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The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now!   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK   MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed.   CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons   ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors.  A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes.   CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here.   Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion.   Mike Ott 1:35 Yeah, it's crazy.   Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast.   Mike Ott 1:39 Right on. Thanks for the time.   Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed.   Naviere Walkewicz 3:21 Really?   Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.”   Naviere Walkewicz 5:18 Oh, I love that.   Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham...   Naviere Walkewicz 5:23 You Remember his name?   Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw.   Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me.   Naviere Walkewicz 15:56 Because you said no.   Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.”   Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn…   Naviere Walkewicz 19:13 Intentionally.   Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it  it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else.   Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices.   Naviere Walkewicz 22:48 So a lot of learning and excitement for you.   Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question.   Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move…   Mike Ott 31:45 Move people without authority and prioritize.   Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body.   Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that.   Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate.   Naviere Walkewicz 41:37 It's your happy place.   Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side.   Mike Ott 43:48 You're right. You're right.   Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week.   Naviere Walkewicz 45:46 Oh, my goodness, yeah.   Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade.   Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination.   Naviere Walkewicz 51:44 Oh my goodness, I just got chills.   Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030?   Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful…   Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't.   Naviere Walkewicz 55:18 Yeah, you don't.   Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of.   Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure.   Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day.   Naviere Walkewicz 58:14 What are you reading right now?   Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy.   Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking.   Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder.   Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha.   Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.”   Naviere Walkewicz 1:06:44 Wow, I love that..   Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing

“When we combine our skills and expertise with (credit unions') ability to service members, it's a very synergistic relationship.” - Mitch Pangretic Thank you for tuning in to The CUInsight Network, with your host, Robbie Young, Vice President of Strategic Growth at CUInsight. In The CUInsight Network, we take a deeper dive with the thought leaders who support the credit union community. We discuss issues and challenges facing credit unions and identify best practices to learn and grow together.My guest on today's show is Mitch Pangretic, SVP and Director of Strategic Partnerships at Elan Credit Card. He joins me to discuss his career journey and the value that Elan brings to credit unions as well as so much more, such as how he initially wanted to be an astronaut but ended up in the payments industry, working at companies like Discover, American Express, and US Bank before joining Elan in 2007.In our conversation, Mitch explains Elan's "agent issuing" model where they act as the credit card department and servicing team for credit union partners, allowing credit unions to offer robust credit card products and features without the complications of managing it all themselves. Elan provides the technology, risk management, marketing, rewards programs, and more! Mitch also highlights how Elan can help credit unions ensure that their members have access to the right credit card products, whether that's travel rewards, cash back, or even options to help build/rebuild credit. He discusses valuable member-facing features such as the Elan mobile app, which provides free credit scores, budgeting tools, and the new "Extend Pay" installment lending feature.Mitch notes Elan's expertise and how it can complement the deep member relationships of credit unions. By combining Elan's credit knowledge with the credit union's understanding of their members, they can help provide the best financial guidance and education to help members improve their credit. Mitch also looks ahead and shares Elan's focus on continuing to enhance the integrated technology and user experience for both credit union partners and their members.As we wrap up the episode, Mitch talks about the leader who most influenced him, his vacation bucket list, and how he loves visiting California. Enjoy my conversation with Mitch Pangretic!Find the full show notes on cuinsight.com.Connect with Mark:Mitch Pangretic, SVP and Director of Strategic Partnerships at Elan Credit Cardelanfinancialservices.com Mitch: LinkedInElan Credit Card: LinkedInBook mentioned: Four Friends by William D. Cohan

This season on Moneda Moves, we have been expanding how we talk about capital, because it's not just about money. It's also about power and access, across sectors. Today, we're talking about what it takes to gain access to one of the most traditional forms of capital: loans.According to the Latino Business Action Network, the odds of loan approval from national banks are 60% lower for Latino-owned businesses than for comparable white-owned businesses in 2024. And for Latina-owned businesses, the gap is even wider — with just 39% average approval rates from both national and local banks.That's why voices like Vanessa Sancha matter. She is an Assistant Vice President and Bilingual Business Access Advisor for the Chicago/Milwaukee region of U.S. Bank, providing support in both Spanish and English. In her role, Vanessa helps bridge critical gaps in information, connections, and capital, which otherwise can limit growth and opportunity for small business owners.A seasoned financial professional and community leader, Vanessa is driven by a mission to empower diverse business owners through access to capital and resources. Her financial services career spans over 16 years, including a notable tenure at PNC Bank, where she advanced through leadership roles in business banking and branch management.Vanessa also served as a Relationship Manager at local CDFI, Milwaukee Economic Development Corporation (MEDC), managing and underwriting a commercial portfolio. Her expertise lies in building strong client relationships and offering tailored guidance to help businesses thrive across diverse industries.Beyond her professional accomplishments, Vanessa is deeply committed to giving back. She serves on the board of the Wisconsin Veteran Business Alliance and the WWBIC loan committee. She has developed and led financial education programs for youth and adults through organizations like Journey House, WRTP, Milwaukee Christian Center and Running Rebels, inspiring participants to achieve their goals and contributing to more equitable economic outcomes in her community.She is committed to advancing opportunities for underserved communities and helping build a more inclusive economy where every entrepreneur can succeed. When she's not connecting with business leaders or volunteering, Vanessa enjoys spending time with her daughter, cheering her on at basketball and volleyball games.In this week's episode, we're talking about how banks can partner with local businesses and open the door to opportunities that have historically been closed to them. Financial capital, like loans, offers local businesses the chance to grow and create more financial stability for the community. With these programs, big banks are reaching out to entrepreneurs to offer guidance, help them navigate the financial challenges they're facing, and help them increase their chances of getting loans. Tune in to hear more about these programs and how local entrepreneurs can grow their businesses through financial capital.   Follow Vanessa on Instagram @_v.s.anabel_ and on her LinkedIn. Check out the US Bank's Access Commitment here! Follow Moneda Moves on Instagram: @MonedaMovesFollow your host Lyanne Alfaro on Instagram: @LyanneAlfaroMain podcast theme song from Premium Beat. Our music is from Epidemic Sound.Podcast production for this episode was provided by CCST, an Afro-Latina-owned boutique podcast production and copywriting studio.

Max is one of the visionaries that helped to create the truckload and logistics industries that we have today. As an early adopter of many safety, productivity and driver comfort, Max was very early on with items like power steering, air conditioning, steering stability controls, disc brakes, satellite communications, traction control, collision avoidance systems, electronics on engines years before it was accepted by the industry. He was one of the first to computerize his company in the mid 1980s. He would find technologies in Europe and push for implementation in the U.S. Max has developed companies in various industries with great success. He developed Paragon Trailer Rental which was sold to GE. He developed Xpress Data systems which he sold the software assets to Qualcomm. He started a company called Innovative Processing Solutions (a fintech software company) which was sold to US Bank. He co-founded a fintech company called TransCard which specializes in b to b and b to c payment applications. During his tenure at U.S. Xpress Enterprises, he completed 31 acquisitions with successful implementations. As a founder of US Xpress, he built the company to approximately $2,500,000,000 in total revenues. He has been on the SunTrust/Truist Advisory Board since 1994. Learn more about your ad choices. Visit megaphone.fm/adchoices

Eric Freedman, Chief Investment Officer at US Bank Wealth, joins Excess Returns to discuss markets, the economy and his investment process. Freedman shares his “control the controllables” investment framework, why he's maintained a glass-half-full view on the U.S. economy, and how data—not emotion—drives portfolio decisions. The conversation covers macro trends, inflation, the Fed, AI, valuation, and how to stay disciplined as an investor.Topics covered:Data-driven investing and the “control the controllables” frameworkWhy the U.S. consumer remains resilientInflation outlook and how sticky prices impact portfoliosThe Fed's next moves and what investors should watchGlobal diversification and the case for international stocksHow to think about inflation protection and real assetsThe diffusion of AI and separating winners from pretendersMarket concentration, valuations, and managing riskLife lessons from a CIO: discipline, process, and informed decision-makingTimestamps:00:00 Introduction03:00 Controlling the controllables06:00 Why Eric remains optimistic on the economy10:00 How portfolio decisions flow through US Bank15:00 Data-driven insights vs. gut feel18:00 Consumer strength and scorecard22:40 Inflation outlook and Fed challenges30:00 Bond market risk and the “Brazilian steakhouse” analogy34:00 Global competition and diversification38:00 Inflation protection and real assets41:30 The reality of AI and productivity47:00 Market concentration and the Mag 752:00 Valuations and long-term returns55:45 Lessons for investors

Adam Carter is in for Jason. He talks with Chris Riemenschneider, music critic for the Star Tribune about tonight's Paul McCartney show at US Bank stadium. Plus, what was the vibe like at the Purple Rain the musical. Plus, is Ace Frehley underrated? (Photo by Leon Neal/Getty Images)

Join OANDA Senior Market Analysts & podcast guest Nick Syiek (TraderNick) as they review the latest market news and moves. MarketPulse provides up-to-the-minute analysis on forex, commodities and indices from around the world. MarketPulse is an award-winning news site that delivers round-the-clock commentary on a wide range of asset classes, as well as in-depth insights into the major economic trends and events that impact the markets. The content produced on this site is for general information purposes only and should not be construed to be advice, invitation, inducement, offer, recommendation or solicitation for investment or disinvestment in any financial instrument. Opinions expressed herein are those of the authors and not necessarily those of OANDA or any of its affiliates, officers or directors. If you would like to reproduce or redistribute any of the content found on MarketPulse, please access the RSS feed or contact us at info@marketpulse.com. © 2023 OANDA Business Information & Services Inc

Send us a textGlobal equities tumble amid fresh credit concerns for US regional banks.Dollar deepens losses as yen and franc rally. Cryptos also plummet butgold and silver hit new records. Investors ramp up Fed rate cut bets,pushing yields lower.Risk Warning: Our services involve a significant risk and can result in the loss of your invested capital. *T&Cs apply.Please consider our Risk Disclosure: https://www.xm.com/goto/risk/enRisk warning is correct at the time of publication and may change. Please check our Risk Disclosure for an up to date risk warningReceive your daily market and forex news analysis directly from experienced forex and market news analysts! Tune in here to stay updated on a daily basis: https://www.xm.com/weekly-forex-review-and-outlookIn-depth forex news analysis on all major currencies, such as EUR/USD, USD/JPY, GBP/USD, USD/CHF, USD/CAD, AUD/USD

Singapore shares rebounded from yesterday’s losses today. The Straits Times Index was up 0.43% at 4,373.29 points at 11.16am Singapore time, with a value turnover of S$569.13M seen in the broader market. In terms of companies to watch, we have Centurion, given how the group acquired a land site in central London for £41 million (S$71 million) via a joint venture (JV) with US-based real estate firm Landmark Properties. Elsewhere, from how China’s deflation eased in September, to how Intel has announced a new artificial intelligence chip for the data centre that it plans to launch next year – more international and corporate headlines remained in focus. Also on deck – how US banks fared per their latest earnings reports out at the start of the week. On Market View, Money Matters’ finance presenter Chua Tian Tian unpacked the developments with Jeff Ng, Head of Asia Macro Strategy, Sumitomo Mitsui Banking Corporation.See omnystudio.com/listener for privacy information.

I am worried about the global economySimon Jack, BBC Business Editor speaks to global financial titan Jamie Dimon. He's the Chief Executive and Chairman of JP Morgan Chase, America's largest bank, and one of the biggest banks in the world. He oversees more than $4 trillion of assets, and has the ear of world leaders.He believes we are living in a time of uncertainty, and is concerned about the impact on the global economy. The risk of a serious fall in the US stock market within the next two years is being underestimated, he claims, adding he is far more worried about this than others. But he still puts his faith in the American economy, saying it is the best in the world. And while he says the United States is now a “less reliable” international partner, it is thanks to the actions of President Trump that other NATO members have stepped up their spending on defence. Such investment he believes is essential, in a world more dangerous since the Russian invasion of Ukraine.Jamie Dimon has been at the helm of JP Morgan Chase for nearly twenty years. Now he has been tipped as a potential US Treasury Secretary, something he says is not on the cards.Thank you to the Big Boss Interview team for their help in making this programme. The Interview brings you conversations with people shaping our world, from all over the world. The best interviews from the BBC. You can listen on the BBC World Service, Mondays and Wednesdays at 0700 GMT. Or you can listen to The Interview as a podcast, out twice a week on BBC Sounds or wherever you get your podcasts.Presenter: Simon Jack Producers: Oliver Smith, Lucy Sheppard Editor: Justine LangGet in touch with us on email TheInterview@bbc.co.uk and use the hashtag #TheInterviewBBC on social media.

Who's responsible for all the crap swirling around in the middle of the ocean? Brian Belefant deserves at least part of the blame. For decades he worked in advertising and marketing, doing his best to manipulate people like you into craving things you truly don't need––Pepsi, Nissan, Taco Bell, Visa, Toyota, Pizza Hut, US Bank, Frito-Lay, and others. He made enough money to buy a lot of stuff, but the fuller his closets got, the emptier he felt. This book is a form of penance. And it's not a one-off. So much of what Brian writes deals with themes of consumption, waste, and American cultural imperialism. ‘The Sultan of Garbage' shares 4 tips on how to reduce waste and be a more responsible consumer. Brian's short stories appear in American Writers Review, Magpie Messenger, The South Shore Review, JAKE, Story Unlikely, The Blue Mountain Review, and Half and One. He's written two novels and a how-to book, Spouse Hunting: Using the Rules of Real Estate to Find the Love of Your Life (spoiler alert: it works). His novel ‘Egregious” was a finalist for the Unleash Press 2024 WIP Prize and was shortlisted for The Letter Review Prize.

Bloomberg Daybreak Weekend with Host Nathan Hager take a look at some of the stories we'll be tracking in the coming week. In the US – a look ahead to earnings for U.S banks. In the UK – a look ahead to the annual New Energy Finance summit in London. We also focus on a conversation with Citadel CEO Ken Griffin from Citadel’s securities conference on gold. See omnystudio.com/listener for privacy information.

Bloomberg Daybreak Weekend with Host Nathan Hager take a look at some of the stories we'll be tracking in the coming week. In the US – a look ahead to earnings for U.S banks. In the UK – a look ahead to the annual New Energy Finance summit in London. We also focus on a conversation with Citadel CEO Ken Griffin from Citadel’s securities conference on gold. See omnystudio.com/listener for privacy information.

Bloomberg Daybreak Weekend with Host Nathan Hager take a look at some of the stories we'll be tracking in the coming week. In the US – a look ahead to earnings for U.S banks. In the UK – a look ahead to the annual New Energy Finance summit in London. We also focus on a conversation with Citadel CEO Ken Griffin from Citadel’s securities conference on gold. See omnystudio.com/listener for privacy information.

The web3, cryptocurrency and blockchain markets moved fast in August 2025 and we're covering Bitcoin's rise, Wyoming's state-backed coin, SoFi joining the Lightning Network, and Circle's new Layer 1. Host Tedd Huff teams up with Confidential Informant: Robert Musiala to unpack the GENIUS Act, stablecoin rules, bank use of Lightning, market structure, compliance shifts, custody standards, and global licensing moves that shaped August. You get what changed, why it matters now, and how to apply it. You get a clear read on why Bitcoin strength ties to supply behavior, how monthly reserve disclosures affect stablecoin design, and why a bank's Lightning rollout cuts payment friction. The episode also covers risk programs moving to dynamic monitoring, custody standards that require segregation and clean recovery plans, and how Hong Kong licensing impacts cross-border builds.TAKEAWAYS1️⃣ Document Developer Programming Decisions2️⃣ Monitor Wyoming's FRNT Ten Billion Threshold3️⃣ Assess EVM Compatibility Standards:4️⃣ Prepare for Supervisory Examinations5️⃣ Leverage Custody Guidance Roadmaps LINKSConfidential Informant:Robert A. Musiala Jr., LinkedIn: https://www.linkedin.com/in/robert-a-musiala-jr-esq-cfcs-b6534bb/Firm Profile: https://www.bakerlaw.com/professionals/robert-a-musiala-jr/The Blockchain Monitor: https://www.theblockchainmonitor.com/BakerHostetler: https://www.bakerlaw.com/Fintech ConfidentialYouTube: https://fintechconfidential.com/watchPodcast: https://fintechconfidential.com/listenNotifications: https://fintechconfidential.com/accessLinkedIn: https://www.linkedin.com/company/fintechconfidentialX: https://X.com/FTconfidentialInstagram: https://www.instagram.com/fintechconfidentialFacebook: https://www.facebook.com/fintechconfidentialSUPPORTERSDfns: Wallets as a service with API-first, multi-chain design secured with MPC; powers crypto payments across 50+ networks. Request demo: https://fintechconfidential.com/dfnsSkyflow: Zero-trust data privacy vaults as an API to collect, secure, and tokenize personal information while keeping compliance and usability. Learn more: https://skyflowsecure.comHawk AI: Real-time screening, ML monitoring, and dynamic customer risk ratings to strengthen fraud and financial-crime prevention. Sign up for demo: https://gethawkai.comABOUTConfidential Informant: Robert Musiala has worked in the crypto assets market since 2012. He has led major...

In this episode I talk to Sharissa Sebastian Deppen about the power within introverted leaders.  Introduction Sharissa Sebastian Deppen is the CEO of Leadership Mastery Alliance; a company specializing in supporting introverted servant leaders who are women in corporate leadership. She's a leadership and executive coach with an MBA, MSc in Technology Leadership and her PCC Certification from the International Coaching Federation (ICF), as well as a Myers Briggs Certified Practitioner. She has 15+ years of corporate leadership experience in addition to coaching several Fortune 100 leaders and executives. She's also a TEDx speaker and TEDx speaker coach, an award winning international keynote speaker, a writer for Forbes and the Huffington Post, a member of Forbes Coaches Council, a Professor at Southeastern University and an advisory board member at the University of South Florida. Her many years of experience include helping leaders draw on their God-given strengths and abilities, see their value and be able to bring out the best in themselves and others all while having fun, being fulfilled and not burning out! She's able to masterfully help them navigate their blind spots while thriving in their zone of genius to take their career and leadership to a level that has a significant impact on themselves, their teams and their organization.  Her clients include leaders and executives at companies such as LinkedIn, Facebook, Google, Amazon, Twitter, Microsoft, Harpo Studios, Bank of America, CNN, The United Nations, Intuit, SalesForce, BP, Fedex, Comcast, Deloitte, Accenture, Keurig Dr. Pepper, Victoria's Secret, Warner Brothers Studios, US Bank, Coinbase, Ameriprise Financial, Nestle, Virgin, Mars, Slack, Space Force, among others.   Resources mentioned in this episode Follow Sharissa: Website: HERE LinkedIn: HERE Instagram: HERE TikTok: HERE FREE Resource-Leadership Mastery Alliance: HERE   Thank you for listening. If you enjoyed this episode, please consider subscribing and leaving a review. Leave comment on what you enjoyed from the episode and if you have any suggestions for future episodes, I'd love to hear from you. Even better, share it with a friend or colleague and turn on the notifications so that you never miss an episode. It really helps the podcast gain more listeners so that we can grow our Lead From Within community. Thanks everyone! Keep reaching for your highest branch! Let's Connect Follow me on LinkedIn Here Visit my website Here Email: mthomson@curisconsulting.ca  Self-Care Guide on Amazon: Canada: HERE USA: HERE Leave me a voice note HERE and have it included on a future podcast! Just click on the "message" tab.  It is greatly appreciated!  

This Day in Legal History: Sandra Day O'Connor Sworn in to SCOTUSOn September 25, 1981, Sandra Day O'Connor was sworn in as the first woman to serve on the United States Supreme Court, breaking a 191-year gender barrier in the nation's highest judicial body. Nominated by President Ronald Reagan, O'Connor's appointment fulfilled a campaign promise to appoint a woman to the Court and was confirmed by the Senate in a unanimous 99-0 vote. A former Arizona state senator and judge on the Arizona Court of Appeals, O'Connor brought to the bench a pragmatic approach rooted in her Western upbringing and legislative experience.Her arrival on the Court was not merely symbolic—it signaled a shift in the perception of women in positions of legal authority and reshaped the public's view of judicial legitimacy. Though she identified as a moderate conservative, O'Connor quickly became a pivotal swing vote in many closely contested cases. Her jurisprudence favored case-by-case balancing over rigid ideological lines, particularly in areas such as abortion rights, affirmative action, and religious liberty.In the landmark Planned Parenthood v. Casey (1992) decision, O'Connor co-authored the controlling opinion that reaffirmed the core holding of Roe v. Wade, while allowing for certain state regulations. She also cast decisive votes in cases involving Title IX, voting rights, and the Establishment Clause. Her influence was especially pronounced in a Court that, during much of her tenure, was deeply divided ideologically.O'Connor's presence helped pave the way for future female justices, including Ruth Bader Ginsburg, Sonia Sotomayor, Elena Kagan, and Ketanji Brown Jackson. Her swearing-in marked not just the inclusion of a woman's voice on the bench, but a redefinition of judicial neutrality and consensus-building. O'Connor retired in 2006, but her legacy remains foundational to the evolution of the modern Supreme Court and its relationship to gender and law.Apple Inc. and US Bank have both exited enforcement actions by the Consumer Financial Protection Bureau (CFPB) years earlier than originally scheduled. The terminations, posted on the CFPB's website, end the agency's oversight of their compliance with prior settlements. Apple was previously penalized, along with Goldman Sachs, for misleading Apple Card customers and mishandling service issues, resulting in a combined $89 million in penalties and restitution. Though Apple had been subject to five years of compliance monitoring, that obligation was lifted after less than one year. Goldman Sachs remains under CFPB monitoring.US Bank faced enforcement in 2023 for freezing unemployment benefit accounts during the COVID-19 pandemic and was required to pay $20.7 million in penalties and customer redress. Its five-year monitoring period has also ended prematurely. These terminations follow a recent trend of the CFPB closing enforcement cases early, including those involving Navy Federal Credit Union and Toyota Motor Credit Corp., as the agency braces for budget-related staffing reductions. The CFPB, Apple, and US Bank have not commented publicly on the decisions.Apple, US Bank Latest to Exit CFPB Enforcement Actions EarlyThe U.S. Department of Justice is continuing its investigation into New York Attorney General Letitia James over alleged mortgage fraud, reportedly following pressure from President Donald Trump. The probe, led by senior DOJ official Ed Martin, is based in the Eastern District of Virginia and focuses on whether James misrepresented her residence status on mortgage applications. The case originated from a referral by Federal Housing Finance Agency Director Bill Pulte, though James denies any wrongdoing.The investigation had previously stalled after Erik Siebert, the former U.S. attorney overseeing the matter, concluded there wasn't sufficient evidence to press charges. Siebert resigned last week amid internal pressure, and was replaced by Lindsey Halligan, a Trump-aligned attorney recently sworn in as interim U.S. attorney. Trump intensified calls for action with a now-deleted Truth Social post demanding prosecution.Attorney General Pam Bondi, who appointed Martin as a special attorney, has publicly supported continuing the investigation. Her office emphasized that the case was ongoing and not being reopened, signaling a firm stance on pursuing alleged fraud against the government. Halligan, formerly Trump's lawyer in his classified documents case, has not commented on the James probe.Letitia James Mortgage Fraud Probe Is Moving Ahead at DOJ (1)Two Black men, Alan Swanson and Willie Bennett, have received a combined $150,000 settlement from the city of Boston after being wrongly accused in a 1989 murder case that intensified racial tensions. The case involved the killing of Carol Stuart, a pregnant white woman, whose husband falsely claimed they had been abducted by a Black man. Swanson and Bennett were arrested and publicly identified as suspects, though they were never formally charged. The husband later took his own life after his story unraveled, and his brother admitted to helping hide the murder weapon.Bennett will receive $100,000, and Swanson will receive $50,000. In 2023, Boston Mayor Michelle Wu formally apologized to both men following renewed public attention from the HBO series Murder in Boston, which revisited the case and its racially charged aftermath. The episode remains a painful example of how institutional bias and racial profiling distorted justice and harmed innocent people.The settlement also reflects broader efforts by U.S. cities to confront historic injustices in the wake of national reckoning following the 2020 police killing of George Floyd.Black men wrongly linked to 1989 Boston murder get $150,000 settlement | ReutersThe Arizona Supreme Court has rejected a proposal that would have allowed individuals without full law licenses to represent or prosecute criminal defendants after completing a shortened training path. The plan, developed by the Administrative Office of the Courts, aimed to address attorney shortages in rural areas and ease the burden on public defender and prosecutor offices by offering a faster, more affordable route to limited criminal practice. Participants would have undergone two semesters of criminal law classes, a nine-month supervised practice period, and passed a specialized exam.However, the proposal faced strong opposition from prosecutors and public defenders, who warned it could lower public confidence in indigent defense, depress pay rates, and lead to constitutional challenges. Critics also argued the plan might reinforce negative perceptions about the quality of representation for low-income defendants.Arizona already allows non-lawyers to perform limited legal work in areas like family and landlord-tenant law, but this proposal would have been the first to extend that model into criminal defense. The state will continue exploring alternative licensing routes, such as the Lawyer Apprentice Program, which offers a path to licensure for law graduates who fail the bar exam by placing them in supervised legal work for two years.Arizona nixes fast-track lawyer licensing plan for criminal cases | Reuters This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.minimumcomp.com/subscribe

EchoVision is the first AI Smart glasses made by, with, and for the blind to provide audio description of the visual world, including: Scene description: all detailed of what things look like that a blind person would want to know and sighted people see People: height, width, color of skin, eyes, hair, facial expression, ethnicity, age, gender. Facial recognition: name + title based on taking a few perspective photos and adding custom name + title. Book reading mode: OCR text reading of printed text paper, mail, financial, medical, books. Flip pages and read. Live AI mode: Explore the world and it'll provide play-by-play audio description of what's in frame of camera. Transit: Using voice request to navigate or transit to any point of interest or address and get transit route schedule and preview, so one knows if they need to wait for next bus/train, walk to catch it, or run to make it in time, and build mental map of route. Remote visual interpreter: AIRA and Be My Eyes support. Feels like regular sun glasses: Front: square top, mostly straight and slightly curved on side lens, rounded at bottom and inside. Right side has 13MP wide-angle landscape camera. Left: LED indicator to let people know camera is active. 2x buttons on top edge of arms near lens: right for AI and left for camera and power. Speakers in arm that point towards ears USB-C port in back-right arm. Presenter Contact Info Bio: Kevin Chao has ben blind since 14 years old, has worked in digital accessibility as an evangelist and advocate for nearly two-decades at fortune 50 companies (Sendero Group, Georgia Institute of Technology,, JPMorgan Chase, US Bank, Google, Apple) making mobile apps and websites usable for people with disabilities, including blind people. Chao has been an early adopter, tech enthusiast, and beta tester of many blindness assistive technology, including wearable and glasses (owned or used: eSight, OrCam, Envision, Meta Ray-Bans, , Seleste)and have worked with many blindness companies to provide direct feedback. Chao is Chief Visionary and Evangelist at AGIGA.AI. Email: kevin.evangelist@agiga.ai Website: https://agiga.ai/

The Clark County Sheriff's Office arrested 22-year-old Elijah Evans for a Vancouver bank robbery at US Bank. Investigators credited a public tip and police teamwork for the swift arrest. Evans was booked for armed robbery and felony harassment after key evidence was recovered. https://www.clarkcountytoday.com/news/ccso-makes-arrest-in-monday-bank-robbery/ #Vancouver #CCSO #BankRobbery #ElijahEvans #LawEnforcement #Crime #ClarkCounty #VPD #PoliceWork #PublicTip #News

The Clark County Sheriff's Office is investigating a bank robbery reported Monday morning at the US Bank on NE 117th Avenue in Vancouver. Deputies said the suspect implied they had a gun and then fled the scene on a bicycle. Authorities ask anyone with information on the suspect's identity to contact CCSO Sgt. Adam Beck at adam.beck@clark.wa.gov. Information provided by the Clark County Sheriff's Office. https://www.clarkcountytoday.com/news/clark-county-sheriffs-office-investigates-bank-robbery/ #ClarkCounty #CCSO #BankRobbery #Vancouver #PublicSafety

In this podcast episode, we'll talk about how US Bank is bonvoying grandfathers and US Bank's plans to add transfer partners. We'll also talk about who the Citi Strata Elite card is good for.Giant Mailbag(01:40) - This listener has tips about their strategy when a flight becomes available for a lesser mileage price...Card News(05:50) - Citi now offers transfers to American Airlines from Strata Elite, Prestige & Strata Premier(07:23) - Now transfer from most Citi cards to most ThankYou partners (even from Custom Cash)(09:41) - Citi Strata card now available(12:16) - U.S. Bank Altitude Reserve: Major changes expected in December.Bonvoyed(18:21) - US Bank bonvoys grandfathers (Smartly card sends updates to those previously grandfathered into old 4% term)Awards, Points, and More(22:38) - Inn at Bay Harbor leaving Marriott(23:42) - JetBlue & TAP Air Portugal split up as of 9/30(24:50) - Greg earned Alaska EQMs for his flight to London(26:53) - Nick's JetBlue 25 for 25 update postRead more about Nick's JetBlue 25 for 25 journey so far here.(27:50) - Another JetBlue 25 for 25 updateMain Event: Citi Strata Elite: Good, Bad, and Ugly(30:00) - Branch Offer: 100K after $4K of spend in 3 monthsRead more about the Citi Strata Elite offer here.Or, read our Citi Strata Elite Q&A post here.(31:45) - Application rules, basics, and earning rate...(39:32) - Credits and benefits(47:31) - Mini experiment: Citi Travel Hotels vs. Hotels.com(48:45) - What happens to Citi Prestige customers?(49:58) - Do Citi Travel hotel bookings earn hotel points and elite credit?(53:33) - Quick Review: What do we think about the card's earning rate and perks?(57:47) - What do we think about the card's coupons?(1:01:37) - Does this card deserve a place in an all-ThankYou wallet?(1:09:41) - Does this card deserve a place in a mixed-earning wallet? (For example, would this be your 3X card?)Question of the Week(1:12:54) - Advice regarding authorized users. What do you do about authorized user cards showing up to Chase as contributing to your 5/24 status?Subscribe and FollowVisit https://frequentmiler.com/subscribe/ to get updated on in-depth points and miles content like this, and don't forget to like and follow us on social media.Music Credit – “Ocean Deep” by Annie Yoder

Kieran Witthuhn from Anchor on last week's US bank results – the good, the bad, and the boring. Michael Hewson of Graphene Economics on how multinationals can manage Trump tariffs and their potential impact on jobs and tax revenue. Sean Kelly of Parity Wealth Managers on why fund managers are cutting equity exposure and where the money's moving.

The CPG Guys are joined in this episode by Michael Lacorazza, CMO of U.S. Bank, the fifth-largest commercial bank in the United States & Mike Barrett, Co-Founder & Chief Strategy Officer at Supergood, a full-service advertising agency that combines human ingenuity and judgment with AIpower and insights.This episode was recorded at the 2025 Cannes Lions International Festival of Creativity.Follow Michael Lacorazza on LinkedIn at: https://www.linkedin.com/in/lacorazza/Follow U.S. Bank on LinkedIn at: https://www.linkedin.com/company/us-bank/Follow Mike Barrett on LinkedIn at: http://linkedin.com/in/michael-barrett123Follow Supergood on LinkedIn at: https://www.linkedin.com/company/gosupergood/Michael & Mike answer these questions:How do you both define a brand today, in a world where consumers expect both meaning and measurable value?How do you balance emotional storytelling with performance pressures in your respective industries?If you could launch a co-branded campaign between Supergood and U.S. Bank — what would it look like? Wait – we have one, and it's called ‘the power of US'- tell us all about it. Michael first, and then Mike – how did you help US Bank design this?What are the most significant shifts you're seeing in how consumers make purchase or financial decisions today — and how are you adapting?How does trust play a role in your brand narratives, and how do you actively earn and maintain it? What advice do you have for our large brand audience on this given AI and its role in creativity today?What can CPG learn from financial services about loyalty and long-term customer value which means so much for the financial sector?With increasing pressure to prove ROI, how do you both think about the role of brand marketing in a world dominated by short-term metrics? What are your go-to KPIs that go beyond impressions and clicks — metrics that tell you your brand is actually growing?What's one emerging trend you're watching closely — whether in consumer behavior, marketing tech, or creative culture?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comCPG Scoop Website: http://CPGscoop.comRhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/Subscribe to Chain Drug Review here: https://chaindrugreview.com/#/portal/signupSubscribe to Mass Market Retailers here:https://massmarketretailers.com/#/portal/signupDISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any e CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

We're back! We cut this show as the last segment of a Patreon Episode, and are releasing it here a little delayed for everyone to listen. 0:21 Main Topic: Airline Miles vs Bank Points 0:52 Set the stage: Why is this an important discussion. Every major bank has a bank point. Chase UR, Amex MR, Citi TYP, WF Rewards, BofA Rewards, US Bank…. Most of these can be cashed out for pennies (or fractions of) OR can be used in the bank run travel portal for more than a penny. Finally some of these can be transferred to airlines as airline miles. These have completely different booking methods and tools, along with a varied amount of value based on the flight or hotel booked. Maximizing value for these miles is a key to earning back the time and money we spend to earn the miles. Example: It almost never makes sense to cash out MR at .6 cents. (news story) 5:51 Bank Point bookings Benefits: Cancel and points can just come back Need to book a refundable fare, eating away the value Open to booking across all alliances and even airlines that have no native point or alliance. As long as it is in the portal you can book it. Sometimes phone agents can see even more. 1:1 pricing for most airline tickets. Airline bookings are elite benefit eligible and earn miles Hotel bookings are now allowing loyalty numbers to sometimes be added for elite benefits 13:09 Airline Miles Benefits: Massive flexibility for most domestic carrier programs. Cancel as close in as you'd like. Great for provisional flights Value is not pegged to the dollar cost of a flight, in some cases this results in fantastic values. Economy fares can be incredibly valuable uses of miles if you're interested in them for long haul flights. Newer tools make searching easier, but still a hurdle 19:44 Airline Mile Weaknesses Pricing is highly dynamic and the programs are each unique and have complex rules and booking channels. There need to be reasonably priced award seats or your miles can become worth less than a bank point. Orphaned miles have no benefit outside of the program they're in. Phantom space. Business class fares for more than 2 people become increasingly difficult to book. Some dates and destinations are effectively blocked out Large learning curve. 24:27 Bank point Weaknesses Limited upside potential, each program caps the value somewhere between 1.25 and 2 cents per point Hotel prices can be inflated, reducing the value earned by the points The ability to book anything depends on the bank point portal, which sometimes is less robust that a native airline/hotel portal or even an OTA like booking.com The card associated with the uplift needs to remain open for the points to have uplift. This is impractical for some, and costly if annual fees cannot be eradicated. 31:01 Airline Mile Uses that don't get enough Discussion KLM/AF have

Send us a textWhat an honor to have guest host Dr. Tanya Sue Maestas get the inside scoop on dental banking at Chicago Midwinter! Dr. Maestas sat down with Kirk Dewart of US Bank for a deep dive into what every dentist needs to know about their own practice finances.We'll cover everything you need to know, including:What to expect from getting a business loan for your dental practiceStart-up or purchasing a private practice?Can you get a business loan if you have student loans?✨Helpful Links: Ignite DDS Website: https://ignitedds.com/Kirk Dewart LinkedIn: https://www.linkedin.com/in/kirk-dewart/Dr. Maestas LinkedIn: https://www.linkedin.com/in/tsmaestasdds/ 

When it comes to the financial industry the word “NO” seems like their favorite response—many banks have VP's of No! To a promising borrower who gets denied due to a hard-set credit model, or a working parent who has a steady income but a short credit history, banks are likely to say no to both of their loan requests. One of the ways to resolve this is rebooting how FICO scores work—but good luck getting the big dog banks to learn a new system. Sanjiv Das, the co-founder and president of Pagaya, is rebooting all of it. They are not changing how FICO scores work, but the loan system as a whole. Pagaya is an AI-powered underwriting platform connecting lending partners, like VISA, Master Card, US Bank, Ally, and SoFI with a network of over 130 institutional investors. Founded in Israel and taken public on the NASDAQ, Pagaya has optimized AI to underwrite “second-look” loans—the kind traditional lenders might decline—by partnering with financial institutions that want to expand credit access without all of risk.The billion-dollar company has experienced massive growth, evaluated over $2.6T in loan applications and generated $32B in new credit across millions of consumers through point-of-sale, personal, and auto loans. That's a lot of data! With hundreds of data scientists, they continue to lead the industry, expanding their platform capabilities, that go beyond the old traditional FICA score systems—and they just launched a new $1 billion POS lending program.Sanjiv explains it all, from their underwriting engine designed to see people not just profiles to the immense power AI has on this industry and why this venture was worth leaving retirement for.

Free news: https://app.fomoed.io/news

Russia's war-time economy is slowing down, and the EU is negotiating a trade deal with the US to keep some tariffs in place. Plus, the Bank of England votes to hold interest rates steady, and a UN official describes violence at aid distribution sites in Gaza. Mentioned in this podcast:Russia on brink of recession, says economy ministerEU weighs UK-style trade deal with USBank of England warns of weakening jobs market as it holds ratesHow Gaza's food queues turned into kill zonesToday's FT News Briefing was produced by Fiona Symon, Josh Gabert-Doyon, and Ethan Plotkin. Additional help from Blake Maples, Michael Lello, David da Silva and Gavin Kallmann. Our acting co-head of audio is Topher Forhecz. Our intern is Michaela Seah. The show's theme song is by Metaphor Music. Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

As a property manager, have you ever worked with foreign investors? If not, what is stopping you? Is it because you don't know another language or because you don't know where to find foreign investors? What if there were a service that handled that piece for you? In this episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with the founder of HomeAbroad and Ziffy to talk about how property managers can connect with investors living outside of the United States.  You'll Learn [01:49] Building a Platform that Helps Foreign Investors Find Properties  [08:21] Helping Investors in the U.S. Find Investment Properties  [14:46] How HomeAbroad and Ziffy Can Benefit Property Managers  [25:23] Using Real Estate Investing and Property Management to Move to the U.S.  Quotables “No one wants to be a landlord… They're looking for a good way to maximize return on their investment or return on their cash.” “If you are a smart investor, if you are running this as a business, right, you got to have property management.” “You can't build a portfolio of a hundred properties by managing each property yourself.” “You grow together. It's a small industry, you know, we got to help each other and we grow as a business together.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript [00:00:00] Client finds the property through a platform. We do the mortgage financing, so we will introduce the property manager at the right time and say, "Hey, by the way, you can find the right property manager to help you manage this property, so, we'll kind of introduce you in the right point in that journey to make sure that you have a high conversion as well.  [00:00:20] All right, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we have spoken to thousands of property management business owners, coached, consulted, and cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profit, simplify operations, and build and replace teams. We are like Bar Rescue for property managers. We have rebranded over 300 businesses and we run the leading property management mastermind with more video testimonials and reviews than any other coach or consultant in the industry. [00:01:06] And if you are wanting help with any of that stuff, then reach out to us at DoorGrow. So we believe at DoorGrow that good property managers can change the world, and that property management is the ultimate high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. [00:01:28] We want to transform the industry, eliminate the bs, build awareness, change perception, expand the market, and help the best property management entrepreneurs win.  [00:01:38] Now let's get into the show. All right, so my guest today, I am hanging out with Amresh Singh, welcome to the DoorGrow Show.  [00:01:46] Thanks, Jason. Thanks for having me. Appreciate it.  [00:01:49] It's good to have you. So I would love to get into your background so people understand, like who are they listening to or viewing on this, and tell us a little bit about your journey into entrepreneurism and how you kind of got started and that will lead us into your business. [00:02:04] Awesome. So my background has been at the intersection of mortgages and technology. I used to work for a leading international bank before I started HomeAbroad. And originally I'm from India, so I moved to the US 10 years back, working for this big bank who moved me from India to the US to work closer to the headquarters over here. [00:02:25] I managed their international customer acquisition. And you know, in that journey, you know, I realized that two things that we have. Or I should say two really fascinating things about the US real estate market, which is, you know, 30 year fixed state mortgages, which we, in the US you know, we tend to ignore and we take it for granted. [00:02:45] It does not exist in most places around the world. It's a superpower, 30 year fixed state mortgages. Right? Yeah. Plus combine that with, you know, higher rental leads in the US market. You know, you're really looking at a true wealth building too. Right? So that realization coming from, you know, an international market into the US market, seeing the superpower of the, you know, how real estate in the US can really help you build generational wealth. You know, gave me the idea to start HomeAbroad, you know, which was a company that was focused on global investors investing in USD asset market, right? You know, and taking the advantages of, you know, some of these superpowers, I will speak later in your podcast. [00:03:24] Right? But that's how the journey started. And then, you know, as part of that journey, we realized, you know, some similar gaps exist in the domestic market as well that led to formation of Ziffy, which I'll talk about as well as we progress in the podcast. So that's kind of in nutshell, my know, my entrepreneur journey, my background, so.  [00:03:40] Very cool. I've noticed, you know, every now and then I get clients that they've got some special connection to an international market. You know, I've got a client from Israel and he's able to pull in Israeli investors and they're wanting to get into the US market, and he helps them handle all of that. [00:03:56] I had a client that same thing with China you know, and other different foreign countries, you know, and so that's a competitive advantage that each of these property management business owners have, but it's not one that every property manager can just create because they don't know a different language. [00:04:14] They don't have a network or connections overseas, and so that could be a challenge. But I see how that could be a competitive advantage for building up your own portfolio if you could access international investors. And I didn't really realize that, but I just grew up in this bubble of the US but 30 year fixed rate mortgages sounds so normal. You know? Yes. So, okay. So cool. So, so tell us a little bit about what you've got going on.  [00:04:40] Yeah, so, you know, as I mentioned, you know, we operate two brands. HomeAbroad is where we started, right? And that's a shop, that's a PropTech and FinTech shop that's focused on helping global investors invest in the US real estate market. [00:04:52] Right? If you think about, you know, real estate, right? It's kind of, you know, wealth building tool or is a mode of, you know, building generational wealth around the world. People invest in real estate for stability, right? For, you know, that that ease of mind, okay my investment is going to grow, right? [00:05:08] But you know, in most places around the world when you're investing in real estate, you're not doing that with leverage. You know, you are buying that in cash and you are, you know, mode for return on that investment is really banking on the capital appreciation on that property, right? What changes in the US market is because of 30 year fixed rate mortgages, there's no payment shock. [00:05:28] The rate is fixed for the term of the loan. That's 30 years. Since it's amortized for a 30 year period, your monthly payments are lower, right? Rental liens are higher. So what ends up happening in the US market is rent covers mortgage in majority of the scenario. [00:05:44] Yeah. It cash flows day one. Absolutely right. And that is something. So think about it, right? So you are generating cash flow from day one with leverage. I'll repeat that with leverage, right? So 20-25% of your money is able to help you buy a hundred percent of the property with cash flow or passive income from day one. [00:06:05] It just does not happen in most places around the world. Now imagine this: you explain this to someone who has no idea about the US state market, right? And then you tell them, Hey, not only you know the value prop, but as a company HomeAbroad, we are going to give you mortgage financing with no US state history. [00:06:25] Right. And we are going to underwrite you not based on your personal income or assets from your home country. We are going to look at the property's income, right? And we're going to underwrite based on that, right? Suddenly someone who has no affiliation with the US, you know, market or financial market is able to invest or buy US real estate for the obvious benefits I mentioned, right? [00:06:49] Cash flow with leverage, but also you're putting your money in the largest economy in the world. USD is still the reserve currency, right? So you're shielding yourself from currency risk that's might exist in your home country, right? And suddenly when you explain this to a global investor, it's an aha moment for them, right? [00:07:04] Because this is something that does not exist in their home market. You know, they want to, you know, kind of diversify their assets and dip into what US has to offer this kind of opening American dream to the world. Yeah. Without them having to live or work in the US. You can live and work in your home country and dip into what America or American dream has to offer, you know, while you sit in your home country. Right. And that's kind of what was a game changing phenomena for us. Great traction, great, you know, reserves. But what we saw, Jason, you know, these people were coming in and we're like, okay, great. I want to invest in USA asset market. But I don't know where to invest. [00:07:40] Right. I don't know the US market, I don't know which city to invest in. Right. And my team, you know, we found ourselves going onto Zillow doing investment analysis and coming back to them and saying, "okay, this is a good place to invest." And then we said, "okay, wait a minute. Let's just build a tech platform, and that's what led the evolution of Ziffy, which is kind of, you know, Zillow for investment properties, ziffy.ai, where you know, as an investor you can kind of just say, okay, this is my investment objective. [00:08:05] I want to generate X dollar cash flow every month. I want to generate Y percent in rental. I want to find all the rent properties. And the algorithm mines everything that is listed on MLS right now from an investment perspective gives you detailed investment analysis and helps you take the data driven recommendation. [00:08:21] And then we realized only 8% of Americans own investment properties. If it's such a good thing that global investors want to put their money in the USA market, why Americans are not building generational wealth by investing in real estate. Right? Because people don't want to be a landlord, right? [00:08:37] Right. But once you put this data in front of them, suddenly the perspective changes. And that's what we are right now. We are launching ziffy.ai where it's going to be the Zillow for investment properties to really help more Americans buy and invest in US real estate.  [00:08:50] Okay, great. And what's that tool called? [00:08:52] It's Ziffy, Z-I-F-F-Y, dot A-I.  [00:08:56] ziffy.ai. Okay. And you mentioned the big other z name Zillow, you're like, you're trying to take their lunch, I guess. Right? We'll see how...  [00:09:06] not really. Thing about it, zillow is focused on primary market, right? Yeah. It's a much bigger market. Right. And, you know, investment, of course, 16% of the transactions are investment properties. [00:09:17] Right. But having said that, it's a huge market and there's lot of, you know, scope for growth because a lot of Americans still, you know, what they don't know about is there are specialized loan products that exist, you know, that can underwrite based on the rental income of the property. [00:09:32] So if I have a mortgage, I have a car loan, I think, okay, there's no way I can buy investment property. No one's going to give me a loan. I'm going to walk in my local bank or my local branch, and they're going to say, "okay, Jason, you know, what's your current mortgage? What's your car loan? Oh, you don't qualify based on your debt to income ratio." [00:09:49] They don't know that this specialized loan product called DSCR loan, which is debt service coverage ratio loan, where I'm qualifying you for the mortgage based on the rental income of that property versus your personal income. Right. So suddenly now you can build portfolio of hundred of investment properties because each property qualifies based on its own merit. [00:10:11] You buy one investment property, right? Rent covers mortgage from day one generates you cash flow. You wait three, four years, you gain equity in the property, do a cash out refinance, take that money to put down payment on other property. That property is cash positive from day one and the cycle repeats. [00:10:27] So if you're a smart investor can really help that first investment property, help you build a portfolio of investment property over 10 to 15 year period and build that generational wealth for you and your family. And people just don't know about it. And that's what we're trying to democratize.  [00:10:41] All right. [00:10:41] I love the idea. You know, we've leveraged a DSCR loan and it's nice because you don't have to give them all your personal info. You know, it doesn't matter how much debt you already have leveraged with properties you already have. So the rates are a little bit higher. [00:10:55] Right. But if you're able to cash flow it effectively, then I guess it doesn't matter.  [00:11:01] It doesn't matter. But also, I'll tell you, Jason, it's not that much higher either. No. If you think about an investment property loan from Freddie Mac or Fannie Mae conventional loans the rates are going to be higher than what you're going to pay for a 30 year fix it mortgage for a primary home. [00:11:14] Right. If you compare an investment property loan from an, from the jcs versus a DSCR loan, the rate difference you're talking about is 0.25%, or, you know, like, so it's not, it's very competitive.  [00:11:28] So. A lot of the people listening run property management companies. They've got a pool of investors. [00:11:33] These are their clients. How do they leverage  [00:11:37] HomeAbroad or Ziffy? That's a great question. Right? So we are also opening a marketplace for property managers, right? Because think about these foreign clients that are coming over to us, right? Think about domestic clients, right? A lot of these clients, you know, no one wants to be a landlord, as I mentioned earlier, right? [00:11:52] They're looking for a good way to maximize return on their investment or return on their cash. Right. And they don't want to take the day-to-day hassle of being a landlord. Right. Right. That's where property management comes in. Right. And if you are a smart investor, if you are running this as a business, right, you got to have property management. That's what we tell our clients. You can't build a portfolio of a hundred properties by managing each property yourself. You got to get property management in, right? Yeah. And what we are doing is we are trying to, you know, open up a marketplace where, you know, foreign investors, of course, they have no idea about whom to work at in the US so they can connect to property managers in the US through a platform. [00:12:31] Right. But in addition. If you're a property manager and if you have clients who are looking for next investment and so forth, you can white label our Ziffy platform for your clients. Right, okay. To give them as your own tool. And if they come back to us, you know, for a mortgage, we give you a referral fee. [00:12:50] You know X, we give up to 40 to 50 basis point on the loan amount as their referral fee. So that could be not only you're servicing your clients, you're giving them tools to help them find their next investment, which by the way, you will end up managing as well. But you're also increasing your value prop by helping your client find the next investment and adding additional revenue stream to your overall portfolio, right? [00:13:12] So it's a win-win situation for everyone.  [00:13:15] So becomes absolutely profit center. Okay, so. And they can white label Ziffy. What about is the Ziffy and HomeAbroad databases, are these linked? Like, are these properties, because you know, I think a lot of property managers listening are like, "how can I get access to these foreign investors because I don't have that capability?" [00:13:32] They're linked. It's just the branding, right? Because for foreign investors, you know, we go with the brand name HomeAbroad, okay? And for domestic, of course, you know, HomeAbroad will not resonate with the US based customers, right? So that's where Ziffy comes in. And we are kind of actually actively going through a rebranding exercise where HomeAbroad will become powered by ziffy.ai. [00:13:52] You know, so at the end of the day, Ziffy is the overall umbrella brand, right? Ziffy.ai is our AI powered investment property search platform and HomeAbroad is the portion of Ziffy that's focused exclusively on foreign investors. But if you're part of our network, you get access to both clients, you get access to foreign investors, you get access to local investors. [00:14:13] Okay, perfect. So it sounds like property managers, if they're listed in this marketplace, it sounds like 1. You might be feeding them some free business from. Absolutely. HomeAbroad brand. Yep. They wouldn't be able to access otherwise. And they're able to support boots on the ground helping with the property locally. [00:14:32] Yep.  [00:14:33] And then they can also leverage Ziffy and do a white label thing for their existing clients and help get them and facilitate getting them into more property.  [00:14:41] Absolutely. Yep.  [00:14:42] Awesome. Okay, cool. Yeah that's very cool. So how does a property manager get into this marketplace?  [00:14:49] What are your qualifications? [00:14:51] So we of course, want to make sure that our clients are taken care of, you know, so we do initial vetting, just to understand, you know, you have the I would say capabilities and infrastructure to help service our clients. So everyone has a good positive experience, right? And then once we kind of have that initial meeting to vet you out, you will become part of our network. [00:15:10] We'll sign a good partnership agreement. You'll be part of the network and then, you know, you'll be listed prominently. If the customer is looking in that particular area, you know, you'll be listed prominently within that ecosystem. Now, good news is we are vertically integrated shop, right? [00:15:24] So client finds the property through a platform. We do the mortgage financing, right? And you know, we know exactly when the customer, you know, is closing that transaction, right? So we will introduce the property manager at the right time. There's no point introducing a property manager right when they're starting their journey to find an investment property, right? [00:15:42] But as soon as they close on that transaction, we'll introduce the property manager. We will expose our, you know, marketplace to them and say, "Hey, by the way, you can find the right property manager to help you manage this property from our vacant property management, based in say, Phoenix, Arizona, or say, you know, Dallas, Texas, like wherever the client is, you know, closing that transaction. [00:16:03] Right. So, we'll kind of introduce you in the right you know, point in that journey to make sure that, you know, you have a high conversion as well.  [00:16:11] So how do you, at Ziffy and HomeAbroad, how do you determine which markets you want to be in and focus on?  [00:16:21] So the cool thing, Jason, you know, like as the customer decides for us, right? [00:16:24] We are operating in 43 states, right out of 50 states in the US right now, right there are of course hot markets, right? But you know, we let our algorithm, because now, it's data, right? We know the data. We know what's the expected rent, which is our for algorithm to calculate the expected rent across every plus property listed on the MLS right now for sale. What's your monthly mortgage payment is going to be? We are the mortgage shop. So we know what the monthly mortgage payment is going to be. Yeah. Rent minus mortgage is your cashflow. Right? So you can basically punch in those numbers and you say, okay, I want to generate $500 in cashflow every month. [00:16:59] Show me properties in entire us. Show me properties in Midwest us. Show me properties in California. Show me properties in Texas. Right? Whatever is your appetite, right? But you can kind of, you know, find that right investment property with right investment objective, you know, and I would say market agnostic. [00:17:16] Right? Yeah. Find that property and then say, okay, yeah, this makes sense, this doesn't make sense. And what we are adding to our AI layer. You can ask AI question, show me population growth trend in this area in the last five years. Show me rent you know, growth in this area in the last five years. [00:17:30] Show me you know, is this a landlord friendly state? You know, like our AI will help you basically California, evaluate that property.  [00:17:36] So basically, California's out. Florida and Texas are in, or?  [00:17:40] Yep. Yep. And that's what we see. That's what we see. You know, Florida and Texas are two hot markets. Yeah. [00:17:45] Midwest is really picking up, you know, because the property prices are lower, taxes are lower, rents are higher, right? So Midwest US is the new hot market from a rental standpoint Okay. Is what we are seeing a lot of fixed and player opportunities as well. But Florida and Texas continue to be two hot states, you know, from a rental property standpoint. [00:18:03] Got it. Okay. Now, these people that are, you know that they're global investors. They're around, you know, around the world. They're watching the news, they're seeing all this stuff that's going on in the us. I don't know what their perception is, but when they're watching all this, I'm sure that factors into their decision making in which states they want to be in. [00:18:23] Absolutely a hundred percent.  [00:18:25] So they're like, it does, I don't want to be in California. They look like they're crazy there and they're watching the news and they're seeing these, you know, sanctuary cities with homeless people everywhere. And then they're like looking at like areas where it's more conservative and there's like more freedom and more options. [00:18:41] Then they're like, maybe, maybe there. So perception, I would imagine affects where they're choosing to invest as well.  [00:18:49] Yeah, it totally does. Right? And what we tell our clients, you know, you got to think of real estate as a long-term investment game, right? For example, you know, the rhetoric around current administration, right? [00:19:00] From global investor standpoint, you know, like, do I really want to put my money in the US at this point? You know, what happens if like X happens? Y happens, right? And what we tell our investor, right? The basics why US, you know, is a good market for real estate investment has not changed, will not change, right? [00:19:15] It's going to be still remain a good market for US estate investment. The question is, where do you invest, right? And what are your objectives, right? You want to invest in a landlord friendly state, right? You want to invest in, in states with, you know, job growth, population growth, right? And you want to invest in state you know, in a market where you're getting good ROI on your cash investor, right? [00:19:36] And that's a function of, you know, appreciation and function of cash flow, right? That you're generating. Right. So until you have those data points figured out, right, you know, in long term it's going to be a viable investment. Right. And you're going to make money, right? Is what we tell our investors, right? [00:19:51] And when we explain them from that perspective, from that lens, you know, I have not seen someone that has said, okay, USDS investment is off my list. Right? Is something that just still motivates and drives them.  [00:20:04] Very cool. All right. I like it. And the best property managers, they're DoorGrow clients, like we help them figure out how to actually do a good job. [00:20:10] Most property managers suck in most markets. This is... absolutely, yeah. The admission of property managers, they're like, I get a room of property managers. I'm like, how many of you believe all your competitors suck or most of them do? And everyone's hands go up. And everybody that comes to me and says, "Hey, I'm thinking of starting a property management business." [00:20:27] I say, cool. And they tell me their story. It's they have investment properties and they tried property managers and most of them were terrible and they decided to finally start a good company. And so there's this issue. So yeah, maybe we should get all the DoorGrow clients getting into your marketplace. [00:20:43] So  [00:20:43] A hundred percent, you know. Let's talk about that a hundred percent.  [00:20:46] Alright, cool. Have you heard a Blanket, have you heard of these guys? Not really. So I think I should connect you to Lior over at Blanket. They've got a really cool platform as well, and I think there's some synergy. [00:20:59] They're basically like a retention platform. Okay. For property managers. They were one of our sponsors at DoorGrow live. And they've created a platform that allows their clients to see all of... they're basically a white label portal for all their clients to have their portfolios. And it allows them to keep the properties in their portfolio by helping them find and access other owners when that owner wants to sell. [00:21:25] Awesome. Okay. I think there'd be some awesome synergy between these two tools. Yeah. And I'm always making connections. You guys don't see this, those that are watching the podcast behind the scenes, I'm always trying to connect different vendors to each other when I see some synergy. So, but I think that might be a cool connection. [00:21:40] So, because I think what you're doing would work really nicely with that and it'd be a really cool synergistic thing. So we'll just get HomeAbroad, Ziffy, Blanket, DoorGrow, and then some other vendors, we'll just start stacking, we'll create Voltron. Yep. This ultimate, you know, superpower to help.  [00:21:57] This very exciting. [00:21:58] Hey you grow together. You know, that's how I've always believed. You know, you grow together. It's a small industry, you know, we got to help each other and we grow as a business together.  [00:22:06] Yeah, absolutely. So, well, I like what you're doing. What's the easiest way for a property manager to reach out? [00:22:14] Which of the websites should they go to? How do they start getting vetted so they can get into this marketplace? And is this like a free thing because they're providing value or do they pay to become part of the marketplace or how does that work?  [00:22:27] It's a free thing, right? They will be listed on a platform for free. [00:22:31] So it's a two way street, as I mentioned here, right? So we are going to pay a referral fee to our property manager partners, when they refer clients over to us, we're going to give them free tools to help facilitate that process and vice versa. You know, we'll collect a referral fee if our existing client signs up with them as well. [00:22:47] You know, it's a revenue stream for us too.  [00:22:48] So if let's say I have one of those clients that has, a bunch of connections in a particular country like Israel or China or something like this, would there be an advantage to them to leveraging HomeAbroad to facilitate that rather than having to figure out all this work themselves? [00:23:05] Absolutely. Absolutely. Because we are, as I said, you know, we are one stop shop, right? So say for example, you have an Israeli client that is just thinking about investing in US real estate, right? So what we do, we start. From setting up the LLC, right? If you are US based, you know, setting up an LLC, receiving an EIN is pretty easy, straightforward process, right? [00:23:23] If you're a foreign national who has doesn't have an SSN or an IT number, just getting an EIN number from a IRS, you know, you're talking about faxing, you're talking about mailing, you're talking about six months, six to eight weeks to get, you know, your number in mail. Now, you know, we kind of have developed that expertise in this segment so we can get an EIN and with an analysis set for a foreign national not living in the US within a week. Right. Wow. We can help them open a US bank account while they're in their home country. Right. Of course, you know, we'll need the US Bank account as part of the mortgage process, but also they will need a US bank account to manage their property, right. [00:23:58] When they invest in the US market, right? We can, of course, financing for Foreign National, which is our bread and butter, right? So we help them with 75% LTV or 75% leverage to purchase an investment property in the US. So they only need to put 25% down payment on that investment property, as I mentioned, we don't look for any US history. [00:24:18] We don't look for trade lines or create history from their home country as well. It's a pretty straightforward process for foreign nationals. You know, all we are looking for is, you know, they have enough assets to close, which is 25% down payment plus closing costs. Right? And if the appraisal comes in right where we want it to be, right. [00:24:36] So whether they meet the ratio or the DSCR ratio where rent covers mortgage, right? Even if it does not, we have a sub ratio DSCR program for them. So one way or the other. You know, we'll be able to do the loan just based on the property's income versus considering their personal income or assets in their home country. [00:24:52] Right? So we covered them right from helping setting up an LLC you know, opening US bank account mortgage financing, connecting them with a local realtor, which is not just any realtor, but a realtor with CIPS, which is certified International Property Specialty Designation by now. Right. So they have gone through specialized training to work with foreign national, global investors, right? [00:25:13] And then property management connections, you know, through a marketplace, right? So we are kind of one stop shop for everything that foreign national would need to do to invest in the US real estate.  [00:25:23] Interesting. So here's another random idea that comes up. And I don't know if this even relates, maybe this is just completely out of left field, but occasionally I get clients that they've come from a foreign country to the US. [00:25:36] And in order to, you know, to immigrate and to become integrated in the US, they have to start a business. And so they will buy a franchise sometimes, which usually in this industry, buying a property major franchise, I'm pretty outspoken about that. I think it's generally a bad idea. I get a lot of franchisees coming to me that have struggled like, you know, a gal that came, bought into a franchise, she's already invested $100k into this and the franchise gave her poor strategy and she only has one unit under management and she's $100k in and over half a year in invested into this. And she's like, you know, concerned and freaking out. I've got another client, he's immigrated from the uk. [00:26:16] He's built a property management business. They both built their business in Florida, by the way. Nice. So the land of freedom and humidity. So is there some sort of advantage for some of these people that are overseas also? They're like, "you know what? I like the idea of investing in, you know, the US but I want to be in the US." [00:26:37] Is there a way that they could build a business leveraging this and could that be something that is facilitated as well?  [00:26:45] Yeah, that's a great question, Jason. You know, and something like a lot of, you know, foreign clients ask us, right? So I'll give you a two part answer to this question, right? [00:26:52] One, if you are part of E3D countries, right? So US has a E3D, you know, with I think UK, Japan you know, Australia, Canada, and the few other countries on that list, right? Yeah. So if you're part of one of these countries where the, where you have a E3D you know, with the US you get a visa called E2 Visa. [00:27:12] E2 Visa, where, you know, where you can start a business in the us, get that visa to come manage the business. And a lot of our clients in from these countries would start up LLC to manage two to three properties. Show that okay, they're managing a real estate business. Right. To kind of get that E2 visa, right? [00:27:29] And so it's a great way for them to not only build you know, a profitable business in the US right? And kind of benefit from the US estate investment, but then also, you know, try get a residency visa, you know, based on this business. Property management kind of falls under the same aspect as well. [00:27:46] Okay? Then other countries which are not part of the E3D, where you have something called an EV5 Visa, which is you know, which were one of the key differences is that you have to show that you generate 10 employments and invested at least around a million dollars in the US to generate those employments. [00:28:03] Now that is where, you know, it becomes a little bit trickier, right? Because you know, you have to show that you brought that money in, you putting that money in real estate qualifies. Right. But the the important aspect is creation of 10 jobs. You have to show that you've created 10 jobs through that investment, you know, for that purposes. [00:28:21] If you buy, you know, like 10 properties or buy a multifamily unit and you know, you have a property management around it that employs 10 people to take care of it, technically it qualifies. Right. You can also you know, buy a hotel, you know, buy 2 commercial property that employs, you know, 10 people to kind of, you know, to qualify on the, that, that visa rule. [00:28:44] Right? But again, you know, you're talking about a million dollar investment. You know, from your end, you know, which is not, you know, applicable for everyone, right? Yeah. So there are a couple of ways, right? But for E2 Visa, you know, it becomes really easy, right? Because that job requirement criteria is not there. [00:28:59] You have to show that it's a functional business. It's an active business, which could be a real estate business, right? And it becomes, the qualification becomes a little bit easier on from that perspective.  [00:29:09] Got it. Okay. Interesting. If you run into these people, we should totally be homies and... [00:29:15] absolutely. [00:29:15] If you run these people one of the things we're really brilliant at DoorGrow is helping people avoid all the mistakes they make when they get their business started. We help them clean. We're like bar rescue for property managers, as I said in the intro. And for startups, we're ideal. [00:29:29] We help them avoid all the pitfalls of the franchises. We help them come up with their own brand, their own website. We help them build out their hiring process. We help them make sure they get good people, like we help optimize the business and get the right systems and installed. And so we really are like the ultimate franchise alternative. [00:29:46] And I've just gotten tired of seeing the franchises hurting people. And so my mission. Is to get people to sign up with DoorGrow instead of going to these franchises and set ourselves up as a franchise alternative because we can help them get going with a lot less cash involved and a lot more help. [00:30:05] And and then we can help them give them real strategies for growing their portfolios. And it sounds like this might be a really nice addition to any of my client's strategies for growth is to leverage HomeAbroad because they would love to have people that are hands off. Yeah. In another country trusting you to just take care of stuff that, that's a easy, no-brainer type of client they would love to have. [00:30:25] Yeah, absolutely. Jason, and we should talk after this podcast. We'll talk, you know, this. I think there's a lot of synergies.  [00:30:31] Okay. Very cool. So, well, what else should property managers or investors listen to the show know about HomeAbroad or Ziffy that we haven't covered? Or what questions do people tend to ask that they're concerned about? [00:30:45] Yeah, I think, you know, one of the things, you know, that we also advise our clients, right? You know, it's not about, you know, property management eating into my cash flow, right? Because that's something that we see, you know, people concerned about, or people you know, like want to kind of, you know, want to do it by themselves because they want to make sure they maximize their cash flow, right? [00:31:05] But what we tell our clients, you know, at the end of the day, you got to think of it as a business, right? And what's your net return and how do you value your time? Right. What's the hourly rate that you assign to yourself, right? And what would else you'd be doing if you're not managing five properties on your own? [00:31:21] Right? That's an opportunity cost, right? So think about this more from an opportunity cost standpoint versus, you know, okay, it's eating into my cashflow because that opportunity cost can help you buy five more properties, right? That can, you know, overall amplify your return on your cash invested versus nickel and diming, you know, the money that you're trying to save, right? [00:31:42] And you know, when we kind of, you know, talk to them about your, their ROI return cash, we want them to kind of consider this as an expense that goes into it. Because at the end of the day, even though we are not the property management providers, right, we partner with your clients, so to speak, Jason, right? [00:31:58] We are trying to do what's in best interest of that client in order to build that real estate investment portfolio. Right. So that's something that, you know, just want to reiterate to you, to the listeners of your podcast. Right. Why partner with us? You know, because that's something that we inherently, you know, advise our clients, you know, and we position property management as one of the pillars, they need to really succeed to build a successful real estate investment portfolio. [00:32:22] So you kind of insulate, because I know there's some property managers listening and they're like, man, some of these foreign investors are such cheapos. They're like so cheap and they complain about everything and they're really difficult. You kind of insulate them from that. Yep. With your organization and you know, and property management really, yeah. It is a no brainer. I mean, there's a lot of properties that a lot of these investors on their own probably wouldn't even accurately raise rent. And so if they didn't raise rent over the last two to three years, for example, they're probably 10% below market rate anyway. And so if the property manager just kept rent where it actually is in the marketplace, the property management basically is free. [00:33:01] Yeah, it pays for itself. Hundred percent. It's a no brainer. And so, yeah, I think the biggest mistake investors can make period, if you're an investor listening to the show, is to not use a property manager, a good one. Because there are bad ones. But if you can find a good one, that is the biggest game changer because it takes all the work off your plate and you make just as much money. [00:33:22] Absolutely. And another thing for your listeners, Jason, right. You'd be surprised how few people know about the specialized loan products for DSCA investor, right? So if your client is with you managing one property and is thinking in my head, oh, I already have a mortgage in my primary, I have another investment property here. [00:33:38] No way in the world I can buy another investment property. It's an education gap. It's a knowledge gap, right? Yeah. So they can help educate and that's where like and HomeAbroad comes in. because we will educate them on your behalf. You know, you retain the relationship, you retain your brand, right? We'll white label it, but like not only show them properties that will give them their next cashflow investment. [00:33:58] But also educating them, okay, for this loan to qualify, I don't need to see your debt to income ratio. I'm going to qualify based on that property's income. And you know, the only upfront cost is an appraisal cost, right? But us being the mortgage shop, you know, vetting that, okay, this property gives you cash flow, or from a conservative standpoint, it's good for you at the end of the day because you know, you won't invest if the property is not cashflow policy from day one, right? [00:34:24] So something that people don't know, you know, and there's a gap there.  [00:34:27] Yeah, we've had some lenders on talking about DSCR loans in the past, and yeah, a lot of people just aren't aware of it as an option. Yeah. So property managers, if they can have a partner like yourself to, you know, educate them on these alternate sources of funding and methods of getting cash to invest in real estate. [00:34:46] Yeah, it's going to open up the door. Not only that, but I like the idea of those because it kind of creates this veil of protection. So it's not an asset in your name if there ever is a liability with the rental property. Absolutely. They don't even know who the owner is. It's an entity and there's kind of a shield there of protection. [00:35:05] And so there's some additional advantages to going that route as well.  [00:35:09] So, absolutely. And like majority of our clients request the title in an LLC. What's the reason that you just mentioned you always need to have that, you know, protection around you in a litigation rich country, so. [00:35:21] Got it. Cool.  [00:35:22] Well, hey, I think this is a really awesome idea Amresh. It's great to have you on the DoorGrow Show. Any parting words or how can people get in touch and how can they find out more?  [00:35:32] Sure. You know, so if you're a property management company, you can get them in touch with us at partner@homeabroadinc.com or partner@ziffy.ai. [00:35:42] You know, my personal email address is amresh.singh@homeabroadinc.com. You can shoot me an email as well. Website is HomeAbroadinc.com for HomeAbroad and Ziffy.ai for our Ziffy brand. Okay.  [00:35:56] Awesome. Alright, thanks so much for coming to the show. So those of you listening, if you've ever felt stuck or stagnant, you want to take your property management business to the next level, reach out to us at doorgrow.com. [00:36:07] Also, be sure to join our free community just for property management business owners at doorgrowclub.com. We reject 60 to 70% of the people that apply to join that group. And if you found this even a little bit helpful, don't forget to subscribe. Leave us a review. We'd really appreciate it. Until next time, remember, the slowest path to growth is to do it all alone, so let's grow together. [00:36:30] Bye everyone.

In this episode of Supply Chain Now, hosts Scott Luton and Tandreia Bellamy welcome Bobby Holland of U.S. Bank and Dr. Jason Miller of Michigan State University for a data-packed discussion on what's really happening in the U.S. freight market—and what it signals for supply chain professionals moving into Q2 and beyond.They explore the Q1 2025 U.S. Bank Freight Payment Index, revealing surprising drops in shipment volume, regional disparities, and the ongoing impact of unpredictable weather. Jason and Bobby break down trends in key sectors like manufacturing, retail, and automotive, while Tandreia shares how shifts in freight data should inform cross-functional planning across finance, logistics, and operations.From capacity crunch risks and rising costs to resilient regions and unexpected market drivers, this discussion offers actionable insights for anyone navigating today's freight economy. The panel also looks ahead at what to watch in Q2—from new tariffs and raw material price spikes to changing consumer demand and the importance of regional signals.Jump into the conversation:(00:00) Intro(00:52) What the Freight Payment Index reveals(03:09) Meet the guests: Bobby Holland and Dr. Jason Miller(07:17) National freight trends and shipment volume drops(12:56) Weather, retail slowdowns, and sector variability(13:34) Q1 2025 regional breakdown begins(18:03) West region: port activity, wildfires, and aerospace recovery(21:29) Southwest region: historic shipment decline and high costs(25:46) Midwest region: housing, auto, and weather impact(29:02) Northeast region: retail growth and import uptick(32:47) Southeast region: flat manufacturing and tourism concerns(36:08) What to watch in Q2: Fed data, tariffs, and vehicle sales(40:21) Holiday toy season predictions and trade timing(43:13) How to access the Freight Payment Index and connect with guestsAdditional Links & Resources:Download the full Q1 2025 U.S. Bank Freight Payment Index: https://freight.usbank.comConnect with Bobby Holland: https://www.linkedin.com/in/bobby-holland-4a9355/Connect with Dr. Jason Miller: https://www.linkedin.com/in/jason-miller-32110325/ Connect with Tandreia Bellamy: https://www.linkedin.com/in/tandreia-bellamy-56b49959/Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkThis episode was hosted by Scott Luton and Tandreia Bellamy and produced by Amanda Luton For additional information, please visit our dedicated show page at: https://supplychainnow.com

Why is it often easier to pay for a cup of coffee than it is to pay for a ride on transit? In this episode, Nick Perloff-Giles sits down with Ben Lebedin from US Bank & Elavon to discuss the opportunities presented by open-loop payments, the benefits of the service to both consumers and transit agencies, and the treasure trove of data that it presents.

As financial institutions navigate an increasingly complex digital landscape, they face the dual challenge of driving innovation while maintaining the security and reliability that customers expect. Dominic Venturo, Senior Vice President and Chief Digital Officer at U.S. Bank, has been at the forefront of US Bank's digital transformation, helping his organization develop resilient systems that not only respond to change but anticipate it. As part of the Executive Leadership Series, sponsored by Naehas and recorded live at the Financial Brand Forum, our conversation explores how modern resilience in banking has evolved beyond disaster recovery to become a dynamic capability that enables personalization, real-time engagement, and proactive risk management. This episode of Banking Transformed is sponsored by Naehas Naehas provides financial institutions with a centralized platform to efficiently manage product creation, pricing strategies, compliance, and disclosures. By automating complex processes and integrating advanced governance tools, Naehas significantly reduces operational risk and accelerates execution. Trusted by 6 of the 10 largest U.S. banks, our solution supports top-tier institutions in delivering precise, compliant offers with speed and accuracy. ⁠https://www.naehas.com/?utm_source=financialbrand&utm_medium=referral&utm_campaign=Banking_Transformed_podcast

Bridging financial services and healthcare can lead to powerful advancements, streamlining processes, and improving patient experiences.  In this episode, Misty Grambow, Healthcare Business Development Consulting at U.S. Bank, and Tom Priedeman, Head of US Bank's Middle Market Healthcare Team, discuss how U.S. Bank is driving change at the intersection of finance and healthcare. They highlight the role of capital in advancing healthcare and the importance of payment capabilities, particularly in revenue cycle management. They address challenges in managing non-patient payments and explore how AI and other technologies are shaping patient care, financial systems, and cybersecurity. Finally, they emphasize the need for seamless payment solutions, including automation and patient-centric approaches like mobile payments and transparent billing. Tune in to learn how US Bank is committed to supporting the healthcare industry through finance and innovative payment solutions!  Resources: Connect with and follow Misty Grambow on LinkedIn. Follow and connect with Tom Priedeman on LinkedIn. Learn more about U.S. Bank on their LinkedIn and website.

What does it take to make a 150-year-old bank feel like a startup?In this episode of Branded, host Ben Kaplan talks with Shruti Patel, Executive Vice President and Chief Product Officer for Business Banking at US Bank, about reinventing customer experience in one of the most regulated industries on the planet.From AI-powered tools to embedded financial products, Shruti shares how US Bank is transforming the way it serves small businesses—while still staying grounded in trust, compliance, and community. It's a conversation about balancing innovation with responsibility, and how big banks can stay nimble in a FinTech-first world.

Here's what to expect on the podcast:Sharissa's journey from tech leadership to coaching.Understanding and identifying burnout.How introverts can thrive in leadership without changing who they are.Balancing work and self-care.Practical tips for introverts to lead with confidence and authenticity.And much more! About Sharissa:Sharissa Sebastian Deppen is the CEO of Leadership Mastery Alliance; a company specializing in supporting introverted servant leaders who are women in corporate leadership. She's a leadership and executive coach with an MBA, MSc in Technology Leadership, and her PCC Certification from the International Coaching Federation (ICF), as well as a Myers Briggs Certified Practitioner. She has 15+ years of corporate leadership experience, in addition to coaching several Fortune 100 leaders and executives.She's also a TEDx speaker and TEDx speaker coach, an award-winning international keynote speaker, a writer for Forbes and the Huffington Post, a member of Forbes Coaches Council, a Professor at Southeastern University, and an advisory board member at the University of South Florida.Her many years of experience include helping leaders draw on their God-given strengths and abilities, see their value, and be able to bring out the best in themselves and others, all while having fun, being fulfilled and not burning out! She's able to masterfully help them navigate their blind spots while thriving in their zone of genius to take their career and leadership to a level that has a significant impact on themselves, their teams and their organization.Her clients include leaders and executives at companies such as LinkedIn, Facebook, Google, Amazon, Twitter, Microsoft, Harpo Studios, Bank of America, CNN, The United Nations, Intuit, SalesForce, BP, Fedex, Comcast, Deloitte, Accenture, Keurig Dr. Pepper, Victoria's Secret, Warner Brothers Studios, US Bank, Coinbase, Ameriprise Financial, Nestle, Virgin, Mars, Slack, Space Force, among others. Connect with Sharissa Sebastian Deppen!Website: https://www.leadershipmasteryalliance.com/Email: info@leadershipmasteryalliance.comLinkedIn: https://www.linkedin.com/in/sharissasebastian/----- If you're struggling, consider therapy with our sponsor, BetterHelp.Visit https://betterhelp.com/candicesnyder for a 10% discount on your first month of therapy.*This is a paid promotionIf you are in the United States and in crisis or any other person may be in danger -Suicide & Crisis Lifeline Dial 988----- Connect with Candice Snyder!Website: https://www.podpage.com/passion-purpose-and-possibilities-1/Facebook: https://www.facebook.com/candicebsnyder?_rdrPassion, Purpose, and Possibilities Community Group: https://www.facebook.com/groups/passionpurposeandpossibilitiescommunity/Instagram: https://www.instagram.com/passionpurposepossibilities/LinkedIn: https://www.linkedin.com/in/candicesnyder/Shop For A Cause With Gifts That Give Back to Nonprofits: https://thekindnesscause.com/Fall In Love With Artists And Experience Joy And Calm: https://www.youtube.com/@movenartrelaxation

A daily update on what's happening in the Rocket Pool community on Discord, Twitter, Reddit, and the DAO forum. #RocketPool #rpl #Ethereum #eth #crypto #cryptocurrency #staking #news Podcast RSS: https://anchor.fm/s/cd29a3d8/podcast/rss Anchor.fm: https://anchor.fm/rocket-fuel Spotify: https://open.spotify.com/show/0Mvta9d2MsKq2u62w8RSoo Apple Podcasts: https://podcasts.apple.com/us/podcast/rocket-fuel/id1655014529 0:00 - Welcome Rocket Pool news 0:38 - rETH pitch deck https://discord.com/channels/1109303903767507016/1109303904547655724/1353638351747420162 4:09 - Halo's Reddit post and discussion https://discord.com/channels/405159462932971535/405163713063288832/1353930634686631977 15:18 - Sentiment polls on GMC splits https://dao.rocketpool.net/t/increasing-gmc-share-of-inflation-vote/3560 17:03 - Cyfrin course completions https://updraft.cyfrin.io/courses/rocket-pool-reth-integration https://www.cyfrin.io/certifications/solidity-certification 18:11 - Some thoughts on Fusaka timing https://x.com/potuz_eth/status/1904138832997437531 21:07 - World Lib stable coin https://x.com/worldlibertyfi/status/1904516935124988075 https://x.com/vivekventures/status/1904580633839497392 22:11 - US Bank stable coin https://x.com/custodiabank/status/1904494567207891193 https://x.com/newtypetrades/status/1904547895728050467 https://x.com/vivekventures/status/1904580977453642004

In 2023, the U.S. market for transferable clean energy tax credits was just getting started. One year later, that market has tripled in size, with credits diversifying beyond wind and solar into nuclear, manufacturing, and other technologies. "The statistics on just how much it grew over that period are really impressive — indicating the transparency, efficiency, liquidity, and growing nature of the market," explains Alfred Johnson, CEO of Crux, which operates a debt and tax credit platform for clean energy. When new rules allowed clean energy tax credits to be sold for cash, it suddenly opened up a dynamic new market. Now, instead of only large banks with a tax appetite being able to finance projects, any corporate buyer with tax liability can participate — and they're rushing in. In this episode, recorded during a live Frontier Forum, Latitude Media's Maeve Allsup moderates a conversation with Crux's Alfred Johnson, Stephanie Deterding, Crux's managing director of markets and transactions, and Timmi Kloster, senior vice president of tax credit syndications at US Bank Corp. The panelists discuss six key findings from Crux's recent market report: the market grew and diversified; pricing improved; smaller credits saw the greatest price improvements; hybrid transactions enabled tax equity market growth; tax insurance became more prominent; and forward commitments grew significantly. "What surprised me the most is just how quickly investors entered the market and were willing to transact," explains Timmi Kloster of US Bank. "We saw three times the amount of new investors enter the space through transferability that we would have seen in a typical, pre-IRA traditional tax equity partnership market." Despite post-election policy uncertainty, the market remains robust. "In the weeks following the November election, bidding activity was the highest we have seen yet," says Johnson, noting that 90% of projects benefiting from the credits are in Republican districts. This is a partner episode, brought to you by Crux. It was recorded live as part of Latitude Media's Frontier Forum series. Watch the full video to hear more details about the booming tax credit market. Or read the Crux report.

Get an easy $200 from Melio for making your first payment! (Affiliate link. Terms below) https://affiliates.meliopayments.com/travelonpointsteam Episode Description This week we learned that Hyatt has changed their terms to give another property an exemption from honoring elite benefits. With their exclusion list growing longer and longer is this a move in the wrong direction? Is Hyatt's growth coming at the cost of a consistent loyalty program?   In other news American Express released increased offers for two of the Marriott cards where you can get a welcome offer up to 185K. We also discuss: US Bank's way too generous 4% cashback card, Air India's poopy flight, popping champagne on an airplane, Wyndham and Discover debit rewards cards, 20K Amex pay over time offers and a hotel ice machine hack.   Episode Guide 0:00 Popping champagne on an airplane 0:51 Air India's poopy flight 2:40 Southwest gets even worse than last week 5:33 Hyatt's Globalist benefits are declining 7:16 Hyatt's growth is pressuring elite benefits 9:10 Up to 185K increased Marriott Bonvoy card offers 11:09 US Bank's insane 4% back card - Too good to be true? 13:01 Melio $200 offer - Easy spend and profit 14:17 Wyndham launches new debit rewards card 15:59 Discover's cashback debit card may be a better option 16:43 Amex 20K Pay Over Time offers return 17:47 Cool S - Hotel ice machine hack Links Popping champagne - https://x.com/InternetH0F/status/1901438364546740605 Air India - https://x.com/sjlazars/status/1899074610689384771?s=46 Hyatt elite issues - https://viewfromthewing.com/hyatt-hotels-are-ignoring-elite-perks-and-no-one-is-stopping-them/ US Bank Smartly - https://milestomemories.com/u-s-bank-rethinking-the-smartly-visa-credit-card/ Wyndham debit - https://travel-on-points.com/wyndham-debit-card/ 20K Pay Over Time - https://milestomemories.com/pay-over-time-offers-an-easy-20k-in-points/ Hotel ice hack - https://www.youtube.com/shorts/BrX-scnvl-o Enjoying the podcast? Please consider leaving us a positive review on your favorite podcast platform! You can also connect with us anytime at podcast@milestomemories.com.  You can subscribe on Apple Podcasts, Google Play, Spotify, TuneIn, Pocket Casts, or via RSS. Don't see your favorite podcast platform? Please let us know!

About Misty Grambow:Misty Grambow is a results-driven sales executive with over 26 years at U.S. Bank/Elavon, Inc., specializing in healthcare, higher education, and nonprofit sectors. As VP of Healthcare and Nonprofit, she leads strategic initiatives to drive growth, develop key partnerships, and optimize payment solutions. With deep expertise in lead generation, prospect engagement, and sales negotiations, Misty has a proven track record of expanding client relationships and delivering impactful solutions. A graduate of the University of Wisconsin-Milwaukee, she excels in fostering business success through innovation and collaboration.About Tom Priedeman:Tom Priedeman is a seasoned financial executive with over a decade at U.S. Bank, specializing in healthcare corporate banking and capital markets. As Division Manager of Middle Market Healthcare, he leads a team providing corporate finance advisory, capital solutions, and working capital optimization for healthcare firms under $1 billion in revenue. Previously, he held senior roles at J.P. Morgan. With an MBA from Duke University and a background in accounting, Tom excels in strategic financial solutions and client growth.Things You'll Learn:Financial services are playing a crucial role in driving change in healthcare, particularly by addressing payment challenges and streamlining revenue cycle management. US Bank's commitment to providing capital and innovative payment solutions is making a tangible difference for healthcare providers.AI holds immense potential for improving the efficiency and patient experience in healthcare, but it also brings significant cybersecurity implications that must be carefully managed.Integrating payment solutions into the healthcare journey is essential for improving patient financial satisfaction and increasing revenue streams for healthcare providers. Healthcare systems should prioritize user-friendly payment options, transparent billing practices, and proactive communication with patients about their financial responsibilities.Healthcare organizations need comprehensive solutions that address patient and non-patient payment challenges and can be customized to their specific culture and needs.Resources:Connect with and follow Misty Grambow on LinkedIn.Follow and connect with Tom Priedeman on LinkedIn.Learn more about U.S. Bank on their LinkedIn and website.

This week's guest is Bobby Holland,  Vice President and Director, Freight Business Analytics, at US Bank.  US Bank has been around since 1863 and is currently the 5th largest bank in the United States.  They also process over $40B in freight payments each year.   In our conversation, Bobby explains his unexpected entry into the trucking industry and the incredible reliance everyone has on it.  He also discusses how US Bank's Freight Payment Index provides data-driven insights into freight trends at the national and regional levels and utilizes a "same-source sales" type algorithm to ensure data accuracy.  The conversation also touches on challenges and importance of data integration, quality, and governance.  Finally, Bobby discusses future plans for the index, including incorporating more transportation modes and using AI for predictive analytics.

Bankadelic is devoting two episodes to a crucial topic for 2025: where small businesses sit (and fit) in a challenging economic landscape. The U.S. Bank Small Business Perspective survey sheds light on the forces and concerns that matter — as reported by the business leaders themselves. In Port One we discuss the findings and what they reveal with Shruti Patel, U.S. Bank, Executive Vice President, Chief Product Officer for Business Banking.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Ashley M. Fox. Ashley M. Fox is the Founder & Chief Executive Officer of Empify, a leading fintech company dedicated to democratizing financial education. Fox is a former Wall Street analyst, a Howard University graduate, and an expert in her field as a Financial Education Specialist. Building upon her career managing portfolios for high-net-worth individuals, Fox founded Empify to empower the 99% that Wall Street overlooks with the tools to build generational wealth including investing courses, estate planning, retirement planning, and more. Fox has earned numerous accolades including her recognition as one of Black Enterprise’s 2024 40 Under 40 awardees. She was also named as a Black Woman Trailblazer for her groundbreaking work in financial education at the 2024 Hallmark Mahogany Honors. A frequent keynote speaker at international events, her story and expertise have been featured on prominent media outlets, including Jim Cramer’s “The Street,” Yahoo Finance, CNBC, Inc. Magazine, Afrotech, Business Insider, Fox News, ABC, Huffington Post, Glamour Magazine, and Forbes. Company Description *Empify, named by merging the words EMPower and modIFY, revolutionizes how users learn to build wealth. The company’s membership-based WealthBuilders Community app, widely referenced as the “Netflix of Finance,” simplifies financial concepts through its life-alternating programs and digital content designed to remove fear around investing. Since inception, Empify has equipped millions of individuals with the tools to build wealth and has enabled tens of thousands of adults and children to become first-time investors. Its educational programs have been implemented in hundreds of schools, prison systems, and organizations across the United States and over 20 countries including the School District of Philadelphia, the University of Pennsylvania’s Wharton School of Business, US Bank, Essence, and Google. Underscoring its impact, Empify was ranked in the top 50 companies in the Financial Services category for Inc. Magazine’s 5000 Fast-Growing Companies list, securing an overall ranking of #652 in August 2024. #STRAW #BEST #SHMSSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Ashley M. Fox. Ashley M. Fox is the Founder & Chief Executive Officer of Empify, a leading fintech company dedicated to democratizing financial education. Fox is a former Wall Street analyst, a Howard University graduate, and an expert in her field as a Financial Education Specialist. Building upon her career managing portfolios for high-net-worth individuals, Fox founded Empify to empower the 99% that Wall Street overlooks with the tools to build generational wealth including investing courses, estate planning, retirement planning, and more. Fox has earned numerous accolades including her recognition as one of Black Enterprise’s 2024 40 Under 40 awardees. She was also named as a Black Woman Trailblazer for her groundbreaking work in financial education at the 2024 Hallmark Mahogany Honors. A frequent keynote speaker at international events, her story and expertise have been featured on prominent media outlets, including Jim Cramer’s “The Street,” Yahoo Finance, CNBC, Inc. Magazine, Afrotech, Business Insider, Fox News, ABC, Huffington Post, Glamour Magazine, and Forbes. Company Description *Empify, named by merging the words EMPower and modIFY, revolutionizes how users learn to build wealth. The company’s membership-based WealthBuilders Community app, widely referenced as the “Netflix of Finance,” simplifies financial concepts through its life-alternating programs and digital content designed to remove fear around investing. Since inception, Empify has equipped millions of individuals with the tools to build wealth and has enabled tens of thousands of adults and children to become first-time investors. Its educational programs have been implemented in hundreds of schools, prison systems, and organizations across the United States and over 20 countries including the School District of Philadelphia, the University of Pennsylvania’s Wharton School of Business, US Bank, Essence, and Google. Underscoring its impact, Empify was ranked in the top 50 companies in the Financial Services category for Inc. Magazine’s 5000 Fast-Growing Companies list, securing an overall ranking of #652 in August 2024. #STRAW #BEST #SHMSSee omnystudio.com/listener for privacy information.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Ashley M. Fox. Ashley M. Fox is the Founder & Chief Executive Officer of Empify, a leading fintech company dedicated to democratizing financial education. Fox is a former Wall Street analyst, a Howard University graduate, and an expert in her field as a Financial Education Specialist. Building upon her career managing portfolios for high-net-worth individuals, Fox founded Empify to empower the 99% that Wall Street overlooks with the tools to build generational wealth including investing courses, estate planning, retirement planning, and more. Fox has earned numerous accolades including her recognition as one of Black Enterprise’s 2024 40 Under 40 awardees. She was also named as a Black Woman Trailblazer for her groundbreaking work in financial education at the 2024 Hallmark Mahogany Honors. A frequent keynote speaker at international events, her story and expertise have been featured on prominent media outlets, including Jim Cramer’s “The Street,” Yahoo Finance, CNBC, Inc. Magazine, Afrotech, Business Insider, Fox News, ABC, Huffington Post, Glamour Magazine, and Forbes. Company Description *Empify, named by merging the words EMPower and modIFY, revolutionizes how users learn to build wealth. The company’s membership-based WealthBuilders Community app, widely referenced as the “Netflix of Finance,” simplifies financial concepts through its life-alternating programs and digital content designed to remove fear around investing. Since inception, Empify has equipped millions of individuals with the tools to build wealth and has enabled tens of thousands of adults and children to become first-time investors. Its educational programs have been implemented in hundreds of schools, prison systems, and organizations across the United States and over 20 countries including the School District of Philadelphia, the University of Pennsylvania’s Wharton School of Business, US Bank, Essence, and Google. Underscoring its impact, Empify was ranked in the top 50 companies in the Financial Services category for Inc. Magazine’s 5000 Fast-Growing Companies list, securing an overall ranking of #652 in August 2024. #STRAW #BEST #SHMSSee omnystudio.com/listener for privacy information.

Us Bank's Smartly Visa Signature card has no annual fee but also no welcome bonus. Even so, because of a benefit from their savings account which can increase earnings on the card, it's worth a discussion on today's Card Talk episode. (00:21) - What are the basics of the U.S. Bank Smartly™ Visa Signature® Card Learn more about this card here. (01:06) - You can increase earning with a U.S. Bank Smartly Savings account and have certain amounts deposited w/ US Bank... (02:53) - You'll need a Smartly Savings Account (04:13) - But you can point your money toward Self Directed Investing (08:03) - Be careful how you redeem rewards (10:08) - How does the US Bank Smartly Card compare to Bank of America's Platinum Honors?

Joe attends his first Vikings game at US Bank stadium, $765 million dollars for Juan Soto, and Souch came up with the golden at-bat!! Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Joe attends his first Vikings game at US Bank stadium, $765 million dollars for Juan Soto, and Souch came up with the golden at-bat!! Learn more about your ad choices. Visit podcastchoices.com/adchoices