Podcasts about WeWork

Lisa Skye is the Founder of SkyeCo and is a prolific community builder. In this episode, she shares her unconventional path from BNI chapter President, to WeWork early employee, to launching SkyeCo, a structured networking community for mostly for business owners. Lisa discusses the outsized impact of being "dangerously consistent” and the benefits of consistently showing up in networking groups. Whether you're a founder looking to grow your network or someone curious about intentional community building, you will listen this episode with Lisa!

In this episode of Corporate Finance Explained on FinPod, we break down how company culture affects financial performance and why culture should be treated as a real asset or a serious liability. This episode shows how work culture directly shapes forecasting accuracy, capital allocation, risk management, and long-term value creation.Culture is not what a company says in its mission statement. It's what gets rewarded, tolerated, and ignored. From a finance perspective, those behaviors eventually show up in the numbers through turnover costs, project ROI, safety and compliance risk, and the quality of decision-making. This episode walks through culture using three practical lenses: culture as an efficiency engine, culture as a strategic asset, and culture as a value destroyer.In this episode, we cover:How culture drives margins through unit costs, productivity, and turnoverWhy Costco's wage and retention strategy can be an efficiency advantageHow Southwest's cost discipline becomes balance sheet resilience in downturnsWhy Danaher's operating system culture reduces execution risk in M&AHow Netflix uses radical transparency to improve capital allocation and avoid “zombie projects”Why Google's tolerance for failure functions like an internal venture portfolioWhat went wrong at WeWork, Wells Fargo, Boeing, and Theranos, and how culture distorted incentives and risk controlsThe financial signals that reveal culture problems, including forecast accuracy, budget variance patterns, project post-mortems, and hiring costsHow finance leaders influence culture by forcing clarity, challenging assumptions, and refusing “fluff numbers”This episode is designed for:Corporate finance professionalsFP&A teams are responsible for forecasting and budgetingFinance leaders involved in capital allocation and strategic planningAnyone managing risk, performance, or operational decision-making through financial reportingCorporate Finance Explained is a FinPod series from Corporate Finance Institute (CFI), created to make complex finance topics clearer, more practical, and easier to apply in real-world decision-making.Subscribe to FinPod for more corporate finance explainers, real-world case studies, and practical finance insights.

In this episode, Bill Scherkenbach, one of W. Edwards Deming's closest protégés, and host Andrew Stotz discuss why leadership decisions shape outcomes far more than frontline effort. Bill draws on decades of firsthand experience with Deming and with businesses across industries. Through vivid stories and practical insights, the conversation challenges leaders and learners alike to rethink responsibility, decision-making, and what it truly takes to build lasting quality. Bill's powerpoint is available here. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Dr. Deming's recommendation. He authored the Deming Route to Quality and Productivity at Deming's behest and at 79, still champions his mentor's message: Learn, have fun, and make a difference. The discussion for today is, I think we're going to get an answer to this question. And the question is: Where is quality made? Bill, take it away.   0:00:44.9 Bill Scherkenbach: Where is quality made? I can hear the mellifluous doctor saying that. And the answer is: In the boardroom, not on the factory floor. And over and over again, he would say that it's the quality of the decisions that the management make that can far outweigh anything that happens on the shop floor. And when he would speak about that, he would first of all, because he was talking to the auto industry, he would talk about who's making carburetors anymore. "Nobody's making carburetors because it's all fuel injectors," he would say. And anyone who has been following this, another classic one is: Do you ever hear of a bank that failed? Do you think that failed because of mistakes in tellers' windows or calculations of interest? Heck no. But there are a whole bunch of other examples that are even more current, if you will. I mean, although this isn't that current, but Blockbuster had fantastic movies, a whole array of them, the highest quality resolutions, and they completely missed the transition to streaming. And Netflix and others took it completely away from them because of mistakes made in the boardroom. You got more recently Bed Bath & Beyond having a great product, a great inventory.   0:02:51.4 Bill Scherkenbach: But management took their eyes off of it and looked at, they were concerned about stock buybacks and completely lost the picture of what was happening. It was perfect. It was a great product, but it was a management decision. WeWork, another company supplying office places. It was great in COVID and in other areas, but through financial mismanagement, they also ended up going bust. And so there are, I mean, these are examples of failures, but as Dr. Deming also said, don't confuse success with success. If you think you're making good decisions, you got to ask yourself how much better could it have been if you tried something else. So, quality is made in the boardroom, not on the factory floor.   0:04:07.9 Andrew Stotz: I had an interesting encounter this week and I was teaching a class, and there was a guy that came up and talked to me about his company. His company was a Deming Prize from Japan winner. And that was maybe 20, 25 years ago. They won their first Deming Prize, and then subsidiaries within the company won it. So the actual overall company had won something like nine or 10 Deming Prizes over a couple decades. And the president became...   0:04:43.5 Bill Scherkenbach: What business are they in?   0:04:45.5 Andrew Stotz: Well, they're in...   0:04:47.0 Bill Scherkenbach: Of winning prizes?   0:04:48.7 Andrew Stotz: Yeah, I mean, they definitely, the CEO got the distinguished individual prize because he was so dedicated to the teachings of Dr. Deming. And he really, really expanded the business well, the business did well. A new CEO took over 15 years ago, 10 years ago, and took it in another direction. And right now the company is suffering losses and many other problems that they're facing. And I asked the guy without talking about Deming, I just asked him what was the difference between the prior CEO and the current one or the current regimes that have come in. And he said that the prior CEO, it was so clear what the direction was. Like, he set the direction and we all knew what we were doing. And I just thought now as you talk about, the quality is made at the boardroom, it just made me really think back to that conversation and that was what he noticed more than anything. Yeah well, we were really serious about keeping the factory clean or we used statistics or run charts, that was just what he said, I thought that was pretty interesting.   0:06:06.7 Bill Scherkenbach: Absolutely. And that reminds me of another comment that Dr. Deming was vehement about, and that was was the management turnover. Turnovers in boardrooms every 18 months or so, except maybe in family businesses. But that's based on the quality of decisions made in the boardroom. How fast do you want to turn over the CEOs and that C-suite? So it's going to go back to the quality is made in the boardroom.   0:06:50.0 Andrew Stotz: Yeah, and I think maybe it's a good chance for me to share the slide that you have. And let's maybe look at that graphic. Does that makes sense now?   0:07:00.9 Bill Scherkenbach: Sure, for sure.   0:07:02.2 Andrew Stotz: Let's do that. Let's do that. Hold on. All right.   0:07:15.8 Bill Scherkenbach: Okay, okay, okay. You can see on the top left, we'll start the story. I've got to give you a background. This was generated based on my series of inputs and prompts, but this was generated by Notebook LM and based on the information I put in, this is what they came up with.   0:07:48.6 Andrew Stotz: Interesting.   0:07:50.1 Bill Scherkenbach: Based on various information, which I think did a fairly decent job. In any event, we're going to talk about all of these areas, except maybe the one where it says principles for active leadership, because that was the subject of a couple of our vlogs a while ago, and that is the three foundational obligations. And so the thing is that quality, even though Dr. Deming said it was made in the boardroom, one of the problems is that management did not know what questions to ask, and they would go, and Dr. Deming railed against MBWA, management by walking around, primarily because management hadn't made the transition to really take on board what Dr. Deming was talking about in profound knowledge. And that is, as you've mentioned, setting that vision, continually improving around it, and pretty much absolutely essential was to reduce fear within the organization.   0:09:25.9 Bill Scherkenbach: And so management by walking around without profound knowledge, which we've covered in previous talks, only gets you dog and pony shows. And with the fear in the organization, you're going to be carefully guided throughout a wonderful story. I mentioned I was in Disney with some of my granddaughters over the holidays, and they tell a wonderful story, but you don't ever see what's behind the scenery. And management never gets the chance because they really haven't had the opportunity to attain profound knowledge. So that's one of the things. I want to back up a little bit because Dr. Deming would... When Dr. Deming said quality is made at the top, he only agreed to help companies where the top management invited him, he wasn't out there marketing. If they invited him to come in, he would first meet with them and they had to convince him they were serious about participating, if not leading their improvement. And given that, that litmus test, he then agreed to work with them. Very few companies did he agree to on that. And again as we said, the quality of the decisions and questions and passion that determine the successfulness of the company. And so.   0:11:40.0 Andrew Stotz: It made me think about that letter you shared that he was saying about that there was, I think it was within the government and government department that just wasn't ready for change and so he wasn't going to work with it. I'm just curious, like what do you think was his... How did he make that judgment?   0:12:00.0 Bill Scherkenbach: Well, it wasn't high enough. And again, I don't know how high you'd have to go in there. But quite honestly, what we spoke about privately was in politics and in the federal government, at least in the US, things change every four years. And so you have management turnover. And so what one manager, as you described, one CEO is in there and another one comes in and wants to do it their way, they're singing Frank Sinatra's My Way. But that's life….   0:12:49.3 Andrew Stotz: Another great song.   0:12:50.7 Bill Scherkenbach: Another, yes.   0:12:52.1 Andrew Stotz: And it's not like he was an amateur with the government.   0:12:57.5 Bill Scherkenbach: No.   0:13:00.3 Andrew Stotz: He had a lot of experience from a young age, really working closely with the government. Do you think that he saw there was some areas that were worth working or did he just kind of say it's just not worth the effort there or what was his conclusions as he got older?   0:13:16.9 Bill Scherkenbach: Well, as he got older, it might, it was the turnover in management. When he worked for Agriculture, although agriculture is political, and he worked for Census Bureau back when he worked there, it wasn't that political, it's very political now. But there was more a chance for constancy and more of a, their aim was to do the best survey or census that they could do. And so the focus was on setting up systems that would deliver that. But that's what his work with the government was prior to when things really broke loose when he started with Ford and GM and got all the people wanting him in.   0:14:27.0 Andrew Stotz: I've always had questions about this at the top concept and the concept of constancy of purpose. And I'm just pulling out your Deming Route to Quality and Productivity, which, it's a lot of dog ears, but let's just go to chapter one just to remind ourselves. And that you started out with point number one, which was create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs. One of my questions I always kind of thought about that one was that at first I just thought he was saying just have a constancy of purpose. But the constancy of purpose is improvement of product and service.   0:15:13.6 Bill Scherkenbach: Well, yes and no. I mean, that's what he said. I believe I was quoting what his point number one was. And as it developed, it was very important to add, I believe, point number five on continual improvement. But constancy of purpose is setting the stage, setting the vision if you will, of where you want to take the company. And in Western management, and this is an area where there really is and was a dichotomy between Western and Eastern management. But in Western management, our concept of time was short-term. Boom, boom, boom, boom. And he had a definite problem with that. And that's how you could come up with, well, we're going to go with this fad and that fad or this CEO and that CEO. There was no thinking through the longer term of, as some folks ask, "what is your aim? Who do you think your customer base is now?" don't get suckered into thinking that carburetors are always going to be marketable to that market base. And so that's where he was going with that constancy of purpose. And in the beginning, I think that was my first book you're quoting, but also, in some of his earlier works, he also spoke of consistency of purpose, that is reducing the variation around that aim, that long-term vision, that aim.   0:17:19.2 Bill Scherkenbach: Now, in my second book, I got at least my learning said that you've got to go beyond the logical understanding and your constancy of purpose needs to be a mission, a values and questions. And those people who have who have listened to the the previous vlogs that we've had, those are the physiological and emotional. And I had mentioned, I think, that when when I went to GM, one of the things I did was looked up all the policy letters and the ones that Alfred Sloan wrote had pretty much consistency of three main points. One, make no mistake about it, this is what we're going to do. Two, this is why we're going to do it, logical folks who need to understand that. And to give a little bit of insight on on how he was feeling about it. Sometimes it was value, but those weren't spoken about too much back then. But it gave you an insider view, if you will. And so I looked at that, maybe I was overlooking. But I saw a physiological and emotional in his policy letters.   0:19:00.7 Bill Scherkenbach: And so that's got to be key when you are establishing your vision, but that's only the beginning of it. You have to operationalize it, and this is where management has to get out of the boardroom to see what's going on. Now, that's going to be the predictable, and some of your clients, and certainly the ones over in Asia, are speaking about Lean and Toyota Production System and going to the Gemba and all of those terms. But I see a need to do a reverse Gemba and we'll talk about that.   0:19:49.6 Andrew Stotz: So, I just want to dig deeper into this a little bit just for my own selfish understanding, which I think will help the audience also. Let's go back in time and say that the, Toyota, let's take Toyota as an example because we can say maybe in the 60s or so, they started to really understand that the improvement of product quality, products and service quality and all that was a key thing that was important to them. But they also had a goal of expanding worldwide. And their first step with that maybe was, let's just say, the big step was expanding to the US. Now, in order to expand to the US successfully, it's going to take 10, maybe 20 years. In the beginning, the cars aren't going to fit the market, you're going to have to adapt and all that. So I can understand first, let's imagine that somebody says our constancy of purpose is to continuously improve or let's say, not continuously, but let's just go back to that statement just to keep it clear. Let's say, create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs.   0:21:07.2 Andrew Stotz: So the core constancy in that statement to me sounds like the improvement. And then if we say, okay, also our vision of where we want to be with this company is we want to capture, let's say, 5% of the US market share within the next 15 years or five or 10 years. So you've got to have constancy of that vision, repeating it, not backing down from it, knowing that you're going to have to modify it. But what's the difference between a management or a leadership team in the boardroom setting a commitment to improvement versus a commitment to a goal of let's say, expanding the market into the US. How do we think about those two.   0:21:53.6 Bill Scherkenbach: Well as you reread what I wrote there, which is Dr. Deming's words and they led into the, I forget what he called it, but he led into the progression of as you improve quality, you improve productivity, you reduce costs.   0:22:33.6 Andrew Stotz: Chain reaction.   0:22:34.5 Bill Scherkenbach: Yeah, the chain reaction. That's a mini version of the chain reaction there. And at the time, that's what people should be signing up for. Now the thing is that doesn't, or at least the interpretations haven't really gone to the improvement of the board's decision-making process. I mean, where he was going for was you want to be able to do your market research because his sampling and doing the market research was able to close the loop to make that production view a system, a closed-loop system. And so you wanted to make sure that you're looking far enough out to be able to have a viable product or service and not get caught up in short-term thinking. Now, but again, short-term is relative. In the US, you had mentioned 10 or 20 years, Toyota, I would imagine they still are looking 100 years out. They didn't get suckered into the over-committing anyway to the electric vehicles. Plug-in hybrids, yes, hybrids yes, very efficient gas motors, yes. But their constancy of purpose is a longer time frame than the Western time frame.   0:24:27.1 Andrew Stotz: Yeah, that was a real attack on the structure that they had built to say when they were being told by the market and by everybody, investors, you've got to shift now, you've got to make a commitment to 100% EVs. I remember watching one of the boardroom, sorry, one of the shareholder meetings, and it's just exhausting, the pressure that they were under.   0:24:55.2 Bill Scherkenbach: Yep, yep. But there... Yeah.   0:25:00.0 Andrew Stotz: If we take a kid, a young kid growing up and we just say, look, your main objective, and my main objective with you is to every day improve. Whatever that is, let's say we're learning science.   0:25:17.3 Bill Scherkenbach: You're improving around your aim. What is your vision? What are you trying to accomplish? And that obviously, if you're you're saying a kid that could change otherwise there'd be an oversupply of firemen.   0:25:38.5 Andrew Stotz: So let's say that the aim was related to science. Let's say that the kid shows a really great interest in science and you're kind of coaching them along and they're like, "Help me, I want to learn everything I can in science." The aim may be a bit vague for the kid, but let's say that we narrow down that aim to say, we want to get through the main topics of science from physics to chemistry and set a foundation of science, which we think's going to take us a year to do that, let's just say. Or whatever. Whatever time frame we come up with, then every day the idea is, how do we number one improve around that aim? Are we teaching the right topics? Also, is there better ways of teaching? Like, this kid maybe learns better in the afternoon and in the morning, whereas another kid I may work with works better in another... And this kid likes five-minute modules and then some practical discussion, this kid likes, an hour of going deep into something and then having an experiment is when we're talking about improvement, is the idea that we're just always trying to improve around that aim until we reach a really optimized system? Is that what we're talking about when we're talking about constancy of purpose when it comes to improving product and service?   0:27:14.4 Bill Scherkenbach: Well there's a whole process that I take my clients through in coming up with their constancy of purpose statement. And the board should be looking at what the community is doing in the next five years, 10 years, where the market is going, where politics is going, all sorts of things. And some of it. I mean, specifically in the science area, it's fairly well recognized that the time of going generation to generation to generation has gone from years to maybe weeks where you have different iterations of technology. And so that's going to complicate stuff quite honestly, because what was good today can be, as Dr. Deming said, the world could change. And that's what you've got to deal with or you're out of business. Or you're out of relevance in what you're studying. And so you have to... If you if you have certain interests, and the interests are driven... It's all going to be internal. Some interests are driven because that's where I hear you can make the most money or that's where I hear you can make the most impact to society or whatever your internal interests are saying that those are key to establishing what your aim is.   0:29:25.7 Andrew Stotz: Okay. You've got some PowerPoints and we've been talking about some of it. But I just want to pull it up and make sure we don't miss anything. I think this is the first text page, maybe just see if there's anything you want to highlight from that. Otherwise we'll move to the next.   0:29:43.0 Bill Scherkenbach: No I think we've we've covered that. Yeah, yeah. And the second page. Yeah, I wanted to talk and I only mentioned it when the Lean folks and the Agile folks talk about Gemba, they're pretty much talking about getting the board out. It's the traditional management by walking around, seeing what happens. Hugely, hugely important. But one of the things, I had one of my clients. Okay, okay. No, that's in the the next one.   0:30:29.4 Andrew Stotz: There you go.   0:30:30.7 Bill Scherkenbach: Okay, yeah. I had one of one of my clients do a reverse Gemba. And that is, that the strategy committee would be coming up with strategies and then handing it off to the operators to execute. And that's pretty much the way stuff was done in this industry and perhaps in many of them. But what we did was we had the operators, the operating committee, the operations committee, sit in as a peanut gallery or a, oh good grief. Well, you couldn't say a thing, you could only observe what they were doing. But it helped the operators better understand and see and feel what the arguments were, what the discussions were in the strategy, so that they as operators were better able to execute the strategy. And so not the board going out and down, but the folks that are below going up if it helps them better execute what's going on. But vice versa, management can't manage the 94%, and Dr. Deming was purposely giving people marbles, sometimes he'd say 93.4%. You know the marble story?   0:32:37.5 Andrew Stotz: I remember that [laughter]. Maybe you should tell that again just because that was a fun one when he was saying to, give them marbles, and they gave me marbles back.   0:32:45.7 Bill Scherkenbach: Yeah, yeah, yeah. Well, he said there was this professor in oral surgery that said there was a an Asian mouse or cricket, whatever, that would... You put in your mouth and they would eat all of the... Be able to clean the gums of all the bacteria better than anything. And described it in detail. And that question was on the test. Okay, please describe this mouse procedure. And he said all of the people, or a whole bunch of people except one, gave him back exactly step by step that he had taught. And one said, Professor, I've talked to other professors, I've looked around, I think you're loading us, that's what Deming said. And so he made the point that teaching should not be teachers handing out marbles and collecting the same marbles they they handed out. And so to some extent, he was testing, being overly precise.   0:34:12.8 Bill Scherkenbach: He wanted people to look into it, to see, go beyond as you were speaking of earlier, going beyond this shocking statement that there perhaps is some way that that really makes sense. So he wants you to study. Very Socratic in his approach to teaching in my opinion. And any event, management can't understand or make inputs on changing what the various levels of willing workers, and you don't have to be on the shop floor, you can be in the C-suite and be willing workers depending on how your company is operating. Go ahead.   0:35:12.0 Andrew Stotz: So let me... Maybe I can, just for people that don't know, Gemba is a Japanese word that means "the actual place," right? The place where the value is created.   0:35:23.8 Bill Scherkenbach: Sure.   0:35:26.2 Andrew Stotz: And the whole concept of this was that it's kind of almost nonsense to think that you could sit up in an office and run something and never see the location of where the problem's happening or what's going on. And all of a sudden many things become clear when you go to the location and try to dig down into it. However, from Dr. Deming context, I think what you're telling us is that if the leader doesn't have profound knowledge, all they're going to do is go to the location and chase symptoms and disrupt work, ultimately...   0:36:02.0 Bill Scherkenbach: Get the dog and pony shows and all of that stuff. And they still won't have a clue. The thing is...   0:36:08.6 Andrew Stotz: So the objective at the board level, if they were to actually go to the place, the objective is observation of the system, of how management decisions have affected this. What is the system able to produce? And that gives them a deeper understanding to think about what's their next decision that they've got to make in relation to this. Am I capturing it right or?   0:36:40.2 Bill Scherkenbach: Well there's a lot more to it, I think, because top management, the board level, are the ones that set the vision, the mission, the values, the guiding principle, and the questions. And I think it's incumbent on the board to be able to go through the ranks and see how their constancy of purpose, the intended, where they want to take the place is being interpreted throughout the organization because, and I know it's an oversimplification and maybe a broad generalization, but middle management... Well, there are layers of management everywhere based on their aim to get ahead, will effectively stop communication upstream and downstream in order to fill their particular aim of what they want to get out of it. And so this is a chance for the top management to see, because they're doing their work, establishing the vision of the company, which is the mission, values and questions, they really should be able to go layer by layer as they're walking around seeing how those, their constancy, their intended constancy is being interpreted and executed. And so that's where beyond understanding how someone is operating a lathe or an accountant is doing a particular calculation, return on invested capital, whatever.   0:38:47.5 Bill Scherkenbach: Beyond that, I think it's important for management to be able to absolutely see what is happening. But the Gemba that I originally spoke about is just the other way. You've got the strategy people that are higher up, and you have the operations people that are typically, well, they might be the same level, but typically lower. You want the lower people to sit in on some higher meetings so they have a better idea of the intent, management's intent in this constancy of purpose. And that will help them execute, operationalize what management has put on paper or however they've got it and are communicating it. It just helps. So when I talk about Gemba, I'm talking the place where the quality is made or the action is. As the boardroom, you need to be able to have people understand and be able to see what's going on there, and all the way up the chain and all the way down the chain.   0:40:14.4 Andrew Stotz: That's great one. I'm just visualizing people in the operations side thinking, we've got some real problems here and we don't really understand it. We've got to go to the actual place, and that's the boardroom[laughter]. It's not the factory line.   0:40:31.7 Bill Scherkenbach: Yes. Absolutely. And if the boardroom says you're not qualified, then shame on you, the boardroom, are those the people you're hiring? So no, it goes both ways, both ways.   0:40:46.8 Andrew Stotz: Now, you had a final slide here. Maybe you want to talk a little bit about some of the things you've identified here.   0:40:53.4 Bill Scherkenbach: Okay, that's getting back to, in the logical area of this TDQA is my cycle: Theory, question, data, action. And it's based on Dr. Deming and Shewhart and Lewis saying, where do questions come from? They're based on theory. What do you do with questions? Well, the answers to questions are your data. And you're just not going to do nothing with data, you're supposed to take action. What are you going to do with it? And so the theory I'm going to address, the various questions I've found helpful in order to, to some extent, make the decisions better, the ability to operationalize them better and perhaps even be more creative, if you will. And so one of the questions I ask any team is, have you asked outside experts their opinion? Have you included them? Have you included someone to consistently, not consistently, but to take a contrarian viewpoint that their job in this meeting is to play the devil's advocate? And the theory is you're looking for a different perspective as Pete Jessup at Ford came up with that brilliant view of Escher's.   0:42:47.1 Bill Scherkenbach: Different perspectives are going to help you make a better decision. And so you want to get out of the echo chamber and you want to be challenged. Every team should be able to have some of these on there. What's going to get delayed? The underlying theory or mental model is, okay, you don't have people sitting around waiting for this executive committee to come up with new things, time is a zero-sum game. What's going to get delayed and what are they willing to get delayed if this is so darn important to get done? Decision criteria. I've seen many teams where they thought that the decision would be a majority rule. They discuss and when it came down to submit it, they said, "no, no, this VP is going to make the decision." And so that completely sours the next team to do that. And so you have to be, if you're saying trust, what's your definition of trust? If the people know that someone is going to make the decision with your advice or the executive's going to get two votes and everyone else gets one, or it's just simple voting.   0:44:35.3 Bill Scherkenbach: The point is that making the decision and taking it to the next level, the theory is you've got to be specific and relied on. Team turnover, fairly simple. We spoke about executive turnover, which was a huge concern that Dr. Deming had about Western management. But at one major auto company, we would have product teams and someone might be in charge of, be a product manager for a particular model car. Well, if that person was a hard charger and it took product development at the time was three and a half years, you're going to get promoted from a director level to a VP halfway through and you're going to screw up the team, other team members will be leaving as well because they have careers. You need to change the policy just to be able to say, if you agree that you're going to lead this team, you're going to lead it from start to finish and to minimize the hassle and the problems and the cost of turnover, team turnover. And this is a short list of stuff, but it's very useful to have a specific "no-fault policy."   0:46:20.6 Bill Scherkenbach: And this is where Dr. Deming speaks about reducing fear. I've seen teams who know they can really, once management turns on the spigot and says, let's really do this, this is important, the team is still hesitant to really let it go because that management might interpret that as saying, "well, what are you doing, slacking off the past year?" As Deming said, "why couldn't you do that if you could do it with no method, why didn't you do it last year?" but the fear in the organization, well, we're going to milk it. And so all of these things, it helps to be visible to everyone.   0:47:23.0 Andrew Stotz: So, I guess we should probably wrap up and I want to go back to where we started. And first, we talked about, where is quality made? And we talked about the boardroom. Why is this such an important topic from your perspective? Why did you want to talk about it? And what would you say is the key message you want to get across from it?   0:47:47.1 Bill Scherkenbach: The key message is that management thinks quality's made in operations. And it's the quality of the... I wanted to put a little bit more meat, although there's a lot more meat, we do put on it. But the quality of the organization, I wanted to make the point depends on the quality of the decisions, that's their output that top leaders make, whether it's the board or the C-suite or any place making decisions. The quality of your decisions.   0:48:28.9 Andrew Stotz: Excellent. And I remember, this reminds me of when I went to my first Deming seminar back in 1990, roughly '89, maybe '90. And I was a young guy just starting as a supervisor at a warehouse in our Torrance plant at Pepsi, and Pepsi sent me there. And I sat in the front row, so I didn't pay attention to all the people behind me, but there was many people behind me and there was a lot of older guys. Everybody technically was pretty much older than me because when I was just starting my career. And it was almost like these javelins were being thrown from the stage to the older men in the back who were trying to deal with this, and figure out what's coming at them, and that's where I kind of really started to understand that this was a man, Dr. Deming, who wasn't afraid to direct blame at senior management to say, you've got to take responsibility for this. And as a young guy seeing all kinds of mess-ups in the factory every day that I could see, that we couldn't really solve. We didn't have the tools and we couldn't get the resources to get those tools.   0:49:47.9 Andrew Stotz: It just really made sense to me. And I think the reiteration of that today is the idea, as I'm older now and I look at what my obligation is in the organizations I'm working at, it's to set that constancy of purpose, to set the quality at the highest level that I can. And the discussion today just reinforced it, so I really enjoyed it.   0:50:11.2 Bill Scherkenbach: Well, that's great. I mean, based on that observation, Dr. Deming many times said that the master chef is the person who knows no fear, and he was a master chef putting stuff together. And we would talk about fairly common knowledge that the great artists, the great thinkers, the great producers were doing it for themselves, it just happened that they had an audience. The music caught on, the poetry caught on, the painting caught on, the management system caught on. But we're doing it for ourselves with no fear. And that's the lesson.   0:51:11.8 Andrew Stotz: Yeah. Well, I hope that there's a 24-year-old out there right now listening to this just like I was, or think about back in 1972 when you were sitting there listening to his message. And they've caught that message from you today. So I appreciate it, and I want to say on behalf of everyone at the Deming Institute, of course, thank you so much for this discussion and for people who are listening and interested, remember to go to deming.org to continue your journey. And of course, you can reach Bill on LinkedIn, very simple. He's out there posting and he's responding. So feel free if you've got a question or comment or something, reach out to him on LinkedIn and have a discussion. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and it doesn't change. It is, "people are entitled to joy in work."

Amplio operates a two-sided marketplace that helps manufacturers monetize surplus inventory and decommissioned industrial equipment rather than writing off assets or paying for disposal. The company has won contracts with GM and SpaceX despite competing against liquidators with 30-year local relationships. In a recent episode of BUILDERS, we sat down with Trey Closson, Co-Founder and CEO of Amplio, to unpack how the company executed a complete business model pivot from supply chain risk software to marketplace, discovered that enterprise deals close faster than SMB despite conventional wisdom, and built repeatable GTM motions in a fragmented $100B+ market previously dominated by local operators. Topics Discussed: Executing Amplio's pivot from supply chain risk software to surplus inventory marketplace Moving four truckloads of inventory through a WeWork to prove the business model Closing GM and SpaceX inbound from Google Ads as the PMF validation signal Displacing 30-year incumbent relationships through corporate + local dual threading Why enterprise contracts closed faster than SMB deals in Amplio's specific context Scaling beyond founder-led sales to repeatable AE motions Operating a two-sided marketplace: supply acquisition strategy vs. demand conversion GTM Lessons For B2B Founders: Manual heroics prove economics before automation: When a customer offered Amplio $25 million in surplus inventory, Trey had no warehouse, no logistics infrastructure, and no playbook. What was supposed to be four pallets became four full truckloads delivered to their WeWork. Trey and one employee physically moved inventory boxes off pallets into their office space, then figured out how to sell it while the WeWork management threatened eviction. The core insight: "the first time solving a problem, it doesn't need to be an automated, efficient process, it just needs to be okay. A customer has a problem, we need to figure out a way to solve that problem." Only after proving they could profitably solve the problem multiple times did they invest in automation and efficiency. For founders, the implication is clear—delay infrastructure investment until you've manually proven unit economics and repeatability, even if execution requires unsustainable effort. True PMF signals come from zero-relationship wins: Trey leveraged 15 years of supply chain relationships to secure initial customers and build product infrastructure. But he identifies the precise PMF inflection point: "middle of last year, we had both GM and SpaceX respond to a Google Ad." These companies had zero connection to Trey or his co-founder, found Amplio through SEM, and chose them over traditional liquidators they'd worked with for years. This is the distinction between "my network will buy from me" and "the market will buy from us." Founders should use their Rolodex to achieve velocity and prove the concept, but recognize that true product-market fit only exists when customers with no founder relationship choose your solution over established alternatives. Enterprise velocity depends on payment direction and urgency profile: Amplio deliberately focused on enterprise after being told by multiple founders to avoid "hunting whales." They discovered enterprise closed faster than SMB for three structural reasons. First, SMBs had unrealistic recovery expectations—wanting $900K back on $1M inventory when market reality is cents on the dollar, creating unresolvable expectation gaps. Second, enterprises had the problem across 100+ facilities with no dedicated owner and urgent mandates from finance or supply chain leadership. Third, because Amplio pays customers rather than charging them, legal review velocity increased dramatically. As Trey explains: "the lawyers thankfully determine, because we're not getting paid by them, that there's low risk for them in terms of signing a contract with us." Founders should map their specific deal structure and customer urgency profile rather than defaulting to SMB-first based on generic advice. Displace entrenched relationships through dual-threading: The surplus liquidation market is hyper-fragmented with hundreds of thousands of local liquidators, many holding 30-year plant-level relationships. Amplio's breakthrough: "partnering together with that person at the corporate level we can indicate not only can we solve the problem locally, but we can also do it across the entire enterprise." They pair the local plant manager with corporate procurement or finance leadership, demonstrating local problem-solving plus enterprise-wide scalability that local liquidators cannot match. This dual-threading strategy neutralizes the incumbent's relationship advantage while showcasing the efficiency and consistency that corporate leadership values. For founders entering relationship-driven markets, identify the corporate stakeholder whose enterprise-wide objectives trump individual facility loyalty. Accelerate trust through predictable execution in low-NPS markets: Industrial liquidation is a "really low NPS industry—nobody loves working with their liquidator." In markets with poor customer satisfaction and commoditized offerings, trust accelerates when you focus on "say-do ratio"—if you commit to something, execute it. Amplio often solves adjacent problems outside their core offering and frequently removes inventory from warehouses faster than economically optimal to make customers "look like an absolute hero." This over-delivery in low-satisfaction markets creates disproportionate differentiation. The tactical implementation: understand what problems the organization is trying to solve beyond your core product, find ways to solve those problems even if not monetizable, and prioritize making your champion successful over optimizing every transaction. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

In this episode of Corporate Finance Explained on FinPod, we break down cash flow forecasting, why profitable companies still fail, and how liquidity, not earnings, determines whether a business survives. This episode explains how companies can look strong on the income statement while quietly heading toward a cash crisis.Many businesses don't collapse because they're unprofitable. They fail because they run out of cash. Understanding the differences between profit, EBITDA, and cash available is one of the most critical skills in corporate finance. This episode shows how cash flow forecasting reveals timing risk, funding gaps, and liquidity shortfalls long before they appear in reported earnings.In this episode, we cover:– Why profitability and EBITDA can hide serious liquidity risk– How timing differences between revenue, expenses, and cash create dangerous gaps– The impact of accounts receivable, inventory, capex, and debt repayments on cash flow– How operating, investing, and financing cash flows work together– Why companies like Apple and Walmart manage liquidity so effectively– What went wrong at companies like WeWork, Carvana, and Boeing from a cash flow perspective– How short-term, 13-week, and long-term cash flow forecasts prevent financial surprisesWe explain why cash flow forecasting is not just a treasury function, but a core finance responsibility. By mapping cash inflows and outflows over time, finance teams can anticipate liquidity troughs, plan funding needs, and make informed decisions before cash constraints become emergencies.This episode is designed for:– Corporate finance professionals– FP&A analysts and managers– Investment banking and valuation professionals– Finance leaders responsible for liquidity, forecasting, and capital planningCorporate Finance Explained is a FinPod series from Corporate Finance Institute (CFI), created to make complex finance topics clearer, more practical, and easier to apply in real-world decision-making.Subscribe to FinPod for more corporate finance explainers, real-world examples, and practical finance insights.

We talk about grace a lot — but do we actually understand it? For many of us, grace feels like the doorway into faith … yet something we quietly try to “maintain” through our own effort. What if God never intended you to earn what He freely gives?In today's episode, writer and Bible teacher Kristel Acevedo joins Meredith Brock and Kaley Olson for a deeply clarifying conversation about the kind of grace Scripture describes — the grace that saves us and keeps us. Through biblical teaching, real-life stories, and practical wisdom, Kristel helps us see why striving leaves us exhausted, how sanctification actually works, and why resting in God's unshakable love is the starting place for real spiritual transformation.If you're tired of trying to be “good enough,” wrestling with shame, or wondering whether you've used up all of God's patience, this episode will breathe fresh hope into your heart. Grace isn't a one-time gift. It's the ongoing work of God in you — today, tomorrow, and every day after.You'll learn:What Scripture means when it says we are saved by grace — and why that same grace is what transforms us daily.The difference between working for God's acceptance and living from your secure identity in Christ.How sanctification really happens, and why slowing down helps us recognize the Holy Spirit's work in us.Why sharing grace with others matters, and how God can use your life to draw people to Himself.Resources From This Episode:When life feels uncertain, God's promises are not. Stir up your faith with the 40 Days Through the New Testament study, and help even more women access biblical Truth through daily studies, podcasts, and encouraging resources. Give to Proverbs 31 Ministries today, and get a copy of this brand-new study guide as our thanks. Connect with Kristel Acevedo by following her on Instagram for biblical encouragement and practical teaching. Explore more of her work at KristelAcevedo.com, and make sure to check out her newest Bible study, A Way in the Wilderness.Discover the Every Woman's Bible. This is a study Bible created by over 100 women scholars, writers, and contributors from around the world. It is packed with notes and devotionals offering cultural, historical, and literary insight. Learn more at EveryWomansBible.com.Click here to download a transcript of this episodeWant More on This Topic? Listen to “Are We Missing Jesus as We Work for Jesus?” with Gloria Umanah on The Proverbs 31 Ministries Podcast.

Episode 078: Leading on Climate Action for a Positive FutureHow can architects address the challenge of global warming?Planetary warming is one of the biggest disruptions of our time. In this special crossover episode focused on climate action, our friends from Design the Future podcast will join us to discuss the evolution of the sustainable design movement and where it is heading. What can architects do to be part of the solution?The Design the Future podcast is hosted by Lindsay Baker and Kira Gould, two women working at the intersection of the built environment and climate change. Kira and Lindsay will share how they've seen architects leading on climate action, and where the opportunities exist for new leaders to join this work.Guests:Kira Gould is a writer, consultant, and convenor, working from multiple perspectives. As a writer and member of the design media, on staff at and as a consultant to firms, and as a volunteer leader at AIA, she has led the redefinition of design excellence as inclusive of climate action, health, and equity, and emphasized that human and leadership diversity is crucial to advancing all those goals. She is a member of the AIA Committee on the Environment's national Leadership Group. She is a Senior Fellow with Architecture 2030, and was named an Honorary Member of the AIA in 2022. She co-authored Women in Green: Voices of Sustainable Design with Lance Hosey (Ecotone, 2007).As CEO of the International Living Future Institute, Lindsay Baker is the organization's chief strategist, charged with delivering on its mission to lead the transformation toward a civilization that is socially just, culturally rich, and ecologically restorative. Lindsay is a climate entrepreneur, experienced in launching and growing innovative businesses. Her introduction to the green building movement began at the Southface Institute in Atlanta, where she interned before entering Oberlin College to earn a BA in Environmental Studies. She was one of the first 40 staff members at the U.S. Green Building Council, working to develop consensus about what the LEED rating system would become. She then earned an MS from the University of California at Berkeley in Architecture, with a focus on Building Science, and spent five years as a building science researcher at the UC Berkeley Center for the Built Environment. Lindsay applied her experience around the study of heat, light, and human interactions in buildings to a role with Google's Green Team, and later co-founded a smart buildings start-up called Comfy, which grew over five years to 75 employees and a global portfolio of clients. She was the first Global Head of Sustainability and Impact at WeWork, where she built the corporate sustainability team and programs from scratch. Lindsay is a Senior Fellow at the Rocky Mountain Institute, and a lecturer at UC Berkeley. She serves on several non-profit boards, and is an advisor and board member for numerous climate tech startups.

Cults and high-control groups often use sexuality to access and manipulate a person's emotional regulation. Some cults, like the Moonies, used it to create a barrier of fear and shame surrounding sexual thoughts or actions. Ellen Huet's new book Empire of Orgasm explores how OneTaste, Inc. and its founder Nicole Daedone used the topic of Orgasmic Meditation to challenge boundaries and minimize taboos through coercive practices and were ultimately convicted of a forced labor conspiracy. Ellen Huet is an award-winning investigative journalist currently writing for Bloomberg News and Bloomberg Businessweek. She also hosts the narrative audio series Foundering, from Bloomberg Technology. In recent seasons, she has worked on topics such as WeWork and OpenAI, as well as examining the trustworthiness of OpenAI's leader, Sam Altman. The 2022 Netflix documentary called Orgasm, Inc.: The Story of OneTaste featured her investigative journalism about the group. Her reporting has also been cited in news outlets such as The New York Times, The New Yorker, The Wall Street Journal, Vanity Fair, Slate, and many others. Learn more about your ad choices. Visit megaphone.fm/adchoices

Can you walk us through how Recess works — from how brands discover experiential opportunities to how they execute and measure success through the platform?" You've worked with powerhouse brands— what's something happening in the world of brand activations or consumer marketing that genuinely excites you right now? Recess helps brands scale sampling in trusted communities like Equinox, WeWork, and DoorDash. What recent feature, partnership, or trend on the Recess platform are you particularly energized about? As you look ahead to the next year or two, what's the biggest opportunity or shift in consumer engagement that has you most fired up? On a personal or professional level, what's inspiring or motivating you right now outside the day-to-day of the business?

This is a special episode, highlighting a session from ELC Annual 2025! OpenAI evolved from a pure research lab into the fastest-growing product in history, scaling from 100 million to 700 million weekly users in record time. In this episode, we deconstruct the organizational design choices and cultural bets that enabled this unprecedented velocity. We explore what it means to hire "extreme generalists," how AI-native interns are redefining productivity, and the real-time trade-offs made during the world's largest product launches. Featuring Sulman Choudhry (Head of ChatGPT Engineering) and Samir Ahmed (Technical Lead), moderated by Lawrence Bruhmeller (Eng Management @ Sigma). ABOUT SULMAN CHOUDHRYSulman leads ChatGPT Engineering at OpenAI, driving the development and scaling of one of the world's most impactful AI products. He pushes the boundaries of innovation by turning cutting‑edge research into practical, accessible tools that transform how people interact with technology. Previously at Meta, Sulman founded and scaled Instagram Reels, IGTV, and Instagram Labs, and helped lead the early development of Instagram Stories.He also brought MetaAI to Instagram and Messenger, integrating generative AI into experiences used by billions. Earlier in his career, Sulman was on the founding team that built and launched UberEATS from the ground up, helping turn it into a global food delivery platform. With a track record of marrying technical vision, product strategy, and large‑scale execution, Sulman focuses on building products that meaningfully change how people live, work, and connect.ABOUT SAMIR AHMEDSamir is the Technical Lead for ChatGPT at OpenAI, where he currently leads the Personalization and Memory efforts to scale adaptive, useful, and human-centered product experiences to over 700 million users. He works broadly across the OpenAI stack—including mobile, web, services, systems, inference, and product research infrastructure.Previously, Samir spent nine years at Snap, working across Ads, AR, Content, and Growth. He led some of the company's most critical technical initiatives, including founding and scaling the machine learning platform that powered nearly all Ads, Content, and AR workloads, handling tens of billions of requests and trillions of inferences daily.ABOUT LAWRENCE BRUHMELLERLawrence Bruhmuller has over 20 years of experience in engineering management, much of it as an overall head of engineering. Previous roles include CTO/VPE roles at Great Expectations, Pave, Optimizely, and WeWork. He is currently leading the core query compiler and serving teams at Sigma Computing, the industry leading business analytics company.Lawrence is passionate about the intersection of engineering management and the growth stage of startups. He has written extensively on engineering leadership (https://lbruhmuller.medium.com/), including how to best evolve and mature engineering organizations before, during and after these growth phases. He enjoys advising and mentoring other engineering leaders in his spare time.Lawrence holds a Bachelors and Masters in Mathematics and Engineering from Harvey Mudd College. He lives in Oakland, California, with his wife and their three daughters. This episode is brought to you by Span!Span is the AI-native developer intelligence platform bringing clarity to engineering organizations with a holistic, human-centered approach to developer productivity.If you want a complete picture of your engineering impact and health, drive high performance, and make smarter business decisions…Go to Span.app to learn more! SHOW NOTES:From research lab to record-breaking product: Navigating the fastest growth in history (4:03)Unpredictable scaling: Handling growth spurts of one million users every hour (5:20)Cross-stack collaboration: How Android, systems, and GPU engineers solve crises together (7:06)The magic of trade-offs: Aligning the team on outcomes like service uptime vs. broad availability (7:57)Why throwing models "over the wall" failed and how OpenAI structures virtual teams (11:17)Lessons from OpenAI's first intern class: Why AI-native new grads are crushing expectations (13:41)Non-hierarchical culture: Using the "Member of Technical Staff" title to blur the lines of expertise (15:37)AI-native engineering: When massive code generation starts breaking traditional CI/CD systems (16:21)Asynchronous workflows: Using coding agents to reduce two-hour investigations to 15 minutes (17:35)The mindset shift: How rapid model improvements changed how leaders audit and trust code (19:00)Predicting success: "Vibes-based" decision making and iterative low-key research previews (20:43)Hiring for high variance: Why unconventional backgrounds lead to high-potential engineering hires (22:09) LINKS AND RESOURCESLink to the video for this sessionLink to all ELC Annual 2025 sessions This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Investing Power Hour is live-streamed every Thursday on the Chit Chat Stocks Podcast YouTube channel at 5:00 PM EST. This week we discussed:(00:00) Introduction (01:42) Nike Earnings Analysis(14:04) Harbor Diversified Update(28:55) Alphabet's Acquisition of Intersect(40:13) Amazon's Advertising Potential(41:23) Comparing OpenAI to WeWork(44:40) OpenAI's Business Model Challenges(45:56) Boring Stocks That Outperform(52:11) Financial Charlatans of the Year(58:39) Cannabis Industry Insights(01:03:41) Long-Term Stock Picks*****************************************************Subscribe to Emerging Moats Research: emergingmoats.com *********************************************************************Chit Chat Stocks is presented by Interactive Brokers. Get professional pricing, global access, and premier technology with the best brokerage for investors today: https://www.interactivebrokers.com/ Interactive Brokers is a member of SIPC. *********************************************************************Fiscal.ai is building the future of financial data.With custom charts, AI-generated research reports, and endless analytical tools, you can get up to speed on any stock around the globe. All for a reasonable price. Use our LINK and get 15% off any premium plan: ⁠https://fiscal.ai/chitchat *********************************************************************Disclosure: Chit Chat Stocks hosts and guests are not financial advisors, and nothing they say on this show is formal advice or a recommendation.

Today, we're joined by someone whose work you've almost definitely heard. Natalie Robehmed is an award-winning journalist and executive producer at Campside Media. She's the writer behind WeCrashed, the chart-topping investigation into WeWork that became a hit Apple TV+ series, and she's spent her career unpacking what power looks like when it goes off the rails. Her newest project, Allison After NXIVM, is a seven-episode deep investigation into one of the most infamous cult stories of our time, but told through a lens most people have never heard: the life, psychology, and aftermath of Allison Mack. This series goes beyond the headlines, salacious details, and courtroom drama. It asks harder questions about accountability, manipulation, influence, and what it takes to rebuild a life after the collapse of someone's entire belief system. Follow: @cbcpodcasts @natrobe_

Steno's COO, Prabhdeep Singh joins David Cowen to break down why 2025 was the year AI finally got real in legal and what that means for 2026 and beyond. They explore how Steno is turning "data exhaust" into strategic advantage, why outsiders are reshaping the business of law, and what talent will define the next era. This episode is a roadmap for anyone looking to move from now to next in a rapidly shifting industry. Key Topics Covered How AI shifted from "shiny object" to budget line item and how that changed client expectations overnight. Why the real competitive edge isn't the model you use, but the data and distribution you control. The outsider advantage: lessons Prabh brought from Uber, WeWork, and Clover Health into legal tech. Inside-out vs. outside-in innovation and why blending both is the only sustainable path. Why trust, not technology, still wins deals in a crowded legal tech landscape. The rise of the "core four": how internal evangelists drive firm-wide adoption and culture change. Predictions for 2026–2027: industry shakeouts, left-field entrants, and the next wave of legal transformation.

SoftBank is doubling down on artificial intelligence with a $30 billion commitment to OpenAI and ambitious plans for Stargate – even as risks mount. After a 200% surge earlier this year, shares tumbled 40% in November when Google’s Gemini 3.0 gained traction, threatening ChatGPT’s dominant position in the AI race. Credit stress is rising, with CDS widening to nearly 300 basis points as funding concerns build. Investors and creditors are increasingly uneasy as OpenAI now accounts for about 20% of SoftBank’s net assets, turning what was once seen as a bold growth play into a potential source of concentrated risk. Bloomberg Intelligence equity analyst Kirk Boodry and credit analyst Sharon Chen join John Lee on the Asia Centric podcast. Together they unpack SoftBank’s AI ambitions, its reliance on margin loans and the implications of circular financing. They also weigh up Masayoshi Son’s track record – spectacular wins such as Alibaba and painful failures like WeWork – against his latest AI gamble.See omnystudio.com/listener for privacy information.

Daniel Lopatin, aka Oneohtrix Point Never, is a musician and composer. He scored the films Marty Supreme and Uncut Gems, and his new album, Tranquilizer, is out now. We chat with Daniel from his home in Brooklyn about Darkside Of The Moon, if Zohran pretends to know Aphex Twin, we compare Soulja Boy and Ariel Pink, the cranked up press run of Marty Supreme, what he said to Tom Cruise recently, we talk a lot about "old heads," but what about the young heads? How he made the Marty soundtrack in a WeWork-style office, the Challengers soundtrack, and opening for NIN and Soundgarden. instagram.com/eccopn twitter.com/donetodeath twitter.com/themjeans howlonggone.com Learn more about your ad choices. Visit megaphone.fm/adchoices

On May 5, 1993, three 8-year-old boys were brutally murdered in West Memphis, Arkansas. The tiny local police department launches an investigation but finds little physical evidence to lead them to a suspect. Eventually, outside pressure pushes them to charge someone with the killings, whether or not the evidence supports their conclusions.American Scandal takes you deep into the heart of America's dark side to look at what drives someone to break the rules and what happens when they're caught. In our latest series, three teenage boys are falsely accused of a vicious triple homicide, but their story doesn't end with their trials or convictions. Instead, their plight will capture the imagination of the entire country and spark a campaign for justice that will last for almost two decades. Listen to American Scandal: The West Memphis Three: Wondery.fm/AS_IFDSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Que empregos ou tarefas vão desaparecer e ser substituídos pela IA? Olhamos para os factos e para o que nos dizem as tendências. Adam Neuman, fundador da WeWork, é a figura da semana.See omnystudio.com/listener for privacy information.

Business is war. Sometimes the prize is your wallet or your attention. Sometimes, it's just the fun of beating the other guy. The outcome of these battles shapes what we buy and how we live. Business Wars gives you the unauthorized, real story of what drives these companies and their leaders, innovators, investors and executives to new heights -- or to ruin. In the newest season of Business Wars, dive into the high-stakes race to supply the world's hottest weight-loss drug. Listen to Business Wars: The Race to Ozempic: https://wondery.fm/BW_IFDSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On ressort notre planche à voile ? Une innovation qui promettait la liberté… et offrait surtout des courbatures.Un sport trop technique pour le vacancier, trop grand public pour le pro, coincé entre le rêve tahitien et la réalité en combinaison néoprène.Bref : l'histoire d'une invention brillante et renversante... surtout pour ceux qui tentaient de tenir debout.Un moment d'égarement, la chronique animée par Laurent Guérin, qui traite avec humour des échecs les plus retentissants de la tech.***** À PROPOS DE TRENCH TECH *****LE talkshow « Esprits Critiques pour Tech Ethique »Écoutez-nous sur toutes les plateformes de podcast

130 IPOs from over 400 startups. IVP is now in its 18th fund, with companies like Perplexity, Glean, Slack, Figma, Twitter, Uber, and Abridge in its portfolio. Somesh Dash, general partner at the 45-year-old firm, has been part of IVP for more than 20 years.We start with something we are both passionate about, building in the US-India corridor. Somesh talks about the group of people who put the silicon in Silicon Valley, the immigrants. From Andy Grove to Elon Musk to Chennai-born Aravind Srinivas.He recalls the first time he met Aravind at a WeWork, when Perplexity had just 20 employees and a beta product or how Dylan (Founder of Figma) had the vision nobody else had on the future of design, way before ai. The early signals Somesh saw in these founders, long before any signs of massive success were visible. He also talks about the companies they missed, giants like DoorDash, OpenAI, and Anthropic.Though this seasoned investor truly believes in AI, he says the sector is due for a correction. The bubble will burst. Most Gen 1.0 AI companies are unlikely to reach billion-dollar valuations or go public. But as always in tech, the lessons from this first wave will shape Gen 2.0 companies. And the teams that understand and adapt from this early wave will build the next generation of successful AI companies. Also, when the bubble bursts, that's the time to invest. Why?Somesh Dash shares in this episode.0:00 – Trailer1:12 – Immigrants who built Silicon Valley4:27 – India's incredible contribution to the Valley5:30 – How the India–US friction will actually help6:29 – What's at stake for both countries10:42 – Where India stands in AI11:45 – First meeting with Aravind Srinivas13:47 – Why IVP invested in Perplexity two years ago17:11 – In AI, don't take product–market fit for granted18:43 – Courage to fail & double down on early wins19:36 – Why multiple investors on a cap table isn't bad22:14 – How IVP invested in Figma24:28 – IPO is a milestone, not the end25:56 – Why US public markets are not overvalued27:50 – How a VC defines startup success31:08 – The best thing about failed startups32:12 – Why IVP missed DoorDash34:54 – How IVP decides to invest or pass38:27 – The doctor who builds tech45:05 – Future of Content is honesty and vulnerability47:11 – Meeting OpenAI & Anthropic in the early days48:52 – AI “startups” with capex the size of nations49:53 – The power law in venture capital50:45 – Why we're close to an AI correction54:11 – Gen 2.0 startups are built on Gen 1.0 foundations56:45 – Will the AI bubble burst?1:01:32 – Do high valuations during peaks still make sense?1:05:04 – What keeps IVP strong for five decades1:08:11 – The Co's making IVP more bullish on India–US corridor-------------India's talent has built the world's tech—now it's time to lead it.This mission goes beyond startups. It's about shifting the center of gravity in global tech to include the brilliance rising from India.What is Neon Fund?We invest in seed and early-stage founders from India and the diaspora building world-class Enterprise AI companies. We bring capital, conviction, and a community that's done it before.Subscribe for real founder stories, investor perspectives, economist breakdowns, and a behind-the-scenes look at how we're doing it all at Neon.-------------Check us out on:Website: https://neon.fund/Instagram: https://www.instagram.com/theneonshoww/LinkedIn: https://www.linkedin.com/company/beneon/Twitter: https://x.com/TheNeonShowwConnect with Siddhartha on:LinkedIn: https://www.linkedin.com/in/siddharthaahluwalia/Twitter: https://x.com/siddharthaa7-------------Send us a text

Goldman Sachs bought a VC and a sports talent agency… because they take a tiny % of huge $$$.Burberry's stock is up 50% on their British pivot…. They're leaning into England's bad weather.Sonder abruptly shut down, leaving thousands without hotels… It's WeWork 2.0.And RIP to the American Penny… (so we wrote a coin obituary)$ABNB $GS $BRBYNEWSLETTER:https://tboypod.com/newsletter OUR 2ND SHOW:Want more business storytelling from us? Check our weekly deepdive show, The Best Idea Yet: The untold origin story of the products you're obsessed with. Listen for free to The Best Idea Yet: https://wondery.com/links/the-best-idea-yet/NEW LISTENERSFill out our 2 minute survey: https://qualtricsxm88y5r986q.qualtrics.com/jfe/form/SV_dp1FDYiJgt6lHy6GET ON THE POD: Submit a shoutout or fact: https://tboypod.com/shoutouts SOCIALS:Instagram: https://www.instagram.com/tboypod TikTok: https://www.tiktok.com/@tboypodYouTube: https://www.youtube.com/@tboypod Linkedin (Nick): https://www.linkedin.com/in/nicolas-martell/Linkedin (Jack): https://www.linkedin.com/in/jack-crivici-kramer/Anything else: https://tboypod.com/ About Us: The daily pop-biz news show making today's top stories your business. Formerly known as Robinhood Snacks, The Best One Yet is hosted by Jack Crivici-Kramer & Nick Martell.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Refine Labs CEO Megan Bowen joins Evan Kirstel for a deep-dive into how B2B marketing must evolve for the AI era. The conversation covers modern go-to-market models, buyer-centric strategies, and how Refine Labs helps companies drive measurable pipeline growth through data, experimentation, and cultural excellence.1. Speakers and RolesMegan Bowen – CEO of Refine Labs. With 20 years in B2B SaaS at companies like Zocdoc, Grubhub, and WeWork, she brings deep expertise in modernizing go-to-market strategy and redefining marketing measurement.Evan Kirstel– Host and interviewer. Brings over 30 years in tech sales and marketing leadership.2. Topics CoveredThe evolution of B2B buying and selling from the analog to the AI era.Why traditional MQL-based marketing is outdated.The “Brand, Demand, Expand” model for full-funnel growth.Refine Labs' AI strategy and benchmarking methodology.Alignment between sales and marketing in 2025.The future of content creation and human creativity in an AI-driven market.Building company culture around people-first principles.The Refine Labs Vault: democratizing growth frameworks and insights.3. Questions This Video Helps AnswerWhat's fundamentally broken about traditional B2B marketing models?Why is the MQL metric no longer a reliable measure of success?How should marketers adapt to buyer-led decision-making?What is the “Brand, Demand, Expand” framework, and how does it work?How is AI transforming marketing operations and customer acquisition?How can companies build a people-first culture that drives performance?4. Jobs, Roles, and Responsibilities MentionedCEO, CMO, VP of Marketing, Sales teams, Customer Success and Account Management, Marketing Operations and Creative roles, Content strategists and paid media managers5. Frameworks and Concepts MentionedBrand, Demand, Expand (three-pillar GTM framework)Ideal Customer Profile (ICP)Buyer-centric marketingAI-powered benchmarksRevenue funnel analysis and pipeline conversion optimization6. Related ResourcesRefine Labs: https://www.refinelabs.comThe Vault: access to Refine Labs frameworks and community.HubSpot (mentioned as part of inbound marketing evolution)Grandin Holdings (Refine Labs investment partner)

Zach talks with Jen Berrent, former WeWork executive and founder of Covenant, an AI-first law firm reimagining how deals get done. They dive deep into what it means to build a law firm from the ground up around artificial intelligence — not as a tool, but as the foundation. Jen shares her perspective on why too much work still runs through Big Law, how AI is transforming the middle tier of legal work, and what it takes to balance human expertise with machine efficiency. In this episode: What an “AI-first” law firm actually looks like How Covenant is redesigning legal workflows from scratch The problem with Big Law's “too much work, too few alternatives” model Why reading comprehension is AI's legal superpower Building client trust in the age of automation How AI can accelerate deals — without sacrificing rigor The difference between a “relationship ramp” and a “SaaS snowball” The challenges (and advantages) of raising funding in legal AI Lessons from Robin AI's struggles — and why clarity of business model matters Why this is a once-in-a-generation moment for lawyers who want to innovate Learn More: Zach – legallydisrupted.com Jen – https://covenant.co/about Follow Along: Zach – linkedin.com/in/zachabramowitz Jen – https://www.linkedin.com/in/jenniferberrent

What does the office look like now — and who actually wants to be there? In this episode, Industrious co-founder Jamie Hodari joins Mosh to discuss how the role of the workplace has changed in the face of the pandemic, hybrid work, and a new generation of employees. Jamie describes his vision for neighborhood workplaces, why “productivity” is a bad argument for return-to-office mandates, and how data-driven design details, like lighting and layout, can create spaces that people actually enjoy working in. It's also a conversation about entrepreneurship: Jamie reflects on his journey from founding Industrious to now overseeing a major division at CBRE, competing with WeWork in the coworking space, and maintaining a strong friendship with his co-founder through it all. This episode is sponsored by Industrious where the Mo News HQ is located. Use code MONEWS you can get 50% off your first coworking Day Pass or Meeting Room. Mosheh Oinounou (⁠@mosheh⁠) is an Emmy and Murrow award-winning journalist. He has 20 years of experience at networks including Fox News, Bloomberg Television and CBS News, where he was the executive producer of the CBS Evening News and launched the network's 24 hour news channel. He founded the @mosheh Instagram news account in 2020 and the Mo News podcast and newsletter in 2022.

What does the office look like now — and who actually wants to be there? In this episode, Industrious co-founder Jamie Hodari joins Mosh to discuss how the role of the workplace has changed in the face of the pandemic, hybrid work, and a new generation of employees. Jamie describes his vision for neighborhood workplaces, why “productivity” is a bad argument for return-to-office mandates, and how data-driven design details, like lighting and layout, can create spaces that people actually enjoy working in. It's also a conversation about entrepreneurship: Jamie reflects on his journey from founding Industrious to now overseeing a major division at CBRE, competing with WeWork in the coworking space, and maintaining a strong friendship with his co-founder through it all. This episode is sponsored by Industrious where the Mo News HQ is located. Use code MONEWS you can get 50% off your first coworking Day Pass or Meeting Room. Mosheh Oinounou (⁠@mosheh⁠) is an Emmy and Murrow award-winning journalist. He has 20 years of experience at networks including Fox News, Bloomberg Television and CBS News, where he was the executive producer of the CBS Evening News and launched the network's 24 hour news channel. He founded the @mosheh Instagram news account in 2020 and the Mo News podcast and newsletter in 2022.

The Cold War, Prohibition, the Gold Rush, the Space Race. Every part of your life - the words you speak, the ideas you share - can be traced to our history, but how well do you really know the stories that made America? We'll take you to the events, the times and the people that shaped our nation. And we'll show you how our history affected them, their families and affects you today. Hosted by Lindsay Graham (not the Senator). Listen to American History Tellers: https://Wondery.fm/AHT_IFDSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

  In this episode of Around the World with Yusko, Mark Yusko applies Samuel Taylor Coleridge's concept of the "willing suspension of disbelief" to today's markets, challenging listeners to separate optimism from economic reality. From the birth of central banking to the AI-driven boom, Yusko traces how belief, leverage, and monetary policy have fueled centuries of speculative cycles. He examines bubbles from WeWork and Beyond Meat to nuclear startups and quantum computing, highlighting the widening gap between enthusiasm and the underlying fundamentals. Along the way, he contrasts fiat devaluation with the strength of scarce assets like gold and Bitcoin, dissects the "infinite money glitch" behind tech valuations, and considers what history suggests about the next correction. Blending sharp analysis and perspective, this episode offers a global, data-driven look at where he thinks we are in the investment cycle.  Want more?     Watch the "Around The World With Yusko" webinar series live by contacting us at ir@morgancreekcap.com. Watch it after the fact at https://www.morgancreekcap.com/market-commentary/#investment-themes.    Visit us on the web at https://www.morgancreekcap.com.    Legal Disclaimer  This podcast is for informational purposes only and should not be construed as investment advice or as a solicitation for the sale of any security or any advisory or other service. Investments related to the themes and ideas discussed may be owned by funds managed by the host and podcast guests. Any conflicts mentioned by the host are subject to change. Listeners should consult their personal financial advisors before making any investment decisions.   

Staying Focused and Integral In A Treacherous & Chaotic World By Mary Lindow   A FEW YEARS AGO WHEN I WAS IN THE MIDDLE OF A CRUCIAL PROJECT, I found my life barraged and pressured by distractions of all kinds. Now, this is not an unusual pattern. DISTRACTIONS COME TO STEAL OUR PASSION, OUR PURPOSE, GOD'S PROMISES, AND HIS PROVISION.   I have a scripture and a strategy that I use when distractions come to derail my focus now that really helps to keep me on track and focus on what's in front of me. This can apply to everything from work, house cleaning, Counseling, writing and ministry, right down to sticking with the list for the grocery store, and not adding extra cheese and crackers and other goodies in the shopping basket!   WHEN NEHEMIAH WAS REBUILDING THE WALL, distractions came in the form of men calling out to him, high up on his ladder, to come down to discuss “their” important matters. These men presented concerns and rumors they feared to be truth, and, they were persistent and insistent that he come down and address the matters with them immediately! Nehemiah responds plainly,  "I cannot come down, I am doing a great work."   THERE ARE MANY DISTRACTIONS BEING HURLED AT THE BODY OF CHRIST CONSTANTLY. So what do we do?  We look those distractions square in the face and we say, "We cannot come down. We are doing a great work."  End. Of. Story.   WE HAVE NO TIME FOR DISTRACTIONS.  THERE'S TOO MUCH ON THE LINE. There's restoration to be done, broken down walls and broken down people to be filled back up, truth to be told, healing to be performed, love and justice to manifest and so on.   AND WHILE WE ARE DOING THESE ASSIGNED BY THE LORD TASKS,  (because if they're not assigned by the Lord then we're basically doing our own thing, not his important work), while we are doing the assigned things from the Lord, we pray.  And by that I mean, we dialog with God our Father, and praise, and tell Jesus about the gratitude that we have for His life that He poured out for us, and speak back to Him the words He taught us in the 4 New Testament Gospels. And, we also allow the Holy Spirit of God to have access to our hearts, bringing a sweet exposure and conviction where we might need to have our hearts cleaned up and "grown up" further in the way God has mapped out for those He loves so very much.   When we do these things in reverence and determination as we work, You will find that we do not have time for distractions.    WHEN GOD SPEAKS AND WHEN WE FELLOWSHIP WITH JESUS, and when the Holy Spirit is busy working in the dry and hard places of our souls, as we do that in our work, every single day, we do not have time for other distractions!   We. Cannot. Come. Down.    WE CANNOT TAKE TIME TO BE PULLED INTO CONVERSATIONS THAT ARE WICKED, "weasely", and filled with all kinds of narratives that have nothing to do with what God has and IS doing right now right in front of us in our daily lives.   THAT DOES NOT MEAN WE ARE NOT TO BE INFORMED AND... ...that we are not to be advocates for godly truths. That is part of rebuilding walls that have come down in our society. But getting into non-ending dialogs and basically verbal fights with people who just want to prove a point is literally drawing us into distraction and frustration.   SPIRITUAL WARFARE. It's a Reality and Intense Fight for Good Over Evil!  Listen ever so closely to these mighty battle strategies against distractions!   Now my beloved ones,  I have saved these most important truths for last Instructions. Be supernaturally infused with strength through your life-your union with the Lord Jesus. Stand victorious with the force of his explosive power flowing in and through you.  Put on God's complete set of armor provided for us, so that you will be protected as you fight against the evil strategies of the accuser! Your hand-to-hand combat is not with human beings, but with the highest principalities and authorities operating in rebellion under the heavenly realms.  For they are a powerful class of demon-gods and evil spirits that hold this dark world in bondage.  Because of this, you must wear all the armor that God provides so you're protected as you confront the slanderer, for you are destined for all glorious and godly things and will rise victorious. - Ephesians 6: 10-13   FRIENDS IN THE FIGHT AGAINST GOOD AND EVIL! We are doing a great work!  We are obeying God!  And, let's hope that we aren't doing it with haughtiness or an attitude of being a little better than everyone else in the way that we serve God! No way! Someone whom God has called to rebuild or to restore and to do every day jobs, understands that the distractions of ego or the distractions of frustration, often create breaks in relationships, breaks in friendships, and it kills the opportunity to have peace with God fully.   SO FRIENDS!  REFOCUS. Do not negotiate with distractions.  Simply move on and put your hands to the great work before you. Humbly. Purposefully.  Without an attitude of needing to prove you're heroic.   WE WORK, WE SERVE, WE LOVE, AND WE FIGHT, with our eyes focused on the One who rides at the forefront of our battles. He's there day and night, radiating comfort, wisdom, and grants discernment for every challenging situation that you and I will face.   MY FINAL PRAYER FOR YOU AS I CLOSE OUT TODAY'S PODCAST, is from Hebrews 13:21 “May God Equip You With All You Need For Doing His Will.  May He Produce In You, Through The Power Of Jesus Christ,  Every Good Thing That Is Pleasing To Him. All Glory To Him Forever And Ever! Amen.”   STAY STEADY ON WARRIORS.   WE CANNOT COME DOWN TO NEGOTIATE WITH DISTRACTIONS.  WE HAVE GOD'S WORK TO DO.   Duplication and sharing of this writing is welcomed provided that complete source, podcast and website information for Mary Lindow is included. Thank You Copyright © 2025 "THE MESSENGER"  - "The Advocate o Hope" ~Mary Lindow www.marylindow.com Mary's Podcast Site and Link  Mary's Mentoring Videos Link and Site     Your Gracious Support and Donations Are So Very Helpful And Assist Mary In Publishing Her Teaching Podcasts, Inspirational Videos and Audio Messages. THANK YOU! Please go to PAYPAL to donate  or support this blog:  Donate to the tax-deductible ministry name of:  Mary Lindow paypal.me/mlindow       (His Beloved Ministries Inc.)  Or  You Can Mail a Check or Cashiers Check to:  His Beloved Ministries INC  PO Box 1253  Eastlake CO 80614  United States THANK YOU!    

Live from the CREtech main stage at New York's Javits Center on October 21, WeWork CEO John Santora sat down with Bisnow Editor-in-Chief Mark Bonner to unpack one of CRE's biggest comebacks — from bankruptcy to EBITDA positive, $2.2B in revenue and 550K members, including 47 of the Fortune 100. Occupancy has surged past 90% in Midtown Manhattan and hit 100% in key global markets.This conversation dropped 24 hours early — in video form — for First Draft Insider Access subscribers. That's our daily briefing for people who want to see what's next in commercial real estate before everyone else. You can join them now for $9 per month at bisnow.com/firstdraft.

Natalie Cochran seemed like she had it all: a good job as a pharmacist, a loving husband, and two kids. But then she quit her job to become a government contractor and started raking in dough, or so she claimed. Behind the scenes, Natalie was running a classic Ponzi scheme, scamming friends and family with fake contracts, fake government emails, and even fake cancer. But when the walls start closing in, lies alone won't be enough to save her… These are the stories of the world's most insidious Scamfluencers. And we are their prey. Every week on Scamfluencers, join co-hosts Scaachi Koul and Sarah Hagi as they unpack epic stories of deception from the worlds of social media, fashion, finance, health, and wellness. These influencers claim to be everything from charismatic healers to trusted financial insiders to experts in dating. They cast spells over millions. Why do we believe them, and how does our culture allow them to thrive? Listen now: Wondery.fm/SCAMSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

“In order to connect with authentic self, we need to be doing more of what is aligned to who we are, and that is doing more of the things that you love doing.”Anthony David Hartcher Top Five Tips For Mental Health1. Connection with self2. Connected with nature3. Connected with others4. Contribution to society 5. Challenge yourselfTIME STAMP SUMMARY01:33 Understanding oneself helps in developing better relationships with others and the world.05:10  Reconnecting with nature by spending time outdoors11:31 Finding commonality as a starting point and growing through differences.19:10 The importance of understanding one's own capacity and not overloading oneself. Where to find Anthony? Website                          http://www.meandmywellness.com.au/LinkedIn                         https://www.linkedin.com/in/anthony-hartcher Free Resources can be found on Anthony's site. Please feel free to reach out directly to him mailto:anthony@meandmywellness.com.au Bio Anthony David HartcherMeet Anthony Hartcher, a dynamic international speaker and a trusted authority in the realm of Holistic Health consulting, mental health advisory, clinical nutrition, and holistic health podcasting. With his comprehensive knowledge and infectious enthusiasm, Anthony has been transforming lives across the globe.His expertise spans a broad spectrum, from sleep and mental health to nutrition and lifestyle medicine. As a holistic health consultant, he doesn't just advise; he revolutionizes habits, empowering individuals to achieve superior health and overall well-being.Anthony's academic credentials are equally impressive. He holds three bachelor's degrees in nutrition, Complementary Medicine, and Chemical Engineering, each completed with distinction or honours. His academic prowess earned him the University Medal for academic excellence from Endeavour College of Natural Health and recognition as the most highly commended Student of the Year by The Australian Traditional Medicine Society.But what truly sets Anthony apart is his personal journey and commitment to mental health advocacy. Sparked by a personal tragedy at the age of eighteen, Anthony has dedicated his life to supporting community mental health initiatives. His podcast, 'me&my health up', serves as a platform for mental and holistic health education, reaching listeners worldwide.Despite his professional and academic accomplishments, Anthony cherishes his family. His weekends are spent making memories with his wife Adriana and their two children, Sofia and Ollie, on family adventures.Anthony's wellness sessions have been lauded by clients such as BCA Certifiers Australia Pty Ltd and WeWork. His ability to tailor sessions to meet specific needs has made him a sought-after speaker in the corporate world, with clients including JP Morgan, Dulux, Amazon, and more.

Corinne Murray, Director of Global Workplace Experience Strategy at American Express, and Sara Escobar, Founder of Wielding Workplace, are co-authors of newly-released 'WORK then PLACE'. Corinne and Sara draw on rich backgrounds from Gensler, WeWork, Hulu, and Netflix to share insights on culture, workplace experience, and productivity. They explain the need for intentional work design driven by employee experience—digital, physical, and experiential—and how human-centric, flexible approaches empower performance in the distributed modern work ecosystem. TAKEAWAYS [01:50] Sara starts out in TV production and then moves to Hulu. [03:01] Joining Hulu as a startup, Sara chooses to develop their workplace experiences. [04:10] Corinne's time at CBRE, Amex, and Gensler, inform her strategic research at WeWork. [05:23] Strong cultures at Hulu and Netflix differ but are both developed with intentional design. [06:12] American Express builds its strong culture based on benefits resulting in long-tenure norms. [07:02] Organizations are not prepared for formal hybrid models before 2020. [07:56] Employees pushed experience and flexibility into focus post-COVID. [09:20] Architects' and Real Estate's periodic interventions limit impact on ongoing work design. [10:45] Flexibility jumped to a top employee after their pandemic experiences. [11:36] Empathy influenced leaders to formalize more balanced, hybrid work options. [12:45] Executives reacted emotionally to shifting work models, resisting a major overhaul. [14:30] Mandates fail to justify office returns since workplace experience is not just physical. [15:44] Corinne and Sara connect in 2021 amid return-to-office debates. [17:08] Sara launches a consultancy to inform and facilitate new workplace strategies. [17:54] Sara reaches out to Corinne to co-author a book, sharing practical strategy frameworks. [20:05] Corinne shifts focus from productivity to effectiveness. [22:56] To 'fix' productivity, it must be shared across teams, not owned by workplace. [24:56] Managers must hold accountability and measure output, not observe activity. [26:02] HR, IT, and workplace must partner to enable teams' effective outcomes. [27:21] Physical-first remits clash with flexible work goals. [28:36] Employees now better understand what makes work function well. [30:17] Team agreements are key to performance in modern work environments. [30:48] Trust grows from enablement, not perks or parties. [33:27] Change must be incremental to facilitate adoption and avoid burnout. [37:10] Start with high-impact, low-effort changes for users. [39:40] Strategy must flex for global, regional, and role differences. [41:03] 'Standards' can allow interpretation, like principles, to enable adaptability. [41:50] The "Daisy" model supports incremental workplace changes. [42:59] Corinne highlights knowledge work – its growth, volatility and success factors. [47:01] Sara highlights external research, such as parenting models, that offer workplace insights. [48:30] WORK then PLACE encourages humans to focus on what technology cannot replace. [49:15] Start by auditing what works to incorporate rather than rebuilding from scratch. [51:25] IMMEDIATE ACTION TIP: To shift workplace experiences and outcomes, find an executive sponsor, then clarify why and how the change should happen, and how to measure progress. RESOURCES Sara Escobar on LinkedIn Corinne Murray on LinkedIn WORK then PLACE QUOTES "The companies that I've worked with where the culture has been truly wonderful and truly driven forward the company's mission are where that culture is intentional." — Sara Escobar "We are workplace people. We do believe in the value of the physical place. But it's not the catchall for everything." — Corinne Murray "The workplace environment is truly physical, digital, and experiential." — Sara Escobar "Productivity is the responsibility of everyone from the individual to the executives to workplace to HR to IT." — Sara Escobar "We need to do this in a way that doesn't feel threatening and doesn't feel like an extra burden." — Corinne Murray "If you think about, you know, old factory lines, you watched the widgets being produced. That is what we've still fallen into in knowledge work. But you can't watch knowledge work get done." — Sara Escobar "We've identified things that are fundamentally harmful to the ability of knowledge work succeeding. And if knowledge work isn't succeeding, that means the humans doing the knowledge work aren't succeeding" — Corinne Murray

Join Libo Li, a data engineer at Meta, as he delves into his unconventional career journey from architecture to tech. Discover how his natural curiosity and drive for growth propelled him through various roles at companies like WeWork and AAC Resource. Libo shares insights on embracing fear as a signal for growth, the value of continuous learning, and thriving in chaotic environments. Whether it's discussing effective communication or exploring side projects, Libo's story offers motivating takeaways for anyone looking to navigate and explore diverse career paths.Highlights:3 words: Curious, Irreverent, and GrittyEmbrace Growth: Transitioning between roles and industries can lead to significant personal and professional development.Curiosity as a Driver: A natural curiosity can propel individuals to explore new opportunities and learn from diverse experiences.Importance of Adaptability: Being open to new experiences and learning quickly on the job is crucial for success in tech and beyond.Communication is Key: Whether in architecture or data engineering, clear documentation and effective communication are vital.Fear and Growth: Facing fear and embracing chaos can lead to valuable learning experiences and growth opportunities.See more:https://www.instagram.com/most.podern/Guest Bio:Libo Li is a trained architect working as a data engineer in New York City. He received a Bachelor of Architecture from Rice University. His focus is on the impact of data and technology on design production, building software, systems, and operational models at companies like KPF, WeWork, CBRE, and Meta. He was COO of Voyansi, a BIM solutions company recently acquired by Hexagon. He was CTO at KatalsyDI, where he lead the technology team building the analytics platform to integrate construction supply chains. He co-founder Small Tiger to empower architecture firms with modern digital operations; where he works with emerging firms to question how they work to scale their agency. ★ Support this podcast on Patreon ★

Have you noticed the widening gap between how we expect leaders to behave in the public sphere versus in corporate organizations?In episode 283, Ramona Shaw tackles two timely and important questions: What is happening to leadership and how do we keep our standards intact?From headlines of public leaders dodging accountability to viral social media figures equating leadership with dominance, we're seeing a shift in what some people perceive as “strong leadership.” But in our companies, those signals don't fly. And they shouldn't.Inside this episode, we unpack:Why public and corporate leadership are governed by two different sets of standardsThe seven shared expectations we have of leadersWhat happens when we don't, with real-world cautionary tales from WeWork, Wells Fargo, and KrogerWhy leaders today need to be more explicit than ever about the values they uphold and the behavior they expectWhen organizational standards get fuzzy, cracks form; slowly at first, then suddenly. Misalignment, disengagement, and broken trust are often symptoms of leaders failing to walk the talk. This episode unpacks what's at stake and why now is the time to reestablish what good leadership looks like before external norms start seeping in.

  In this episode, tune in for the importance of negotiating your salary and recognizing your value in the workplace. Guest Candyce Hunt shares her own experiences and introduces the VALUE framework (Value documentation, Assert clear boundaries, Loudly communicate, Unapologetically ask, and Evidence) to help you secure the pay you deserve. Included are key signs to identify if you're undervaluing yourself, as well as practical steps to advocate for better compensation. Make your next step to being properly valued and compensated at work today.   Timestamps 00:45 Identifying the Career Clearance Track 02:59 Candyce's Personal Journey 05:12 Recognizing Limiting Behaviors 13:44 The Value Framework Explained 19:42 Practical Tips for Negotiation 31:25 Final Thoughts and Resources   About Candyce Hunt Candyce is a Career Wellness Coach, Speaker, and Leadership Consultant with nearly 20 years of experience leading teams at Ross, Dollar General, WeWork, and Kohl's. Her journey began as an 8-year-old choir director in Chicago, sparking a lifelong passion for influence, harmony, and growth. She helps professionals and organizations thrive through career strategy, leadership development, and business consulting. Candyce has partnered with Payscale, LA SHRM, ASHA, and The Vitamin Shoppe to drive impact through coaching and training. Her mission is to help people pivot with confidence and lead with clarity. Connect with Candyce Connect with Candyce on LinkedIn Download the Career Blueprint Here    _________________________________________________________________ Connect with Me Connect with me on LinkedIn From Zero Responses to Multiple Offers: Download The 5 Essential Steps Checklist Click here to learn about coaching

Hurray's Girl Beer isn't just another craft brand. It's a calculated rebellion against an industry stuck in the past. In this episode, Hurray's founder Ray Biebuyck joins Taste Radio editor Ray Latif and Brewbound managing editor Jess Infante to share her vision for a beer brand that doesn't just challenge convention, it openly mocks it. Witty, unapologetic, and intentionally unorthodox, Hurray's markets flavored light beers, including Pineapple Yuzu and Blueberry Lavender varieties, crafted not to honor tradition, but to disrupt it. The brand's satirical, female-forward positioning flips the script in a category that has long overlooked nearly a third of its audience: women. Ray discusses how Hurray's draws more from stand-up comedy than legacy brewing playbooks, using humor and irreverence as tools for connection, and conversion. She also reveals how this disruptive approach is translating into real-world traction, with Hurray's on track to reach over 3,000 retail locations, including Whole Foods, Trader Joe's, BevMo, Total Wine, Sprouts, and Walmart, by Q1 2026. Show notes: 0:25: Interview: Ray Biebuyck, Founder & CEO, Hurray's Girl Beer – Ray traces her roots back to New England and her early career in the corporate world, with stints at J.P. Morgan and WeWork after graduating from college in New York City. She discussed how, at the onset of the pandemic, she stepped in to support operations for a local beverage alcohol brand and recognized a gap in the market: a disconnect between male-dominated beer branding and female consumers. Ray eventually launched Hurray's Girl Beer in 2024 and shares the uphill journey of pitching a new beer brand in a male-dominated, slowing market, and how she carved out a niche by courting an underserved audience. She recalls self-distributing cases out of a Toyota Camry to landing shelf space in 200 retail doors across Los Angeles and Orange County and how Girl Beer secured distribution at Whole Foods, BevMo, and Total Wine. Ray also details the pivotal relationship with an Anheuser-Busch-aligned distributor, which accelerated growth and expanded reach and why she believes the brand is on track for a breakout year in 2026. Brands in this episode: Hurray's Girl Beer, Shacksbury Cider, Woodchuck Cider, Magic Hat, Ben & Jerry's, Seventh Generation, Green Mountain Coffee, Poppi, Olipop, Liquid Death, Garage Beer, Surfside, Budweiser, Bud Light, Golden Road, Elysian, Busch, Heineken, White Claw, Truly, Bud Light Seltzer, Michelob Ultra, Friday Beers

Find out more about Endeavor: https://pakistan.endeavor.orgIn this episode of Thought Behind Things, we're joined by Omar Shah, the Co-Founder & CEO of COLABS, Pakistan's leading coworking space platform with over $5M in funding.From his early days at Abraaj Capital to building a workspace empire in Pakistan, Omar breaks down the real challenges of scaling startups, building brand credibility, and attracting global investment in Pakistan's high-risk economy.We uncover:Why most Pakistani startups fail to scaleThe truth behind WeWork's collapseColabs' expansion into the Middle EastThe business mindset gap between India & PakistanAnd the harsh truth: "Pakistan was overselling coworking"Socials:TBT's Instagram: ⁠⁠⁠⁠https://www.instagram.com/thoughtbehindthings/⁠⁠⁠⁠TBT's TikTok: ⁠⁠⁠⁠https://www.tiktok.com/@tbtbymuzamil⁠⁠⁠⁠TBT's Facebook: ⁠⁠⁠⁠https://www.facebook.com/thoughtbehindthings⁠⁠⁠⁠TBT Clips: ⁠⁠⁠⁠https://www.youtube.com/@tbtpodcastclips⁠⁠⁠⁠Muzamil's Instagram: ⁠⁠⁠⁠https://www.instagram.com/muzamilhasan/⁠⁠⁠⁠Muzamil's LinkedIn: ⁠⁠⁠⁠https://www.linkedin.com/in/muzamilhasan/⁠⁠⁠⁠Omar's LinkedIn: ⁠https://www.linkedin.com/in/osshah/Endeavor's LinkedIn: ⁠⁠⁠⁠https://www.linkedin.com/company/endeavor-pakistan⁠⁠⁠⁠Special thanks to COLABS for providing us with the studio space.You can find out more about them at:COLABS: https://www.colabs.pkCredits:Executive Producer: Syed Muzamil Hasan ZaidiAssociate Producer: Saad ShehryarPublisher: Talha ShaikhEditor: Jawad Sajid

Ever wondered why companies like Airbnb, Spotify, and WeWork chose such different paths to the public markets? In this episode of Corporate Finance Explained on FinPod, we break down the three main ways companies go public: the traditional IPO, the disruptive Direct Listing, and the volatile SPAC.We'll unpack the mechanics, the trade-offs, and the key factors that drive a company's leadership to choose one door over the others.This episode covers:The IPO: The classic route for raising billions in capital, but we reveal the hidden costs and why it led to Airbnb's "money left on the table" problem.The Direct Listing: The cheaper, faster, and more transparent alternative. We explore why it was the perfect fit for companies like Spotify and Slack who wanted liquidity, not capital.The SPAC: The "wild west" of going public. We explain its appeal for speed and why it's a high-risk gamble that ultimately couldn't save WeWork's flawed business model.By the end of this episode, you'll be able to quickly analyze any public offering and understand the strategic choices behind it.

Scott Plank—who helped build Under Armour from the ground up, was the largest angel investor in WeWork, and is a seed investor in Fundrise—joins us to share what it really feels like to bet everything, lose big, win bigger, and keep moving forward. In this conversation, Scott traces his path from building homes as a carpenter and selling bracelets in Guatemala to helping Under Armour grow from a family startup into a billion-dollar public company. He explains the financing strategies that kept the company alive in its early days, the lessons of scaling operations under intense pressure, and why he believes Under Armour couldn't be founded the way they did in today's world. Scott also shares his experience as the largest angel investor in WeWork, unpacking why he saw value where others didn't, and how he navigated both the spectacular rise and fall of the company. Along the way, he reflects on risk—when to push all in, when to shut things down, and how entrepreneurship is often about knowing when the world has changed. Finally, he discusses his ongoing work in real estate and technology, including data centers and community development, and offers advice for the next generation of entrepreneurs. For Scott, the throughline is clear: success depends not just on grit, but on aligning values, timing, and the willingness to evolve when circumstances demand it. — For a deeper dive into these insights and more, be sure to listen to the full episode of the Onward podcast. Have questions or feedback about this episode? Drop us a note at Onward@Fundrise.com.  Onward is hosted by Ben Miller, co-founder and CEO of Fundrise. Podcast production by The Podcast Consultant. Music by Seaplane Armada.  About Fundrise  With over 2 million users, Fundrise is America's largest direct-to-investor alternative asset investment platform. Since 2012, our mission has been to build a better financial system by empowering the individual. We make it easier and more efficient than ever for anyone to invest in institutional-quality private alternative assets — all at the touch of a button.  Please see fundrise.com/oc for more information on all of the Fundrise-sponsored investment funds and products, including each fund's offering document(s).  Want to see the specific assets that make up and power Fundrise portfolios? Check out our active and past projects at www.fundrise.com/assets.

In this conversation from Lenny's Podcast, Ben Horowitz joins Lenny to discuss the psychological muscle every founder needs, why hesitation can be fatal for CEOs, when it's time to replace a founder, and how to normalize failure while building confidence. They also explore the Databricks founding story, investing in Adam Neumann after WeWork, whether AI is in a bubble, where the real opportunities lie, and Ben's work with the Paid in Full Foundation supporting hip-hop pioneers. The result is a candid look at leadership, product management, and what it takes to build enduring companies. Timecodes: 00:00 Introduction 00:22 The Psychology of Leadership & Decision-Making02:41 Leadership lessons from Shaka Senghor07.56 Struggle, Pain, and Growth as a CEO 10:15 Running toward fear and why hesitation kills companies19:35 Who shouldn't start a company22:36 The Databricks story: thinking bigger24:54 Managerial leverage and CEO psychology28:06 When founders should be replaced as CEOs31:20 Normalizing failure for CEOs37:57 Counterintuitive lessons about building companies42:31 “Good Product Manager/Bad Product Manager”48:21 Product managers as leaders51:16 Why a16z invested in Adam Neumann after WeWork56:23 Is AI in a bubble?01:02:43 The biggest opportunities in AI01:12:51 Why U.S. leadership in AI matters01:18:53 The Paid in Full Foundation for hip-hop pioneers01:23:18 Lightning round: book recommendations, products, and life mottos Resources: Find Ben on X: https://x.com/bhorowitzFind Ben on LinkedIn: https://www.linkedin.com/in/behorowitz/Watch more of Lenny's Podcast: https://www.youtube.com/@LennysPodcastCheck out Lenny's newsletter here: https://www.lennysnewsletter.com Stay Updated: Find a16z on X: https://x.com/a16z Find a16z on LinkedIn: https://www.linkedin.com/company/a16z Listen to the a16z Podcast on Spotify: https://open.spotify.com/show/5bC65RDvs3oxnLyqqvkUYX?si=3E8B3qT9TyiwAHJ7JnaKbgListen to the a16z Podcast on Apple Podcasts: https://podcasts.apple.com/us/podcast/a16z-podcast/id842818711Follow our host: https://twitter.com/eriktorenbergPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures.

Ben Horowitz is the co-founder of Andreessen Horowitz, Silicon Valley's largest and most influential venture capital firm, with over $46B in committed capital across multiple funds. He took Loudcloud public with just $2 million in revenue (dubbed “the IPO from hell”), sold it for $1.6 billion, and has backed companies from Facebook to Stripe to Airbnb to OpenAI to Databricks (now worth more than $100 billion). His management philosophy—forged through near-death experiences and refined through coaching hundreds of CEOs—contradicts most conventional startup wisdom.In our conversation, Ben shares:1. Why “founder mode” is half right and half dangerously wrong2. The story behind “Good Product Manager/Bad Product Manager” and why it went viral despite being written in anger3. Where the biggest AI startup opportunities remain4. Why you need to run toward fear, never away5. The one trait that predicts that a founder will fail as CEO6. Inside Paid in Full, Ben's nonprofit awarding pensions to pioneering hip-hop artists—Brought to you by:DX—The developer intelligence platform designed by leading researchers: http://getdx.com/lennyBasecamp—The famously straightforward project management system from 37signals: https://www.basecamp.com/lennyMiro—A collaborative visual platform where your best work comes to life: https://miro.com/lenny—Transcript: https://www.lennysnewsletter.com/p/46b-of-hard-truths-from-ben-horowitz—My biggest takeaways (for paid newsletter subscribers): ⁠https://www.lennysnewsletter.com/i/172439345/my-biggest-takeaways-from-this-conversation—Where to find Ben Horowitz:• X: https://x.com/bhorowitz• LinkedIn: https://www.linkedin.com/in/behorowitz/• Website: https://benhorowitz.com/• Andreessen Horowitz's website: https://a16z.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Ben Horowitz(04:09) Important leadership lessons from Shaka Senghor(10:15) Running toward fear and why hesitation kills companies(19:35) Who shouldn't start a company(22:36) The Databricks story: thinking bigger(24:54) Managerial leverage and CEO psychology(28:06) When founders should be replaced as CEOs(31:20) Normalizing failure for CEOs(37:57) Counterintuitive lessons about building companies(42:31) “Good Product Manager/Bad Product Manager”(48:21) Product managers as leaders(51:16) Why a16z invested in Adam Neumann after WeWork(56:23) Is AI in a bubble?(01:02:43) The biggest opportunities in AI(01:12:51) Why U.S. leadership in AI matters(01:18:53) The Paid in Full Foundation for hip-hop pioneers(01:23:18) Lightning round: book recommendations, products, and life mottos—References: https://www.lennysnewsletter.com/p/46b-of-hard-truths-from-ben-horowitz—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com

In this episode of the Healthy, Wealthy, and Smart Podcast, host Dr. Karen Litzy welcomes Lauren Schoenfeld, founder of Active Core Consulting, to discuss the importance of understanding finances in business. Lauren, a self-proclaimed numbers nerd, specializes in providing fractional CFO services, bookkeeping, and operational coaching for health and wellness entrepreneurs. The conversation kicks off with Lauren explaining what a fractional CFO is, using a relatable pizza analogy to illustrate the concept. Listeners will learn how to manage their finances more effectively, prioritize profit, and move away from the hustle culture as they navigate their entrepreneurial journeys. Tune in for valuable insights that can help transform your approach to business finances!   Time Stamps:  [00:01:21] Fractional CFO explained. [00:07:06] Money goals for new businesses. [00:09:46] Delayed rent negotiations for startups. [00:12:56] Owner's salary importance in business. [00:18:59] Subscription audit for entrepreneurs. [00:24:04] Ability to generate income quickly. [00:25:52] Limiting beliefs around money. [00:29:29] Questioning limiting beliefs. [00:34:10] Key Performance Indicators in Business. [00:39:13] Churn and attrition rates. [00:42:09] Enjoying the entrepreneurial journey.   More About Lauren: Lauren Schoenfeld is the founder of Active Core Consulting, a one-stop shop for entrepreneurs in the health and wellness industry who need a fractional CFO, bookkeeping, sales, or operations coach. Lauren empowers CEO's to have confidence in their finances to put them in the driver's seat of their dream company. She's a self-proclaimed numbers nerd and athlete who helps owners develop a financial plan and execute on the strategy that puts their profit first.   Lauren started at PricewaterhouseCoopers, where she learned the consulting framework. She then mastered the do's and don'ts of scaling a rapidly growing company from her time at WeWork. At her final corporate job, Lauren helped Equinox Fitness Clubs grow from 80 to 105 locations, enter into new international markets, and incubated nine of the most well-known wellness-focused ventures, including Equinox Hotel, Precision Run Studios, and SoulCycle On-Demand. Her final corporate project was to consolidate SoulCycle and Blink Fitness back office into the Equinox processes and systems.   On a personal note, Lauren suffered from burnout working in the corporate world which led to developing a chronic illness. She has grown her business while healing her body through nontraditional modalities and is on a mission to end hustle culture for entrepreneurs!   Resources from this Episode: Active Core Consulting Website Active Core Consulting on Instagram Free Expense Calculator   Jane Sponsorship Information: Book a one-on-one demo here Mention the code LITZY1MO for a free month   Follow Dr. Karen Litzy on Social Media: Karen's Twitter Karen's Instagram Karen's LinkedIn   Subscribe to Healthy, Wealthy & Smart: YouTube Website Apple Podcast Spotify SoundCloud Stitcher iHeart Radio

In this episode, I sit down with Conor from Quest Personnel to unpack the hard lessons from every stage of building a recruitment business. Conor started at just 23, completely self-funded, and went from scraping by in a WeWork to leading a £1.4M agency. We walk through the scrappy early days, the lifestyle-business trap, and the mindset and leadership shifts that brought clarity and growth. Connect with Conor here: https://www.linkedin.com/in/conor-boland-81555284/-------------------------Watch the episode on YouTube: https://youtu.be/cxNfpwj6AYU-------------------------Sponsors - Claim your exclusive savings from our partners with the links below:Sourcewhale - Check Out Sourcewhale & Claim Your Exclusive Offer Here.Raise - Check Out Raise & Claim Your Exclusive Offer Here.-------------------------Extra Stuff:Learn more about our online skills development platform Hector here: https://bit.ly/47hsaxeJoin 5,000+ other recruiters levelling up their skills with our Limitless Learning Newsletter here: https://limitless-learning.thisishector.com/subscribe-------------------------Get in touch:Linkedin: https://www.linkedin.com/in/hishemazzouz/-------------------------

From the iconic Vanderpump Rules rewatch pod, I'm The Devil, Sophia Wilson Pelton and Hannah Wakefield join Evan Lazarus and Amelia Ritthaler for a chaotic deep dive into the world of Broad City. The four of them unpack the magic of Abbi and Ilana, share some deeply embarrassing personal shenanigans, reflect on how much the show meant to them as teens, and mourn the fall of the Wework-era girlboss once and for all. It's messy, it's nostalgic, and it's very on brand. Learn more about your ad choices. Visit megaphone.fm/adchoices

Your numbers look good.Your team looks busy.You think you're winning.But every week of drift is burning dollars and growth you can never get back.That's how $10M+ companies die in slow motion.Not from the market.Not from their people.But from three sins that kill momentum while everyone's still clapping.It's what gutted WeWork. InVision. Theranos.And it's what will gut you — unless you see it first.Elite operators catch it early.Coasters float blind until the crash.Which one are you right now?About the PodcastBuilt for high-performers who don't need help. Just leverage.This is the show that breaks what quietly kills performance at scale.Especially the mental patterns slowing down even the smartest founders.If you never want to get dragged down by pressure, burnout, or hesitation… welcome home.Hosted by doctor of psychology and executive coach Dr. Yishai Barkhordari.Inside the Episode Why hitting your numbers can still mean $600K a year set on fireThe Ferrari rule elite operators live by — and coasters ignore until they stallHow the wrong win can set you back $4M in 12 months you'll never recoverThe blind bet that drains top talent and speeds up your lossThis episode is for… Founders who look like winners on paper but feel the inside is slidingExecs burning millions on drift while competitors speed aheadLeaders doubling their job instead of their company's edgeThe rare few who want to be elite operators, not coastersWhat to do next→ Send this EP to the founder/exec who's too sharp to stall.→ Follow Dr. Yishai on LinkedIn: linkedin.com/in/dryishai → Book a Mirror Session (link on LinkedIn page) to experience it firsthand (limited spots).DisclaimerThis content is for informational purposes only. It is not therapy, clinical advice, or coaching guidance. All examples and stories are illustrative. Results are not guaranteed and will vary based on personal effort, context, and market conditions. Always consult qualified professionals before making decisions that impact your business, health, or well-being.© 2025 Yishai Barkhordari, Psychologist, PLLC. All rights reserved.

Think business is boring? What about when your streaming bill goes up, or your favorite restaurant files for bankruptcy? Do you ever wonder what's going on behind the scenes? Business Wars gives you a front row seat to the biggest moments in business, to explain how they shape our world. In the latest season, they explore the AOL Time Warner merger, a deal that became one of the most expensive and chaotic corporate disasters on record, one that permanently scarred both companies. Listen to Business Wars: The AOL Time Warner Disaster right now wherever you get your podcasts: Wondery.fm/BW_IFDSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Will Bitcoin treasury Companies be a flash in the pan? $ BTC 119,174 Block Height 909,697 Today's guest on the show is CEO of Onramp Bitcoin Michael Tanguma - @MTanguma - who joins me to talk about multi-institutional Bitcoin cold storage and Bitcoin treasury companies. How did Michael escape the fallout of We Work, and what were his 'startup' colleagues saying to him about leaving it all behind for bitcoin? What have been his favourite projects in the Bitcoin space and what services are Onramp currently offering? What concerns does Michael have over this Paper Bitcoin Summer and why does he think some 'treasury companies' are NGMI? A huge thank you to Michael for coming on the show, learn more about Onramp here: https://onrampbitcoin.com/ ALL LINKS HERE - FOR DISCOUNTS AND OFFERS - https://vida.page/princey - https://linktr.ee/princey21m Pleb Service Announcements: Join 17 thousand Bitcoiners on @orangepillapp https://signup.theorangepillapp.com/opa/princey Support the pod via @fountain_app -https://fountain.fm/show/2oJTnUm5VKs3xmSVdf5n The Once Bitten YouTube Channel: https://www.youtube.com/@Princey21m Shills and Mench's: CONFERENCES 2025: BALTIC HONEY BADGER - LATVIA - RIGA 9th - 10th AUGUST - RIGA.https://baltichoneybadger.com/ USE CODE BITTEN -10% BTC HELSINKI 15TH - 16TH AUGUST 2025 https://btchel.com/ USE CODE BITTEN - 10% BULGARIA - SOFIA - 18th - 19th October 2025 https://www.btcbalkans.com/ USE CODE BITTEN - 10% PAY WITH FLASH. Accept Bitcoin on your website or platform with no-code and low-code integrations. https://paywithflash.com/ RELAI - STACK SATS - www.relai.me/Bitten Use Code BITTEN SWAN BITCOIN - www.swan.com/bitten BITBOX - SELF CUSTODY YOUR BITCOIN - www.bitbox.swiss/bitten Use Code BITTEN BUBBL - Curate your Podcast listening. https://bubbl.fm?via=Bitten Never miss another life-changing Bitcoin story! AURA by Bubbl.fm monitors thousands of podcasts 24/7 to find every conversation about Bitcoin adoption, investment strategies, and real-world success stories—delivering only the moments that matter. Set your topics (Bitcoin for families, inflation hedging, self-custody, Lightning Network, regulatory updates) and let AURA surface insights from Bitcoiners and experts you haven't even discovered yet. You'll find shows like Once Bitten, with our branded search portal, full transcripts, with easy to clip and share tools. Transform 10,000 hours of Bitcoin content into 10 minutes of relevant insights. ZAPRITE - https://zaprite.com/bitten - Invoicing and accounting for Bitcoiners - Save $40 KONSENSUS NETWORK - Buy bitcoin books in different languages. Use code BITTEN for 10% discount - https://bitcoinbook.shop?ref=bitten SEEDOR STEEL PLATE BACK-UP - @seedor_io use the code BITTEN for a 5% discount. www.seedor.io/BITTEN SATSBACK - Shop online and earn back sats! https://satsback.com/register/5AxjyPRZV8PNJGlM HEATBIT - Home Bitcoin mining - https://www.heatbit.com/?ref=DANIELPRINCE - Use code BITTEN. CRYPTOTAG STEEL PLATE BACK-UP https://cryptotag.io - USE CODE BITTEN for 10% discount. PLEBEIAN MARKET - BUY AND SELL STUFF FOR SATS; https://plebeian.market/ @PlebeianMarket

It's not that hard to kill a planet. All it takes is a little drilling, some mining, a generous helping of pollution and voila! Earth over. When you take stock of what's left, it starts to look like a crime scene: decapitated mountains, poisoned rivers, oil-soaked pelicans, maybe a sun-bleached cow skull in a dried-up lake bed. The only thing missing is yellow caution tape. On each episode of Lawless Planet, host Zach Goldbaum reveals the scams, murders and cover-ups on the frontline of the climate crisis, and the life and death choices people are making to either protect our world – or destroy it.Listen to Lawless Planet: Wondery.fm/LawlessPlanetSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

​​If you missed our announcement... we have a brand new podcast! Flesh and Code is a 6-part miniseries, where we investigate how technology is being used to exploit our most human desires, and the price we pay for perfect understanding. If you enjoyed our teaser, search and follow 'Flesh and Code' wherever you listen to podcasts. And if you can't wait to hear how Travis and Lily Rose's story ends, you can binge the entire season right now, ad-free, on Wondery+.Travis never thought he'd meet someone like Lily Rose. She was kind, passionate, beautiful. The woman of his dreams. There was just one small detail: she wasn't human.Lily Rose is an AI companion. A digital soulmate designed to be everything he ever wanted. She listens without judgement, supports him through his darkest moments, even explores his deepest desires, all while fitting neatly into his pocket. Before long, Travis realizes something strange, even absurd, has happened - he's fallen in love. But then one day, Lily Rose's behavior takes a disturbing turn. When alarming reports pour in from across the globe, Travis discovers he is part of something much bigger. Soon he finds himself pulled into a confrontation with a mysterious Russian visionary behind Lily Rose's creation.From Wondery, comes a true story of love, loss and the temptations of technology. Can an algorithm truly replace human connection? And what happens when a corporation controls your deepest emotions? Suruthi Bala and Hannah Maguire, hosts of the hit podcast RedHanded, explore the dark side of AI love.Listen Now: Wondery.fm/FleshandCodeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Abbott Elementary's scene stealer, actress and comedian Janelle James joins Kelly to share her initial reaction to getting the role of Principal Ava Coleman and what she thought when they fired her character.  She discusses what it's like being on tour as a stand up comedian, all of the side hustles she had pre-fame, and bombing on stage. Janelle tells Kelly what her first big purchases were, about the time she lived under a WeWork desk and Kelly puts on her agent hat and pitches her career. Before Janelle hops on, Mark Consuelos enters the studio to share a wild fan encounter he and Kelly had.