimately, after long discussions and negotiations, Janice testified before the President's Working Group on Terrorism, and before Congress, and met with Congressional Aides who were working on various bills, and was able to assist in passing TRIA. [28:58] TRIA wasn't perfect, but what it did was bring together the three major parties who had the most skin in that game and gave each of them a relative amount of financial responsibility in what happened. [29:12] These parties were the policyholders, with huge deductibles; insurance companies, with caps and reasonable premium allocations for risks, and the Federal Government, which came in after tens of millions of dollars had been paid out and criteria were met. [29:45] The Federal Government wasn't being capricious, or taking first-dollar risk, but was a backstop, so that there wouldn't be financial ruin and we wouldn't have a lot of bankruptcies. Imperfect as TRIA was, it solved a problem. [30:06] Janice says there have been several reauthorizations, and it has been tweaked each time to meet the issues and criteria that had to be met. Justin asks about cyber and forms of terrorism that may not be physical acts of terrorism. [30:31] Janice mentions the NBCR, for Nuclear, Biological, Chemical, and Radiological threats. It raised the issue, and there were risk management processes that were able to minimize those risks. [30:49] One more Quick Break! RIMS, The Foundation for Risk ManagementTM, is dedicated to shaping the future of the profession. By making a contribution, you are strengthening the global risk management community and investing in the future of the industry. [31:09] The Foundation also supports the Spencer Educational Foundation but has a different mission. The Foundation focuses on providing opportunities for those professionals who have already decided to enter risk management and are just getting started. [31:23] You can learn more about the Foundation by visiting www.RIMS.org/FRM.  While you're there, be sure to check out information about the Susan Meltzer Scholarship Fund, which was established to honor Ms. Meltzer, who was RIMS President in 1999 and 2000. [31:42] Susan Meltzer was a cherished RIMS President and contributed so much to RIMS and the greater risk community. Learn more at RIMS.org/FRM. [31:51] Let's Return to Our Interview with Former RIMS President Janice Ochenkowski. [32:12] Janice says meeting with Congressional Aides and Policymakers on Capitol Hill was intimidating the first hundred times she did it. You're walking into these buildings that you've only seen photographs of. You're going into the offices. [32:24] Jim McIntyre had explained to her that Congressional aides have a lot of power over the bills and the language in the bills. The Congresspeople they work for look to these aides to be their technical resource. [32:42] While some people were angry that they couldn't meet with the principal; they were only going to meet with the staff, but you want to meet with the staff. [32:57] The staff will take the time to sit down with language and work with you on it, and you'll have a better chance of impacting things by developing relationships with them. It worked very well. Some of the work Janice did with Jim before 9/11 really helped. [33:22] There was some insurance legislation that was going on. Aides did not understand what it meant. Janice ran a lunch program for the aides and taught them the basics of insurance. She bought pizzas for them. Now, you can't do that because you can't buy them lunch. [33:44] Janice says they were coming to learn. Many of them were thankful because it gave them an understanding of what people were talking about and why certain things mattered. We had built some groundwork before TRIA. It helped because I already knew some of the aides. [34:00] There were already relationships. They were willing to sit down and talk with us. We were the voice of the insurance buyer. Previously, when insurance matters were discussed on the Hill, insurance companies and brokers were lobbying. This time, it was the voice of the buyer. [34:29] Janice says, We were constituents. We represented industries and organizations that were in their respective districts. Our voice became an important voice, distinct from the insurance industry. It reinforced RIMS's importance and raised our visibility on the Hill. [34:58] In 2004, Janice testified before a Senate Government Affairs Subcommittee on Insurance Brokerage Regulation regarding TRIA. Janice says, walking in, she was overcome with a sense of history. The panel was people she had seen on C-SPAN. [35:26] Janice says she was terrified she would say something wrong, that it would come out backwards, and that she would embarrass RIMS, JLL, and herself. She was used to speaking in public, but this was just different. It all went well in the end. [35:55] Janice says she had a prepared statement. Then there were five-minute questions and answers. Janice says there is a clock counting down, and when it gets to one minute, it starts flashing. She says it was a little unnerving and she stuttered a few times. [36:33] Janice says they interrupt your five minutes with questions, so your time is less. You're supposed to summarize what your position is and what you're testifying for. When you're on a panel, it's not the same as when they're conducting a hearing, accusing you of wrongdoing. [37:02] Janice says the Congress Members are trying to get information and a few sound bites to send home. It's not antagonistic. They're not trying to trip you up on anything. Once you become accustomed to it, the next time is a little easier, because you're relaxed. [37:29] In 2006, Janice appeared before the House Subcommittee on Financial Services about Insurance Modernization. Janice says it was a topic that she had a lot of comfort in speaking about. She wasn't quite as nervous about getting the facts mixed up or totally blanking. [38:05] Janice says she was part of a panel of five or six people. It's for an hour or so. They might pause if somebody has to take a call. [38:36] Janice became RIMS President soon after. [38:52] In 2012, Janice returned to Capitol Hill for a hearing before the Subcommittee on Insurance, Housing, and Community Opportunity of the Committee on Financial Services in the U.S. House of Representatives. [39:08] Janice says she always spoke in RIMS's capacity. JLL did not do any lobbying. JLL joins groups, like the Real Estate Round Table, RIMS, and other groups that represent their interests. [39:36] Janice says that for the 2012 visit she had a greater comfort level. It was on an issue she was comfortable with: broker compensation. It was easier to discuss. She still had the same anxieties about being in Congress, in that room, with all the history, speaking to icons. [40:23] Justin says that TRIA was eventually passed. It's been reauthorized a couple of times. It has made a difference for companies and for society, at large. Janice says it raised RIMS's profile in the eyes of the others who were participating and testifying. [40:46] Janice says RIMS got a lot of press. The Wall Street Journal and the business press, in addition to insurance publications, presented information about RIMS. On a corporate level, when Janice's name was printed in association with JLL, clients asked about it. [41:18] Janice says, with things like TRIA, or general insurance questions, clients would go to their risk managers and ask them to contact me to get information. This delighted JLL because it was a closer client relationship. JLL had an initiative to provide specialist experts for clients. [42:23] Janice says if you go before Congress, the most important thing is to do your homework. Even if you're comfortable with public speaking, don't expect you can ad-lib to a Committee. Prepare, prepare, prepare, and understand the pros and cons. Practice with potential questions. [43:06] Janice practices loudly to learn what word combinations she stumbles over. Then she removes them from her presentation. She says when you're more prepared, you're more self-confident. That makes you a better presenter. Justin says, also, rehearse in different places. [44:29] Janice takes a somewhat formal draft and then "Janicizes" it. She writes it in a way that's more conversational, as she would speak, rather than reading something formally. That makes you more comfortable, so you're a better presenter. [45:22] Janice says it seems that everybody knows when it's time to pass the baton to the next generation. She loved what she did, and she did it well; she was open to new ideas, but she was standing in the way of the next generation of leaders moving forward. She didn't want to do that. [45:55] Janice says that people with new ideas, generational ideas, who could relate to what's coming up, need to be allowed to move forward. [46:12] Janice says, think about what's happening in Washington. People need to move aside to let a new generation of leaders come in. Otherwise, you're missing that energy and enthusiasm of a new group of leaders. That's life. You move away and let the new guy in. [47:05] Webinars: On September 17th, AXA XL returns to present the session, "Beyond the Loss Count: What Property Claims Reveal About Frequency, Severity, and Resilience." [47:16] On October 1st, Brown and Brown will make their RIMS Webinar debut with "The Future of Captives: What Risk Managers Should Think About Now." [47:26] On October 8th, Global Risk Consultants will present "The 2027 Risk Agenda: 10 Engineering Priorities Risk Leaders Should Act on Now." [47:35] On October 15th, Verisk Maplecroft will lead the session, "Beyond the Horizon: Turning External Risk Into Decision-Ready Insight." [47:44] On October 22nd, Zurich will present "Cybercrime, Fraud and AI: Real-World Threats and Practical Defenses for Business Leaders." [47:53] Origami Risk will return on October 29th with a topic that will be announced soon. [47:58] On November 5th, Riskonnect returns to deliver the session, "Signal Over Noise: Smarter Risk Analytics." [48:05] RIMS Certification Week will be held from September 21st through the 25th. All three webinars are complimentary for all and are available through the Webinars Page on RIMS.org/Webinars. [48:21] Let's Conclude Our Interview with Former RIMS President Janice Ochenkowski! [48:34] Justin says Janice became RIMS President during the housing and mortgage crisis of 2007-2008. Janice says it's something risk managers need to think about. When there is a crisis, you don't step away from it; you step into it. You show leadership.  [49:17] Janice says she was able to help resolve something that was one of the most critical issues at that time. At the beginning, the financial crisis focused on AIG and its vulnerability to bankruptcy, and what that meant to the entire insurance industry. [49:47] Janice says it was really difficult because AIG was a major insurer for almost every large corporation in the U.S. and globally. Suddenly, senior board members were wondering if their claims in process would be paid. Will AIG go bankrupt, and what will happen to those claims? [50:15] They wondered if they should cancel their policies mid-term and underwrite with someone else, and if so, who? What will the financial impact of that be? Boards were coming to risk managers with those questions. Janice had those questions herself. [50:35] Janice says we were totally unprepared to answer them. We didn't have any more information than you were reading in The Wall Street Journal. Janice and the phenomenal RIMS staff put together a series of podcasts, the first of which was in three weeks. [50:59] Janice says they got sponsors and speakers. They contacted experts in various areas and senior executives at the major insurers, including AIG, and insurance brokerages. They were willing to sit and talk to their clients and to be shown as thought leaders in the area. [51:20] Janice says at the time there were 1,000 talking heads saying what should be done, but there were very few facts. You can't form a good risk management response to anything until you have facts; until you have data you can rely on and move forward with. [51:50] Janice says RIMS strove to provide facts. When they did the podcasts, they did not only invite RIMS members. They sent invitations to the C-Suites of major corporations. They told The Wall Street Journal and other business publications they were running these podcasts. [52:06] There was a series of podcasts. People tuned in. They were interested. RIMS established credibility with the information they provided. RIMS gave them tools and told them what to think about and consider, and what the ramifications could be, and let them decide for themselves. [52:55] Janice says that it seemed to be a popular series, and it raised RIMS's profile within the general business community and the C-Suite, even in areas that didn't have dedicated risk managers who reported to the C-Suite. It was one of the most important things RIMS did. [53:25] Janice says, then they went to Congress and talked to them about solvency and more. Also, Janice says they kept in touch with Congressional staff between meetings. The key to relationships on the Hill is meeting with aides. Many move from one Congressperson to another. [53:49] You keep up the relationships, and that gives your organization credibility. You're there consistently. Once an aide called and asked her to help define risk management for a piece of legislation. They had no real idea. She helped them craft something reasonable but not onerous. [55:14] Justin brings up the RIMS Annual Legislative Summit. They have a presence on Capitol Hill every year. It's a two-day or two-and-a-half-day event, so members who attend can get onboarded, know their talking points, and know the issues. Janice elaborates on preparation. [56:15] Janice says the Legislative Summit brought a lot of people from local RIMS chapters into the External Affairs Committee. That was a good pipeline. [56:31] Justin says his experience in 2018, for the reauthorization of the National Flood Insurance Program, was everything Janice mentioned. There was a small card with talking points, there was a rehearsal, coaching from professional lobbyists, and industry leadership. [57:10] Justin says it was a great experience. They met with aides, brought maps, and showed flood zones. They had the talking points down, and it was effective. It was one of the best experiences he could have had as a new RIMS staff member. It was excellent. [57:59] Justin remarks that Janice was the right person for the job. Her experience at Jones Lang LaSalle was terrific. Janice was a lifer. She retired in 2018, after 38 years. [58:46] Janice says risk management has certain basic things, but you have to evolve with the times. You can't resist change; you have to look at change as an opportunity. [59:00] If you're a smart risk manager, you're going to lean your company into that opportunity. Janice says, when people were working in her generation of RIMS, it wasn't unusual to spend a career at one or two companies. There was stability. You didn't need to leave to be promoted. [59:26] Janice became a Partner. When they were incorporated, she became an officer. When she ended her career, she was an Executive Vice President and part of the Global Operating Team, which set strategies for all JLL businesses. They reported directly to the Board. [59:51] Janice says risk management had a fairly high profile. New risk officers may not have that opportunity because the business world is demanding that you move every three to five years to get promoted. [1:00:23] Janice says whatever works for you and your organization and helps you move forward is what your personal strategy needs to be. Janice says, not only those who died in the towers, in the Pentagon, and in the field, but those who walked away with scars, visible and invisible. [1:00:40] Justin takes a moment to address and honor everyone who lost their lives during the 9/11/2001 terrorist attacks, on its 25th anniversary. [1:01:04] Janice speaks of the first responders and volunteers who rushed in to help and walked away with lifelong consequences from the materials that they inhaled. [1:01:19] Janice says, We just need to spend a few minutes on 9/12 remembering them and making sure that the relevance and their sacrifices are noted. [1:01:36] Janice, you've given us so much inspiration, and told us what it took for you to be an effective RIMS President. To anyone thinking about pursuing a leadership role at RIMS, starting out now, what advantages do they have to position them for success as a RIMS leader? [1:02:06] Janice says, the most important benefit that exists today, that didn't when I was starting, is technology. Today we do Zoom calls. Getting together and communicating was much more onerous. [1:02:23] It wasn't as easy to get people from across the country together and work collaboratively. We can do that easily now. People are taking advantage of that. They're using social media to spread ideas. [1:02:41] Janice says her generation struggled with social media. She did it because that's what she had to do. You can't stagnate. You've got to move with the changes as they come and figure out how to use those changes to move yourself forward. [1:02:58] What will technology and AI mean to risk management? What will they mean to RIMS? How is RIMS going to use AI? How is RIMS leadership going to use AI to promote what the important basics of risk management are and can be? Those are things you have to consider. [1:03:18] In order to be an effective leader at RIMS, you have to get the absolute support of your organization. You've got to connect those dots. You've got to show how and why your leadership at RIMS is going to benefit your company. [1:03:42] Telling your leadership you're going to a conference is not going to convince them that there's anything important going on. [1:03:56] The way to convince them is to tell them there's a conference. These are the sessions that they're going to have. This is the speaker they will have. That speaker is someone I think will tell me information about how to address this issue. [1:04:13] This session is about an issue that we faced last year. I want to go and see how others are doing with it. The next step is to come back and write a note telling leaders what you learned in that session. Ask, Can I meet with you to talk about these things I think we can implement? [1:04:42] You're showing that you're taking the information you're learning and using it to improve risk management in your company, and more importantly, the business of the business you are working in. [1:05:00] When Janice was President, she would visit a chapter and ask everybody who's in the insurance industry to raise their hands. They would raise their hands. Then she told them, no, you use the products of the insurance industry, but you are your company's representative. [1:05:51] Janice Ochenkowski, thank you so much for all your time and your insight today. It's such a pleasure to meet you face-to-face, and I hope we get to do that in person at a future RIMS event. [1:06:06] Special thanks again to former RIMS President Janice Ochenkowski for joining us here on RIMScast! This was a lot of fun, and there are plenty of great takeaways about TRIA, RIMS, public speaking, and honoring the victims of the 9/11/2001 terrorist attacks. [1:05:26] It was a real pleasure to meet Janice Ochenkowski, one of our most revered leaders. [1:06:30] Plug Time! Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [1:06:48] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [1:07:04] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [1:07:17] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [1:07:29] Practice good risk management, stay safe, and thank you again for your continued support!   Links: Spencer Educational Foundation's 2026 Funding Their Future Gala | Sept. 17, 2026 ChicagoLand Risk Forum | Sept. 24, 2026 RIMS Certification Week: Sept. 21‒24 | Complimentary For All RIMS Western Regional Conference — Oct. 4‒7, 2026 | Seattle, WA | Register Today. RIMS Canada Conference — Oct. 18‒21, 2026 | Quebec City | www.rimscanadaconference.ca | Sponsorship Opportunities Available RIMS ERM Conference 2026 | November 19‒20 in Columbus, Ohio | Registration Now Open! | www.rims.org/ERM2026 RISKWORLD 2027 Registration RIMScast Canada — Episodes Now Live — Watch the new video with Sophie Grégoire Trudeau. The Strategic and Enterprise Risk Center RIMS, the Foundation for Risk Management Spencer Educational Foundation — Scholarships and Grants | Open Calls and Timelines. RIMS Now RIMS-Certified Risk Management Professional (RIMS-CRMP) | Insights Video Series Featuring Joe Milan! RIMS Diversity Equity Inclusion Council RIMS-CRMP Stories RISK PAC | RIMS Advocacy RIMScast on YouTube! RIMS Risk Management magazine | Contribute | Q2 2026 Issue Now Available Sponsor RIMScast — Sales@RIMS.org Upcoming RIMS-CRMP Virtual Workshops: Full RIMS-CRMP Prep Course Schedule See the full calendar of RIMS Virtual Workshops   Upcoming RIMS Webinars: RIMS.org/Webinars "RIMS Student Series: Classroom to Career Part 2" | Sept 9 | Complimentary for all "Beyond the Loss Count: What Property Claims Reveal About Frequency, Severity and Resilience" | Sponsored by AXA XL | Sept. 17, 2026 "RIMS Certification Week: Sept. 22‒24" | Complimentary for All "The Future of Captives: What Risk Managers Should Be Thinking About Now" | Sponsored by Brown & Brown | Oct. 1, 2026 "The 2027 Risk Agenda: 10 Engineering Priorities Risk Leaders Should Act on Now" | Sponsored by Global Risk Consultants | Oct. 8, 2026 "Beyond the Horizon: Turning External Risk Into Decision-Ready Insight" | Sponsored by Verisk Maplecroft | Oct. 15, 2026 "Cybercrime, Fraud and AI: Real-World Threats and Practical Defenses for Business Leaders" | Sponsored by Zurich | Oct. 22, 2026 "Signal Over Noise: Smarter Risk Analytics" | Sponsored by Riskonnect | Nov. 5, 2026   Related RIMScast Episodes: "Opening Windows of Tolerance with Sophie Grégoire Trudeau" "When Geopolitics Hits the Balance Sheet with Cari Stinebower" "RIMS Advocacy in 2026 with Mark Prysock"   Sponsored RIMScast Episodes: "48 Hours From a Storm: What to Do Before A Hurricane Strikes" | Sponsored by Global Risk Consultants, a TÜV SÜD Company (New!) "AI-Scale, Risk Ready: Engineering Controls for the New Data Center Boom" | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Facing Into Risk: Navigating the New Risk Landscape" (New!) | Sponsored by AXA XL "Secondary Perils, Major Risks: The New Face of Weather-Related Challenges" | Sponsored by AXA XL "The ART of Risk: Rethinking Risk Through Insight, Design, and Innovation" | Sponsored by Alliant "Mastering ERM: Leveraging Internal and External Risk Factors" | Sponsored by Diligent "Cyberrisk: Preparing Beyond 2025" | Sponsored by Alliant "The New Reality of Risk Engineering: From Code Compliance to Resilience" | Sponsored by AXA XL "Change Management: AI's Role in Loss Control and Property Insurance" | Sponsored by Global Risk Consultants, a TÜV SÜD Company Demystifying Multinational Fronting Insurance Programs | Sponsored by Zurich "Understanding Third-Party Litigation Funding" | Sponsored by Zurich "What Risk Managers Can Learn From School Shootings" | Sponsored by Merrill Herzog "Simplifying the Challenges of OSHA Recordkeeping" | Sponsored by Medcor "How Insurance Builds Resilience Against an Active Assailant Attack" | Sponsored by Merrill Herzog "Third-Party and Cyber Risk Management Tips" | Sponsored by Alliant   RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Manny Padilla!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guest: Janice Ochenkowski, Former RIMS President   Special introduction by RIMS CEO Gary LaBranche   Production and engineering provided by Podfly.

Saul's on what begins as an ordinary search for his father's lost donkeys. Saul and his servant then travel from place to place without success until the servant suggests seeking Samuel; the man of God. What Saul does not know is that God has already told Samuel that Saul is coming. While Saul is looking for donkeys, God is directing every step toward a much greater appointment. Samuel tells him that the donkeys have already been found, and then reveals that Saul is the man Israel has been seeking. Saul sees himself as insignificant, coming from the smallest tribe and an unimportant family, yet God has chosen him for a new calling. God shows us that what looks like an unsuccessful search may actually be part of God's direction. He can take care of the concerns that brought us onto the road while simultaneously leading us toward His greater purpose. And when God calls us, He does not leave us without direction. Before Saul can step into what God has appointed for him, Samuel tells him to remain and hear the Word of God. You may think you are searching for one thing while God is preparing you for something entirely different. Trust God with the journey, the unanswered questions, and the calling ahead. Sermon Notes 1 Samuel 9:1 & 2 Saul's family and physical characteristics 1 Samuel 9:3 – 10 Unsuccessful search for the donkeys. Servant suggests asking a prophet (seer) 1 Samuel 9:11 – 14 Saul and servant find Samuel 1 Samuel 9:15 – 17 God tells Samuel about Saul a day before 1 Samuel 9:18 – 21 Samuel tells Saul donkeys have been found and he is the one the people are seeking, but Saul thinks his family is unworthy 1 Samuel 9:22 – 27 Samuel tells Saul to send the servant home, but Saul is to remain to hear the word of the Lord

A lady on TikTok asked an interesting question: How are women actively contributing to an unsuccessful dating market/culture? This should be fun to answer... >Give your feedback here

On Good Morning Calgary, host Rishi Nagar examines the collapse of the latest Canada–U.S. trade negotiations and the growing impact of tariffs on Canadian businesses, workers and consumers. The editorial looks at key disputes over steel, automobiles, forestry, dairy and market access, along with concerns over Canada's sovereignty and ability to trade freely with other countries. Nagar also discusses Canada's planned retaliatory tariffs, the potential economic and job losses, and whether Ottawa should stand firm or return to the negotiating table. The discussion also addresses Donald Trump's "51st state" comments and the need for Canada to strengthen its domestic economy and diversify its international trade.

I've learned a lot about what DOESN'T work. Learn from my hard-won experience. If you're interested in health-coaching from my coach: www.drashori.com  Joshua

Colin is joined by good friend of the pod David Herd as he talks us through his 5th book, this time focusing on the trophyless Rangers Team of 1966-1969 and how they're vastly underrated.Book is available to pre-order now at https://www.amazon.co.uk/Nearly-Men-Story-Rangers-1966-1969-ebook/dp/B0FDLVCYX5This Podcast is proudly sponsored by Drink Maps, get the very best in custom designed art here - https://drinkmaps.myshopify.com/ Hosted on Acast. See acast.com/privacy for more information.

Book Alan's Business Breakthrough Session. Your first 30-minute coaching call is FREE. Learn how to prioritize success and let your quality of life become the byproduct. - https://calendly.com/alanlazaros/30-minute-breakthrough-sessionCome get jacked with the Next Level Fitness Accountability Group. Reach out to Kevin or Alan on Instagram:Kevin: https://www.instagram.com/neverquitkid/Alan: https://www.instagram.com/alazaros88/_______________________The armor that protected you can limit who you become. In this episode, Kevin and Alan explore how approval-seeking, avoiding conflict, staying quiet, and relying too heavily on one strength can protect you early in life but create constraints later. Drawing on their leadership work, client patterns, and more than 2,500 personal development conversations, they show why self-awareness must come before meaningful change.You will learn how to separate discomfort from misalignment, assess whether your decisions are driven by fear or values, and communicate hard truths without becoming careless with your words. Real growth requires more than repeating what worked before. It requires identifying the identity patterns that no longer serve your goals, relationships, and long-term potential._______________________NLU is more than a podcast. From the Next Level Dreamliner to Group Coaching, we provide tools and communities to help you grow with more clarity, consistency, and accountability.Visit our website and socials through the links below.

I'm thrilled to interview Mathieu Martin (CFA) to discuss his approach to investing in microcap stocks.Mathieu is the portfolio manager for the microcap fund at Rivemont.Discussion points:- Mathieu's introduction (1:18)- Lesson's from poker (3:40)- Why microcaps (5:13)- Rivemont microcap fund overview (6:32)- Mathieu's 3 key investing pillars (10:58)- How to screen for opportunities (14:04)- Mathieu's research process (16:46)- Old economy businesses vs software companies (20:26)- When to sell a losing position (23:45)- Mathieu's best investment (26:40)- Unsuccessful investments & lessons (33:01)- D-Box Technologies, DBO.TO (39:28)- Zedcor, ZDC.V (46:50)- Firan Technology Group, FTG.TO (49:50)- Lotus Creek Exploration, LTC.V (53:48)- BQE Water, BQE.V (56:09)- Medicure, MPH.V, (1:01:31)- Kits eyecare, KITS.TO (1:02:55)- How to approach investing in microcaps (1:08:20)- Who should not invest in microcaps? (1:10:00)- Where you can learn more about Mathieu's fund, blog (1:12:18)This episode is brought to you by Clever Consult: https://www.cleverconsult.ai/Mathieu Martin:Mathieu.martin@rivemont.cahttps://www.linkedin.com/in/mathieu-martin-cfa-abb9a6b0/https://stocksandstones.substack.com/https://rivemont.ca/en/Yatin Chadha:Newsletter: https://www.beyondmd.ca/newsletterWebsite: https://www.beyondmd.ca/LinkedIn: https://www.linkedin.com/in/yatin-chadha/Email: yatin@beyondmd.ca

Get the 200+ Page Optimal Living Daily Workbook (PDF) — Free. Want to turn today's episode into an actionable plan? Join the Optimal Living Weekly newsletter and I'll send you our 200-page digital workbook immediately. It's packed with the best takeaways from the show, formatted for easy reading and implementation at home. Get your free PDF workbook here: ⁠https://oldpodcast.eo.page/join⁠ Discover all of the podcasts in our network, search for specific episodes and learn more at:⁠ OLDPodcast.com⁠. Episode 4077: Benjamin Hardy explains how treating life like a game can accelerate growth by intentionally seeking bigger challenges and learning from people far ahead of you. Drawing on examples from elite performers and organizational psychology, he shows why collaboration and competing against your own potential lead to faster progress and more meaningful achievements. Read along with the original article(s) here: https://medium.com/@benjaminhardy/how-to-gamify-your-life-to-quickly-accomplish-big-goals-b81721299912 Quotes to ponder: "Life doesn't have to suck. Growth doesn't have to be slow. Your life can become like a game where you pursue greater obstacles, learn new skills, and have thrilling experiences." "Unsuccessful people make decisions based on current circumstances while successful people make decisions based on where they desire to be." "It's not who you know; it's who you help." Episode references: Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King, and Halee Fischer-Wright: https://www.amazon.com/Tribal-Leadership-Leveraging-Thriving-Organization/dp/0061251321 The Art of Learning: An Inner Journey to Optimal Performance by Josh Waitzkin: https://www.amazon.com/Art-Learning-Journey-Optimal-Performance/dp/0743277465 Learn more about your ad choices. Visit megaphone.fm/adchoices

Get the 200+ Page Optimal Living Daily Workbook (PDF) — Free. Want to turn today's episode into an actionable plan? Join the Optimal Living Weekly newsletter and I'll send you our 200-page digital workbook immediately. It's packed with the best takeaways from the show, formatted for easy reading and implementation at home. Get your free PDF workbook here: ⁠https://oldpodcast.eo.page/join⁠ Discover all of the podcasts in our network, search for specific episodes and learn more at:⁠ OLDPodcast.com⁠. Episode 4077: Benjamin Hardy explains how treating life like a game can accelerate growth by intentionally seeking bigger challenges and learning from people far ahead of you. Drawing on examples from elite performers and organizational psychology, he shows why collaboration and competing against your own potential lead to faster progress and more meaningful achievements. Read along with the original article(s) here: https://medium.com/@benjaminhardy/how-to-gamify-your-life-to-quickly-accomplish-big-goals-b81721299912 Quotes to ponder: "Life doesn't have to suck. Growth doesn't have to be slow. Your life can become like a game where you pursue greater obstacles, learn new skills, and have thrilling experiences." "Unsuccessful people make decisions based on current circumstances while successful people make decisions based on where they desire to be." "It's not who you know; it's who you help." Episode references: Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King, and Halee Fischer-Wright: https://www.amazon.com/Tribal-Leadership-Leveraging-Thriving-Organization/dp/0061251321 The Art of Learning: An Inner Journey to Optimal Performance by Josh Waitzkin: https://www.amazon.com/Art-Learning-Journey-Optimal-Performance/dp/0743277465 Learn more about your ad choices. Visit megaphone.fm/adchoices

This hour, Scoot talks about The Walk-On's Sports Bistreaux location in Slidell, Louisiana, permanently closing its doors.

Get the 200+ Page Optimal Living Daily Workbook (PDF) — Free. Want to turn today's episode into an actionable plan? Join the Optimal Living Weekly newsletter and I'll send you our 200-page digital workbook immediately. It's packed with the best takeaways from the show, formatted for easy reading and implementation at home. Get your free PDF workbook here: ⁠https://oldpodcast.eo.page/join⁠ Discover all of the podcasts in our network, search for specific episodes and learn more at:⁠ OLDPodcast.com⁠. Episode 4077: Benjamin Hardy explains how treating life like a game can accelerate growth by intentionally seeking bigger challenges and learning from people far ahead of you. Drawing on examples from elite performers and organizational psychology, he shows why collaboration and competing against your own potential lead to faster progress and more meaningful achievements. Read along with the original article(s) here: https://medium.com/@benjaminhardy/how-to-gamify-your-life-to-quickly-accomplish-big-goals-b81721299912 Quotes to ponder: "Life doesn't have to suck. Growth doesn't have to be slow. Your life can become like a game where you pursue greater obstacles, learn new skills, and have thrilling experiences." "Unsuccessful people make decisions based on current circumstances while successful people make decisions based on where they desire to be." "It's not who you know; it's who you help." Episode references: Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King, and Halee Fischer-Wright: https://www.amazon.com/Tribal-Leadership-Leveraging-Thriving-Organization/dp/0061251321 The Art of Learning: An Inner Journey to Optimal Performance by Josh Waitzkin: https://www.amazon.com/Art-Learning-Journey-Optimal-Performance/dp/0743277465 Learn more about your ad choices. Visit megaphone.fm/adchoices

Diplomatic Failures and the Unsuccessful Campaign to Quell Iran. Guest: Peter Berkowitz. Berkowitz criticizes the administration for failing to prepare the American public for the Iranian conflict through major policy speeches. He highlights a split between Vance's negotiations with Iran and Rubio's Israel-Lebanon framework. Finally, he compares the current MOU to failed Gaza deals, suggesting the IRGC will never abandon its core mission of war. 81787

Don't be a hater at all but don't that hater that's obsessive, unsuccessful, or both with the hate.

The Rebbe writes that feeling unsuccessful in activism is partly the Yetzer's confusion and partly due to lost enthusiasm. He encourages renewing one's passion and stresses the importance of seeking a suitable match, as this affects all areas of life, including communal work. https://www.torahrecordings.com/rebbe/igroskodesh/012/005/4140

What if success isn't what we've been taught it is? In Luke's Sermon on the Plain, Jesus reminds us that our value doesn't come from our job, money, or accomplishments, but from God's love for us. If you've ever felt like you weren't enough, this message offers hope and a new way to see yourself.

In this message observing key moments in the life of Hezekiah, we see the importance of guarding our hearts and finishing well.

Have you thought about building your business for a successful exit? Maybe you want to grow through franchising and then sell it? Our guest today is Nate Collins and he shares with us how to avoid an unsuccessful exit. TODAY'S WIN-WIN:Understand who you want to sell your business to.LINKS FROM THE EPISODE:Schedule your free franchise consultation with Big Sky Franchise Team: https://bigskyfranchiseteam.com/. You can visit our guest's website:  https://www.raymondjames.com/founderwealthstrategies/our-team/bio?_=nate.collinsAttend our Franchise Sales Training Workshop:  https://bigskyfranchiseteam.com/franchisesalestraining/Connect with our guests on social: https://www.linkedin.com/in/nate-collins/ABOUT OUR GUEST:Nate is a former CEO who managed a successful exit to a large, PE-backed media company. He now works with a limited number of business owners, CEOs, and their families to help ensure they are achieving their financial goals. As a Financial Advisor and Certified Exit Planning Advisor, he provides in-depth business exit and financial planning, as well as investment management. Nate helps owners optimize the values of their businesses and transition into the next chapter.This episode is powered by Big Sky Franchise Team. Big Sky Franchise Team is consistently recognized as one of the best franchise consulting firms in the United States, helping entrepreneurs franchise their businesses through a proven 3-Step franchise process rooted in ethical principles, hands-on guidance, and customized deliverables.  If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/. The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions.

Full Text of Readings Friday of the Seventh Week of Easter Lectionary: 301 The Saint of the day is Saint Rita of Cascia Saint Rita of Cascia's Story Like Elizabeth Ann Seton, Rita of Cascia was a wife, mother, widow, and member of a religious community. Her holiness was reflected in each phase of her life. Born at Roccaporena in central Italy, Rita wanted to become a nun but was pressured at a young age into marrying a harsh and cruel man. During her 18-year marriage, she bore and raised two sons. After her husband was killed in a brawl and her sons had died, Rita tried to join the Augustinian nuns in Cascia. Unsuccessful at first because she was a widow, Rita eventually succeeded. Over the years, her austerity, prayerfulness, and charity became legendary. When Rita of Cascia developed wounds on her forehead, people quickly associated them with the wounds from Christ's crown of thorns. She meditated frequently on Christ's passion. Her care for the sick nuns was especially loving. She also counseled lay people who came to her monastery. Beatified in 1626, Rita of Cascia was not canonized until 1900. She has acquired the reputation, together with Saint Jude, as a saint of impossible cases. Many people visit her tomb each year. Reflection Although we can easily imagine an ideal world in which to live out our baptismal vocation, such a world does not exist. An “If only ….” approach to holiness never quite gets underway, never produces the fruit that God has a right to expect. Rita became holy because she made choices that reflected her baptism and her growth as a disciple of Jesus. Her overarching, lifelong choice was to cooperate generously with God's grace, but many small choices were needed to make that happen. Few of those choices were made in ideal circumstances—not even when Rita became an Augustinian nun.Saint of the Day, Copyright Franciscan Media

Long before UPI, smartphones and Aadhaar transformed digital payments in India, mChek was trying to turn mobile phones into wallets.The vision was ambitious.The execution was complex.And the ecosystem was still years away from catching up.In this episode of the Prime Venture Partners Podcast, Shripati Acharya speaks with Sanjay Swamy, former CEO of mChek and Managing Partner at Prime Venture Partners, about one of India's earliest attempts at building mobile payments.They discuss what it feels like to build ahead of the market, the hidden cost of ecosystem dependency, and why timing is often the hardest variable for founders to get right.The conversation also explores:• Why being early can sometimes look exactly like being wrong• How telcos, banks and regulators shaped the mChek journey• The operational chaos of building fintech in 2006 India• Why distribution does not always lead to adoption• What changed between mChek, Paytm and the UPI era• Why products depending on too many stakeholders are harder to scale• The difference between having the right idea and having the right timingIf you are building in a market that still feels early, this episode is worth your time.

Summary: Richard Epstein Richard Epstein previews his upcoming detailed explanation of John Eastman'sdisbarment, arguing the California State Bar unfairly targeted Eastman for unsuccessful legal arguments rather than traditional ethical violations like bribery or misrepresenting records.1923 HOLLYWOOD BLVD

Partner with Us: https://churchforentrepreneurs.com/partner Connect with Us: https://churchforentrepreneurs.com Leave a Comment: https://churchforentrepreneurs.com/comments    

Unsuccessful Believing - Faith is to believe what you do not see; the reward of this faith is to see what you believe. - Augustine

Accept the challenge or move on.

At TrulySignificant.com, we are narrowing our focus to topics that truly matter to others. Across our lifetime, the subject of loneliness has never gone away. Covid heightened the amount of loneliness. Unsuccessful technology (failed dating apps) only adds to the dis-ease.We have found a legit, authentic authority on the topic of relationships, dating and emotional intelligence with clinical psychologist Dr. Shannon Poach.Take a deep dive into the life of Dr. Shannon Poach, co-founder of TheRightOne.net....changing the experience of dating through emotional connectivity. Dr. Poach takes a very personal approach in this show. "When emotional insights connect with your authentic self, you create the future path towards your right one.I created The Right One after years of working as a psychologist, helping individuals and couples navigate the challenges of building lasting relationships. Over and over, I saw the same pattern: people weren't failing at love—the systems they were using were failing them.Traditional dating apps often reduce connection to swipes, photos, and surface-level attraction. They treat love like a game, leaving people frustrated, unseen, and still searching for something deeper.That's why I designed The Right One to be different. Our platform combines psychological science, advanced AI, and a human touch to understand who you are at your core—your values, your personality, your vision for life. We don't just help you “find a match.” We help you discover real alignment.I believe everyone deserves the chance to find a relationship that feels authentic, supportive, and lasting. That's the heart of The Right One—to connect people on the level where love truly thrives."Become a supporter of this podcast: https://www.spreaker.com/podcast/success-made-to-last-legends--4302039/support.

EPISODE SUMMARYThis episode was recorded during the roofing boom—when being busy hid bad numbers. Today, work is slower and margins are tighter. Dave explains why job costing is now the difference between surviving and disappearing, and why “gut feel” leaves contractors broke even even when they're busy.EPISODE DESCRIPTIONThis interview was recorded a few years ago when the roofing market was on fire. Phones were ringing, jobs were everywhere, and being busy hid a lot of sins.Today it's different.Jobs are harder to get. Margins are thinner. And the contractors who don't truly understand their numbers—what jobs actually make money, what crews are profitable, what their real labor cost is—those companies won't survive this market.I hear it every week:“Dave, we're working like crazy… but there's never any money in the bank.”That's not bad luck. That's no job costing.Successful contractors job cost every job. Unsuccessful ones run on gut feel—and in this market, gut feel will put you out of business.In this conversation, Dave Sullivan sits down with construction finance expert Leslie Shiner to break down the simple job costing system profitable roofers use to protect margins and make real decisions.You'll LearnWhy “gut feel” lies—and cash proves itThe real reason busy roofers still have no moneyHow to calculate true labor cost (labor burden)Paid hours vs billable hours = labor utilizationWhy labor overruns destroy profit faster than materialsHow estimate vs actual fixes bad pricingHow to see which crews and job types make moneyTwo KPIs every roofer must trackTIMESTAMPS00:00 – Why this matters now02:20 – Gut feel vs real profit06:20 – What job costing actually means10:15 – True labor cost & labor burden17:30 – Labor utilization explained24:15 – Estimate vs actual the right way30:25 – Fixing downtime & productivity36:40 – Sales to production handoff40:35 – KPIs that matter44:15 – Improving your systemRESOURCESShiner Group: https://www.shinergroup.comFree Labor Burden Calculator (on Leslie's site)LINKSWork with Dave / Mentoring: https://theroofercoach.com/mentoring/Free resources: https://theroofercoach.com/resources/Connect with Dave!Text Dave: (510) 612-1450Free Strategy CallWant to grow a more profitable roofing business?Book a free strategy call with Dave here → davesullivan.as.me/free-strategy-callFree ResourceDownload your FREE 1-Page Business Plan for Roofing Contractors → theroofercoach.com/planWatch on...

Greg Brady spoke with David Piccini, Ontario Minister of Labour, Immigration, Training and Skills Development & MPP for Northumberland - Peterborough South about TTC 'unsuccessful' in provincial Skills Development Fund application Learn more about your ad choices. Visit megaphone.fm/adchoices

The Mike Calta Show Featured Cut

BONUS: Swimming in Tech Debt — Practical Techniques to Keep Your Team from Drowning in Its Codebase In this fascinating conversation, veteran software engineer and author Lou Franco shares hard-won lessons from decades at startups, Trello, and Atlassian. We explore his book "Swimming in Tech Debt," diving deep into the 8 Questions framework for evaluating tech debt decisions, personal practices that compound over time, team-level strategies for systematic improvement, and leadership approaches that balance velocity with sustainability. Lou reveals why tech debt is often the result of success, how to navigate the spectrum between ignoring debt and rewriting too much, and practical techniques individuals, teams, and leaders can use starting today. The Exit Interview That Changed Everything "We didn't go slower by paying tech debt. We went actually faster, because we were constantly in that code, and now we didn't have to run into problems." — Lou Franco   Lou's understanding of tech debt crystallized during an exit interview at Atalasoft, a small startup where he'd spent years. An engineer leaving the company confronted him: "You guys don't care about tech debt." Lou had been focused on shipping features, believing that paying tech debt would slow them down. But this engineer told a different story — when they finally fixed their terrible build and installation system, they actually sped up. They were constantly touching that code, and removing the friction made everything easier. This moment revealed a fundamental truth: tech debt isn't just about code quality or engineering pride. It's about velocity, momentum, and the ability to move fast sustainably. Lou carried this lesson through his career at Trello (where he learned the dangers of rewriting too much) and Atlassian (where he saw enterprise-scale tech debt management). These experiences became the foundation for "Swimming in Tech Debt." Tech Debt Is the Result of Success "Tech debt is often the result of success. Unsuccessful projects don't have tech debt." — Lou Franco   This reframes the entire conversation about tech debt. Failed products don't accumulate debt — they disappear before it matters. Tech debt emerges when your code survives long enough to outlive its original assumptions, when your user base grows beyond initial expectations, when your team scales faster than your architecture anticipated. At Atalasoft, they built for 10 users and got 100. At Trello, mobile usage exploded beyond their web-first assumptions. Success creates tech debt by changing the context in which code operates. This means tech debt conversations should happen at different intensities depending on where you are in the product lifecycle. Early startups pursuing product-market fit should minimize tech debt investments — move fast, learn, potentially throw away the code. Growth-stage companies need balanced approaches. Mature products benefit significantly from tech debt investments because operational efficiency compounds over years. Understanding this lifecycle perspective helps teams make appropriate decisions rather than applying one-size-fits-all rules. The 8 Questions Framework for Tech Debt Decisions "Those 8 questions guide you to what you should do. If it's risky, has regressions, and you don't even know if it's gonna work, this is when you're gonna do a project spike." — Lou Franco   Lou introduces a systematic framework for evaluating whether to pay tech debt, inspired by Bob Moesta's push-pull forces from product management. The 8 questions create a complete picture:   Visibility — Will people outside the team understand what we're doing? Alignment — Does this match our engineering values and target architecture? Resistance — How hard is this code to work with right now? Volatility — How often do we touch this code? Regression Risk — What's the chance we'll introduce new problems? Project Size — How big is this to fix? Estimate Risk — How uncertain are we about the effort required? Outcome Uncertainty — How confident are we the fix will actually improve things?   High volatility and high resistance with low regression risk? Pay the debt now. High regression risk with no tests? Write tests first, then reassess. Uncertain outcomes on a big project? Do a spike or proof of concept. The framework prevents both extremes — ignoring costly debt and undertaking risky rewrites without proper preparation. Personal Practices That Compound Daily "When I sit down at my desk, the first thing I do is I pay a little tech debt. I'm looking at code, I'm about to change it, do I even understand it? Am I having some kind of resistance to it? Put in a little helpful comment, maybe a little refactoring." — Lou Franco   Lou shares personal habits that create compounding improvements over time. Start each coding session by paying a small amount of tech debt in the area you're about to work — add a clarifying comment, extract a confusing variable, improve a function name. This warms you up, reduces friction for your actual work, and leaves the code slightly better than you found it. The clean-as-you-go philosophy means tech debt never accumulates faster than you can manage it. But Lou's most powerful practice comes at the end of each session: mutation testing by hand. Before finishing for the day, deliberately break something — change a plus to minus, a less-than to less-than-or-equal. See if tests catch it. Often they don't, revealing gaps in test coverage. The key insight: don't fix it immediately. Leave that failing test as the bridge to tomorrow's coding session. It connects today's momentum to tomorrow's work, ensuring you always start with context and purpose rather than cold-starting each day. Mutation Testing: Breaking Things on Purpose "Before I'm done working on a coding session, I break something on purpose. I'll change a plus to a minus, a less than to a less than equals, and see if tests break. A lot of times tests don't break. Now you've found a problem in your test." — Lou Franco   Manual mutation testing — deliberately breaking code to verify tests catch the break — reveals a critical gap in most test suites. You can have 100% code coverage and still have untested behavior. A line of code that's executed during tests isn't necessarily tested — the test might not actually verify what that line does. By changing operators, flipping booleans, or altering constants, you discover whether your tests protect against actual logic errors or just exercise code paths. Lou recommends doing this manually as part of your daily practice, but automated tools exist for systematic discovery: Stryker (for JavaScript, C#, Scala) and MutMut (for Python) can mutate your entire codebase and report which mutations survive uncaught. This isn't just about test quality — it's about understanding what your code actually does and building confidence that changes won't introduce subtle bugs. Team-Level Practices: Budgets, Backlogs, and Target Architecture "Create a target architecture document — where would we be if we started over today? Every PR is an opportunity to move slightly toward that target." — Lou Franco   At the team level, Lou advocates for three interconnected practices. First, create a target architecture document that describes where you'd be if starting fresh today — not a detailed design, but architectural patterns, technology choices, and structural principles that represent current best practices. This isn't a rewrite plan; it's a North Star. Every pull request becomes an opportunity to move incrementally toward that target when touching relevant code. Second, establish a budget split between PM-led feature work and engineering-led tech debt work — perhaps 80/20 or whatever ratio fits your product lifecycle stage. This creates predictable capacity for tech debt without requiring constant negotiation. Third, hold quarterly tech debt backlog meetings separate from sprint planning. Treat this backlog like PMs treat product discovery — explore options, estimate impacts, prioritize based on the 8 Questions framework. Some items fit in sprints; others require dedicated engineers for a quarter or two. This systematic approach prevents tech debt from being perpetually deprioritized while avoiding the opposite extreme of engineers disappearing into six-month "improvement" projects with no visible progress. The Atlassian Five-Alarm Fire "The Atlassian CTO's 'five-alarm fire' — stopping all feature development to focus on reliability. I reduced sync errors by 75% during that initiative." — Lou Franco   Lou shares a powerful example of leadership-driven tech debt management at scale. The Atlassian CTO called a "five-alarm fire" — halting all feature development across the company to focus exclusively on reliability and tech debt. This wasn't panic; it was strategic recognition that accumulated debt threatened the business. Lou worked on reducing sync errors, achieving a 75% reduction during this focused period. The initiative demonstrated several leadership principles: willingness to make hard calls that stop revenue-generating feature work, clear communication of why reliability matters strategically, trust that teams will use the time wisely, and commitment to see it through despite pressure to resume features. This level of intervention is rare and shouldn't be frequent, but it shows what's possible when leadership truly prioritizes tech debt. More commonly, leaders should express product lifecycle constraints (startup urgency vs. mature product stability), give teams autonomy to find appropriate projects within those constraints, and require accountability through visible metrics and dashboards that show progress. The Rewrite Trap: Why Big Rewrites Usually Fail "A system that took 10 years to write has implicit knowledge that can't be replicated in 6 months. I'm mostly gonna advocate for piecemeal migrations along the way, reducing the size of the problem over time." — Lou Franco   Lou lived through Trello's iOS navigation rewrite — a classic example of throwing away working code to start fresh, only to discover all the edge cases, implicit behaviors, and user expectations baked into the "old" system. A codebase that evolved over several years contains implicit knowledge — user workflows, edge case handling, performance optimizations, and subtle behaviors that users rely on even if they never explicitly requested them. Attempting to rewrite this in six months inevitably misses critical details. Lou strongly advocates for piecemeal migrations instead. The Trello "Decaffeinate Project" exemplifies this approach — migrating from CoffeeScript to TypeScript incrementally, with public dashboards showing the percentage remaining, interoperable technologies allowing gradual transition, and the ability to pause or reverse if needed. Keep both systems running in parallel during migrations. Use runtime observability to verify new code behaves identically to old code. Reduce the problem size steadily over months rather than attempting big-bang replacements. The only exception: sometimes keeping parallel systems requires scaffolding that creates its own complexity, so evaluate whether piecemeal migration is actually simpler or if you're better off living with the current system. Making Tech Debt Visible Through Dashboards "Put up a dashboard, showing it happen. Make invisible internal improvements visible through metrics engineering leadership understands." — Lou Franco   One of tech debt's biggest challenges is invisibility — non-technical stakeholders can't see the improvement from refactoring or test coverage. Lou learned to make tech debt work visible through dashboards and metrics. The Decaffeinate Project tracked percentage of CoffeeScript files remaining, providing a clear progress indicator anyone could understand. When reducing sync errors, Lou created dashboards showing error rates declining over time. These visualizations serve multiple purposes: they demonstrate value to leadership, create accountability for engineering teams, build momentum as progress becomes visible, and help teams celebrate wins that would otherwise go unnoticed. The key is choosing metrics that matter to the business — error rates, page load times, deployment frequency, mean time to recovery — rather than pure code quality metrics like cyclomatic complexity that don't translate outside engineering. Connect tech debt work to customer experience, reliability, or developer productivity in ways leadership can see and value. Onboarding as a Tech Debt Opportunity "Unit testing is a really great way to learn a system. It's like an executable specification that's helping you prove that you understand the system." — Lou Franco   Lou identifies onboarding as an underutilized opportunity for tech debt reduction. When new engineers join, they need to learn the codebase. Rather than just reading code or shadowing, Lou suggests having them write unit tests in areas they're learning. This serves dual purposes: tests are executable specifications that prove understanding of system behavior, and they create safety nets in areas that likely lack coverage (otherwise, why would new engineers be confused by the code?). The new engineer gets hands-on learning, the team gets better test coverage, and everyone wins. This practice also surfaces confusing code — if new engineers struggle to understand what to test, that's a signal the code needs clarifying comments, better naming, or refactoring. Make onboarding a systematic tech debt reduction opportunity rather than passive knowledge transfer. Leadership's Role: Constraints, Autonomy, and Accountability "Leadership needs to express the constraints. Tell the team what you're feeling about tech debt at a high level, and what you think generally is the appropriate amount of time to be spent on it. Then give them autonomy." — Lou Franco   Lou distills leadership's role in tech debt management to three elements. First, express constraints — communicate where you believe the product is in its lifecycle (early startup, rapid growth, mature cash cow) and what that means for tech debt tolerance. Are we pursuing product-market fit where code might be thrown away? Are we scaling a proven product where reliability matters? Are we maintaining a stable system where operational efficiency pays dividends? These constraints help teams make appropriate trade-offs. Second, give autonomy — once constraints are clear, trust teams to identify specific tech debt projects that fit those constraints. Engineers understand the codebase's pain points better than leaders do. Third, require accountability — teams must make their work visible through dashboards, metrics, and regular updates. Autonomy without accountability becomes invisible engineering projects that might not deliver value. Accountability without autonomy becomes micromanagement that wastes engineering judgment. The balance creates space for teams to make smart decisions while keeping leadership informed and confident in the investment. AI and the Future of Tech Debt "I really do AI-assisted software engineering. And by that, I mean I 100% review every single line of that code. I write the tests, and all the code is as I would have written it, it's just a lot faster. Developers are still responsible for it. Read the code." — Lou Franco   Lou has a chapter about AI in his book, addressing the elephant in the room: will AI-generated code create massive tech debt? His answer is nuanced. AI can accelerate development tremendously if used correctly — Lou uses it extensively but reviews every single line, writes all tests himself, and ensures the code matches what he would have written manually. The problem emerges with "vibe coders" — non-developers using AI to generate code they don't understand, creating unmaintainable messes that become someone else's problem. Developers remain responsible for all code, regardless of how it's generated. This means you must read and understand AI-generated code, not blindly accept it. Lou also raises supply chain security concerns — dependencies can contain malicious code, and AI might introduce vulnerabilities developers miss. His recommendation: stay six months behind on dependency updates, let others discover the problems first, and consider separate sandboxed development machines to limit security exposure. AI is a powerful tool, but it doesn't eliminate the need for engineering judgment, testing discipline, or code review practices. The Style Guide Beyond Formatting "Have a style guide that goes beyond formatting to include target architecture. This is the kind of code we want to write going forward." — Lou Franco   Lou advocates for style guides that extend beyond tabs-versus-spaces formatting rules to include architectural guidance. Document patterns you want to move toward: how should components be structured, what state management approaches do we prefer, how should we handle errors, what testing patterns should we follow? This creates a shared understanding of the target architecture without requiring a massive design document. When reviewing pull requests, teams can reference the style guide to explain why certain approaches align with where the codebase is headed versus perpetuating old patterns. This makes tech debt conversations less personal and more objective — it's not about criticizing someone's code, it's about aligning with team standards and strategic direction. The style guide becomes a living document that evolves as the team learns and technology changes, capturing collective wisdom about what good code looks like in your specific context. Recommended Resources Some of the resources mentioned in this episode include:  Steve Blank's Four Steps To Epiphany The podcast episode with Bernie Maloney where we discuss the critical difference between "enterprise" and "startup". And Geoffrey Moore's Crossing the Chasm, and Dealing with Darwin.   About Lou Franco   Lou Franco is a veteran software engineer and author of Swimming in Tech Debt. With decades of experience at startups, as well as Trello, and Atlassian, he's seen both sides of debt—as coder and leader. Today, he advises teams on engineering practices, helping them turn messy codebases into momentum.   You can link with Lou Franco on LinkedIn and learn more at LouFranco.com.

LEAVE A REVIEW if you liked this episode!!Let's Connect On Social Media!youtube.com/anthonyvicinotwitter.com/anthonyvicinoinstagram.com/theanthonyvicinohttps://anthonyvicino.comJoin an exclusive community of peak performers at Beyond the Apex University learning how to build a business, invest in real estate, and develop hyperfocus.www.beyondtheapex.com

Motorists are being advised to steer clear of a rogue deer spotted in a residential part of Ennis in recent days. There have been several sightings of the animal, who it's understood originally lived in the Lee's Road area, in Hermitage and Cloughleigh in the last two weeks. Unsuccessful attempts have been made by Clare's County Dog Warden along with members of An Garda Síochána and the National Parks and Wildlife Service to capture the deer and return him to the wild. Frankie Coote says he poses a significant threat to vehicles.

PREVIEW: China's View on North Korea's Unsuccessful Military Involvement in Ukraine Guest: Anatol Lieven Anatol Lieven discusses China's perspective on North Korea and Russia regarding the Ukraine war. North Korea's participation in Ukraine is obvious and well documented, though China neither encouraged nor prevented the involvement. The direct engagement of approximately 10,000 North Korean soldiers fighting in Kursk appears to have been unsuccessful, suffering very heavy casualties before being withdrawn from active operations. 1917 PASCHENDALE 

In this episode of The Cardone Zone, Grant Cardone revisits his New York Times best-selling book, The 10X Rule, breaking down one of its most powerful distinctions — the difference between those who take massive action and those who don't. Grant delves into the mindset, habits, and relentless energy that distinguish the successful from the unsuccessful — and how inaction, hesitation, and excuses consistently lead to missed opportunities and stagnation. If you've ever wondered why some people seem to win consistently while others struggle to gain traction, this episode gives you the answers straight from the 10X philosophy that started a movement. Follow us on all social media platforms and visit GrantCardone.com for more tools, training, and strategies to take massive action and multiply your success.

Message Jason on Facebook  Follow Jason Cook in Instagram Follow Jason Cook on FB  Email Jason Cook here jason@lwcvip.com Testimonials click here Join the Weight Loss Secrets for Women 50+ Community Supplements  

No one attends a team offsite wanting it to be a failure, says Daniel. Unsuccessful offsites are perceived as “a bad waste of time.”So what makes an offsite successful–and how can an offsite have a lasting, positive impact on your team or organization?In this episode, Daniel and Peter break down the elements of a successful team offsite and give suggestions for how to make your next one the best yet.Tune in to learn:The value of including all participants in the planning processWhat an offsite is NOT good forImportant ground rules that help guide discussionPlus, some reflections on an insightful quote from Robert Frost, including what it says about delegation and manager wellbeing.Questions, comments, or topic ideas? Drop us an e-mail at podcast@stewartleadership.com.In this episode::50 – Insight of the Week5:23 – Topic: How to Have a Successful Team Offsite9:46 – The Right Preparation17:10 – The Right People20:11 – The Right Facilitator28:43 – The Great Pivot32:43 – Ground Rules37:10 – Lightning RoundResources:Robert Frost Biography, The Poetry FoundationStewart Leadership Insights and Resources:How to Hold a Great Strategic Planning Offsite Meeting6 Reasons Your Next Meeting Should Be an OffsiteWhy Your Offsite Needs an Outside FacilitatorHow Offsites Can Jumpstart Leadership Development5 Ways Leaders Can Better Manage Feeling OverwhelmedThe Manager Crisis: 3 Areas that Need AttentionHow to Delegate Like a ProIf you liked this episode, please share it with a friend or colleague, or, better yet, leave a review to help other listeners find our show, and remember to subscribe so you never miss an episode. For more great content or to learn about how Stewart Leadership can help you grow your ability to lead effectively, please visit stewartleadership.com and follow us on LinkedIn, Instagram, and YouTube.

Understanding politics via President Trump's successful and unsuccessful use of narrative

Amanda and her husband had tried everything but IVF on their road to try to conceive. After failed IUIs and no known diagnosis beyond unexplained infertility, they felt stuck and frustrated. Amanda had had cycle issues for years, but had always used birth control to suppress symptoms. Now, it seemed like they could be contributing to their infertility. A friend reached out with a different option and a new perspective: restorative reproductive healthcare. The rest is history. Hear Amanda's story of natural conception and a healthy pregnancy after infertility and failed assisted reproductive technology treatments!NOTE: Appropriate for all audiences but does discuss assisted reproductive technology.GUEST BIO: Amanda, a speech pathologist, has been married to her husband for 4 years and began working with Woven Natural Fertility Care in March 2025 after unsuccessfully working with an assisted reproductive technology clinic.SHOW LINKS:Ep. 163: Healthy pregnancy in 3 cycles after being told IVF was her only hope, with LorenEp. 155: "How I got pregnant when IUIs didn't work" -- Braelyn's storyEp. 147: Emotional healing after IVF, with Shiloh IVF MinistryEp. 122: IVF Alternatives for friendsEp. 96: Theological Considerations with IVFJoin us on Substack*Get started like Amanda: Register for an Intro Session today*Send us a textSupport the showOther great ways to connect with Woven Natural Fertility Care: Learn the Creighton Model System with us! Register here! Get our monthly newsletter: Get the updates! Chat about issues of fertility + faith: Substack Follow us on Instagram: @wovenfertility Watch our episodes on YouTube: @wovenfertility Love the content? The biggest gift you could give is to click a 5 star review and write why it was so meaningful! This podcast is provided for educational and informational purposes only and does not constitute providing medical advice or professional services. The information provided should not be used for diagnosing or treating a health problem or disease, and those seeking personal medical advice should consult with a licensed physician. Always seek the advice of your doctor or other qualified health provider regarding a medical condition. If you think you may have a medical emergency, call 911 or go to the nearest emergency room immediately. Neither Woven nor its staff, nor any contributor to this podcast, makes any represe...

0:00–14:25The sections on “woman” are not distinct from the rest of the book; §68 “Will and Willingness” §64 “Skeptics” superficiality of existence ; the feminine operation and the body marked by the feminine operation.14:30–36:20John's writing project ; maybe these aphorisms are more interesting now? §74 “The Unsuccessful” and §75 “The Third Sex” ; Kaufman can't handle it anymore ;  §80 “Art and Nature” the fantasy of good speech and the self-controlled cogito ; are we talking about Platonic ideals when we talk about woman as a “ship at a distance”? ; the prospect of metaphysics ; coordinating these aphorisms “on woman” with the rest of the book ; §59 “We Artists,” woman, god, and property.36:20–60:00The multiplicity of misogyny ; Nietzsche is a strange pathway by which to engage feminism;  Beyond surfaces and depths (or between them); why gender is impossible to think and why that's important; politics vs. metaphysics; deconstructive feminism; the political conditions for thinking; the #FigureItOut movement; exceptions and institutions; honoring Sinèad. 

On this week's episode of “Victor Davis Hanson: In His Own Words,” Hanson breaks down the party's post-2024 election autopsy and explains why they're doomed to fail if they continue on their trajectory. “ After the defeat of Kamala Harris in November 2024, the Democrats decided recently to run an autopsy, a discovery, so to speak, of why they lost that election. These autopsies are not uncommon for the losing political party, but they only tend to work if you're honest and you try to analyze every considerable factor or criterion without censorship or without fear. “ They didn't have issues and policies that reflected their core values, but would also appeal to the middle class. … They don't want to talk about the middle class because their policies—open borders, The Green New Deal, Critical Race Theory, Critical Legal Theory, defund the police—all that have to be rejected because they're anathema to the middle class. They won't do it.”

FEATURING: (00:10:03) New Business - Fantasy Life i: The Girl Who Steals Time.(00:16:16) Arcade Archives2 AIR COMBAT 22.(00:31:56) Mario Kart World.(00:57:25) Unsuccessful attempt to daisy-chain Switch docks. Hiding your shameful downloads.(01:05:44) Balatro.(01:21:05) Cyberpunk 2077: Phantom Liberty.(01:31:57) Mario Smash Football/Super Mario Strikers on NSO.

5.21.25 Hour 3, Kevin Sheehan and callers give their thoughts on the tush push staying after failing to get the amount of votes needed from NFL Owners.

5.21.25 Hour 2, More callers give their thoughts on the current state of the Commanders RB room and if it's good enough to compete for a Super Bowl. Kevin Sheehan reacts to the tush push ban not receiving enough votes and therefore is here to stay.

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 3597: Dr. Benjamin Hardy challenges the belief in a "fixed" personality, explaining how trauma, lack of peak experiences, and cultural myths about identity can leave us emotionally and mentally frozen. By healing past wounds, seeking transformative experiences, and embracing change, we can continually evolve into new, more fulfilled versions of ourselves. Read along with the original article(s) here: https://medium.com/@benjaminhardy/do-you-have-a-frozen-personality-if-so-here-are-3-possible-reasons-ef949c0464c0 Quotes to ponder: "Your memory can get stuck, and then you get stuck." "You need to stop living in the past. This isn't easy. Eventually, you can get to the point where you see the past experience as the past." "Personality is DEVELOPED. And it never has to stop developing." Episode references: The Power of Moments: https://www.amazon.com/Power-Moments-Certain-Experiences-Extraordinary/dp/1501147765 The Body Keeps the Score: https://www.amazon.com/Body-Keeps-Score-Healing-Trauma/dp/0143127748 Learn more about your ad choices. Visit megaphone.fm/adchoices

MUSINGS

#UKRAINE: EASTER CEASEFIRE UNSUCCESSFUL. JOHN HARDIE, BILL ROGGIO, FDD 1905 ODESSA

PREVIEW: Author Charles Spicer, "Coffee with Hitler," relates the frustrating story of the unsuccessful Oster plot to remove Hitler from government in September 1938. More later.   September1938. Chamberlain pronounces success.

Think you're doing everything right, but still not seeing the business growth you desire? Curious about the habits that might be holding you back from reaching your full potential as an entrepreneur? This episode is tailor-made for you.In today's lesson, Omar shares the detrimental behaviors and mindsets that can sabotage your progress—habits Omar knows all too well from personal experience. From letting fear call the shots to poor cash flow management, learn how to identify these harmful habits and turn things around.Remember, recognizing these habits is the first step to overcoming them. Make a commitment to work on these areas and watch your business thrive. Hit play at the top of the page and dive into this invaluable lesson.Download the FREE P&L Sheet over at http://100mba.net/templates.Watch the episodes on YouTube: https://lm.fm/GgRPPHiSUBSCRIBEYouTube | Apple Podcast | Spotify | Podcast Feed

Think you’re doing everything right, but still not seeing the business growth you desire? Curious about the habits that might be holding you back from reaching your full potential as an entrepreneur? This episode is tailor-made for you. In today’s lesson, Omar shares the detrimental behaviors and mindsets that can sabotage your progress—habits Omar knows […] The post MBA2586 The 7 Habits of Highly Unsuccessful Entrepreneurs (and How to Avoid Them) appeared first on The $100 MBA.