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Re-releasing a Dental A-Team podcast fan favorite! Britt is fresh off visiting a ton of practices, many of which are part of dental support organizations (DSOs), and she's sharing her insight. With Kiera, she talks about the foundational pieces to set up DSOs for success — everything from training the leadership team, setting up KPIs, providing profit and loss statement education, and allowing culture and patient experience to grow in each practice while keeping an overall brand. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today we are bringing you something so special. I am so excited because this is one of our most popular episodes from the archives. Whether you're hearing this for the first time or catching it again, I am so excited because it's jam packed with a ton of takeaways that you can start using right now in your practice. We have released thousands, literally thousands of episodes. And I wanted to start bringing a few of these amazing episodes back for you. So I hope you enjoy. And as always, thanks for listening and I'll catch you next time.   on the Dental A Team podcast.   speaker-0 (00:31) and I've got the one and only Brittany Stone back on the pod. Guys, she has been a freaking road warrior, traveling to seven offices in one day. Dang, Britt. Welcome back. How you doing? How you feeling? How are you today?   speaker-1 (00:45) I'm good. You made me sound better than I was in one day. Seven in a week. Still a lot, but seven in a week.   speaker-0 (00:51) Yeah, that's exactly what I meant. We could edit that or you guys can just know. in my mind, I think it felt like you were seven in a day. Like you were cruising   speaker-1 (00:58) Yeah.   speaker-0 (01:00) to practices. Seven in a week is so many offices. But guys, don't worry, Britt wasn't like leaving them high and dry hanging out. You were seeing it kind of walk us through. I know you went to quite a few DSOs that had multi practices, multi locations. Kind of what was that like and and how does that even look when you're going to multiple practices like that?   speaker-1 (01:19) Yeah, it's fun. So that was it was a week of my like multi practice location. So one had three offices, one had four offices, the two groups that I work with last week. And so it's fun. It's fun to see one you get to know kind of like the visionaries who who started a thing, whether it's just an owner or multiple partners that are involved in it, get to see kind of their vision and it's it's fun to see   the different also types of practices that are underneath their umbrellas and how they run 'cause usually we've got some different sizes, obviously different locations. So so yeah, I got to go in, meet everybody, go see all the different practices, kind of see what's going on with them, what things we could help with on an individual practice level and then also as an organization. So it was a good time.   speaker-0 (02:07) That's a lot. And I I do think it is fun when you go see multiple practices because this whole idea of DSO is that we want all of our practices to run exactly the same. And I know when I was a regional manager of ten practices, the bottom line is there is no such thing as running every practice the same. I think it's more like getting rid of that illusion that they're all going to be the same. And it's more what are the foundational pieces and the the silver lining strings that we want running amongst them all. Britt, I know you had one practice,   that kind of wanted to do their own thing within a group. Like, how do you how do you get like one, paint the vision of all the practices needing to be at least fundamentally pretty consistent and similar. And then also helping the doctors and the team members understand like, I get it, it might be annoying for you, but for the greater good of all the practices, it really does make everything easier when we run the same. Because I know a lot of practices just want to run as solo practices, but when you're in a group and multi-offices   that no longer serves the greater organization. Like what was kind of your findings with that? How do you how are you finding to get people on board? Is that something you were running into? Just kinda give us your thoughts around that.   speaker-1 (03:16) Yeah, I think every DSO probably struggles or like group practice struggles with all right, how much do we have the same and like where can we kind of let them be their own and shine in their own way? And also from the business side of things for the DSO, right? What things are more financially beneficial for us to be able to do them the same and have on the same system? so that we run it across all offices and get the true benefit of the DSO.   And so that's where you s kind of start to to figure out, all right, there's gonna be a lot of systems that one, yes, anything that impacts other offices or the group overall, we've gotta make the best decision for the group on how we want that to run, whether it's but easy things like payroll is a pretty pretty common one that's gotta be obviously the same across all over offices. If we're using the same software, right, the way we run our schedule, who's allowed to be on our schedule.   All of those things kinda need guidelines that go across the board. So we all know a little bit of the rules of engagement on things like the schedule. So that's kinda I start to think of it as all right, what are the most important things that impact each other that we need to have the same that's also gonna allow us to be most financially beneficial for the DSO? And then what things don't necessarily impact the other offices where those offices can start to really like, all right, what are procedures you do? Great, go run with it, build it up and   Even if we can get some referrals from other offices for that thing, fantastic and they kinda kinda do their own a little bit.   speaker-0 (04:48) For sure.   And but I was thinking like it actually might be fun on this podcast for us to dive into when you're in a DSO, because Br I know your private practice sold to a DSO. I work with lots of DSOs. You work with lots of DSOs. And I think DSOs are a pretty hot buzzword right now in dentistry. of kind of what are some of those things that you should have standardized. I love that you brought up the payroll for sure. for me, some of the things I know I'm looking at is I really am just looking at   Key metrics amongst all practices. And I know, Britt, with a lot of the DSOs that you and I are consulting together, that is one of the biggest things of making sure all of them are hitting the metrics. And then whatever they want to do outside of those metrics, it's pretty much free reign from there. So, like we're talking labs, supplies, overhead, production per hour per provider, hygiene production.   those are like my main things. Case acceptance is another one I really like to watch. Number of new patients per practice is another key indicator that I really love watching. but those are kind of the main things. And then I really feel like in DSOs and multi practices, some of the biggest things that get lost are culture and patient experience. And those are to be different shades for every practice. And I really I like practices to think in like, no, you want the patient to feel the exact same way whether they come to this location.   Or whether they're going to another location. It is that way. And having practices and offices think like I've got one right now and they just acquired another practice. And they're really doing a divide between the offices. And they're they're labeling each office based on the city. I was like, whoa, whoa, whoa. let's call them all the practice name. So we are all, let's just say, healthy smiles. It's not healthy smiles of probos and healthy smiles of orum. It is   Healthy smiles, and then we have our Aurum location and our provo location. Those are just a quick way because I think when you can have it as an umbrella of all the practices operate as this way, and then here's these different locations, but helping everyone realize there is the healthy smiles way. And we operate on healthy smiles first. Secondary is going to be our location. Are those some of the things you've seen? Like those are one, the key indicators I like to look at. And then secondly, making sure that people realize like the culture and the patient experience.   really need to be dialed in in my opinion, to really help these DSOs grow and flourish.   speaker-1 (07:09) Mm-hmm. I'm with you on KPIs, right? Teaching office managers how to be able to kind of take charge of those, know what's going on in their practice, and that we're all watching those important numbers to be healthy for sure. That's an across the board thing. and then I'm with you on capitalize off the brand. from a lot of the DSOs we work with, where it's a few different locations, usually I feel like a lot of them are gonna be like five or less, where you can truly   make sure that we are maintaining our standard, maintaining our brand, and then capitalize off of that brand for all practices to where there might be a patient who's looking to go to the office, but maybe it's a little bit farther. great, they've got a location that's closer than to me. Awesome. Let me just go ahead and go to that closer location. And agreed. You've got to keep then the culture and the patient experience up to be number one. And what does that look like? What does it stand for? And there are   I will say different pieces that go into that when it comes to maintaining that culture in our practices and that experience. And I think those would be some non-negotiables like you start to build in if it's we're on time, right, with our appointments as much as possible. So that's something we really drive with our teams. We're always friendly with our patients, we're always welcoming. How do we present on the phone?   you can start to dig into some of those things that you really want to represent as a practice and make sure it's ingrained in our team members and how we present.   speaker-0 (08:41) Yeah. And I think like you said it's that culture in that brand. And honestly, I think people forget that that's actually why you became successful. Like that culture, that brand you started developing, that's how you're able to multiple scale across other practices. And I feel like offices that that see all the practices as one company and then the the different locations are just extensions of that company are the ones that really flourish. In that same thing, I feel like Britt, something you and I have really been   trying to hone in on with offices is to make sure that they have a key leadership team. So people that are really in sync to make decisions. and that's for your operations, for your labs, for your supplies, and and then making sure that things can actually execute forward. Because I feel like when we get a lot of partners involved, what happens is everybody has a strong opinion, but those opinions actually are great unless they stop all the the forward progress   And I think they really just have to be key decision players that everybody elects. It's almost like a board. I feel like all the practices are almost like a neighborhood and you need an HOA, like somebody who can actually just make the decisions and execute in the best interest. And maybe you've got a few of them. So you've got, say, your regional manager who's overseeing all of the practices, the overhead, the operations really. You've possibly got a clinical manager on there who's really looking at the hygiene, the dental assistants.   Then you've got probably a dentist on the board who's making decisions as far as what are the clinical diagnoses, what are the supplies that all dentists need across the board. And then you're probably gonna have somebody who's your finance person. So someone really looking at the financials of the practice. And if you can have one of those key players, I feel like just get that honed in. Then you can have all the practices have their own like little leadership teams and whatnot.   But really you've got those four players who can make very strong decisions. And maybe the dentist is the same person as the clinical lead. Maybe that we don't need an extra person there, maybe not. But I think if you can really get that dialed in, you're going to be able to make a lot stronger decisions and be able to move things forward more. Britt, what are you seeing? Like you were literally just in DSOs. Are you finding that that type of structure helps move things along? Or are you finding like, no, we need to have key leaders in other areas?   Wha what's kind of your take on how to make sure decisions can be made? Because I truly feel like once you get the the KPIs dialed in and everyone's reporting in, once you get your office managers looking at their practices, making sure they're profitable and reporting in, then you got your culture and your brand, it's really about getting decisions made quickly and moving things along rather than getting stagnated with so many opinions.   speaker-1 (11:20) Mm-hmm. And I am big on agreed. You've got to figure out who are your key players, what leadership team do you need in place. I am in big support of having someone who's a strong regional manager in place to help make a lot of those kind of smaller decisions for offices, the offices need support on and empowering office managers to make decision decisions within the balance that you give them.   I think the more you expose your office managers and teach them some of the business side to where they really know what those KPIs are, they really know what they're watching, they know how to influence it, you'll become more confident in their decision making as they see things at a kind of higher level, a bigger picture. but when they can have that information, know how to see it from a little bit higher level, start giving them   the the opportunity to make decisions within their practice. So one, they can kind of see the fun and feel empowered to where they really can run that team and own that office. and they don't feel like they're just kind of sitting waiting for people to tell them what to do. and then that they've got a really strong regional behind them who also has the ability to make decisions within the parameters that if it's partners or owner gives them.   to keep moving things forward and same thing. It's a super empowering thing to where they can get more creative and think of o opportunities for the practices than just feeling like they need to wait because they can't make a decision or do anything because someone's not gonna approve of it.   speaker-0 (12:47) And I really love that you talked about having that regional manager understand the business. I feel like in DSOs, you have to have somebody who understands the business and can think like a business owner. That way they can make decisions. Britt, what were some of the things that as you were basically their regional manager, you were in that DSO role? What were some of the things you felt helped? Because I I think I think sometimes business owners forget everything they've learned. So having somebody come through, it's almost like we've forgotten what business 101 is.   of what things we really need to teach them. What have you found that was maybe helpful for you, for your owners to teach you so you could be more successful in your role within that DSL?   speaker-1 (13:28) Sure. I think one of the first things is helping the office managers and regional managers understand what a PL is. Like, and it doesn't even have to be like the terms of this is a PL, but understanding, I like to relate it to it's just like at home if we have a budget, right? And what money do we have coming in, what things are we spending money in, and at the end, you know, what do we have left over? Just helping them understand not overall.   kind of equation of how the business runs and what are the different pieces within that that they can impact, which is ultimately how many patients we have, how much we treatment plan is truly our ultimate potential as an office. And then what we close, what we schedule, what we collect on, and then controlling our expenses, so then we can have a greater kind of profit left over at the end. So helping them understand that big picture and then helping them to understand within each of those little sections, which are   Then KPIs, what are the more like tangible things that we can track that impact that bigger equation to the business? And agreed, I think we don't realize how much we've learned along the way or people have taught us along the way, even myself kind of running through sometimes these KPIs when you haven't seen them before and you don't understand one, maybe where they come from, or two, why would we even track it? And three.   What could I even do to change that number? Like those are things you have to learn over time and someone's gotta gotta actually take the time to invest in teaching you.   speaker-0 (14:59) Which I I don't think people realize that PNL. When I first looked at a PL, I'm like, this looks like a straight up foreign language. Like I don't even know what ninety percent of this means. And so just imagine, if you will, if you've been running a business, you've been looking at PNLs, pretend you were just plunked into like for me, I do not speak Chinese. So being stuck in a class speaking Chinese and them handing me a report and saying, Kiera, you need to be able to read this and figure it out and tell me what I should do with my business.   I would literally look at that and want to cry. And then I'd probably take a picture with my phone and I'd start Googling and I'd hope and pray I could find some type of Google Translate to figure it out. That like I feel is a good way for you to really understand like what it feels like to be those team members when they first start looking at PL. So I think one of the best ways is just practice. and what I've done is like Britt said, is really just   Sit with your regional. Also, you can do this with your office managers, especially in DSOs, because the more your office managers understand the PL and what it should look like, that can help. So it's really just dial into that. tell them what a healthy payroll like payroll should be sitting at less than 30% of our total collections every month. Our lab should be at less than 9% of our total collections every month, supplies 5%, and just go down the list with them so they can see is this good or is this bad?   I love HDA accounting. I think they do a great job. Profy is another one. I'd Bailey is another one. those are just some some accounting companies. I like when they send the P and L because it's red and green. Like HDA is like you get a thumbs up or you get a thumbs down. Makes it a little bit easier. But then asking your regional or your managers to say, Hey, when you look at this P N L, what do you see that's going really, really well? And what do you see are some of the areas that might be trouble areas and why? Because I feel like when you can start to almost   quiz them and role play with them and have more of a collaboration with them, they start reading that PL and figuring it out rather than you always telling them. But like Britt said, you've got to take the time and invest with them. That way they can look at a PNL. I know Shelbi's been doing RPLs. She sends it to me every week and finally I said, Shelbs, what do you see on this? And that was the first time she'd really looked at it. Sha I just had an assignment for her to send them to me every week, which she does great. But then I started asking her to look at them and then we start diving into it and looking at different numbers.   And it's crazy how when you just spend a little bit of time, people can really start to find things that you as the owner might even be missing. And then they can take the accountability and the ownership of it. But just realize like it is a completely foreign language for these poor people. Let's not forget to train them and educate them so they can be set up for success.   speaker-1 (17:38) Mm-hmm, for sure. And I think also when it comes down to it, when you start looking at some of these numbers and you haven't looked at it before, so even office managers, when they look at it and they haven't seen it or regionals, they're gonna start to understand and like it it's fun in in a way to see their eyes kind of open to like, I understand why like I really want to be able to hire an additional team member, but here's where we are, so it makes sense now why now's not the time to hire.   And we need to work on some other things so we can afford to hire another team.   speaker-0 (18:10) Exactly. And then you're no longer as the business owner, the bad guy or the good guy. When your regional says, Hey, I want to hire, you say, Prime, can we afford this? What does the PNL say? And they then are the ones who are answering the question rather than you being like giving the green light or giving the thumbs down. And then they are more again a partner with you. Britt, as a regional, and I'll give my insights of how it felt for me, how does that make you feel when you can as a regional start making those business decisions and truly be like a trusted   side partner where you're like really, really informed in the business. How does that make you as the regional manager, you as the manager, the practice like, what do you feel like when you feel that competent reading PNLs and understanding the business?   speaker-1 (18:54) I loved it. I loved it for one of the biggest reasons is because I'm in a practice, especially as OM, like I'm in a practice every day and can see what I have and what I need and what's actually going on like as close to the ground as possible. So when it's something like this, we're like driving numbers in a certain direction, I'm like, all right, I can see multiple things kind of in the puzzle that I can start to manipulate or impact.   to be able to drive those numbers, drive the results, or if it's like, hey, we want to get new technology, what do we need to do to get there? Great, we want another ITero. Here's a plan of how we can afford to get that new piece of equipment.   speaker-0 (19:33) Exactly. And it it feels so good. Like for me, it just felt like the I like to win. And I felt like it was finally my my roadmap to being able to be successful and and hit the goals that my doctor had, but literally have like the optics, if you will, for success. And so I think it's super paramount of teaching your team members and empowering them. Like even as team members, I know Tiff, Britt, Shelbi, like our whole team. They'll look like, Kiera, can we actually afford that?   That is like one of the happiest days of all of my business time because I'm like, they're actually looking to see, can we afford that? Can we do this? Does this make sense for the business? And it's not me just carrying the weight anymore. So I feel like it's really important for for offices, especially DSOs. Like I would say if we were to recap this and Britt, it's fun that you just came in off of DSO. So I thought, like, hey, let's dive into DSO success of one.   Like set up your KPIs. Make sure you've got all practices reporting in and they understand and like truly spend the time to teach your office managers at each practice what those KPIs need to look like, how to get the information, and then have a set cadence where they're really reporting in with you. The next thing is like build up that leadership team within the DSO of the strong people that can actually make the decisions and they have the autonomy and the authority to execute. And then third, train the team members to really look at these PL so they understand.   Before all that we did talk about like having the standardization of culture, the name, making sure those things run the same. And I feel like within DSOs, you are way, way, way more needed to be structured and to over-communicate than you are in solo or even secondary practices. Like the type of communication, the amount of communication, the amount of I would say like rules with massive air quotes. Like people just need to know the guidelines of what we can or can't do, and they've gotta be black and white. That's kind of like my recap of everything we talked about, Britt.   Of like DSO success, but is there anything I may have missed or things you want to just highlight on your own that you feel really really makes or breaks a DSO from your perspective?   speaker-1 (21:35) I think those are all key pieces that ultimately build to like there's no one or three people at the top that depending on how big you get, right? They can be responsible for making all decisions. So a lot of it is making sure you've got that flywheel of culture going to where you don't have to put so much effort into controlling it. And then you've got key people and support so that the people kinda at the top or the the OGs, the originals who kind of started it.   that you build in support for yourself and you're not having having to make all of those decisions for everybody.   speaker-0 (22:10) Think that that's actually one of the like key pieces that I hadn't even realized is this allows more freedom of those visionaries to go and make decisions, but have a team that can also make decisions and think like that visionary more so. So, like, and to be honest, a lot of people get excited about going and buying the practices that they forget. You need to have that foundation, those guidelines, those ways for people to make decisions without the OGs being there to answer everything. And if you don't have that in play.   Get that in play, hire a coach. That's what we do. We literally help offices get these things set up, things they might not have thought about. Be that mediator who can really remind, show, guide people to get things done. But make sure you have that in play as you're building, but or I would truly suggest before you do it. However, I know all visionaries just go and they buy the practice and then figure it out. So like it's cool. We we know you, we see you, but really getting that ability for people to be it have autonomy.   And so that way the owners don't have to always be making every decision. I think one just empowers everyone and two, it's an easier flowing process for sure.   speaker-1 (23:16) Mm. Absolutely.   speaker-0 (23:17) So guys, there you go. There's Road Warrior Britt coming back in off of a DSO week. We love our DSO practices. But really, I just thought it'd be fun for us to highlight today of what are some of the the key sticks success for DSOs. And Britt, I know you came from a very successful DSO before joining Dental A Team. And so I feel like you just have such a knack for it. And offices who work with you, shoot. You got some of the most raving reviews from the offices you were with. Like I got personal text messages from those doctors thanking you for being there and how much   you're able to clarify. So Britt, kudos to you. it's fun to have you share on DSO secrets and success.   speaker-1 (23:53) Thanks. I do love my D SOs.   speaker-0 (23:56) They're just fun. Britt and I giggle were like, we loved our our new practices, but man, those DSOs, they're like puzzles for us to have to try and figure out, put together. Britt and I will collaborate on these all the time, and it's so fun for those DSOs.   Kiera Dent (24:12) I hope you all loved today's episode as much as I did. It is crazy to think that this many episodes have been released since we started the Dental A Team Podcast. And I started looking to say, my goodness, our listeners need to be reminded of some of the things they may have learned a year ago or two years ago or five years ago, because so many things in our practices weren't relevant back then when we heard them, but they are relevant today. And I would be doing you a huge disservice if I didn't re-release some of these episodes for you to remember, to refine.   to optimize and really truly if you ever need a topic or you're like, my gosh, I wonder if the Dental A Team has anything like this, go onto our website, TheDentalATeam.com, click on our podcast tab and you can literally search any topic. So whether it's overhead or hiring or firing or team morale or engagement or case acceptance or hygiene or associate onboarding or whatever it is, we have so many episodes for you. And so I am going to intentionally be   re-releasing some of the top best episodes for you, pulling back some of the ones that I needed to remember, some of the things that I feel for you to really, really relearn right now and to re-remember, or if it's the first time, welcome. I'm so happy you're listening to it, but I hope you truly enjoyed today's episode. I hope that you share this with somebody. I hope that you go and implement today because we only have one day. We only get today. And so making today the best that it possibly can be. If we can help you in any way, shape or form, reach out Hello@TheDentalATeam.com.   And as always, thanks for listening and we'll catch you next time on the Dental A Team Podcast.  

Personality Changes After Stroke: How Ben Sautter Discovered His “Hyde” and Became a Better Man  For nearly a decade, Ben Sautter carried a story he didn’t fully understand. He was a respected superintendent for the City of Helena, a devoted father, and a man his colleagues trusted. He was also someone who, years earlier, had been convicted of drug trafficking and spent over a year in prison, a period he now describes without shame or remorse, feelings he says he simply didn’t have access to. “I never felt guilty about doing anything,” he told me. “I never had no shame, no remorse. I still don’t.” Then, on a morning in 2017, Ben woke up with his left leg buzzing like an electrical current, from his hip to his toe. He dismissed it as sciatica, worked out to try to shake it off, and drove himself to a doctor’s appointment while slurring his words. By the time he reached his physician’s office, she recognized what was happening immediately: Ben was in the middle of a stroke. What followed wasn’t just a physical recovery. It became the beginning of a profound psychological reckoning one that reshaped how Ben understood himself, his marriage, and the two very different versions of the man he’d been his entire adult life. What Personality Changes After Stroke Can Actually Look Like When people talk about the effects of stroke, the conversation usually centers on physical deficits: weakness, speech difficulty, mobility. Less discussed but just as real for many survivors are the personality changes after stroke that surface in the weeks, months, and even years that follow. For Ben, this didn’t show up as a dramatic before-and-after moment. It took roughly six months before he began to notice his own cognitive shifts, and years more before he could name what he was experiencing. “I feel like two different people,” he eventually admitted to himself, a recognition that came into sharp focus only after his wife, Helen, described what she called his “Jekyll and Hyde” pattern: a caring, grounded version of himself, and a sharper, more reactive one that could surface without warning, particularly under emotional pressure. Ben also discovered something else in the process something many survivors don’t expect. Before his stroke, he says he operated almost entirely on three emotions: happy, sad, and angry. It wasn’t until his wife introduced him to a “feelings wheel” years after his stroke that he realized how narrow his emotional range had actually been. That flattened emotional landscape, paired with a striking absence of guilt or fear around risky behavior earlier in his life, points to something researchers increasingly recognize: strokes can affect not just movement and speech, but emotional regulation, impulse control, and self-awareness, particularly when the affected regions touch circuitry involved in processing feeling and consequence. The Unexpected Overlap With PTSD One of the more striking parts of Ben’s story is how he came to understand his own symptoms. Watching a 60 Minutes segment on a military veteran with PTSD, Ben recognized his own thoughts, words, and behaviors reflected back at him patterns his psychologist at the VA had already been treating with PTSD-informed techniques, without Ben fully grasping why. “That’s when I realized my family suffered the stroke as much as I did,” he said. This overlap isn’t unusual. Post-stroke psychological symptoms hypervigilance, emotional reactivity, difficulty processing what happened can closely resemble trauma responses, even in survivors who never experienced combat or acute crisis in the traditional sense. Recognizing this early, and getting connected with the right kind of psychological support, can make a meaningful difference in how survivors and their families move through recovery. Turning Reflection Into Change What makes Ben’s story remarkable isn’t just that he noticed these changes; it’s what he did with them. Nearly ten years after his stroke, and after years of separation from his wife, Ben sat down and wrote his memoir, Mr. Hyde and Me, in just ten weeks. “I called this therapy on steroids,” he said. “Writing this book was incredibly therapeutic.” The process gave him a framework to finally understand the dual nature he’d lived with since childhood, shaped, he believes, by an upbringing where feelings were dismissed, and risk-taking was treated as fun rather than dangerous. “That guy that I was, that guy’s gone. I am not going to be that guy ever again.” — Ben Sautter Today, Ben and Helen are reconciled. He describes himself as calmer, more deliberate, and a better listener than he was before his stroke, not despite the personality changes it triggered, but in some ways because of the self-awareness they eventually forced him to confront. As he put it plainly: “We would not be having this conversation if I hadn’t had a stroke.” If You’re Noticing Changes in Yourself or a Loved One If you or someone you love has experienced personality changes after stroke emotional flatness, increased irritability, impulsivity, or a sense of feeling like “two different people” you’re not imagining it, and you’re not alone. These changes are a recognized part of many stroke recoveries, and they respond well to the right combination of professional support, honest communication with family, and time. Ben’s full story, including his path through incarceration, his stroke, and the years-long process of understanding his own mind, is available in The Unexpected Way That A Stroke Became The Best Thing That Happened, where survivors share the tools that helped them navigate recovery, available at recoveryafterstroke.com/book. If this show has helped you, you can support it at patreon.com/recoveryafterstroke. This blog is for informational purposes only and does not constitute medical advice. Please consult your doctor before making any changes to your health or recovery plan. Jekyll, Hyde, and the Stroke That Changed Everything: Ben Sautter’s Story (Interview) Bill’s Book: The Unexpected Way That a Stroke Became the Best Thing That Happened Support Bill on: Patreon Bill’s one-on-one coaching program: Momentum Highlights: 00:00 Introduction – Personality Changes After Stroke 03:51 Realizing Something Was Wrong 12:51 Discovering His Dual Personality 21:05 Living With Only Three Emotions 31:50 Where the Pattern Began 39:55 Writing the Memoir That Helped Him Understand Himself 50:37 Stroke as a Catalyst for Change Transcript: Introduction – Personality Changes After Stroke Bill Gasiamis (00:00) Welcome back to Recovery After Stroke. I’m Bill Gassiamas, and today’s guest is Ben Sautter, a stroke survivor from Montana who in 2017 suffered an ischemic stroke caused by a carotid artery blockage. Ben was in his mid-50s working as a superintendent for the city of Helena when he woke up one morning with his leg buzzing like it was electric and his speech starting to slur. But this episode isn’t really about the stroke itself. It’s about what the stroke uncovered. Ben spent decades living what he now calls a Jekyll and Hyde existence, including a period of incarceration for drug trafficking that he says he felt no guilt over at the time. And after his stroke, that started to change. We talk about emotional flatness, PTSD like symptoms he didn’t recognize until years later. The marriage he nearly lost and the memoir he wrote in just ten weeks that finally helped him understand himself. Before we get into it, if you haven’t already, check out my book, The Unexpected Way That a Stroke Became the Best Thing That Happened, over at recoveryafterstroke.com/book. And if this show has helped you, you can support it at Patreon.com/recoveryafterstroke, and you can help me keep it going so that we can get to one thousand episodes. If you’re feeling stuck in your recovery and want more structure and one-on-one support, I also offer a coaching program called Momentum. You can find out more at recoveryafterstroke.com/momentum. Now let’s get into it. Here’s my conversation with Ben. Bill Gasiamis (01:42) Benjamin Sautter welcome to the podcast. Ben Sautter (01:45) Thanks much for having me. Bill Gasiamis (01:49) Can you tell me a little bit about what life was like before twenty seventeen and the stroke? Ben Sautter (01:55) Well, I was on it back then before the stroke. I was had a job that I really enjoyed. I was working for the city of Helena as a superintendent of streets and traffic division. And life was going really good for me there. And then it kind of came to a an abrupt halt. Bill Gasiamis (02:15) what was life like as far as what kind of work were you doing? What was family life like? Ben Sautter (02:23) Well, our family was pretty close at the time. We have two children and we were busy, we were really close, busy traveling. We had a motor home, we had lots of fun. we hunt and fish, a lot of outdoor activities here. We we have a little cabin that we spend all our weekends at. if we weren’t traveling, that is. so Home life was pretty good. My wife and I were struggling a bit before I had my stroke. but we were a close family. And and work was good. I I I’d progressed up into mid-level management and I I had great great people, great staff underneath of me, and we got a lot of good work done for the city and had a lot of fun at work. work was going good. Everything was going pretty good. Bill Gasiamis (03:25) Was there any sign that something was amiss with your health that perhaps there was something looming that wasn’t going to be fun? Ben Sautter (03:36) No, I was I was in great shape. I had had no signs of anything coming. so it was yeah, it was out of the blue. The stroke was out of the blue. Realizing Something Was Wrong Bill Gasiamis (03:51) What was that day like? Was there any kind of deficit deficits that you experienced that gave you a hint that something was going wrong? Or how did it evolve? Ben Sautter (04:00) Well, I woke up in the morning to go to work, I knew something was funny and I couldn’t figure it out. I think when I woke up, I got I get up early and to get in before my first crew was in the mechanics were in at six. So I was in before that. But when I woke up my left leg was just buzzing like it was electric from my hip. To my toe. And I didn’t comprehend. I was thinking it was like a sciatic something because I had a little sciatic pain from time to time in my right side, even though I knew this wasn’t the same, but I didn’t have the cognitive awareness of what was going on. And so I I worked out in the middle of it thinking maybe it was. muscles in my back and if I exercise did go away and and it didn’t when I and I went on into work and my my mechanics were nervous. I I was starting to slur my words and and I I kind of felt it. I a I asked him I think if I was slurring my words And they just kind of smiled at me. And I went back up to my office and then another one of my other supervisors came in and he sat down. He could tell something wasn’t right with me. And then he left and they were all getting together to come and check me out, and I left. I I had a a meeting, or not a meeting. I had a doctor’s appointment out at the VA Fort Harrison at for 7 30 that morning. And so I was I was late and I think I d I think my doctor called me and I was on the road driving out there and she I told her kind of things were funny and what was going on. And she said, Well, you need to get out here, get a ride out here. I said, Well, I’m driving. She said, God, no. I th she pretty well could tell she thought I was having a stroke right there. And I drove out there, I went upstairs to see her and they took me right down to the emergency right there. Bill Gasiamis (06:39) And Did they immediately diagnose that you were having a stroke? Ben Sautter (06:47) We’re getting a little blurry on me right there. I I I don’t really remember what they thought right at the time, right at that moment when I was in the emergency. I know a couple hours later they came to me and there was no doubt about it. They they knew then they had speech therapists in and a neurologist in the room and that’s so it took a couple hours to for a sure diagnosis that I was in the middle of a stroke. Best I remember. Bill Gasiamis (07:27) Hm. It’s pretty common that yeah, pretty common that you’re not gonna remember exactly what was happening at that time. Things were compromised. That makes complete sense. how long before well rather at some point you’re told that you had a stroke, how do you take that information? Ben Sautter (07:48) I don’t know that it it didn’t go over my head, but I I I wasn’t devastated. I and because I wasn’t I I was familiar with stroke, my father’d had strokes and he’d been paralyzed and lost his speech, so his were very severe. So at the time I I wasn’t feeling that I was that impacted by it. I knew some things were going on, but looking back I can tell I just didn’t have the the awareness of what was happening to me, even though I knew it. but it it just didn’t feel serious to me. Bill Gasiamis (08:34) It didn’t sink in, perhaps. Ben Sautter (08:36) yeah, I w I would say so. Certainly not the gravity of it. and it actually it took quite some time. I’d say at least six months, really, before I started being aware of my cognitive deficiencies and and wondering. asking myself questions even though within a week’s time I was at VA Salt Lake to have surgery on my carotid artery. So all that happened and I was still it’s not that I was in denial. Well, I didn’t think I was, but now looking back, I that could have been what it was. But but I was aware. I knew it happened. Gosh, I had surgery. I I understood it all. I saw the MRI. I saw the mark on my brain. I had the surgeries I said. but I it it just the seriousness of it didn’t sink into me. Cause within Bill Gasiamis (09:50) Mm. Ben Sautter (09:50) two weeks, my doc cut me loose, my surgeon, I was up in the woods hunting. Full tilt. They gave me they said, go ahead. So that kinda helped me believe that I the word what what I said, I dodged a bullet is how I put it. And even though I didn’t really dodge the bullet. Bill Gasiamis (10:19) so you said that you had about six months where you kind of had no real awareness or your cognition was impacted. What obviously your cognition was was impacted, but what other deficits did you have? Ben Sautter (10:40) I would just say the cognition, the physical part, I had that numbness in my leg. I didn’t even have a limp from it, but my whole leg f well, it’s still somewhat for for years was like I say, like it w my whole leg was stuck in a light socket, just buzzing like electric from my hip to my toe, and and that lasted a long, long time. my leg got real heavy. I had to like I say, I could it didn’t show that I was limping or anything, but I had to work at that to not let it show. I had to make sure I high stepped kinda so my toe didn’t drag and I didn’t trip. I had to be very well aware of that to make it look like I was okay. But but really physically it didn’t show. Bill Gasiamis (11:43) Your introductory email to me about joining me on the podcast was interesting. what you had seems to be a catalyst for some change in your life. Like what occurred to you, the stroke, the hospitalization, the challenges that you had to come seems to be a catalyst for change in your life. Before the stroke in twenty seventeen, you said your wife and yourself were going through some difficult times. but you were busy at work, you had a a whole bunch of other things going on. but there’s another side of you, there was another side of you at some stage that you were living a life that you were living that’s not quite the run of the mill standard lifestyle. Tell me a little bit about that. And was that lifestyle that you’re gonna to tell us a little bit about now? Was that something that you lived until your stroke? Discovering His Dual Personality Ben Sautter (12:36) I’m living that still right now. that dual personality. And after the stroke, it was it might have taken a couple of years of me looking back. I was finally looking back, wondering who that guy was, that other guy. I I would say to myself. I feel like two different people. And it wasn’t until after the stroke, I think, that I really asked that heart or asked that question, or said that to myself, that I feel like two different people. And that came from questioning the things I did when I was younger. I was pretty wild guy and I did things that didn’t seem like me, yet I know I did all those things. Well hell I I got arrested, went to prison. So I know I was doing stuff that I shouldn’t have been doing. But back then it was Pretty easy to do. And I it it wasn’t, it didn’t feel like me doing it. so after the stroke, I really started asking questions, trying to, trying to look back to understand. And I never got that understanding until I wrote that book last year. And then it all just poured out. And I could see the dual personality and and and I still am that dual guy. My wife is able to recognize that more now, and when she s tells me about it, I can really see it when she explains it, especially what I say. I I say things I say things that I don’t mean that aren’t me, that I don’t understand why I say those things. It’s and I named it Hyde. And it Hyde speaks different than I do, than Jekyll. Bill Gasiamis (15:11) How old were you when you ended up in prison and how old were you when you got out? Ben Sautter (15:16) I was thirty two when I got arrested and I was only out for like thirteen months so I was thirty thir about I was thirty four when I got out. Bill Gasiamis (15:28) And the stuff that you went in for, what kind of things were you doing that ended you up in prison? Ben Sautter (15:38) I was I got arrested for drug trafficking. Bill Gasiamis (15:42) And at the time was there a certain amount of disassociation from the behavior? And did you kind of find yourself doing things that you just weren’t, what was it, maybe like connected to logically? How how did you find yourself being in a situation that you now describe as this was not? U or it was another U.S. Ben Sautter (16:14) That’s good question. I have to say I don’t really understand yet where I was back then. It I I had to that it had to be that disassociation because I was a legitimate guy. I worked, I had jobs, I had good respect from people. I I was a legitimate man all day long every day. And I just slip out and Did stuff. I I d I had no feelings about it. I I wasn’t I never felt guilty about doing anything. I never had no shame, no remorse. I still don’t. I don’t feel those feelings. They just aren’t in me. Even after the book, after writing that and starting to understand that I don’t have those feelings, which I still don’t, but way back then. I didn’t give a s I didn’t give a first thought to any of that illicit stuff I was doing. It was opportunity and I just went and did it. Didn’t give it a thought. Bill Gasiamis (17:31) Got it. And then when you ended up coming out of prison, did you go back onto the straight and narrow? Did you still double? How was life after that? Because it was thirty years almost, you know, between your incarceration and then your stroke. So I I’m just trying to set the scene just so I can ask you the next question later on about the stroke. So what was life like after the incarceration? Ben Sautter (17:56) So and I’ve been thinking about that a lot lately and writing about that. And that I had to make a very conscious decision. And and the way I put that, prison didn’t rehabilitate me. I had to make that decision that okay, I want to go back there. I need to I need to watch I need to watch over myself. and keep myself out of trouble, which all those big crimes were the problem, but little things, I I went hunting, I was a poacher, I I trespassed, those types of things. I was very careful not to be caught speeding in a car or any of that, drinking and driving. a little bit I’d find myself doing that and that was a difficult thing to overcome of to quit drinking and and so I was I’d find myself drunk behind the wheel and I I finally again made a conscious decision decision but it took a little time to work out of that to finally draw a line in the sand. In fact it wasn’t until a year or two after I got married that I finally just quit drinking completely. And that was good. That was a good move. so it was w I can’t say that it was a struggle, but it was risky for me out of prison that I didn’t get caught at those littler, less severe law breaking. Bill Gasiamis (19:53) Yeah. Ben Sautter (19:54) Yeah. Living With Only Three Emotions Bill Gasiamis (19:55) So what I’m hearing here is a you’re you’ve described yourself as Hyde. There’s a Jekyll somewhere here as well. and and also in your description of your behaviour and the way that you weren’t associated with it, or you have no feeling about something, or you know or you have no connection to what it meant when you were breaking the law. It sounds a little bit sociopathic and it sounds like perhaps there was a some kind of a what people might describe as a psych as a psychiatric kind of challenge or issue there. Has that ever come up in a conversation with anybody? Ben Sautter (20:41) No, more the compartmentalization dissociation. I lived with and I didn’t know this until twenty twenty one or twenty two, I lived with three emotions, happy, sad, and angry. That’s and and I learned that when my wife brought out a feelings wheel. And she brought out this feelings wheel and sh she’s saying, tell me which Where you land on some of these, and I thought, well, happy and sad and and angry. And that’s about as far as I went with it. And once in a while I’d feel a little something, but not really very much. So so that’s when I learned I was operating on three emotions. That’s all I ever had. So that really showed the compartmentalization and the disassociation right there. psychopathic or psychopath has never come up even with my psychologist. she never identified that but I just saw her for the first time since I read wrote the book a few weeks ago and gave her a copy of the book and she was a little bit wide-eyed and surprised. at the book and she’s reading it. So what kind of conversation we’re gonna have now will be really interesting to go back and see her. But but answer to your question, no, psychopath, no, just compartmentalizing Bill Gasiamis (22:26) Yeah, so sociopath, not psychopaths. Yeah. Ben Sautter (22:28) Sociopath, I’m sorry. I’m sorry. Yeah. Bill Gasiamis (22:31) Sociopaths tend to be people who in the moment can’t connect with the behavior, good, bad, indifferent, and then later on have the ability to kind of notice that the behaviour was inappropriate in some way, shape, or form, and kind of have well, maybe not regret, but kind of some understanding of behavior being inappropriate. Whereas psychopaths are completely different, like they have no empathy, no nothing, right? There’s nothing there. So that’s a that’s kind of not where where where I was headed. I wasn’t asking Ben Sautter (23:06) Yeah. Bill Gasiamis (23:07) that. But it’s interesting that you describe these two separate, separate versions of yourself. it’s not uncommon to how I describe myself after the stroke, but I didn’t have a Jekyll and Hyde streak in me. But I had a line in the sand. The stroke seemed to take my brain offline for a little while and it allowed me to connect with other parts of my body. Specifically, I talk about connecting with my heart and it made me more empathetic and more able to kind of access what what my values were rather than what my head thought was the right thing to do or what what my head thought was the right approach or the right way to go about things. So it seems like the stroke has played some kind of a similar role in your ability to reflect on your past in a different way, th in a more associated way compared to what you had done before. Is that accurate? Ben Sautter (24:07) Absolutely. we talk about the stroke not being all bad for me because I’ve become far more aware. and that awareness is big, not just of my past and who I was, but being able to listen so much better and be more aware of what I say, think, and do. much more so. So so yeah, the stroke has I the stroke has been good for me in in a lot of ways, cause causes some of those difficulties without a a doubt, but I think my wife would agree that I’m a better person, despite the change in moral compass after the my incarceration, but I still was a Jekyll and Hyde, and I still am today. I she can see me come in and out of it much quicker than I have any idea. not necessarily on a daily basis, on an hourly basis and in conversation. She can see by what I say. Bill Gasiamis (25:27) what’s better about being able to listen more? you said that you you were able to hear more or pay attention better in a conversation, for example. Why is that better? Ben Sautter (25:37) The understanding, the understanding of the person I’m talking to, and the understanding of myself and and listening listening to hear rather than listening to respond. So though that’s really that’s big for me because I used to be so quick. I’d hear something, I could make decisions, I was very impulsive. I’ve I’ve really rein that in to calm myself down and and just listen better, be slower, more deliberate, more purposeful. All all all of those things are much better for me. In fact, I didn’t have any of that before before the stroke. I was full tilt on everything. I I thought I did. I thought I was very considerate, concerned, and listened, but in comparison, no. That wasn’t me. Bill Gasiamis (26:37) I it you said it’s better for you. Like why how is it better for you? How has it improved your life? Ben Sautter (26:44) I’m not banging heads so much. I I I let people have their thoughts, their opinions, and and I don’t take offense to to that. So everything’s calmer and and I I just don’t have the head banging I used to have. Bill Gasiamis (27:04) Why is it important for people to have their opinions and their thoughts? Ben Sautter (27:08) Well, I’m right and you’re wrong. Isn’t that what it’s all about? Everybody wants to be right and and think that that everybody should agree with them. That’s that’s how I see it now. It’s like, and if yeah, I’m right and you’re wrong. And I that I don’t do that anymore. Bill Gasiamis (27:31) Got it. Got it. This part of you that your wife still sees that you’ve kind of been able to rein in, like is it a sinister side of you that she sees? Is it the conniving side of you? Is it the the the one that’s possible to be led astray? Which side of it does she still see that kind of attends these conversations with your wife? Ben Sautter (27:55) I d I I’m not sure how you how you name this. perfect example is if I I d slip up, do something wrong and Helen will bring my attention to it, I’ll say, Well, I just did that to see if you’re paying attention. So I I try to deflect things. I I have that I definitely the inferiority or or or and on myself. We’re all our own worst critic, of course, and and I I really feel self conscious. I know my deficiencies and I I go back and forth. I I know my deficiencies and I live with it. I’m okay with it. But sometimes if someone says something to me, Helen, one one time it’s okay and I get by it, one time it’s like it hits and it hurts. And and I I react, I try to deflect, I say things, hide comes out of me and and says things like to hurt back. And and so I’m and she’s getting better about not letting me do that. And the sooner she says something now, if she says something right away, I go, yeah, sorry, I did say that. Whereas before I didn’t remember saying things and I would say that. She’d say, You she’d wait too long and then tell me you said something. Well, I wouldn’t say that, I don’t think those things. That’s Jekyll saying, I I I don’t even think that. I I I didn’t say that. You took it wrong. Now I’m more believing that Hyde would say those things and and if she comes back quick enough and I can I’m right there. I’m like, yes, yeah, you’re right. And I I can apologize, but I’m getting better and better at not saying those things. and and catching myself now, which is big, to to stop it before it happens. So I I as we talk through this, I am starting to be more aware of Hyde, what he says, what he thinks, and certainly what he does. I I conquered that long time ago. But what he says and what he thinks, I’m starting to catch that before I go wrong. Bill Gasiamis (30:36) You I’m gonna make a lot of assumptions now. You seem very unassuming as a sixty-three year old man who lived a dual life, you know, went to prison and all that. You know, you you wouldn’t pick that up from meeting you on a Zoom call or in person per se, right? and often often people who kind of live double lives, etc., There’s a an underlying cause, something that happened earlier on in life that caused them to take on a certain persona or to be a certain way or to get through a certain difficult time in their upbringing or the circumstances by which they found themselves in. Did you have a origin story? Was there something that you can think back at that perhaps that led you to take the on another persona in certain situations, or is it just how you’ve always been? Where the Pattern Began Ben Sautter (31:33) The way it came out in writing my memoir, it was from when I was little, really little, and there was two things about it. We didn’t talk about feelings. Yeah, when you get hurt, you d you don’t you don’t cry about it, or you just don’t cry about it, you don’t feel anything. And my dad was a risk taker. And he was so a lot of fun. He taught me some of my worst habits, if not most of them. And and I followed in his footsteps. Risk was inside exciting. Terror was exciting. Being scared was fun. That’s how my dad taught me. And you add that with no feeling, no fear. you just it was easy I said earlier. It was really easy to go do those things shouldn’t do. It was fun and and there was money in it and calculated risks. no problem. It was just no problem. Bill Gasiamis (32:46) Your wife seems to have found something in you that was likable enough to kind of overlook that stuff or or to not see that stuff as being a real issue. Wha what do you think it is that she saw in you that kind of had her be okay with hanging out with a guy who had been incarcerated and perhaps had these tendencies to switch between these two personalities? Ben Sautter (33:13) Well, the incarceration I told her I thought I told her everything. I told Bill Gasiamis (33:18) Ha ha. Ben Sautter (33:19) her I told her enough for me to think I told her everything. And she felt that she saw me pay my dues and She didn’t know a lot up until this last year. she didn’t see the dual side of me. Even though we struggled, she thought it was just me being me. Now it’s so much more clear. And and she’s the one that came up with the Jekyll and Hyde when I was halfway through the book. And stories were coming out she’d never heard before. And that’s when one day she said, You’re like a Jekyll and Hyde. And that really changed the framework of my story. And and it showed me or helped me understand myself, the the dual personality. It still took a little bit to build it through the book to get a full understanding of it and draw a clear picture, but By the time I was done with the book, it was easy to see the dual personality. Bill Gasiamis (34:42) Did your wife what did she like about you though? Like there was s she’s been around for a little while by the sound of it. Ben Sautter (34:52) Yeah, we’ve been together over thirty years. you’d have to ask her that. I I think well, I’m a fun guy. I I was caring and I I that Jekyll guy’s pretty decent fella. You know, I’ve I’ve successfully in business and I’m I’m a hard working guy. I I just that side of me, Nice guy. I think there was a little intrigue probably from my past that I I was an exciting guy. I did a lot of things and and even though once we met, I was really trying to taper down and really trying to get a hold of myself and which I did and and w we did really, really well together for quite a few years and and then I think I wore wore her down with that dual personality. Not think. I know I did. She finally it was too much for her and and and things kinda went south for us. We I I I can’t imagine even though I watched what I put her through, I don’t know how she lasted. she left for a lot of years after my stroke. We split up for a lot of years and and I I’ve made some changes. Bill Gasiamis (36:30) So have you been able to reconcile? Ben Sautter (36:33) Yes, yes Bill Gasiamis (36:34) Okay. Ben Sautter (36:35) we have. Bill Gasiamis (36:36) Do you think anything that you and I have just discussed, anything of that would have been possible if you didn’t have this stroke? Ben Sautter (36:47) Well, I would say no. No. Not unless I’d a wrote the book and it happened like it did. But before the stroke, no, I d I I couldn’t get there. I wanted to, I tried. We we had a lot of conversations, but I just it was like a wall. I I just couldn’t see through it. I couldn’t get through it. I just couldn’t get there. So no, we would not be having this conversation if I hadn’t had a stroke. Bill Gasiamis (37:16) That’s fascinating to me. That’s just fascinating to me that you’ve had this turnaround. And not not to say that turnarounds are complete as soon as the stroke happens or that things are easier or different or better or whatever. But like there seems to be a genuine willingness to discover what this newer version of yourself could be like and could emerge into an author, somebody who wrote book. somebody who’s reconciled with your wife, somebody who’s admitted all these things that you’ve admitted and kind of made a concerted effort to not fall into those traps. Again, you’ve associated with things. And it’s all because of a stroke, because of a carotid artery blockage, or was it a dissection? What was it? Ben Sautter (38:10) It’s just a a blockage above the Y in a little piece of it. I got so lucky. It was a huge blockage and a little tiny piece flaked off, hit me Bill Gasiamis (38:23) Uh-huh. Ben Sautter (38:23) right up in this side, and that’s why they had to go in and remove that chunk of plaque. And Bill Gasiamis (38:30) Yeah. Ben Sautter (38:31) yeah. Bill Gasiamis (38:33) And it’s kind of it seems like it’s for you at least this experience has been really positive, other than the of course risk to your physical well being and your life, right? Seems a lot of positive has come out of it. Ben Sautter (38:51) I would have to agree with that. And and I know Helen would too. I’m I’m much different. I’m a much better person than I was. I so yes, the the stroke you know, I don’t think there’s many people can say that the stroke has done me more good than bad bad. The physical part of it has been a challenge, but I I push that every day and and I’m I’m working hard with that still. But the cognitive part of it, yeah, I I’m a better I’m a better man now. Bill Gasiamis (39:29) Hmm. you’ve got a copy of the book in front of you, I believe. Ben Sautter (39:33) Yes. Bill Gasiamis (39:34) Show us the the book. Tell me a little bit about how you came to write it. Like what’s the what what why did you feel the need to write the book? Writing the Memoir That Helped Him Understand Himself Ben Sautter (39:50) So I actually started the book in twenty sixteen before I had the stroke. And I it my intention was to write a bunch of stories about all the crazy things I did, crazy things that happened to me. Just a book of stories is what I was gonna write. And once I got serious about it last September, I sat down, got out what I had, and And once I started I couldn’t stop writing. I wrote this book in ten weeks and it just poured out of me and it’s nothing like I ever would have thought I could write. it has good value. It has value for anyone that reads it. Bill Gasiamis (40:40) So it’s a 10 year project that took ten days to ten weeks or ten days to complete. Ten weeks to Ben Sautter (40:46) Ten weeks. Ten weeks. Bill Gasiamis (40:48) complete. So that’s really cool in that like the idea was already there, germinating. It it took a while. you had to overcome certain things. You had to probably move beyond, you know, certain parts of your your your transformation to get to the stage where the book was possible. it sounds like you put in work with your family, with yourself. How long have you been seeing a counselor? Ben Sautter (41:18) Right after the stroke I started seeing my psychologist and and it’s interesting to me really early on she had me doing work that was for PTSD. And she would give me lessons to bring home. And they were for the for the veterans that suffered from PTSD, which I never knew anything about it. It was kind of a phantom thing for me, because I didn’t know anything. And and I’ll be honest with you here, one night on 60 Minutes I was watching a veteran with his wife and daughter being interviewed on sixty minutes and he had the PTSD and that family was talking about him doing the it saying, doing, thinking, the exact things I was doing with my family. And that really just hit me hard. No wonder I’m doing PTSD work because the stroke is the same thing i i in a sense. And that’s where I learned so much watching that segment that night. I learned about myself, my family. And that’s when I realized that’s when I realized my family suffered the stroke as much as I did. That came to me. Bill Gasiamis (42:51) What’s interesting is I asked you about things that might have happened in your past that may have been foundational kind of things that were responsible for these two personalities of you. You mentioned your dad, your upbringing, some of the stuff that he would get up to and how you were kind of influenced by him. But y I just heard now that you’re a veteran. So did you actually attend did you serve as a veteran? Ben Sautter (43:19) I did. I did a couple of years in the Navy in right when the Vietnam War was getting was ending. In fact I was in in April of seventy-five is when it ended. And I never went overseas. I was shore duty in California. I was at NAS Alameda and and that’s a pretty big piece in my book of of my time in the Navy, which is quite a story. but I I didn’t suffer any any I didn’t go to I didn’t go to war. I did not go to war. I I Bill Gasiamis (43:55) Or no battle no battles or anything like that. And and do you think the PTSD was from something else, perhaps? Ben Sautter (44:04) I think it w just from the stroke. Just from the stroke and I didn’t know it. that’s what I got from that sixty minutes segment is is the cognitive things that I was saying that and didn’t understand what the stroke did to me. I thought I was fine. I went to work back to work a couple months after I had the stroke. I worked for a couple months and I realized I I wasn’t cutting it. Bill Gasiamis (44:36) Whose idea was it to go to counselling after the stroke? Ben Sautter (44:46) I don’t know that I don’t remember, but I would say they probably just assigned me to a psychologist to to to see where I’m at, help me through it. VA Ford Harrison is phenomenal, those people. great staff there. So they just were taking care of me, I think. I don’t remember it. Bill Gasiamis (45:06) Yeah, might have just been standard part of the approach to helping somebody who’s a VA. Ben Sautter (45:14) That would be my my my guess that it was just part of their program. Bill Gasiamis (45:20) And it sounds like you were pretty willing or or were you resistant at the beginning. Do you recall how you felt about being in counseling? Ben Sautter (45:29) Yeah, I I was fine to go there and really really like this psychologist I see and and the other ones. I’ve seen numerous psychologists there and yeah, they I always feel better coming out of there than I do when I walk in. So no doubt. Bill Gasiamis (45:51) Have you expanded on your happy, sad, angry emotions? Ben Sautter (45:55) I’m I’m pretty even now. I don’t get too wild. When I first had the stroke I was very emotional. I was tears in my eyes over almost nothing. it was quite a struggle for Bill Gasiamis (46:13) That’s common. Ben Sautter (46:14) s some years. And and now I I I’ve I’m very well in control of my emotions and to the point that I’m I might be a fairly boring guy. I like to have fun. I laugh a lot. I’m not the wild guy that I was, but so so I I don’t have much anger. I don’t have much sadness. My anger y my sadness used to turn to anger. So I really had happy and angry is really what I had. I I don’t go there anymore. Life is too good for me now. I don’t I don’t have sadness or anger. Bill Gasiamis (46:55) every so often you say a couple of things and it triggers me to ask you the next question again. And it’s kind of my job to probe. And this is not a counseling session, but it’s very fascinating. Was there perhaps some kind of a personality disorder there, like a like a bipolar or something like that? Because you’re describing like happy, angry, or do you know there’s no in between and it’s very bipolar ish. Whereas I know it’s not bipolar. Because in Bipala they’re described as being happy and really, really kind of deep, sad extremes. But you seem to occupy a similar kind of space does that ring a bell? Did anyone ever bring that up, perhaps? Ben Sautter (47:38) No, I’m I’m I’m d just too happy all the time, always not in the good mood that I always used to be, but I lived pretty happy life. I I just didn’t let the rest get me. But when I went off in the weeds, I my anger was would get away from me. Bill Gasiamis (48:01) That’s a great way to describe it because that’s tend tends to be how anger is. Like it just kind of builds up and builds up and then it gets away. And if you do that often enough, it becomes really easy to get to anger. And what people don’t realise is that anger is also and complaining and all those types of things also releases dopamine in the brain. There is a reward that people get for misbehaving Ben Sautter (48:26) Mm. Bill Gasiamis (48:26) and expressing anger. Otherwise you wouldn’t do it. There is the there is also the I I’m trying to achieve something or get something done or I’m trying to intimidate some someone or I’m trying to you know get a child to take action somewhere where they frustrated me or whatever. So there there is a a a th this underlying purpose for anger, but also it’s a rewarding to the brain when you act out in an angry way. Ben Sautter (48:58) I think that’s a really good point. When I was younger, I would break I would look to break something. I would get so mad I just I would break something and then I felt good about it. Okay, I got that broke. Now I’m now I can be happy again. So just exactly what you just said. Interesting. Hmm. Bill Gasiamis (49:19) Yeah. That is interesting. It’s interesting and fascinating. Stroke as a Catalyst for Change This has been one of the most interesting conversations I’ve had because we’ve barely spoken about the stroke and how you experienced it and what it did to you. But it seems like we’ve spoken about it enough in that it was a catalyst to something new, something different. And often my attempt has always been in these interviews is to tell people about the fact You know, we share a story of what life was like before stroke for people. And then we sure share the story of like what happened during the stroke time and then what happened after. And if you’re currently in the stroke moment, it’s really, really hard. You you don’t know where things are headed. There’s a lot of uncertainty, a lot of change, a lot of experiences that you never saw coming, you know, things that are happening. You might be experiencing your body differently, your cognition differently. your hearing, your speech, it all might be different and it’s extremely full on in that moment. And the idea is, well, let’s continue with the conversation and try and move and and paint a picture of what life might be like for somebody, even though they’re going through a really hard time five, six, seven, ten years down the track, you know? And you’re in the 10 year mark and it’s taken you 10 years to get here, write a book, reflect on your past the way that you’ve been reflecting. mend your relationships, become more aware of your behavior, the one that served you, the one that didn’t. And it’s not really a story about stroke, but it’s stroke seems to have been the catalyst for an opportunity for you to look at things a different way and for it to break certain patterns that were embedded that now have been able to be in kind of like fizzled. You know, the edges of them were fizzled away so that something could enter and you know, like throw a spanner in the works and change the way the cogs moved. and it’s just fascinating that stroke can do that. if we didn’t talk about that part of stroke, that good part of stroke, people might only see stroke as only ever being a terrible thing that happened to them, which I also understand if somebody feels that way, because there’s a big spectrum of how people are impacted by stroke. So I don’t wanna take that away from people who are suffering. but you you know, like the shift and the change that you’ve had through a stroke is just night and day, it’s phenomenal. Ben Sautter (52:07) One of the bigger things I think I’ve learned that goes with that is It’s been a few years ago I learned that that guy that I was, that guy’s gone. And I am not gonna be that guy ever again. So I I’m looking at at the guy that I am, who I believe is a better guy than I was anyway. So that’s been a good thing. And I think that comes from my wife and from my psychologist at the VA that it it’s There’s no more who I was, it’s who I am. And and that’s come a long ways because of that, I Bill Gasiamis (52:51) Yeah. Ben Sautter (52:51) believe. Bill Gasiamis (52:52) And who you’re becoming by the sound of things. Ben Sautter (52:55) That too. Yes. Yeah, because I I do that’s a really good point. I do know I will get better. I will be better as time goes on. But you gotta keep you gotta keep working at it. Bill Gasiamis (53:10) Yeah. Being better and getting better, does that mean that the f the the way the leg feels is different or can the the the way the leg feels not necessarily go back to normal and you still are getting better, you still are improving, even though your leg perhaps stays Ben Sautter (53:29) Lake skiing. my pain is way, way, way down to where I don’t my pain is nil. I can go well, I I do a lot of needles, I do a lot of injections, I do a lot for it, but those are getting less. so th I’m hurting less, I’m hiking better, I ride my bike a lot, all those things. are I’m gaining the numbness, the tingle’s gone. That electricity thing like your fingers in a socket, that’s all gone. The s hard stiffness is down in my lower leg and my foot, so my leg’s better. yeah physically I’m getting better, better better. Bill Gasiamis (54:22) Yeah. Where can people go and find the book? Ben Sautter (54:27) Amazon. Amazon. Mr. Hyde and Me. The name of the book. Yeah, I’m Bill Gasiamis (54:32) Yeah. The links will Yeah. Ben Sautter (54:35) this is me. This picture is me on Bill Gasiamis (54:38) Yeah. Ben Sautter (54:39) the corner, on the corner of Wilson and Main Street in downtown Bozeman. Bozeman, Montana. So took a took a lot of thought to get to make that picture and to get that shadow just right. So my shadow guy facing into him head on. And been a lot of been a lot of reward doing this. This I called this therapy on steroids. writing this book was incredibly therapeutic. Bill Gasiamis (55:14) Yeah. I can imagine. Ben, thank you so much for reaching out. Really appreciate your conversation and your honesty and I really wish you well with your recovery ongoing. Ben Sautter (55:26) And thank you. This is one of the better conversations I’ve had about my my situation ever. So Bill, I can’t thank you enough. I appreciate it and I’ll look forward to this all turns out. Bill Gasiamis (55:40) Well, that’s it for another episode of the Recovery After Stroke podcast. If there’s one thing to take from this episode, it’s Ben’s line. That guy that I was, that guy’s gone. I’m not going to be that guy ever again. A stroke took something from Ben, but it also gave him a level of self-awareness and emotional range he says he never had access to before. And it helped him rebuild a marriage he thought he’d lost for good. If you want the full story, Ben’s memoir. Mr. Hyde and me is available on Amazon. You’ll find links in the bio. And if this episode resonated with you, share it with someone who might need to hear it. And if you’re looking for more tools for your own recovery, check out my book, The Unexpected Way That a Stroke Became the Best Thing That Happened. It’s available at recoveryafterstroke.com/book. If this show has helped you or someone you love get through their journey with stroke, you can support the show to help keep it going on patreon.com/recoveryafterstroke. And if you want to work with me directly, my coaching program Momentum offers one-on-one support and accountability for stroke survivors who feel stuck. More at recoveryafterstroke.com/momentum. Thanks for listening and I’ll see you in the next episode. The post Jekyll, Hyde, and the Stroke That Changed Everything: Ben Sautter’s Story appeared first on Recovery After Stroke.

Picture courtesy of Kat McDonald Photography Roger Marsh caught up with Marley Davidson recently, ahead of his appearance at this year’s ‘Wha’s Like Us 2’ festival in Glasgow on 29th August 2026. They talked about influences and the hazards of transporting musical instruments on public transport, amongst a whole host of other things. You can […]

AI is everywhere, but are property management companies asking the right questions before implementing it? In this episode of the #DoorGrowShow, Jason Hull sits down with Mo Hussain to discuss why successful AI adoption has far less to do with technology and far more to do with operational clarity. Instead of chasing the latest AI tools, Mo introduces his Measure, Map, Automate framework to identify operational bottlenecks, uncover hidden profit leaks, and build workflows that actually improve business performance.  Together, they explore why clean data is the foundation of automation, how undocumented processes create costly inefficiencies, and why AI should enhance human decision-making rather than replace it.   You'll Learn [00:00] Meet Mo Hussain and the Measure, Map, Automate Framework [03:20] Why Most Companies Ask the Wrong AI Questions [08:10] The Role of Clean Data in AI Success [12:45] Mapping Workflows Before Automating Them [15:30] The Process Myth and Better Operational Systems [21:10] Building Accountability Into AI Workflows [25:15] Designing AI Agents That Actually Perform [27:45] Turning Operational Data Into Business Growth [29:15] Final Advice for Property Management Leaders Quotables "AI value really truly is workflow value." Mo Hussain  "AI depends on trusted operational data." Mo Hussain  "The winners are not gonna be the companies that have the most amount of data, but they're the ones that can convert data into consistent operating actions." Mo Hussain  Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) welcome everybody. I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry.   At DoorGro, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. And my guest today is Mo Hussain, and we're going to be talking about how property management companies can stop drowning in data and start turning it into real operational growth. In this episode,   Mo is breaking down the measure, map, and automate framework that he has built and approach an approach to uncovering hidden margins, reducing manual oversight, and getting more value out of every door in your portfolio.   right.   is Mo Hussain. Mo, welcome to the show.   Mo Hussein (01:01) Hey Jason, happy to be here.   Jason Hull (01:03) So today we're going to be chatting a little bit about how property management companies can stop drowning in data and start turning it into real operational growth. And Mo's going to break down the measure, map, and automate framework, his approach for uncovering hidden margins, reducing manual oversight, and getting more value out of every door in your portfolio. So cool, measuring is important. We'll get into that. So before we get into that, Mo,   Can you give people a little bit of background on yourself? How did you get into entrepreneurism? How did you get connected to property management? And help everybody understand who Mo is. Yeah.   Mo Hussein (01:42) Yeah.   great question. So I I've been in this industry now for probably coming up on 20 years at this point. I I worked at some of the prop tech and software providers that are prevalent in the space. Namely, I worked at both YARTI App Folio, which are both kind of headquartered in in Santa Barbara. and a little bit over ten years ago, I started a consultancy and accounting CPA practice that specifically focuses on   Jason Hull (01:56) Namely, I worked at both YARDIE and at Folio, which are both kind of headquartered in in Santa Barbara. a little bit over ten years ago, I started a consultancy and accounting TPA practice that specifically focuses   on prop tech and real estate. So we offer consultations with implementations, custom reporting, operationalizing around technology, which is which is now the buzz around kind of AI and automation at this point.   Mo Hussein (02:11) Prop tech and real estate. So we offer consultations with implementations, custom reporting, operationalizing around technology, which is which is now the buzz around kind of AI and automation at this point. and then   we've also built products for the space to help with automations, help with you know accounting compliance and bringing visibility and custom reporting capabilities to operators. So kind of leveraging all the experience.   Jason Hull (02:25) And then we've also built products for the space to help with automations, help with you know, accounting compliance and bringing visibility and custom reporting capabilities to operators. So kind of leveraging all the experience   Mo Hussein (02:40) from working as a consultant and also as an accountant and even working as some of these tech providers now being a actual supplier in the industry.   Jason Hull (02:41) from working as a consultant and also as an accountant and even working as some of these tech providers now being a aqua supplier in the industry. Very cool. Very cool. So you're a little bit nerdy.   Mo Hussein (02:52) A little bit. Data. I love data. Right.   Jason Hull (02:53) Okay, so am I. So am I. All right. So   cool. So let's talk nerdy to me, Mo. All right. So let's let's chat about this. So let's get into it. So t tell us about this. Wha why is this wh how'd you come up with this framework? Why is this important? I love frameworks because frameworks are usually where we take something that we notice a pattern in, there's some complexity involved, and we make it simple. So explain to us.   Mo Hussein (02:59) Yeah.   Jason Hull (03:18) Where does the measure map and automate framework kind of come from?   Mo Hussein (03:22) Right, right. And this is this kind of stems from a conversation you probably have with plenty of your your clients and even prospects when you start engaging, you know, the the the very popular question now of how do we use AI? I want to streamline and automate. And it's a very loaded, it's a very loaded, fairly ambiguous question, right? How do we use AI? We want to implement AI into our operations, right?   Jason Hull (03:23) And this is this kind of stems from a conversation you probably have with plenty of your   You know, the the the the very popular question now, how do we use AI? It's a very loaded, fairly ambiguous question, right? How do we use AI? We want to implement AI more.   Mo Hussein (03:48) when conversely, like you know, operators and property managers should be starting with a different qu set of questions, right? Like how like where are we losing things like NOI, margin, time, control, or even consistency, right? AI really only matters when it connects and automation really only matters when it connects to a to a revenue lever or some type of a cost lever or productivity gain or or risk reduction, right?   Jason Hull (03:50) Conversely, like you know, operators, property managers should be starting with a different set of questions, right? Like how like where are we losing things like NOI, margin, time, control, or even consistency, right? AI really only matters when it connects in automation really only matters when it connects to a to a revenue lever or some type of a cost lever, productivity gain or or risk reduction,   right? Yeah. there's there's a couple   Mo Hussein (04:14) and there's there's a couple of key components   Jason Hull (04:16) key components in even conversations that you've probably even had with with property managers today is that firstly like you know operators today they already have a lot of data. They probably have access to a lot of different data sets across, you know, operations, but it's probably, you know, disconnected and disjointed and different reports and disconnected systems, hidden in spreadsheets and and dashboards that probably don't drive much much action, right? and everybody wants   Mo Hussein (04:17) in even conversations that you've probably even had with with property managers today is that firstly, like, you know, operators today, they already have a lot of data. They probably have access to a lot of different data sets across, you know, operations, but it's probably, you know, disconnected and disjointed and different reports and disconnected systems hidden in spreadsheets and and dashboards that probably don't drive much much action, right? and everybody wants to   Jason Hull (04:43) to automate and execute   Mo Hussein (04:43) automate and execute an   operational kind of workflow. But the hard part is not whether, you know, AI can really do something, but the hard part is whether a company even knows where value is leaking and who owns that action and and whether these workflows are even clear enough to to be able to automate. And that's kind of the premise of this framework is to kind of measure what that pain is, you know, map that workflow, automate that repetitive work and manage   Jason Hull (04:45) an operational kind of workflow. The hard part is not whether you know AI can really do something, but the hard part is whether a a company even knows where value is leaking and who owns that action and and whether these workflows are even clear enough to to be able to automate. And that's kind of the premise of this framework is to kind of measure what that pain is, you know, map that workflow, automate that repetitive work, and   manage ideally performance through some type of closed loop accountability. We just put an actual word to it, right? A framework to it, I'm sure   Mo Hussein (05:07) ideally performance through some type of a closed loop accountability. We just put an actual word to it and a framework to it, but I'm sure very   similarly to the conversations that you're probably having also even with customers.   Jason Hull (05:15) Very similarly to the conversations that you're probably having also with customers.   Yeah, yeah, got it. Yeah. it's interesting because we're now seeing a lot of these tech companies or tech forward companies that are kind of backtracking on AI a little bit. They were giving out basically blank checks to use AI as much as they could. Some were even creating sort of a contest internally, incentivizing like who could use the most tokens.   Mo Hussein (05:29) Mm.   Right.   You're right.   Jason Hull (05:41) Which is a little bit insane   to just give people a blank check as if that always the more tokens you burn, the more productivity is being created, right?   Mo Hussein (05:51) Right, right, right. And we're seeing, yeah, and you know, as we're seeing these newer models that are coming out, whether it's, you know, through Cloud, Anthropic or even these other these other LLMs, the token utilization is becoming more and more expensive, especially with these newer models. And so now the question of just like, hey, how is that utilization actually translating to actual business value? Right. And this was a question that eventually would have been would have been pushed, right?   Jason Hull (05:54) Yeah and you know.   Of just like, hey, how's that utilization actually translating to actual business value? Right.   Yeah. Yeah. Yeah. I love it. Like how to use AI. Yeah. Bad question. A better question is how do we actually make sure we're creating more profit? How do we actually make sure we are lowering costs? Like   And that's the the idea, they think, well, AI must be so much cheaper than people. And what's interesting, I've also seen some reports lately showing the amount of money these different LLMs are losing right now. They're spending a massive amount of money to deliver AI to us at a super cheap price right now. And but they're losing money. Every time we're chatting, they're losing money.   Mo Hussein (06:47) Mm-hmm.   Right.   Right.   Jason Hull (07:01) And that's that's a wild business model. They're obviously hoping to win some sort of AI race. They're hoping to get us maybe in the future. And there's a lot of talk lately as well of people thinking we gotta shift to local models. Like we gotta I gotta run this AI stuff on my own computer and not be giving all my money to anthropic or open AI you know, open AI or whatever. So okay.   Mo Hussein (07:15) Mm-hmm.   Right, right.   Right.   Jason Hull (07:26) Cool. So let's continue on. Me measure, map and automate. Yeah. Yeah.   Mo Hussein (07:29) Yeah. Yeah. And   by the way, going on your point, Jason, it's you know, you you also, you know, creating automation and leveraging these models locally, it there's definitely value in that. But you know, now more than ever, f you know, teams are kind of distributed, right? And so ideally, if you've built automations and leveraging these L LMs and   Jason Hull (07:35) Yeah, y you also you know   Locally it is definitely that   Teams are kind of distributed, right? Yeah. Ideally, if you've built automations and leveraging these LLMs   and   Mo Hussein (07:52) And things of that sort.   You probably want to have like some type of an interface that's like cloud based, right? Or for folks to be able to kind of collaborate in some type of a ideally like a safe environment, right? and so measure, map and and automate. So you know, there's there's kind of those three components to be able to actually fully ideally leverage leverage AI. But   Jason Hull (07:55) some type of a an interface that's like cloud based, right? Or for folks to be able to kind of collaborate in some type of a ideally like a safe environment, right? yeah. So measure, map and and automate. So you know there's there's kind of those three components to be able to actually fully ideally leverage leverage AI but   there's there's a couple like kind of key core components that feel like   Mo Hussein (08:20) There's there's a couple of like kind of key core components that I feel like   is very important for folks to to really understand before they can they they can even take advantage of of AI, right? so one is you know AI, AI value really truly is workflow value. And so like the most the biggest opportunities when it comes to automation leveraging AI is things that are repetitive.   Jason Hull (08:25) is very important for folks to to really understand before they can they they can take advantage of of AI, right? so one is, you know, a AI AI value really truly is a workflow value. And so like the most   automation leveraging AI as things that are   repetitive, you know, judgment heavy, ideally high volume workflows. Think about things like you know, leasing follow-up, delinquency, turns, maintenance, triage, variance explanations. another another key thing to understand is you know AI depends on trusted ideal operational data. And so if you don't have accurate or clean property unit, resident, vendor,   Mo Hussein (08:44) you know, judgment heavy, ideally high volume workflows. Think about things like you know, leasing follow-up, d delinquency, terms, maintenance triage, variance explanations. another another key thing to understand is, you know, AI depends on trusted ideally operational data. And so if you don't have accurate or clean property unit, resident vendor   payment data and it's and it's inconsistent, you know, AI just   Jason Hull (09:10) payment data and it's and it's inconsistent, you know,   AI just helps accelerate the wrong answer, right? This notion of like hallucinations also kind of exist. and you know insights without ownership is is just is really just theater. And so although AI may identify a problem and recommend an action, things need to be routed, right? And asci you know action needs to be assigned, there needs to be some accountability that gets created there and then a measurement of of of   Mo Hussein (09:13) helps accelerate r the wrong answer, right? And the this notion of like hallucinations also kind of exist. and you know insights without ownership is is just is really just theater. And so although AI may identify a problem and recommend an action, things need to be routed, right? And as I you know action needs to be assigned. There needs to be some accountability that gets created there and then a measurement of of of a   of of a of a result.   Jason Hull (09:40) of of a of a   result. and then lastly like humans humans control still matters, right? Things that have a very high potential opportunity cost. you know, operators should be very careful on how they utilize AI. So, you know, things around fair housing, sensitive sensitive decisions like screenings, evictions, legal communication, you know, employee decisions and maybe even large payment loopholes and so   Mo Hussein (09:42) and then lastly like humans, humans control still matters, right? Things that have a very high potential opportunity cost. you know, operators should be very careful on how they utilize AI. So, you know, things around fair housing, sensitive sensitive decisions like screenings, evictions, legal communication, you know, employee decisions and maybe even large payment approvals. And so   Once we   have these kind of these table stake table stake items, if you will, kind of address, then you know we can move on to kind of you know the our framework of kind of measure, map, and automate. And so in each of these different components have different purposes, you know. The whole point of the measure step is is to quantify where pain exists and to validate kind of being buying versus buy like building. And so you want to ask things like where   Jason Hull (10:09) Once we have these kind of these table stakes stakeheads, if you will, kind of addressed, then you know, we can move on to kind of, you know, the our framework of kind of measure, map, and automate. And so and each of these different components have different purposes, you know. The whole point of the measure step is is to quantify where pain exists and to validate kind of being buying versus buy like building. And so you want to ask things   like where   Mo Hussein (10:36) where   time, where margin, where service quality or accountability is lost today, right? Examples can be things like, you know, days vacant, you know, delinquency rate, maintenance response times. These would be kind of like outputs like invoice coding time, reporting hours, renewal conversions, right?   Jason Hull (10:37) Where time, where margin, where service quality or accountability is lost today, right? Examples can be things like, you know, days vacant, you know, delinquency rate, maintenance response times. These would be kind of like outputs like invoice coding time, reporting hours, renewal conversions, right?   Yeah. Got it. Yeah, that that makes a lot of sense. So you've got to be you have to have good data.   Which the crux of th where their data is all probably housed is inside of their property management software.   Mo Hussein (11:06) Right.   Jason Hull (11:07) And so hopefully that software is kinda tracking some of this stuff. But, you know, everybody's had a CRM that the team didn't put enough notes in. And then it becomes kind of useless, right? So you're like, what happened with Fred on that call earlier, you know, or previously? I I think I think we talked about this. Can't remember. Why aren't you putting in notes? And so then the flaw becomes the human in the loop in a lot of instances. But then you're saying, you know, also humans matter. Like   Mo Hussein (11:14) Right.   Right.   Jason Hull (11:34) Related to fair housing. We've got to have the human in the loop making decisions. I don't think it would go fair very well to be standing in front of a judge and say, Well, the AI messed this up. It wasn't me.   Mo Hussein (11:43) Right. Right.   Right. Yeah, that's very that's very correct. the the the other thing is is that you know software is a tool, right? So they you know, for like that example that you just gave of like, hey, you know, I had a conversation with Freddie or an owner or what have you, and you know, the notes weren't captured. And so if there's if if if if there's there needs to be also a cultural   Jason Hull (11:46) Yeah, that's very that's very   Yeah, they you know, put like that example that you just gave of like, Hey, you know, I had a conversation   And you know, the notes weren't captured. And so if there's if if if if there's there needs to be also   Mo Hussein (12:06) shift within the organization to become more performance kind of driven, right? And using, you know, places of truth. You know, I, you know, we use Salesforce in our own internal kind of CRM and you know, there's this old ad like this old saying of just, you know, hey, if it didn't happen to Salesforce, it didn't happen at all. In other words, if your system of record hasn't been updated and things haven't been added to it   Jason Hull (12:06) cultural shift within the organization to become more performance kind of driven, right? And using, you know, places of truth. You know, I you know, we use Salesforce in our own internal kind of CRM and you know, there's this this old like this old thing of just, you know, hey, if it didn't happen in Salesforce, it didn't happen at all. Right.   Mo Hussein (12:29) to to ensure that it is correct and accurate and up to date, then   Jason Hull (12:29) to it to to ensure that it is correct and accurate and up   to date, then the organization sees it as, you know, as it didn't happen. And somebody, you know, using anecdotal feedback like, well I did this, but I just didn't update this. And so that's it's very important that, you know, whatever system you're using to kind of measure different KPIs and metrics, that that, you know, that behaviors within the organization are shifting towards that. And it's it's something it's a cultural shift that needs to also   Mo Hussein (12:32) the organization sees it as you know as it didn't happen. And somebody, you know, using anecdotal feedback of like, well I did this, but I just didn't update this, it means it didn't happen. And so that's it's very important that, you know, whatever system you're using to kind of measure different KPIs and metrics, that that, you know, that behaviors within the organization are shifting towards that. And it's it's some it's a cultural shift that needs to also cascade   also from from leadership down as well.   Jason Hull (12:57) Cascade also from leadership down.   Yeah, the advantage we have nowadays with all the AI stuff that's come out is now pretty much everything gets transcribed everywhere. So calls get transcribed, notes can be created automatically. You can also go back and ha check the transcription on a call or a zoom call or recording, figure out what happened. So that you know, not leaving notes in the CRM is a little bit less of a problem than it was in the past.   So we've so we've chatted a bit about measure. What is what's important about mapping or map? Yeah. So this is this goes back to my previous point about like you know AI value being it it is workflow value. Yeah so you know you've measured you've identified you know your measurements and KPIs. So whatever those KPIs may be. Next what you need to do is map what the actual   Mo Hussein (13:30) The mapping. Yeah. So this is this goes back to my previous point about like, you know, AI value being it is workflow value. And so, you know, you've measured, you've identified, you know, your measurements and KPIs, you know, days vacant, delinquency, whatever those KPIs may be. Next, what you need to do is map what the actual what   the actual workflows that are happening, not how leadership or staff thinks it's happening.   Jason Hull (13:53) what the actual workflows are happening, not how leadership or staff thinks it's   happening. There's a very key kind of a distinction is that, you know, a lot of operators and teams kind of assume, hey, you know, we have a set process, but it may not be happening the way that they are envisioning or the way that they're assuming that this is happening. Yeah. And and map that entire workflow end to end.   Mo Hussein (13:59) The very key kind of distinction is that, you know, a lot of operators and teams kind of assume, hey, you know, we have a set process, but it may not be happening the way that they are envisioning or the way that they're assuming that this is happening. And and map that entire workflow end to end.   identify what systems are involved, where handoffs occur, where approvals are required.   Jason Hull (14:21) identify what systems are involved, where handoffs occur, where approvals are required,   Mo Hussein (14:27) where judgment calls are are are are kind of made. And so, you know, every company has, you know, things like experienced managers and accountants and maintenance folks and and they usually know what good looks like versus what bad looks like. And so AI here is to help kind of convert that tribal knowledge ideally into a repeatable operating model. And so examples of how that mapping   Jason Hull (14:28) where judgment calls are kind of made. And so every company has you know things like experienced managers and accountants and maintenance folks, and and they usually know what good looks like versus what bad looks like. And so AI here helped kind of convert that tribal knowledge ideally into an overviewable operative model. So examples of   that mapping would be is you know, hey, what is the entire need to lease workflow?   Mo Hussein (14:50) would be is, you know, hey, what is the entire lead to lease workflow? You know,   Jason Hull (14:54) You know, what is the work order to completion, you know? what is our renewal offer to sign and executed actual renewal? And so and actually and again documenting that, a a lot of organizations have some notion of what that workflow kinda looks like. but   Mo Hussein (14:54) What is the work order to completion? You know? what is our renewal offer to signed and executed actual renewal? And so and actually, and again, documenting that. A a lot of organizations have some notion of what that workflow kind of looks like. but you know, they   haven't actually done they may not have documented, or if they did, it's not updated and they have an out of date SOP or a process diagram.   Jason Hull (15:12) you know, they haven't actually gotten any INOT documents in or if they did, it's not updated and they have an out of data so P or a process diagram.   Mo Hussein (15:22) And that's that's and that's that's that's a very important kind of key aspect of kind of this process.   Jason Hull (15:22) and that's that's and that's that's that's a very important kind of key aspect of kind of this process. Yeah, yeah. Well I a lot of times I end up talking with clients and I've noticed kind of this pattern or trend in the industry of I call it the process myth where everybody thinks if we just had better processes   all of our hopes and dreams would come true when it comes to the off side of the business and we would be more profitable. And especially see this in the two to four hundred door range in single family or small multi-residential property management. And so the challenge there is th that it's impossible to create enough processes, KPIs, and systems to make mediocre people be great. But they pe that doesn't stop business owners from trying. They they're like   Mo Hussein (15:59) Right.   Right.   Jason Hull (16:04) They they they wake up in the morning, they're like, I want to play an impossible game today. And they they still try. And I call it the process myth because if you have really great people, even if your processes are garbage, that I've seen these businesses still perform well. But the reverse is not true. You have mediocre people, you could have insane amounts of systems and processes and stuff, and the business still has a lot of headaches and problems.   Mo Hussein (16:16) Mm-hmm.   Jason Hull (16:29) And so I've kind of noticed this pattern. I call it the three levels of process. And level one is documentation. It's just like writing stuff out. But that's kind of like the owner's manual in the glove box of the car. Nobody looks at it, it doesn't get updated. You know, it's like it's it's it's gathering dust, and people don't actually, that's not actually how the processes are run. And over time, things gravitate towards ease or grace or what the flows best for the person doing the job.   Mo Hussein (16:39) Mm-hmm, mm-hmm.   Jason Hull (16:57) Not for what's best for the job sometimes. And so it gravitates a little bit towards chaos or being worse. Then there's this level two, which is checklists. This is where people are using things like Asana or Process Street or Lead Simple or they some sort of checklist space system where now they're verifying the works getting done in a certain way. But checklist has its own problems in that it's very linear and not every process is linear.   Mo Hussein (16:59) Right, right.   Read simple. Mm-hmm.   Mm-hmm.   Jason Hull (17:24) There's decisions   and splits and merges and sting things happening concurrently in property management. And so the challenge with checklist also it can tend to slow things down. It's not as efficient. So the next level and the problem I had with checklist, we used to use process street, is that it it if anytime a process got complicated, I had to build logic and you know, if-then sort of situations into it.   And it usually got to the point where I didn't even understand it. Like a year later, I'm looking at a process. I'm like, I had to retranslate this back into something that made sense to my brain. And I always, and the nerd had to be the one that did all the updates on it because nobody else could understand it. So then we eventually graduated to level three. So level three is visual workflow. This is for humans.   Mo Hussein (18:01) Right.   Mm-hmm.   Jason Hull (18:13) And so, and with with this, my tip to everybody listening, if you have a system, whether it's checklist or it's any of these three levels, you know, documentation, checklist, or visual workflow, that you your first two processes you make as an operator or as a business owner is how to create a process in this system is number one. And number two, how to QA.   Mo Hussein (18:26) Did   Jason Hull (18:37) A process that is made in the system to know it's actually a good one. If you just make those two, you don't have to do any of the other stuff. Everybody else can do it. You just make those two. That's my tip for all you business owners. And now with AI, you can start adding AI. Once you have things visually mapped out, it's you've got the map like you're talking about. Now you can figure out all right, where can AI take over some of this stuff? And where do we still need the human in the loop? Right. So yeah.   Mo Hussein (18:43) Mm.   And automation. Mm-hmm. Yep.   Yeah.   Right,   Jason Hull (19:05) So any tips for those listening to this that are already geeking out with AI, they're doing a little bit of this measuring and mapping and automating. What are some of the biggest challenges you've noticed where this kind of breaks down or people are making mistakes?   Mo Hussein (19:19) It's it's honestly it's the it's the you know, AI value. it's it's a lot of the small individual decisions that are made in a in a repetitive fashion and that that are made a lot that really are gonna unlock like true value for for any operator. And so like, you know, having very clean data, standardized, you know, systems of truth by what we mean by that is that, you know, hey, you know.   Jason Hull (19:20) It's it's honestly it's the it's the you know, AI value it's it's   like true value for for any op   clean data, standardized, you know, systems of truth. But what we mean by that is that, you know, hey,   you know, you know, whatever work order system that you're using, for example, has accurate, you know, work order data. People, you know, you're making a segment for actually closing out the work order when they complete it. Hey, the end of the week, I'm gonna now try to remember what I did earlier in the week.   Mo Hussein (19:47) you know, whatever work order systems that you're using, for example, has accurate, you know, work order data. People, you know, your maintenance technicians are actually closing out the work order when they complete it. Not just, hey, the end the week, I'm gonna now try to remember what I did earlier in the week.   Close it out. So the data is   the data can't be trusted, then AI is just going   Jason Hull (20:04) data the be trusted and AI   Mo Hussein (20:07) to cause additional kind of confusion. And so having accurate systems of record. And I gave that example of of of a work order when a technician kind of closes that, right? the process map, I think the you know, the three buckets are like three level that you kind of gave, I think is a great, great.   Jason Hull (20:20) Yeah, yeah. Yeah, that makes sense.   yeah.   level that you kinda gave I think it's a great,   great anecdote and framing of how processes should be kind of looked at. And and I think one thing that a lot of operators usually tend to overlook or assume is you know how things are being done versus how they actually are being done within the schemes, right? So an owner somebody at some point said, okay hey this is a process we're gonna take and then over time that just kind of got changed.   Mo Hussein (20:29) anecdote and framing of how processes should be kind of looked at. And and I think one thing that a lot of operators usually tend to overlook or assume is you know how things are being done versus how they actually are being done within the teams, right? It's an owner, somebody at some point said, okay, hey, this is the process we're gonna take. And then over time that just kind of got changed. And there   may be, you know, two different property managers   Jason Hull (20:55) And there may be, you know, two different property managers   Mo Hussein (20:58) operating in two different regions in the same company that are doing leasing renewal differently, right? That going back to that point that you mentioned about systematizing and having accountability loops and task base or like checklist items and ensuring that those things are actually done in that same quality and that same fashion is very, very key. And so getting data, like getting the right data, accurate data,   Jason Hull (20:58) operating in two different regions in the same company that are doing these things renewal differently. Right. That point that you mentioned about synthesizing and having accountability loops and task based or like checklist items and ensuring that those things are actually done in that same quality, in that same fashion is very, very key. And so getting data, getting the right data, accurate data   Mo Hussein (21:23) and then also like your process mapping and your   Jason Hull (21:24) And then also like your process mapping   and your processes kind of documented. I think I think the visual representation is a great way to have that. And those are the two key things that ninety percent of folks that are trying to leverage AI and automation and even the folks that are starting to try to jump into this space and try to automate and use AI for these things like usually we're like where where they're really struggling with. got it. Yeah, I think   Mo Hussein (21:26) processes kind of documented. I think I think the visual representation is a great way to have that. Those are the two key things that ninety percent of folks that are trying to leverage AI and automation and even the folks that are starting to try to jump into this space and trying to automate and use AI for these things like usually we're like we're where they're really struggling with.   Jason Hull (21:50) I was just on a webinar recently and they were talking about building AI agents and they were talking about if you want to make really effective AI agents, you need to give them a really good job description, just like a human. And what what's really funny is if you we coach clients on this a lot, but if we tell the clients to to go, we coach clients on   Creating job descriptions. We call our version of them R docs because each section starts with an R, like role, responsibility, et cetera, all the typical stuff. But then we have some additional sections that we found really paramount. So what we'll tell them to do is go ask your team members, give them this framework, and have them create their own R Doc. And then you take a look at this and see if that's what you would have created. Because it's never like what they think their job is. It's usually very different than what the business owner thinks their job is.   Mo Hussein (22:25) Mm-hmm.   Right.   Jason Hull (22:36) And maybe even different what the manager, the ops person thinks the job is, but then you can actually literally get on the same page with them. You can be like negotiate this and be like, this is what we think your priorities should be, and what your outcomes should be, and what we want you to be able to accomplish. And this is helpful for them to know what they're aiming for so that they can please you because your team members want to please you if they're good. But usually there's a big disconnect, like you're saying, between what   Mo Hussein (23:00) Mm-hmm. Mm-hmm.   Jason Hull (23:05) the the employee thinks their j role and job is versus what their manager thinks they should be doing versus what the business owner thinks everybody should be doing. And so nobody's on the same page. And then you're everybody's roles are a little messy. And then you're going, let's give them processes now to work on. And they're not even clear on what their job is or what their role is. Yeah. And so same thing if you were going to build an AI agent and you were like, I want you to try and be good at everything. And then suddenly it's like really   Mo Hussein (23:29) Right.   Jason Hull (23:34) Hallucinating a lot and it's messing everything up and yeah. And it's not a realistic creature, you know, just like some people give create job descriptions that are for like four different personality types. Right. And then they hire somebody that maybe can actually do all four things, and we call those really highly adaptable, weird creatures entrepreneurs. And then they wonder why that property manager left and stole all their clients.   Mo Hussein (23:34) Horrible.   Right.   Yeah.   Jason Hull (23:57) Instead of finding somebody that's like really good at being one thing. Right. Yeah. And that's how you should see Asia.   Mo Hussein (24:00) Right. That that that that role clarity is very, very, very important, right? And that's how you should see agents as well, is that   like, hey, it's like a trained employee. And so you should exp you should expect the same level of, you know, investment involvement, if you will, and trying to and try to help them be the best of like, you know, whether it's a leasing agent, a maintenance coordinator, or whatever that their role may be. And I I think another aspect is and I'm curious how like how   Jason Hull (24:12) you should expect the same level of you know investment involvement if you will and trying to and try to help them be the best of like you know whether it's a leasing agent a maintenance coordinator or whatever that their role may be and I I think another aspect is and I'm curious that   like how you know when you guys are having conversations with clients around role descriptions stuff it's the concept of ownership like hey what you know how to how to align ownership to and lining that up to hopefully the mental business   Mo Hussein (24:28) you know, when you guys having conversations with clients around role descriptions and stuff, it's the concept of ownership. Like, hey, what, you know, how to how to align ownership to and lining that up to hopefully an eventual business outcome or KPI   or something so that, you know, their performance drives also the business performance, right? How have you guys had this conversation or how do you talk about kind of that concept? I can kind of allude to it without kind of explicitly calling it out.   Jason Hull (24:42) Kate guy or something so that you know their performance derives also the business performance, right? Yeah. How do you talk about kind of that concept? You kind of allude to it without kind of explicitly calling   it out. Yeah, I think well, sometimes I'll just totally call a business owner out on things. But I think what I think will be interesting is people are building starting to build agents. I think that they should.   They should have an understanding of personality types. I think they should have an understanding maybe or a conversation with AI about what Myers Briggs type might be good for this agentic role. And because like somebody that's really good at like strategy and the strategist role, which would be like an INTJ in Myers Briggs, might be good at some operational stuff, but they would be really terrible at customer service.   Mo Hussein (25:19) Mm-hmm.   Jason Hull (25:33) Because a lot of INTJs don't even like humans, right? And so they're logical thinkers and they're really judging and they're practical and they're in you know introverted and they're really bad at understanding how the other person feels or even expressing that. And so you're you you don't want to create these try and create AI AI agents that are multiple split personality types, because I don't think they're gonna be as effective. And you can't also, just like you wouldn't want somebody building the process.   QE QA QA of the process. You don't want them both. You don't want AI to be checking itself. Right. Right. The the brain that had problems doing the messing things up, maybe, or didn't do it totally right. You don't want them checking their own work. Right. And so, yeah, so I think this is going to be interesting that people are going to be building agents and they usually think just logically here's the context it needs, here's the role, whatever. But I think also maybe give it the personality that it.   Mo Hussein (26:08) Right, right.   Right.   Jason Hull (26:29) What's the disc assessment for this person, this agent? What's the Myers Briggs type for this agent? And then if especially if they're communicating with humans or doing a task that you want them to be somewhat human like, they're going to be much better at doing this if you give it you create them in the right way. Just an idea.   the other thing to know as a business owner, you need to know who you are so that you can build your dream team around you. So your advisors, whether they're agentic or human, your advisors, your team members, it should be built ultimately around you thriving and being healthy in your own business so that you've got the tea the tools and the resources that fit you. But most business owners make the mistake.   Of trying to build the business around the business and then wonder why they're miserable and why they're kind of a slave to their own business. Right.   Mo Hussein (27:16) Right. Right. Right.   Jason Hull (27:20) So anyway, Mo, measure, map, automate, MMA. Doesn't involve fighting too much. You know, like mixed martial arts. It's a little bit on the, you know, less physical side of things. fun chatting about.   Mo Hussein (27:26) No.   Jason Hull (27:34) all the the AI stuff that's going. How can people anything else that you want to add to our conversation here about yeah this model? And then could you tell us a little bit about what you do and how maybe you help property managers with this stuff? Yeah. Yeah. so I guess just to put it succinct, kind of a a sandwich kind of takeaway. So yeah, operators need to wait for a perfect AI.   Mo Hussein (27:48) Yeah. Yeah. so I guess just to put it succinctly, kind of a a a sandwich kind of takeaway. So, yeah, operators don't need to wait for a perfect AI strategy.   Start by identifying, measuring where value exists, where things are leaking, then mapping workflows and then deciding what can be safely automated and measuring whether those actions improve performance. and so   Jason Hull (28:00) Identifying, measuring where value exists, where things are leaking, then mapping workflows, and then deciding what can be safe and automated, and measuring whether.   Mo Hussein (28:10) like you know, over time we'll see that you know the winners are not gonna be the companies that have the most amount of most amount of data, but they're the ones that can convert data into consistent operating actions across how they've operated every door. if you we help clients with you know putting together SOPs, also mapping their technology needs, where where they're where they're having operational leaks in the business can be   Jason Hull (28:10) So like you know over time we'll see that you know the winners are not gonna be the companies that have the most amount of most amount of data, but they're the ones that can convert data into consistent operating actions across how they've operated every door. if you we help clients with you know putting together SOPs, also mapping their technology needs, where where they're where they're having operational leaks and the business   can be optimized.   Mo Hussein (28:37) Optimized further using   Jason Hull (28:38) Further using technology and automation, we have a platform that we've built, Prop Strata, to actually connect and help with that automation type effort. and we're also we also do a lot of accounting and and CPA work. you can reach us at www.balanceasset solutions.com, and my emails mo at propstrata.com, or you can reach out to our team at info at balance asset.   Mo Hussein (28:39) technology and automation. We have a platform that we've built, Prop Strata, to actually connect and and help with that automation kind of efforts. then we're also we also do a lot of accounting and and CPA work. you can reach us at www.balanceasset solutions.com and and then my email is mo at at propstrata.com or you can reach out to our team at info at balanceasset solutions.com.   Jason Hull (29:03) Cool. So they could take a look at this at propstrata.com.   Mo Hussein (29:07) Correct. W dot propstrata.com.   Jason Hull (29:11) Okay, cool. Very cool. All right. yeah, check that out, everybody. It sounds interesting. All right. Well, Mo, I appreciate you coming out and hanging out with me here on the DoorGro show and sharing everything.   All right.   So if   If you have ever felt stuck or stagnant in your property management business and you want to take it to the next level, reach out to us at doorgrow.com. We are the world's best at creating high-growth property management companies in the single-family residential space or the small multi-space. And if for a free training or how to get unlimited leads for free, text the word leads to 512-648-4608. That's 512-648-4608.   Also, join our free community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, and ideas to learn about our offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review on whatever channel you saw or heard this on. We'd really appreciate it. And until next time, remember the slowest path to growth.   is to do it alone. So let's grow together. Bye everyone.

Welcome to anime watch club, a bi-weekly group discussion and review where the hosts of the podcast nominate and vote on shows either we haven't seen, or shows that will hopefully lead to a great discussion. On todays episode we will be reviewing the 2026 anime, Witch Hat AtelierSocials/Discord - https://linktr.ee/whatdoyousayanime0:00 - Intro2:55 - First impressions13:10 - Synopsis14:41 - Favorite students27:03 - Qifrey and his future34:37 - Allegories for the magic and its morality48:37 - Marketing and readers hype effect on WHA's reception1:04:48 - Pacing of a one-cour release1:08:55 - Comparing the finale cliffhanger to others1:11:59 - Closing thoughts and scores1:22:18 - Nominations

What if entrepreneurship could give you the freedom to explore the world... while helping others create unforgettable experiences?In this episode, I sit down with travel advisor, entrepreneur, and founder of Love & Leisure Travel, Chericka, to talk about her journey from climbing the corporate ladder to building a business centered around purpose, travel, and meaningful connection. We dive into what it really takes to build a successful travel business, why rest fuels creativity, the power of niching down, and how relationships—not algorithms—continue to shape incredible client experiences. Chericka also shares her passion for helping people create lifelong memories through travel, the lessons she's learned from entrepreneurship, and why community is more important now than ever.Wha:t You'll LearnWhy travel is one of the best investments you can make. Chericka shares how exploring new places expands your perspective, fuels creativity, and creates memories that last far longer than material possessions.The truth about building a travel business. Behind the beautiful destinations is a business built on expertise, systems, relationships, and years of industry knowledge—not simply booking vacations online.How niching down creates bigger opportunities. Rather than trying to serve everyone, Chericka explains why specializing in destination weddings, group travel, and romance travel has helped her stand out in a competitive industry.Why relationships still matter in an AI world. AI can be an incredible tool, but nothing replaces having an experienced advisor who knows the destinations, has trusted industry connections, and can advocate for you when things don't go according to plan.The entrepreneurial lesson every business owner needs to hear. From creating repeatable systems to prioritizing client experience and referrals, Chericka shares the foundational habits that help businesses grow sustainably.Why rest isn't a luxury—it's part of your strategy. Entrepreneurship often glorifies hustle, but Chericka explains why creating space to slow down, reflect, and recharge ultimately leads to greater creativity, better leadership, and a stronger business.Connect with Chericka:Instagram: https://www.instagram.com/loveandleisuretravel/Website: https://www.loveleisuretravel.com/Connect with me, Hayleigh Hayhurst:Apply to work with us: https://hello.dubsado.com/public/form/view/6521a4cc8fdeed003a859a44Steal my Podcast Launch Checklist for free: ⁠https://www.espressopodcastproduction.com/checklistWebsite: ⁠https://www.espressopodcastproduction.com/⁠Instagram: ⁠https://www.instagram.com/espressopodcastproduction/⁠YouTube: ⁠https://www.youtube.com/@EspressoPodcastProduction⁠Produced by Espresso Podcast Production: ⁠https://www.espressopodcastproduction.comJoin the Conversation: What did you think of this episode? Share your thoughts and key takeaways with me on social media using the hashtag #EmployeeToBoss. If you enjoyed this episode, please leave a review and share it with your network.

Show us some loveHey family! Your favorite podcast is back and we're here to shenan again (lol). Wha happens when you come face-to-face with that famous celeb you've been crushing over or even have the upmost respect for? Do you think celebs get star struck by other celebrities?! In the world of AI, how do we keep our own original though? Well, the University of Chicago seems to have found a fix. We talk concerts and events attended as Pedro is still riding the HOV high, come tune in to see how it went. What's the plan now with you doing all the work in grocery stores by having to use self-checkout? You might this one! There's plenty more to review and a ton of laughs to share, let us know what you think and continue to LCS!Support the show

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Roger Marsh chatted recently with festival co-organiser Béla Alabástrom and Machinary’s Euan Lowson about the upcoming one day festival ‘Wha’s Like Us 2’ on Saturday 29th August 2026 at The Drygate Brewery in Glasgow. During the conversation, they also played the following tracks : Marley Davidson – Fragile The Snake Temple Kings – Our Vision Scarlet […]

Wolfman and Spunky carve their Mount Rushmore of greatest car songs — four spots, decades of contenders, from Johnny Cash to Prince. Then it's Spunky in the hot seat as he tries to outrun a trivia gauntlet on the NASL, ABA, and WHA's long-lost franchises. Defunct teams, forgotten leagues — can he beat the clock before you beat him?listen to this episodes playlist here:https://open.spotify.com/playlist/3mYmt17kNsCqt9yu2n0kVT?si=Rhm_XszTSiieM8wCiYtaJw&pi=quT1yikkRcSa2Send us a voicemail and hear yourself on the next episode:https://www.speakpipe.com/The70sVsThe80sSend us an email:The70svsthe80s@gmail.com

① Putin says Russia-China ties have reached a truly unprecedented level. What's next? (00:55) ② The WHA rejects a proposal concerning Taiwan for the 10th year in a row. What does this reaffirm about the one-China principle? (13:55) ③ Chinese tech firms are driving a new IPO boom on the Hong Kong Stock Exchange. What does this signal for Hong Kong's new growth cycle? (24:00) ④ Argentina and China discuss currency swap extension despite U.S. pressure. How is Latin America diversifying its financial anchors? (34:30) ⑤ China further optimizes departure tax refund measures. How will this boost inbound consumption momentum? (43:00)

The rejection by the 79th World Health Assembly, or WHA, of a proposal concerning Taiwan for the 10th consecutive year demonstrated that adherence to the one-China principle is a universal consensus within the international community, a Chinese mainland spokesman said on Monday.国务院台办发言人5月18日表示，第79届世界卫生大会连续第十年拒绝涉台提案。这充分说明，坚持一个中国原则是国际社会的普遍共识。Chen Binhua, spokesman for the State Council Taiwan Affairs Office, said that the decision of the WHA, at its meeting in Geneva, Switzerland, to reject the so-called proposal of "inviting Taiwan to participate in the WHA as an observer" once again highlights the international community's firm commitment to the one-China principle.国务院台湾事务办公室发言人陈斌华表示，世界卫生大会在瑞士日内瓦的会议作出决定，拒绝所谓“邀请台湾以观察员身份参加世界卫生大会”的提案，这再次凸显了国际社会对一个中国原则的承诺坚定不渝。Chen said that the authorities of the Democratic Progressive Party, or DPP, in Taiwan will ultimately fail, as they stubbornly stick to a "Taiwan independence" separatist stance and refuse to recognize the 1992 Consensus, which embodies the one-China principle. He accused the authorities of attempting to use what he described as "underhanded" means to seek a so-called "breakthrough" in the Taiwan region's participation in the WHA.陈斌华表示，台湾民进党当局顽固坚持“台独”分裂立场，拒不承认体现一个中国原则的“九二共识”，其图谋终将失败。他谴责民进党当局企图通过所谓“卑劣”手段，在台湾地区参与世卫大会问题上谋求所谓“突破”。He also criticized the DPP authorities for colluding with external forces to stir up issues surrounding Taiwan's participation in the WHA, deliberately distorting and challenging the fundamental principles established by United Nations General Assembly Resolution 2758 and WHA Resolution 25.1.并批评民进党当局勾连外部势力炒作台湾参与世界卫生大会问题，故意歪曲并挑战联合国大会第2758号决议和世卫大会第25.1号决议所确立的根本原则。"This is not only an act of political manipulation aimed at seeking 'independence' under the guise of healthcare and challenging China's sovereignty and territorial integrity," Chen said. He added that it also challenges the post-World War II international order, international justice and the prevailing global consensus.陈斌华说：“这不仅是打着卫生健康的幌子谋求‘独立'、挑战中国主权和领土完整的政治操弄行径，同时也是对二战后国际秩序、国际正义以及国际社会普遍共识的挑战。”He warned the DPP authorities that no matter what tactics they employ, they will deceive no one, achieve nothing and are doomed to fail. "Nor can they hold back the historical trend toward China's ultimate and inevitable reunification," he added.他警告民进党当局，无论耍什么花招，都骗不了人、成不了事，终将以失败告终。他补充道，“他们也阻挡不了祖国终将统一、也必将统一的历史大势。”According to Chen, the Chinese mainland has made appropriate arrangements for Taiwan's involvement in global health affairs on the basis of the one-China principle, despite Taiwan not participating in the WHA.据陈斌华介绍，尽管台湾没有参加世界卫生大会，但大陆方面在一个中国原则的基础上，对台湾参与全球卫生事务作出了妥善安排。Over the past year, the central government has approved applications from 18 medical and health experts in the Taiwan region to participate in technical activities of the World Health Organization, or WHO. Under the framework of the International Health Regulations, the Taiwan region can both access WHO notifications on public health emergencies in a timely manner and report relevant information to the organization promptly.过去一年，中央政府已批准台湾地区18名医疗卫生专家参加世界卫生组织技术活动的申请。在《国际卫生条例》框架下，台湾地区既能及时获取世卫组织发布的突发公共卫生事件信息，也能及时向世卫组织通报有关情况。The two sides of the Taiwan Strait also maintain a smooth mechanism for sharing information on infectious disease outbreaks and have held exchanges such as the hospital presidents' forum, Chen said.陈斌华表示，海峡两岸还保持着畅通的传染病疫情信息共享机制，并开展了诸如海峡两岸院长论坛等交流活动。"This fully demonstrates that we take seriously the health and medical concerns of Taiwan compatriots," he added.他补充说：“这充分表明，我们高度重视台湾同胞的健康和医疗关切。”Taiwan attended the WHA as an observer under the name "Chinese Taipei" from 2009 to 2016, based on adherence to the one-China principle and the 1992 Consensus.基于对一个中国原则和“九二共识”的坚持，台湾曾于2009年至2016年以“中华台北”名义、观察员身份参加世界卫生大会。• Adherence /ədˈhɪərəns/坚持，遵循• Underhanded /ˌʌndəˈhændɪd/卑劣的，秘密的，不光彩的• Collude /kəˈluːd/勾结，串通• Guise /ɡaɪz/伪装，幌子• Prevailing /prɪˈveɪlɪŋ/盛行的，普遍的• Compatriot /kəmˈpætriət/同胞

รัฐบาล ‘อนุทิน' เปิดเวทีหารือครั้งใหญ่ ‘ผู้ประกอบการพูด รัฐบาลฟัง' เพื่อรับฟังข้อเสนอโดยตรงจากผู้นำองค์กรธุรกิจไทยและต่างชาติ ครอบคลุมทุกภาคส่วน พร้อมฟังจากวงในกับ จรีพร จารุกรสกุล ประธานคณะกรรมการบริหาร และประธานเจ้าหน้าที่บริหารกลุ่ม บริษัท ดับบลิวเอชเอ คอร์ปอเรชั่น จำกัด (มหาชน) หรือ WHA ‘เอลนีโญ' ปีนี้ยังไม่น่าห่วง เหตุน้ำในเขื่อนช่วยพยุง ชวนจับตา ‘วิกฤตปุ๋ย' เสี่ยงฉุดผลผลิตข้าวไทยหาย 5 ล้านตัน รายละเอียดเป็นอย่างไร

Good afternoon, I'm _____ with today's episode of EZ News. Tai-Ex opening The Tai-Ex opened down 76-points this morning from Friday's close, at 41,095 on turnover of 9.8-billion N-T. The market lost 1.39-per cent on Friday after falling back close to the 41,000 point mark, as U-S President Donald Trump wrapped up his summit in Beijing with China's Xi Jinping. FM in Geneva for WHA sidelines events Foreign Minister Lin Chia-lung will be attending events organized by the government and N-G-O's in Geneva this week to coincide with the upcoming World Health Assembly. The trip means that Lin is Taiwan's first top diplomat to have visited the Swiss city during the annual meeting of the global health body. Lin says he has already attended two events there with Health Minister Shih Chung-liang. Taking to Facebook, the foreign minister said he attended an annual symposium organized by the European Federation of Taiwan Health Alliance and a banquet (宴會) hosted by the health ministers and permanent representatives of allied nations in Geneva. Taiwan's representative office in Geneva, says Lin and Shih also held a press event on Sunday to release a government-produced promotional video calling for Taiwan's inclusion in the W-H-A. Japan variety goods chain 3coins to open 1st shop in Taiwan in August And, Japanese discount variety goods chain, 3 coins, is slated to open its first outlet here in Taiwan in August. The company says its first store will open in an Eslite Spectrum outlet located on Wuchang Street in Taipei's Ximending business district. 3coins' has a pricing strategy in Japan of charging only 300 Japanese yen, or about 60 N-T for most of the products it displays The retailer provides a wide range of products, from kitchenware to cosmetics and beauty goods, and seasonal (季節性的) merchandise. Competing Discount Japanese variety chain, Daiso, opened its first shop in Taiwan in the early 2000s. Ukraine conducts large-scale drone strikes on Russia, killing 4 and wounding a dozen others Ukraine conducts large-scale drone strikes on Russia, killing 4 and wounding a dozen others. AP correspondent Julie Walker reports Canada Confirms Hantavirus in One from Cruise Canada's national health agency confirms that one of four Canadians returning from a cruise ship with a hantavirus outbreak has tested positive. The Public Health Agency of Canada announced the positive test Sunday, following initial reports from the public health officer for the province of British Columbia. The individual, part of a couple in their 70s from the Yukon, is hospitalized in Victoria. The other three travelers are also in isolation. The outbreak on the cruise ship MV Hondius has resulted in three deaths and 10 confirmed cases. The agency states the risk to the general Canadian population remains (保持) low and is working with the World Health Organization on the investigation. Oldest Surviving English Poem Discovered Researchers in Dublin have uncovered the oldest surviving English poem in a Roman library. The poem, "Caedmon's Hymn," was composed in Old English by a Northumbrian worker in the seventh century. It appears within the Latin text "Ecclesiastical (教會的) History of the English People" by the monk known as the Venerable Bede. The discovery highlights the diffusion of the English language centuries earlier than previously believed. The manuscript had a complex history, traveling across Europe and the Atlantic before being found in Rome's public library. The library's digitization (數位化) efforts may lead to more discoveries. That was the I.C.R.T. EZ News, I'm _____. －－－－以下為 SoundOn 動態廣告－－－－ 找工作不再焦慮！ 參加YS鋼鐵人職場體驗計畫，讓你在職場脫穎而出！ 專為18-29歲青年打造的免費職涯資源： 1.職涯導師陪伴精準求職 2.60小時實戰工作坊 3.知名企業3-5天職場體驗 6/14前報名迎戰三大職場試煉，煉就鋼鐵通才：https://sofm.pse.is/93x2eu -- 左岸咖啡館乘載巴黎塞納河左岸的人文底蘊，還有每個人對法式生活的美好嚮往。 走進左岸咖啡館，點一杯深焙濃郁的曼特寧風味咖啡，用極致香醇喚醒法式浪漫的靈魂… 享受一個人的獨白時光☕ 我在左岸咖啡館

Matt Farah witness road rage; the GMC Acadia has a very confusing feature; we're officially racing in the Cleetus McFarland New England 900; someone hacked the ZF 8-speed auto to give it a, uh, clutch pedal? Patreon questions include: Why don't SUVs have sliding doors? Should your turn signal flash to the beat of your music? Why the Terminator is better than the S197 GT500 Which watch maker should build a car? What new cars sound good? Last chance to buy a Mustang GT350R? Stop my used German sedan bad ideas! How do people feel about the Honda CR-Z? Wha should Chevy do with the next Camaro? Why do we get Vinfast but not BYD? Should luxury watch-makers have configurators like car companies? What current Ferrari is worth buying a Luce for? Shoes for road trips Jaguar XKR Is shorter gearing worth it? Recorded May 13, 2026 Road & Track Experiences https://experiences.roadandtrack.com/ Give your ZF 8-speed a third pedal? https://www.turbolamik.us/turbolamik-1/ The New England 900! https://staffordmotorspeedway.com/events/cleetus-mcfarland-new-england-900-4/?srsltid=AfmBOooDgX4PL1Vw-fD2fkOejsARSPj8xQCXpMDZE-wYsbhp5hXp-Ekv   Fitbod Join Fitbod today to get your personalized workout plan. Get 25% off your subscription or try the app FREE for seven days at https://fitbod.me/TIRE   Bluechew Right now, when you buy two months of BlueChew Gold, you get the third for FREE with promo code TIRE.  Visit https://BlueChew.com for more details and important safety information   DeleteMe Get 20% off your DeleteMe plan when you go to https://joindeleteme.com/tire/ and use promo code TIRE at checkout.   Enter to WIN a 2025 Porsche 911 Turbo S! Podcast Link: https://www.dreamgiveaway.com/tickets/porsche?promo=SMOKINGTIRE Get 4X bonus tickets with any donation of $25 or more. With every donation you are helping benefit some wonderful veterans' and children's charities. Use Podcast Promo Code: SMOKINGTIRE   Promo Code Offer: Get 4X bonus tickets with any donation of $25 or more. With every donation you are helping benefit some wonderful veterans' and children's charities.   Want your question answered? To listen to the episode the day it's recorded? Want to watch the live stream, get ad-free podcasts, or exclusive podcasts? Join our Patreon: https://www.patreon.com/thesmokingtirepodcast   Use Off The Record! and ALWAYS fight your tickets! For a 10% discount on your first case go to https://www.offtherecord.com/TST   #cars #comedy #podcast   Instagram: https://www.Instagram.com/thesmokingtire https://www.Instagram.com/therealzackklapman   Click here for the most honest car reviews out there: https://www.youtube.com/thesmokingtire Want your question answered? Want to watch the live stream, get ad-free podcasts, or exclusive podcasts? Join our Patreon: https://www.patreon.com/thesmokingtirepodcast Use Off The Record! and ALWAYS fight your tickets! Enter code TST10 for a 10% discount on your first case on the Off The Record app, or go to http://www.offtherecord.com/TST. Watch our car reviews: https://www.youtube.com/thesmokingtire Tweet at us!https://www.Twitter.com/thesmokingtirehttps://www.Twitter.com/zackklapman Instagram:https://www.Instagram.com/thesmokingtirehttps://www.Instagram.com/therealzackklapman

This week, we look ahead to the key talking points at the 79th World Health Assembly, where the Devex team will be reporting from next week. As the World Health Organization continues to operate on a deficit, and with the U.S. withdrawal from the agency, we dig into what the future holds for WHO and how this shifting financial landscape will reshape the global health architecture. With WHO facing funding constraints, we explore how this financial shortfall could impact the agency's response to the new hantavirus outbreak and its ongoing fight against HIV. During the episode, we also highlight the sessions we are most looking forward to at Devex Impact House, happening on the sidelines of WHA. Secure your spot by registering here: https://pages.devex.com/devex-at-wha-79.html To offer a preview of the 79th WHA, Senior Editor Rumbi Chakamba sits down with reporters Jenny Lei Ravelo and Andrew Green for the latest episode of our weekly podcast series. You can now also request an in-person invite or register for on-demand content for our upcoming Devex Impact House @ London Climate Action Week here: https://pages.devex.com/devex-at-london-climate-action-week.html

China announced on Monday its decision not to approve the Taiwan region's participation in this year's World Health Assembly, and criticized the Democratic Progressive Party authorities' attempt to seek "independence" by soliciting external support.中国于5月11日宣布，决定不同意台湾地区参加今年的世界卫生大会，并批评民进党当局企图通过“挟洋自重”谋求“台独”。Taiwan is reportedly yet to receive any invitation to attend the 79th World Health Assembly, which is scheduled to open in Geneva, Switzerland, on May 18.据报道，台湾方面尚未收到参加定于5月18日在瑞士日内瓦开幕的第79届世界卫生大会的邀请。The decision was made to uphold the one-China principle, as well as the seriousness and authority of relevant United Nations General Assembly and WHA resolutions, Foreign Ministry spokesman Guo Jiakun said at a daily news briefing in Beijing.外交部发言人郭嘉昆在京举行的例行记者会上表示，这一决定是为了维护一个中国原则，以及联合国大会和世界卫生大会相关决议的严肃性和权威性。Without the consent of the central government, the region has no basis, reason or right to participate in the WHA, Guo said.郭嘉昆指出，未经中央政府同意，台湾地区没有任何基础、理由或权利参加世界卫生大会。He stressed that the DPP authorities stubbornly adhere to the separatist stance of "Taiwan independence", which has eroded the political foundation for Taiwan's participation in the WHA.他强调，民进党当局顽固坚持“台独”分裂立场，从根本上破坏了台湾地区参与世界卫生大会的政治基础。He said that the region's participation in international organizations, including activities of the World Health Organization, must be handled in accordance with the one-China principle, which is a fundamental principle affirmed by UNGA Resolution 2758 and WHA Resolution 25.1.郭嘉昆表示，台湾地区参与国际组织活动，包括世界卫生组织的相关活动，必须按照一个中国原则来处理，这是联合国大会第2758号决议和世界卫生大会第25.1号决议所确认的根本原则。There is only one China in the world, and Taiwan is an inalienable part of China's territory, said Guo, adding that the government of the People's Republic of China is the sole legal government representing the whole of China.郭嘉昆重申，世界上只有一个中国，台湾是中国领土不可分割的一部分。他同时强调，中华人民共和国政府是代表全中国的唯一合法政府。He added that any attempt to violate the one-China principle and engage in political manipulation by playing the "Taiwan card" is doomed to fail.他进一步指出，任何企图违背一个中国原则、通过打“台湾牌”进行政治操弄的行径都注定失败。On the same day, Chen Binhua, spokesman for the State Council Taiwan Affairs Office, said Taiwan's exclusion from the WHA was entirely the result of secessionist political manipulation by the DPP authorities, and reflected their failure in trying to "seek independence through health-related issues".同日，国务院台湾事务办公室发言人陈斌华表示，台湾地区被排除在世界卫生大会之外，完全是民进党当局进行谋“独”政治操弄的结果，也标志着其“以疫谋独”图谋的失败。It once again proves that the international community's commitment to the one-China principle is unshakable, he said.他表示，这再次证明，国际社会坚持一个中国原则的格局不可动摇。For eight consecutive years - 2009 to 2016 — the region participated in the WHA as an observer under the name "Chinese Taipei".从2009年到2016年，台湾地区曾连续八年以“中华台北”名义、观察员身份参加世界卫生大会。According to Chen, this special arrangement was based on both sides of the Taiwan Strait adhering to the 1992 Consensus, which embodies the one-China principle.据陈斌华介绍，这一特殊安排是建立在海峡两岸均坚持体现一个中国原则的“九二共识”基础之上的。He noted that the DPP authorities' deceptive and provocative practices will meet firm opposition from compatriots on both sides of the Taiwan Strait, as well as from the international community, and are doomed to fail.他指出，民进党当局的欺骗性、挑衅性行径将遭到海峡两岸同胞及国际社会的坚决反对，注定以失败告终。• Solicit /səˈlɪsɪt/恳求，请求，招揽• Stubbornly /ˈstʌbənli/顽固地，倔强地• Separatist /ˈsepərətɪst/分裂主义的，独立派的• Inalienable /ɪnˈeɪliənəbl/不可分割的，不可剥夺的• Secessionist /sɪˈseʃənɪst/分裂国家的人，主张脱离的

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Call us 631-377-4869! The Chicago Bulls and Billy Donovan are no more! What happened to Michael Reinsdorf and his whole speech? Wha was the point of that? (8:48) How do you set up a 3-team trade? How do you identify a third team? (17:45) Will the Angels trade Jose Soriano? He has been LIGHTS OUT for the Angels this year. (24:35) What goes into projecting a position for a prospect? How did JT Realmuto become an All-Star catcher as a QB and SS prospect? (37:50) Who controls the broadcast decisions for MLB teams now that teams are under the league umbrella? (46:20) Why is blackouts in MLB still a thing in the streaming era? Learn more about your ad choices. Visit podcastchoices.com/adchoices

Call us 631-377-4869! The Chicago Bulls and Billy Donovan are no more! What happened to Michael Reinsdorf and his whole speech? Wha was the point of that? (8:48) How do you set up a 3-team trade? How do you identify a third team? (17:45) Will the Angels trade Jose Soriano? He has been LIGHTS OUT for the Angels this year. (24:35) What goes into projecting a position for a prospect? How did JT Realmuto become an All-Star catcher as a QB and SS prospect? (37:50) Who controls the broadcast decisions for MLB teams now that teams are under the league umbrella? (46:20) Why is blackouts in MLB still a thing in the streaming era? Learn more about your ad choices. Visit podcastchoices.com/adchoices

Adam catches us up with his progress finishing PLEASANT LIFE, getting back into STARSLAM and then talks about life lessons he's trying to refine for himself. Lastly, he talks about his butthole. WHA???

Voilà la sélection du printemps. On a une belle embellie au niveau des productions, ça a commencé à devenir intéressant avec le nouveau riddim de Yaad a Love, le studio de Teflon qui m'impressionne depuis le Addictive Chemical Riddim (BC#218). Quand on a découvert son nouvel album en septembre dernier, c'est déjà ce tune Wha […]

Team USA goes down in the WBC and Jones and Keefe wonder: Wha' happened?

On this morning's Gift Grub, Ian crossed live to the voice of horse-racing, Des Scahill, for 'The 'Some Weather We've Been Havin' Wha?' Handicap Hurdle'. Click play now to hear the full episode!

He is one of only eight players to have scored 700 goals in the NHL. He established an NHL record of seventeen 30-goal seasons. In short, Mike Gartner was born to score goals.Currently the chairman of the Hockey Hall of Fame, Gartner joined Neil and Vic for an in-depth conversation covering numerous topics from learning to become one of the game's great skaters to being traded near the deadline on three different occasions to his admiration of two present day legends.IN THIS EPISODE:[01:08] - Neil welcomes in Mike Gartner to NHL Wraparound's Hall of Fame Edition. Some small talk includes Vic interviewing Mike back in 1984.[02:47] - Neil recalls a first for him when it came time to doing a contract with Mike - an historic deal from the N.Y. Rangers perspective.[06:56] - Neil recalls the short-lived players strike in 1992. With Mike being head of the NHLPA, it did present an awkward situation with the Rangers en route to the Presidents' Trophy with aspirations of a Stanley Cup.[08:26] - Neil shares with Mike that both of them played for the same youth team, albeit at different times.[10:57] - One of the great skaters in the history of the NHL, Mike takes us all the way back to the beginning, where natural ability and power skating school were key elements to defining himself. This served him well not only in the NHL, but in international tournaments as well.[15:53] - Aftercoming up through the junior ranks, Gartner signed with Cincinnati in the WHA and had a pretty renowned teammate in advance of being drafted by Washington in 1979.[17:10] - Mike shares the players who were helpful to him upon his arrival with the Caps in 1979.[18:43] - A few words on Brian Engblom, who was influential on prior Hall of Fame Edition guest, Scott Stevens.[20:24] - Discussing the three deals involving Mike at or around the trade deadline from Washington to Minnesota in 1989, on to New York the next year and from the Rangers to Toronto in 1994 - a deal Neil still regrets having had to make despite the ultimate prize finally coming to the Rangers after 54 years.[23:00] - Further discussion between Mike and Neil on the trade.[24:14] - The brief stop in Minnesota before the trade to New York.[26:40] - The speed becomes legend after Gartner's performance in the 1996 NHL Skills competition, only broken recently by another legend. Mike speaks about the amazing skating of Connor McDavid and where he separates himself from all others.[28:50] - Mike notes how his offensive game might be different in today's NHL.[31:14] - From speed and skating to goalscoring, Mike comments on the greatest ever, Alexander Ovechkin.[34:39] - Mike's career wrapped up in Phoenix with the Coyotes and was a teammate of Keith Tkachuk, who's sons are certainly household names in the NHL.[36:47] - The new role as full chairman of the Hockey Hall of Fame succeeding Lanny McDonald and what Mike hopes to accomplish during his term.[39:02] - Some closing words with Hall of Famer Mike Gartner.[41:47] - Vic and Neil close with some final words.X: https://twitter.com/NHLWraparoundNeil Smith: https://twitter.com/NYCNeilVic Morren: https://www.linkedin.com/in/vic-morren-7038737/NHL Wraparound Instagram: https://www.instagram.com/nhlwraparound/#NHLWraparound #NHLWraparound.com #ShortShifts #NYCentric #CelebritySeries #HallofFameEdition #StanleyCupdate #SummerCoolers #Smith'sPix #NeilSmith #VicMorren #PatrickHoffman #NHL #SummerCoolers #QuickTakes #MikeGartner #HockeyHallofFame #WashingtonCapitals #MinnesotaNorthStars #N.Y.Rangers #TorontoMapleLeafs #PhoenixCoyotes #WesJarvis #GusBadali #RickCurran #NHLPA #TorontoYoungNationals #TorontoRedWings #HapEmms #NiagaraFallsFlyers #BobbyHull #GuyLafleur #CanadaCup #IgorLarionov #SergeiMakarov #VladimirKrutov #MarkMessier #GlennAnderson #WayneGretzky #MarioLemieux #CincinnatiStingers #RayBourque #RyanWalter #RodLangway #BrianEngblom #UlfDahlen #SergeiZubov #DinoCiccarelli #LarryMurphy #BobRouse #JackFerreira #DylanLarkin #ConnorMcDavid #AlexanderOvechkin #AlKoken #KeithTkachuk #BradyTkachuk #OttawaSenators #MatthewTkachuk #FloridaPanthers #ShaneDoan #JeremyRoenick #KrisKing #TeppoNumminen #LannyMcDonald #JeffDenomme #JamieDinsmore #MikeRichter #AdamGraves #JohnVanbiesbrouck #RogerNeilson #ScottyBowman #PierreTurgeon #SteveYzerman #CraigPatrick

Send JD a text message and be heard!Dan Fournier the obscure sports league fanatic came on today to talk about the the original #usfl league 1983-85.  Dan had a great story from the @jeff_pearlman book “Football for a buck” where owner John F. Bassett wrote a letter to NJ Generals owner @realdonaldtrump not happy with his handling of the league going from the spring to fall which led to their demise.  Dan has made over 250 USFL helmets & his USA team helmets that played in the @cfl are in their HOF.  Dan explained how the CFL is unique from the @nfl with three downs, how the teams are lined up each down but not happy with them getting rid of the rouge.   Want to meet @atlanticschooners fans.  Should be the 10th team in the CFL.  #worldhockeyassociation Dan had a great Gerry Cheevers story where he brought his Cleveland Crusaders jersey to get signed.  #worldfootballleague lasted a season and a half too.  He hasn't been to see the @nyrangers @thegarden need to change that.  Dan also worked at @westdalecinema & @tiff_net with great stories about the late #robertduvall & clinteastwood plus Sports Trivia.All sports. One podcast. (even hockey) PODCAST LINK ON ITUNES: http://bit.ly/JDTSPODCAST

This week, we discuss the medicinal and edible uses of the Smilax and Aralia families. These are among the most ubiquitous and confusing of all herbs. Very little research has been done to differentiate between them, but most seem to be used interchangeably to varying extents. Wha that means, is the green briar you keep trying to eradicate in your back yard may be as medicinal and valuable as sarsaparilla, spikenard and ginseng.... and is almost certainly edible and quite good!Also, I am back on Youtube Please subscribe to my channel: @judsoncarroll5902   Judson Carroll - YouTubeTune of the week:Stock Time on guitarI show you how to play Mississippi John Hurt's "Stock Time" on guitar. This is a basic buck dance tune. This genre goes back to at least the 1850s, but is just as enjoyable today. These tunes were made for dancing, so we discuss the importance of playing for dancers. Music dies when people stop dancing to it. Then, I discuss my Larivee guitar.... I consider it to be the absolute perfect guitar. It fits me, it is my other voice... I wouldn't sell it or trade it for an instrument ten times its value. To quote my old friend, Guy Clark, "Stuff that works, stuff that holds up, the kind of stuff you don't hang on the wall, stuff that's real, stuff you feel, the kind of thing you cling to when you fall"... there is no better guitar for me.https://youtu.be/QiPHnYu0c_gEmail: judson@judsoncarroll.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/southern-appalachian-herbs--4697544/supportRead about The Spring Foraging Cookbook: https://southernappalachianherbs.blogspot.com/2024/01/the-spring-foraging-cookbook.htmlAvailable for purchase on Amazon: https://www.amazon.com/dp/B0CRP63R54Medicinal Weeds and Grasses of the American Southeast, an Herbalist's Guidehttps://southernappalachianherbs.blogspot.com/2023/05/medicinal-weeds-and-grasses-of-american.htmlAvailable in paperback on Amazon:https://www.amazon.com/dp/B0C47LHTTHandConfirmation, an Autobiography of Faithhttps://southernappalachianherbs.blogspot.com/2023/05/confirmation-autobiography-of-faith.htmlAvailable in paperback on Amazon:https://www.amazon.com/dp/B0C47Q1JNKVisit my Substack and sign up for my free newsletter:https://judsoncarroll.substack.com/Read about my new other books:Medicinal Ferns and Fern Allies, an Herbalist's Guide https://southernappalachianherbs.blogspot.com/2022/11/medicinal-ferns-and-fern-allies.htmlAvailable for purchase on Amazon: https://www.amazon.com/dp/B0BMSZSJPSThe Omnivore's Guide to Home Cooking for Preppers, Homesteaders, Permaculture People and Everyone Else: https://southernappalachianherbs.blogspot.com/2022/10/the-omnivores-guide-to-home-cooking-for.htmlAvailable for purchase on Amazon: https://www.amazon.com/dp/B0BGKX37Q2Medicinal Shrubs and Woody Vines of The American Southeast an Herbalist's Guidehttps://southernappalachianherbs.blogspot.com/2022/06/medicinal-shrubs-and-woody-vines-of.htmlAvailable for purchase on Amazon https://www.amazon.com/dp/B0B2T4Y5L6andGrowing Your Survival Herb Garden for Preppers, Homesteaders and Everyone Elsehttps://southernappalachianherbs.blogspot.com/2022/04/growing-your-survival-herb-garden-for.htmlhttps://www.amazon.com/dp/B09X4LYV9RThe Encyclopedia of Medicinal Bitter Herbs: https://southernappalachianherbs.blogspot.com/2022/03/the-encyclopedia-of-bitter-medicina.htmlAvailable for purchase on Amazon: https://www.amazon.com/dp/B0B5MYJ35RandChristian Medicine, History and Practice: https://southernappalachianherbs.blogspot.com/2022/01/christian-herbal-medicine-history-and.htmlAvailable for purchase on Amazon: www.amazon.com/dp/B09P7RNCTBHerbal Medicine for Preppers, Homesteaders and Permaculture People: https://southernappalachianherbs.blogspot.com/2021/10/herbal-medicine-for-preppers.htmlAlso available on Amazon: www.amazon.com/dp/B09HMWXL25Podcast:  https://www.spreaker.com/show/southern-appalachian-herbsBlog: https://southernappalachianherbs.blogspot.com/Free Video Lessons: Herbal Medicine 101 - YouTube https://www.youtube.com/playlist?list=PL7QS6b0lQqEclaO9AB-kOkkvlHr4tqAbs

We feel the tension in relationships when big things like jobs and scholarships are on the line. Wha...

This week we start off with the time Laura Kightlinger was on Stephanie Miller and Stuttering John actually thought he had a chance. John is cracking himself up even more than usual. Laura actually tells John she used to have a crush on him and it's the worst thing she could have done.  Bert Kreischer talks about the Zman on Fly on the Wall (allegedly). Jim Norton and Anthony Cumia talk about the StutJo lolsuit (briefly). Whitney Cummings can't even get support from her friends after blasting Miss Rachel and becoming completely unhinged on social media. Opie brought Ron as his plus one to the Jim Jeffries stand up show and the highlight of their date was eating at the diner, sharing fries, and getting recognized by a super fan. Stuttering John was acting real tough when he challenged Rocco to a boxing match. Now that the challenge has been accepted and the match is a reality, John is finding any reason he can to back out. Wha happa? Megan and Annie join us for a round of “Is It Gay?” and “Burr or Opie.” The ladies read recent reviews and comments and we finish up with your voicemails.  Watch the episode here: https://youtube.com/live/mIHR5D2bcag Andy's podcast: https://allapologiespodcast.com/ Support us, get bonus episodes, and watch live every Saturday and Wednesday: ⁠http://bit.ly/watp-patreon⁠ ⁠https://watp.supercast.tech/⁠ Come to Hackamania! April 10-12 in Las Vegas, use promo code WATP for 10% off – https://hackamania.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Mark Howe, the son of hockey legend Gordie Howe, became a dominant force on the blueline in both the WHA and the NHL! Howe developed into of the greatest two-way defensemen in NHL history, and was named an NHL All Star six times and was the runner up for the James Norris Trophy as the NHL's best defenceman three times - he is also the correct answer to a hockey trivia question - who was the youngest player to play in an Olympic Games men's hockey game, and how old was he when this happened?? - listen to find out!See omnystudio.com/listener for privacy information.

Join us for a discussion with Adam Gregg, CEO of the Iowa Bankers Association as we explore the positive impacts brought about by the Trump Administration and how those policies are impacting bankers. Adam also unpacks the areas he believes will most influence bank leaders as they look ahead to 2026.Send us a textPresented by Remedy ConsultingFor more information on BankTalk:BankTalk WebsiteSubscribe to BankTalk NewsRemedy Consulting WebsiteRemedy LinkedInTo speak on the BankTalk Podcast, please email us.

Bernie Parent and Jay Snyder join Neil and Vic to celebrate the 50th anniversary of the Philadelphia Flyers' back-to-back Stanley Cup Championships in 1974 and 1975. From Ed Snyder's vision after being brutalized by the Blues to Fred Shero's revolutionary coaching, this is the story of how the Broad Street Bullies became the first expansion team to win the Cup. Hear Bernie describe learning from Jacques Plante, the Terror Squad's impact, Bobby Clarke's leadership, and beating Bobby Orr's Bruins 1-0 in the ultimate Game 6. Jay shares his father's passion, Kate Smith singing live, and why Bernie's 1976 injury cost them a three-peat. This is Flyers hockey at its finest.IN THIS EPISODE:[00:00] - Welcome: Special Edition reliving Cup on Broad Street 50 years later[01:00] - Jay Snyder (Ed Snyder's son, former Flyers president) and Bernie Parent join[02:00] - Bernie: "50 years ago we won, I'm only 55" - where does time go?[03:00] - 1967 expansion: Flyers finished first but Blues pushed them around in playoffs[04:00] - Ed Snyder's decision: "I'm not letting one of my teams get pushed around again"[05:00] - Noel Picard coldcocking Claude Laforge: seminal moment requiring change[06:00] - Ed Snyder building winning culture with right people: Keith Allen, Fred Shero[07:00] - Bobby Clarke drafted 1969: smallish player, diabetic, questions about holding up[08:00] - Fred Shero hired 1971-72, growing pains but building towards something[09:00] - Gary Dornhoefer goal 1973 quarterfinals: immortalized in bronze[10:00] - Bernie traded to Toronto: learning from Jacques Plante about reading plays[11:00] - WHA stint with Blazers: "if it doesn't work, I'll come back to NHL"[12:00] - Returning to Philly 1973-74: whole team ready, whole city ready[13:00] - Goaltender living in moment philosophy: goal goes in, move on immediately[14:00] - Reading defensemen: left-hand shooter vs right-hand, studying positioning[15:00] - Team construction: Terror Squad (Schultz, Kelly, Dupont, Van Impe) with skill[16:00] - Broad Street Bullies coined 1972-73 by Jack Chevalier, Philadelphia Bulletin[17:00] - Jay on Bernie returning: "this is the piece we're missing, a lot of excitement"[18:00] - Ed Snyder philosophy: build team from goal out, back end first[19:00] - 50 wins, 112 points regular season: longest losing streak only three games[20:00] - Nationally televised Montreal game February: Dave Schultz one-punch knockout John Van Boxmeer[21:00] - Bench-clearing brawl: team vilified but best draw in league[22:00] - Bernie on Ed Snyder: "great ownership, great individual, loved him dearly"[23:00] - Successful people surround themselves with right people: Keith Allen, Fred Shero, players[24:00] - Jay witnessing Bernie's physical strength: arms black and blue from 70+ games[25:00] - Bernie: old days more about studying game than protecting yourself[26:00] - Playoffs: sweep Atlanta Flames, then Rangers seven games - adversity[27:00] - First expansion team knocking out Original Six team[28:00] - Dave Schultz-Dale Rolfe Game 7 fight: Rangers didn't jump in, heart taken out[29:00] - Third man rule in effect: Rolfe told teammates not to jump in[30:00] - Neil's Ranger friend: "disgraceful to Rangers, not Flyers" - lived on 20 years[31:00] - Barry Ashby career-ending eye injury Game 4 OT from Dale Rolfe shot[32:00] - Team getting closer: "somebody has to pay price" - team rules[33:00] - Fred Shero bulletin board material: saying Rangers tougher than Bruins[34:00] - Bernie: Freddy was my driver to airport, Columbus joke after California trip[35:00] - Strategy against Bobby Orr: cover him without puck, dump puck his side[36:00] - Bernie searching for weakness 12 hours: "couldn't find one, just...

Today's episode: Evgeni Malkin's returning at wing? Wha? Hear award-winning columnist Dejan Kovacevic's three Daily Shot podcasts -- one each on Steelers, Penguins, Pirates -- every weekday morning, plus the DOUBLE SHOT shows that follows up at 4:00 p.m. Eastern! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Today's episode: Evgeni Malkin's returning at wing? Wha? Hear award-winning columnist Dejan Kovacevic's three Daily Shot podcasts -- one each on Steelers, Penguins, Pirates -- every weekday morning, plus the DOUBLE SHOT shows that follows up at 4:00 p.m. Eastern! Learn more about your ad choices. Visit megaphone.fm/adchoices

Patriots end regular season with win over MIA/Will Face Chargers in WC Rd. // TE Hunter Henry joins the show/Drake Maye and the MVP race // Takeaways from Mike Vrabel's interview with the Greg Hill Show // LB Christian Elliss joins the show/Mike Vrabel Coach of the Year? // Wha' Happened?: Week 18 // The Denver Broncos and the scariest teams in the AFC // Black Monday in the NFL/Outcome aside, was this Patriots season a success? // Drake Maye or Matthew Stafford: Who's the MVP? // NFL playoff coverage and streaming services // More the Pats win over the Dolphins and the Patriots' turnaround // Grab Bag // Clip Du Jour/Crossover with WEEI Afternoons //

Wha' happened: End of season edition

LB Christian Elliss joins the show/Mike Vrabel Coach of the Year? // Wha' Happened?: Week 18 // The Denver Broncos and the scariest teams in the AFC //

What does yesterday's loss mean for the Patriots going forward? // Wha' Happened?: Week 15 // The Best of Jones & Keefe 2025: Hunter Henry Surprise Questions //

Jones and Keefe were not ready for the Pats to blow that game against the Bills. Hunter Henry joins the show and talks about how they move forward from here // What does yesterday's loss mean for the Patriots going forward? // Wha' Happened?: Week 15 // The Best of Jones & Keefe 2025: Hunter Henry Surprise Questions // Patriots LB Christian Elliss joins the show // Silver linings from yesterday's Patriots loss // The Best of Jones & Keefe 2025: Brags of the Year // Can the Patriots still secure the #1 seed? // Grab Bag // Clip du Jour/Crossover with WEEI Afternoon //

Wha' Happened: NFL Week 15

Red Sox expectations at this week's MLB Winter Meetings // Wha' Happened?: Week 14/TE Hunter Henry joins the show // Wha' Happened?(conclusion)/LB Christian Elliss joins the show //

Jones and Keefe are ready for the AFC East showdown this Sunday in hopes of a Hat and T-shirt celebration. They are also ready to declare the Chiefs dynasty over // Red Sox expectations at this week's MLB Winter Meetings // Wha' Happened?: Week 14/TE Hunter Henry joins the show // Wha' Happened?(conclusion)/LB Christian Elliss joins the show // More on Sunday's Patriots matchup against the Bills // Drake Maye's position in the MVP discussion // How does the Patriots rookie class stack up? // What else should be on the Red Sox offseason agenda? // Grab Bag // Clip du Jour/Crossover with WEEI Afternoon //

Wha' happened in the NFL Week 13?

Wha' Happened: Week 12 in the NFL

Can you count on the Patriots' defense? // Wha' Happened?: Week 12/LB Christian Elliss joins the show // The conclusion of Wha' Happened?: Week 12 //

Jones and Keefe are ready for another Patriots Monday // Pats make it nine in a row and first team to ten wins, but they lost a lot of guys // Hunter Henry joins // Can you count on the Patriots' defense? // Wha' Happened?: Week 12/LB Christian Elliss joins the show // The conclusion of Wha' Happened?: Week 12 // Has yesterday's win changed your opinion on the Patriots? // More on the Patriots' red zone struggles // Grading the Patriots' defensive performance in yesterday's win // More the play of the Pats defense/Hunter Henry's performance yesterday // Grab Bag // Clip du Jour/Crossover with WEEI Afternoon //

Does Bill Belichick have a future in the NFL? // Wha' Happened?: Week 11/Patriots TE Hunter Henry joins the show // Are the Celtics heating up after a win over the Clippers? //

Jones and Keefe were not that impressed with the level of play this weekend and believe the Pats can hang with everyone in the league // How big of a loss is Milton Williams and are the Bruins back? // Does Bill Belichick have a future in the NFL? // Wha' Happened?: Week 11/Patriots TE Hunter Henry joins the show // Are the Celtics heating up after a win over the Clippers? // The Patriots remaining schedule // How can the Patriots fill the void left by the Milt Williams injury? // Takeaways from Mike Vrabel's interview on the Greg Hill Show // More on the chances of Bill Belichick returning to the NFL // Grab Bag // Clip du Jour/Crossover with WEEI Afternoon //

Wha' Happened in the NFL over the weekend?

How far will the Pats go? // Hunter Henry joins to discuss closing out close games after Falcons win // Pats' Safety Craig Woodson joins, talks adjusting to new team, new teammates and Patriots football // CLAPGATE! // Wha' Happened? // Picking the replacements // Any reasons for concern over the Pats? // Exploring the Maye/Vrabel relationship // Pop's coming out party // Game breakdown and more on the Pats // GRAB BAG // Clip du jour/WEEI Afternoons crossover //