Podcasts about vistage

https://youtu.be/Hbw3xtIiJRQ Jay Larson, Executive Coach, Facilitator, Sales Leader, and Founder of Lights On Coaching & Consulting, is driven by a mission to Turn on the Lights for Others by helping individuals unlock their potential through coaching, leadership development, and transformative experiences. By combining executive coaching, experiential learning, and decades of leadership expertise, Jay empowers leaders to build trust, embrace vulnerability, and create lasting personal and professional growth. In this conversation, Jay introduces The How to Gain Trust Framework—Be Present, Be Curious, Be Vulnerable, and Judge Not. He explains why authentic coaching begins with deep presence and genuine curiosity, how vulnerability creates psychological safety for meaningful conversations, and why withholding judgment helps leaders build trust and accountability. Jay also shares how challenging experiences, executive peer groups, and coaching conversations help leaders overcome isolation, gain confidence, and achieve breakthrough moments that transform both their businesses and their lives. — Turn on the Lights for Others with Jay Larson  Good day, listeners. The Management Blueprint podcast is here, and my guest today is Jay Larson, an experienced executive coach, facilitator, and sales leader with over 20 years of impact across industries. Jay has guided more than 400 individuals through transformative coaching, backed by 40 years of expertise in assessments, success profiles, and competency frameworks. He helped launch and leads a thriving nonprofit that’s touched over 500 lives through experiential learning and outdoor recovery programs. Welcome to the show, Jay.  Oh, thank you, Steve. Thanks for having me.  Well, you have a fascinating background and have helped a lot of people, which is obviously the biggest thing. So what would you say is your personal “Why” that you are manifesting through your practice?  Well, I think my personal “Why” is really turning the lights on for others. That solidified for me probably five or ten years ago. As I realized, through the work I was doing with Korn Ferry, the work with clients, and the work with the people who reported to me, it was never really about the money. I did like winning—winning sales and things like that. That’s always nice. But it was really more about the impact we were making. Were we making an impact? That sort of thing. So I realized pretty quickly, through my coaching training, that my “Why” was about turning the lights on, having those “aha” moments, personal growth, and seeing that happen with others and myself. That’s fascinating. So when you work with experiential learning and outdoor recovery programs, tell me a little bit about those. How do those help?  So I help lead. I’m the president of the board. A friend of mine and I got together probably 10 or 12 years ago. He had built a little nonprofit called Wild Hearts Adventures, and the basic idea was that his son was in recovery. Any time they went to the mountains or did anything outdoors—climbing, canoeing, fishing, anything like that—his son would come alive. They would connect on a different level than they normally would during that obviously trying time for a parent-child relationship, with all kinds of tough love, easy love, and all that kind of stuff.  So he noticed that connection. He wanted to take it bigger. We talked. I’d done a ton of outdoor stuff in my past, and my kids had recently grown up and were leaving home and things like that. So I had time to focus on that. We take people on all kinds of different outdoor excursions, and it really is about connection through adventure. That's what we're trying to drive—that connection. Helping people know they're cared about. Helping them know they can be their authentic selves without judgment. And that they can do really hard things.Share on X  That’s interesting. I have a friend who was also on this podcast some time ago, and he also does a lot of mountaineering, but he does it with CEOs. He goes one-on-one with a CEO, and they climb for two or three days. Obviously, there’s lots of conversation going on. What is the driver of the impact in these environments? What makes people come closer together?  Yeah, it’s interesting. What makes them come together is that sense of adventure, that sense of the unknown, and their willingness to challenge themselves. We’re very open up front with folks who join that this is going to be difficult. Most of them have never camped overnight. We’re taking them to the Rocky Mountains and getting to the top of some very, very high places.  You wouldn’t believe it once you walk to the base of those mountains and look at them. You’re like, “There’s no way we’re going to the top of that.” So that fear and all of that… I find the impact on them—the reason they come—is their willingness to be challenged. The impact is not only the connection of the team, which is important because a lot of folks, certainly in recovery and otherwise, can feel quite lonely. What they’ve done is their fault. They have to recover from it. They have to do some heavy lifting and white-knuckling. This is more about the team helping.  We're all going to carry each other's stuff as we go up. We're going to hear from each other and talk with one another while we're up there.Share on X Then seeing them at the top of the mountain, when they reach 14,000-plus feet and they’ve put in the work to get there, they realize—to a person—that they can do very hard things. Their recovery, the next step in their career—whoever we’ve taken up there—it’s always, “If I can do this, then I’m pretty sure I can face that.” Great metaphor.  Yeah. It is a great metaphor. I wonder what empowers them to actually accomplish it, because climbing a 15,000-foot mountain without being fit is no easy feat. Especially if they’re not used to having to be resilient. What empowers them to actually do it? How do they not give up? Is it the peer pressure? What is it?  Yeah, no, we’ve had people that go up and turn back. We do have it. We leave it up to them. We’re not going to force anybody to go up there. We’re not back there shouting at them or anything like that. Now, we do a lot of encouraging. They’ll say, “I’m too tired. I can’t keep going. There’s no way.” It’s like, “Listen, let’s just take a rest, then one more foot in front of the other. You can do this. I’ve done this.  I was in worse shape when I did my first one than you are now. You can do this. Come on. Just keep going. Just keep going.” So lots of encouragement, lots of coaching along the way. Very, very few people do these fourteeners. A lot of people do them, but relative to the population, very few do. So they look at this as a very, very daunting thing. What I know, having done it numerous times now, is that it’s all about how fast you want to get to the top.  It’s not whether you can get to the top. You can get there, barring an injury. It’s just that you might have to take more breaks. You might have to rest more often. You might have to go slower. You might have to swallow your pride. A lot of things like that. But if you’re willing, we’ll get you there. Yeah. It’s interesting. When my grandfather was probably 79 years old, just one year before he passed away, we somehow convinced him to climb a little mountain. I mean, it’s not a big one, but maybe 1,000 feet. Okay. He was walking with a stick, and it was very steep. He made it up there, and then there was a beautiful inner lake that became visible.  He was so happy that he did it, and he was so grateful that we kind of twisted his arm a little bit to make this trip. It completely recharged him. He was an accomplished person. He was 80. He wasn’t in great shape. He’d had a couple of heart attacks beforehand, and it was a big emotional moment for him.  Yeah. There’s a sense of accomplishment. There’s something you prove to yourself when you do that. I remember reading The Comfort Crisis. I don’t totally remember the author’s name, but it’s called The Comfort Crisis. We’re not doing hard things as often. We have a lot of the hard things done for us. It used to be that you had to build your own house, or grow your own food, or lift heavy things on the farm over certain distances, or they didn’t get moved.  Now everything’s prepared in the store. We lift the heaviness of a 12-ounce can or a grocery bag. Those are the heavy things we lift. When we set our minds to doing something very, very difficult that we don’t think we can do, we grow something in ourselves. I know it’s not just psychological or emotional. There’s a physical nature to it as well.  The mental and physical parts, the way you grow your brain and change your brain when you’re doing those things. It’s not all just, “Yay, I proved it to myself.” You come down from the mountain a different person than you were when you went up. Slightly, and sometimes massively.  Yeah. I remember when I ran my first marathon, I felt a little bit like that. A wall came down, and I felt more invincible in some ways.  Yeah. Like, “There’s nothing I can’t do.” I had a particular gentleman who went on one of the first trips we did. He had been in the gangs. He was actually an enforcer for one of the gangs. So a pretty tough dude. He’d done a lot of things. He’d lost his children, lost his marriage, all kinds of things. He’d been in prison. He’d had a tough run and made a lot of bad choices, to be honest. He went on this thinking, “I’ll do what I can. What I want to do.” That sort of thing.  He had a pretty good attitude. But at the same time, when you get up on summit day and it’s 2:00 or 3:00 in the morning, and we’re waking him up and getting him going, people aren’t always in the greatest moods. People are excited, but at the same time it’s dark, I didn’t sleep well, and I was nervous. So he’s on the trek up. He’s struggling. He’s stumbling. He’s not sure he can do it. That sort of thing. But he’s a pretty quiet guy.  He wasn’t complaining or anything. When we got to the top, he just sat there for a while. We all did. We just sat looking at the view because it’s an amazing view from 14,000 feet. We were all just standing there, and he looked over at me. I looked over at him. He had this grin on his face, and he goes, “Man, if I can do this, I’m going to get my kids back. I’m going to get my kids back. I can do it. This was the hardest thing I’ve ever done, but now I know I can do that.” You’re just sitting there, surreal in that moment, knowing that not only has this person’s life changed, your life has been changed by this person. Perhaps, generationally, things have changed for the family. And they have since then, the family’s back together, and as far as I know, things are going great.  He’s been promoted a couple of times at work and things like that. So that’s what I mean by turning the lights on. When you have those moments where there’s this realization inside a person of what they’re capable of or what they’ve accomplished. That’s a peak kind of situation for them. A peak experience. Yeah. Lovely to be a part of it. So you just reminded me of an experience when I felt that way. It was actually when I launched my Vistage group back at the end of 2013. We had just moved here a year earlier, and Vistage reached out. I said, “Okay, I’m going to do this. I don’t know anyone in town, but that’s a great way to build a network.” It was pretty grueling work, cold-calling for three months solid.  I am aware.  Yeah. I know. That’s what I’m telling you. Yes. That was this kind of experience for me. I thought, “Wow, okay. If I can do this, then maybe I’m not a lost cause here in America.”  Yeah. Yeah. It really transfers, right? Just like you were saying, these, whatever you want to call them, mountaintop experiences for people, these moments in your life when you realize that, “I am capable.” Now, there are valley moments that we have as well. I had a gal that got… We were within 35 minutes of the peak of Mount Yale, and there’s kind of a plateau on the top. She got there, and she had a panic attack—a full-out panic attack—and would not let go of my arm. Couldn’t lead the group up to the summit.  My daughter actually—whole other story there—my daughter stepped up and led the group. Had never done it before. Just stepped up and led the group. Huge, tons of courage. But I immediately just turned this gal around, and we started going down the mountain right away because that’s the only thing you can do when somebody’s panicking up that high.  Where else are you going to go? We took the slow way down the mountain. There’s a quick way down that mountain, but that doesn’t end well. The slow way was just a slog. She was being apologetic the whole way down. She was feeling bad about herself and everything. I think since we’ve talked, Steve, since then, I got an email from her from the summit of that mountain, where she went up with somebody else and went back and did it.  She sent that to me. She said, “I miss our group. I just had to tell you that I made it.” I made the summit of this particular mountain where she failed before. I can’t tell you the joy that gives me as a human, just to see that happen with somebody else. I just love it.  Yeah. She owed it to herself to go back and do it.  Yeah. Yeah.  And not give up.  She promised. She said, “I’m going to do this. One day I’m coming back, and I’m going to do this.” It took a couple of years—a few years, actually—but she did it. So that’s fantastic.  That’s great. That’s great.  Yeah.  Jay, I’d like to switch gears here because this podcast is about frameworks. So, what is a framework that helps you create more impact with your Vistage groups, with your executive coaching clients, and the people that you climb mountains with? Do you have a framework that you can describe?  Yeah, I think let’s talk about that a little bit. I’ll tell you some of the things that I do. Perhaps I don’t know that I would call what I do a framework. I reach out to many people. I coach a lot of people through different contracts, Vistage groups, as well as my own practice. The thing that I think matters the most is gaining trust initially. Just having a natural curiosity for what’s happening with them.  Not being afraid to, as we have even on this call, do some back and forth. Like, “Yeah, I’ve seen that in my life,” or, “I’ve faced that before too. So how do you think you’ll go about it?” And having those questions. Again, it’s not pre-planned. I don’t pre-plan a whole lot for coaching sessions. I review and things like that, but I really want to go in fresh and really listen. I don’t know, Steve. You tell me. You’re the framework guy, right? You tell me. What’s my framework?  Well, what I’m hearing is being present, being curious and vulnerable because when you’re sharing your own experiences, sometimes it is, I guess you probably do that as well, that you share sometimes when you failed at something, and how you learned from it, and how you recovered from it. I do that with clients, and that allows them to be more honest, more vulnerable themselves, and be able to process things better.  Yeah. Knowing they’re not alone. Yeah. They’re not alone. Knowing they’re not alone is huge. I think another really important piece of how I approach things, that may or may not work—I guess we’ll see—is it’s not my job to make them feel good. It’s my job to get to the honest, authentic issue, or blockage, or whatever that is.  Well, I guess part of a framework that I believe in, I guess there’s been a couple from my past that I’ve knit together that have probably shaped a lot of what I do. One is I worked initially for a company called ChartHouse Learning, and they had what was called the Fish Philosophy back in the day. It’s the gentlemen out at Seattle’s Pike Place Market that throw the fish to the clients, throw the fish, come back behind the counter, and catch the fish, and things like that.  They filmed them and how they were driving engagement with the clients and each other. And four tenets of that philosophy were: be there, or be present, like you were saying, so that’s had some impact. Play, which is have some fun with it. Compete, you know, in some ways. Make a game of some things, in some sense of the word. Be there, play, make their day, which is a focus on others versus yourself, so you're there to make their day.Share on X  And then choose your attitude was the fourth. That’s all copyrighted by ChartHouse Learning, whatever. It’s not mine. But you can choose whatever attitude you really want going into the day. So regardless of what is presented to you, your reaction is yours to choose. So that’s, I think, had a big impact on how I address things, as well as spending a lot of time in leadership development.  And so many times seeing development fall flat brings up another framework of just how we actually develop as people. And that is we have to be aware that there’s something we need to change. We need to own it. We need to be responsible. Take responsibility for that gap or that change. And then we need to be willing to act on it. Willing to do something about it. So many times in pre-planned leadership development sessions, and coursework, and things like that, we can miss the mark for that individual. They may be aware of a gap. I mean, Instagram will tell you what you should be these days, right? There’s plenty of, “I can see the gap between me and that person.” Yeah. “I can see the gap between my house and theirs,” whatever that might be.  But do you own it? Are you really aware that that’s an issue that I have? And are you going to take responsibility for it? Then do something about it? Commit and be accountable. That's where coaching really struck a chord for me. I had been in corporate, selling and doing business development for a long time.Share on X  That was always great, but you never got to do the work. You got to deliver the promise, but you never got to deliver the result. Yeah. Now with coaching, I’m able to do that with individuals and teams. Walk them through that. Be honest. Really dig in. Ask the hard questions about their responsibility for the situation, et cetera. So that’s the favorite part of my work.  Yeah. This is a piece that AI is not going to disrupt because AI cannot hold someone accountable, right? It’s just an individual. Yeah. A person who has emotions, who cares about you. They can hold you accountable because you don’t want to disappoint them. But AI cannot do this. AI cannot build trust. I guess it might be able to if it gives good answers all the time.  You start to trust it. But you never know because there’s no person behind it. Who do you trust? The software program? Yeah. That doesn’t work. Yeah. So trust, accountability, and emotions are pure undisruptables, elements of what we do.  And it ends up being the part that connects us, right?  Yeah.  I mean, ironically, we connect to the computer. We connect to the internet. But we never really connect with it. You could say, to some degree, you connect with other people through different apps and things like that. But there’s something about being in person. There’s something about having the back and forth and the consistency over time. It’s not that different on the mountain trips than it is in coaching. A little more comfortable. A little more comfortable.  Sitting in a chair.  Yeah.  But if it’s too comfortable, it’s probably not as effective.  Right. So maybe it won’t. Right. It’s a different kind of uncomfortable.  Yeah.  Right? Yeah. A different kind of uncomfortable. I guess if you’re saying framework, those are kind of some of the mantras, or the credo, whatever it is, that I live by. If it’s not authentic, I don’t really want to do it. From a coaching standpoint, I know you’ve coached some people in your career, and what you’ve done with Vistage and that. There’s some times when people are just kind of mailing it in.  I haven’t gotten the courage up yet to close a call based on that. Like, “Well, you’re just kind of mailing it in, so let’s connect next month.” But it makes you feel like that, right? Like, why am I here? Why am I doing this? If we’re not producing some kind of meaning, or purpose, or moving one of us forward, then what are we doing? Why are we doing it?  Yeah. I always wondered about this because I always wondered whether I should own this. There are people who are more vulnerable, who are more coachable, who are more open, who are more willing to let you see them. And there are people who are not. But they are there, so they need something that they came to get. So whose responsibility is it? If, for them, it’s harder to get there, then should it be on me as well to make it happen? And obviously you can’t guarantee it, but I’m always wondering about it. So when people were mailing it in, I was always wondering, “What could I have done differently so that they wouldn’t do that, or that they didn’t do it, or maybe they’d make some steps?”  Yeah. I feel the exact same thing. I know exactly what you’re talking about. Yeah. I was just talking to somebody earlier about this exact situation where we had a group of 8 to 10 leaders, and one of them just didn’t engage, hadn’t scheduled the meetings, and things like that. After a number of tries to get them engaged, it’s that classic, “You can lead a horse to water,” right? Yeah. They may be full of water already. They may be waterlogged. So I don’t want to judge them for that, right?  That’s the kind of thing where I can get upset. Just my natural reaction. I can get upset that they aren’t engaging, and I can get upset at myself that I can’t get them to engage. You can go there.  Yeah.  But really, at the end of the day, I can only do what I can do.  Yeah.  Then we have to get to the point where you have the fierce conversation where you’re saying, “It doesn’t feel like you’re engaging.” “Can you help me understand why that might be?” Yeah. Then leave it there and let them answer the question. “I don’t want to.” Right? Yeah. It’s like, “Okay, well, why are we scheduling these meetings?” “Let’s just save everybody some time and money.” Or, “I don’t know how to.” Okay. I can help you with that. Those sorts of things. Or, “I don’t know why I would need to.” We can help with that, too. But I can’t change, “I don’t want to.” I can’t change it directly.  Yeah, you can’t. You know what I also experienced sometimes? There were some members, especially who were maybe older, who just wanted to be heard. They just wanted an audience. Maybe they would not get that because spouses are often sick of hearing about business stuff and things that they don’t relate to.  That person just needed someone. Sometimes people are so starved for conversation that they don’t even care whether you’re really listening. They just want to trick themselves into believing that someone is at least listening. It’s the saddest version of it.  Yeah. Yeah. When you work with Vistage, we’ll see a lot of that. Where there’s the isolation of the leader at the top of whatever business it is. What I suggest to them is, “I’m going to try and create a safe space with trust.” “I’m not saying anything to anybody else about what you share.” “So say what needs to be said.” “Be yourself.” “Let down your guard.” “We’ll get there.” Right?  It’s not like they’re just going to walk into a room with me as a stranger, just because they decided, and they’re going to let down their guard. But session by session by session, they let down their guard. You end up talking about things that they can’t mention to anybody else at work because it would shake an employee’s confidence or something. Or how do you, as the CEO of an organization, say, “I don’t know what to do”?  Here’s the place. This is what we give you. That’s why I love it because, again, that’s kind of a lights-on moment, is what I would call it. It’s their ability to take that deep breath, lean back, and just be themselves and say, “I don’t know.” You don’t have to fake it all the time around everybody that’s depending on you. So that’s a real relief for a lot of folks.  Yeah. That’s huge, to be able to unburden yourself. It is true. When you are in a responsible position, sometimes you have to absorb all the uncertainty in the business or the potential risks. You can’t talk about it because then you are amplifying that risk. Then people start worrying, and that kind of paralyzes people.  Then the business is in an even worse position. What really shocked me when I became a Vistage Chair was how few CEOs these CEOs actually knew. It wasn’t just that they were isolated inside their company. Maybe they were isolated at home because their spouse didn’t want to hear it, or they didn’t want to burden their spouse because then it would come back to them eventually with the anxiety of the spouse as a further pressure.  So they might not want to share that. But they didn’t even know other CEOs because they were so busy working in their business, they had no time to go play golf and meet other people. The only time they could do that was in the Vistage group once a month. They could rationalize that this is business. They are working on the business. That gave them permission to take the day off and fraternize with other CEOs.  Yeah. That’s such an important thing. It’s such an important thing to know that you do have a group of people that will have your back, regardless of what you come with. We had a meeting in my group not too long ago where we had some breakthroughs. It was really special to see a group that didn’t know each other, didn’t even know each other existed three or four months prior, sharing about how time is short, possibly because of some health issues. How their business is so important because it’s their legacy.  It’s what they’ll leave behind when they move on. That’s really personal, deep, meaningful conversation. When you allow space for it, it can happen. Build it, and they will come, kind of a thing. I just think that’s so important because I think CEOs who see this may be sitting there bottling that up. They’re taking that stress and trying to hold it. There’s so much energy that it takes to do that, that they wonder why their business isn’t growing, or why they can’t get past a certain amount of revenue, employee count, client service, or breaking into certain levels.  They don’t realize that the more they’re holding that in, it’s almost like they’re holding that growth captive. They just don’t have the energy. They get burned out. That’s when bad decisions start happening. They get emotional, or they just are done. You know? Yeah. They do. I’ve talked to so many people that are just, “I’m just so done with this.”  Yeah. They become unhappy. Then the people around them become unhappy. Then unhappy people don’t do well in the business. They don’t grow the business. Then the CEO feels even worse and lashes out. Yeah. Yeah. That’s huge. When you have the CEOs, and each of them shares things and becomes very vulnerable, then it becomes a safe space.  That’s what creates the trust, right? They all have skin in the game because they all share stuff that they don’t want to get out of the group. Therefore, they can trust the other person to do the same thing.  Yeah. Trust is huge. When you think about it, like this might be odd, but I think when some people think about the holidays and being around family, some people get excited for that, and some people cringe at that, right? Because I think a lot of that is, yes, you’re family, and it’s almost a forced relationship sometimes. They don’t trust. They won’t share their authentic self with that other person in the family. What should be a holiday, and restful, restoring, energizing time, becomes more of a forced situation where it’s draining.  Then you start to distance yourself even more. I think the idea of just having that safe space where other perspectives are in the room is a huge thing as well. Helping people think differently than you. Surrounding yourself with those people. Because you can’t necessarily afford to bring them on just because they think differently. Having them in a group where they will give you a different perspective, and also hold your trust, and let’s face it, just give a damn about you, and how you’re doing, and connect, and want you to succeed, it’s huge. Having people in your corner like that. Yeah. It’s not always naturally there because of timing and other things, like you were mentioning.  And then one more thing. Before I came to Vistage, I had a mastermind group. Oh, yeah. When I was a business owner, which I organized. It worked initially well until it stopped working because I didn’t have the time to invest in it. To make sure everyone showed up. To make sure everyone brought topics, to discuss issues to the table. So it fizzled out.  I think what’s special about Vistage is that there is a person who is committed to making this happen and making it a high-quality experience. Yeah. That is actually priceless because without the person, the time that those CEOs are investing is wasted. Then it’s not even worth showing up for it, right?  Yeah, exactly.  That’s a unique thing. It actually doesn’t really get copied. I don’t see other organizations that can really provide the same quality of experience without that committed Chair, who is thinking about these members all the time, spends some time with them one-on-one, and then makes sure the meeting happens, people show up, and there’s good content in the meeting. It’s very valuable.  Yeah.  So anyhow, if someone would like to learn about Vistage or connect with you, where could they do that?  Yeah. I think LinkedIn is probably the best place for that. I have a LinkedIn page that touches on my Lights On Coaching and Consulting practice, named for exactly what we’ve been talking about. It covers my Vistage group and also the nonprofit, Wild Hearts Adventures. So if anybody is struck by that, go to my LinkedIn. Let’s connect on there, and we’ll just have some conversation. I just love having conversations with new people, with fresh perspectives, regardless of whether we connect and do work together or just even keep in contact.  It’s just lovely speaking with one another, similar to what we’re doing now. Sharing that philosophy. Sharing that why. It’s just encouraging to hear that from others. So I welcome anybody to reach out to my LinkedIn. I don’t know if we can put a link in here to that page or not, but certainly we can.  Yeah. We can directly link that. We’ll put your LinkedIn URL in the show notes. You can just Google Jay Larson Vistage Chair, and he’ll pop up, and you can connect with him. So Jay, thanks for coming and sharing some wonderful stories about people who climbed the mountain, and how it changed their lives. If you enjoyed this conversation, make sure you stay tuned because I have wonderful subject matter experts, CEOs, and business owners who come and share their stories. Wonderful. So thanks for coming, and thanks for listening. Yes. Thank you. Take care. Important Links: Jay's LinkedIn Jay's website

Alejandro Pérez bootstrapped Komet Sales, a cloud-based ERP and e-commerce platform for the floral industry, from his parents' house to a successful private equity exit, 18 years, 6 months, and 18 days later. No VC, no hype, no shortcuts. Just a guy who fell in love with an "unsexy industry" and built something real by creating value.In this episode, Alejandro and I go deep on what it takes to build a business the right way and walk away from it without losing yourself in the process. We talk about the six years he spent running an agency making no money, chasing money, before realizing money was the wrong goal. We get into the years bootstrapping Komet, the moment an acquirer told him his company was undervalued because he wasn't paying himself a real salary, and why he hired a banker for the sale when he didn't need to. We also talk about how he handed over his CEO title to an outside operator without feeling attached, why he put the majority of his exit into Bitcoin, and how two heart attacks reshaped his relationship with time and success.Alejandro has a pure abundance mindset. He's the most positive person I've ever met, and by the end of the conversation, you'll understand where that comes from.This is a conversation about building something quietly, selling it well, and staying unshaken no matter what happens. If you've ever wondered what a clean, grounded founder journey actually looks like, this one's for you._______(01:31) How he priced his classmates' papers at 14(06:29) At 21, he just wanted to build, not monetize(07:35) Six years of chasing money before the reframe(08:35) How Komet Sales almost got named after a cleanser(15:00) Starting Komet after his divorce, at his parents' house(19:48) How long it took to find product-market fit(22:14) The acquirer call that changed how he paid himself(25:07) The dream number he never expected to get(27:04) The Vistage moment that changed how he saw his company(31:36) Deciding to sell during a mushroom trip in the Amazon(35:14) Why he hired a banker instead of selling directly(38:00) 18 years, 6 months, 18 days to sell(38:58) The Sunday test for loving your job(39:46) Life-changing money, then straight into Bitcoin(42:11) Why an abundance mindset made him more money(46:06) A year traveling the world with his son(48:22) The Bitcoin inheritance platform he's building next(50:38) Building for fun vs building to make payroll(53:04) The CEO lab coat and letting go of identity(54:44) Two heart attacks, converted into rocket fuelShow notes:Find show notes of each episode on ProfitLed.fm. Connect with our host:Follow Melissa on LinkedIn where she shares stories & lessons from her founder journey weekly.Connect with Melissa at melissakwan.com and subscribe to  'your founder next door', Melissa's weekly newsletter on what it's like to build a company without an abundance of resources and friends in high places.Follow @themelissakwan on Instagram and YouTube where she shares short videos of business advice and other truth-bomb sound bites.This podcast was brought to you by eWebinar:Find out how you can turn pre-recorded videos into interactive experiences with chat so you can run your demos, onboarding calls, and training sessions on autopilot, 24/7, without being there. Hop into a demo at eWebinar.com, no salesperson required.

In this week's episode, I answer worldbuilding questions about my setting of Andomhaim, and discuss the future of THE GHOSTS series. This coupon code will get you 25% off the ebooks in The Ghosts series at my Payhip store: JULYGHOSTS The coupon code is valid through August 10, 2026. So if you need a new ebook this summer, we've got you covered! TRANSCRIPT 00:00:00 Introduction and Writing Updates Hello, everyone. Welcome to Episode 313 of The Pulp Writer Show. My name is Jonathan Moeller. Today is July the 24th, 2026 and today we're answering world-building questions about Andomhaim, which is the setting of my Frostborn, Sevenfold Sword, Dragontiarna, Dragonskull, Shield War, and Blades of Ruin series. We also have one bonus world-building question about the Caina series. Before we get into all that, we will have Coupon of the Week and a progress update on my current writing, publishing, and audiobook projects. Let's start with Coupon of the Week. This week's coupon code will get you 25% off the ebooks in The Ghosts series at my Payhip store. That code is JULYGHOSTS. As always, the coupon code and the link to my Payhip store will be available in the show notes for this episode. This coupon code will be valid through August the 10th, 2026, so if you need a new ebook for this summer, we have got you covered. Now let's have an update on my current writing, publishing, and audiobook projects. I'm pleased to report I am done with the rough draft of Cloak of Frost. It was just slightly over 100,000 words. Now I am writing a bonus short story called Metal Soldiers, and [newsletter] subscribers will get a free ebook copy of Metal Soldiers when Cloak of Frost comes out, which if all goes well, should be sometime in August. So I think this is an excellent time, therefore, to subscribe to my new release newsletter. My secondary project is Blade of Visions, and I am 11,000 words into that. There's also a good deal of news about audiobooks. Dragon-Mage, as narrated by Leanne Woodward, is finished and is rolling out to the various stores right now. As of this recording, you can get it at my own Payhip store, Google Play, and Kobo (with more stores soon to follow). Recording on Stealth and Spells Online: Final Quest is very nearly done, and I hope to have more news on that soon. Brad Wills is currently working on Blade of Thieves and Hollis McCarthy is recording Cloak of Worlds. So we should have a wide variety of audiobooks coming for you soon. 00:02:00 Questions about Caina Before we get to our main topic, we have a bonus question about Caina. When I said my next project was going to be Cloak of Frost, I got a couple of questions like this: Just wondering when/if there will be another Caina novel to look forward to? The answer is not right now, but maybe later. I am glad and appreciative that people want more Caina books. That said, I don't want more than three unfinished series at any one time, and I've got three right now with Blades of Ruin, Cloak Mage, and Half-Elven Thief. So I'm not starting anything new until one of the three is done. If you reach the end of Ghost in the Siege, which is the latest current Caina book, you know that the series was at a pretty significant stopping point. If I want to keep going, I need to think long and hard about how to do it right. I do have a couple of ideas, but I need to think about them some more. It's almost like we'd have to shift to a slightly different genre of fantasy than the Caina books have been previously. The tricky part is Caina has changed a great deal since Child of the Ghosts. The tricky part in that is that sequels in a long-running series need to be more of the same, but also something different. There have been 35 Caina novels. So I've done that quite a bit. But Caina has had some experiences that have very much changed her life. To use a rough comparison, it's like she became a justice on the US Supreme Court or the governor of one of the five largest US states in the sense that once you've had change in your life that significant, your life will never be the same afterwards. And without spoilers, Caina had a shift that big at the end of Ghost in the Siege. So more Caina is definitely a possibility, but I need to think about it some more and it definitely won't be before 2027 until I finish one of my three currently unfinished series. 00:03:35 Main Topic of the Week: Andomhaim Worldbuilding Questions Now onto our main topic, which is I had some world-building questions about Andomhaim from Frostborn come in lately. So I thought I would answer them here. Question #1: Why hasn't the Heptarchy invaded Andomhaim again? The answer is money, basically. Remember that the ultimate purpose of the Heptarchy is to provide an endless supply of sacrificial victims for the Seven Temples' altars so the seven urdmordar who rule the Heptarchy can endlessly feed. These seven urdmordar don't have much interest in the day-to-day governance, so their spiderling priestesses essentially run the Heptarchy as an exceptionally malignant theological bureaucracy. However, while the priestesses are evil, they're efficient and very good at their jobs. In practice, the Heptarchy tends to operate more like an imperial confederation or a very loose federal government than an actual empire. Kingdoms, tribes, and city states have a great deal of autonomy so long as one, taxes are paid in time and two, sacrificial victims are taken to the temples on time. To help encourage this, all the various local rulers in the Heptarchy tend to have priestess advisors who make sure that the rulers make the "correct" decisions. So when things go awry, the Seven Temples have a wide array of tools to deal with difficulties, from assassinating and replacing truculent rulers with more tractable successors all the way up to exterminating entire populations and settling new colonists upon the depopulated lands. The difficulty of the Heptarchy is that the seven urdmordars are gluttons and gluttony is impossible to satiate. So when the Heptarchy learned of Andomhaim and the possibility of an entirely new land to conquer and feed upon, of course they had to conquer it. The priestesses built an enormous fleet and gathered a vast army and sent it three and a half thousand miles across the ocean to Andomhaim. Of course, if you've read the Dragontiarna series, you know that this didn't go well. The Heptarchy seized the Isle of Kordain and had early successes in Andomhaim, but Agravhask, the commander of the invasion force, was secretly a disciple of the Warden of Urd Morlemoch, and he seized control of the Heptarchy force and used it to further the Warden's goals. The Visionary foresaw this happening, but didn't care because it gave her an opportunity to try and capture her old enemy, Tarmyntir. So the Heptarchy didn't conquer Andomhaim, and then 10 years later they lost control of the Isle of Kordain, their only stronghold near Andomhaim. To put this situation in contemporary terms, this is a significant geopolitical setback or to put it in popular vernacular, it's "taking a massive L." The Seven Temples spent a colossal fortune on the invasion force and in return got back exactly nothing. Even evil sorcerous empires are bound to the laws of economics. In The Ghosts books, the Umbarian Order failed to figure this out. And it would take a while for the Heptarchy to pay for and assemble another invasion force of that size. And since the first invasion force had failed, there wasn't much appetite for pulling together a second one. So now the official policy of the Heptarchy towards Andomhaim is quiet CIA-style subversion. The Spider Cult was founded to secretly bring nobles and wealthy merchants to the worship of the Seven Temples. It might take a century or so, but the plan is to eventually place a spider cultist on the throne of Andomhaim and then send a sympathetic ruler an army to back him or her up. Of course, the Brotherhood of the Ravens is aware of this and has been fighting the Spider Cult in the shadows. So that is why the Heptarchy hasn't tried to invade Andomhaim again- it costs too much, the outcome is uncertain, and the priestesses have decided a careful subversion (which costs much less than an invasion) will work out better in the long run. Question #2: Is Blades of Ruin really inspired by the English Civil War of 1138 to 1153 AD? Yes. Why? Because alcohol and boats are a very bad combination. In the 12th century, the Kings of England were also the Dukes of Normandy and were more interested in Normandy than in England, so they spent a great deal of time on both sides of the English Channel. In November of 1120, King Henry I wanted to return to England, but allowed much of his retinue to travel on another ship. That included his heir and only legitimate son William, several of his bastard children, and numerous high ranking members of his court. Everyone on William's ship was quite drunk, including the crew, and decided it would be a good idea to try and overtake King Henry's ship on the English Channel at night in November. Remember how I said alcohol and boats were a bad combination? William decided that he wanted to overtake his father's ship, and since a significant portion of everyone on his ship was drunk, they ended up crashing into some rocks, the ship sank, and most of the passengers and crew drowned, including William. For Henry, this was an absolute disaster since he had put a lot of work into setting up William as his heir. Henry then settled on his daughter Matilda as his heir and forced his vassals to take oaths so they would support her as his successor. When Henry died in 1135, Matilda assumed the throne, but her cousin Stephen of Blois seized the crown instead. Many of the lords of England were leery at the idea of a female monarch and Stephen was amiable and well-liked. Matilda was also imperious and had a knack for offending people at the worst possible time. The resultant civil war became known as the Anarchy and it ebbed and flowed until 1153. Both Stephen and Matilda held the upper hand at various times, but could never manage to achieve a total victory. Many of the nobles went local warlord, raising their own forces and building their own castles to protect themselves from their neighbors, which led to widespread chaos and violence. Finally, by the end of the 1140s, most of the nobles were sick of the war and put increasing pressure on Stephen and Matilda to find some sort of negotiated solution. Matilda's vigorous son Henry began to insert himself and he convinced Stephen to name him as his heir. When Stephen died, Henry became the undisputed king in 1154 and the war was over. Henry II would prove to be a vigorous king, but his inability to share power with his sons would cause him a lot of trouble in the final years of his reign. So you can see how Zelos Pendragon and Rhamnousia Pendragon from Blades of Ruin are very loosely based on Stephen and Matilda, though with some differences. Stephen and Matilda were cousins while Zelos and Rhamnousia are half siblings. For that matter, Henry I died of natural causes and was not assassinated by a sinister cult of sorcerers who wanted to engineer a civil war for nefarious purposes. Question #3: Were the Free Companies in Blades of Ruin inspired by Glenn Cook's The Black Company? First of all, The Black Company is a fantasy classic and everyone should read it. I think it's even in Kindle Unlimited at the moment. But the Free Companies and Blades of Ruin weren't inspired by The Black Company. They were inspired by the Hundred Years' War between England and France from 1337 AD to 1453 AD. Medieval warfare relied heavily on knights and vessels, but it always employed mercenaries. One of the problems in the Anarchy were the large number of Flemish mercenaries infesting in the country, who frequently turned full brigand. But feudalism was based on holding land and as the Middle Ages progressed, money and the cash economy became more and more important while knighthood became increasingly performative and ceremonial. Professional soldiers were generally more useful and more reliable than arrogant and headstrong knights. These trends played a big part in the Hundred Years' War and every time the kings of England campaigned in France, they frequently hired mercenaries and they generally let the mercenaries rampage through the French countryside and plunder whatever they wanted since that was cheaper than actually feeding them. The Free Companies really got going after the Battle of Poitiers in 1356. The French were decisively defeated, King John II of France went back to England as a prisoner, and the national government in France essentially collapsed. The English discharged many of their mercenaries, who formed into companies and began systematically looting the French countryside. When official hostilities broke out between the English and the French again, the English hired the companies back. As the fortunes of France and England waxed and waned during the war, some of the companies wandered into Italy and made good money playing the Italian city states against each other. One of the most famous of the companies was The White Company, commanded by Sir John Hawkwood. Sir Arthur Conan Doyle famously killed off Sherlock Holmes so he could turn his attention to writing historical fiction about the White Company. This was somewhat less than financially successful, so Doyle went back to writing Holmes after a few years, though he always regarded his historical novels as better than his Holmes stories. Rannister and the Grand Company in Blades of Ruin were loosely based off of Werner von Urslingen and the Great Company. Von Urslingen's personal model was "The enemy of God, the enemy of piety, and the enemy of mercy." He apparently had those actual words inscribed on his breastplate. The Great Company spent a lot of time fighting in Italy and extorting money from the city-states until the White Company defeated them at the Battle of Canturino in 1363. In real life, of course, the Free Companies did not have orcs in the ranks or sorcerous advisors. However, the real life Free Companies were just as brutal and rapacious as those in the Blades of Ruin series, sometimes often more so, since they were essentially organized bands of brigands. Eventually in the wake of the Hundred Years' War, stronger national governments arose in England and France, and the concept of the Free Companies gradually became obsolete. Kings found their own professional armies to be much more reliable than the Free Companies, though of course the idea of mercenaries never went away and remains to this day. Those standing armies would cause their own problems throughout history. Question #4: How did the warlocks of Vhalorast conquer Urd Maelwyn if the dark elves are so much more powerful than orcs? Two reasons. First, the Warlocks of Vhalorast were a lot more powerful than anyone suspected. The Sovereign and the high Maledicti priests were strong enough to keep the Vhalorasti warlocks in check and compel them to obedience since saying no to someone like Khurazalin from Sevenfold Sword was a spectacularly bad idea. But after the final defeat of the Sovereign, the Vhalorasti orcs were free to do as they liked. Second, the dark elves are chronically unable to work together without betraying each other constantly. The dark elven love of cruelty often manifests as a love of treachery, which frequently leads them to making very stupid decisions. In real life, you often see people who are addicted to various lusts, vices, and addictions making bad decisions, and the dark elves often took that up to 11. By contrast, while the warlocks of Vhalorast are very bad people, they are orderly and organized and they don't often betray each other. Indeed, "brother and sister warlocks" are supposed to extend respect to each other and the Council of Masters harshly punishes anyone who violates certain rules of conduct. So the warlocks of Vhalorast can cooperate a lot more effectively than the dark elves. To put it in Dungeons & Dragons terms, the dark elves are chaotic evil (sometimes urging on stupid evil), but the Vhalorasti warlocks are firmly lawful evil. When the Visage seized control of Urd Maelwyn, she thought to rebuild the Sovereign's Empire and forced a confrontation with Vhalorast. That ended with the Vhalorasti orcs and Warlocks destroying the Vistage's army, seizing Urd Maelwyn and taking the Visage herself back to Vhalorast in chains. Of course, the warlocks had help from the Disciples of Vhalzarok, but more on that will be revealed in later books of Blades of Ruin. Question #5: Why aren't there any dwarves in Owyllain? That is because none of them settled in Owyllain. The dwarves first came to the Frostborn world slightly before the urdmordar. About 15,000 years ago, the dark elves were frantically summoning new kindreds to throw in battle against the high elves. The dwarves came to Andomhaim somewhere near the Torn Hills close to Urd Morlemoch. The dwarfs who sided with the dark elves became the dvargir and probably began cheating the dark elves at every turn because they were better organized. The dvargir became to the dark elves the sort of military subcontractor who overcharges, over promises, and then drastically under-delivers while keeping to the letter of the contract. The dwarves founded nine different underground kingdoms and most of them are relatively close to Andomhaim. Only three of them still survive to the modern period. Question #6: Why aren't there any orcish Swordbearers or Soulbearers? For two reasons. First, Ardrhythain would be reluctant to make soulblades for orcs because orcs already have battle fury and the soulblades inspire a hatred of dark magic in their bearers. There's a chance an orc with a soulblade would go absolutely berserk when fighting an urvaalg or a dark wizard. Second, and this is the more important reason, the orcs didn't actually ask. Due to their threefold law, the high elves are very limited in how they can interact with other kindreds. Ardrhythain created the soulblades and found the Magistri among the humans of Andomhaim because the Keeper of Andomhaim of the time specifically asked. Ridmark was only able to command the high elves of Cathair Ereniel in The Shield War because he was the Shield Knight. The high elves can only help if asked and then only provide the specific help requested if it is in accord with the threefold law. The temptation within them to simply rule over weaker kindreds for their own good is very strong, but if they do that, they turn into dark elves. To get around that problem is one of the reasons Ardrhythain created the Swordbearers. Andomhaim definitely would've been destroyed centuries ago if not for the Order of the Soulblade. That's also the reason Ardrhythain created the Guardians, to help protect both nations and places of power that the high elves otherwise could not protect directly. Question #7: Is Andomhaim very different in Talembur's time than it was in Ridmark's? Andomhaim is at a slightly more advanced technological level as of the Blades of Ruin series, but it is a good deal richer and more prosperous than it was in Ridmark's time. Part of that is that Accolon Pendragon' successors ruled wisely and well, and Andomhaim avoided the sort of destructive civil war that is currently afflicting Owyllain. Andomhaim also hasn't had to face an external war on the scale of the Frostborn or the Heptarchy in that time. Granted, there have been wars with outside adversaries like the Mhorites, but nothing like the Heptarchy War. Additionally, adding the Isle of Kordain to the realm and the discovery of the sea compass let Andomhaim's mariners travel a lot farther and more reliably than they could before. Ships of Andomhaim have made their way to various island kingdoms south of the Isle of Kordain and begun a lively trade with them. This has brought new prosperity to Andomhaim. Granted, this might cause long-term problems. The coast of Andomhaim and the cities of Cintarra and Tarlion are getting a good deal richer and more powerful than the rest of the realm. A clever adversary like the Spider-Cult might find a way to use that to their advantage. And finally, Question #8: Did Calliande actually create the fountain in Blade of Thieves? No. It's just a legend that grew up around her. Neither Ridmark nor Calliande ever came near Stonegate during the War of the Seven Swords. That was why Ridmark didn't like bards very much, since they always embellished and made things up. So those are some recent Andomhaim questions I've received and I hope I answered those questions. So that's it for this week. Thank you for listening to The Pulp Writer Show. I hope you found the show useful. A reminder that you can listen to all the back episodes at https://thepulpwritershow.com. If you enjoyed the podcast, please leave your review on your podcasting platform of choice. Stay safe and stay healthy, and we'll see you all next week.  

https://youtu.be/4pYEKTv_0FU Tune in to our latest episode as Jeff Calibaba, serial entrepreneur and CEO of Game Plan HR, shares a career story that most people would struggle to fit into three lifetimes. From small-town Saskatchewan to becoming the first licensed paramedic in the province, Jeff has never approached a challenge the way everyone else does. Stop Selling. Start Solving. The thread that runs through every chapter of Jeff’s story is entrepreneurial problem solving at its most creative. When he entered the AED market, he did not compete on price. He built the HeartSave Awareness Program, a complete solution that handled funding, liability, and public awareness for municipalities, licensed by Medtronic and taken globally. When he became CEO of a traffic sign company with 350 staff and five locations, he applied the same thinking to create the Vision Zero Advocate Institute. In both cases, the product was never the product. The solution was. The Power of Naming Your Process Jeff credits the Strategic Coach Program with teaching him the single most important business lesson he knows: name your process and escape the commoditization trap. When you walk in with a program, a system, a named solution, the conversation changes entirely. People stop asking about price and start asking how they can get in. Jeff currently coaches 43 CEOs through Vistage peer groups, bringing this same philosophy to every leader he works with. Show Notes: In this episode, Mark sits down with Jeff Calibaba, serial entrepreneur, CEO coach, and CEO of Game Plan HR. This is Part 1 of a two-part series. Jeff shares the career story behind his problem-solving philosophy, from becoming Saskatchewan’s first licensed paramedic, to building a 250,000-copy EMS reference guide, to taking an AED awareness program global with Medtronic, to leading a traffic sign company with 350 staff, to now coaching 43 CEOs through Vistage peer groups. The lesson woven through every chapter: stop competing on price and start solving every problem your customer has. What You’ll Learn Why entrepreneurial problem solving always beats competing on price or features How the HeartSave Awareness Program solved three problems municipalities had and wiped out the competition What the Strategic Coach program teaches about naming your process and escaping the commoditization trap How the DOS worksheet (Dangers, Opportunities, Strengths) drives a 75% close rate Why Gino Wickman (EOS) and Dan Sullivan (Strategic Coach) both credit the same philosophy What it means to run CEO peer groups and why it matters that it is lonely at the top How Jeff went from paramedic to book author to AED distributor to sign company CEO to CEO coach Key Moments 00:04:15 — Jeff’s origin story: small-town Saskatchewan and his entrepreneur father 00:05:57 — Becoming Saskatchewan’s first licensed full-time paramedic 00:09:36 — The EMS Pocket Reference Guide: 14 editions, 250,000 copies sold worldwide 00:11:19 — Getting into AEDs and partnering with Medtronic 00:13:46 — The HeartSave Awareness Program: solving funding, liability, and public awareness 00:19:32 — The Vision Zero Advocate Institute and speaking to 900 people in Saudi Arabia 00:21:50 — How Jeff became CEO of a traffic sign company with 350 staff 00:23:10 — The Strategic Coach Program and Dan Sullivan as a key mentor 00:28:34 — The DOS worksheet and the 75% close rate 00:31:37 — Vistage peer groups: coaching 43 CEOs across non-competing industries 00:34:04 — How to connect with Jeff About Jeff Calibaba Jeff Calibaba is a serial entrepreneur, CEO coach, and the CEO of Game Plan HR. Originally from Radville, Saskatchewan, Jeff became the first licensed full-time paramedic in the province before building a career that spanned medical equipment distribution, AED awareness programs, traffic safety, and executive leadership coaching. He sold 250,000 copies of his EMS Pocket Reference Guide worldwide, took the HeartSave Awareness Program global through Medtronic, and served as CEO of a Western Canadian traffic sign company with 350 staff across five locations. Today Jeff coaches 43 CEOs through Vistage peer groups and runs Line Strategic Consulting alongside Game Plan HR. He is a long-time member of the Strategic Coach Program. Connect with Jeff: Email: jeff@gameplanhr.ca Phone/Text: 780-982-3447 Resources Mentioned Strategic Coach Program by Dan Sullivan 10x Is Easier Than 2x by Dan Sullivan Traction by Gino Wickman (EOS) Vistage Worldwide (formerly TEC Canada) Game Plan HR Connect & Subscribe Subscribe wherever you listen to podcasts Leave a review — it helps us reach more entrepreneurs like you Have a topic or question? Drop a comment or reach out — Mark reads every one

Most agency owners will tell you accountability is something they value, but fewer will realize they’re often the biggest obstacle to it. In this episode, Chip and Gini offer suggestions for how to stop being the bottleneck at your agency. Chip tells of his own recent experience where he missed putting out a newsletter after an emergency root canal. Even with Jen repeatedly pinging him, the decision of whether to get something done rested with him. Most employees won’t push back hard because they know who signs the paychecks. The exceptions are rare, and you can’t build your accountability system around them. Gini’s structural fix has been making “less founder dependence” an explicit OKR, tracked at every leadership meeting. When the goal shows up red on a dashboard, the visibility creates its own pressure. Chip thinks it's less about any specific single system. AI has helped him stop some procrastination, but it’s also added new projects he’d never have attempted before. His takeaway is that you need to figure out what works for your specific wiring, and not rely on someone else’s approach. For external accountability, peers, coaches, and organizations like YPO or Vistage can help, particularly for big-picture questions you wouldn’t bring to your team. But formal advisory boards are another story. Both Chip and Gini are skeptical, since even paid corporate directors with legal obligations frequently fail at the oversight function. For owner-led agencies, the complexity almost never justifies the benefit. Key takeaways Chip Griffin: “The reality is that I have told many employees over the years, ‘You need to hold me accountable for this or that.’ 95% of them won’t because they know you sign the paycheck.” Gini Dietrich: “I need people to say, ‘I need this from you. You’re the bottleneck. Here’s why, and here are the consequences.’ So then I can decide, okay, well, it’s not that big of a deal, or shoot, we don’t want that. Let’s get this done.” Chip Griffin: “You need to develop systems and processes and approaches that get you to that accountability. And what works for me may not work for Gini, and may not work for you.” Gini Dietrich: “In the Spin Sucks community, there’s a group of people that they’re each other’s accountability partners. I think they meet every two weeks, and they hold each other accountable. You can certainly have a coach, like what you do. You can join a membership organization like a YPO or a Vistage or something like that.” Related Five words every agency owner needs to understand Accountability as an agency leader Who holds you accountable when you're the boss? View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, I, I need some accountability. Gini Dietrich: Okay. I’d be happy to hold you accountable. That’ll actually be fun for me. Chip Griffin: It is very difficult as a business owner to, to be truly accountable, and just before we started, I was relaying how I failed to get out a newsletter last week because I was, I was tied up catching up after an emergency root canal, and so I did not get a newsletter out, and there was nobody there yelling at me to tell me that I needed… Well, actually I take that back. Jen- Gini Dietrich: I was gonna say, I’m sure Jen, I think Jen holds you accountable … Chip Griffin: Jen asked me like 400 times, “Are we actually gonna get a newsletter out today? Are you gonna send me something? Will we have something?” Gini Dietrich: I’m sure that that’s true. Chip Griffin: But, it just, it really underscores that, that as the owner, ultimately you make the decisions, and it is very difficult to have proper accountability for what you do or what you don’t do. Gini Dietrich: Yeah. It’s super hard. You know, it’s funny because we talk internally all the time about how I’m the bottleneck. And people are like, “I really need you to review this,” but there’s also six direct reports, and I’m, and six people, different people saying, “I really need you to review this.” Things get bottlenecked. I just thought, “Ugh, I’ve got my own priorities as well.” So it’s a real challenge, and even when you have, to your point, even when you have people saying, “I need this, I need this, I need this,” you ultimately make the decision on what’s the priority and whether or not it gets done. Chip Griffin: Yeah. And it’s, you know, I, think a lot of times we’ll have employees and we’ll ask, them to hold us accountable, and sometimes that works, but most of the time it doesn’t. Gini Dietrich: Yeah. Right. Chip Griffin: The, reality is that I have told many employees over the years, “You need to hold me accountable for this or that.” 95% of them won’t because they know you sign the paycheck. Gini Dietrich: Right. Yes. Chip Griffin: I have been blessed to occasionally have some in that 5% who were persistent and, they would, they would come camp out in my office and say, “You told me you would get me this answer by this time. I need it.” But that’s a very, very small percentage of the people that, that I have worked with at least, and I suspect that most owners have worked with. Gini Dietrich: Yeah. I think there’s, I think it’s twofold. I think there is an opportunity for your team to manage up, and by doing that, I think exactly you’re, what you’re saying, like camp out in your office. Or I have one person on my leadership team who is phenomenal at coming to her one-to-one with everything she needs me to make a decision on. And if it’s a document that she needs me to review, she provides me the highlights, and she says, “These are the two areas I need you to, review, and I need it as soon as we hang up.” And then she gives me 15 or 20 minutes back at the end of the meeting so that I can review those things. And then if I don’t, like I’m the asshole, sorry, the jerk that didn’t do it because she gave me the time back and I did something else. So like she does a phenomenal job of managing up, and that’s how she does it. But I think you’re right that it has, it comes with, I think it comes with experience, I think it comes with other leadership roles that they’ve played, like all of the- and some confidence, you know, to be able to say to the owner or the person who signs the check, “Hey, you gotta focus on this.” Chip Griffin: Yeah. And, I think even though you know it, it may not be as effective as you would like it to be to have your employees holding you accountable, you still need to create a culture in which- Yes … it’s possible to do that- Yes … where, they are encouraged to do that, because that will at least provide some degree of accountability for your actions and follow through. Certainly more so than if you scare people off, if you make people, if you kinda flick people away and say, “No, no”- Yep … “stop bothering me about this.” Yep. If you do that, it’s gonna be really difficult to get any kind of sense of accountability with your team and, it really does help you to have that. We complain all the time about, you know, clients who are on our back about this or that, but it does help us to make sure that things get done. And, so as long as it’s not overbearing, there is a benefit to that. Internally, we often have challenges with that, particularly for things related to our own business as opposed to for clients or for prospects. But we need to try to, as best as possible, create that culture where everybody is willing to step up and say, “Hey, this needs to be done. You are the blocker.” And, if you don’t, if they don’t call you out on it, things are probably gonna slip through the cracks. Gini Dietrich: Yeah, for sure. And, I find that I reprioritize based on what I think is the most pressing, right? And for me, what might be pressing may not be the same as it might be for somebody else on the team. So I need people to say, “Listen, I know that you’ve got this and this and this, but I, this is, this will, is what will happen if I don’t get this from you by this date.” And then I can go, “Okay, let me look at everything and kind of rejigger based on, those kinds of things.” So I, like from an owner’s perspective, I need people to say, “I need this from you. You’re the bottleneck. Here’s why, and here’s what it, here are the consequences.” So then I can decide, okay, well, it’s not that big of a deal, or shoot, we don’t want that. Let’s get this done. Chip Griffin: Well, and, part of the accountability function for you as the, boss/owner is to identify, you know, where you are, where you need to be the bottleneck and where you don’t. Right. Right? If, you- Right. Part of this comes down to- Yes … reducing the amount of things that you need to be held- Gini Dietrich: Yep … Chip Griffin: accountable for. And- Yep … you know, we’ve talked in the past about the importance of delegation and, trusting your team and giving them more responsibility, but that is very closely related to the accountability question. So if you are either micromanaging or you are overpromising and saying, “Yeah, I can get to that tomorrow,” when you know you can’t get to it tomorrow, you need to, to- Gini Dietrich: You think you can because you think you have 36 hours in the day instead of 24. Chip Griffin: Fair. Fair. But you need to get better at, estimating how long it’s really gonna take to do things so that you’re in a position where the commitments that you are making, particularly to your team or to others, you can uphold. And so there is something realistic to hold you accountable for. Because if you say, “Look, well, I, you know, I can move this skyscraper tomorrow,” and you know you can’t, it’s hard to truly hold you accountable for it, right? Because- Sure … it was never gonna happen anyway. Gini Dietrich: Right. Chip Griffin: And so you need to be in a position where the things that you promise are, truly legitimately things that you can be held accountable for afterwards. Gini Dietrich: Tell you what we started doing this year, and it has worked extraordinarily well for me. And I know that not everybody wants to function this way, but this is how– this is one way that you could do it. We do objectives and key results, so OKRs. We– That’s the process that we follow internally. And one of the things we said at the beginning of this year is, “If we wanna reach our goals, one of our OKRs has to be less founder dependence.” And so as part of that, everything that’s in my brain has to come out. So we have to understand how Gini does work, how Gini delivers, like, how she has new business meetings, and the questions she asks, and how she does discovery calls. From that all the way through how she delivers, you know, keynotes to how she delivers content, to how she even produces content. And when she produces that content, what does the team need to do to be able to, like, all of the things, right? And so that has been front and center for the whole year and well, half of the year right now, but it will be for the rest of the year as well, is how are we depending less and less and less on Gini, the founder? And that’s through process, it’s through standard operating procedures, it’s through things that are written down. I do video tutorials, all sorts of things, so that by the end of the year, I’m less the bottleneck and more focused on the things that I need to be focused on as the leader of the organization. And because it’s an OKR, it’s in every single leadership team meeting. It’s up there in bright red because we haven’t met it yet, and we can see exactly where we’re scoring against it. And as somebody who likes to have green instead of red, I’m like, “Okay, let’s get this done.” So it works extraordinarily well for me. But, you know, there are other ways I think that you can think about how to let people hold you accountable in that same kind of way that work for you or your brain. Chip Griffin: Well, I, think you’ve really highlighted the key thing here, which is that, that you need to come up with a system that works for you. You are- Yes you are ultimately- Yes … the owner. You are the, most difficult person to hold accountable within your organization in all likelihood, and so you need to develop systems and processes and approaches that get you to that accountability. And, what works for me, will not work for Gini, will not work for you. You know, we all have different styles, different motivators. You know, for you it’s the, red versus green that everybody can see, and, you know, so that sort of, that follows sort of what I would call the name-and-shame approach, to accountability. Gini Dietrich: Yeah. It works. Chip Griffin: And that can work. You know, there are people who have the, you know, the simple discipline that if they’ve got a list, they’re just committed to getting through that list. Yep, yep. And there are some people who that, just seeing that unchecked item on the list is enough. And, certainly at a minimum it’s helpful for you to be tracking all the things that you are accountable for that you need to do so that, you know, you and perhaps your team can see, you know, what’s, outstanding. And, if you don’t have that, it’s really hard to be accountable, right? So you need to, have, in my view, no matter what your style is, some sort of a tracker so that you know what it is. Whether that’s a note card like I use for my daily stuff that’s the most important that needs to be done. I have a task manager for longer term stuff. You know, you might have a project management system. Maybe you’ve got a whiteboard. I don’t really care. Everybody kind of needs their system to make sure that they’re at least doing some basic level of tracking of the things that they need to be accountable for, otherwise your odds of success are, very, very low. Gini Dietrich: Yeah. I totally agree with that. And I would say on the flip side, you know, getting the work complete, honestly and truly, and I know we’ve talked about AI to death, but I don’t know how I did my job without AI. Like, I look back on the last three or four years and I’m like, I don’t know how I did my job without it. Because it has stopped that procrastination that I have where I’ll get it done, but it will be the very last minute before the deadline, literally. And it, it has stopped that really bad habit of mine, because what I’ll do at the end of the day is I’ll say, “Okay, these are the three things I need to accomplish tomorrow,” and I will open those projects in Claude Cowork and I’ll say to it, “Here’s the project I need, here’s one project I need to complete tomorrow. Please break it down into bite-sized chunks.” And I do that with the three projects, with the three things I need to accomplish the next day, and I let it work overnight and do that for me. And then I get up the next morning, and it’s, there’s a list of like, “You have to do this first, then this, then this, then this.” And it’s significantly easier than me sitting here going, “Okay, if I start this, it’s gonna take me four hours, and I don’t have a four-hour block.” So it, it breaks it down into 15 or 30-minute chunks for me so that I can get through it. And I do that every single day before I shut my computer down. Chip Griffin: Yeah, I mean, and, again, that, that works for you. For me, you know, AI has, has certainly helped in some areas. It’s made it worse in other areas because, you know, it allows me to, play with a lot of different ideas that, that I might- Gini Dietrich: Yeah, there’s that too. Sure Chip Griffin: … so, I’ve added more to my plate while I’m also becoming more efficient and effective at some of the things that were already there. So it, you know, for me, it probably comes out in the wash. Certainly there’s a lot of things that I, don’t procrastinate on in, in the same way that I used to. I think about a presentation I gave earlier today that I actually put notes together on a week ago because I was using AI, and I just- Gini Dietrich: Amazing Chip Griffin: I took a few minutes to just kind of stream of consciousness- Yeah … share some thoughts with Claude, and then it gave me an outline, so I actually had something ready to cook a week ago on that, that, you know, normally I would’ve been sitting down 15 minutes before the presentation- Gini Dietrich: Right. Yes. Chip Griffin: … and, starting to make some notes about, you know, what I might talk about. So it was, it was A, not last minute, and B, you know, Claude helped me find some things that I might have overlooked. It helped me to organize them into a more logical fashion. And so, you know, in 20 minutes of prep a week ago, I got farther than I would have in the same 20 minutes before the presentation today, which would have been my old style. At the same time, I’ve got a whole bunch of different projects that I’m playing with Claude with that I probably would never even have attempted, so net plus there- Gini Dietrich: Same. Yeah. Fair. Yes. Same   Chip Griffin: but also it gets in the way of- … of some of the, basic daily stuff. So, you know, it’s a, it’s, a mixed bag. But, I think the important thing here is just trying to figure out what works for you, what works for your team, having conversations with them, because it’s, most of us are not very good at being, you know, fully self-accountable. We need some sort of forcing mechanism, and part of that is helping your team to understand how, can they best hold you accountable? Is it that red versus green on the screen? Is it by camping out with you in your office? Is it by using those one-to-ones to, to be the mechanism that gets thing- things done? What is it that will help you get your team in particular what they need? But not all of it can be done internally, right? So sometimes it’s helpful to have some sort of external accountability force. Gini Dietrich: Yep. Yep. Yeah, absolutely. I mean, there are everything from, I, you know, in the Spin Sucks community, there’s a group of people that they’re their, each other’s accountability partners. I don’t know how well that works, but they meet, you know, on every, I think they meet every two weeks, and they hold each other accountable. You can certainly have a coach, like what you do. You can join a membership organization like a YPO or a Vistage or something like that. There are lots of opportunities, I think, for you to have accountability partners outside of work as well, outside of your office to help you with those things too. Chip Griffin: Yeah, I think having some sort of a, an external partner or partners, you know, whether that’s peers, whether that’s paid advisors, whatever, it certainly can help because, you know, I, think back to, you know, we used to have folks who, cleaned our house, and we would always clean up before they got here because you didn’t want them to see how messy you really were in real life. And, you know, and, this was, you know, really useful to us when we had little kids and, you know- Yeah … the house was, messy. Yep. But, you know, we would tidy it up quite a bit before the cleaners would come in for their, weekly cleaning. Mm. And so that, that was effectively the accountability for us not to let the whole place just, you know, go to hell- Yeah … in a hand basket. Gini Dietrich: Sure. Chip Griffin: And I think the same thing can happen whether it is, you know, a peer or, you know, your company attorney or accountant or a coach or whomever. There’s… You just don’t want to, let people see things deteriorating, and so there’s, a, value to having those typically in addition to whatever mechanisms you have internally, right? ‘Cause it, this works better for the big picture stuff. If you’re- Yeah … particularly if you’re, you know- Right … sitting with peers- Right … or something like that- Yeah … they’re not gonna help you with the accountability for the day-to-day tasks, but they can help you for the big picture stuff. Like, you know, I’m, I need to think about, you know, shifting my, my focus for the business, or I need to, think about our service offerings or those kinds of things. Gini Dietrich: I need to fill a pipeline. I need a new business process. All of those things, yeah. Chip Griffin: Right. Because some of these things may be things you don’t even wanna discuss with your team, right? Yeah. You know, particularly if it’s, you know, reshaping the business or something like that. That may be scary for a lot of your team to, to contemplate. Sure. They may not have the right skillsets to help you navigate that, and so having other people that can hold you accountable so that, you know, when you’re doing your every other week call or monthly call or whatever you might do with a peer, you, know, you have something to update them on, and it’s not just like, “Yep, pretty much the same as last month.I don’t really have anything new to report here.” Gini Dietrich: There we go. Nothing else. Yeah, right. Chip Griffin: You know, so, there, there is real benefit to having those, you know, external mechanisms in, some fashion to do that same naming and shaming that we talked about before, to, hold you accountable. Gini Dietrich: Yeah, for sure. Chip Griffin: Now, there’s, there are always the people that I talk to who are like, “Okay, well, we need an advisory board or maybe a proper board or those kinds of things, a more formal accountability structure.” I’ll be honest, I think in general, those do not work for- Gini Dietrich: Yeah, I agree with that … Chip Griffin: for most, small agencies. Yeah. Frankly, it doesn’t work for most big agencies either. Gini Dietrich: Yeah, I totally agree with that. Chip Griffin: I, I’m candidly skeptical of boards even for huge organizations in many cases because having participated in and around many of them over the years, the vast majority are not as independent as they are made to be. And, so therefore, they don’t necessarily serve the function that you would expect them to. And we see this all the time when there are, you know, big company scandals around CEOs and boards not providing proper oversight. So I, think even, in those cases where directors are paid and they have, you know, actual legal responsibilities, they often fall down on their accountability roles. I think really hard for most small agencies- Yeah … uh, to do that. I, I totally agree with that. Certainly, advisory boards I think are- Yeah. I mean, there’s a little bit of the name and shame in that, right? You know, if you have to, update them on certain things. But, even then, I, think that works better in one-on-one type relationships as opposed to an advisory board. And a proper board just adds complexity to your business that- Gini Dietrich: That you don’t need … Chip Griffin: that probably is not necessary and- Gini Dietrich: Yeah, absolutely not … Chip Griffin: And if you’re gonna create a proper board, by all means, talk to a lawyer and an accountant before you do it because there are other issues that pop up as soon as you start adding those structures in. Gini Dietrich: Yeah, I totally agree with that 100%. Chip Griffin: But I think the, you know, really the, bottom line here is that, you know, for your business to succeed, you do need to be held accountable in some fashion for your actions. It’s really hard to do it yourself, so you need to try to find whatever tools will work best to get you as close to that as possible. Understanding that at the end of the day, it is still your business. If you want to let something drop, if you want to ignore something- Gini Dietrich: You can … Chip Griffin: you can. Yep. Right? So, there does have to be- Yeah, absolutely … some degree of, sense of- Yep … sense of, of self-accountability, but you need tools to help you get there better because left only to your own devices, I, know for me at least, I, would let a lot of things slide. Not just the weekly newsletter. Gini Dietrich: Sure, yep. Well, the weekly newsletter will get out. It’ll just be late. Chip Griffin: It’ll get out. Maybe next week. Gini Dietrich: Okay. Chip Griffin: Maybe this week. Who knows? But- Gini Dietrich: That’s true … Chip Griffin: we get it out as often as, we can. We’re a small operation, you know? And I am definitely, definitely the roadblock on the weekly newsletter. Jen always has her part. I love it. She’s al- The weekly roundup is always on time. Gini Dietrich: Yep. Chip Griffin: The rest of it, kinda hit or miss. Gini Dietrich: I understand. Chip Griffin: So with that, we will wrap up this episode of, the Agency Leadership Podcast. Maybe it’ll be in this week’s newsletter, maybe it’ll be in next week’s newsletter. I don’t know. It’ll be in a newsletter at some point. And before it goes in the newsletter, it’s on the website, so you can always find it there. Anyway, on that note, we’ll wrap this one up. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich. Chip Griffin: And it depends.

Most organizations are hiring on instinct, under pressure,and with approaches built for a version of their business that no longer exists. The result is a cycle of poor fits, missed potential, and costs that compound in ways that are hard to see until the damage is already done.Corey Harlock, founder of KeyHire Solutions, has spent more than a decade helping businesses break that cycle. In this conversation, Corey shares why hiring is a discipline rather than an instinct, what leading with transparency does for fit and retention, and how to start hiring for the business you're building, not just for the one you're running today. About Our Guest: Corey HarlockCorey Harlock's professional journey is a testament to his unwavering commitment to serving others. With a 15-year background in the hospitality industry, Corey honed his skills in delivering exceptional service before embarking on a transformative reinvention. Transitioning into recruiting, he discovered the profound impact he could have on connecting the right talent with the right opportunities. In 2014, Corey relocated to Houston, where he was introduced to Vistage, sparking a newfound passion for personal and professional growth. Fueled by this experience, he founded KeyHire to meet the unique needs of small business owners by providing them with invaluable "insider" organizational and talent expertise they need to take their business from where they are to where they want to be. Learn more about Corey Harlock and KeyHire Solutions at https://www.keyhire.solutions/Connect with Corey on LinkedInDownload your free version of the KeyHire Hiring PlaybookCheck out the KeyHire Small Business Podcast for practical insights and real-world strategies to help small business owners overcome operational challenges and scale with confidence.About On Connection Hosted by a millennial, a gen-xer, and a baby boomer, On Connection brings a multigenerational lens to leadership and organizational life. Through varied perspectives and guest conversations, we explore the human side of work and deliver actionable insights for leaders across generations, industries, and disciplines.Conversant is a leadership development and organizational consulting firm with 30+ years of experience helping leaders, teams, and organizations unlock performance through the power of authentic human connection. Learn more about Conversant's work at www.conversant.com. Connect with us on LinkedIn, Instagram & Facebook.Find information about our upcoming open enrollment leadership development programs here.

In this episode of the Arete Podcast, Richard Triggs sits down with Richard Palmer, Co-Founder and Partner at Qurate Advisory, to explore what it really takes to build a business that has lasting value. Richard has spent more than 25 years across corporate advisory, investment, governance, technology, M&A and executive leadership. His career has taken him from New Zealand to the UK and Australia, through high-growth technology, venture capital, funds management, CEO roles, board advisory and now Qurate Advisory, where he helps Australian business owners prepare for growth, succession, acquisition and sale. This conversation is a practical and honest look at the reality of business ownership. Richard and Richard discuss why so many owners start with the dream of building an asset, but end up creating a job for themselves instead. They explore why most businesses never sell, what makes a business genuinely valuable, and why value is ultimately about cash flow, risk and transferability. They also unpack the human side of business transition. Richard explains why many deals fail not because the business lacks value, but because owners, families or shareholders are not aligned on what they actually want. The conversation covers succession, trust, resilience, leadership, business owner pressure, Vistage, AI, tax, capital readiness and the importance of preparing for exit long before you want to exit. At its heart, this episode is about building with intention. It is a reminder that business owners can create income, impact and a valuable capital asset, but only if they start thinking about value early and treat readiness as a discipline, not a last-minute event. Key Timestamps 2:37 - Why Qurate Advisory exists and the problem it solves for business owners 5:49 - Lessons from the high-growth technology world at Orange 9:39 - Why running a business is very different from investing in one 18:10 - How Qurate Advisory began and why business transition starts with people 21:42 - The simple equation behind business value: cash flow and risk 27:00 - Why misalignment between owners, families and shareholders kills value 35:40 - How AI is changing risk, valuation and exit planning 47:02 - Why business owners should be capital ready every day, not just at sale USEFUL LINKS: Richard Palmer on LinkedIn: https://www.linkedin.com/in/richardmpalmer1/ Qurate Advisory: https://qurate.com.au/ Richard Triggs on LinkedIn: https://www.linkedin.com/in/richardtriggs/ Arete Executive Website: https://www.areteexecutive.com.au

Chris Sutton, CEO of Sutton Engineering, shares his journey in MEP engineering and founding his company. He discusses expanding to New York, the importance of mission-critical work, and transitioning from a hustle mindset to structured growth. Chris highlights leadership challenges, personal development through Vistage, Strategic Coach, and EOS, and emphasizes defining a company's 'why' and building strong relationships. The episode covers strategic hiring with tools like the Culture Index and Kolbe assessments, payment challenges in commercial projects, and using technology for growth. Chris concludes with insights on automation, process improvement, and advice for young professionals.

Jeff Dudan's free digital copy of his book What does it take to turn business chaos into a repeatable formula for success? In this episode, Jeff Dudan sits down with Troy Hazard - global keynote speaker, bestselling author, entrepreneur, TV host, and former Global President of the Entrepreneurs' Organization (EO) - for a wide-ranging conversation on peer networks, business acquisitions, and the mindset shifts that separate good entrepreneurs from great ones. Troy shares the hilarious story of how three bottles of wine at a lunch in Brisbane launched a 15-year journey that took him to the top of EO's global leadership. He breaks down why he deliberately looks for 'unsexy' businesses most investors ignore, why he makes himself redundant as fast as possible after acquiring a company, and why leaving money on the table for the buyer is actually the strategy that creates premium exits. You'll also hear a powerful framework for evaluating distressed businesses - one that starts not with spreadsheets, but with candid conversations over coffee. Plus, Troy and Jeff explore the transformative power of EO, YPO, Vistage, and peer mastermind groups for entrepreneurs who didn't follow the traditional MBA path. Key topics covered: • How EO and YPO create life-changing peer networks for entrepreneurs • Why the best advice comes from people with nothing to gain from you • The 'unsexy business' acquisition strategy that creates outsized returns • How to evaluate a distressed business when the P&L tells you nothing • Why making yourself redundant is the fastest path to a profitable exit • The psychology of selling a business at a premium price • Vulnerability as a leadership superpower • Why confidentiality inside peer groups unlocks radical honesty  Guest: TROY HAZARD Guest YouTube: https://vimeo.com/troyhazard  Guest Business YouTube: Guest Website: https://troyhazard.com/  Guest Socials: https://www.linkedin.com/in/troyhazard/  #entrepreneurship #businessgrowth #TroyHazard #JeffDudan #EO #YPO #businessacquisition #peerlearning #leadershipmindset Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Jeff Dudan's free digital copy of his book What does it take to turn business chaos into a repeatable formula for success? In this episode, Jeff Dudan sits down with Troy Hazard - global keynote speaker, bestselling author, entrepreneur, TV host, and former Global President of the Entrepreneurs' Organization (EO) - for a wide-ranging conversation on peer networks, business acquisitions, and the mindset shifts that separate good entrepreneurs from great ones. Troy shares the hilarious story of how three bottles of wine at a lunch in Brisbane launched a 15-year journey that took him to the top of EO's global leadership. He breaks down why he deliberately looks for 'unsexy' businesses most investors ignore, why he makes himself redundant as fast as possible after acquiring a company, and why leaving money on the table for the buyer is actually the strategy that creates premium exits. You'll also hear a powerful framework for evaluating distressed businesses - one that starts not with spreadsheets, but with candid conversations over coffee. Plus, Troy and Jeff explore the transformative power of EO, YPO, Vistage, and peer mastermind groups for entrepreneurs who didn't follow the traditional MBA path. Key topics covered: • How EO and YPO create life-changing peer networks for entrepreneurs • Why the best advice comes from people with nothing to gain from you • The 'unsexy business' acquisition strategy that creates outsized returns • How to evaluate a distressed business when the P&L tells you nothing • Why making yourself redundant is the fastest path to a profitable exit • The psychology of selling a business at a premium price • Vulnerability as a leadership superpower • Why confidentiality inside peer groups unlocks radical honesty  Guest: TROY HAZARD Guest YouTube: https://vimeo.com/troyhazard  Guest Business YouTube: Guest Website: https://troyhazard.com/  Guest Socials: https://www.linkedin.com/in/troyhazard/  #entrepreneurship #businessgrowth #TroyHazard #JeffDudan #EO #YPO #businessacquisition #peerlearning #leadershipmindset Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What does it actually take to unite a divided team, a divided community, or a divided country? This week, Jon Goehring and Coach Jim Johnson sit down with Chip Webster, entrepreneur, former president of Vistage Florida, chairman of the board of Tampa Bay Watch, and founder of Unity in Service, a nonprofit dedicated to rebuilding trust through community action and civic engagement. Chip is also the author of Unity in Service, and this conversation is one of the most timely and thought provoking the Lounge has delivered.Chip opens with a candid and honest assessment of what is driving division in our country and why the solution starts not with politicians but with each of us. He shares what he discovered driving five loops around the country in an RV, talking to everyday people in RV parks from Seattle to Florida, and why his simple experiment of saying hello to strangers everywhere he went revealed something profound about how disconnected we have become from one another.The conversation shifts into deeply practical leadership territory from there. Chip breaks down why running to conflict rather than away from it is one of the most important skills any leader can develop, and shares his three step framework for having tough conversations before small tensions become major fractures. He also unpacks why clarity around what success actually looks like is the single most underrated tool a leader has for keeping a team aligned and moving in the same direction.Jon and Coach dig into Chip's hard won lessons from decades of working with CEOs through Vistage, including the patterns that separated the leaders who built lasting companies from those who burned out fast. The answer comes back to culture every time, and specifically whether the leader sees their role as serving the people around them or extracting value from them.Chip also shares two of his most memorable hiring stories, one that taught him the cost of hiring a friend and one that showed him exactly how far a bad actor will go to fake credentials, and what he learned from both about how to hire slow and fire fast.The episode closes with a powerful vision for what genuine unity looks like in practice, why having a goal bigger than yourself is the foundation of any truly cohesive team, and how something as simple as a micro validation, holding a door, making eye contact, saying hello, can begin to rebuild the trust that division erodes.Whether you are leading a team through internal conflict, trying to build a culture that actually holds together, or simply looking for a reminder that we have far more in common than the noise suggests, this episode will challenge and inspire you.Connect with Chip: unityinservice.org Email: chip@unityinservice.org Grab Unity in Service on Amazon: https://www.amazon.com/Unity-Service-Pathway-Responsible-Citizenship/dp/B0DVJBFP8N

Andrew and Jay explore the tension between confidence and delusion in entrepreneurship, the challenge of scaling a company without losing yourself, and the reality that what got you here might not get you there. They also dig into Vistage vs. hands-on consulting, the value of networking in real life, productive failure, family business dynamics, and why some people seem to operate in an entirely different league.

America is about to turn 250 years old. My guest today believes this moment is asking something from all of us. Not a celebration or parade, but a reckoning, a chance to find our way back to each other. Brandon Peele is a bestselling author of 6 books on purpose and civic leadership, is Executive Director of the National Pilgrimage, and a trusted keynote speaker and consultant. His work sits at the intersection of purpose, democracy, and what it means to be a nation. On June 9th, 2026, a caravan of diverse Americans will set out on the National Pilgrimage — driving through the heart of this nation, sitting with people along the way, and asking the questions our political system never asks: What values should guide us? What would it take for this to be a great place for all of us to raise children? What kind of country do we want to leave for the next generation? The journey culminates in the National Assembly — a virtual gathering open to everyone on July 6th and 7th, 2026, from 5 to 8 pm PDT, where your voice will be heard and counted. Six storytellers will then travel to Chicago, and on July 9th — the anniversary of the 14th Amendment — they will read aloud a new national covenant. PBS documentarians are capturing every mile.You'll learn more details and how to get involved. We discuss why empathy is the core mechanism of e pluribus unum — out of many, one — and why, just like any organization, we need a shared moral vision to know where we're going and who we want to be. Brandon shares the three layers of democracy and why our nation's problems are as much moral, psychological, and spiritual as they are political.To access the episode transcript, go to www.TheEmpathyEdge.com, search by episode title.Listen in for…The purpose of government and how we have forgotten the core vision of our democracyHow the founding beliefs of spirituality and Natural Law shaped the countryA shared vision of what we can all be as diverse AmericansWays you can join in or support the pilgrimage and virtual assembly "This is not about politics. This is about a shared moral vision that includes all of us, and so I don't care how you voted or if you voted. I don't care how you make love. I don't care how much melanin is in your skin. You're an American, and you belong in this conversation." — Brandon Peele References:The Empathy Edge:Dr. Claire Yorke: Can Empathy Fix Broken Politics?Sam Daley-Harris: Reclaiming Our DemocracyJames Coan: Closing the Perception Gap that Tears Us ApartAbout Brandon Peele: Executive Director, National PilgrimageBrandon Peele is a best-selling author and the Executive Director of the National Pilgrimage. He's trusted as a keynote speaker, consultant, and program leader by organizations such as Google, Harvard Business School, Johnson & Johnson, Stanford University, JDRF, Morgan Stanley, U.S. Marine Corps, YPO, University of California - Berkeley, Vistage, Forum for Workplace Inclusion, LinkedIn, the U.S. Navy, Slalom Consulting, the U.S. Coast Guard, and the University of Minnesota.He is the author of Bison Medicine (2025), Purpose Work Nation (2022), The Purpose Field Guide (2019), and Planet on Purpose (2018), and co-author of Purpose Rising (2017) and The Purpose Blueprint (2015). His work has been featured by news organizations such as USA Today, U.S. News & World Report, the US Business Journal, and Forbes.Connect with Brandon:Brandon Peele: nationalpilgrimage.usLinkedIn: linkedin.com/in/bpeeleInstagram: instagram.com/natnlpilgrimageThe National Pilgrimage and Assembly: chuffed.org/project/nationalpilgrimageSynanim (platform enabling the Assembly's virtual collaboration): synanim.comConnect with Maria:Books: Red-Slice.com/booksSpeaking: Red-Slice.com/Speaker-Maria-RossLinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a LeaderLinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red SliceGet your copy of The Empathy Dilemma here- www.theempathydilemma.com

In this episode, I'm joined by Jim Ristuccia, a former US Naval officer, founder/CEO, and Vistage Chair in San Diego who leads peer groups for CEOs of $5M+ companies and small business owners in the $1–10M range. We break down what actually happens inside a Vistage meeting—especially the “issue processing” that surfaces blind spots through uncomfortable but growth-producing questions. Jim shares how AI started showing up consistently after a 2024 speaker session, including a case where an IP law firm put its team through AI bootcamps, tripled personal productivity, and grew revenue 50–60% in a year. We discuss the adoption gap (CEOs vs. leadership teams vs. employees), why employees often feel threatened, and how leaders can create psychological safety. We also dig into practical implementation via AI champions, committees, process mapping, low-hanging-fruit use cases, and measuring ROI through time savings, productivity, and revenue.01:56 What Vistage Really Is02:45 Issue Processing Secret Sauce04:46 When AI Hit the Groups06:43 Why Some CEOs Lag on AI08:44 Use Cases vs Business Model Shifts09:45 AI Readiness and Industry Friction11:20 Leading Change and Finding Use Cases13:25 Prompts Training and Psychological Safety15:01 AI Champion and Process Mapping16:04 Why People Quit16:32 Build AI Champions17:58 Pick Use Cases Fast18:33 Measuring AI Impact20:00 Beyond Time Savings21:02 Culture and Safety23:48 Compliance and Knowledge24:32 Jobs and Business Models27:38 Adoption Takes TimeConnect with Jim: • https://jimristuccia.com/Connect with Raul: • Work with Raul: https://dogoodwork.io• Free Growth Resources: https://dogoodwork.io/resources

The hardest part of leadership is not the big decision, it's making it when you have nowhere safe to think out loud. We sit down with Andy Scott, a Vistage chair in the San Francisco Bay Area, to unpack why peer advisory groups have become a quiet advantage for CEOs and senior executives who want better judgment, stronger teams, and real accountability without hidden agendas. If you've ever felt the weight of “lonely at the top,” this conversation gives you a clear picture of how trust and confidentiality actually function inside a high-performing CEO peer group.We also get tactical on LinkedIn strategy and prospecting. Andy shares how he uses LinkedIn Sales Navigator to define an ideal leader profile, search with purpose, and then use member connections to spark warm introductions instead of relying on cold outreach. Richard connects the dots to broader business development and hiring: filters are only useful when you know what to do after the lookup, and relationship-based engagement is what turns lists into conversations.Then we go where every leader is being pushed right now: AI. Andy walks through his learning curve from ChatGPT to Claude, and why leaders who ignore AI are choosing to fall behind competitors who are already speeding up operations and decision-making. Richard shares a practical framework for building a “virtual board of directors” to stress test choices from multiple perspectives before you commit.If you're curious about experiencing this approach in real life, we also preview a June 2 workshop in downtown San Francisco that blends AI and LinkedIn insights with Vistage-style issue processing. Subscribe for more leadership and technology conversations, share this episode with a fellow leader, and leave a review with the biggest decision you're trying to make right now.

“The Role Of A Lifetime” Join me and my guest Pam Sherman (thepamsherman.com). Pam is an actor, writer, leadership consultant and recovering lawyer who was profiled in People Magazine about her transition from lawyer to actor. She works with Fortune 50 companies, law firms, advertising agencies, and is a highly rated global resource for the leadership organizations EO, Vistage, and YPO. Her nationally syndicated column, The Suburban Outlaw was published in the Democrat + Chronicle and on the USA Today Network for 15 years. Her new book Play You, the Role of a Lifetime has just been released. SHOW NOTES SPONSORED BY: Power of You! Find out more at https://leader.blainebartlett.com/power-of-you Summary In this engaging conversation, Blaine and Pam Sherman explore the intersection of theater, leadership, and the Soul of Business. They discuss how authenticity, believability, and relationship management are vital for effective leadership and building trust in organizations. Key  topics The connection between theater and leadership The concept of believability versus authenticity The importance of relationship management in business How to bridge the believability gap for better influence The role of emotional intelligence and relational awareness Learn more about your ad choices. Visit megaphone.fm/adchoices

You learned how to prompt. Great. Now what?Most business leaders have figured out how to get decent answers from ChatGPT or Claude. But there's a massive gap between writing good prompts and actually building things that run your business. The people closing that gap right now aren't developers. They're business people who figured out one thing: you don't need to code when your browser can do it for you.In this session, Chris Daigle will open his actual setup — Claude Code paired with a browser agent — and build real solutions live. Not slides. Not theory. You'll watch him set up OAuth integrations, automate LinkedIn workflows, and tackle the kind of backend tasks that normally require a developer. All through a browser. All without writing a single line of code manually.Chris calls this evolution "thinking in builds" — the next level beyond prompting. It's where you stop asking AI for answers and start asking it to do the work. And the tools to do it are shockingly accessible: a free browser agent and a $20 Claude subscription.Chris Daigle is the founder of ChiefAIOfficer.com, where he helps mid-market executives and their teams develop AI strategy, implement AI across departments, and become AI-enabled businesses. He trains Chief AI Officers, keynotes at YPO and Vistage events, and has been deep in the agentic AI space since its earliest days. Chris brings the rare combination of strategic thinking and hands-on building.In this session, you'll discover:- How to pair Claude Code with a browser agent like Comet to build real workflows — step by step- What "thinking in builds" means and why it's the skill that separates AI users from AI builders- How to automate OAuth setups, API integrations, and other backend tasks without touching code- Real examples of browser agent workflows you can copy and use immediately- Why even seasoned AI professionals are underestimating what browser agents can do right now- How to safely sandbox your AI agents so they don't destroy your production environment- The exact copy-paste workflow Chris uses to go from idea to working solution in minutesThis is the session where prompting graduates to building. If you've been watching everyone talk about agents but haven't actually deployed one yourself, this is your starting point.About Leveraging AIThe Ultimate AI Course for Business People: https://multiplai.ai/ai-course/YouTube Full Episodes: https://www.youtube.com/@Multiplai_AI/Connect with Isar Meitis: https://www.linkedin.com/in/isarmeitis/ Join our Live Sessions, AI Hangouts and newsletter: https://services.multiplai.ai/eventsIf you've enjoyed or benefited from some of the insights of this episode, leave us a five-star review on your favorite podcast platform, and let us know what you learned, found helpful, or liked most about this show!

On today's episode, I welcome Pam Sherman, Author of the new book Play You: The Role of a Lifetime — Bridge the Believability Gap to Boost Confidence, Connection, and Impact. Pam is an actor, leadership consultant, and President of The ShermanEDGE who has spent her career helping leaders ignite audiences with who they truly are. A former lawyer turned professional actor — a transition profiled in People Magazine — Pam now works with Fortune 50 companies and global leadership organizations, including YPO, EO, and Vistage, guiding leaders to communicate with greater authenticity and impact. In Play You, Pam introduces the concept of the “Believability Gap” — the space between who we are and how we show up. Drawing on techniques from the stage, she reveals how acting tools can help leaders embody their core character more fully, strengthen confidence, and connect more powerfully with teams and audiences. The book challenges the common belief that authenticity alone is enough, showing instead that believability — the ability to truly inhabit your message — is what drives influence and trust. In this episode, Pam shares how her unconventional journey shaped her leadership philosophy, why storytelling is one of the most powerful tools we have, and how small shifts in presence can dramatically change the way others experience us. We discuss overcoming self-doubt, navigating toxic cultures, breaking the “fourth wall” in everyday communication, and how teams can collaborate more effectively when individuals close their believability gap. A compelling conversation for founders, leaders, and anyone ready to step into their own role of a lifetime. Whether you're looking to boost confidence, reconnect with your purpose, or increase your impact, this episode offers practical tools and inspiration to help you “play you” more fully — starting now. Don't miss it!   Are you interested in sponsoring and advertising on The Kara Goldin Show, which is now in the Top 1% of Entrepreneur podcasts in the world? Let me know by contacting me at karagoldin@gmail.com. You can also find me @‌KaraGoldin on all networks.   To learn more about Pam Sherman and Play You:https://www.thepamsherman.com/play-youhttps://www.thepamsherman.comhttps://www.instagram.com/thepamsherman/https://www.linkedin.com/in/pam-sherman/   Sponsored By: LinkedIn Jobs - Head to LinkedIn.com/KaraGoldin to post your job for free. AT&T Business - Switch to AT&T Business at business.att.com Intuit QuickBooks Payroll - Keep your focus on the big picture and get ready for what's next. Learn more at Quickbooks.com/workforce 1-800-Flowers - Visit 1800Flowers.com/KARAGOLDIN to claim your Double Roses offer before they're gone! HomeServe - Go to HomeServe.com to find the plan that's right for you.   Check out our website to view this episode's show notes: https://karagoldin.com/podcast/828

https://youtu.be/9jLLr7IPej0 Ethan Giffin, Founder of Groove Commerce and author of Closing the Digital Revenue Gap, is driven by deep curiosity, a passion for technology, and a desire to help businesses solve problems that directly impact revenue. With over two decades of experience in eCommerce, Ethan now focuses on helping manufacturers and distributors build scalable digital revenue channels that complement their sales teams and improve overall business performance. We explore Ethan's Revenue Framework for Manufacturers and Distributors, a practical system for building and scaling digital revenue channels in complex B2B environments. The framework guides companies through Discover, Build, Pilot, Activate, and Optimize—starting with cross-functional alignment and strategy, followed by building the right system, testing it with key customers, scaling adoption across the customer base, and continuously improving performance. Ethan explains why B2B eCommerce is far more complex than a typical website project, how “quiet friction” can silently drive customers away, and why successful digital transformation requires long-term commitment, internal buy-in, and the right systems in place. — 5 Steps to Closing the B2B Revenue Gap with Ethan Giffin Good day, dear listener. Steve Preda here with the Management Blueprint Podcast, and my guest today is Ethan Giffin, the Founder of the Groove Commerce, eCommerce Agency, trusted advisors to manufacturers and distributors, and author of Closing the Digital Revenue Gap. Ethan, welcome to the show.  Very excited to be here, Steve. Very excited to be here. Thank you.  Well, we’ve known each other for quite a few years, probably, I don’t know, five or six years.  2018.  So 2018. So that’s eight. Eight years.  Eight years. Yeah.  Oh my God. Okay.  Eight years.  So we’ve known each other a long time. I think you’ve been on one of the early versions of this podcast as well. But things have changed a lot since then. That was five years ago. And your business has transformed, and you have niched your business dramatically since. So I thought that it would be great to have a conversation and talk a little bit about where you come from, what you’re trying to achieve, what matters to you, and also the system that you developed, which I thought was very impactful for manufacturers. So before we dive into that, tell me about your personal ‘Why’ and how you manifesting it in your business?  How many hours do you have, Steve? How many hours do you have? I think my personal “why” is that I have a deep curiosity about life in general. I've also always enjoyed technology and driving technology, and I've always enjoyed sales. A very odd to put all of that together, but I think that's really has created my personal “why.” I'm just an amazingly curious person and want to continue to learn. And actually love helping people solve their problems that help make them money. It's pretty simple to me in that regard.Share on X If you asked people in my EO chapter, they would say, “Oh, you always ask great questions.” So I just love being curious and helping people.  Yeah, definitely. The area you're working in is very fast-moving, with lots of changes—especially with AI happening and so much innovation in technology. A lot to be curious about. I was personally very curious about the system that you developed. You call it the eCommerce Revenue Program Framework. And we are framework junkies here on the Management Blueprint, and I’d love to learn about what that does for manufacturers, distributors. What are the main pillars, and how does that system work? How do you generate revenue for them? That’s a great question. It’s a great question. So I’ve been building websites for well over 30 years and building eCommerce sites for, I think 22 years at this point. 2004 was my first really in-depth professional eCommerce website. Over that time, I've worked with a ton of different types of organizations, and a lot of common themes started to present themselves. As Groove has continued to evolve, we began to work a lot more with manufacturers and distributors who wanted to create online buyer portals so their customers could come in and buy from them.  And they call it B2B eCommerce, and it’s very different from B2C eCommerce. Generally, you have to be approved to buy. There’s just a lot of things that goes into kind of replacing working with a salesperson, so to speak, in many of these industries. And I just found a lot of common threads. I also found a group of folks who may not be as digitally mature in the eCommerce space as other folks. And I needed to lay out a system that both the CEO, the CFO, the CTO, and the CMO could all understand and work within, and have some level of accountability within that.  Yeah. Just one thing I’d like to mention here. I had a Vistage member when I started my Vistage groups who was running a distributorship, and they really struggled this idea that they wanted to sell online, but they were afraid of upsetting their distributors. They didn't want to be seen as competing with them. So it was a very complex and politically difficult situation. You're probably going to talk about that as well.  Well, it’s a little bit different, right? So the concept of what we’re doing is actually helping someone that has, maybe they’re a manufacturer and they sell to distributors. They’re not selling to the public. They’re selling to an approved group of their customers that are able to come in and buy from them anytime they want 24/7 without human intervention. And so that’s the concept of what we create. So we actually help them create a real digital revenue channel within their organization. And people are like, well, wait, does that mean you don’t need salespeople? No. Most of these organizations have long running sales teams, and actually the sales team can leverage the platforms to help their customers and accounts buy more, so that they can spend more time actually selling than hand-typing in orders and being an order taker.  And so it allows their customers to come in and reorder whenever they want and buy at more frequent intervals and see their pricing, have their payment terms, et cetera. Very different from, say, going to an online T-shirt shop, putting in your credit card, and they ship it to you. Sometimes customers are able to buy on credit, and you’re tracking how much credit they’ve utilized within the ERP system. A very different and much more complex transaction. We think that manufacturers and distributors should have at least 10% of their overall revenue flowing through a digital platform like that. Our average customer is anywhere between $100 million and $400 million in revenue. So that's $10 to $50 million flowing through that channel. And so some industries with more digitally mature customers can go much higher than 10%. And it’s just a much cheaper way to operate.  So let’s say I’m a manufacturer and I manufacture widgets, and these widgets are being distributed through vendors who install these widgets into machines. Retail customers don't really understand our widgets, so we're not selling to retail. We're fully salesperson-based, and we'd like to go online. We'd like to get 10% or 15% of our sales online. What does it take for us to transform our business to partially online?  Yeah. That’s a great question, Steve. That’s a great question. I'm going to walk you through it very simply. I will say most CEOs or VPs of marketing think about a project like this as just a website. That's the wrong way to think about it. This needs to be a true revenue channel within the organization—a true top-down initiative that has accountability from all sides—because it's much bigger than that. If you’re talking about $10, $20, $30, $50, or even $100 million going through a system like this, it's not just about building a website. And that’s a really common mistake that the prospects and customers that we’ve gotten have often done.  Their IT might say, “Oh, we have a WordPress website. Let's use WooCommerce for free.” Or, “I saw Shopify on Jim Cramer. Let's try Shopify.” Most of those direct-to-consumer systems don’t have the right kind of features and functionality, nor is the process to pick the software first. So what we actually tell our customers and prospects is, “Hey, we've got to take a step back.” We have a five-step lifecycle that takes about three years for a company to go from zero to kind of fully digitally transformed in terms of their eCommerce. We start with what we call the Discover phase of the lifecycle. And that is where we work, consult, understand, and build alignment between the sales team, the finance team, customer service, operations team, the warehouse, and the IT team to build this kind of alignment where all the groups of the…Share on X  In that process, we’re helping them to pick a software to utilize, to run all of this, and that will connect to their ERP system accordingly. The next phase in the process is the Build phase, and that is more traditional—like any website—where we architect, design, and build the full system. For a modern manufacturer, that generally takes about six to eight months to go through that process. Some are a little faster, some are a little longer, depending on the organization. But is this because there are thousands of SKUs, or why does it take so long?  Because there’s complex integrations with their accounting and ERP systems. The catalog is often not ready for prime time. Maybe it's in the ERP, but it contains a lot of internal slang and doesn't have photos for everything. They're often missing data or specifications. For instance, sometimes Amazon has better product descriptions and more measurements than the manufacturer's own website. So these are the kind of things that we need to go to. The Discover and Build phases together can take anywhere between eight and 12 months—or longer—depending upon the size of the organization. The next step, the next lifecycle here is called the Pilot phase, and this is something people often forget about. What they don’t do is they don’t pilot these types of systems with a handful of their top customers. Customers that would never fire them, or that are willing to go on a little bit of an R&D journey with them. They don’t pilot these systems and have them start to utilize it in a white-glove way, and they don’t often have the same kind of white-glove service with their internal sales teams to help them get going. So this Pilot phase is very important to start seeing early adoption—both internally and with the customer.Share on X  Sorry to interrupt, but I'm curious—how do you get those customers to actually invest time in piloting a system like that when they already have a salesperson who knows them and their needs?  Well, generally, up to this point, we've internally surveyed and built a system that can handle these customers. Most of your top customers want you to succeed. Quite honestly, they may already be experiencing friction in the sales process currently is holding them back and they may be like, “Oh, I can just go in and press one button to reorder my weekly order—thank God!” Most of the time, they volunteer to pilot the system. In fact, these are the ones that you want to pilot the system, the ones that are willing to do that, and you need to take them through that process with a white-glove level of service, even holding weekly office hours if you need to.  But what you want to see in that pilot is see those customers make not only their first order, but maybe their second, third, or fourth order, depending upon what their typical intervals are. And so we want to get that up and running and get some early kind of wins there and get both the internal team and the customers feeling like, Hey, this is really working for us. And then the next phase after that, we call it the Activate phase. Again, these websites are very different than a direct-to-consumer site, where they usually have an improved list of customers and they’re hidden behind a password. The next phase is the activate phase, and that’s where you want to get all of your customers in the system placing their first and second orders and getting it going. And you want to roll that out.  Generally, it might take you a good 10 to 12 months to get everybody rocking and rolling with this part of the system. But once they do, and once they start making their first, second, third order, you’ve built muscle memory over time. So this activation phase is really important. I was recently talking to the VP of marketing at a $400 million distributorship. He was telling me that they had invested seven figures in building this system, and they spent 18 months connecting it into all their financial systems. Again, $400 million. And they had only done about $200,000 in their first nine months having the system live. And what they didn’t do was they didn’t figure out how to activate their customer base. Because I asked them, how many customers do you have? Well, we’ve got about 180,000 customers.  Well, how many are in the system? 15,000. And next thing, and I’m like, well, you haven’t done yourselves any favor here. So you need a very solid plan to activate. That takes about the first two years, right? The first year is kind of architecting and building the system. Year two is really piloting and activating the system, but by year three, you've got more mature scorecard.Share on X You are starting to find ways to optimize, to reduce friction in the buying process. Maybe you’re introducing more products to your catalog. You’re introducing your customers to more product offerings that you may have, or maybe you’re finding even new industries that you can easily plug into the system and generate more revenue. And we call that the Optimize phase. And that continues to just spin in a flywheel once that’s up and running. That’s fascinating. So I wonder—how do you get the sales team to buy in? Is there an advantage for them, or they feel like sometimes that the digital channel is going to compete with them?  Yeah, well, that buy-in can come from a lot of feelings. I’ve had to stand up in front of national sales meeting audiences and talk about these kind of things. And so I would say, out of the gate, salespeople are nervous that you’re trying to take their commission away. When their customers buy through these systems, they need to get the commission off their accounts as they normally would. Maybe you raise expectations, right? In terms of what you’re looking for them to sell, or their annual quota. Perhaps you want them to sell a little more now that they have this electronic tool—but they need to share in the revenue that comes through these systems. The second part is that, according to McKinsey Consulting, 70% of all digital transformation projects in the mid-market fail to meet their original stated goal. So what happens is that people make wrong decisions, or maybe they pick software before they put alignment together. And so the salespeople, maybe they’ve had a poor experience or two with a CRM rollout, or an ERP rollout, or a previous eCommerce rollout that wasn’t thoughtfully planned. And so you’ve got to figure out how to build that confidence and trust back with folks. And then the last piece is you’ve got to give them a voice in the process. A traditional website project may not include the head of sales for the organization, but for our discoveries, we like them to attend at least the first couple days of that.  So this is a huge project—two or three years working with a client. How important it is that you keep an eye on the pulse of the client, keep listening, and make sure buy-in continues to be strong? Yeah, I think it's very important. One of the best parts about all of this is everything is trackable. We can track which customers have logged in, we can track how frequently they log in. We can track how frequently they buy, and then we can leverage technology to go out and kind of tickle them, remind them—“Hey, it's been a while since you ordered. Why don't you come back and check this out?” It is an ongoing relationship, but that relationship changes and evolves over the course of working together. I think once you get over the kind of discover-and-build phases and into the pilot, the relationship begins to evolve and change. Clients get really excited about milestones, like the first $100,000 in orders that come through the system or the first six-figure order that comes through unattended. There’s a lot of things that you want to think about and celebrate along the way when you’re working together.  Do you find that clients are willing to think long-term and commit to three-year plans where they’re willing to invest time and money into building this channel out over a period of time, as opposed to trying to get a silver-bullet solution that will happen overnight? I think it depends on where they are. From our client’s point of view, if they’ve bought into working with us, they believe and understand that this isn’t just a one-project kind of operation to build a 10–15% revenue channel within the organization. There’s no long-term contracts on our side to do it. It’s kind of broken up into kind of multiple phases and pieces. We actually do that so we can make sure that they’re ready to move on to the next step in that. There is some heavy lifting that comes from the first year of actually building a system and getting all the integration parts working through that —which is challenging. I get questions often about this. There's usually a buying committee that makes decisions on these types of project and expenses, and the CFO is always a part of that conversation. And I think the transparency that we do offer a CFO to say, listen, this is what you should expect over a three-year period.  If both sides do what they’ve agreed to do here, this is what it can get to. And I believe that maybe it might cost them $50 or $60 an order for a human in their call center to actually get the order over the phone and type it in. And kind of follow along with that from an ongoing kind of basis. And it might cost $3, $4, $5 for an order of that scale to come out of an eCommerce system. So there's definitely optimization that happens all the way around. Salespeople are able to do more, and customer service is able to focus on actually helping people, not entering orders.Share on X  Yeah, I was wondering—let’s say my widget manufacturer, we increase, we get 10% into the digital channel in a period of three years, maybe 10-15%. How much of that is accretive to the actual sales in your experience? And how much of it is kind of cannibalizing some of the actual sales?  I think it’s a little bit of both. Customers will generally buy more from you if it’s easier to buy from you. And I think there’s a real optimization in terms of expenses and costs that happens when you bring it all on.  So there’s a little bit of top-line growth and a lot of profitability improvement, margin improvement. Margin improvement.  Yeah. That’s very interesting. So, Ethan, you're coming out with the book Closing the Digital Revenue Gap. What prompted you to write this book, and what is it about?  I felt like I’ve got over 20 years of stories from being on the road. And I felt like it would be a lot of the same challenges would happen over and over again on these types of projects. So I sat down and wanted to really write about these stories, the challenges, and how we made it through them, and give the reader some things to think about as they’re going through challenges like that. And just understand that they’re not alone, that other people, that other organizations have had similar challenges over the year. So I wanted to get that out on paper and have it in a holdable form. Sorry, I don’t have them. I’m still waiting for the hardcovers to come in, so I don’t have one to show you today. But the reasoning is I felt like I wanted to tell my story and the stories of the journey I’ve been on of building these types of sites and systems over the years. Yeah. I’m sure you have a lot of war stories. Can you share one or two with us—something that was really difficult but then created a breakthrough, or a situation where someone was very skeptical and then came around?  Yeah. I think one of the big stories I like to talk about is quiet friction. Every business has quiet friction in it that may affect their customers, and they don't even know it.Share on X So, here where I'm from in Baltimore, they recently passed a law where it costs five cents for every grocery bag that you use at the grocery store, right? There’s one grocery store in the area that carries a handful of my favorite things to make pizza. They carry these special pepperonis, special cheese, like all the things. And I love making pizza. And I’m always so happy when I’m going to this store to get those things because I know I’m going to make pizza, and I love it. Well, with this law coming and happening, most grocery stores that you go to that have a self-checkout will have an option.  How many bags did you use? 0, 1, 2, 3, 4, or 5. And the bags are right there. It's on the honor system. Well, this grocery store chain at their self-checkout locks the grocery bags up, and you actually have to go get the self-checkout assistant to come over, swipe his badge, type in a whole bunch of like characters on the touchscreen, and then get a bag out of a locked cabinet and give it to you. And it’s created so much friction with me that I actually hate going to that grocery store now. And it’s kind of ruined the experience of me buying three of my favorite things to do my favorite thing. If I ask most manufacturers to say, think about your business. Is it actually hard to buy from you? Sit and ponder that a bit. What kind of quiet friction do you have within your organization? And most of them, you can see the steam come out of their ears once they realize what’s creating those types of challenges for them. What kind of quiet friction do you have in your company that might not make people like leave immediately, but if somebody else gives them the opportunity to buy what you sell from them much easier without making it a pain in the ass, they might like, kind of gradually move, float away from you. And I think that’s where you start to just like miss compatibility with all of it.  Yeah, I love that you approach it from this angle—it’s the friction. If you remove the friction, the flow of business accelerates. It's like widening a gorge: a lot more flow can go through, and it’s so easy to miss the friction because you don’t see it. It’s something that is holding you back. And if you remove it, the effect is probably cumulative. If you have all these little things that don’t count on their own and they are immaterial on their own, but cumulatively they are absolutely disastrous. Love it. So we live in the AI age, and I can’t avoid asking a question on AI as well: how are your clients, customers taking advantage of AI?  It’s all over the place, right? I would say a lot of our customers are using AI to help with an email here or there. Maybe they have some Industry 4.0-type IoT devices connected in their factory that leverage, or are able to leverage AI for creating dashboards. But it really is generally through the use of software that we’re seeing that kind of happen overall. But one of the areas that we found AI to be fantastically helpful these days is helping to build a public-facing catalog—being able to leverage tools within AI to stock in data from various sources and get that into a structured format that we can leverage and import into a system. So we’re doing those types of projects a lot with folks. They’re still looking for coaching and help in those areas. So AI is still an emerging area, but we’re trying to, like, every day figure out how to leverage AI more and more with what we’re doing.  Is it possible to use AI in optimizing these web properties, these eCommerce systems?  I don’t think so yet. I mean, I think AI can make recommendations about things, but I wouldn’t trust AI to just auto-optimize what I was doing. I would also say that most of the folks, unless you’re really getting 50,000, 60,000, a hundred thousand visits on a single webpage—a million visits on a webpage—you’re not getting enough to statistically create a winner in that. So it’s all about using those types of things responsibly. But we are seeing AI really come to light in terms of the traditional eCommerce search, right? eCommerce search has always been keyword-driven, but we have certain platforms and tools that we plug into sites now that are able to search PDFs and even CAD files and all types of things in terms of being able to answer questions. That’s very interesting. So Ethan, you’ve been running a business for over two decades now, at least. That’s what I’m aware of. We mentioned 2004. I think Groove was started in 2004.  Seven, officially seven. But the precursor days before it was actually Groove.  Okay. Alright. So 2007. Still, it’s coming up on 20 years. So what is, in your experience, the most important question any entrepreneur should be asking themselves?  I would ask themselves if they have niched down enough within their industry. I would say that’s probably one of my biggest mistakes: not niching down fast enough and really focusing on a single area with that. So that would be the thing that I would want to say if I was an entrepreneur, and I have told people that, and to write a book.  Is this partially why you wrote the book?  It is.  Yeah.  Yep. Yeah, I’ve been doing more and more keynote speaking, and I knew I needed a book if I wanted to elevate myself to the next level. So before we wrap up, I can’t hold myself back from bringing this up, but you’re also an accomplished DJ. You started your career DJing, and you still do it sometimes for friends.  Yes.  What did DJing teach you as an eCommerce entrepreneur? How do you see life differently, or the world, or business owners differently because of DJing? Well, that’s a great question, and it’s affected me. I started DJing when I was 15 years old. I’m 51 now. And I do focus now on working with some nonprofits locally here in Baltimore, and I DJ their galas, and we put on a big show. And I would say that, interestingly, DJing has moved into digital. When I started as a DJ, I had 12-inch records that we would put on a turntable, and you’d have to have a dolly and crates of records that you would have to haul around. And now I can have 50,000 songs on my laptop in front of me, and I have these devices that spin like turntables that I can DJ on. And that—quite frankly—that transition for me to go from analog to digital was quite difficult. And I really did my own little mini digital transformation to figure out how to do that, and I was against it for a long time.  It really helped me understand more what our customers are going through as they’re thinking about that and having much more empathy. So it is that transition. I used to work at a nightclub, and we had to bring somebody in from Italy to program the lighting equipment that we had at the time in the 1990s. And now I have a light show that is driven by the waveform in the music, and it manages the lights through AI. I had it set up within an hour of getting the software. And so it’s just been tremendous to understand and see like how that has gone from analog to digital. And it’s been very helpful on the journey to teach our clients how to go from analog to digital as well.  I love it. I mean, that’s such a huge challenge with all this technological evolution going on—to keep up with that, stay fresh, and stay young with the technology, and you’re doing that. So that’s awesome. So if we have in the audience some manufacturers, distributors, or someone who is very passionate about eCommerce and wants to talk to you, learn from you—where can they go, and where can they connect? Where can they get your book? How does it work?  Absolutely. So if this resonated—if this message resonated with any of your listeners—we’re waiting for our first initial batch of books to come in, and I’ve held some back to give away. I would love to offer a complimentary book to any of the listeners of this podcast that it resonated with, as well as offer a free consultation as part of that. And if they go to www.b2becombook.com, they can request a free copy, and we’ll send it out as soon as we get them in. Sounds good. So B2B is B2B, right?  B2B. Yep.  So definitely check this out. And if you enjoyed the show, make sure you subscribe and keep coming back, because every week I get an exciting entrepreneur on the show. And Ethan, thanks for coming and sharing your goodies and wisdom. Thank you so much for having me. I always appreciate seeing you.  That was a great pleasure. Thank you. Important Links: Ethan's LinkedIn: Ethan's website:

What if the reason your marketing "isn't working" these days isn't your team — but your strategy? In today's environment, buyers are changing faster than most companies can keep up. Sales teams are frustrated. Leads are down. And what used to work suddenly doesn't. The real issue? Most organizations are still operating with outdated assumptions about how to turn their prospects into customers. In this episode, Rachel sits down with Karen Hayward, Managing Partner & CMO at Chief Outsiders and author of Stop Random Acts of Marketing, to unpack what modern growth really requires — and why CEOs must reclaim ownership of it. Karen brings more than 20 years of experience advising Fortune 1,000 and mid-market companies. At Chief Outsiders, she leads a team of 40-plus CMOs and CSOs, helping organizations align sales and marketing around the voice of the customer to accelerate revenue. She's a Vistage and TEC-certified speaker, guest lecturer, and trusted advisor to CEOs and private equity leaders ready to build growth engines in today's marketplace. In this episode, Karen breaks down how to replace marketing chaos with a disciplined strategy. The Modern Buyer Has Changed — Has Your Strategy? Today's landscape paints a generationally different picture of consumer behavior than the one many of us grew up with. Nearly 65% of B2B buyers are now Millennials or Gen Z. They research independently. They distrust early sales engagement. They want rep-free or digital-first buying experiences. And increasingly, they're discovering companies through AI platforms. If your growth engine still relies on cold outreach and traditional sales funnels, you're misaligned with how today's customers actually want to buy. Karen explains that marketing now owns the majority of the funnel. Her advice? Start with the voice of the customer. Interview recent wins and losses. Identify what customers truly value — not what you assume they value. Then align positioning, messaging, and sales enablement around that insight. From Random Acts to Real Results One of the most common mistakes Karen sees? Companies executing disconnected tactics without a cohesive strategy. Instead, she urges leaders to focus on three foundational pillars: Deep customer insight Clear competitive positioning Honest understanding of company strengths Only then should you invest in acquisition. Karen also shares tactical wins leaders can implement immediately: Record discovery calls and use AI to tighten proposal alignment Run an AEO grader report to evaluate how AI platforms see your business Build robust FAQ content based on real buyer questions The throughline? Discipline over randomness. Marketing remains full of engagement metrics and busy dashboards, but true success relies on measurable growth. Enjoy this episode with Karen Hayward… Soundbytes 09:21 – 09:32 "About 65%-plus of B2B buyers today are millennial or Gen Z. And they buy drastically differently than baby boomers do." 37:46 – 38:30 "By the time the salesperson gets engaged, you have very little time to build trust. So how do you coach yourself to get better on the at-bats that you have given how little time you have? So the one thing I would do with the sales team, or with BD people, or with founders, or with you — if you're talking to clients — is I would record the initial conversation with the client and understand what their needs are. I would record that. And then I would send a follow-up email to them with a summary of what they said, and I'd ask them to correct me." Quotes "Marketing now owns most of the sales and marketing funnel." "Stop doing random acts of marketing and hoping something works." "You can't rely on your sales force to tell you why you're winning and losing." "Open the door and ask about them first." "Engagement doesn't pay payroll." Links mentioned in this episode: From Our Guest Website: https://www.chiefoutsiders.com/profile/karen-hayward Phone: 650-823-4292 Connect with Karen Hayward on LinkedIn: https://www.linkedin.com/in/karenhaywardcmo/ Connect with brandiD Find out how top leaders are increasing their authority, impact, and income online. Listen to our private podcast, The Professional Presence Podcast: https://thebrandid.com/professional-presence-podcast Ready to elevate your digital presence with a powerful brand or website? Contact us here: https://thebrandid.com/contact-form/

Growth is hard. Growth inside a family enterprise is harder. Because in a family business, every strategic decision carries emotional weight. Every acquisition, every hiring choice, every leadership disagreement touches not just the company — but the relationships that built it. That's where family business governance becomes the difference between sustainable growth and generational fracture. In Episode 127 of The Family Biz Show, Christina Armentano, third-generation leader of Paraco Gas Corporation, shares what it really takes to grow a multi-location energy company without breaking the family behind it. Her insights reveal that family business governance isn't theory. It's daily discipline.   The Founder's Grit Is Not a Governance Strategy Christina's grandfather was born in 1929, the year of the Great Depression. He didn't finish grade school. He started working young. He built the company through charisma, salesmanship, and relentless drive. That founder grit built the foundation. But grit alone doesn't sustain three generations. As family enterprises mature, family business governance must evolve beyond personality and instinct. What works for a founder rarely scales to siblings, cousins, and future generations. Growth demands structure.   Why Outside Experience Strengthens Family Business Governance Christina didn't step directly into the family company. She spent nearly a decade outside the business: Executive search MBA Internship at the largest propane company in the U.S. Turned down multiple early opportunities to join Why? Because strong family business governance requires competence, not entitlement. When next-generation leaders build experience elsewhere, they return with: Credibility Financial discipline Confidence Perspective Governance begins with earned authority.   Two Roles. One Discipline. One of the most powerful lessons in this episode: "You have your shareholder role and then you have your employee role. Those are two very separate roles." This distinction is the heart of effective family business governance. Ownership thinks long-term. Employees execute short-term. Shareholders protect capital. Employees protect performance. When these roles blur, conflict accelerates. When they're clearly defined, growth stabilizes.   Communication Is the Engine of Family Business Governance Christina shares her grandfather's advice: "Do right by the business and the business will do right by you." That statement reflects mature family business governance thinking. Open lines of communication. Business lens over personal lens. Disagreements that are never personal. Clear separation between family emotion and enterprise decision-making. Without disciplined communication, growth becomes personal. With governance, growth becomes strategic.   Acquisition Growth Without Governance Is Dangerous Paraco has completed more than 60 acquisitions. That kind of expansion requires structured family business governance. Christina breaks acquisitions into two stages: Due diligence Transition Strong governance means: Written checklists Clear deal leadership Objective financial review Emotional detachment from transactions Written transition plans Ego left at the door One critical lesson: retain what you have first. Retention is governance. Foundation is governance. Infrastructure before scale is governance. Without disciplined family business governance, acquisition momentum becomes chaos.   Selling a Business Requires Governance Discipline Too Christina emphasizes something most owners overlook: "The deal is never done until the deal is done." During a sale process, owners must continue running the business as if no deal exists. Why? Because strong family business governance protects optionality. If performance slips, leverage disappears. If emotion rises, valuation suffers. If the owner becomes dependent on the deal, negotiating power evaporates. Governance protects freedom.   Industry Leadership as Governance Maturity Christina serves as President of the New York State Propane Gas Association. When propane faced regulatory bans in New York, competitors collaborated to protect the industry. This reflects expanded family business governance thinking. Governance is not just internal. It's external influence. It's political awareness. It's industry collaboration. Mature family enterprises understand they are stewards of an ecosystem, not just operators of a company.   Coaching, Peer Groups, and Governance Accountability Christina credits her Vistage experience for sharpening her leadership. Peer groups: Call out blind spots Pressure-test strategy Provide emotional separation Create accountability Outside perspective strengthens family business governance by preventing insularity. Family enterprises that refuse external input often stagnate.   The Three Rules That Protect Growth Christina's closing advice distills governance into three principles: Family members must want to be there. Separate personal from business. Give yourself grace — but earn your seat. Each one reinforces family business governance at a human level. Engagement. Clarity. Discipline. Without those, growth fractures relationships. With them, growth strengthens legacy.   The Real Purpose of Family Business Governance Family enterprises are uniquely powerful because they combine trust and long-term thinking. But that same proximity creates risk. The purpose of family business governance is not control. It is alignment. Alignment between: Ownership and leadership Growth and stability Family values and enterprise vision When governance is intentional, growth compounds. When governance is ignored, conflict compounds. Episode 127 is a masterclass in how disciplined family business governance allows you to scale acquisitions, navigate succession, develop next-generation leaders, and protect the family behind the enterprise.

A veteran CEO peer-group leader and lifelong entrepreneur, Chip Webster shares how decades inside Vistage (and later Tiger 21) taught him that trust, accountability and curiosity are the real engines behind successful businesses and healthy communities. After COVID, he and his immunocompromised wife bought an RV and crisscrossed the U.S., where countless conversations in RV parks inspired his new book Unity and Service about rebuilding civic connection through "micro validations," volunteering, and engaging beyond our silos. The episode closes with a blunt, practical challenge.

In this episode of Better Business, Better Life, Ryan Hogan, a serial entrepreneur and CEO of Talent Harbour, shares his incredible journey from bankruptcy to scaling a business to $55 million using EOS and other tools. Ryan discusses the challenges and rewards of entrepreneurship, including the crucial role of communication, accountability, and structure in scaling a business. Ryan's entrepreneurial journey spans various ventures, from a murder mystery company to Hunt a Killer, where he pivoted to subscription boxes and landed major retailers like Target and Walmart. He attributes much of his success to implementing EOS, joining peer groups like Vistage and EO, and surrounding himself with brilliant problem-solvers. He offers valuable advice for entrepreneurs, including the importance of having an operating system, seeking business coaching, and investing in peer support. Ryan's journey serves as an inspiring example of resilience, learning from failure, and the strategic approach needed to grow a business. CONNECT WITH DEBRA:         ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: debra@businessaction.com.au ►See how she can help you: https://businessaction.co.nz/ ►Claim Your Free E-Book: https://www.businessaction.co.nz/free-e-book/ ___________________________________________ RYAN'S DETAILS: ►Ryan Hogan – LinkedIn: https://www.linkedin.com/in/ryanehogan/ ►Talent Harbor – Website: https://talentharbor.com/ Episode 256 Chapters:   00:00 – Introduction 00:42 – Entrepreneurship and Communication Challenges 02:39 – Ryan Hogan's Entrepreneurial Journey 04:10 – Transition to Hunt a Killer 45:25 – The Role of EOS in Business Success 45:38 – Talent Harbour and Future Plans

Are you trying to grow your business alone? What if the fastest way to scale wasn't more hustle — but better peers?In this episode of The Business Ownership Podcast I interviewed Bob Carrothers. Meet Bob, your dedicated partner in leadership growth. With over 28 years of experience in leadership development and executive coaching, Bob has guided CEOs and C-suite executives towards success and fulfillment.At Vistage Worldwide, Bob leads peer-to-peer boards where CEOs and executives enhance their skills and make informed decisions. But Bob offers more than facilitation. He provides personalized coaching, connects you with expert speakers, and taps into a global network of over 45,000 board members.Bob's track record speaks for itself. As a six-time recipient of the Chair Excellence Award, his coaching is grounded in practical experience, offering valuable insights from his own entrepreneurial journey.Certified in Emer genetics and Predictive Index, Bob understands human behavior deeply. Through these assessments, he empowers leaders to unlock their potential and achieve their goals.Bob Carrothers isn't just a coach; he's a mentor, guide, and advocate dedicated to shaping the future of leadership, one CEO at a time.Could peer support be the advantage your business is missing? Learn how to tap into collective wisdom & find out what's possible with the right peers. Check this out! Show Links:Bob Carrothers on LinkedIn: https://www.linkedin.com/in/bobcarrothers/Vistage Website: https://www.vistage.com/Book a call with Michelle: https://go.appointmentcore.com/book/IcFD4cGJoin our Facebook group for business owners to get help or help other business owners!The Business Ownership Group - Secrets to Scaling: https://www.facebook.com/groups/businessownershipsecretstoscalingLooking to scale your business? Get free gifts here to help you on your way: https://www.awarenessstrategies.com/

Send us a textWhat if the difference between stalling at $8M and exiting at $55M wasn't luck, but a set of repeatable choices about people, process, and stage-fit hiring? That's the jump Ryan Hogan made, and we unpack exactly how he did it—from the hard lessons of a viral zombie race that crashed to the systems and recruiting moves that helped Hunt A Killer scale fast without losing its soul.We start with the foundation most founders skip: vision, mission, and values that actually drive decisions. Ryan explains why talent sits on top of that foundation—and why mis-hires rarely come from bad resumes, but from poorly defined problems and vague expectations. We dig into the mistake of hiring a leader from a $100M company to run a $25M org, and how to find operators who have done the exact jump you need right now. You'll hear how to set roles by outcomes, not titles, run a blank-slate org chart to reveal gaps, and reset expectations with early hires as the company evolves.Then we get tactical on recruiting. Real recruiting isn't posting and praying; it's outbound sourcing, targeted outreach, and selling a meaningful mission to candidates who aren't looking. Ryan shares why small and midsize companies need expert, stage-aware recruiting to win, how structured interviews and reference loops beat gut feel, and how EOS and peer groups like Vistage create the cadence and accountability to keep teams aligned as complexity grows. The result is a blueprint for building teams that scale, stay aligned, and deliver measurable outcomes under real-world constraints.If you're a founder, operator, or hiring manager who wants compounding growth without the cultural hangover, this conversation gives you the playbook: hire for the stage you're in, design the org you actually need, and treat recruiting like the competitive advantage it is. If this resonated, subscribe, share it with a builder who needs it, and leave a quick review—tell us the one hiring move you'll change this quarter.Support the show

What if your journey from poverty to six countries was shaped by stepping stones of relationships? In this episode, Ghazenfer Mansoor shares how Technology Rivers helps health tech companies build HIPAA compliant software products and helps healthcare service businesses 10x their operations through AI and technology. With a computer science background and experience building a recruitment SaaS company, Ghazenfer started Technology Rivers with one core philosophy: build it right the first time. Too many founders hire developers and end up with never-ending products that keep building but never launch. His team focuses on helping startups with limited money build the right MVP so they can get traction, get customers, and secure more funding. The work creates a double bottom line: supporting businesses solving world problems while creating opportunities and livelihoods for people across six countries. He reveals that his journey wasn't shaped by one person, but by stepping stones of relationships. Growing up in Pakistan in poverty, mentors and friends guided him toward education and opportunities that eventually brought him to the US. Coaches, entrepreneurial groups like EO, and books like "Who Not How" all shaped his direction. The most powerful story? Exchanging business cards at a conference. Months later, that person called about a project. Over six years, that one card exchange generated close to $2 million in business.   [00:05:20] What Technology Rivers Does Software development business serving health tech companies primarily Started helping all verticals but gradually focused just on health tech Help companies build HIPAA compliant software products Work with healthcare service businesses, help them 10x operations through AI and technology [00:06:00] Build It Right the First Time Wanted to fix problem of never-ending products that keep building but never launch Companies hiring developers with products that are never ending Founders have limited money, need to build right MVP to get traction and funding Help startups build products right the first time so they're not broke if it doesn't work [00:08:00] Creating Double Bottom Line Impact Help companies create solutions that solve world's problems Every founder working with them is solving something, changing the world Also creating opportunities for people supporting those projects Team in six different countries, many in growing economies, creating livelihoods [00:10:20] AI is the Biggest Shift Started career in early web, but AI is even much bigger shift Mind blowing how things are moving, but also creating opportunities Much easier now for people who want to create companies and solutions AI not just solving existing problems but bringing new problems to solve [00:12:00] Journey Shaped by Series of Relationships Not just one person, journey shaped by series of relationships as stepping stones Growing up in Pakistan, mentor guided him to take risky opportunity That opportunity created by colleague in same company Friend said "you have to do your master's degree" when Ghazenfer only had diploma [00:13:00] From Poverty to Possibility Friend showed the path, arranged meeting, pushed toward higher education Was in poverty, didn't have means for education People supported along the way giving opportunities on jobs or introducing to something Each opportunity helped get to next step [00:13:40] Coming to the United States Would not have been in US without those opportunities Friend introduced to recruiter who was recruiting for company in US Coach helped see certain things in way he hadn't seen before Entrepreneurial groups (EO, Vistage forums) helped shape journey [00:14:40] Books That Shaped Direction "The Great Game of Business" by Jack Stack - partnership made based on this book "Who Not How" by Dan Sullivan - amazing book "What Got You Here Won't Get You There" by Marshall Goldsmith "How to Win Friends and Influence Others" by Dale Carnegie [00:15:40] Taking the Leap Created own podcast, started speaking engagements Wrote first book "Beyond the Download: How to Build Mobile Apps That People Love, Use, and Share Every Day" Now writing another book All these people contributed to growth, wouldn't be fair to point to just one person [00:19:20] Clients as Partners and Coaches Client gave guidance and tips that helped do things in certain way Coaching came directly from client to team: "If you do it this way, this would help me" Relationship with clients has always been as partners Client guided in terms of how to do things, shaped development effort [00:22:00] Co-Creation is Key Software development and product development can only work if co-creating Not about giving instructions and just doing it Believe in co-creation as collaborative effort Client comes with idea, have to discuss, brainstorm, come up with right way [00:23:40] Challenging in a Positive Way Someone said "you would challenge our client's business approaches" Don't challenge their decision, communicate and make sure they hear alternate options Challenge in positive way: "Have you thought about this alternate option?" Show three ways of doing something with one recommendation [00:24:40] Three Options, One Recommendation Not making decision for client, letting client make decision Giving enough information to make the decision If only give one option and it doesn't go well, it's a problem Software products need that product approach with enough guidance and information [00:27:00] The Power of Physical Business Cards At conferences, people say "Who uses cards nowadays?" Challenge: Once you leave a conference, how do you remember who you connected with? If just connect on LinkedIn, no reference left when you have thousands of contacts Physical cards are cheaper and provide tangible reminder [00:27:40] The $2 Million Card Exchange Years ago at conference, sitting with someone, exchanged cards Few months later, guy called: "We were on same table, you gave me your card" Working on global software project, needed help Got that project, then partner introduced them to another company [00:28:40] Six Years of Business from One Card After six months of work, got another project, then another one Over six years timeframe, got close to $2 million in business From that one card exchange From that point, focused on improving quality of card and keeps bunch with him [00:29:20] Cards Keep You Top of Mind Cards are cheap but provide reminder when back at home or office In sales they talk about follow ups: be in front of people at right time Traditional way but works for Ghazenfer Still keeps bunch with him all the time [00:36:20] Be the Go-To Person Book "Networking is Not Working" by Derek Coburn resonated Want to be go-to person for anything - even if someone needs a plumber Are you the person who's connected to many that friends always call? If you are that person, makes huge difference   KEY QUOTES "Software development, product development can only work if you are co-creating something. If the clients are giving instructions, then we're just like everybody else, then we are not really doing our work. We believe in co-creation." - Ghazenfer Mansoor "You wanna be the go-to person for anything. If somebody even needs a plumber, who do they call? Are you the person who's connected to many that your friends are always calling you?" - Ghazenfer Mansoor (quoting Derek Coburn) CONNECT WITH GHAZENFER MANSOOR 

In this episode, Joe Crane sits down with Ryan Hogan, a Navy veteran who transitioned from enlisted aircrewman to Surface Warfare Officer while building a career as an entrepreneur. With 15 years of active duty experience and a tenure in the Reserves, Ryan discusses the "trial-by-fire" lessons learned from early ventures like WarWear and Run For Your Lives, emphasizing the unique challenges of managing a business while serving on active duty. The conversation centers on Ryan's success as the co-founder of Hunt A Killer, the high-growth mystery game he eventually sold. He credits much of his scaling success to the Entrepreneurial Operating System (EOS) and peer-to-peer learning through Vistage, which helped him transition from a founder-led startup to a systems-driven organization. Following the sale, Ryan launched Talent Harbor to fix the inefficiencies he encountered in the hiring industry. He introduces the "Recruiting as a Service" (RaaS) model, which replaces traditional high-commission headhunting with a transparent, flat-fee monthly rate. By treating recruiting as a core operational competency rather than a one-off task, Ryan is now helping other founders build more efficient systems for finding and retaining top-tier talent. Episode Resources: Talent Harbor Ryan Hogan - LinkedIn   About Our Guest Prior to founding Talent Harbor, Ryan Hogan co-founded Hunt A Killer, a subscription-based interactive murder mystery experience. In 2019, Hunt A Killer was named by Fast Company as one of the World's Most Innovative Companies. In 2020, Inc Magazine named it the fastest-growing CPG company. Ryan started his career enlisting in the U.S. Navy as an MH-53E aircrewman, and transitioned to officer where he served as a Surface Warfare Officer onboard various warships. Along the way, Ryan founded WarWear and Run For Your Lives, honing the entrepreneurial skills that he would use in Hunt A Killer, and now Talent Harbor.   About Our Sponsors Navy Federal Credit Union   Navy Federal Credit Union offers exclusive benefits to all of their members. All Veterans, Active Duty and their families can become members. Have you been saving up for the season of cheer and joy that is just around the corner? With Navy Federal Credit Union's cashRewards and cashRewards Plus cards, you could earn a $250 cash bonus when you spend $2,500 in the first 90 days. Offer ends 1/1/26. You could earn up to 2% unlimited cash back with the cashRewards and cashRewards Plus cards. With Navy Federal, members have access to financial advice and money management and 24/7 access to award-winning service. Whether you're a Veteran of the Army, Marine Corps, Navy, Air Force, Space Force or Coast Guard, you and your family can become members. Join now at Navy Federal Credit Union. At Navy Federal, our members are the mission.      Join the conversation on Facebook! Check out Veteran on the Move on Facebook to connect with our guests and other listeners. A place where you can network with other like-minded veterans who are transitioning to entrepreneurship and get updates on people, programs and resources to help you in YOUR transition to entrepreneurship.   Want to be our next guest? Send us an email at interview@veteranonthemove.com.  Did you love this episode? Leave us a 5-star rating and review!  Download Joe Crane's Top 7 Paths to Freedom or get it on your mobile device. Text VETERAN to 38470. Veteran On the Move podcast has published 500 episodes. Our listeners have the opportunity to hear in-depth interviews conducted by host Joe Crane. The podcast features people, programs, and resources to assist veterans in their transition to entrepreneurship.  As a result, Veteran On the Move has over 7,000,000 verified downloads through Stitcher Radio, SoundCloud, iTunes and RSS Feed Syndication making it one of the most popular Military Entrepreneur Shows on the Internet Today.

This week on Conflict Managed we welcome Jacqueline Wales. Together we explore: What is fear? Four professional fears Fear as information Fear based behavior E.A.R.: Face it, Explore it, Act on it, Rise with it Self-compassion Do you have enough information for the judgement you have made? Not fearless, but fear intelligence Conflict Managed is available wherever you get your podcasts and on YouTube @3pconflictrestoration   Jacqueline Wales has spent over 18 years helping leaders and teams around the world transform fear into clarity, courage, and trust. Her work is grounded in a simple truth — fear isn't the enemy. It's data. When you learn to read it, you lead differently. Jacqueline is a passionate champion for being fearless. She is the author of Fear Intelligence: A Practical Framework for Leading Beyond Fear, The Fearless Factor, The Fearless Factor at Work, and When The Crow Sings, a novel. She is a TEDx and Vistage speak, founder of Transformational Strategies for Success programs and a trusted advisor to senior executives who are ready to transform their professional and personal lives.   jacqueline@jacquelinewales.com jacquelinewales.com linkedin.com/in/jacquelinewales   Conflict Managed is produced by Third Party Workplace Conflict Restoration Services and hosted by Merry Brown.   #Fear #Emotions #LeadershipDevelopment #ConflictManagement #WorkplaceCulture #Communication

When Andrew Wynne coaches, he invites leaders to make a powerful choice: keep playing not to lose—defensive, cautious, and closed—or step up and play to win by creating the kind of collaboration where everyone can succeed. He builds trusted, safe containers where truth can land, people feel genuinely seen and heard, and leaders discover the “victory speech” they're really working toward. Andrew is a mirror—listening with his ears, eyes, and whole-body presence—bringing both intimacy and accountability to the conversation. Guided by the belief that we go further together, and anchored in the wisdom that “cast your bread upon the water and it will come back buttered,” Andrew helps leaders build trust through reliability, credibility, and deep connection. About Andrew Wynne – Executive Coach, Leadership Mentor & Vistage Chair Andrew Wynne brings more than 25 years of executive experience across multiple countries and industries, blending deep commercial insight with a genuine passion for understanding human behaviour. As the former Managing Partner of a successful management consulting and coaching practice, Andrew has spent his career helping leaders and organisations elevate performance through clarity, connection, and courageous decision-making. He is an Associate with the Stephenson Mansell Group (SMG), Australia's longest-established executive development firm and a recognised leader in coaching, mentoring, and leadership development. SMG's faculty has supported more than 6,000 executives across 600 organisations, including senior leaders from over 30 of Australia's Top 50 companies—work that Andrew continues to advance through his thoughtful, presence-driven coaching style. In addition to his executive coaching work, Andrew serves as Chair to three Vistage Australia groups, guiding CEOs and business owners through meaningful conversations, strategic challenges, and trusted peer advisory. Vistage is the world's largest CEO coaching organisation, supporting more than 45,000 leaders in 35 countries. A Professionally Certified Coach with the International Coach Federation and a graduate of the Professional Coaching Course at the University of Cape Town's Graduate School of Business, Andrew is committed to lifelong learning. He continues to study, refine, and master cutting-edge coaching techniques to support leaders in becoming more effective, more aware, and more human in the way they lead. Connect with Andrew:Website: https://andrewwynne.com LinkedIn: https://www.linkedin.com/in/andrew-wynne/

In this episode, Eric Coffie sits down with Christine Hopkins, the CEO behind ASCII Federal Services, a 4PL (fourth-party logistics) company that manages end-to-end supply chain—from procurement and tracking to warehousing, inventory optimization, deliveries, and disposal. Christine shares how an existential crisis during COVID wiped out nearly 90% of revenue, forcing a bold pivot into federal contracting through restructuring ownership, becoming a Woman-Owned Small Business, and leveraging commercial past performance to compete. She walks through her methodical approach: getting registered, submitting "practice bids" for feedback, winning a first prime contract in 18 months, then scaling carefully to protect performance and reputation. The biggest lesson? Relationships and networking are the real differentiator—especially for agencies that avoid risk. Christine also breaks down the conferences, CEO peer network support (Vistage), and learning resources that accelerated her growth—and closes with a reminder that sustained success requires taking care of yourself so you can show up fully. Key Takeaways Relationships are the strategy: Government (and primes) buy from people they know and trust—networking isn't optional, it's the edge. Win methodically, not emotionally: Use "practice bids" to learn, protect performance, and scale slowly so you don't overload your team or reputation. Resilience + restructuring wins: A smart ownership/size restructure plus strong commercial past performance can open the door to prime contracts fast—even after a major revenue hit. If you want to learn more about the community and to join the webinars go to: https://federalhelpcenter.com/  Website: https://govcongiants.org/  Connect with Encore Funding: https://www.encore-funding.com/  Connect with Christine:  LinkedIn account: https://www.linkedin.com/in/christineseal/ LinkedIn corporate: https://www.linkedin.com/company/advanced-supply-chain-international-llc Website: www.asciLLC.com

I met Sandy Gennaro at a business summit called Vistage. Sandy was the keynote speaker this past April at the Summit in San Antonio. Vistage is an organization that facilitates peer advisory group advice, 1-to-1 executive coaching, industry networks, exclusive events and more. Sandy Gennaro and I talk about his career and his book, Beat the Odds in Business and Life. We also discuss the hidden legal issues he experienced or witnessed in business. The best part of our show is Sandy’s legacy. You will be sharing this episode with all of your friends and family. Sandy writes about his experiences in more detail in his book called Beat the Odds in Business and Life. Buy it from his website www.SandyGennaro.com. Remember to call our sponsor, Financial Planning HQ to get your true financial plan. Instead of trying to sell you overly complicated financial products, Financial Planning HQ focuses on creating comprehensive strategies that give you and your family the highest probability of achieving your goals. For a complimentary consultation with Joseph Warren at Financial Planning HQ, call (210) 748-6699. That’s (210) 748-6699... “With a plan, yes you can.” If you have questions about business contracts, contact an attorney. Attorneys at Marquardt Law Firm, P.C. focus on business and estate law, including last wills, living trusts, and tax protected inheritance plans – new businesses and old businesses which might have issues with corporations, contracts, LLCs, or family partnerships. Learn more at www.MarquardtLawFirm.com. Be sure to visit www.TalkLawRadio.com to search the archives for previous shows. Join Todd Marquardt every week for exciting law talk on Talk Law Radio! The mission of Talk Law Radio is to help you discover your legal issue blind spots by listening to me talk about the law on the radio. The state bar of Texas is the state agency that governs attorney law licenses. The State Bar wants attorneys to inform the public about the law but does not want us to attempt to solve your individual legal problems upon the basis of general information. Instead, contact an attorney like Todd A. Marquardt at Marquardt Law Firm, P.C. to discuss your specific facts and circumstances of your unique situation. Like & Subscribe! https://www.youtube.com/@talklawradio3421 Listen here! www.TalkLawRadio.com Work with Todd! https://marquardtlawfirm.com/ Join attorney Todd Marquardt every week for exciting law talk on Talk Law Radio!See omnystudio.com/listener for privacy information.

Re-Release: On this Live Greatly podcast episode, Kristel Bauer sits down with Amy Sandler, Principal Coach and Podcast Host at Radical Candor, to discuss how to successfully give and receive feedback at work and in life.  Tune in now! Key Takeaways From This Episode How to give feedback at work without being a jerk What is radical candor  Should you give positive and negative feedback at the same time? Tips to be better at giving and receiving feedback About Amy Sandler: Amy Sandler is Principal Coach and Podcast Host at Radical Candor, where she's also served as Chief Marketing Officer and Chief Content Officer. Amy has trained tens of thousands of people worldwide, ranging from CEOs and leadership teams to recent graduates just starting their career. Her leadership philosophy focuses on empowering people to develop greater awareness, resilience and compassion, essential foundations for teamwork and shared success.   A pioneer in bringing mindfulness-based leadership practices to the workplace, Amy was selected in 2014 to be one of the first 30 certified teachers of the Search Inside Yourself leadership program developed at Google. Amy brought mindfulness training and breathwork meditation to executive coaching organizations Vistage and YPO, where she also served in leadership roles.  Amy has an AB and MBA from Harvard University and an MFA in Screenwriting from UCLA. A certified breathwork meditation teacher, Amy is in the third year of a medical Qi Gong teacher certification program. She has performed stand-up comedy and walked on fire seven times.  Connect with Amy: Website: https://www.radicalcandor.com/  LinkedIn: https://www.linkedin.com/in/amysandler/  About the Host of the Live Greatly podcast, Kristel Bauer: Kristel Bauer is a corporate wellness and performance expert, keynote speaker and TEDx speaker supporting organizations and individuals on their journeys for more happiness and success. She is the author of Work-Life Tango: Finding Happiness, Harmony, and Peak Performance Wherever You Work (John Murray Business November 19, 2024). With Kristel's healthcare background, she provides data driven actionable strategies to leverage happiness and high-power habits to drive growth mindsets, peak performance, profitability, well-being and a culture of excellence. Kristel's keynotes provide insights to "Live Greatly" while promoting leadership development and team building.   Kristel is the creator and host of her global top self-improvement podcast, Live Greatly. She is a contributing writer for Entrepreneur, and she is an influencer in the business and wellness space having been recognized as a Top 10 Social Media Influencer of 2021 in Forbes. As an Integrative Medicine Fellow & Physician Assistant having practiced clinically in Integrative Psychiatry, Kristel has a unique perspective into attaining a mindset for more happiness and success. Kristel has presented to groups from the American Gas Association, Bank of America, bp, Commercial Metals Company, General Mills, Northwestern University, Santander Bank and many more. Kristel has been featured in Forbes, Forest & Bluff Magazine, Authority Magazine & Podcast Magazine and she has appeared on ABC 7 Chicago, WGN Daytime Chicago, Fox 4's WDAF-TV's Great Day KC, and Ticker News. Kristel lives in the Fort Lauderdale, Florida area and she can be booked for speaking engagements worldwide. To Book Kristel as a speaker for your next event, click here. Website: www.livegreatly.co  Follow Kristel Bauer on: Instagram: @livegreatly_co  LinkedIn: Kristel Bauer Twitter: @livegreatly_co Facebook: @livegreatly.co Youtube: Live Greatly, Kristel Bauer To Watch Kristel Bauer's TEDx talk of Redefining Work/Life Balance in a COVID-19 World click here. Click HERE to check out Kristel's corporate wellness and leadership blog Click HERE to check out Kristel's Travel and Wellness Blog Disclaimer: The contents of this podcast are intended for informational and educational purposes only. Always seek the guidance of your physician for any recommendations specific to you or for any questions regarding your specific health, your sleep patterns changes to diet and exercise, or any medical conditions.  Always consult your physician before starting any supplements or new lifestyle programs. All information, views and statements shared on the Live Greatly podcast are purely the opinions of the authors, and are not medical advice or treatment recommendations.  They have not been evaluated by the food and drug administration.  Opinions of guests are their own and Kristel Bauer & this podcast does not endorse or accept responsibility for statements made by guests.  Neither Kristel Bauer nor this podcast takes responsibility for possible health consequences of a person or persons following the information in this educational content.  Always consult your physician for recommendations specific to you.

In this episode of Founder Talk, Christoff Poppe, founder of Half of Eight and a Vistage Chair who works with CEOs across industries, breaks down why peer groups are becoming a non-negotiable advantage for top leaders today. He's in the room for the hardest conversations CEOs have: succession issues, hiring freezes, layoffs, stalled growth, shifting economies, AI disruption. And he's seen how peers uncover blindspots that no book, consultant, or board meeting ever will.Christoff explains why CEOs need people around them who challenge their assumptions, call out their patterns, and push them to lead with clarity even when the future is uncertain. He shares what he's learned guiding leadership teams, why nearly every strategic issue is actually a people issue, and how the right peer advisory group can prevent costly mistakes before they happen.We dig into the pressures CEOs feel but rarely talk about: decision fatigue, loneliness at the top, managing fear inside organizations, and the struggle to evolve when your company grows faster than you do. Christoff also reveals the three traits that determine whether a CEO thrives or stagnates and how peers accelerate that transformation.You'll learn:✅ Why CEOs need peers who will challenge, not comfort them✅ How peer groups expose blindspots you can't see on your own✅ Why isolation slows down decision-making and increases risk✅ What great leadership actually looks like in uncertain markets✅ How to lead through fear, hesitation, and rapid change✅ Why belonging, clarity, and accountability outperform raw strategy✅ How peer advisory groups help CEOs grow personally AND scale their companiesIf you're a CEO, founder, or executive searching “how do I scale smarter,” “why leadership feels lonely,” or “how to make better decisions in uncertain times,” this episode gives you the perspective you've been missing — the peer advantage every leader needs.Connect with Christoff:Guest LinkedIn: https://www.linkedin.com/in/christoffpoppe/Guest Website: https://www.halfofeight.com/If you are a B2B company that wants to build your own in-house content team instead of outsourcing your content to a marketing agency, we may be a fit for you! Everything you see in our podcast and content is a result of a scrappy, nimble, internal content team along with an AI-powered content systems and process. Check out pricing and services here: ⁠https://impaxs.com⁠Head to our website to stream every episode on your favorite platform, join the Founder Talk community, and submit questions for future guests–all in one place: https://foundertalkpodcast.com/Timecodes00:00 Introduction and Guest Background00:13 Economic Uncertainty and CEO Confidence03:39 Impact of AI on Employment10:33 AI in Video Editing and Business Adaptation18:25 The Role of Vistage in CEO Development27:02 Personal Reflections on Business Growth33:32 Rethinking Business Success Metrics34:17 Legacy and Personal Fulfillment35:22 Generational Differences in Work Values36:35 Balancing Personal and Professional Goals37:29 Empowering Employees for Business Growth38:38 Navigating Business Succession Planning40:46 Pursuing Passion Over Profession51:15 The Rise of the Gig Economy55:55 Investing Beyond Your Business01:00:25 The Meaning Behind 'Half of Eight'

Sam Reese is the CEO of Vistage, the world's largest CEO coaching and peer advisory organization for small and midsize business leaders. Sam joins Adam to share his journey and his best lessons and advice. Sam and Adam discuss a wide range of topics: career success, coaching, mentorship, feedback, trust, and much more.

Simple Numbers, Big Profits with Greg Crabtree: How to Scale Without Debt or Chaos   Most business owners chase revenue—and lose sight of profit. In this episode of Profit Answer Man, Rocky Lalvani sits down with Greg Crabtree, author of Simple Numbers, Straight Talk, Big Profits, to cut through the noise and talk about what really drives a successful business. A self-described "recovering accountant," Greg shares how data—not opinions—can transform how entrepreneurs see their numbers, make decisions, and grow sustainably.   If you've ever felt like your financial reports are confusing or your growth isn't showing up in profit, this conversation will show you exactly where to look and what to fix.   In This Episode, You'll Learn: Why accounting data is often misleading—and how to use "simple numbers" instead. How to measure labor efficiency so your team drives profit, not just revenue. The power of gross margin as the real top line of your business. Why debt-free growth is possible with strong cash discipline. What Greg's 100-company study reveals about the real state of today's economy.   Key Takeaways: Gross Margin is King – Stop paying attention to revenue. Profit lives in the margin. Know Your Labor Efficiency Ratio – Every $1 in labor should create $2 in gross margin. Cash is a Strategy – Keep two months of operating expenses in the bank—your safety net for growth. The Economy is Shifting – Growth won't come from the market; it'll come from taking share from weaker competitors. Simplify Your Dashboard – If a number doesn't drive a decision, take it off the report.   Bio: Greg Crabtree, speaker, author, entrepreneur and financial expert.  Greg founded his own firm Crabtree, Rowe and Berger to focus on helping entrepreneurs build their economic engine.  After being named to the INC 5000 list for 2019, Greg's firm merged with Carr, Riggs & Ingram CPA's and Advisors, a top 20 U.S. Accounting firm to help broaden their impact on the entrepreneur community. Greg serves as the Partner in Charge of the Simple Numbers Consulting unit. In 2011, Greg's first book "Simple Numbers, Straight Talk, Big Profits" shares his core principles of how to turn your business into a wealth building engine.  In 2014, Greg contributed a chapter to Verne Harnish's book, "Scaling Up" on how to improve profits though labor efficiency.  In 2020, Greg released his newest book, "Simple Numbers 2.0: Rules for Smart Scaling".  Greg is a frequent speaker to groups like EO, Scaling Up (Gazelles), Metronomics, Bloom Growth, Vistage, ACETECH and many Mastermind groups and has presented in over 15 countries.  Greg also chairs the EO@Wharton Executive Education program for the last 7 years and serves as an EO Accelerator trainer since inception of the Accelerator program. Both books are available on Amazon, Kindle and Audible.   Links: Simple Numbers - https://www.simplenumberscri.com/ Greg Speaking - https://gregcrabtree.net/   Conclusion: Greg Crabtree reminds us that business success isn't about how much you sell—it's about how efficiently you turn effort into profit. The future belongs to entrepreneurs who understand their numbers, make decisions from data, and lead with discipline. As Greg says, "You don't need more data—you need the right data."   Whether you're running a $1M or $10M business, this episode will help you stop guessing, start measuring, and finally take control of your profits.   #ProfitFirst #SimpleNumbers #GregCrabtree #BusinessProfitability #CashFlow #Entrepreneurship #FinancialClarity #FractionalCFO #ProfitAnswerMan #SmallBusinessFinance #GrossMargin #BusinessGrowth #CashManagement #LaborEfficiency #ProfitabilityMatters   Watch the full episode on YouTube: https://www.youtube.com/@profitanswerman Sign up to be notified when the next cohort of the Profit First Experience Course is available! Profit First Toolkit: https://lp.profitcomesfirst.com/landing-page-page  Relay Bank (affiliate link): https://relayfi.com/?referralcode=profitcomesfirst Profit Answer Man Facebook group: https://www.facebook.com/groups/profitanswerman/ My podcast about living a richer more meaningful life: http://richersoul.com/ Music provided by Junan from Junan Podcast Any financial advice is for educational purposes only and you should consult with an expert for your specific needs.

In this special memorial episode of the Arete Coach Podcast, host Severin Sorensen honors the extraordinary life and influence of Larry Cassidy—Marine Corps officer, corporate leader, Vistage Master Chair, mentor, and friend. Drawing from multiple past interviews, Sorensen reconstructs Larry's story, weaving together personal history, powerful coaching moments, signature questions, and original tribute songs written in Larry's honor. Born in 1937 in Milwaukee, Wisconsin, Larry excelled academically and showed an early aptitude for public speaking. He later served as a Marine Corps Lieutenant and Captain, leading Marines in the Pacific region with discipline, courage, and “bark on the wood” truthfulness—a philosophy that shaped his entire coaching career. After a distinguished corporate career at General Mills, Quaker Oats, and Wilson Sporting Goods, Larry became a Vistage/TEC Chair in 1987. Over 38 years he earned numerous Vistage awards—including the Robert Nourse Chair of the Year Award and multiple Master Chair Awards—and became one of the most respected leaders in the Vistage global community. Sorensen pays tribute to his friend through archival dialogue, reflective commentary, and two original songs: “Bark on the Wood – The Unvarnished Truth” and “He Learned to Listen to Understand.” Larry discovered his true calling—guiding leaders through curiosity-driven, truth-seeking, deeply human conversations. He built a reputation for: piercing, soul-searching questionsempathetic listeningcourageous truth-telling (“with the bark on”)community-building (“The Romper Room” chair gatherings)and an unwavering belief in each leader's potential The Arete Coach Podcast continues to explore the art and science of executive coaching at the highest levels. You can find more about this podcast at aretecoach.io. This episode was recorded on the 23rd day of November, 2025. Portions were previously recorded on January 4th, 2021, December 22nd, 2022, and December 12th, 2024, Copyright © 2025 by Arete Coach™ LLC. All rights reserved.

When a crisis strikes, leaders have two choices: react (and possibly make mistakes) or respond with strategy, clarity, and confidence. This week, we're joined by Tara Goodwin, founder of Goodwin Consulting and one of Boston's top crisis communications experts. For more than 30 years, Tara's helped CEOs, public figures, and global brands manage high-stakes reputation challenges—from Fortune 500 energy companies to Tom Brady, Bill Belichick, and Aerosmith's Joey Kramer. She's a sought-after international speaker and Vistage workshop leader, a trusted media voice featured in Business Insider, and the author of a forthcoming book on how to lead through the toughest moments of your career.In this conversation, Tara shares the secrets of staying calm when the world's watching—why speed can be the enemy of accuracy, how to turn internal chaos into clear communication, and what every leader should do before the crisis hits. If you care about reputation, leadership, and the stories that define us—this episode is for you. The PR Podcast is a show about how the news gets made. We talk with great PR people, reporters, and communicators about how the news gets made and strategies for publicity that drive business goals.  Host ⁠⁠Jody Fisher⁠⁠ is the founder of Jody Fisher PR and works with clients across the healthcare, higher education, financial services, real estate, entertainment, and non-profit verticals.  Join the conversation on ⁠⁠Facebook⁠⁠, ⁠⁠Twitter⁠⁠, ⁠⁠Instagram⁠⁠, and ⁠⁠TikTok⁠⁠ at @ThePRPodcast. The PR Podcast: Facebook - https://www.facebook.com/ThePRPodcast/Twitter - https://x.com/ThePRPodcast1Instagram - https://www.instagram.com/theprpodcast_/TikTok - https://www.tiktok.com/@theprpodcast Tara Goodwin: LinkedIn - https://www.linkedin.com/in/taragoodwin1 Goodwin Consulting:Website - https://goodwin-consulting.comInstagram - https://www.instagram.com/goodwinconsultingFacebook - https://www.facebook.com/GoodwinGroupPR

Send us a textIn this episode of Joey Pinz Discipline Conversations, we sit down with Terry McGill, CRO and Partner at Pegasus Technology Solutions, to explore the intersection of barbecue passion, business leadership, and MSP strategy.Terry shares his journey from Toronto to Dallas, his love for mesquite smoking, and how food and relationships connect to leadership. We dive into Pegasus's approach to managed services, including co-managed IT, cloud strategy, and client partnerships. Terry also discusses the challenges MSPs face—cybersecurity, talent retention, and growth—and how discipline, peer groups, and culture fuel long-term success.✨ Highlights:Pegasus's “culture over growth” philosophy in the competitive MSP landscapeThe role of peer groups (Evolve, EOS, Vistage) in shaping business successHow discipline applies equally to fitness, family, and building a sales engine 

Episode 163: Urs Koenig & his book, Radical Humility: Be a Badass Leader and a Good HumanABOUT URSUrs is a bestselling author, one of the world's leading experts on humble leadership, a former UN peacekeeper and NATO peacekeeping commander, a highly accomplished ultraendurance champion, a widely published professor, and a seasoned executive coach and keynote speaker with more than three decades of experience helping hundreds of leaders and dozens of executive teams unlock new levels of achievement across four continents. He is the founder of the Radical Humility Leadership Institute and speaks frequently on the topic of leadership to corporations and associations across the globe. His message of Radical Humility in leadership has inspired teams from across the spectrum, including Amazon, Starbucks, the Society of Human Resource Management, HP, NATO, Vistage, and Microsoft. He holds a PhD in geography and a Master of Science from the University of Zürich, Switzerland, and an MBA from the Australian Graduate School of Management. Urs is the loving father of two teenage boys who make commanding soldiers look easy. He lives in Seattle, Washington.CONVERSATION HIGHLIGHTS• The selfish part of service.• What you're willing to sacrifice.• Achieving prestige and good money -- but hating the job.• Urs coaching in different environments -- in competition, military service, academics, executive. • Considering what you don't want to regret.• Moving your body for mental health.• The purity in ultra-endurance sports.• The downside of being too competitive.• Tough on results, tender on people.• Talking about real stuff.• Humility is no replacement for incompetence.• "Parenting is the hardest job I've ever loved."• The Talent in the Room.The MAIN QUESTION underlying my conversation with Urs is, How do you balance both confidence and humility in your life, work, and leadership?FIND URS· LinkedIn: https://www.linkedin.com/in/urs-koenig-ab3828/· Facebook: https://www.facebook.com/urs.koenig.7· YouTube: https://www.youtube.com/@urskoenig3484/· Instagram: https://www.instagram.com/koenigurs/LinkedIn – Full Podcast Article: CHAPTERS00:00 - The Book Leads Podcast – Urs Koenig00:30 - Introduction & Bio02:03 - Who are you today? Can you provide more information about your work?06:30 - How did your path into your career look like, and what did it look like up until now?13:18 - The draw on Urs to ultra endurance racing.18:26 - Urs's relationship with his father.21:37 - How does the work you're doing today reconcile to who you were as a child?23:47 - What do you consider your superpower?25:13 - The origin of humility in Urs's life.28:58 - What does leadership mean to you?29:48 - Can you introduce us to the book we're discussing?33:27 - Can you provide a general overview of the book?51:05 - What's changed in you in the process of writing this book?53:06 - What's next for your writing?54:26 - What book has inspired you?56:55 - What are you up to these days? (A way for guests to share and market their projects and work.)This series has become my Masterclass In Humanity. I'd love for you to join me and see what you take away from these conversations.Learn more about The Book Leads and listen to past episodes:· Watch on YouTube· Listen on YouTube Music· Listen on Spotify· Listen on Apple Podcasts· Read About The Book Leads – Blog PostFor more great content, subscribe to my newsletter Last Week's Leadership Lessons, if you haven't already!

In this episode, we're joined by Mike Goldman, a leadership team coach, to talk about finding the business model that will work for you, building warm leads, and hiring the right team to scale your business.Mike opens up about his career leap into the coaching business, the vital role of his wife's support in his journey, and the power of credibility and warm referrals in connecting with the right leads.This is your reminder that deciding not to quit is how you win. Start being proactive today, create a bedrock foundation of relationships and referrals, and develop your team's talents as a leader. Come and join me in this episode of The Coaching Equation: From Management Consultant to Million-Dollar Coach: Mike Goldman's 20-Year Journey from Financial Hell to 7-Figure SuccessEnjoy the podcast? Subscribe and leave a 5-star review!Mike Goldman is a leadership team coach, bestselling author of two books, Breakthrough Leadership Team and Performance Breakthrough, and host of The Better Leadership Team Show. He's a TEDx speaker and speaks internationally to groups of business leaders, such as the Young Presidents Organization, Vistage, and the Entrepreneur's Organization. During his 30+ year coaching and consulting career, he has worked with clients including Disney, Verizon, CHANEL, and Polo Ralph Lauren. His insights have been featured in Forbes, Fast Company, and Chief Executive Magazine, and he is widely regarded by CEO's as the expert on building great leadership teams. As both coach and speaker, Mike is on a mission to help CEO's grow their business and have more impact while creating a more engaging, fulfilling environment for their team using his Breakthrough Leadership Team approach. Connect with Mike Goldman!Website: https://www.mike-goldman.com/ Instagram: https://www.instagram.com/mikegoldmancoach LinkedIn: https://www.linkedin.com/in/mgoldman10/ Facebook: https://www.facebook.com/mikegoldmancoach X (Twitter): https://x.com/mgoldman10 Ryan Lang is the CEO of EMPIRE Partners and Quantum Empire, and a highly sought-after performance coach and consultant. He helps establish business owners, coaches, and thought leaders transform from elite practitioners to transformational leaders by building businesses on five critical pillars instead of one wobbly leg. Over 20 years, he has guided 1000+ professionals to predictable, profitable growth using his Whole Performance Coaching methodology—combining sales mastery, strategic marketing, and human optimization principles that create lasting stability.Connect with Ryan Lang!Website: https://www.ryanrlang.com/ Instagram: https://www.instagram.com/realryanlang/ LinkedIn: https://www.linkedin.com/in/ryan-lang-b46a545b/ Facebook: https://www.facebook.com/ryan.lang.984 Learn more about Empire Partners: Website: https://empirepartners.net/ LinkedIn: https://www.linkedin.co

In this episode, Dustin sits down with Mike Stratta, CEO of Arcaléa, to unpack how AI is reshaping marketing strategies across industries—and what that means for higher ed. From his frustrations with top-line-only marketing to developing a data-powered product called Galileo, Mike shares how higher ed institutions can finally move beyond assumptions and start measuring what really works. They also reflect on key takeaways from the eduWeb Summit, where curiosity, collaboration, and AI-driven strategies took center stage.Guest Name: Michael Stratta, CEO, ArcaléaGuest Social: LinkedInGuest Bio: Mike Stratta is the founder and CEO of Arcalea, a firm that develops AI-driven marketing products and services for higher education and other industries. With more than 25 years of experience, Mike helps universities and C-Suite leaders transform complex data into actionable growth strategies. He has advised and lectured at the University of Chicago, Loyola's Quinlan School of Business, and Northwestern's Kellogg School of Management, where Arcalea's Galileo platform is also used to teach marketing optimization. A three-time Inc. 500 and Financial Times Fastest-Growing Companies honoree, Mike has launched multiple AI products in the past two years. He is a Vistage member, former Entrepreneurs' Organization board member, and has worked with leading institutions and global brands alike. - - - -Connect With Our Host:Dustin Ramsdellhttps://www.linkedin.com/in/dustinramsdell/About The Enrollify Podcast Network:The Higher Ed Geek is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com.

This episode is brought to you by https://www.ElevateOS.com —the only all-in-one community operating system.Ever wonder how vulnerable your multifamily business really is?In this episode of the Multifamily Collective, I share the concept of red teaming—a bold, eye-opening practice born in the cyber world but packed with power for every corner of your organization.I walk through how placing someone inside your team to think like a competitor or bad actor helps uncover weak spots in your systems, your leadership, your marketing—and yes, even your people strategy.This isn't theory. It's practical, tactical leadership.I first experienced this through Vistage, surrounded by sharp minds from every industry—pest control to bakeries. And trust me, when nine people try to put your business out of business in real time, you learn fast what really matters.Here's my challenge to you:Form a red team.Pressure test your vulnerabilities.And emerge sharper, smarter, and more secure.Like if you're ready to think like a disruptor.Subscribe if you're committed to leveling up your leadership in Multifamily.For more engaging content, explore our offerings at the[https://www.multifamilycollective.com](https://www.multifamilycollective.com/) and the [https://www.multifamilymedianetwork.com](https://www.multifamilymedianetwork.com/)Join us to stay informed and inspired in the multifamily industry!

I'm pleased to interview one of our Biz Book Pub Hub Partners. Our Hub Partners are experts who support entrepreneurs along their author journey.  Today's guest is a book marketing strategist. If book marketing feels like a never-ending to-do list, you're not alone. She works with nonfiction authors—especially business owners, coaches, and consultants—who want to grow their impact and income through their books without feeling like they've sold their soul to sales. Instead of chasing short-term accolades like bestseller status, she helps authors shift toward strategies that feel good and build long-term results: clarifying their message, deepening reader relationships, and building community around their ideas. Through her Buzzworthy Book Experience and signature BEES Marketing Method, she helps authors create visibility, authority, and income, with strategies that feel authentic, not exhausting. Her approach centers on simplicity and alignment with your values, whether you're launching your first book or reimagining your next move. Please join me in welcoming Judy Baker.  In this episode, we discuss the following:

Ever wondered what it's like to work with a coach who refuses to sugarcoat the truth? In this episode, we sit down with Paul Glover, the self-proclaimed "No B.S. Executive Leadership Coach" who's built his practice on brutal honesty and genuine results."I'm not going to try to convince you," Paul tells us about his approach to potential clients. "If what we've done up to this point doesn't convince you, then you need to find somebody else." It's this refreshing directness that sets the tone for our entire conversation about what real leadership development looks like.From discussing why empathy is a skill set that can be learned to exploring why human psychology hasn't changed since Marcus Aurelius was complaining about the Roman Senate (Camden's words: "complaining about going to work because the people in the Senate are assholes"), Paul shares insights from his unique journey as an ex-white-collar felon and "recovering" federal trial lawyer.Whether you're looking for a leadership coach or trying to become a better leader yourself, Paul's perspective on the exchange of energy in coaching relationships and why critical thinking is a learnable skill will challenge you to rethink what growth requires. Just don't expect him to be "soft and cuddly" about it.More About Paul:About Me: I'm the No B.S. Executive Leadership Coach, Challenging the Best to Be Better in organizations with revenue up to one billion dollars.  I'm also an ex- white-collar felon, a "recovering” federal trial lawyer, a TEDx speaker, an approved Vistage and YPO Speaker on leadership in the Post-Pandemic work environment, the author of WorkQuake™: Making the Seismic Shift to a Knowledge Economy, a Forbes contributor, a Starbucks addict, and a Chicago Bears fanatic.#10xYourTeam #NoBSLeadership #ExecutiveCoach #BrutalHonestyWins #LeadWithTruth #CriticalThinkingMatters #EmpathyIsASkill #LeadershipWithoutExcuses #WorkQuakeWisdom #RealTalkLeadership #GrowOrGo #PaulGloverChapter Times and Titles:The YouTube Rant [00:00 - 01:30]Otis's passionate plea for subscribers"Hit the stupid subscribe button. It costs you nothing."Setting the tone for an unfiltered conversationMeet Paul: The No-BS Coach [01:31 - 10:00]Introduction to Paul's backgroundFrom federal trial lawyer to executive coachThe philosophy behind his direct approach"I Don't Coach People I Don't Like" [10:01 - 20:00]Paul's criteria for client selection"I look at coaching as an exchange of energy"Why compatibility matters more than credentialsThe Guide in the Hero's Journey [20:01 - 35:00]The tension between guiding and knowing betterPaul's approach to the coaching relationship"I'm not into persuading you to enter my coaching program"Empathy as a Learnable Skill [35:01 - 45:00]Breaking down leadership into skill sets"People who aren't empathetic, empathy is a skill set"The importance of delivery in leadershipTimeless Human Psychology [45:01 - 53:30]References to stoicism and Marcus AureliusHow human nature remains consistent through historyApplying ancient wisdom to modern leadership challengesPrison Leadership? [53:31 - End]Lighthearted discussion about potential book titlesFinal thoughts and contact informationStandard outro and wrap-upPaul Gloverhttps://paulgloverspeaks.com/

5-Day Storytelling ChallengeWhether you're looking to boost sales, enhance marketing, or captivate audiences in meetings, this challenge is for you.To sign up, go HERE.SHOW NOTES:In this episode of Stories With Traction, Matt Zaun sits down with David Nast, CEO of Nast Partners, to explore how creativity, storytelling, and grit have shaped his life from the stage as a rock musician to the boardroom as a business coach.David shares how writing fiction every morning has not only improved his mental clarity but also increased his business performance. With 21 novels written and three CEO roles under his belt, David unpacks the lessons he's learned from building multiple Vistage groups and transitioning away from high-pressure industries into more purpose-driven work.In this episode, they dive into:✅ Why creativity isn't a luxury, it's a leadership tool✅ How daily writing (even fiction!) can lead to a 39% increase in productivity✅ Why starting with “mood” makes you a better storyteller, songwriter, and coach…and much more!BIOS:David B. Nast is the CEO and Managing Partner of Nast Partners. He's a three-time CEO, an award-winning business coach, and a Vistage Chair. David combines behavioral science, AI, and leadership coaching to help organizations eliminate bias in decision-making and build healthier, more productive teams. Outside of business, he's a novelist, a former rock musician, and a lifelong Prince fan.Matt Zaun is an award-winning speaker and storyteller who shows business leaders how to inspire action and drive results through the power of strategic storytelling. With a track record of catalyzing significant sales growth for over 300 organizations across industries—from financial services to health and wellness—Matt's approach has been proven to deliver measurable impact.

Welcome to the Arete Coach Podcast hosted by Severin Sorensen with an episode titled "Leading with Kindness: On Executive Coaching and Cultural Intelligence." In this episode, Severin engages with Dr. Krista Crawford, a distinguished Vistage Chair, speaker, consultant, professor, and leadership strategist. Krista holds a PhD in Organizational Management and is a Senior Professional in Human Resources (SPHR). With over 30 years of experience spanning human resources, organizational development, and executive leadership, she has significantly impacted leaders across corporate and nonprofit sectors. This episode was recorded on March 26th, 2025, via Zoom. Krista's journey into executive coaching and Vistage Chairing is as unique as it is inspiring. After decades in HR, where she led organizations with up to 8,000 employees, Krista transitioned into leadership coaching serendipitously during the COVID-19 pandemic. A neighbor introduced her to Vistage, leading to her eventual certification and the establishment of multiple peer advisory groups. Her career is deeply rooted in observing and addressing the human dynamics within organizations. Krista identified early the gaps in leadership development, particularly how some employees flourish while others feel disconnected. Her doctoral research focused on "social monitoring" and "cultural intelligence," exploring how individuals adapt and integrate into diverse cultural settings. Conducted in Belize with service-learning students, her research revealed that active engagement with local cultures significantly enhances cultural intelligence. Beyond her coaching, Krista serves as an adjunct professor at Virginia Tech and Champlain College, teaching leadership, ethics, and organizational development. She brings a rich blend of academic rigor and practical experience, leveraging her HR expertise, research acumen, and passion for continuous learning to guide executives and emerging leaders. Key Insights 1. The Art of Listening and Pausing Krista emphasizes the importance of listening to hear rather than listening to respond. In coaching, silence is a powerful tool, allowing clients to reflect deeply. She practices intentional breathing to create space for reflection and meaningful dialogue. 2. The Power of Vulnerability and Group Dynamics She highlights how vulnerability within peer groups fosters deeper trust and growth. Krista shared a pivotal moment when a group conflict tested cohesion; addressing it transparently strengthened the group's unity and resilience. 3. Job Crafting for Engagement Krista advocates for job crafting, encouraging leaders to engage employees in designing roles that align with their strengths and passions, thus enhancing satisfaction and retention. 4. Measuring Success Through Joy Joy serves as Krista's personal metric for professional fulfillment. She believes that work should bring joy and that leaders should reassess their roles when joy diminishes. 5. Use of Psychometrics and AI in Coaching Krista integrates tools like Wiley DiSC and various psychometric assessments to deepen understanding of team dynamics. She also creatively employs AI for ideation, content creation, and meeting preparation, demonstrating adaptability to emerging technologies. 6. Kindness and Continuous Learning as Guiding Values Krista's mantras of "kindness is underrated" and lifelong learning reflect her approach to leadership and coaching. She stresses the importance of being both kind and courageous in providing candid, constructive feedback. The Arete Coach Podcast explores the art and science of executive coaching. You can find more about this podcast at aretecoach.io. This episode was recorded on March 26, 2025 Copyright © 2025 by Arete Coach™ LLC. All rights reserved.

Charlie Garcia is the Managing Partner at R360, a global invite-only community for ultra-high-net-worth individuals. R360 is dedicated to helping members and their families flourish across six capital dimensions: financial, intellectual, social, human, emotional, and spiritual. Charlie is a decorated United States Air Force veteran and has advised six US presidential administrations. He also founded Sterling Financial Investment Group, one of the fastest-growing private companies in the US, and has served on several corporate and governmental boards. In this episode… For many high achievers, building wealth and success doesn't always translate to fulfillment or impact. Entrepreneurs often face burnout, decision fatigue, or isolation, especially after a major liquidity event or business exit. Without the right community or purpose, even the most successful individuals can feel directionless or disconnected from their true potential. Charlie Garcia, a former Air Force captain turned financial entrepreneur, offers a compelling framework to shift this narrative. Drawing from his journey through military service, founding Sterling Financial, and advising six US Presidents, Charlie emphasizes aligning personal values with purpose. Through his leadership at R360, he encourages ultra-wealthy individuals to focus not just on financial growth but on flourishing across six dimensions of capital — financial, intellectual, social, human, emotional, and spiritual. He also shares how peer-based accountability, strategic mentorship, and lifelong learning communities like YPO and Vistage helped him evolve as a leader. Tune in to this episode of the Smart Business Revolution Podcast as John Corcoran interviews Charlie Garcia, Managing Partner at R360, about building purpose-driven wealth and community. Charlie shares insights into scaling Sterling Financial, lessons from the White House Fellowship, and how values-based leadership shaped the creation of R360. The conversation highlights the significance of aligning one's life purpose with personal and professional goals and the value of authentic leadership.

Welcome to the Arete Coach Podcast, hosted by Severin Sorensen. With an episode titled "Will Over Skill: Building High-Performance Teams Through Purpose-Driven Leadership." In this episode, recorded via Zoom on November 13, 2024, we are joined by Pete Sciabarra, an executive coach, Vistage Chair, and former Vistage corporate executive. Pete brings a unique blend of military, corporate, and coaching experience to the conversation. As a former U.S. Navy captain and helicopter pilot, he transitioned into executive leadership, ultimately holding senior roles at Vistage, where he oversaw a $25 million segment of the business that achieved the company's number one ranking. Pete Sciabarra's journey is marked by dedication to service and leadership excellence. From his early days at the Naval Academy to his role as a helicopter pilot during Desert Storm, Pete's military career shaped his leadership philosophy. His path took an unexpected turn when his son was diagnosed with autism, leading him to pursue a Ph.D. in Leadership Studies from the University of San Diego, focusing his research on adults with autism. This personal challenge transformed his understanding of human potential and care. As a Vistage Chair in San Diego, Pete facilitates executive peer groups that help CEOs and business owners break through barriers, fostering collaboration and personal accountability. His expertise in crisis leadership proved invaluable during emergency relief efforts for businesses affected by major hurricanes. Beyond his professional life, Pete's commitment to service extends to coaching high school varsity inline hockey, bringing the same focus on teamwork and resilience from the boardroom to the rink. Pete's experience with Vistage demonstrates the transformative power of peer advisory groups. He emphasizes that successful peer groups aren't just about business advice—they're about creating a safe space where leaders can share challenges they might not discuss elsewhere. The key to successful peer groups lies in selecting members who are lifelong learners and who understand they don't have all the answers, creating an environment where vulnerability and growth can flourish. The Evolution of Leadership in the AI Era as artificial intelligence reshapes business landscapes, We explore frameworks and AI like Wiki, SWOT, Porters Five Forces, and Blue Ocean Strategy. Pete highlights that while AI tools can enhance decision-making and analysis, they won't replace the need for authentic leadership and human connection. He emphasizes that successful leaders must adapt to new technologies while maintaining focus on people-centric leadership, caring deeply about their team members' needs and development. The Importance of Continuous Learning and Adaptation Throughout the episode, Pete's journey from military service to executive coaching underscores the importance of continuous learning and adaptation. His experience shows that effective leaders must remain curious, humble, and open to new perspectives. Whether it's embracing new technologies like AI or understanding different leadership challenges, success comes from maintaining a learning mindset and being willing to question established assumptions while staying true to core values of integrity and service. The Arete Coach Podcast seeks to explore the art and science of executive coaching. You can find out more about this podcast at aretecoach.io. This episode was recorded on November 13, 2024. Copyright © 2024 by Arete Coach™ LLC. All rights reserved.