Podcasts about kpi

In this podcast episode, Dr. Jonathan H. Westover talks with Dennis S. Holland about the Net Connected Score, a new KPI for workplace culture. As CEO, Dennis is leading Quantum Connections into a new era of innovation, expansion, and transformation. Leveraging the organization's 40-year history of clinical innovations and philanthropic successes, he is charting an exciting path of sustainable growth through the delivery of transformative relational competency programs to new markets including corporations and nonprofits as well as educational, government, and faith-based institutions around the world. Dennis' reputation for changing brand discussions from challenge to opportunity is met with his consistent success at driving remarkable market growth and thought leadership outcomes for numerous companies on a global scale. Examples include leading a large military-focused financial services turnaround that yielded a 45% increase in target market favorability within one year of launch; supporting a 10x growth in market cap for FIS (NYSE: FIS) through effective brand integration and product positioning for numerous acquisitions; and serving as an expert marketing resource for The Kellogg Companies, ATT, Worldpay, EDS, and other global brands. Dennis is the father of two beautiful, grown children. He's an avid traveler with a goal of visiting every continent, an amateur photographer, and a diehard gym-goer, trail-walker, and beach fanatic. And as a member of the Knights of Columbus with his local church, he spends as much time as possible serving his community. Check out all of the podcasts in the HCI Podcast Network!

In this Topical Tuesday episode, I spoke with Sam Morris who is the CEO of Sunset Capital. He has over twenty years' experience in various aspects of real estate and has led acquisition and disposition teams on over $550MM in multifamily transactions. Be sure to tune in if you're interested in learning about: Importance of maintaining consistent KPI tracking and weekly asset management to prevent issues from escalating. Key advice for emerging sponsors to grow and scale. Insight into why Texas remains a thriving market and why the outlook is bright. Tips for investors on leveraging broker relationships to identify and acquire distressed assets. To your success, Tyler Lyons Resources mentioned in the episode: Sam Morris Website Interested in learning how to take your capital raising game to the next level? Meet us at Capital Raiser's Edge. Learn more here: https://raisingcapital.com/cre

Drew Norton is reshaping the way business owners and professionals think about sales—positioning it not as a high-pressure transaction, but as a noble form of leadership and meaningful communication. With over a decade of experience leading diverse sales teams, Drew's journey from discomfort around the "sales" label to becoming a confident, values-driven coach illustrates his belief that sales is ultimately about helping people make empowered decisions. His coaching approach blends strategy with empathy, showing how sales skills can transform not only businesses but personal relationships and self-confidence. Through his work with small-to-medium business owners, Drew helps clients uncover limiting beliefs around selling, replacing outdated tactics with ethical, customer-centered techniques. His signature offering, the Sales Archetype Questionnaire, enables individuals to discover their unique selling style, while his broader philosophy encourages a balance between work, fulfillment, and personal well-being. Drew's leadership platform, The Everyday Leader, is a space for growth-minded professionals to explore leadership principles that go far beyond profit margins—emphasizing personal development, clarity, and lasting influence. If you want to connect with Drew and get some help: Book an Intro CallDrew's resources: How to combine the power of numbers (KPI) and people in businessLearn more: www.theeverydayleader.co We're happy you're here! Like the pod?Visit our website!For the accessible version of the podcast, go to our Ziotag gallery.

#98.Fred Castellucci, CEO of Castellucci Hospitality Group, joins Josh on The meez Podcast to share the extraordinary journey from his family's modest beginnings to building one of the most celebrated restaurant groups in Atlanta.In this episode, Fred opens up about growing up in his father's restaurant, the devastating loss that led his family to start over in Georgia, and how those early challenges shaped his approach to leadership and hospitality. He shares lessons from turning around failing locations, building unique concepts like Iberian Pig and Mujo, and creating lasting impact in local dining scenes one guest at a time.Josh dives into the world of restaurant entrepreneurship as Fred reveals how a delicate balance of passion, innovation, and family dynamics became the foundation of his success. He discusses how Japanese cultural influences transformed his culinary perspective, why guest satisfaction is the company's most important KPI, and how creating memorable experiences is key to customer loyalty.Fred also offers candid insight into the complexities of scaling operations without losing quality or identity. He shares practical strategies for leading through uncertainty—especially during the pandemic—and explains why decisive action, structured creativity, and honest feedback loops are essential to long-term growth.Links and resources

In this episode, Shawn sits down with John Bisack, an experienced operational strategist and advisor who specializes in helping private equity-backed companies navigate the critical post-acquisition phase. With a background in transforming businesses for profitability, growth, and long-term scalability, John brings deep insights into what it really takes to deliver on the promises of a private equity deal—beyond the closing table. Disclaimer: The content in this episode is for informational purposes only and does not constitute financial, investment, or legal advice. Always consult with qualified professionals before making business decisions.

We're diving into a topic that separates struggling practices from high-performing ones—your front desk metrics. Dana and Sandy break down the most important KPIs your admin team should be tracking daily, weekly, and monthly. Spoiler alert: if you're not measuring it, you can't manage it! Whether you're brand new to tracking stats or need a refresh to re-energize your team, this episode gives you simple, actionable ways to bring structure and accountability to your schedule, collections, and patient flow. You'll learn how to: ✅ Track leading and lagging indicators ✅ Set realistic goals that don't overwhelm your team ✅ Empower employees to “own” their numbers ✅ Reduce cancellations and no-shows ✅ Create a consistent system for growth—without expensive software

Smart Money Moves for Therapists in a Shaky EconomyFeeling nervous about the economy? You're not alone—and you're not powerless. In this episode, Julie Herres welcomes financial planner David Frank back to the show for a calming and practical conversation about what therapists can do when things feel financially unstable.You'll learn why panic doesn't serve your practice—and what to do instead. Whether you're watching the market dip, worried about Medicare or Medicaid cuts, or just feeling the pressure of team payroll, this episode is packed with tools and reassurance.Why listen:Understand what market volatility really means.Learn how to protect your business from revenue concentration risks.Get proactive steps to ease anxiety and make grounded decisions.Show Highlights:01:45 – Why anxiety is rising and what's really happening in the market03:00 – Zooming out: what history tells us about bear markets and recovery05:00 – Julie's “set it and forget it” investing strategy08:00 – Dollar-cost averaging explained—and why it works09:30 – How to think like a CEO if you rely on Medicaid/Medicare10:40 – Revenue concentration risk: what it is, and why it matters11:30 – Using “fear-setting” to prepare without panicking14:00 – The value of securing a line of credit before you need it20:00 – The difference between tracking for action vs. emotional reassurance22:00 – How missing a few big days in the market can hurt long-term returns23:00 – Julie's closing reminderClosing Thought: “If you're feeling unsure, that's okay. You don't have to hustle harder, but you can plan smarter. You've got this—and I'm cheering you on.”Links and ResourcesTurning Point HQ – David Frank's Financial Planning Services https://turningpointhq.com/Money for Therapists Practice Startup - https://www.greenoakaccounting.com/startupGreenOak Accounting - www.GreenOakAccounting.comTherapy For Your Money Podcast - www.TherapyForYourMoney.comProfit First for Therapists - www.ProfitFirstForTherapists.comProfit First Academy - www.ProfitFirstForTherapists.com/Academy Podcast Production and Show Notes by Course Creation StudioGet our free KPI tracker to see how you practice measures up to others in the industry! www.therapyforyourmoney.com/kpi

Lifeguard buddies turned blue-collar founders Jason & Jeremy Julio reconnect with longtime friend John Majeski—once a Manhattan finance analyst, now the force behind four thriving SERVPRO franchises across New Jersey. John breaks down the gritty first three-year slog, the culture playbook that powers his team, and the BHAG that keeps everyone rowing: “Be the #1 SERVPRO in the Northeast by 2034. You'll hear: Career 180° – ditching Wall Street for sewage back-flows and never once looking back.Buying, Not Building – why acquiring an eight-month-old franchise beat starting from scratch.The ‘World's Strongest Man' Analogy – John's trick for pushing past those brutal year-one cash-flow dips.Decentralized Command – Jocko Willink–inspired leadership that lets techs solve problems in real time.KPIs That Matter – estimate-conversion, labor spend, and the charity challenges that magnetize talent.Road to #1 – four territories in Monmouth, Bergen & Hudson Counties—and the expansion filter he uses before every new deal. Stick around for Dylan's quick CTA to Paul Giannamore's Private-Equity Masterclass playlist—before you sprint, paddle, or pedal to your own big, hairy, audacious goal. From PE Teachers to Pest Control Owners: The Julio Twins Share Their POTOMAC Experience https://youtu.be/HAx9noqsqTo https://www.linkedin.com/in/paulgiannamore www.potomaccompany.com https://bluecollartwins.com Produced by: www.verbell.ltd Timestamps (podcast.co-ready) 00:00 – Cold-open: John on culture (“You've got a culture whether you admit it or not.”) 00:35 – The Blue-Collar Twins' welcome their “lifeguard brother” to the Buzz 01:40 – 28-year friendship recap: beach stands to boardrooms 02:30 – Finance burnout & the call to entrepreneurship 04:00 – Picking SERVPRO over Rainbow & PuroClean: brand power wins 06:00 – Mentor Larry Levy's push: “Quit, build something of your own” 08:00 – Year-one reality check: 7-day weeks, $1.5 k left in the bank 11:00 – Acquiring an eight-month-old franchise (father bails sons out) 12:00 – Fire, water, mold 101—explaining restoration to homeowners 14:00 – Delegation pains and the first full-time hires 15:30 – Sandy & other storms: moments that forced scale-ups 16:10 – Learning on the fly: history major → KPI geek 18:30 – Athletics → entrepreneurship: training, planning, grit 21:00 – Community marketing: beach clean-ups, charity paddles, Eli Manning match 22:45 – Extreme-challenge rundown: 17-mile paddle, 216-mile bike, next 100-mile ultra 27:00 – Four-franchise footprint; city-versus-suburb logistics 29:30 – Building culture: decentralized command & trust lattices 33:40 – BHAG revealed: #1 SERVPRO Northeast by 2034 38:00 – Exit philosophy: build it right and every option stays open 39:00 – Most fulfilling metric: techs who go from basement to first home 40:30 – Core KPIs: estimate conversion & labor as % of sales 41:40 – Wrap-up, Paul's Masterclass CTA & closing credits

Kiera and Tiff share highlights from the Dental A-Team Summit — the best one yet! They touch on communication, the life cycle of a business, keeping teams energized, and more. Mark your calendars for the Dental A-Team Summit 2026! 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 ⁓ gosh, today's a great day. I have the one and only Spiffy Tiffy on the podcast. I feel like we're going back to like OG status here, Tiff. Like it's been a while. Welcome to the podcast. How are you?   Tiffanie (00:14) I'm good. Thank you. Luckily, Shelbi snuck a time in here for us. I mean, gosh, we've got a birthday podcast. We've got this coming up. Like we've got all kinds of stuff in the works, but I'll see you in a gear in a year. Right? That's all we get.   Kiera Dent (00:26) I know, right? See ya! See you next   May. I'll see ya. No, I love it because honestly, you and I host, we podcast, you take a lot with the consultants and so ⁓ I selfishly put you in on my day of podcasting because I miss, I miss our OG days. I miss ⁓ us hanging out. I mean, I did take us on a hike and podcast. Like that was really going back in style. Supposedly the video works. If you guys saw it, give us a thumbs up. ⁓   We were both very awkwardly uncomfortable sitting up there, but it was awesome. And the things like this, got sunburned. So that was funny when we were up there, all the pieces, but it was a good time. And I felt like this back to our original roots, Tiff. Sometimes I think we need to remember where we came from and how we got here. So, I mean, I was just talking to Shelbi and Kristy and told them about our Venmo days and how you stayed with me through all these years. If you don't know the Venmo story,   Tiffanie (00:57) There were so many courts.   I agree.   Here I am.   Kiera Dent (01:22) When Tip first started, I paid her via Venmo and Venmo has maxes if you didn't know that. Tip was a 10.99, so I paid her via Venmo. I would not recommend this. And why Tiffanie stayed with me, I don't know because the Venmo would max and I'd have to text her and be like, hey, so it's maxed out. Give me like two days. It wasn't that I didn't have money. It's just that Venmo would max. So Tip, I don't know. Like how did you feel like that wasn't a shady business? That's question number one and then we'll get into our real topic today.   Tiffanie (01:31) Thank you.   have no idea. Honestly, I don't have an answer for that. I truly just don't. I just trusted and I mean, by early on, it was like the first two months of working together and you didn't have employees yet. So I guess in the back of my mind, I was like, we're just creating the systems, like we're figuring it out. And worst case scenario, like I always, I always have a backup plan and I was still in my office. So it was like, that's fine. We're figuring this out. We're going to see how it works. And here we are almost eight years later.   Kiera Dent (01:51) Ha   you   You are.   It's incredible. Nope. Definitely not Venmo. And it was funny because I was thinking back to like startup businesses and I did a podcast with someone else and we were talking about like, I think you forget when you like go to open your second location or your third of like, ⁓ yeah. Like we had to scrap it that hard when we first started. So Tiff, thanks for, thanks for being an OG, which stands for original gangster, not oldie, but goodie, but it's okay. If you want to do Kiera's style, I had to ask Tiff.   Tiffanie (02:18) Not Venmo-ing.   Kiera Dent (02:44) a things in my life. had to educate me on a few and that was one of them. was like, Tiff, does OG stand for? And here we are. So, Tiff, I figured with you and I on the podcast today, I thought it'd be really fun. You and I just in person did our fifth summit. Can you believe five summits? Like Tiff.   Tiffanie (02:49) Luckily I'm all filtered.   No, when we had,   actually saw it on social media, on our social media. It said like, our fifth summit is coming. And I was like, oh my gosh, is that true? Like, you sent the postage on our Instagram and that's how I knew. So no, I can't believe that it was our fifth summit. It blew my mind when I saw that.   Kiera Dent (03:09) you   Yeah, it was well and there was a point in time where I debated if I wanted to keep doing summits. And the only reason that I actually went through is because we started the summits. Our first one was in 2021. And I knew I would be able to remember how many we had done because 2021 is one, two is two, and I was like, we got to keep this up. Otherwise, I'm going to really get off count. So that's why I know it's the fifth because it's 2025.   ⁓ But I think honestly, Tiff, you and I, I wanted to give some highlights. If you missed it, you missed out and you should definitely mark your calendars for next year. I will say with wild confidence and Tiff, I think you would agree of all the summits that we have put on, ⁓ this was by far, think our best production that we've ever done. I think it was our best content. I think it was our best flow. And like the feedback that we got from this summit was off the charts, like shocking how good it was. That's my opinion. Next year, it's April 24th. So if you missed us,   Tiffanie (03:45) piece.   Kiera Dent (04:14) this year, mark your calendars right now, block it out. It is a Friday. We do it for a half a day. It is CE. So you're definitely going to want to block April 24th, 2026. That's coming to you guys. But Tiff, I felt it was our best and I've got some ideas and we want to give some recaps, but what were kind of your takes on the summit this year?   Tiffanie (04:30) Yeah, I think we just got it dialed in. We take feedback every time we do anything. Every time we consult a practice one-on-one, every time we group consult practices, webinars, like anything we do. So Summit, there's always been feedback requests. And I think we've done really well narrowing it down and figuring out what the biggest requests were. I think one of the major things that played to our advantage was really getting a ton of information in a short amount of time. I think,   crammed as much in, what do we do? Like four and a half hours as we have done in a day and a half. And we did really, really well. The presentation was clean. It was crisp. had a ton of engagement and honestly, we're still getting people scheduling the calls right now. ⁓ Today you've even done some during your podcasting day. I know just to make sure that everybody's gotten the resources that we had available. And I just think it was jam packed with a ton of information and   Kiera Dent (05:02) Yeah, four and a half.   Yeah. ⁓   Tiffanie (05:28) It stacks really, really well with the consulting that we do for our one-on-one clients and for our group consulting. It just honestly played right into how all of the consultants operate with all of our clients. So it was fantastic. I agree.   Kiera Dent (05:42) Yeah, I thought it and I agree with you. think it was, ⁓ I think we really dug into this extraordinary and something Tiff, you and I, this was Tiff's vision. So Kiera's vision was summit, Tiff's vision were these in-person like doctor, leadership, masterminds. And you have been pushing me for probably what? Like four five years to do this. Like it has been, we're at five years then. It's been a solid push. I remember the day this came about, I think you do too. were, ⁓   Tiffanie (05:59) Bye as long as we've been doing summit.   Kiera Dent (06:08) definitely team was on a budget back in the day. And I still think to this day, even not on a budget tip and I would still do this. We're sharing a hotel room and we were sitting there chatting late at night. And I remember Tiff, you're like, Kiera, I have this vision of these in-person events where we get all our doctors together and we do like life and we do business. And I was like, I see it. And then you're like, and I also think we should have a coffee shop. Like it was like both mixed into one. I think the coffee shop also threw me cause I'm like, how are we going to do all that?   Tiffanie (06:29) I'm   you   Kiera Dent (06:37) But we literally came to it, by the way, just highlighting, you're in the blue shirt, I'm in the pink shirt today. How perfect is that? If you guys don't know, this is another vision. Tiff and I aren't going to be 90, 90 plus year old grannies. We have the same birthday. I'm gonna be cotton candy pink, Tiff's gonna be cotton candy blue. So whenever we show up this way, it always makes me giggle just how in sync we always are. But back to our vision of these in-person that Tiff had, I think it played into our summit of we're really getting intentional of like,   Tiffanie (06:56) You can have steak.   Kiera Dent (07:06) life on purpose and business on purpose. And so this year's theme was ⁓ unlocking, gosh, was unlocking extraordinary leadership and profitability. And what we wanted to do is I get really annoyed as a CEO when I do CE and it just is coming to me as the owner to then take it back and rally TIF. And honestly, when I've tried to come back and rally the whole team, I just noticed there was this disconnect. And I think as a company, we've always had this vision of like, it's dental, it's doctors and team. Like, look at our name.   Dental A Team doctors and team, like it really flies together. And so being able to bring teams together and doctors together in your office, in your space, but teach you life skills and dental skills. And Tiff, know like when you go to offices, people tell you all the time, like how grateful they are. You teach them life through dentistry. Like walk me through why you do that, how you do it. I know it's just like who you are as your DNA, but I think that's why you have so much passion for what we do.   Tiffanie (08:00) Yeah, thank you. I appreciate that. I truly believe that ⁓ if I can create passion in someone for what they do for a living, that they'll stay lifelong. think that, I don't know. I don't know, Kara. I think, like you said, it's just naturally ingrained in me. It's just who I am. I take a lot of...   what I learn personally, and I duplicate that and I kind of like copy and paste it onto who I am as a as a team member and as an employee because I don't believe I hate the term work life balance. ⁓ I have like a Jars and crazy because I live one life I have one life and I have different spaces of life for sure. But if I 100 % show up differently in every space of life, I'm going to feel like I'm running ragged. So if I can look at   Kiera Dent (08:31) Ha ha!   Mm-hmm.   Tiffanie (08:48) relationships as just relationships. And then there's the stack of like, intimate versus friendship, like for sure, there's that deviation. But if I can treat every relationship with the same basics, and communication with the same basics, then I'm not confusing myself. I'm not trying to be something I'm not, and I'm not working harder. You know, I love easy, you know, I love   nothing more than defined efficiencies. And like, that's a major efficiency in my life is really being able to stack a belief that I have and then copy and paste it into work. So the way that I communicate with you is the same way that I communicate with my boyfriend, Aaron, or my son Brody. It just, I'm using different words ⁓ to get a different, to get a point across. So when I go into practices and I work with teams and I work with doctors, that's the kind of stuff that I leave them.   So when I'm speaking about how we can communicate, I'm also mixing in how those communication tools not only have helped our company and UNI's communication tenfold, but also   how it helps me and my personal relationships at home. So I constantly, I think if you polled all of my offices, I don't think there's anyone out there who doesn't know who Brody is. He secretly probably hates that. He gets hellos, gets birthday cards, all these things. But I utilize him as such an example for how we can show up for our families and for our kids using the same tools. And so when I walk away and teams are saying that, they're saying, my gosh, Tiff, like.   Kiera Dent (10:00) Mm.   Mm-hmm.   Tiffanie (10:17) I went home and I talked to my husband last night and I had the first real conversation that I've been able to have with him in forever because I listened, because I used the tools that you told me to use on patients. So the way that you're listening to a patient, the way that you're putting your ego aside and allowing your patient to be the most important.   person in the room, sometimes we have to put that aside and allow our spouse to be the most important person in the room for the time being and have a conversation instead of having a telling where we kind of just sit and we just talk at each other. We're not actually listening. We're not actively engaged and jumping to the assumptions, all those pieces. So I think that's how I do it. And then I want like mass scale of that because I can only hit so many, so many people one-on-one.   And I think that's something that you and I have envisioned for the company for a really long time. We know that there's a limit of how many teams and how many doctors each consultant can affect. So being able to take these pieces and these skills and these developments that do smash life and work together on a mass scale like summit or these in-person events that we're doing now for our doctors and our leaders was really something that I think spoke to both of us to be able to just   get the message out, get things changed on a mass scale.   Kiera Dent (11:32) Totally. And I think that that just ties right into our vision of Dental A Team is to positively impact the world of dentistry in the greatest way possible. And we do that through expert consulting for dentists and teams. And you're right. Like it's funny, we always run into these zones of like, we've hit the ceiling, we've hit the ceiling of where we are. So how do we like turn and pivot and give more? Because as you were saying that I might actually think that that's the secret sauce to Dental A Team. I think we focus on life and business. We focus on you as a human and we do it through dentistry and like dentistry is our vehicle.   What did I say the other day? said, ⁓ life is my passion, dentistry is my avenue. And so really, or our platform. So we're able to come and like help you have this amazing life. And that's, think what all the summit was about. Like it was literally, how do we do this? And so we walked the participants through like, what does extraordinary mean to you? And so if you attended the summit, hopefully this is a good like analysis and like, how did you do and how are you doing? And kudos to all those who joined our Dental A Team family. By far, this was our best year of welcoming new offices in. And I think it just spoke to like,   the flow that we were in and the mission that we're about. And we really brought in our Dental A Team Success model and we call it the Yes Model. So you can say yes to more things in your life, to whatever you want. And the Y stands for you as a person and the E stands for earnings and profitability. The S stands for systems and team development. And when you add those three components together, you get success with E's. And Tiff, I think the U part was probably my favorite and funniest part of the entire thing we went through. There are these little.   human beings that we draw and we like break up all the parts of our life and Tiff did one of the funniest things she's ever done in front of me. And we were we were looking at her like current life and how her time was split up. And she'd never done this exercise. I was so excited to do it with her in real life. And then Tiff tell about your ideal life and what ⁓ what we uncovered. So like, okay, let me just give the vigil. Basically, what the idea was, and you can try this is you take like a little image of you as a human and you break it apart and you you look to see   like in your day in and day out life, just like Tiff said, it's not, we're breaking apart, like you, your life and your work balance, but it was like, how are you spending your time, cut up on a human body? kind of like, like if you think about those cows and they have like the meat chunks, like drawn out of them, like here's the filet, here's the ribeye, like kind of like that, but on you of like, where's my work? Where's my family? Where's my friends? Where's my hobbies? Where's my working out? Like whatever's important to you and like how much of your physical body, like in a visual of your full life,   How much of that are we spending in different areas and what does it look like? Like it's a really awesome, if you didn't get to participate in it, it was real fun. And then what we do, and we had like two little, little images next to each other. And then on the other side, we said, okay, this is what you're doing currently and this is what real life looks like. What would your ideal life look like? Like, what would you want to spend? Like, where would you put this? And it's so fascinating because where people put things, it actually says a lot about them. Like what you put on the legs and what you put on the feet and what you put on the arms and what you put across your heart, what you put on your head. Like it really helps to identify things. But tip.   Go ahead, take this away as long as you're not embarrassed by it, because it was so freaking funny of how this shook out in real time.   Tiffanie (14:30) I mean, I've got   hundreds of people already, so why not just ramp it up? Now we've got thousands, I guess. That's fine. No, I never, nothing's, no, maybe some things are too far, I guess, but I'm an open book. So it was actually, it was really, really cool. And I had not done it yet. I've done other things similar to it. Even we have done similar things to it, but just really looking at   Kiera Dent (14:37) Why not? Here we go.   Tiffanie (14:56) I took it as like my vision of where I wanted my life to be. And then like, what is going to propel me there? Like what aspects of life and relationships, et cetera, will propel me to that vision? So kind of what we did in person in March. Yeah.   Kiera Dent (15:08) And kudos to you, Tiff, because that's what it's supposed to be. Like it's literally   helping you see like, okay, where am I spending it? And then where do I want to become? And the idea is to help you visualize your future, but also take it in as an identity of you to help you actually see how you yourself is that identity of the future vision. So huge kudos. Tiffanie got it. That was the idea behind it. That's why we put it in a human form for you. It kind of looks weird. Like they like these weird little doll. I don't know. Like they look weird. We still are trying to work on it.   Tiffanie (15:34) She likes to call them voodoo   dolls. They're funny.   Kiera Dent (15:36) Shush, don't   say that. That's really going dark, Tiff. Go on, go on. She's sharing all my secrets.   Tiffanie (15:41) you call them them. So maybe don't tell me those things because I'm an   open book apparently. So we did the first one and I was like, well, it was really good. It was enlightening. It was actually really cool. And afterwards, I keep thinking about like where things were in order with my chakras and all of that stuff that, you know, I'm obsessed with. So it really made a huge difference there. But I did my first one. And then what I did is I folded the paper. They're both on the same piece of paper. And I was like, I don't want my   Kiera Dent (15:48) Bye!   Mm-hmm.   Tiffanie (16:11) current layout to impact what I want my what I'm desiring. Right. So I folded in half so I couldn't see my current layout. Well, what that did was took away from my brain the pieces that I had on there. And I had everything on my future one on my what I want my ideal. I had everything duplicated on there just like different spaces except I forgot to put work on there.   So work got removed from my life. I don't know when this is happening, ⁓ but apparently, I don't know. I said, you know what, it's just because I don't have a work-life balance. I just have life and work is just integrated into every piece of my life because I enjoy it so much. So yeah, it was a really humorous event ⁓ during summit. know somebody said in one of the chats, what was it? Best resignation letter ever.   Kiera Dent (16:44) you   you   Yeah. Mm-hmm.   Mm-hmm. Exactly.   Tiffanie (17:07) I was like, my gosh, that's   hilarious. That's amazing. So it was, it was funny. think that, I think that I have this innate ability to think of my life as what I want it to be and work supports it. And whatever it is that I'm doing, I make sure that I'm passionate about the avenues that I'm taking. I think that's why I do include so much life because life   like coaching and those pieces have just helped me so much in my personal life. And so as I looked at it and as I thought back about it, I'm like, gosh, it's just that those are the pieces that are insanely important to me and work is insanely important to me. But work is what propels those pieces in a lot of ways for me. And so thinking about like the amount of time separated out, I think just didn't feel right. You know what I mean? On that one, but it was hilarious. It was a great moment. If you were there.   Kiera Dent (17:58) Mm hmm. It was really funny. It was really entertaining.   Tiffanie (18:03) Yeah, it was super interesting.   Kiera Dent (18:03) It was super entertaining. And it was it. But I think as you just said it, Tiff, and I didn't think about this at the time, I actually think it's awesome that your identity is not work. And I think that you as a human, like work is a part of it, life is a part of it. But work is not an identity piece of who you are. And I think that's been the case for so long. And I think for me, like work was such a huge identity piece for me that like we shifted it to where   it's not work and actually changed what I view about the company and now the company is my passion project. And so it gets lumped into my passions more so than it gets lumped into work. And it's even interesting the language. And so we really went through these pieces and it was awesome to go through and tip. Thanks for sharing that. And I just think like such a good visual. ⁓ it was funny because I was like, so tip, is this your resignation letter? Like on live screen and she's like, it's not, I promise. Like things are good.   ⁓ But it was, it was quite interesting. And then we also went through like the life cycle of a business. And I think that actually was so telling. We pulled that from Tony Robbins and like, where are you on the life cycle of a business as you as a human? And it's been interesting is when we've talked to people post summit, they've said that that helps them just so much to see like, my gosh, like me as a human, I may be further along, but my business is at like this toddler stage. And so I need to hire people that are more in this younger energetic space because I'm over here on the other side, or I need to like,   kick it up and have this, or maybe my team is on this further side where they're maybe closer to retirement, but me as a new owner, I'm actually not there. And I thought it was just such an interesting spot for them to see where they were. And then of course we dug into the earnings, the money. So we walked through them through like profitability and overhead calculator and your monthly cost expenses. And then how do you figure this out? And how do you become profitable? And ⁓ really helping them see how like your supplies and your costs and your overhead directly impact your profit. And then   a couple quick ways for you to actually watch this, and that's through a KPI scorecard, and then also giving you then the systems, and we purposely hit two systems within, like we had you assess 12 systems on a 12 monthly basis, so that way you can keep them as a cadence, but then really diving into a couple that will boost your profitability and help your patients, and that was through block scheduling and case acceptance. So just a really fun way, and then after that, we hit.   Some of my favorite parts and some parts that people really loved, like I thought it was interesting when we went through like enemies of efficiency and the delegation ladder and like, where are you at and how much are you delegating? So many people said like, my name was in all these tiers of the delegation ladder. And then we actually went through case studies, like what are, like looking at hundreds and thousands of practices, I loved this part so much Tiff and we brought to the table like, what are the characteristics of these extraordinary leaders?   for teams and for owners. And then what are the ones of the not so good? Like it is not hard when we walk into a practice, when we look at these leaders, we can usually see, are they going to be successful or are they not within very short amount of time and even talking to them on the phone. ⁓ And so being able to go through that. I think just like the way it all stacked of like looking at you as a person, looking at your business, looking how they combine together and not be separated. And then like, shoot enemies of efficiency delegation, like just so many nuggets. And if you missed it,   reach out. There might be some things that we could share with you guys, but I hope you put it your calendar because I think one people left there inspired and excited. I've had people like I saw an office right after and they said, Kiera, like what you guys put together was so helpful and so impactful. And like I was able to take things and have tactical and like people had their teams there and they're like you teaching my team to think about our practice as a business, but also as a patient centered focus and also as us as humans, like   Where do you get that in CE anywhere else? And Tiff, really truly think that that's the secret sauce of what we've tried to create and what we have created for all these practices. So that's kind of like my nutshell of like, love the case studies. I love sharing what people do. Like I loved going through leadership and like the good and the not so good. And we actually had people like put in there, like, what do think good leaders are? And what do you think bad leaders are? And like the not so influential ones. And to see, because there are truly patterns and to like figure out the pattern and DNA of these great practices so you can go model and mirror it.   I just think was like freaking magic to share with people because we see it. They don't necessarily get to see it day in and day out.   Tiffanie (22:12) Yeah, I totally agree. ⁓ I always tell my practices, my and my doctors, that my biggest goal is that the business works for them, not them working for the business. And I think the tools that we shared with them and the things that they could take home, the communication tools, the efficiency tools, all of those like, yes, models, everything that we sent them away with are easily, easily implemented, and will propel towards that goal where the business literally is supporting   your life and maybe, you know, right now today on your current little man, your little person, your, you know, work, your business might be a large portion of that human being. And it was for us for a long time because it had to be, it was a space that   We had to create that and we had to show up every day for the business so that eventually the business could show up for us. And I think we've gotten to the point now, both of us where this company and this business and the people that we have here with us on our side are supporting that vision and really things have started to shift. So on the life cycle of a business, like you might be in that stage where you are hungry to get your business running off the ground and you might be putting more in there than your future self wants. But guess what? If you know that vision, it's   super clear, you can make your business work for you so that you're not constantly working for your business and eventually it will turn   Kiera Dent (23:34) And I think it's just a to me that's like what gets us excited like I love giving people their life back I love like tiff as much as I give you a hard time about having work off of there That was not the case a year ago Like you were stressed out of your mind about work And I think it would have taken a huge chunk and I was stressed a year ago about work too like I think it was a huge portion of our time our mental energy and I think like you and I have both helped each other get our lives back. I think that we are happier humans now   And so we're living proof of it, but then also to give practices their lives back, to give teams their lives back to, like there's an office that I'm super excited we're working with. And they said like, I'm sober out. feel like, and like the whole leadership team, they're like, we're the ones who are here after hours. We're the ones that are here before. We're the ones who are like, just they're like exhausted. They're like ringing a rag out and then you squeeze it even more trying to get like the last two drops of life out of them. And I said,   What would it be like if I told you that if you got out of here every day at five o'clock, you're not allowed to stay later, you're not allowed to come in earlier. And at the end of that week, you'd be able to go on a trip to Cabo or wherever you want to go, pick your dream location, Hawaii, the Caribbean. I don't care. You choose your place. Or if you want like, I don't know, say 50,000 bucks or whatever it is, could you get out on time? And they were all like, yes. And I said, so A, we know it's possible and B,   that's getting your life back. So first homework assignment working with us is everyone's out the door by five, at least one day this week. And it's crazy because just small little changes that don't seem huge help people get their life back. And Tiff, it was just so magical to be with you and to be in person with you and to present and to give this. And I think that that's probably why we were both so excited from it. Like we, felt like we were in Taylor Swift. Let me just give a little Swiftie, like the lavender haze. I felt like we were in the Dental A Team haze after the summit of just the   Tiffanie (25:19) Thank   Kiera Dent (25:23) euphoria of knowing we were able to give people their life back, their teams getting energized, giving them hope and excitement. Again, not just about a practice, but about a life. So those are kind of my takeaways to have any last thoughts you have, because I loved it. I'm so grateful you were a part of it. ⁓ Ride or die, cotton candy pink and blue for life, like truly just being able to deliver our magic and to change lives and to bless them through dentistry, I think is something that we both... ⁓   I think I took for granted for a hot minute and realized like what a beautiful blessing it is in the way we're doing it now versus stringing ourselves up to dry, doing it so hard, now doing it through passion and ease and flow rather than through force and pull like we did in the past.   Tiffanie (26:04) I agree. Yeah, I totally agree. I did all of that. And I think having the team that we have behind us, the consultants who are here and they are so excited to help so many new clients this week, we have just seen such an influx of people ready to change their lives, ready to change what their business model looks like. And like you said, get their lives back. It's been just really incredible and watching our consulting team just rise to the occasion rally. I mean, we've got clients that just signed up this week that I've got Trish and Kristy and   Dana has already implemented tools. Dana has already within weeks found significant money issues and things going on that it's just really cool to be able to watch so many people outside of you and I be able to truly transform lives. And that's what that's what we're all about is really just creating the best for everyone that's involved.   Kiera Dent (26:57) Yeah, Div, I love it and I agree. Our consultants are second to none. And so if you missed out, you did miss out. And put it on your calendar for next year. I do believe that Dental A Team Summit is next to none. We just have so much fun. We bring fun to CE and we make it enjoyable and easy. But I hope you choose to join us next year for sure.   But if you're thinking like what we just talked about, you want to know more about, or you want some tips for it, or you want some of the resources that we share, reach out. Hello@TheDentalATeam.com. We'll happily like assess it with you and your practice. Like we have given so many tools out and so much help to all these practices, but I think truly giving you your life back, helping you help more patients and having more fun is what we're about. So Tip, thanks for being on the podcast. Thanks for doing Summit with me. ⁓ I enjoyed it and I just appreciate and adore you so much as a human and as a colleague, as a coworker, as a mentor, and just being in my life.   for who you are. So thanks for being here today. I super appreciate you.   Tiffanie (27:48) Thank you. Thank you for having me and supporting me through my journey.   Kiera Dent (27:52) And for all of you listening, thanks for listening and we'll catch you next time on the Dental A Team Podcast.

What do you do when referrals dry up and the market gets shaky?In this solo episode, Dan Englander breaks down the key takeaways from his recent workshop: Implementing a Business Development System That Stands Up to Uncertainty.You'll learn:Why reactive sales keeps you stuck in volatilityHow to shift to a proactive system that builds momentumThe 3 mindset shifts every agency needs for consistent growthA practical KPI framework to build sales habits (not just reports)How to define your ICPs without overcomplicating thingsA smarter way to run referral campaigns—no awkward asksThis episode is packed with timeless strategies, no fluff—just actionable systems for growing your agency in unpredictable times. Want the complete Workshop?  including tools and slides.  Go here

Episode Highlights00:01 – Why communication is the missing skill in leadership, sales, and coaching01:13 – The shocking stat about managers and communication training02:54 – Marcus' early experiences that sparked his obsession with asking better questions06:17 – A baptism gone wrong… and the moment that revealed the true power of questions08:40 – How asking the right questions transformed a tense moment into connection and clarity11:10 – The childhood experience that exposed the cost of miscommunication13:41 – “It's dumb not to dumb it down”: Why trying to sound smart is costing you influence16:55 – The #1 KPI every sales team should track: "No one has ever asked me that before."18:41 – The most powerful question in discovery (and why it's not “why”)23:28 – Introducing “The Pathfinder” and the quadrant that reveals your communication identity26:22 – Dictator, Lawyer, Instructor, Pathfinder: Which one are you?29:45 – Why real leadership means not being the hero31:44 – Solopreneurs beware: Why great salespeople often struggle as leaders35:23 – The Pushback Pivot: A simple technique to stay curious (and disarm objections)40:09 – Why defending kills authority—and what to do instead41:08 – The “Question Only Game” (and how to use it to lead someone to their own insight)45:10 – The 3 P's of a perfect question: Progress, Purpose, Path48:28 – A real-life communication test: Solving a personal crisis in under 60 seconds52:35 – The magic question that created a breakthrough (and why it worked)54:11 – Why true mastery in communication comes from decades of obsessionLinks MentionedMarcus Sheridan's book: They Ask, You Answer Learn more about Marcus: https://marcussheridan.com

Hva betyr det egentlig å lede med tydelighet i mål, med rom for selvstendighet i gjennomføring, og oppfølging med tydelige rammer? Og hvordan ser dette ut i praksis? I dagens episode dykker vi dypere ned i et tema som virkelig traff en nerve da vi først snakket om det i episode 158 – nemlig ledelsesmodellen tight–loose–tight.Gjester i studio er Rune Ulvenes – mannen som har vært med på å utvikle og spre begrepet i Norge – og Una Aamodt Mathisen, som bruker modellen aktivt i egne lederroller. De deler masse praktiske eksempler, refleksjoner og konkrete råd til deg som er leder – spesielt i komplekse eller tverrfaglige miljøer.Vi snakker om:Opprinnelsen og prinsippene bak "tight, loose, tight leadership"Ulike typer “tight” og “loose” – og hvorfor begge deler er avgjørendeHvordan Una brukte modellen til å styrke trivsel og samarbeid i NAV – og fortsetter å bruke modellen i Storebrand, men ingen "copy paste"Refleksjoner rundt ledelse, psykologisk trygghet og personlig ansvarHvordan "tight, loose, tight" kan kombineres med andre verktøy som OKR (Objective Key Results) og KPI og eksempler på når man kan bruke hva.Temaet er så spennende at dette ble del 1. Del 2 kommer i morgen, torsdag 15. mai.God lytting!Er du nysgjerrig på hvordan ledere kan spare tid og sikre bedre oppfølging av ansatte under både kort- og langtidsfravær? Bli med oss på gratis webinar med Preppio tirsdag 17. juni. Preppio lanserer et  nytt og spennende produkt for å redusere sykefraværet. På webinaret får du konkrete tips fra ledende eksperter i Norge på hvordan du kan redusere sykefraværet, og få vist hvordan man enklere kan følge opp ansatte og ledere, slik at de klarer å følge beste praksis. Meld deg på gratis webinarer her _____Om dagens gjester:Rune Ulvnes ivrer for nyskapning og innovasjon i alle organisasjoner, offentlige som private. Han er rådgiver, holder kurs og foredrag, og er til daglig leder for CoWork, et annerledes rådgivningsselskap som setter samarbeid og læring framfor alt annet. Rune utviklet Tight Loose Tight modellen i sin tid, og har siden jobbet med å lære opp organisasjoner til å bli naturlig nyskapende.Una Aamodt Mathisen er utdannet økonom med videreutdanning innenfor ledelse og produktutvikling. Med tiden har arbeidsoppgavene dreid fra tradisjonell økonomisk rådgivning til ledelse, og etter hvert teknologiledelse. Arbeidsoppgavene hun trives best med er i grensesnittet mellom forretning og It, da som oftest midt i en i digital transformasjon der organisering og digitalisering har store roller. Una har erfaring fra banksektoren, men deler i disse episodene fra sin tid som Fagdirektør og Områdeleder i Nav. Nå leder hun Storebrand Bank sin satsning på digitale flater inkludert Kron, og er fortsatt i utforskningsfasen rundt hvordan samspillet mellom ulike fagdisipliner kan spille best sammen på denne spennende reisen.________ Vil du ha e-post med ukens fagtips og personlig invitasjon til webinarer fra Leonda? Ja takk! Sjekk ut Leonda sin nye eventkalender her - med inspirerende webinarer, frokostmøter og kurs. Liker du det du hører? Trykk på følg i din podcast app så får du beskjed når nye ukentlige episoder legges ut.

How can data-driven decision-making transform your law firm? Melissa sits down with Mastery Group member Chelsea Riekkola, who went from not knowing what a KPI was to confidently setting and achieving ambitious revenue goals for her firm.   Learn how Chelsea's firm exceeded their revenue targets through intentional goal-setting and team engagement, her unique approach to Monday Map using digital tools, and how she maintains extraordinary productivity despite juggling partnership responsibilities, board work, and family life. If you've been struggling to implement systems, Chelsea's practical insights will show you what's possible when you commit to the process.   Get full show notes, transcript, and more information here: https://www.velocitywork.com/309

Today I'm chatting with Don Smith - well known to many of you for his role as the Chief Consulting Officer of Brierley which is now a Capillary Services Company.Don shares his expertise around optimising some of the common KPI's for loyalty professionals, the importance of the “mental mantle” of loyalty, as well as some of the big nuggets he learned from the recent Capillary Captivate Conference in Mumbai.As one of the loyalty industry's most respected brands, I'm thrilled to bring you some of Brierley's unique frameworks and perspectives that can help us all build better programs. We also discuss Capillary's most recent news as they acquire Kognitiv Corporation, to enhance both their client portfolio and their position in the US market. Please enjoy our conversation.This episode is sponsored by Capillary Technologies. Show notes:1) Don Smith2) Brierley3) Capillary Captivate Conference4) An Economic Theory of Democracy (Book)

In this episode we dive into what a project manager needs to know about scheduling.The ChallengeHow do you improve your PM's scheduling ability?Continue LearningCheck out our new book The Critical Path Career: How to Advance in Construction Planning and SchedulingSubscribe to the Beyond Deadlines Email NewsletterSubscribe to the ⁠⁠⁠⁠Beyond Deadlines⁠⁠⁠⁠ Linkedin Newsletter⁠⁠Check Out Our YouTube Channel⁠⁠.ConnectFollow ⁠⁠⁠Micah⁠⁠⁠, ⁠⁠⁠Greg⁠⁠⁠, and ⁠⁠Beyond Deadlines⁠⁠ on LinkedIn.Beyond DeadlineIt's time to raise your career to new heights with Beyond Deadlines, the ultimate destination for construction planners and schedulers. Our podcast is designed to be your go-to guide whether you're starting out in this dynamic field, transitioning from another sector, or you're a seasoned professional. Through our cutting-edge content, practical advice, and innovative tools, we help you succeed in today's fast-evolving construction planning and scheduling landscape without relying on expensive certifications and traditional educational paths. Join us on Beyond Deadlines, where we empower you to shape the future of construction planning and scheduling, making it more efficient, effective, and accessible than ever before.About MicahMicah, the CEO of Movar US is an Intel and Google alumnus, champions next-gen planning and scheduling at both tech giants. Co-founder of Google's Computer Vision in Construction Team, he's saved projects millions via tech advancements. He writes two construction planning and scheduling newsletters and mentors the next generation of construction planners. He holds a Master of Science in Project Management, Saint Mary's University of Minnesota.About GregGreg, an Astrophysicist turned project guru, managed £100M+ defense programs at BAE Systems (UK) and advised on international strategy. Now CEO at ⁠⁠Nodes and Links⁠⁠, he's revolutionizing projects with pioneering AI Project Controls in Construction. Experience groundbreaking strategies with Greg's expertise.Topics We Coverchange management, communication, construction planning, construction, construction scheduling, creating teams, critical path method, cpm, culture, KPI, microsoft project, milestone tracking, oracle, p6, project planning, planning, planning engineer, pmp, portfolio management, predictability, presenting, primavera p6, project acceleration, project budgeting, project controls, project management, project planning, program management, resource allocation, risk management, schedule acceleration, scheduling, scope management, task sequencing, construction, construction reporting, prefabrication, preconstruction, modular construction, modularization, automation, Power BI, dashboard, metrics, process improvement, reporting, schedule consultancy, planning consultancy, material management

In deze aflevering gaan we recht tegen de ‘happy‑clappy' cultuur in. We vergelijken het moderne werkleven met topsport: atleten zijn heus niet continu gelukkig, maar trainen doelgericht, houden zich aan strikte routines en zetten veel opzij voor één piekmoment. Zo is het ook op de werkvloer: het draait om purpose, dagelijkse progressie en échte betrokkenheid. We bespreken waarom “blije medewerkers” niet het einddoel is, hoe je met één wekelijkse vraagtrend de vinger aan de pols houdt, en vooral hoe je cijfers gebruikt als startpunt voor dialoog en verbetering. Met concrete tips om je organisatie meet‑ en opvolgings‑klaar te maken, zodat medewerkerstevredenheid meer wordt dan een KPI op papier.Kijk voor meer informatie over groeien op onze website: www.scaleupcompany.com

On this episode of the Best Ever CRE Show, Joe Fairless interviews Vanessa Alfaro, Bonny Wayman, and Rebecca Themelis in part three of a three-part series on AI in multifamily real estate. This installment focuses on how operators are implementing AI in property operations such as leasing, maintenance, asset management, and investor reporting. Vanessa discusses creating AI agents and chatbots for asset analysis and KPI tracking, Rebecca explains how tools like MeetElise and Claude AI have accelerated leasing and quality checks, and Bonny shares how custom GPT bots are transforming her management of 50-unit properties. The panel emphasizes the accessibility of AI across portfolio sizes, the importance of training both humans and bots, and how embracing these tools early provides a major operational edge. Vanessa Alfaro Current role: Founder of Venus Capital & Lunax.ai Based in: Texas Say hi to them at: https://lunax.ai, https://venuspartners.com Bonny Wayman Current role: Asset Manager at Wild Oak Capital Based in: Colorado Say hi to them at: https://www.wildoakcapital.com/ or bonny@wildoakcapital.com Rebecca Themelis Current role: Real Estate Investor, Broker, and Contractor at Spot Properties Based in: California Say hi to them at: rebecca@spotproperties.net Get a 4-week trial, free postage, and a digital scale at ⁠https://www.stamps.com/cre⁠. Thanks to Stamps.com for sponsoring the show! Post your job for free at https://www.linkedin.com/BRE. Terms and conditions apply. Try Huel with 15% OFF + Free Gift for New Customers today using my code bestever at https://huel.com/bestever. Fuel your best performance with Huel today! Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at ⁠www.bestevercommunity.com⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

#StevenBraekeveldt #AgeasPortugal #AuthentiekLeiderschap #Weavership #PodcastNederlands #PersonalDevelopment #Kapitalisme #CEOverhaal #ImpactLeadership #PeterSnauwaert311 Van Wall Street naar Weavership: Steven Braekeveldt over Leiderschap, Impact & Ageas Portugal | What's On Your Mind? (Dutch/Nederlands)

Vi möter Peter Borgman, vd på JS Energi, som delar med sig av sin resa från e-handelspionjär till ledare för ett företag i framkant av energiomställningen. Vi pratar om nyckeltal, målstyrning och värderingsbaserat ledarskap – utan att tappa bort människan bakom siffrorna. Peter menar att KPI:er är som varningslampor: viktiga men inte allt. För att lyckas med scale-up krävs både tydliga mål och starka värderingar – men framför allt en djup nyfikenhet och vilja att vara steget före. Det blir ett samtal om tillit, mod och att våga fatta beslut bortom Excel. Tre viktigaste lärdomarna: 1️⃣ Mät det du kan påverka – inte det som ser snyggt ut i rapporten. 2️⃣ Värderingar fungerar först när de levs, inte när de hänger på väggen. 3️⃣ Intuition byggs av erfarenhet och information – våga använda den.

This week we sat down with James Flynn, an investor at Sequoia. James focuses on growth-stage investments for Sequoia and was previously an investor at General Atlantic.  During the episode, we cover James's journey to Sequoia, highlighting intellectual curiosity and his competitive spirit as key attributes in his path to the firm. The conversation features a number of fascinating perspectives across investing in "daring" companies, including James's take on the relative importance of business model / founder / market in making an investment decision. We also cover how James thinks about absolute valuation as opposed to a multiple, and how he believes junior investors can add value.  James's energy is infectious and his eloquence and clarity of thought stand out, making the conversation one of our most fascinating yet. Episode Chapters:Key personal characteristics - 2:19James's journey post-college - 9:30Breaking in to Sequoia - 12:55Taking the shot - 13:55 Underwriting thoughts - numbers support the story - 21:33Sequoia's singular KPI - 27:45How junior investors can add value - 30:10Absolute valuation matters - 35:31 James's areas of focus - 38:32 Implications on education - 41:12Quick fire round - 43:26As always, feel free to contact us at partnerpathpodcast@gmail.com. We would love to hear ideas for content, guests, and overall feedback.This episode is brought to you by Grata, the world's leading deal sourcing platform. Our AI-powered search, investment-grade data, and intuitive workflows give you the edge needed to find and win deals in your industry. Visit grata.com to schedule a demo today.Fresh out of Y Combinator's Summer batch, Overlap is an AI-driven app that uses LLMs to curate the best moments from podcast episodes. Imagine having a smart assistant who reads through every podcast transcript, finds the best parts or parts most relevant to your search, and strings them together to form a new curated stream of content - that is what Overlap does. Podcasts are an exponentially growing source of unique information. Make use of it! Check out Overlap 2.0 on the App Store today.

Episode SummaryThinking about switching your group practice from 1099 contractors to W-2 employees? You're not alone—and you're not crazy for feeling overwhelmed by it.In this episode, Julie talks with group practice owner and consultant Amy Dover about her real-life journey making this transition. Amy shares what triggered the change, the surprises along the way, and what she wishes she knew from the start. Labor laws, compensation shifts, team dynamics, and aligning your business model with your values...it's all in this episode!Here's why this episode is a must listen:You'll learn what to expect (including some hard truths) when you make the W-2 switchYou'll understand how misalignment between your business model and operations can shrink your profit marginYou'll get honest insight into what happens after the dust settles—and why Amy has no regretsEpisode Highlights 00:45 – Why this is one of the most requested topics among therapists 02:00 – Amy's rapid growth—and early red flags 03:40 – The legal wake-up call: “This is a W-2 setup in disguise” 05:50 – Choosing alignment: why Amy shifted to employees 07:15 – Rolling it out: legal prep, communication, and transparency 08:30 – When kindness isn't enough to avoid legal risk 10:00 – The emotional weight of leadership and unexpected team changes 11:50 – Over half the team left—what Amy learned through attrition 16:00 – Julie: “We can't invest in growth if the numbers don't work” 18:20 – “No one keeps their full fee”—a reality check for therapists 20:00 – Life after the storm: alignment, faith, and steady referrals 22:00 – Transition timelines: why 12+ months is realistic 23:00 – Julie and Amy: the sooner you decide, the smoother it goes ResourcesWise Practice Consulting – Amy Dover's Bio & ServicesMoney for Therapists Practice Startup - https://www.greenoakaccounting.com/startupGreenOak Accounting - www.GreenOakAccounting.comTherapy For Your Money Podcast - www.TherapyForYourMoney.comProfit First for Therapists - www.ProfitFirstForTherapists.comProfit First Academy - www.ProfitFirstForTherapists.com/Academy Podcast Production and Show Notes by Course Creation StudioGet our free KPI tracker to see how you practice measures up to others in the industry! www.therapyforyourmoney.com/kpi

Adam Contos is a former SWAT leader turned CEO, leadership advisor, and author of “Start With a Win: Tools and Lessons to Create Personal and Business Success.”  In this episode, Adam begins by defining a "win" in leadership not as just hitting KPIs or completing projects, but as creating momentum through small, daily victories.  Adam stresses the importance of fostering a culture of accountability within teams, but without micromanaging. He explains that accountability is about creating an environment where people can succeed, rather than policing behavior.  When discussing setbacks, Adam reminds us that challenges are inevitable, but it's how leaders respond that defines them. Instead of reacting emotionally, strong leaders respond thoughtfully, seeing setbacks as opportunities for growth rather than roadblocks. Adam also discusses how to sustain momentum, and highlights how constant, small improvements drive long-term results.  Adam's insights provide a fresh approach to leadership, showing that small, consistent actions over time can build lasting success. If you're ready to implement these principles in your leadership journey, this episode is a must-listen.     Key Takeaways [05:22] Jan asks Adam to define a "win" in leadership. Adam clarifies that a win isn't just about KPIs or project completions. Instead, he believes it's about creating momentum. He calls them "micro wins," like waking up before the alarm. Small wins add up, laying the foundation for bigger successes down the road. [06:34] Jan asks what shifts momentum for a team. Adam points to emotional intelligence, learning from failures, and adjusting strategies. Leaders help create a culture of confidence and resilience, guiding their teams to focus on strengths and not dwell on setbacks. [07:59] Adam shares that successful leaders don't leave their days to chance. They start by setting clear priorities, communicating expectations, and modeling discipline. Jan asks if leaders should set boundaries or let teams determine their own priorities. Adam says it's a mix. Leaders need to define expectations and values, but also give teams the flexibility to make their own decisions. [11:39] Adam explains that accountability isn't about policing; it's about creating an environment where people can succeed. Jan references a past guest who discussed the difference between what people want to do versus what they should do. He asks Adam how leaders can handle high-potential individuals who resist extra responsibility. Adam suggests challenging teams to grow while respecting their individual aspirations. Success isn't a one-size-fits-all, and leaders must find the right balance between encouragement and autonomy. [15:16] Adam responds to the question about handling setbacks by saying that volatility and challenges are inevitable in all areas of life. What defines a person is how they respond. He reminds himself that each setback is just a chapter, not the whole story. Strong leaders see adversity as a stepping stone, not a stopping point. He stresses the importance of responding thoughtfully, not emotionally, to setbacks and learning from them for the future. [18:07] Adam explains that leaders are made, not born. Instead of testing people under stress, leaders should train them to handle pressure by gradually increasing their exposure to challenging situations. This builds the skills and confidence needed to handle future stress. [22:22] Jan asks how leaders balance confidence and humility. Adam says confidence without humility can lead to arrogance and failure. He explains that the balance shifts depending on the audience and context. For instance, sales teams may need more confidence, while executive teams might appreciate more humility. [24:18] Adam talks about executive presence, which is about gravitas, communication, and appearance. He shares how Jamie Dimon commands a room without saying a word, demonstrating the power of presence. Adam advises leaders to always show up prepared, look like they care, and deliver messages that resonate with their audience. [27:01] Adam explains that success creates momentum but warns that it can also lead to complacency if leaders think it will sustain itself. He stresses the need for continuous improvement to prevent stagnation. Adam points to Team Sky's cycling success under Sir David Brailsford, where the focus was on constant, small improvements. Successful teams are driven by a mission, not just results. [34:58] Adam concludes by encouraging people to focus on creating wins every day. He emphasizes the importance of prioritizing actions that lead to positive results, rather than getting stuck on unproductive tasks. He advises adopting a proactive mindset and viewing daily tasks as opportunities, not obligations. [36:47]  And remember...“ Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win. ” - Sun Tzu   Quotable Quotes "A win isn't a KPI. A win isn't completing a project. A win more than anything is just creating momentum." "Successful leaders don't leave their day to chance." "If you walk in and sit down at the table in a meeting and you're pounding your fist and cussing things like that, guess what? The employees are going to do that. They're going to pound their fist and cuss at things when you're not in the room." "Great leadership starts before the first meeting. It's built in the moments of preparation and personal discipline." "I think you should allow people to spread their wings and fly as high and far and fast as they possibly can." "Accountability isn't about policing." "We need to create an environment where people can be as successful as they want to be." “volatility and setbacks have happened since the beginning of time. But ultimately you have to understand they don't define you. Your response to them is what defines you. “ "Great leaders really train themselves to see adversity as kind of a stepping stone and really not a stopping point in their career and their life.” “I think you can start putting pressures on people to see how they start to respond. And frankly, you can educate people. Leaders are made, they're not born." "Anyone can be taught, but it's hard to teach someone who doesn't want to learn." “if you have confidence without humility, it becomes arrogance, and that's when you get your butt kicked." "Know your audience, show up like a leader. I don't care where you're at, show up like a leader, look like you care and like you tried, and then deliver a message that resonates with your audience." “Success breeds complacency if you let it." "The best teams just don't work for results. They work for a mission. And if that mission is continuously developing and improving, they're probably going to continue to win because they're continuing to revitalize that momentum." "But the reality is the big guy started as a little guy at some point also, they just perpetually were able to ignore the losses that they were facing." "Set a culture, be a good person and live that culture. And if people like it, great. If they don't, great." "Focus on being better at a leader, as a leader, and focus on taking one more step towards your accomplishments."   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Adam Contos Website | Adam Contos | Adam Contos X (Twitter) | Adam Contos Facebook | Adam Contos LinkedIn | Adam Contos Instagram |  

"If done right, AI will actually make us more human. It handles the busy work and surfaces real-time insights—so GTM teams can focus on what really drives revenue: building relationships, solving real problems, and creating long-term customer value." That's a quote from Roderick Jefferson and a sneak peek at today's episode.Hi there, I'm Kerry Curran—Revenue Growth Consultant, Industry Analyst, and host of Revenue Boost, A Marketing Podcast. In every episode, I sit down with top experts to bring you actionable strategies that deliver real results. So if you're serious about business growth, find us in your favorite podcast directory, hit subscribe, and start outpacing your competition today.In this episode, titled AI + EQ + GTM: The New Growth Equation for B2B Leaders, I sit down with keynote speaker, author, and enablement powerhouse Roderick Jefferson to unpack the modern formula for revenue growth: AI + EQ + GTM.We explore why traditional sales enablement isn't enough in today's landscape—and how real go-to-market success requires alignment across marketing, sales, and customer success, powered by emotional intelligence and smart technology integration.Whether you're a CRO, CMO, or GTM leader looking to scale smarter, this episode is packed with real-world insights and actionable strategies to align your teams and drive sustainable growth.Stick around until the end, where Roderick shares expert tips for building your own AI-powered revenue engine.If you're serious about long-term growth, it's time to get serious about AI, EQ, and GTM. Let's go.Kerry Curran, RBMA (00:01)Welcome, Roderick. Please introduce yourself and share your background and expertise.Roderick Jefferson (00:06)Hey, Kerry. First of all, thanks so much for having me on. I'm really excited—I've been looking forward to this one all day. So thanks again. I'm Roderick Jefferson, CEO of Roderick Jefferson & Associates. We're a fractional enablement company, and we focus on helping small to mid-sized businesses—typically in the $10M to $100M range—that need help with onboarding, ongoing education, and coaching.I'm also a keynote speaker and an author. I actually started my career in sales at AT&T years ago. I was a BDR, did well, got promoted to AE, made President's Club a couple of times. Then I was offered a sales leadership role—and I turned it down. I know they thought I was crazy, but there were two reasons: first, I realized I loved the process of selling more than just closing big deals. And second, oddly enough, I wasn't coin-operated. I did it because I loved it—it gave me a chance to interact with people and have conversations like this one.Kerry Curran, RBMA (01:16)I love that—and I love your background. As Roderick mentioned, he does a lot of keynote speaking, and that's actually where I met him. He was a keynote speaker at B2BMX West in Scottsdale last month. I also have one of your books here that I've been diving into. I can't believe how fast this year is flying—it's already the first day of spring!Roderick Jefferson (01:33)Thank you so much. Wow, that was just last month? It feels like last week. Where is the time going?Kerry Curran, RBMA (01:45)I appreciate your experience for so many reasons. One is that—like we talked about before the show—my dad was in sales at AT&T for over 20 years. It paid for my entire education. So we were comparing notes on that era of innovation and what we learned back then.Roderick Jefferson (02:02)Thank you, AT&T!Kerry Curran, RBMA (02:13)So much of what you talked about on stage and wrote about in your book is near and dear to my heart. My background is in building integrated marketing-to-sales infrastructure and strengthening it to drive revenue growth. I'm excited to hear more about what you're seeing and hearing. You talk to so many brands and marketers—what's hot right now? What's the buzz? What do we need to know?Roderick Jefferson (02:44)A couple of things. The obvious one is AI—but I'll add something: it's not just AI, it's AI plus EQ plus IQ. Without that combination, you won't be successful.The other big theme is the same old problem we've always had: Why is there such a disconnect between sales and marketing? As an enablement guy, it pains me. I spent 30 years in corporate trying to figure that out. I think we're getting closer to alignment—thank you, AI, for finally stepping in and being smarter than all of us! But we've still got a long way to go.Part of the issue is we're still making decisions in silos. That's why I've become a champion of moving away from just "sales enablement."Yes, I know I wrote the book on sales enablement—but I don't think that's the focus anymore. In hindsight, “sales enablement” is too myopic. It's really about go-to-market. How do we bring HR, marketing, product marketing, engineering, sales, and enablement all to the same table to talk about the entire buyer's journey?Instead of focusing on our internal sales process and trying to shoehorn prospects into it, we should be asking: How do they buy? Who buys? Are there buying committees? How many people are involved? And yes, ICP matters—but that's just the tip of the iceberg. It goes much deeper.Kerry Curran, RBMA (04:44)Yes, absolutely. And going back to why you loved your early sales roles—it was about helping people. That's how I've always approached marketing too: what are their business challenges, and what can I offer to solve them? In your keynote, you said, “I want sales to stop selling and start helping.” But that's not possible without partnering with marketing to learn and message around the outcomes we drive and the pain points we solve.Roderick Jefferson (05:22)Exactly. Let's unpack that. First, about helping vs. selling—that's why we have spam filters now. Nobody wants to be sold to. That's also why people avoid car lots—because you know what's coming: they'll talk at you, try to upsell you, and push you into something you don't need or want. Then you have buyer's remorse.Now apply that to corporate and entrepreneurship. If you're doing all the talking in sales, something's wrong. Too many people ask questions just to move the deal forward instead of being genuinely inquisitive.Let's take it further. If marketing is working in a silo—building messaging and positioning—and they don't bring in sales, then guess what? Sales won't use it. Newsflash, right? And second, it's only going to reflect marketing's perspective. But if you bring both teams together and say, “Hey, what are the top three to five things you're hearing from prospects over and over?”—then you can work collaboratively and cohesively to solve those.The third piece is: let's stop trying to manufacture pain. Not every prospect is in pain. Sometimes the goal is to increase efficiency or productivity. If there is pain, you get to play doctor for a moment. And by that, I mean: do they need an Advil, a Vicodin, a Percocet, or an extraction? Do you need to stop the bleeding right now? You only figure that out by getting sales, marketing, product, and even HR at the same table.Kerry Curran, RBMA (07:34)Yes, absolutely. I love the analogy of different levels of pain solutions because you're right—sometimes it's not pain, it's about helping the customer be more efficient, reduce costs, or drive revenue. I've used the doctor analogy before too: you assess the situation and then customize the solution based on where it “hurts” the most. One of the ongoing challenges, though, is that sales and marketing still aren't fully aligned. Why do you think that's been such a persistent issue, and where do you see it heading?Roderick Jefferson (08:14)Because sales speaks French and marketing speaks German. They're close enough that they can kind of understand each other—like ordering a beer or finding a bathroom—but not enough for a meaningful conversation.The core issue is that they're not talking—they're presenting to each other. They're pitching ideas instead of having a dialogue. Marketing says, “Here's what the pitch should look like,” and sales replies, “When's the last time you actually talked to a customer?”They also get stuck in “I think” and “I feel,” and I always tell both groups—those are the two things you cannot say in a joint meeting. No one cares what you think or feel. Instead, say: “Here's what I've seen work,” or “Here's what I've heard from prospects and customers.” That way, the conversation is rooted in data and real-world insight, not opinion or emotion.You might say, “Hey, when we get to slide six in the deck, things get fuzzy and deals stall.” That's something marketing can fix. Or you go to product and say, “I've talked to 10 prospects, and eight of them asked for this feature. Can we move it up in the roadmap?”Or go back to sales and say, “Only 28% of the team is hitting quota because they're struggling with discovery and objection handling.” So enablement and marketing can partner to create role plays, messaging guides, or accreditations. It sounds utopian, but I've actually done this six times over 30 years—it is possible.It's not because I'm the smartest guy in the room—it's because when sales and marketing align around shared definitions and shared goals, real change happens. Go back to MQLs and SQLs. One team says, “We gave you all these leads,” and the other says, “Yeah, but they all sucked.” Then you realize: you haven't even agreed on what a lead is.As a fractional enablement leader, that's the first question I ask: “Can you both define what an MQL and SQL mean to you?” Nine times out of ten, they realize they aren't aligned at all. That's where real progress starts.Once you fix communication, the next phase is collaboration. And what comes out of collaboration is the big one: accountability. That's the word nobody likes—but it's what gets results. You're holding each other to timelines, deliverables, and follow-through.The final phase is orchestration. That's what enablement really does—we connect communication, collaboration, and accountability across the entire go-to-market team so everyone has a voice and a vote.Kerry Curran, RBMA (13:16)You're so smart, and you bring up so many great points—especially around MQLs, SQLs, and the lack of collaboration. There's no unified North Star. Marketing may be focused on MQLs, but those criteria don't always match what moves an MQL to an SQL.There's also no feedback loop. I've seen teams where sales and marketing didn't even talk to each other—but they still complained about each other! I was brought in to help, and I said, “You're adults. It's time to talk to one another.” And you'd think that would be obvious.What I love is that we're starting to see the outdated framework of MQLs as a KPI begin to fade. As you said, it's about identifying a shared goal that everyone can be accountable to. We need to all be paddling in the same direction.Roderick Jefferson (14:16)Exactly. I wouldn't say we're all rowing yet, but we've definitely got our hands in the water, and we're starting to go in the same direction. You can see that North Star flickering out there.And I give big kudos to AI for helping with that. In some ways, it reminds me of social media. Would you agree that social media initially made us less social?Kerry Curran, RBMA (14:27)Yes, totally agree. We can see the North Star.Roderick Jefferson (14:57)Now I'm going to flip that idea on its head: if done right, I believe AI will actually make us more human—and drive more meaningful conversations. I know that sounds crazy, but I have six ways AI can help us do that.First, let's go back to streamlining lead scoring. If we use AI to prioritize leads based on their likelihood to convert, sales can focus efforts on the most promising opportunities. Once we align on those criteria, volume and quality both improve. With confidence comes competence—and vice versa.Second is automating task management. Whether it's data entry, appointment scheduling, or follow-up emails, those repetitive tasks eat up sales time. Less than 30% of a rep's time is spent actually selling. If we offload that admin work, reps can focus on high-value activities—like building relationships, doing discovery, and closing deals.Kerry Curran, RBMA (15:59)Yes! And pre-call planning. Having the time to prepare properly makes a huge difference.Roderick Jefferson (16:19)Exactly. Third is real-time analytics. If marketing and ops can provide sales reps with real-time insights—like funnel data, deal velocity, or content performance—we can start making decisions based on data, not assumptions or feelings.The fourth area is personalized sales coaching. I talk to a lot of leaders, and I'll make a bold statement: most sales leaders don't know how to coach. They either use outdated methods or try to “peanut butter” their advice across the team.But what if we could use AI to analyze calls, emails, and meetings—then provide coaching based on each rep's strengths and weaknesses? Sales leaders could shift from managing to leading.Kerry Curran, RBMA (17:55)Yes, I love that. It would completely elevate team performance.Roderick Jefferson (18:11)Exactly. Fifth is increasing efficiency in the sales process. AI can create proposals, contracts, and other documents, which frees up time for reps to focus on helping—not chasing paperwork. And by streamlining the process, we can qualify faster and avoid wasting time on poor-fit deals.Kerry Curran, RBMA (18:58)Right, and they can focus on the deals that are actually likely to move forward.Roderick Jefferson (19:09)Exactly. And sixth—and most overlooked—is customer success. That's often left out of GTM conversations, but it's critical. We can use AI-powered chatbots and virtual assistants to handle basic inquiries. That frees up CSMs to focus on more strategic tasks like renewals, cross-sell, and upsell.Let's be honest—most CSMs were trained for renewals, not selling. But cross-sell and upsell aren't really selling—they're reselling to warm, happy customers. The better trained and equipped CSMs are, the better your customer retention and growth.Because let's face it—we've all seen it: 90 days before renewal, suddenly a CSM becomes your best friend. Where were they for the last two years? If we get ahead of that and connect all the dots—sales, marketing, CS, and product—guess who wins?The prospect.The customer.The company—because revenue goes up.The employee—because bonuses happen, spiffs get paid, and KPIs are hit.But most importantly, we build customers for life. And that has to start from the very beginning, not just when the CSM steps in at the end.Kerry Curran, RBMA (20:47)Yes, this is so smart. I love that you brought customer success into the conversation. One of the things I love about go-to-market strategy is that it includes lifetime value—upsell and renewal are a critical part of the revenue journey.In my past roles, I've seen teams say, “Well, that's just client services—they don't know how to sell.” But to your point, if we coach them, equip them, and make them comfortable, it can go a long way.Roderick Jefferson (21:34)Absolutely. They become the lifeblood of your business. Yes, you need net-new revenue, but if sales builds this big, beautiful house on the front end and then customers just walk out the back door—what's the point?And I won't even get into the stats—you know them—about how much more expensive it is to acquire a new customer versus retaining one. The key is being human and actually helping.Kerry Curran, RBMA (21:46)Exactly. I love that. It leads perfectly into my next question—because one of the core components of your strategy and presentation was the importance of EQ, or emotional intelligence. Can you talk about why that's so critical?Roderick Jefferson (22:19)Yeah. It really comes down to this: AI can provide content—tons of it, endlessly. It can give you all the data and information in the world. But it still requires a human to provide context. For now, at least. I'm not saying it'll be that way forever, but for now, context is everything.I love analogies, so I'll give you one: it's like making gumbo. You sprinkle in some seasoning here, some spice there. In this case, AI provides the content. Then the human provides the interpretation—context. That's understanding how to use that generated content to reach the right person or company, at the right time, with the right message, in the right tone.What you get is a balanced, powerful approach: IQ + EQ + AI. That's what leads to truly optimal outcomes—if you do it right.Kerry Curran, RBMA (23:19)Yes! I love that. And I love every stage of your process, Roderick—it's so valuable. I know your clients are lucky to work with you.For people listening and thinking, “Yes, I need this,” how do they get started? What's the baseline readiness? How do they begin integrating sales and marketing more effectively—and leveraging AI?Roderick Jefferson (23:34)Thank you so much for that. It really starts with a conversation. Reach out—LinkedIn, social media, my website. And from there, we talk. We get to the core questions: Where are you today? Where have you been? Where are you trying to go? And most importantly: What does success look like?And not just, “What does success look like?” but, “Who is success for?”Then we move into an assessment. I want to talk to every part of the go-to-market team. Because not only do we have French and German—we've also got Dutch, Spanish, and every other language. My job is to become the translator—not just of language, but of dialects and context.“This is what they said, but here's what they meant. And this is what they meant, but here's what they actually need.”Then we dig into what's really going on. Most clients have a sense of what's “broken.” I'm not just looking for the broken parts—I'm looking at what you've already tried. What worked? What didn't? Why or why not?I basically become a persistent four-year-old asking, “Why? But why? But why?” And yes, it gets frustrating—but it's the only way to build a unified GTM team with a shared North Star.Kerry Curran, RBMA (25:32)Yes, I love that. And just to add—sometimes something didn't work not because it was a bad strategy, but because it was evaluated with the wrong KPI or misunderstood entirely.Like a top-of-funnel strategy did work—but the team expected it to generate leads that same month. It takes time. So much of this comes down to digging into the root of the issue, and I love your approach.Roderick Jefferson (26:10)Exactly. And it's also about understanding that every GTM function has different KPIs.If I'm talking to sales, I'm asking about average deal size, quota attainment, deal velocity, win rate, pipeline generation. If I'm talking to sales engineering, they care about number of demos per deal, wins and losses, and number of POCs. Customer success? They care about adoption, churn, CSAT, NPS, lifetime value.My job is to set the North Star and speak in their language—not in “enablement-ese.” Sometimes that means speaking in sales terms, sometimes marketing terms. And I always say, “Assume I know nothing about your job. Spell out your acronyms. Define your terms.”Because over 30 years, I've learned: the same acronym can mean 12 different things at 12 different companies.The goal is to get away from confusion and start finding commonality. When you break down the silos and the masks, you realize we're all working toward the same thing: new, long-term, happy customers for life.Kerry Curran, RBMA (27:55)Yes—thank you, Roderick. I love this. So, how can people find you?Roderick Jefferson (28:00)Funny—I always say if you can't find me on social media, you're not trying to find me.You can reach me at roderickjefferson.com, and you can find my book, Sales Enablement 3.0: The Blueprint to Sales Enablement Excellence and the upcoming Sales 3.0 companion workbook there as well.I'm on LinkedIn as Roderick Jefferson, Instagram and Threads at @roderick_j_associates, YouTube at Roderick Jefferson, and on BlueSky as @voiceofrod.Kerry Curran, RBMA (28:33)Excellent. I'll make sure to include all of that in the show notes—I'm sure this episode will have your phone ringing!Thank you so much, Roderick. I really appreciate you taking the time to join us. This was valuable for me, and I'm sure for the audience as well.Roderick Jefferson (28:40)Ring-a-ling—bring it on! Let's dance. Thank you again. This was an absolute honor, and I'm glad we got the chance to reconnect, Kerry.Kerry Curran, RBMA (28:59)For sure. Thank you—you too.Roderick Jefferson (29:01)Take care, all.Thanks for tuning in. If you're struggling with flat or slowing revenue growth, you're not alone. That's why Revenue Boost: A Marketing Podcast brings you expert insights, actionable strategies, and real-world success stories to help you scale faster.If you're serious about growth, search for us in your favorite podcast directory. Hit follow or subscribe, and leave a five-star rating—it helps us keep the game-changing content coming.New episodes drop regularly. Don't let your revenue growth strategy fall behind. We'll see you soon!

In this episode, Dominic Rubino sits down with Chaz Wolfe — a successful entrepreneur and founder of Gathering The Kings — to discuss how construction business owners can adopt a strategic mindset that encourages growth without overextending themselves.

Excited for you to hear this conversation with two IFCA clients Justin and Amy who are doing incredible inside their coaching business while running another business. They are not new to entrepreneurship and with some tweaks working with us, they have skyrocketed. Listen in as we discuss why KPI's and data are king, the impact of knowing your ideal client avatar, lead generation, and more!   Time Stamps:    (0:33) IFCA Clients Justin and Amy (1:41) What Their Business Looks Like Now (2:57) Masterclasses (6:02) Being KPI Driven (10:12) Stupid Idea Time (10:31) New Ideal Client Avatar (16:41) New Leads (25:17) Where To Find Justin and Amy ---------- Whenever You're Ready, Here Are 4 Ways We Can Help You (For Free)   (Community) Join the Fitness Business Secrets FB  Community to Unlock Your Free 5 Clients in 5 Days Mini-Course   (Content) Grab our exact post templates that are responsible for more than 3,500 online clients in our business Automated Post Planner   (Instagram) 3-5x Your Engagement, Grow an Audience and Generate Dream Clients from Instagram IG Playbook For Health & Fitness Coaches   (Get Clarity) Schedule a FREE No-Obligation 15-minute Call to Explore How To Add 10,000/Mo to Your Business–Guaranteed

In this Power Producers Shoptalk episode, David Carothers keeps the remote workforce series going with a deep dive into KPIs—why they're crucial and how they should be tied to core values. David and his team from Insurance Futures discuss how measuring the right activities can lead to success and help remote agencies stay on track. This week, David is joined by Jeremy Huerta, Michael Overstreet, and Caleb Walker from Heritage, an insurance agency that's figured out the formula for success with KPIs in a remote environment. They discuss how focusing on the right activities drives results, and how KPIs can be used to align teams with the company's core values. Key Highlights: The Role of KPIs in Remote Teams David explains that KPIs are crucial for remote teams to measure success. Without them, employees lack clear direction and benchmarks, which can lead to confusion and inefficiency. Starting with Core Values Jeremy and Caleb emphasize that KPIs should be chosen after defining core values and agency goals. This ensures that the KPIs are relevant and measurable, aligning with the overall mission of the agency. Activity-Based KPIs The team discusses how they focus on activity-based KPIs, such as calls and marketing drops, instead of just sales outcomes. This helps them monitor daily tasks that contribute to long-term success. Keeping KPIs Simple & Clear The team advocates for keeping KPIs simple and clear. They stress that every team member should have a defined KPI tied to the agency's goals, with no more than 3-5 metrics to focus on. Aligning KPIs with Core Values Finally, the team shares how they align KPIs, like "quality conversations," with their core values such as compassion. This ensures that employees not only meet targets but also embody the agency's culture in their work.   To download the KPI guide and read the blog, visit: How a Single Clear KPI Can Transform Your Remote Agency In the coming weeks, David and the team will continue discussing key strategies for managing remote teams, focusing on creating accountability, fostering culture, and driving business success. Be sure to tune in for more actionable insights! Connect with: Visit Websites:

2025 迷走大學 【這個不能講】與【這邊可以講】現場演出由此去 https://comedyclub.kktix.cc/events/meisouniv2025 本集內容： 1.基隆市抄戶籍資料 2.越來越多人被押 3.426的效果只有兩天 4.朱立倫交辦的KPI太高 5.火車都要開走了才對撞？ 業務連絡: meisouniv@gmail.com ▽ YouTube 【迷走大學】https://www.youtube.com/@meisouniv 【迷走大學魯肚絲校區】https://www.youtube.com/@meisoludus ▽ 政治內幕《渣報》 → https://www.pressplay.cc/jiabo 【線​上課程】 ▽ HaHow平台（有六門課） → https://hahow.in/@lidance ▽ Pressplay平台（有五門課） → https://www.pressplay.cc/meiso -- Hosting provided by SoundOn

WASHINGTON, D.C.— At this year's Data Center World 2025, held earlier this month at the Walter E. Washington Convention Center, the halls were buzzing with what could only be described as industry sensory overload. As hyperscalers, hardware vendors, and infrastructure specialists converged on D.C., the sheer density of innovation underscored a central truth: the data center sector is in the midst of rapid, almost disorienting, expansion. That made it the perfect setting for the latest episode in our ongoing podcast miniseries with Nomad Futurist, aptly titled Nomads at the Frontier. This time, I sat down in person with Nabeel Mahmood, co-founder and board director of the Nomad Futurist Foundation—a rare face-to-face meeting after years of remote collaboration. “Lovely seeing you in person,” Mahmood said. “It's brilliant to get to spend some quality time at an event that's really started to hit its stride—especially in terms of content.” Mahmood noted a welcome evolution in conference programming: a shift away from vendor-heavy pitches and toward deeper, mission-driven dialogue about the sector's true challenges and future trajectory. “Events like these were getting overloaded by vendor speak,” he said. “We need to talk about core challenges, advancements, and what we're doing to improve and move forward.” A standout example of this renewed focus was a panel on disruptive sustainability, in which Mahmood joined representatives from Microsoft, AWS, and a former longtime lieutenant of Elon Musk's sustainability operations. “It's not just about e-cycling or carbon,” Mahmood emphasized. “We have to build muscle memory. We've got to do things for the right reasons—and start early.” That starting point, he argued, is education—but not in the traditional sense. Instead, Mahmood called for a multi-layered approach that spans K–12, higher education, and workforce reskilling. “We've come out from behind the Wizard of Oz curtain,” he said. “Now we're in the boardroom. We need to teach people not just how technology works, but why we use it—and how to design platforms with real intention.” Mahmood's remarks highlighted a growing consensus among forward-thinking leaders: data is no longer a support function. It is foundational. “There is no business, no government, no economy that can operate today—or in the future—without data,” he said. “So let's measure what we do. That's the KPI. That's the minimum threshold.” Drawing a memorable parallel, Mahmood compared this kind of education to swimming lessons. “Sure, you might not swim for 20 years,” he said. “But if you learned as a kid, you'll still be able to make it back to shore.” Inside-Out Sustainability and Building the Data Center Workforce of Tomorrow As our conversation continued, we circled back to Mahmood's earlier analogy of swimming as a foundational skill—like technology fluency, it stays with you for life. I joked that I could relate, recalling long-forgotten golf lessons from middle school. “I'm a terrible golfer,” I said. “But I still go out and do it. It's muscle memory.” “Exactly,” Mahmood replied. “There's a social element. You're able to enjoy it. But you still know your handicap—and that's part of it too. You know your limits.” Limits and possibilities are central to today's discourse around sustainability, especially as the industry's most powerful players—the hyperscalers—increasingly self-regulate in the absence of comprehensive mandates. I asked Mahmood whether sustainability had truly become “chapter and verse” for major cloud operators, or if it remained largely aspirational, despite high-profile initiatives. His answer was candid. “Yes and no,” he said. “No one's following a perfect process. There are some who use it for market optics—buying carbon credits and doing carbon accounting to claim carbon neutrality. But there are others genuinely trying to meet their own internal expectations.” The real challenge, Mahmood noted, lies in the absence of uniform metrics and definitions around terms like “circularity” or “carbon neutrality.” In his view, too much of today's sustainability push is “still monetarily driven… keeping shareholders happy and share value rising.” He laid out two possible futures. “One is that the government forces us to comply—and that could create friction, because the mandates may come from people who don't understand what our industry really needs. The other is that we educate from within, define our own standards, and eventually shape compliance bodies from the inside out.” Among the more promising developments Mahmood cited was the work of Rob Lawson-Shanks, whose innovations in automated disassembly and robotic circularity are setting a high bar for operational sustainability. “What Rob is doing is amazing,” Mahmood said. “His interest is to give back. But we need thousands of Robs—people who understand how it works and can repurpose that knowledge back into the tech ecosystem.” That call for deeper education led us to the second major theme of our conversation: preparing the next generation of data center professionals. With its hands-on community initiatives, Nomad Futurist is making significant strides in that direction. Mahmood described his foundation as “connective tissue” between industry stakeholders and emerging talent, partnering with organizations like Open Compute, Infrastructure Masons, and the iMasons Climate Accord. Earlier this year, Nomad Futurist launched an online Academy that now features five training modules, with over 200 hours of content development in the pipeline. Just as importantly, the foundation has built a community collaboration platform—native to the Academy itself—that allows learners to directly engage with content creators. “If a student has a question and the instructor was me or someone like you, they can just ask it directly within the platform,” Mahmood explained. “It creates comfort and accessibility.” In parallel, the foundation has beta launched a job board, in partnership with Infrastructure Masons, and is developing a career pathways platform. The goal: to create clear entry points into the data center industry for people of all backgrounds and education levels—and to help them grow once they're in. “Those old jobs, like the town whisperer, they don't exist anymore,” Mahmood quipped. “Now it's Facebook, Twitter, social media. That's how people get jobs. So we're adapting to that.” By providing tools for upskilling, career matching, and community-building, Mahmood sees Nomad Futurist playing a key role in preparing the sector for the inevitable generational shift ahead. “As we start aging out of this industry over the next 10 to 20 years,” he said, “we need to give people a foundation—and a reason—to take it forward.”

What's SHE Up To Now Day 2650? FINANCIAL Focus, Your Definition, Supersize And Be A Better You!!! Drop in to get the real scoop--the good, the bad, the ugly, the truth (well my truth anyway). https://facebook.com/beme2thrive #beabetteryouannualchallenge #supersizebusiness #financialhealth #yourdefinition

My guest is Romina Reversi, Managing Director and Head of Sustainable Investment Banking Americas at Crédit Agricole CIB — one of the banks that helped write the very rules of the green bond market, and has stayed near the center of gravity ever since.Romina's path into banking didn't start with a mission to change the world. It started with a love of math — and a drive for precision — that took her from the University of Michigan straight onto JP Morgan's derivatives desk.She worked in equity structuring and sales, building a technical foundation and a strong client ethic. As she puts it, “All bankers know the product. But how do you actually serve your clients? That's the real work.”The pivot came in 2015. Romina took what she describes as a ‘leap of faith.'She moved from derivatives into a new and mostly uncharted part of the bank: ESG debt capital markets. Back then, most CFOs and treasurers hadn't heard of green bonds. Frameworks barely existed. She and a few others were flying around the world with a handful of PowerPoint slides, trying to explain what this market even was.In her own words, “There was no playbook. We were literally inventing how to pitch.”That blank page became her blueprint. Over the next several years, she helped structure more than 500 sustainable debt transactions — including Apple's first green bond and Uruguay's step-up, step-down sustainability-linked bond, the first of its kind in the world.Romina joined Crédit Agricole in 2021. It's a bank with deep roots in agriculture and a reputation as one of the earliest movers in green and sustainable finance. And today, she's building out their Americas operation with the same mix of ambition, nuance, and rigor that brought her success at JP Morgan.For Romina and her bank, sustainability is more than branding — it's ‘truly ingrained in their DNA.'Now leading the Americas team, Romina operates across the entire investment banking suite — bonds, loans, M&A, IPOs, ESG advisory, and beyond.Her mandate isn't just to sell green products. It's to embed sustainable thinking across structures. To know when a KPI isn't credible. To tell a client when the deal they want to do isn't in their best interest.Romina is thoughtful about risk. Transparent about pushback. And unafraid to challenge linear definitions of impact. For her, transparency itself — giving investors a clear view into where their capital is going — is a form of additionally.In a market still grappling with backlash, confusion, and greenwashing fatigue, Romina is defining what credible, innovative, and client-aligned sustainable finance can look like.In this conversation, we talked about using AI for biodiversity tracking, about injecting sustainability into private credit, about financing for nuclear and hydrogen and sustainable aviation fuel, and much, much more…Tune in and find out what it means to be a sustainable banker for the next decade — not just a dealmaker, but a translator, a teacher, and a strategist.—About the SRI 360° Podcast: The SRI 360° Podcast is focused exclusively on sustainable & responsible investing.—Connect with SRI360°:Sign up for the free weekly email updateVisit the SRI360° PODCASTVisit the SRI360° WEBSITEFollow SRI360° on XFollow SRI360° on FACEBOOK—Additional Resources:- Romina Reversi LinkedIn- CA CIB Twitter- CA CIB Website

Ever feel like your business is outgrowing you?Like you're stuck in the daily grind, managing everyone and everything, and somehow still have no time to think big?Been there.

What if venture capital could truly solve the world's biggest problems? In this episode, Helmer Schukken, Managing Partner at Rubio Impact Ventures, reveals how his firm invests where purpose meets profit – backing businesses that are not only scalable and feasible, but fundamentally underserved. From energy transition and sustainable agriculture to inclusive employment and education, Helmer shares how systemic change happens when impact is embedded into the business model.  Tune in to discover why aligning financial returns with societal outcomes isn't just admirable –it's essential for long-term success.--- Hey Climate Tech enthusiasts! Searching for new podcasts on sustainability? Check out the Leaders on a Mission podcast, where I interview climate tech leaders who are shaking up the industry and bringing us the next big thing in sustainable solutions. Join me for a deep dive into the future of green innovation exploring the highs, lows, and everything in between of pioneering new technologies.Get an exclusive insight into how these leaders started up their journey, and how their cutting edge products will make a real impact. Tune in on…YouTube: https://www.youtube.com/@leadersonamissionNet0Spotify: https://open.spotify.com/show/7o41ubdkzChAzD9C53xH82Apple Podcasts: https://podcasts.apple.com/us/podcast/leaders-on-a-mission/id1532211726…to listen to the latest episodes!Timestamps: 0:00 — What drives impact investing1:40 — Helmer's path to purpose6:46 — Building Rubio's first fund7:05 — Defining true impact investing10:01 — Frameworks and KPI alignment15:22 — Real accountability in returns18:48 — Key investment sectors21:31 — Energy transition innovations24:25 — Agtech, food, and waste26:29 — Evolving focus areas28:18 — Fund size and future plans31:18 — The fundraising landscape36:08 — From vision to execution38:55 — Tech vs. people risk43:36 — Adoption challenges in ag and foodUseful links: Rubio Impact Ventures' website: https://www.rubio.vc/               Rubio Impact Ventures' LinkedIn: https://www.linkedin.com/company/rubioimpactventures/   Helmer Schukken's LinkedIn: https://www.linkedin.com/in/helmerschukken/Leaders on a Mission website: https://cs-partners.net/podcasts/Simon Leich's LinkedIn: https://www.linkedin.com/in/executive-talent-headhunter-agtech-foodtech-agrifoodtech-agritech/

In this episode we dive into forecasting end dates and the presenting your findings.The ChallengeYou're four months into a 12-month project. Everything's been running fine or so it seems. Then your update hits, and the schedule slips. Months late.Your leadership wants answers. You want clarity.This post gives you a step-by-step method to predict project outcomes using real performance data—so you can forecast the finish with confidence and back it up with evidence.Here are the templates.Continue LearningCheck out our new book The Critical Path Career: How to Advance in Construction Planning and SchedulingSubscribe to the Beyond Deadlines Email NewsletterSubscribe to the ⁠⁠⁠⁠Beyond Deadlines⁠⁠⁠⁠ Linkedin Newsletter⁠⁠Check Out Our YouTube Channel⁠⁠.ConnectFollow ⁠⁠⁠Micah⁠⁠⁠, ⁠⁠⁠Greg⁠⁠⁠, and ⁠⁠Beyond Deadlines⁠⁠ on LinkedIn.Beyond DeadlineIt's time to raise your career to new heights with Beyond Deadlines, the ultimate destination for construction planners and schedulers. Our podcast is designed to be your go-to guide whether you're starting out in this dynamic field, transitioning from another sector, or you're a seasoned professional. Through our cutting-edge content, practical advice, and innovative tools, we help you succeed in today's fast-evolving construction planning and scheduling landscape without relying on expensive certifications and traditional educational paths. Join us on Beyond Deadlines, where we empower you to shape the future of construction planning and scheduling, making it more efficient, effective, and accessible than ever before.About MicahMicah, the CEO of Movar US is an Intel and Google alumnus, champions next-gen planning and scheduling at both tech giants. Co-founder of Google's Computer Vision in Construction Team, he's saved projects millions via tech advancements. He writes two construction planning and scheduling newsletters and mentors the next generation of construction planners. He holds a Master of Science in Project Management, Saint Mary's University of Minnesota.About GregGreg, an Astrophysicist turned project guru, managed £100M+ defense programs at BAE Systems (UK) and advised on international strategy. Now CEO at ⁠⁠Nodes and Links⁠⁠, he's revolutionizing projects with pioneering AI Project Controls in Construction. Experience groundbreaking strategies with Greg's expertise.Topics We Coverchange management, communication, construction planning, construction, construction scheduling, creating teams, critical path method, cpm, culture, KPI, microsoft project, milestone tracking, oracle, p6, project planning, planning, planning engineer, pmp, portfolio management, predictability, presenting, primavera p6, project acceleration, project budgeting, project controls, project management, project planning, program management, resource allocation, risk management, schedule acceleration, scheduling, scope management, task sequencing, construction, construction reporting, prefabrication, preconstruction, modular construction, modularization, automation, Power BI, dashboard, metrics, process improvement, reporting, schedule consultancy, planning consultancy, material management

What if the way you measure customer support is setting your team up to fail? What if prioritizing speed is costing you real relationships? And what if the real customer experience (CX) advantage isn't more tech, but a culture where teams are actually happy to help? In this episode, Stacy Sherman and Priscilla Brooke share bold strategies to move beyond reactive service and redefine it as true customer success. You'll learn how to use employee well-being as a KPI, foster cross-functional collaboration, and implement AI in ways that enhance—not replace—your team's impact. If you're serious about creating loyalty—not just closing tickets—this conversation will change how you lead.  Learn more at   Access our FREE Customer Experience Audit Tool: Grow as a CX Professional with our numerous Book time with Stacy through this    

本期节目我们邀请到Xmind的创始人孙方(人称“园长”)，和我们分享Xmind这家神仙公司的创业历程。 园长同时也是一位佛学修习者，还有自己的佛法课。我(Justin)对这门古老的哲学也特别感兴趣，尤其是在现代社会，互联网行业，这样一个变化迅速的行业里。这些年硅谷大佬中流行的“正念”就是从古老的东方禅修中演变而来。 园长既在俗世中创办和持续运营着Xmind这样一个公司，又在佛法中持续修行，颇有见地。这样的状态实在令人羡慕，那么园长到底拥有何方秘籍，能这般超然呢？让我们一起走进本期节目吧。 P.S. 非常抱歉，因为设备的原因，本期节目出现了不少电流音，后期已经尽力抢救但效果有限

Are you tracking the wrong social media metrics? → Most social media managers and content strategists focus on likes, followers, and reach—but those don't pay the bills. If you want to turn your content into real business growth, you need to focus on the right KPIs (key performance indicators).In this video, we're breaking down: • The REAL social media ROI—what actually drives leads & sales • The KPIs that matter (and the ones to stop obsessing over)• How to measure success beyond vanity metrics • The simple KPI shifts that can improve your marketing strategyIf you're a social media manager, content strategist, or marketing agency owner, this video will help you track the right numbers to prove impact and drive results for yourself or your clients.→ Listen now and start using social media KPIs that actually matter!MENTIONED:Metrics Masterclass: https://shop.sugarpunchmarketing.com/collections/classes/products/metrics

押不押？高院聲明「是否罪嫌不足尚有研求餘地」！ 林：高院已經形成心證！？北檢殺紅眼剩一條路就是羈押黃呂錦茹？ 林：KPI才是最重要426前交業績！黃呂錦茹恐遭押朱立倫拍手叫好？ 張：4/26本缺殉道者！如今有「聖媽」了！ 朱立倫稱倒閣會自傷講出「大實話」？ 張：自己瞧不起自己！曝支持度萎縮！4/26凱道要催出最大...張炤和 林裕豐 張禹宣 林廷輝 黃敬平

Marcus Ernst is Project Manager at MACK One, one of the drivers behind the AUREA Award community and a member of the MACK Research Team.He has been instrumental in creating attractions that have been the first immersive experience for hundreds of thousands of visitors in Europa Park the second largest theme park in Europe!In this conversation, we take a deep dive into: The successes and failures along this journeyWhat is the most important KPI when operating at this scaleHow scaling down was actually the key to successWhy AR hasn't been more widely adopted in theme parks yetSubscribe to XR AI Spotlight weekly newsletter

In this episode, we sit down with Stacey Hampton, a multifamily operations and asset management expert with over 25 years of experience. Stacey shares her journey from hospitality to building a consultancy that helps investors increase NOI, reduce delinquency, and tighten operations.This is one of the most tactical and value-packed episodes to date—whether you're an operator, asset manager, or LP, you'll walk away with powerful insights to apply immediately.Join us as we dive into:- How to calculate the true cost of turnover and why it matters- The one KPI every operator needs to track—and it's not what you think- Reducing delinquencies by understanding write-offs and resident fraud- How to increase renewals through more tailored, strategic lease offers- Best tech tools operators are using to improve cash flow and tenant experience

In this episode of Bathroom Break, hosts Daniel Murray (The Marketing Millennials) and Jay Schwedelson (Do This, Not That) talk through why every marketer should run a quick‑but‑thorough audit when the economy gets wobbly. Along the way they riff on White Lotus, Mission Impossible, and where Tom Cruise fits into your KPI dashboard.=================================================================Best Moments:(00:56) Topic announcement: marketing audits in uncertain times(01:58) White Lotus cameo—brand marketing inside the show(03:00) Why audits matter when the economy tightens(03:41) Recentering on revenue & setting realistic KPIs(04:32) Auditing paid media and remarketing for efficiency(06:07) How downturns can actually sharpen marketing tactics(07:34) Putting extra love on existing customers(08:26) Trimming your tech stack to save cash(09:35) Mission Impossible shout‑out and Tom Cruise marketing wisdom=================================================================Check out our 100%  FREE + VIRTUAL EVENTS! -> EVENTASTIC - The worlds LARGEST event about EVENTS! June 5-6 2025 Register HERE: https://www.eventastic.com/RegistrationGuru Conference - The World's Largest Virtual EMAIL MARKETING Conference - Nov 6-7! Register here: www.GuruConference.com=================================================================AND Don't miss out on these awesome FREE upcoming Quick Hits!WunderKind: 20 Ideas in 40 Mins! Would You Rather?! Topic: Owned Channel Performance SECRETS!May 8th - Register HERE: https://www.linkedin.com/events/wouldyourather-ownedchannelperf7310021407273304064/theater/Marigold: May 30th 11am est. More info coming soon!=================================================================MASSIVE thank you to our Sponsor, Marigold!!Looking to master consumer engagement in 2025? The 2025 Consumer Trends Index from Marigold reveals how AI, economic pressures, and personalized marketing are shaping consumer expectations. Uncover data-driven insights to foster stronger brand relationships, strike the right balance between personalization and privacy, and turn casual customers into loyal advocates.Download the 2025 Consumer Trends Index today at meetmarigold.com/guru and stay one step ahead of evolving consumer demands!

Utilization isn't just a metric — it's the key to unlocking profitability, clarity and accountability across your entire team. In this episode, Michael Daoud, Founder and CEO of Visus LLC, sits down with us to share how transparency in utilization can transform operational efficiency in professional services firms. He highlights the value of role-based utilization targets and the importance of weekly over monthly KPI tracking for agility. Key Takeaways:(00:54) Making utilization transparent directly impacts revenue and profitability.(01:44) Custom data pipelines using PSA platforms offer richer insights than native reports.(03:27) Daily time entries are essential for real-time visibility.(05:44) Color-coded bar charts inspire self-correction without management pressure.(09:46) Transparency prevents idle bench time and promotes strategic internal initiatives.(12:17) Weekly tracking allows earlier course correction than monthly reviews.(14:24) Teams can start with spreadsheets before building advanced data warehouses.(16:09) Team members can access their utilization data anytime without waiting for reports.Resources Mentioned:Michael Daoudhttps://www.linkedin.com/in/michaeldaoud/Visus LLC | LinkedInhttps://www.linkedin.com/company/visus-llc./Visus LLC | Websitehttps://visusllc.com/This episode is brought to you by Content Allies.Content Allies helps B2B tech companies launch revenue-generating podcasts and build relationships that drive revenue through podcast networking. We schedule interviews with your ideal prospects and strategic partners so that you can build relationships and grow your business. You show up and have conversations, we handle everything else. Learn more at ContentAllies.com. #B2B #BusinessLeaders #Leadership

#239: Measurement | In this Exit Five live session, Dave sits down with Pranav Piyush, Co-Founder & CEO of Paramark (ex-PayPal, Dropbox, Adobe, BILL), to talk about the future of B2B marketing measurement.Spoiler alert: it's not clicks.They break down why the old way of doing attribution doesn't cut it anymore and why leading B2B teams are shifting toward incrementality, experimentation, and marketing mix modeling.Dave and Pranav also cover:The gaps in the old way of doing attributionWhat the best B2B marketing teams are doing now for attributionThe key questions CMOs face from boards and execs about measurementThree things you can do this quarter to improve your measurementTimestamps(00:00) - – Intro to Pranav (04:33) - – The Purple Cow mindset: why differentiation matters more than ever (06:13) - – Pranav's background (PayPal, Dropbox, Adobe, BILL → Paramark) (07:18) - – “Measurement is Robin. Creative is Batman.” (08:33) - – Why click/touch attribution is flawed and misleading (12:03) - – The 95/5 rule: most of your audience isn't in-market…yet (14:48) - – How top brands (Asana, DoorDash, P&G) measure beyond attribution (16:13) - – What is incrementality and why it's more useful than attribution (18:33) - – Why revenue isn't always the right KPI - especially in long sales cycles (20:33) - – Intro to marketing mix modeling (MMM) and how it works (22:33) - – Visualizing baseline vs. incremental impact on pipeline (23:48) - – Geo testing: how to prove a channel's impact without attribution tools (25:48) - – The branded search trap: why you should test turning it off (28:18) - – Even Meta, Google, LinkedIn admit attribution is flawed (29:03) - – How to measure untrackable stuff (organic, content, social) (32:33) - – Why “credit” kills performance (34:23) - – Measurement for startups (37:18) - – What to do if all you track is closed-won revenue (39:03) - – Why attribution software is overkill under $100K in spend (40:18) - – Should you ask “How did you hear about us?” (43:03) - – How to carve out budget for channel testing (45:43) - – Don't skip audience research (49:03) - – Creativity is still your #1 growth lever (measurement just supports it) (50:33) - – Wrap-up and final takeaways Send guest pitches and ideas to hi@exitfive.comJoin the Exit Five Newsletter here: https://www.exitfive.com/newsletterCheck out the Exit Five job board: https://jobs.exitfive.com/Become an Exit Five member: https://community.exitfive.com/checkout/exit-five-membership***Today's episode is brought to you by Grammarly.Ever have one of those weeks where you spent more time replying to Slack and email than doing actual marketing work?You're not alone. The average marketing team spends 28+ hours a week just keeping up with comms.That leads to burnout, frustration, and a whole lot of performative productivity that doesn't actually move the needle.AI-fluent marketing teams are changing that. Grammarly's 2025 Productivity Shift Report shows how they're using AI to:– Cut down on back-and-forth– Automate content, research, and reporting– Eliminate busywork– Make space for strategyWe're marketers because we love crafting campaigns, driving revenue, and proving impact – not spending all day buried in messages.Get the report and see how top teams are making AI actually useful.Visit go.grammarly.com/exitfive to grab it.***Thanks to my friends at hatch.fm for producing this episode and handling all of the Exit Five podcast production.They give you unlimited podcast editing and strategy for your B2B podcast.Get unlimited podcast editing and on-demand strategy for one low monthly cost. Just upload your episode, and they take care of the rest.Visit hatch.fm to learn more

　編集部のトレンド・キーワード解説を音声で聴けるポッドキャスト。前半の最新トレンドをチェックする「WEEKLY TREND KEYWORDS」では、アサヒビールが7年ぶりに新ブランドビール「ザ・ビタリスト」を発売、苦いビールのねらいについてピックアップ。後半は「データに踊らされない『KPI設計法』」をお送りします。KPI（重要業績評価指標）はゴールに向かうまでの中間値のことで、目標達成に向けたパフォーマンス状況を図るために設定します。そのデータ量は膨大なため、追うべきKPIを見定める必要があります。今回は、正しい設計方法などを紹介します。解説は日経クロストレンドの中村勇介・新編集長。

Kiera is a guest on the Dentalligenstia Podcast, hosted by Nick Zagar and Remy Isdaner. She talks about the connection between success and knowing your practice's numbers for the following: Production Overhead Collection New patients Case acceptance Kiera also gives tips on streamlining workflow, working through scratch starts, startup versus seasoned practice needs, and more. Episode resources: Sign up for Dental A-Team's Virtual Summit 2025! Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00.16) Hello Dental A Team listeners, this is Kiera and today I am so excited. I did an incredible podcast and I just thought it'd be fun for you guys to hear it, to listen to it. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast. Welcome to the Dentalligentsia podcast. I'm Nick Zager and we have Remy Isdaner, my partner, and we are Mirlo Real Estate Partners. Today we have a special guest, Kiera Dent from the Dental A Team. Welcome Kiera. Thanks guys. I'm super excited to be here.   I love what you guys are doing. I'm just jazz. And I'm glad that I didn't have to say the name of your podcast because I would have totally botched that. So thank you for taking that on for me. I love what you guys are doing. And I'm just super, super excited to be here. I love geeking about dentistry and business and all things. So thank you guys. I'm really honored to be here. We appreciate that. you know, our favorite clients are typically early to mid-career dentists. And we love what you do to support.   our mutual clients and really want to know a little bit more about you and why you do what you do. How did you get into this? Yeah, for sure. Well, luckily for both of us, we love the same type of clients. So it's really fun. I actually started my career in dentistry in high school. I was offered an opportunity to either go into nursing or dentistry. And I thought, hmm, I want to wear scrubs. Like that was my end goal. And I thought, learn the whole body or learn the mouth. I'm surely going dental route. So that was honest to goodness. The reason why I got into dentistry.   I was a dental assistant for years and then became office manager, treatment coordinator, scheduler, biller, you name it. I have not been a hygienist and I'm not a dentist, but my husband, he went to pharmacy school at Midwestern Arizona. And during that time, I'm a little hustler. I found out if I could work at the college, I'd get a discount on his tuition. And so I knew there was a dental college and so I found out, got a job at the dental college.   And I was super blessed, super fortunate. And I worked there for three years with dental students. And one of the students asked me while we were in school, she said, hey, Kiera, do you want to come help me open my practice in Colorado? And I was like, heck yeah. Dental assistant to practice owner. Like, this is a great plan. I never knew how I'd be able to do this. I'm not a dentist. And I'm like, I see what you guys do in dental school. Yes, I want to say yes to this. So I went and helped her open the practice in Colorado. And we took our office from 500,000 to 2.4 million.   The Dental A Team (02:25.773) in nine months and opened our second location. And what I found from that was I learned a lot. We built a pretty big group of practices and I learned so much from that of what not to do. My marriage was about in shambles. Her marriage was about in shambles. My health was deteriorating. I was working from 2 a.m. till 10 p.m. trying to make these practices grow and I thought, well, shoot, one, if I could help her grow a practice, I wonder all my other students that I love.   Could I help them grow their practices and give them the confidence as well? And two, there's got to be a better way to do this than what I've been doing and what she's been doing. Like, yes, we have success on paper, but behind the scenes, we're deteriorating as human beings. And so that's really what spurred my passion. I never worked with a consulting company. Everything that Dental A Team's consulting is are things that I wish I would have had when I was a practice owner, things that I wish I would have known.   things to help all of my dental students. It's fun because it's becoming full circle. A lot of those students are now buying practices and coming and working with me, which is super fun. But really the passion comes from how can I help these dentists live their best lives, get the profitability they want, but also get their team bought in because most consulting companies work with just the dentist or just the team. And I thought, but if I can get the team on board, these dentists lives become a lot easier. And so it's really fun to talk about both sides of the coin.   And shoot my last name is Dent. So I think I was destined for this career path. It's not a stage name It's just the third fiance finally like I didn't get married I just took three fiancees to get a better last name So that's kind of my story and how I got into it and truly just love love this industry and love helping dentists Flourish and succeed and help more people But nursing never had a chance Yeah, I mean the scrubs if it would if they would have cuter scrubs than maybe but   The fact that I had the short path didn't just the mouth, but it's funny. I don't even get to wear scrubs anymore. like, man, that was a short lived moment. yeah, nursing. don't think I could do rectal trumpets. That's just like, I mean, I'll take the mouth all day long versus that. I don't think I could. I have such a gag reflex. I don't think I could honestly do it. Well, talk to us about some of your favorite client stories. gosh.   The Dental A Team (04:39.725) So knowing that like the startup to the mid range are kind of the ideal clients, I was thinking of a couple and one comes to mind. He attended one of our summits. We have one in April every year for doctors and teams. And so he attended it. And I remember he had like a really funny name on his screen because I see all the participants. I really try to make our summits really engaging and active. And I remember it was iPhone. And so I just kept calling this person out. was like, hey, iPhone, how you doing over there?   just kept kind of like razz and I had no clue there's no camera on it just says iPhone and lo and behold iPhone decides to sign up with us and he had just bought his practice and paid in full for consulting which I was always like man that's a pretty like gutsy move you just bought a practice but I also like people that are gutsy and this committed to it and what was interesting is we'll call him iPhone if you listen to this you'll know exactly who I'm talking about but over the course it's been about two years now iPhone has gone from   Being a practice owner who literally knew nothing about ownership had a pretty seasoned team when they bought their practice And went through all these hard transitions like I'm telling you this was a labor of love on both sides the consulting side and his side from needing to transition out his office manager who was really really causing a lot of like Shakes within the practice and and driving the team in a direction. He didn't want to go   So learning how to hire, learning how to lead, learning how to present treatment plans, learning how to put KPIs into the practice. Like you want to talk about a jumpstart to business ownership. And I remember he's like, Kiera, I'm not even taking home a paycheck. And those moments always rock me because this is real life for a lot of dentists. And my goal is to help them get to taking home their paychecks quickly. And so about six months, he was taking a little bit, but we started like at six months, he was able to take his full paycheck and then fast forward to   I just saw him actually last weekend and he was sharing that now he's producing over 250,000 a month in his practice, collecting home a paycheck, has a new office manager that was sitting next to him. They've shifted the culture. This office manager said that this doctor like makes for Phil Seen, Heard and appreciated. He understands his KPIs. He's got a profitability margin of 60%, which makes me so proud.   The Dental A Team (06:59.629) excuse me, his overhead 60 % profit margin of 40%. He knows his numbers. He knows how to look at it, getting ready to possibly expand his practice. But he said, we were just meeting last week and he said, Kiera, I want to give back because Dental A Team's given me so much. so having him help coach other practices now of things that he's learned really just inspires me. But I think about this man of...   like the rocky road he went on to get there. And I think that his journey is not unique. I think this is so common for so many owners who buy practices two, three, four years in, but to be able to have him be an example of what can happen and for him to be going from about 150,000 when he first bought the practice to now doing 250,000 a month, just to give him the confidence, I think as a leader, as a dentist, to get a team bought in and on board.   the fact that he knew his numbers and it's been, it'll be two years in April since he bought his practice and joined. And I think that is one of my most favorite stories because to see him excited about life, to see him excited about his practice when there were some dark days, I remember like his name, we'll just say iPhone was on our schedule a lot of times to give more support and to review resumes and to teach him how to hire for culture and to build a culture.   That is a magical experience. And there's, like I said, so many things from KPIs to numbers to culture to hiring to diagnosing and getting patients to accept you when the other dentist was still a part of the practice and moving on. He's honestly one of my favorite clients because I think his story is so relatable to how so many other people feel. And to see him now on the other side of it, truly beaming, I think is honestly one of my favorite stories. I have so many favorite stories.   But I think he's a really recent telling one that is just a fun success story to share with people. That's super cool. And he's got a great name. I know, right? iPhone. I'm like, it's easy because I was like, who is this? Who shows up? Like, I hate it on meetings. Like, get your name of who you really are because I want to call you. There's another, she's now a client. And I was speaking in person and, you know, front row, was like, hey, what's your name? And she's like, I'm going to be anonymous.   The Dental A Team (09:13.803) So we have a running joke now that she's just anonymous, even though she's a client now. And she's like, I'm so glad. But now she's like, secretly optimistic anonymous. So, you know, we've kind of changed that around, but yeah, it's fun to have clients show their personalities. But yeah, if you're on an event, put your dang name on there. Otherwise, maybe you'll be iPhone forever. Fair enough. I'd rather be iPhone than anonymous, but point taken. I've got a serious question.   for you based on that great story, but first I'm gonna joke. So it's on record in our company, there's a iPhone, Samsung battle and I'm on the iPhone side and Nick's on the other side. And we have it on record here on this podcast that Nick said something to the effect of, that sounds awesome being iPhone or iPhones are awesome.   So just just want to make sure that that we're all in the same page there, you know, Remy I'm happy in our company. It's the same. It's like Apple versus HP I'm diehard Apple everything connects in so seamlessly. So Remy we're on the same. Yep. I phone over here It's definitely definitely for the Samsung. I'm sick of the green bubbles, but they are getting better now I can see that you're writing I can see that it's been read. So I mean, hey, they are making some progress, but that's been like, you know decades in the making speaking the same language   Okay, as promised, I'd start with jokes and then, you know, that was a great success story and your passion is clear. Let's talk about those KPIs. So what are some of the KPIs that young dentists, newer dentists should be looking for? And I asked that question and then also add a preface. We talk to doctors all the time who have no, it's clear they have no...   connection to what the business side of dentistry is doing in their own practice. And I get it, we get it, that they didn't set out to run a business necessarily. They set out to provide the best oral health to their community. But it is a business after all. And so what are some of the things that those young dentists should be looking for? Remy, I'm so grateful you asked this question. It was not pre-planned.   The Dental A Team (11:36.073) My passion came actually from teaching people how to run successful businesses because as a business owner myself, profits seemed elusive. I remember like, what the heck is a freaking KPI? I didn't even know what that meant. And I really love in dental hygiene, there's no judgment. And I just want people to feel safe and confident to ask those questions. And I think dentists really feel this need to know everything because you are a doctor. And I just want to highlight that, guess what? None of them know it. Like 99 % of dentists that we work with   don't understand the business, but yet understanding the business and the numbers, I feel is like your treasure map to success. It helps you see where are broken systems in your practice to fix. So rather than just trying to pump a bunch of systems, let's look at the numbers to see which system we really can impact. Also, when you know your numbers, you can make smarter decisions of who to hire, when to hire, things like that. And so for people who don't understand KPIs, like I said, someone told me that I was a Dr. Seuss of systems. So I take that.   as a huge compliment to try and make it so simple for people. I believe KPIs are like the vitals of your practice. It's like when you go to the doctor, they always check your like height, weight, your blood pressure, your temperature. They're gonna check those things because if any of those things are out of whack, we're gonna have like an immediate plan. And I feel like that's similar to KPIs within a practice and KPIs can get a little extensive. So if we're talking about a brand new practice, things I start small and then we get bigger.   And so like main things that are really going to give you a nice suck on your business, if you're not careful are going to be your cashflow. So that's going to be your overhead. I'm watching your production and your collections because oftentimes the practice is producing enough, but your team's not collecting that money. So we want to make sure we have a 98 % collections ratio. I'm also going to watch your AR. So AR is your accounts receivable, checking from patient portion and insurance portion, because a lot of times practices actually have the money in their practice.   but they're not collecting, it's just kind of sitting there in overdue payments that are due to you, whether that's from patient or insurance. If we can look at those, we can figure out where's our collection problem. it we don't have clean claims sending to insurance or we're not collecting from patients and we're sending statements or we're not even calling. So I'm really gonna watch those super, super tight. And then if you want to go, excuse me, further down the line and things that I'll watch are gonna be like your lab costs, your supply costs, marketing can come into place.   The Dental A Team (14:00.685) scheduling, we can look at your scheduling and see like number of new patients coming in. That's a big one that I really like to watch because if we're not getting enough new patients or on the flip side, we're attritioning, AKA we're not keeping them in for re-care and reappointment percentages. We can get a leaky bucket and just keep filling with new patients but not retaining the ones that we have. So I like to watch your attrition rate. I also like to look at your case acceptance. So what are you diagnosing and what's being accepted to see is it a diagnosis problem?   or is it an acceptance problem? Whatever doctors wanna make, there is a study and a standard of three times what you wanna produce is what you need to be diagnosing. So if you're not watching this diagnosis amount, you might not be diagnosing enough to be able to get what you want on your schedule for your production. So I like to watch that. And I like to watch your case acceptance of dollar for dollar. So if you're presenting a thousand dollar treatment plan, how much of that thousand is actually being accepted? Are we accepting 100 % of that? Are we accepting 50 % of that?   and then asking questions of why, because case acceptance is usually one or two words from our exam to our treatment coordinator. And then I like to watch your hygiene percentages. So what's your hygienist producing per hour? I like three times pay for PPO practices, and I like four times pay for fee for service practices, and that's on adjusted production. So let's not go off of gross, let's go off of adjusted. Gross feeds the ego, net feeds the family.   So let's not be feeding our egos. I know it feels really good to say you're producing 260, but if you can only collect 150 of that, let's live in real life world. So those would be some zones. And then like, again, if you want to go like next level, you're already doing that. Some things we found over the last year of tracking hundreds of offices were open time in a schedule and your dollar per hour production, because a lot of times just open time in schedules, we found you could actually hit your goal.   if we could fill those spaces and then figuring out protocols for your team just to keep that schedule full. So I said a lot of KPIs for you, but really your main ones, you've got to be watching our production, collection, overhead, new patients and case acceptance. If I could only pick five, those would be my top five that I would start with. And I'm going to give six, like your reappointment percentages. Cause if we're not reappointing, that's really going to kick you down later on. And it's going to make a lot more work for you. And I think those are some pretty easy ones to watch pretty quickly.   The Dental A Team (16:18.733) but then also hopefully giving a lot of other ones for you to be able to watch in addition to that, that depending upon where you are in the journey of your practice, things to be looking at and doctors, you don't have to track all this. You get your team to track this for you. And then you get this lovely report that comes to your desk every week or every month. You review it, you assess it, and then you make the changes accordingly.   How do you help the practices that you're working with refine their systems to streamline their workflows to ultimately maximize their productivity? So Nick, on that, I'm just going to sound like a broken record. I literally look at their numbers, because whatever their numbers are looking at, these KPIs, that's going to tell us where the system's broken in addition to what your team is saying is a problem. So usually it's like communication or it's   low case acceptance or overhead or cashflow issues. And so what we're gonna do from there is we're gonna look to see what is the system in place. So if we're having an overhead issue and cashflow issue, well, I'm gonna look at the billing system. Like, let's look there, because that's where the money's at. So let's figure out what is our process, who's doing what, and where is the breakdown, and then we're gonna refine the system. I don't believe teams like to do hard things, and I don't like to do hard things, and so.   everything we implement should be easy because teams will gravitate towards ease and also not making someone remember things. So that's a true system. So we'll put in things like we can put automated notes or we can change our note templates if we're consistently missing something on our claims, we're gonna fix and adjust that system. We're also gonna look to see running certain reports that we put on an automated system for them. It's on a sheet for them. That way they don't have to remember to do this.   We create handoffs where it's on their route slip. So no one has to remember, like just with your memory, it's already built as a true system. And I think a lot about like McDonald's or Chick-fil-A or some of these companies that are able to mass produce and give you the same experience wherever you go. Well, let's build that and let's make a very simple system that everybody can follow rather than hoping and praying our team members remember and they don't drop the ball. So I'm going to look at those numbers. I'm going to look to see where the gap is and then dig deeper to find   The Dental A Team (18:33.461) root problem and then add an automatic system as much as we can to fix that problem forever. Are you dealing, how much of your business are startups, scratch startups versus acquisitions, also new practice owners through acquisition versus, you know, I guess that's the question, those two paths.   I tend, and I think it's just due to who I am and the things I did, I tend to attract more acquisitions in our company. So we're probably 75 % acquisitions, 25 % scratch start. We've worked with a lot of scratch starts. We've done a lot of pieces with scratch starts. But for me, I'm of the opinion, it's already there. My job is just to come and be the miracle girl on a practice that's already there. I know that I can successfully add hundreds of thousands to a practice very quickly.   adjust their overhead and make them profitable within just a couple of months. Scratch starts, we can do the same thing, but there is more of building that base to get more people in to build it. However, you don't buy someone else's problems when you do a scratch start. So in Dental A team, again, I think it's due to my experience, the things I've done. Like I said, I took a practice from 500,000 to 2.4 million in nine months. I know which systems to quickly shift and adjust. I like to say that we're...   We're a miracle girl for practices. You just sprinkle us on and we watch it bloom. Scratch starts, like I said, usually I'm about six months to a year before we're gonna start to see that churn and burn. And it's just due to building that patient base, which doesn't exist in the scratch start typically. But again, we've had several scratch starts. We've had several be a very successful, but that would be the reason I think why. But again, I don't shy away from scratch starts. I've done plenty of scratch starts and I do love that you get to build everything that you want and it's brand new.   You get to set the systems up from day one. I just think I like to. It's already in place and now my job's just to optimize and magnify it and make it even stronger for them very quickly. But I'm a fast results person. I like to see results quickly. Scratch starts long term have amazing results. Short term they're a little bit harder to get that churn on. Sure. Are people, are dentists typically onboarding you during the acquisition process so you're already known to them and their, you know, their,   The Dental A Team (20:55.281) They're acquiring with you on board versus an acquisition where things are just not, things don't feel right and they're not turning out the way the doctor planned or not as fast as they had hoped and then they're onboarding. So I think the doctors who do the best are the ones who bring us on usually month one or two before they open a practice. And I always say when you open a practice, it's like having a baby.   people nest the two months before they have the baby and then baby comes in, it's like screaming mayhem for about six months until you figure this out. And I really do believe that that's how practice ownership is. So the offices who I found do really, really, really well are the ones who bring us in one to two months before they actually add us into their loan of their additional cashflow that they need. So it's part of their purchase. That makes sense. Versus the ones that are like, Hey, I don't have cash, but I need help.   because every office does this, literally every single one of them they're in and I call it the six months shakeout. As soon as you buy a practice, it is bananas for six months. Like you have high costs, you have high expenses, nothing shaking out. You're trying to win over all these patients or bring in new patients. Like it's mayhem. And that's actually when you need consulting the most. Like you need someone to pull your head out of the sand, tell you do step one, step two, step three. This is where you actually need to focus rather than just being psycho and trying to like do all the things, but never getting anything done.   So I really love when they come. Otherwise, and I'll say, I'm really pro, of course, being a consultant, I'm pro this, I'm really pro hiring a consultant that can actually like put money on your books. So a lot of things people buy when they're buying a startup, they actually don't add revenue for them. So it's just a lot of cost without a lot of adding to it. And so there's lots of great consultants out there, but I'm really pro find someone who's done what you need to do successfully multiple times.   and bring them in because a consultant for us, our fee is guaranteed covered every single month. Like I'm never worried about that, but we tend to do two, three, four, five times our fee, adding that in in production and reduction of overhead for a practice very quickly. So I never worry about, I understand the owners do worry about fees because it can feel scary with everything you're adding on, but be intentional with what you're purchasing, what can add money to your books rather than just taking money off of your books.   The Dental A Team (23:19.462) Go ahead, Nick. Well, I was going to switch gears into talking about building and developing a strong team, since you just mentioned that. And I wanted to start by actually saying that when we're working with a client and they're looking for, you know, to a relocation option or they're looking to buy a building or just a general lease, mean, these are all super negotiable things inside, you know, inside of their   you know their business world but you know the the You know the highest expense that they likely have is payroll and so they can't really That's not something you're not gonna retain high-level talent by you know negotiating like a like like a madman like you would with a landlord for example, and so I wanted to talk to you about what are key qualities that a you know a dental practice owner should look for when hiring   key team members. For sure. I'm so glad that you said that rented landlords are negotiable because I think people feel like it's fixed. And I'm like, no, listen, listen, this is why you need Nick and Remy. Talk to them. They'll help me negotiate this down. Agreed teams are a bit trickier to negotiate down here. You're not going to probably get the best people. No one wants to feel like they're being bought on sale to come onto your practice. but as a landlord, yeah, I want the best deal. My labs and my supplies, I want the best deal.   But for teams, so I'm gonna kind of give two different answers because I think startup practices versus maybe a little bit more seasoned in their career actually have two different needs typically. As a startup, I'm really pro them hiring basically an office manager that knows how to do a lot of the things that they don't know how to do. So we need someone who's strong with case acceptance, strong with billing, strong with leadership, strong with hiring, and it's going to be an expensive hire. But what that...   that expensive hire is going to do is going to exponentially grow your practice for you. While dentists are in the back doing dentistry, you have someone who's really your yin to yang in the front office for you. So I'm really pro and I'm really pro not hiring just one person, but two people in the front office. I've seen a lot of embezzlement in my time. I've seen a lot of just funny things going on in the front office. And also if you only have one person up front, you're literally like SOL, which stands for so out of luck.   The Dental A Team (25:38.758) Um, in my opinion, like you really will be S O L if that one person leaves because you know nothing in the front office. So I'm super pro hiring those people and hiring really good talent when you're a startup. Now, if you're a little more seasoned, figure out what's going to be your yin and yang. If you've got a good biller or you can outsource your billing, um, maybe you don't need as high quality of, or as expensive of an hire that way. But what I have found is typically I like to see payroll around 30 % of your collection. So we're collecting a hundred thousand.   about is going to be spent for payroll costs, not including doctors. And so for that, that's also your fringe benefits, your 401k. And what I've seen with a lot of doctors is team members are only listening to their dollar per hour, but doctors, you're paying a lot more than just a dollar per hour. So we've actually created a really beautiful form for our offices that's kind of like their total compensation package that we recommend giving like once or twice a year to your team so they actually see what they're producing.   Now, hygienists are coming in as a really hot topic, depending upon the area you're in. And a lot of those are like, they're kicking that overhead, the payroll amount really high, but you need a hygienist because they're a producer. And so what's happening, we have a couple of hygienists on our team as consultants. And what they're recommending is let's have a really good base, base plus commission. And then looking back at your hygiene schedule to show this hygienist based on what we've already done. I don't like to live in like theories.   because no one wants to live in theories. They want to feel confident. So if I can hire hygienists for X amount that is fair within the market rate, but give them a commission, so anything they produce over that, showing on historical trends of what my practice has been doing, that's gonna help me keep my payroll costs lower, but I'm gonna be able to pay this hygienist more and be able to actually offset my payroll costs because they're producing more, but I can keep my payroll lower. So that's where I do think you can quote unquote negotiate.   But I really feel strongly, you've got to show them with confidence that they can do this and you've got to have an incredible culture. Culture and time tend to be the currency of hiring great team members right now. And so if you don't have a great culture, if you're not a great boss, you're not gonna hire great talent. I've seen offices paying their employees less than other people in the market, but they have such a great culture that team members want to stay. And then also looking at this time off, PTO is becoming a really hot topic and I feel like since 2020,   The Dental A Team (27:57.872) We're seeing more of this lifestyle that people want to be living more so than like the 401k traditional benefits, depending upon the age of the person you're hiring. Cause I do think there's two different age groups that want two different things. And so being aware of that and cognitive, think you can get creative with what you're doing. So I think that's a lot of great ways to bring it on, but you've also got to be clear on what your culture is and what your tip is. And you've got to be careful not to hold onto those sour apples that are truly destroying your practice.   One of the best quotes I heard is, the worst thing you can do to your best employees is tolerate the poor performance of your worst employee. And so really being cognitive, and I know that's hard, but trusting and believing that you can bring these great people in. So we put awesome ads out. I tell people to write to their ideal person, figure out who they want of their ideal person, and then posting those ads consistently and following up can be really good ways to get it. And then like,   Great culture does not mean you give everything to your team. It also means that we hold them accountable, that we have structure, that we have systems in place, but giving them the autonomy within that to create what they want to. I think are some hopefully simple pieces based on where you are, of who to hire, how to keep those costs lower. Also, what a good framework of what your payroll should be. And then also realizing the amount of payroll you've got, that should be producing. So make sure that you're.   payroll dollars are actually giving you the production that you should be getting from it. And if not, maybe it's time to make a couple of changes that way too. Yeah, one, one always is, is trying to kind of create a culture that promotes accountability and collaboration and continuous improvement. And you can probably, you know, inside the mission statement of the, of the, of the practice kind of address some of those things so that you have some ground rules. But ultimately at the end of the day, it's about   the leadership and also needs to live those values as well. Yeah. And on that Nick, am really pro core values. When I first started, I heard a explanation of core values and they said, usually when you start a practice, you have three core things that really were the core of why you started this practice. So think back to what those three, those are like your true core. And when I thought back, I was like, yeah, for me it was do the right thing.   The Dental A Team (30:16.272) have a ton of fun and make it easy for clients. So like those are my three. it's do the right thing, fun and ease. And then we have aspirational ones in addition to that, but really truly like our core values go on our job board. So like when we're hiring people, we say these are our core values, this is our company. Every Wednesday we're highlighting out team members that have been exhibiting core values within our company. So each team member shouts someone out about the core values. And I really have found that   That's how you build culture. Culture is a slow burn, but it's a consistent burn. And so if you have that and you really live, breathe and bring that in, your culture, it will take a little bit of time. say it's kind of like moving the Titanic, but the consistency piece will start to shift it to where you have that incredible culture. And then if you have someone who's not, have the one-on-one conversations rather than the full team conversation. Get really, really good at having uncomfortable conversations. I love the quote. I've added my own little.   sprinkles to it. I say your success and happiness that's care is added is directly proportional to the number of uncomfortable conversations you're willing to have. And I like adding happiness to it because I think like my success is one thing, but my success and my happiness, I want to be happy when I go to work. I want to have a great time. And so just getting really good with those uncomfortable conversations. And I say, it's a conversation. It's not a confrontation. And like, let's get to the root cause. Let's solve the problem rather than the person.   and let's move that forward. I think those are some hopeful quick tips for people to start to change that culture because it can be done and it's paramount for bringing in great team members as well. Well, that's a really important piece of the puzzle is communication, especially since everybody has a different communication style. you know, I wonder what your guidance is about how somebody who owns a practice can, you know,   can become a better communicator or overcome some of those challenges to be able to kind of understand how to communicate to different members of their staff or what have you. For sure. I'll give a couple of books. I believe there's so much wisdom found in the minds of men and authors. And so The Five Dysfunctions of a Team by Patrick Lanzione I think is a great one to figure out how to build that trust and healthy debate between you and your team members. so encouraging that.   The Dental A Team (32:43.974) and digging down deep into that. Also, there's a lot of personality traits, tests that are out there. I really am pro disc. There's also a company called Culture Index, and I think they teach you a lot of how to communicate. And something I learned early in my career that I try to pass on to our clients is hire people who are complimentary to you, not necessarily the same as you. Your biller is going to have a very different personality than your scheduler.   I want a bubbly outgoing scheduler who just makes my patients feel incredible. And my biller, do not want them being the party scene. I want them to be the person who's so detailed on every single number. Well, those two personalities are also going to be different communication styles. My biller, can probably be a bit more direct with. My scheduler, might need to have a little more finesse with. The five love languages at work is another great way to see how do people prefer to be communicated with. And then also just asking. I think asking people of,   hey, like some people really wanna be direct and just told directly, other people need like the sandwich, the compliment, here's what we need to work on, the compliment, because otherwise they're gonna feel like they're an utter failure. And so I think as leaders learning, I used to always communicate the way I like to be communicated too. And I feel like that was so naive on my part, because that's how I prefer, does not mean that's how other people prefer. we have, when we hire new hires and we recommend this for our offices,   We actually have them take a quiz within our practice and it tells me their favorite things for appreciation. What is it? If I was to get them a gift, what would be something very meaningful to them? How do they prefer to be communicated with? Is it direct? Is it collaborative? And then we have them read the same book so that way we can speak in the same communication language with each other. And then coming in to when it's an uncomfortable conversation, owning that and saying, hey, like this is uncomfortable for me to say.   We address the root problem and then we ask for feedback of, Remy, how did that land? I want to make sure that what I was trying to convey is actually how you heard it. Then Remy can come back and say, Kiera, I felt like you thought I was a jerk and that I'm not working. And I'm like, my gosh, thank you for saying that. That's not at all how I was saying it. What did you hear? That way I can change this to make sure we're on the same page. That communication takes finesse, takes time, but I will say I would rather invest in that skill than having the constant turnover.   The Dental A Team (35:06.96) train that's going on. And if you're in maybe a bad culture right now and you don't know how to fix it, anonymous surveys, we send them out for a lot of our clients when they're in this particular spot and start to ask honest feedback of what does this doctor or team need to do to change? What's causing the turnover? What's causing the breaks in the practice from the team members perspective? And then adjusting our communication styles accordingly to really try and help that communication. But I really love asking for feedback of how that landed.   I think that's one of the easiest ways to get that feedback very quickly on communication. So we've talked a bit about communication, I guess, with your own staff, but paramount to any successful dental practice, they need to have strong communication with their patients because enhancing a patient experience, I think, really kind of goes hand in hand with growth and all the other   types of things you need to consider to raise the, do better, I guess, for lack of better word. So. I think patient communication, you're right, it's paramount. And learning, I think that's handoffs. I think that's having everybody speaking the same thing, doctors giving good exams on that. But then also finding out what your patient drivers are similar to a team driver. What is ultimately their number one objective? Is it cosmetic?   Is it function, is it cost, or is it longevity? I said those in a very important order. believe order matters. Because if I put cost first, I'm highlighting cost. But if I put these in a very strategic way, I've done this with hundreds of offices, and we've asked thousands of patients, I will tell you 99 % the time it's not cost. It's usually function, it's longevity, cosmetic, how it looks. And then of course, figuring out within cost. But if you can figure that out from your patients and learn to communicate with them in their style, utilizing disc profiles as well.   You're exactly right, Nick. You'll get higher case acceptance, you'll have a better patient exam. If you have handoffs where everybody's speaking the same language and we're passing the baton off from person to person so that way nothing gets dropped, you will be shocked. We've increased case acceptance. I had a practice, they were getting about 25 to 30 % case acceptance and we literally got 100 % case acceptance that day just by changing a little bit of how we communicate in our handoffs.   The Dental A Team (37:27.462) The patients would walk up to the front and say, doctor wants to see me back in two weeks for a crown for an hour, I need to get that scheduled. And if your patient is that clear and your communication is that clear, you can only imagine what that does for your practice and your production and your reviews, because that patient's not confused anymore, they literally know what to do.   The Dental A Team (37:50.822) Can you share any practical tips on how dental teams can educate their patients more effectively about their oral health and treatment plans? Yeah. So I'm really pro hygiene. The hygienists have hopefully an hour with them. And so I'm really big on visuals. And so we work with our practices to build kind of like explaining it helping these patients see like on x-rays where you can use, there's a lot of AI softwares out there. I love Pearl. I love Overjet. They can help educate the patients of what's going on in their mouth.   And what I found for patients is there's a lot of mistrust. And I know dentists hate this analogy, but it is kind of like a mechanic. And so we're looking under the hood and the patient's like, I see nothing but black and white up on there, but you're telling me to like squint my eyes and there's a little cavity right here. So I think also helping train your patients of like, this is a good tooth. And this is a tooth where there is decay, showing intraoral photos for them, helping them so that way when they're going through their teeth, it's like, okay, tell me what you see on this tooth.   the more the patient can actually grasp it and understand it, the more they're going to actually accept that treatment. But in addition to that, one of my hygienists that's a consultant on our team, she gave me some really good advice and she said, never ever, ever use little league words for major league problems. I think oftentimes we don't want to offend the patient or want to make it feel better. And so we're like, well, there's this like little cavity. The tooth is bombed out. Like, why are we saying it's a little cavity rather than telling them like, this is what's going on now.   Yes, they're still finessed, so we don't wanna make them feel bad about it, but we also need to help them see the severity. And what I found is when you're confident in your diagnosis, when you're confident in how you're presenting treatment, your patients are actually buying your confidence, they're not buying the treatment. And so you being confident, and I've helped hundreds of them practice, I literally have an office and we've added multiple millions to their five locations by simply helping them present treatment better and stronger and more confidently, because truly the patient is buying your confidence. And so now, never over diagnosing.   but getting that patient to see it and truly telling them what's going on. And then I always love to say like, here's a comprehensive exam and the good news is, this is how we're going to get you like great back to great oral health and using the good news is, or the great news is that way the patient feels like there's hope and optimism and then giving them a really clear plan of where you want them to start. That way it doesn't feel overwhelming or daunting. Cause you can teach a patient all these things.   The Dental A Team (40:14.448) They just need to know where to start and how you're gonna be able to help them get the success that they're looking for and to get back to oral health. Not all patients have it. And I say that not like these problems did not happen overnight. So it's not gonna get fixed overnight. Our bodies are always decaying. Like we're always like aging is as fun and thrilling as that is. Same thing with our teeth. And the great news is this is how we're gonna get you healthy.   We've talked a bit about, you know, communication and creating a strong relationship, I guess, with your patients. Talk to us a little bit about how dental practices can develop a strong presence inside their local community to build trust and attract more patients. Yeah, there's an office that I really love. We were just chatting with them and something that I think this office did so well is they have the goal to be   the hometown dentist in their city. That's the vision of their practice. They want all of their patients to feel that way. So it's a very large practice. They have 15 operatories and they've still been able to maintain that hometown feel and they're very connected to their community. Another practice they said that our goal is to change the way people feel about going to the dentist within our community. And so I think the way that you can get this like stamp in your community is one, having that be part of your vision where you want to be   that local dentist to your patients where it's that hometown dentist feel in your practice, then your practice, your patient experience will feel that way. But then these offices, the two that I explained, they're very involved in the Chamber of Commerce. They're very involved in the little league sports. They're very involved in giving back and providing for these communities. I have another dentist and she created what's called the Thrive Home, where it's literally being able to give back to the community with all the different specialties like OT.   PT, dentistry, to give back within the community. And I really think if that is something that is your MO, treating your patients that way, asking for their referrals and their reviews, and then also being able to have that presence. I know growing up, for me, our chiropractor was so well known, that chiropractor was everywhere. They were at all the football games, they were all the high school events, they were at the town hall, the chamber of commerce, like.   The Dental A Team (42:30.106) Everybody knows that Ellison Chiropractic is the number one chiropractor in the area. And I will say it's because this family was so involved in the community. We saw them everywhere. And so I think how can you also do that and giving back to it? But I think my biggest recommendation, if you want to grow patients based on your community, I think it comes from genuine care and genuine authenticity that you actually love this community that you want to give back. If it's just to pull new patients in, there's other ways to do it.   But I think really, truly, you want to give back to that community you want to serve. I think patients will feel that when it's true and genuine and authentic. We understand how important marketing is to a practice and how it gets teeth through the door. And it's expensive, and it's money we're spending. But I think you hit the nail on the head. In addition to traditional marketing, there's so much more you can be doing in   involvement really is the key. The more involved you can be in your community, the better. Whether you want that hometown feel or you're focusing on productivity and efficiency and I think getting yourself out there and being a part of something is invaluable. That's great advice. When our clients hire us, it's normally because they   They feel totally lost. They're beginning the journey of practice ownership or real estate ownership. They have a lot of student debt. They are about to borrow a lot more money. And it's really scary. we try to really hold their hand through that process to kind of give them those tools so that they can ultimately make the right decisions.   for their practices real estate. And so it's really cool to hear you and how infectious your energy is and you have really good support systems for your clients to really ensure that they're not missing anything and are really maximizing their potential. And so that's really cool to...   The Dental A Team (44:54.078) to hear from you. Switching gears a little bit, I want to talk about the future and industry trends to see if there's anything that you're seeing or anything that you think your clients are going to face in the next five to 10 years that they should be preparing for. Yeah. And Nick, thank you. I just wanted to highlight what you said because you're right, it's terrifying. It's terrifying to go into that much debt.   I remember I used to call my dentist 2.5 because we were 2.5 million debt. And I was like, that back straight because you need to keep these hands and that back good. And I would just always say like 2.5, 2.5 because we were 2.5 million debt. And I think that that's where my passion comes from profitability overhead systems because I know how daunting it can be to be an incredible clinician, to be an incredible business, to be an amazing practice, but not to have the cashflow to support what you just went into debt for.   And so that's really where I'm pro like know your numbers, use the systems, utilize your team because, and I will say this again and again and again, a dentist who is financially successful and secure is the best boss to have. And health health teams, want your dentist to be successful and profitable because they're more solid, they're more stable and they're not stressed out, which is going to make a better boss for you. And so agreed. It's very daunting. It feels very scary, but I will promise you if you know your numbers,   It can feel awful at the beginning, but it can actually make it so much better for you. So thank you for highlighting that Nick, because I think I've just seen so many students so stressed about cash and staying up at night. I've had it myself. And so speaking from real life experience, giving you the tools out of that dark hole, I think is one of the greatest gifts we can give to these dentists who are already giving the gift of smiles and confidence to all their patients. Being able to do that same for dentists is such an amazing thing. And now,   Speaking of like what's in the future, shoot, DSOs are on the horizon. I think an AI, like these are two hot conversations. My doctors tell me that they are probably getting a DSO offer at least three to four times a day. And that is ratcheting up. They're getting so many offers constantly from DSOs. They're finding them. And I don't blame them. I think Wall Street is smart. They've realized that dentistry is a great business to invest in. mean, we're hearing 50 % overhead. So we've got exponential profit within.   The Dental A Team (47:19.474) Dental practices are profitable, typically speaking. And so I think that these are some things for doctors to be aware of. And I think educating yourself on making sure that you're selling or you're living your life the way you want to, rather than like just getting an offer on a bad day. So I think the DSO offers are dangerous because when you have a bad day in dentistry, it's very easy to look at that EBITDA number and say, I just want to sell. I want to get rid of all my problems, but I want to also caution and advise.   to know exactly what you're getting into because I've had some dentists sell. I think DSOs can be great for a lot of practices. I think MSOs can be great. I can see legacy practice and partnerships being great. There's so many amazing things and I don't think there's really a wrong route to go in dentistry. The wrong route I think is when you make an emotional decision that's not going to impact your life the way you want to. And so being very cautious, I think of when do I wanna sell and also what really is a good deal because I had a doctor and their epita,   They talked to some DSOs and he's like, cure it. It's going to be great. I'm going to get five mil for this. And I said, we'll call this one hometown. Like he's not the hometown, but like, we'll just call him. I got iPhone anonymous hometown now. So I was like hometown. I just want to point out that next year you're going to produce 5 million based on our block scheduling and also on the expansion of your practice that we just did. You are going to produce 5 million and they did. So I said, you're going to actually get short changed on this DSO deal. If you're like.   But if you're done with dentistry, it's a great deal. But also you're going to have to work for this person as an associate when you're going to make five mil next year, just in producing on your own and you don't even need to sell. This hometown does not want to be done with dentistry for about 10 years. So I said, you are shortchanging yourself where you can build this. You can exponentially expand into this, but you've got to make the decision of where you want to go and what you want to do. But the five million sounded so attractive to this doctor.   when they didn't realize that their practice was already producing that and would produce that with ease the next year. So I think like being really cautious of that, that you're not making, I feel like I'm so passionate because I feel like your business not only is providing for your life right now, but it's a long-term asset. And like what you guys do with the real estate, these are long-term assets that are building their wealth portfolios. Let's not, let's not do botchy investments, kind of like stocks, right? The stocks we all know just like dropped like, shoot, if you're watching that, you're going to freak out and you're going to want to sell everything.   The Dental A Team (49:40.68) but they know be stable through your investments, stay steady and not make those irrational decisions I think is so paramount because the DSO offer seem very appealing right now, especially on those like hard dental days. So that's one that I think dentists really need to be cognitive and aware of and knowing what your end goal is, what your retirement goal is, what you ultimately wanna sell out for. So that way when these offers come through, you can be educated and educating yourself more because I promise you.   I do not believe DSOs are going away. think in the next decade to two decades, we will see dentistry become more similar to healthcare. I know I'm like very hated about this. I've had this opinion for several years. My husband works in standard medicine. He works for hospitals and I'm like, gosh, like what was going on in the hospital scene is now what we're starting to see in dentistry. It's not gonna be too long before they're all bought up, but I'm also watching standardized healthcare now trying to shift into private practices and get out of the DSO.   like with air quotes around it. So I think just being cognitive of what you want to do and what you want your legacy to be. But also I don't fault you. I mean, a lot of these dentists are going to be able to get incredible retirements that they may never have been able to get similar to people buying homes in COVID. Like they're getting insane value, insane interest rates. it can be a very wise financial investment deal for you, but just do your homework. Cause I've seen some DSOs go under and people have lost pretty much their entire retirement. So that would be something I definitely highlight on. And then also watching AI.   The doctors are not into AI, they've got to get into AI. That's where I mentioned Pearl and Overjet, they're helping with diagnosis. I can already see they're riding on the wall that insurance companies, guarantee you, are probably already using AI. And so making sure that you are staying at least up to par with insurance companies, if not further ahead. Utilizing virtual assistance, think staffing costs are going to continue to be skyrocketing. And so for that, what other things can we do? like...   Opportunities force innovation. And I think we're in an opportunity zone to force some innovation and to be on the cutting edge of that. I do think right now, doctors who are not online, depending upon where you are in your career, if you're not online, having a presence on social media, if you're not getting involved in AI, I am going to caution that I think those practices very easily could get left behind unintentionally to where it might be hard for them to come back. So just even dabbling in it, getting some team members that could help you with that, I think is super important. And I would say this year,   The Dental A Team (52:04.51) I would add some sort of AI to your practice. Whatever you choose to do, just so you start to experience it, use it. There's so many things and I think honest in the next five years, I think AI is going to radically disrupt how practices are operating that I think it's important to like at least be dabbling so you're not completely left behind on accident.   You think the AI is, I mean, it's mind blowing and the applications just seem endless and hard to keep up with. you, so are you, if I hear you correctly, you're talking about AI integrations on like the practice management side of things versus patient care, right? Like patient care, so yeah. Yeah.   I think patient care is going to be tricky. I think until they get robots who are amazing, do think like the clinical side of dentistry probably will maintain pretty accurate. But I do think your front office and a lot of your systems will get changed. And I'll just highlight, there's a practice that we work with and she has, it's a pediatric practice. She's got incredible- call them? Sorry, what? What are we gonna call them? this one, we're gonna call this one, we'll just say jammin'.   so this one's jammin. I do like that we're naming all my offices. right. So jammin jammin has a pediatric practice. She's got an entire amazing team, but she has like eight support virtual assistants behind the scene for this practice. In addition, she has made her own AI bot called Amy and Amy. That's actual name of the AI bots. That one's real. didn't change it. mean, I should have called it like Joker, but like that's not really going to work jammin and Joker. This was actually called Amy. but Amy.   responds to to Jammin's practices day in and day out to make sure patients are happy. Now they live in a very affluent area, so it's very fast paced. But what I love about this doctor is she realized in order for me to keep my patients happy and to meet their demands, there's AI and I can create an AI bot that responds exactly how our practice would, but I'm actually not having to pay a team member, an actual human being to do this. And they're able to get all the needs met. That's what I mean by.   The Dental A Team (54:13.37) looking to see where can AI integrate. And I think it's going to hit your front office faster. But I think like software is meh, like that one's tricky. Software's are tricky to me, but I'm like billing. I guarantee you AI is going to take that over for sure. Hands down. It's going to take it over. I think answering phones and scheduling phones, I think are, the way we send out claims for sure. Like that's all within your billing realm. there's some softwares that are trying to act as office managers. think reading X-rays are going to definitely be taken over by AI.   hands down and I am curious and I don't have an answer for it, but I'm super curious. How is that going to impact diagnosis? I work with some practices in Canada and Australia and they're more streamlined. There's not really a lot of change. Like it is what it is. It's standardized healthcare over there. And I'm curious with AI coming in and I know I'm going to be like, I might get ripped on this. I'm welcoming the reviews because I think it's worthwhile to talk about. I'm curious how AI is going to impact diagnosis.   And what can be diagnosed and what can be actually built out which leads me to believe similar to medicine That's why there's bill like they bill out every single possible code that they can't I mean for the gauze for the cotton and I'm super curious that I don't know I think it's worthwhile to look into is that gonna impact our diagnosis and how we're billing should I maybe be looking and knowing those codes more thoroughly? Depending upon how it's gonna be. I don't know. I think that that's huge speculation on my part, but I   I can't help but think that AI is going to impact our diagnosis in a big way. We're insurance companies, which then leads me to think companies might be leaving insurance. right, like we might be going more fee for service. So then you got to ramp up your marketing. But I think that's going to be a big spin that's probably going to be hitting us in the next couple of years.   The Dental A Team (56:02.27) It's scary and exciting. don't know what else to Scary and exciting. It feels wild, right? But I'm like, don't think dentistry itself is going to change much. I still think we're going to have our craft. It's a very, very humanistic, very crafting. But I'm super intrigued. And I think for me, I'd rather take it on as like, let's be excited about it. Let's get into it. Let's see. How can we dabble? How can we influence it rather than being told like, is what's going to happen now?   I would prefer to be a pioneer through it and I think first office is to innovate. I I prefer to be like second, third, like I'm not gonna be like right on the first in case everything botches, but like second, third, get in there because these things, I don't think it's going to go away. I think it will adapt and morph, but I think it's here for a while. I hate that I didn't ask you this way earlier, but are you also, are you working with all different specialties or are you strictly general?   That's a great question. We actually work with all. So we have pediatric, GP, oral surgery. The only one we don't dabble in is ortho. I think there are some incredible consultants out there that do ortho. Ortho has its own software. It's its own beast. It's its own animal. I do work with ortho and GP, so we're very familiar with it. But ortho, I just think there's consultants that rock the ortho world, but all other specialties. We have clients within all of those and really love them in all their areas. We tend to specialize GP and pediatric, but we have clients of all.   all specialties minus ortho. Yeah, I The reason I asked is that I was speaking to, you know, an endo group who was actually starting to transition to fee for service. And I don't know, maybe that'd be a good introduction. Yeah. The fee for service world is weird. I really, offices want to cut. They want to just cut the insurance right now. And I'm like, hold please, before you do that, realize it's a retention piece for your patients. And if you don't have a great experience and you also don't have great systems in place,   and you also don't know how to maintain these patients, I had a practice to do this and they almost lost 50 % of their entire practice. So I'm really pro, like you can drop insurance and I'm not here to say not to, but I want you to be very thorough and educated on it and know worst case scenario, best case scenario. I think fee-for-service is gonna dip in a lot more, but if you're not careful, fee-for-service patients are free agents and never forget that. So they can go anywhere at any time. They're not tethered to you like they are with insurance. So making sure.   The Dental A Team (58:25.202) before you start cutting and get all excited about fee-for-service, I'm here to say do it, but do it correctly. Because I think there's a right way and a wrong way to do it. And I've seen it hit practices really hard if they don't do it correctly. Good to know. The time we spend with people like you is meant to help dentists and really end support staff all around. And they all offer different types of great information and fe

In Episode 114 of the Athletor Podcast, we sit down with Adam Fellers—a wrestling coach and finance expert—to talk about the intersection of business and wrestling. Adam breaks down why so many coaches lack the business acumen needed to grow and sustain successful programs, and why waiting for outside help isn't a winning strategy. We also analyze key financial metrics, like fundraising and staff investment, and how they correlate with on-the-mat success at the Division I level.Beyond the numbers, Adam shares insights on how wrestling programs can adopt a more structured, KPI-driven approach to athlete development. If he had the power to change the NCAA system, what would he do? We get into that, plus some rapid-fire fun, including his top book recommendation, Mount Rushmore picks, and more. If you're interested in the future of wrestling from both a competitive and financial standpoint, this is an episode you won't want to miss!

In this episode, you'll discover:The Rule of 72: How compressing the conversion process compounds long-term successTime Kills All Deals Stick rate: What it really means and why it's crucial to your businessYou can't manage what is not measuredThe definition of True Conversion: The people who start care, stay under careThe key conversion and retention metrics that matter most—and how to improve themEpisode Highlights00:53 – Learn how the three-stage framework—operationalize, professionalize, optimize—leads to productivity, durability, and profitability.03:33 – Discover how conversion is both emotional and urgent, and why delays can derail a patient's decision to begin care.06:36 – Understand the "Rule of 72," a time-based system that compresses patient onboarding to reduce attrition and increase conversions.09:28 – Learn the step-by-step breakdown of what should happen within each 72-hour window from initial contact to family referrals.12:14 – Explore the role of urgency and conviction in the report of findings and how they directly impact conversion outcomes.16:34 – Hear why training on systems like the Rule of 72 is essential for improving proficiency and clinic-wide consistency.19:34 – See how time gaps between steps (Day 1, Day 2, workshop) create “heat loss” in conversion, impacting volume and income.22:58 – Discover how each conversion step can be measured as a KPI to track and improve business performance.25:45 – Learn how to define and apply "stick rate" metrics to understand patient retention across care phases.29:42 – Understand how chiropractic is a lifestyle strategy and why retention reflects true impact and long-term care success.32:53 - Dr. Eric DiMartino welcomes Dr. Andrew White from Success Partner, Align & Co to discuss an innovative approach to corporate wellness. Inspired by personal experiences, Dr. White shares how his company integrates chiropractic care into businesses using tax advantages. Learn how chiropractors can secure corporate contracts and leverage tax incentives at no extra cost. With a vision for nationwide expansion, this model offers businesses an effective way to support employee health. Don't miss this game-changing insight into the future of chiropractic care. Resources MentionedDownload your copy of the Remarkable Standards here: www.theremarkablepractice.com/podcast-ep301-standardsTo learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceoFor more information about Align & Co please visit: https://www.alignco.lifeSchedule a Brainstorming call with Dr. PeteFollow Dr Stephen on Instagram: https://qr.me-qr.com/l/riDHVjqt  Follow Dr Pete on Instagram: https://qr.me-qr.com/I1nC7Hgg  Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1To listen to more episodes visit https://theremarkablepractice.com/podcast/  or follow on your favorite podcast app.

As Vice President of Practice Intel at Dental Advocacy Group (DAG), Cynthia bring over 20 years of experience in the dental industry, helping practices maximize revenue, optimize insurance reimbursements, and implement strategic growth initiatives. Before joining DAG, Cynthia spent years as a dental consultant, working directly with practices ranging from solo practitioners and multi-doctor offices to large DSOs. This hands-on experience has given her a unique vantage point—she understands the challenges and opportunities that come with each type of practice model. Whether it's navigating insurance complexities, fine-tuning operational efficiencies, or transitioning to a fee-for-service model, she's seen firsthand what works and what doesn't. At DAG, her focus is on helping dentists take control of their profitability by negotiating better PPO contracts, improving fee schedules, and ensuring that insurance participation aligns with their long-term business goals. She is also leading the charge with Practice Intel, an innovative KPI analytics platform that gives dental teams real-time insights to drive smarter, more profitable decisions. Beyond her professional work, Cynthia is a wife, mother, and proud new grandmother—so she understands the importance of work-life balance and building a business that supports your life, not the other way around. Her passion is helping dentists thrive, not just in their practices, but in their personal lives as well.

Welcome to the WealthBuilders Podcast as Karen Conrad Metcalfe and Ray Patterson dive deeper into unlocking opportunities in a changing business landscape.This episode continues to explore how businesses can adapt to changing market conditions by using the Business Model Canvas (BMC). The conversation stresses the importance of being willing to adjust business models to stay competitive. Learn how successful businesses monitor market trends, and align their strategies with core objectives.Tune in to analyze key performance indicators (KPI) for organizational success. The Art of Adaptation: Staying Ahead of the MarketMore Resources:April Real Estate Workshophttps://billyepperhart.lpages.co/april-2025-real-estate-workshop/Financial Breakthrough Free e-Booklethttps://www.wealthbuilders.org/break-through#WealthBuilders #BusinessModelCanvas #CompetitiveLandscape #CustomerRetention #ValueProposition #KeyPerformanceIndicators #StrategicPlanning #CustomerRelations #BusinessGrowth #PivotStrategy #BusinessCoaching #RewardSystems #MarketConditions

In this episode, you'll discover:How to use business intelligence (data) to compress time and accelerate successRemarkable Standards (for KPI's) create context for your Team for what a Win! looks likeUnlock the 5 P's: Identify key constraints and correct them for maximum impactTransformation is an ongoing process—it requires adaptability and continuous learningThe 2 most critical questions that will refine your delegation process and optimize operationsEpisode Highlights00:46 – Learn how business intelligence starts with reducing drama by organizing, systematizing, and optimizing operations.03:28 – Discover why aligning your business with personal joy and energy is essential for sustainable growth and leadership.06:15 – Understand the role of the CEO as a Chief Energy Officer and how your energy determines your team and business performance.08:09 – Explore the sequence of operationalize, professionalize, and optimize—and why each phase must be approached strategically.10:14 – Learn why increased productivity and durability don't always mean profitability until the business is fully optimized.13:46 – Hear how upgrading systems and rebuilding teams is part of scaling and necessary for long-term success.16:21 – Discover why casting vision and seeing the bigger picture is the CEO's most important role during growth and transition.17:26 – Understand how measuring performance through KPIs and scorecards is foundational for optimization and accountability.20:02 – Learn how the accountability grid identifies which business domains are underperforming and who is responsible.22:58 – Get insight into the five-question fix framework: person, process, proficiency, priority, or project.26:40 – Explore how to improve outcomes by deciding whether to do more, do better, or do something different with key processes.28:04 - Dr. Eric DiMartino and Justin Maxwell from Success Partner, Big Life Financial discuss transforming high income into generational wealth. Uncover  how Big Life Financial supports chiropractors in optimizing their finances through strategic systems. They introduce the concept of ROE (return on emotion) alongside ROI, focusing on the peace of mind for business owners. Tune in to enhance your financial health and business success. Resources MentionedDownload your copy of the Accountability Grid and Remarkable Standards here: www.theremarkablepractice.com/podcast-ep300-acctgridTo learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceoFor more information about Big Life Financial please visit: https://biglifefinancial.com/Schedule a Brainstorming call with Dr. PeteFollow Dr Stephen on Instagram: https://qr.me-qr.com/l/riDHVjqt  Follow Dr Pete on Instagram: https://qr.me-qr.com/I1nC7Hgg  Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1To listen to more episodes visit https://theremarkablepractice.com/podcast/ or follow on your favorite podcast app.