Podcasts about kpi

Tiff and Pam talk about the current intersection of technology in the practice, and how using and understanding AI as a tool for busywork means you can focus on the tasks that really need that human touch. They talk about why training AI could be just as critical as training humans, where to look first when incorporating the software into your practice, how a staff member can serve as quality check for automated tasks, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Tiffanie (00:01) Hello, Dental A Team listeners. This is Tiff back with you here on the podcast. And we are in the studio today. I have myself and I have Miss Pam with me. And Pam is one of our prize possession consultants here at the Dental A Team. We have had Pam on our team for a little while now. And if you are special enough and blessed enough to work with her, you know exactly who she is and you have some solid foundational systems. Pam is a systems guru. She busts them out.   And she holds accountability like I've never seen before. And when she learns something, she learns it forever. And I love getting to watch you, Pam, progress in your Dental A Team journey. I watch you like taking notes all the time on the systems that we, you know, hold tried and true. Yesterday Dana was talking about a couple of systems during our collaboration and I was like, gosh.   She's just over there feverishly writing and I love it because I know exactly what's gonna happen. You're gonna like go back, you're gonna relearn   Pamela (00:54) I was. Yes, I was.   Tiffanie (00:58) it, and you're gonna teach it. And it was just really cool. So I love that, Pam. Thank you. And I love that you have these skill sets that you're able to then take and you help so many practices implement the same skill sets, like not just our systems, but how to retain it. You know how you retain it.   But then you're also looking for how are other people retaining the things that they're learning so that you can help them grow in their learning as well. So it's just really cool to watch, Pam. Thank you for everything you do and thank   Pamela (01:27) Thank you.   Tiffanie (01:28) you for being here today. How are you?   Pamela (01:31) you know, I'm doing fabulous and thank you. I appreciate all those kind words, Tiff. That was very nice. I think it's a unique and great time to be in dentistry. So v we've seen a lot of changes over the years and now we're to a stage that is changing very, very quickly.   Tiffanie (01:50) I agree. I I love that you said that, Pam, because something that I think we've said in dentistry for a long time is that dentistry is really progressive in a lot of ways. I think there's a lot of things in dentistry that haven't changed and haven't progressed, like Rick canals, things like that are still being done similarly to how they were thirty years ago. But so much in dentistry is so progressive and it's changing all the time. But I I think we've always said that. But I think in the last five, six years that has   Like us saying that before doesn't even make sense anymore. Like the progression we're seeing now is wild.   Pamela (02:26) It's it's crazy. you know, I was thinking about this, and there are so many systems that we have done for years that we're not perfecting, right? That we still could perfect and are in addition to any AI stuff we have. But the interesting thing is is that now something that has been in scarcity our entire human existence or now or soon will become like an abundant commodity, which is intelligence, right?   Tiffanie (02:53) Yeah. Yeah.   Pamela (02:55) So   I think that it's really wild to be thinking about that intelligence is a commodity and we can buy it.   Tiffanie (03:03) Yeah, I think that's amazing. That was a great perspective. And you are not wrong. I listen to a lot of   Pamela (03:07) Yeah.   Tiffanie (03:09) podcasts and I know you do too that speak to that same thing. And I think both of our households house many conversations around that same thing. I think we we share that.   Pamela (03:18) That is so true. It's so true.   Tiffanie (03:22) Yeah. So with that, Pam, I think that's a great start. What are you seeing? expand on that for me. Like what are you seeing as far as I love that like intelligence is is a   purchasable at this point. What are you seeing with your practices or just the research you're doing and the things you're hearing and and listening to within the dental world, narrow that down for us. What are you seeing from your perspective how that's changing dentistry?   Pamela (03:48) Yeah,   well I I think the the question is is how do we react to that reality, right? And a lot of practices are have not gotten into the AI and are now saying, okay, I want my insurance verification done, I want, you know, RCM done, the revenue cycle management done by AI, but it is a little daunting. Right? It is like I had one practice say   yo well we have this company that's doing our RCM and and I said do you are you like what are you doing with it and they said nothing they do it and I'm like dear goodness gracious like there are you have to manage it unfortunately I think we're at a real a space where we're not the Ironman like Jarvis runs everything   Tiffanie (04:43) Yeah.   Pamela (04:43) you know stage we're at the   Alexis and we have a lot of really smart AI tools. Most of them, I'm well, they're all sitting on top of separate systems and what we are contributing. I don't think we're pardon me quite to the point where it's an operating system as opposed to, you know, pieces. So I'm seeing practices now take those pieces, try to learn them, and then develop their skills even more in the stuff that they were doing.   So what I mean by that is how are we, how are they actually doing at clean claims, right? Are they   Tiffanie (05:23) Yeah.   Pamela (05:24) getting the clean the claims clean before they send them in? how are they doing on you know managing the online scheduling? Are they reacting to that? And is all the patient's insurance information accurate before it goes to the AI?   So that's that's what I'm seeing. That's a s a little bit of a struggle.   Tiffanie (05:47) Yeah. I think something you pointed out there was that a lot of people a lot of people seem to be jumping headfirst and just like handing the keys over rather than allowing it to be a tool that they use still with oversight. And I noticed recently, even just on my chat GPT that I use down at the bottom, it's like, Hey FYI, these may be inaccurate. Like this is not to be taken as truth. Yeah. And I'm like, well   Pamela (06:11) Yes, I j I saw that, yeah. So true.   Tiffanie (06:16) We need that reminder though, kind of like the McDonald's coffee cup that now has, you know, since nineteen ninety or whatever it was, says that the contents are hot. Like humanity needs those reminders 'cause I think we're so it's like a it's a catch to me too, 'cause I do think we're so quick to jump onto things and try them. But   Pamela (06:34) Mm-hmm.   Tiffanie (06:34) at the same time we're like second guessing and   thinking we can't and thinking they don't work, but we do latch on to certain things where we're just like, wait, that was expected. I expected to be able to drink my coffee as soon as you handed it to me. You know, that it wasn't gonna be scalding hot, that I could just just go. And same with the AI. I think there's so many aspects of it that we just expected all of the truth to be on the internet somewhere. We've been primed that the truth is on the internet and   we just expected it to be true that now chat is like, hey, wait a second, like, hey, I'm just like your buddy who did the research online, the same as your friend next door. Like this   Pamela (07:09) Right.   Tiffanie (07:13) could be wrong. And I think it's an interesting thought because to your point of view, handing over your cycle management, your your revenue and all of that data, handing that over to AI and expecting it to just be perfect from here on out with no mistakes is wild.   Right, but we're doing it. So many of us are doing it. Similarly to the online scheduling. I know we have a lot of practices and we have some doctors that have spoken for us at our events. we had one last September that our doctor focused on AI, and she pointed out the facts of needing to train their AI the same as they're training a human. Like you get a   Pamela (07:51) Yeah, yes. Yes.   Tiffanie (07:54) result and you're like, you got that result, you're fired, you're done, we give up.   You say, actually,   Let's tweak it to be what we want it to be. So we're saying yes and okay, cool. And let's do it this way. Let's move it this direction. with that statement, you also said insurance verifications, making sure they're accurate. And it made me think too, we've always said, you know, good information in is good information out, bad information in is bad information out. And I think   That's the same with any of it, with any of the AI tools or any of it, right? The it can only scour the internet for so much information and find so much truth. With the good information in, that goes as far as everything. So whatever it is that we're asking and training these systems and these tools to produce is what we're going to get. So we're not spending the time with the AI and we're not spending the time saying, This is the result that I want, this is how I want you to get there.   we're doing a disservice to ourselves just the same as so many people we were just talking about this. So many people are still misusing or underutilizing tools that we've had for gosh, at this point I always say 30 years, but at this point I think it's going on like 40 years, right? Like we've had these tools for   Pamela (09:12) Exactly, yeah.   Tiffanie (09:14) a long time. We're still   Pamela (09:16) Yeah.   Tiffanie (09:16) misusing them because I know both of us have walked into offices where they're like changing the prices in the treatment plan.   And they're doing all this math and there's a calculator. I still have offices that have the calculators that have the tape, and I'm like, where are you even where do you buy the tape anymore? Right. But they do, they have this running tab. And I'm like, what are you doing? And they say, Well, it's never right. We always have a balance. And I'm like, Okay, this is like a band-aid fix, right? So no matter what technology you have, there's so much tech that saves us so much time. And that's the point of this conversation is what kind of tech is out there that can   save our team   Pamela (09:52) Mm.   Tiffanie (09:53) time. And a lot of that time is for the administrative team, gives them the the chance to do other things, right? So automating things gets rid of busy work, allows them to do other things. But if we're not utilizing the tool correctly from the get-go, it's not saving the time because we're going back and fixing it anyway. So maybe we're saving time on we have an online scheduling app and it works. So our team maybe doesn't have to answer as many new patient calls.   But then that same person is over here calculating by hand a treatment plan estimate. It's like, cool, well, we just like took nonsensical   Pamela (10:28) Yeah.   Tiffanie (10:29) time and put it into a nonsensical time suck again. So, Pam, how   Pamela (10:33) Yeah. Yeah.   Tiffanie (10:35) are you helping the chain offices to really utilize the tools to actually save the time? And when they're not, so like that situation, how do we how do we get to the bottom of it? Because for me,   When I see somebody calculating treatment plan estimates because they always have a bill at the end, I'm like, cool, that's like a band-aid over this massive gash on your arm and it stopped the bleeding   Pamela (10:59) Mm-hmm.   Tiffanie (11:00) in that one spot, but it's not fixed. Like you still need stitches. How do we get to the bottom of it? And how do you help practices really figure out what truly is going to save them time and how they can get there?   Pamela (11:14) Yeah,   I think it goes back to basics. Before we layer on that AI piece of it, we have to have those basics in place. And you're right, there are a lot of practices and you know that are struggling with that. They're still doing things by hand. So, you know, have going back to the basics and having that correct verbiage, I think, is super important. to with the patient of knowing that.   There may be, it is an estimation, and there may be a difference when once your insurance pays. And you can offer to the patient, you know, if you would like to call, I don't like doing predeterminations, pre-D, I'm kind of against them. A lot of people still do them for larger treatment. I understand that. but for if you are to, you know, tell a patient, look, if if it's a credit.   we will get that credit right back to you within the month, right? have   Tiffanie (12:12) Mm-hmm.   Pamela (12:13) some sort of verbiage that gives you a little bit of out, but also be confident when you're prevent presenting those numbers if you've done the homework. So I think that's where it goes is back to the basics, making sure the basics are correct before you, you know, are giving that treatment plan to the patient. And then your verbiage is super important. And trusting it.   Tiffanie (12:36) Yeah, I totally agree.   And trusting it exactly. Being able to trust the system is huge. So making sure I think you're you're like spot on back to the basics, right? So making sure your verbiage is in line and making sure that the information that we're putting into the computer system is as accurate as possible. And you can use AI tools for that too, right? So we have   Pamela (12:55) Right. Right.   Tiffanie (12:56) AI tools this day and age that do insurance verifications and they upload it into the system.   They do all of the pieces. But then again, back to what we said earlier and how you said like this practice is like, we don't even look at it, right? Same thing. Like if you're if you're paying for an AI bot to go scour, get the information, put it into your system, and then you're turning around and you're like, well, it's always wrong, right? I I always have a balance or a credit. And so I calculate it just to double check, like, okay, maybe we need to look to see.   Further back, where is that miscalculation coming from? Because the insurance data in the system, the patient's data in the system, the right fee schedules, all of those pieces are feeding the tech and the intelligence, the information that it's spouting out to you. So it can only do so much. So if you've   Pamela (13:47) Right.   Tiffanie (13:48) got, you know, you didn't mark the you didn't you didn't tell the bot that you needed to mark that there was a downgrade. So you're you're having   crowns come back and there's two hundred dollar balance because it was downgraded, right? Well, stop hand calculating that and tell the bot to do it differently. Tell the system to do it differently. Whatever your system   Pamela (14:06) That's right. That's right.   Tiffanie (14:08) is, there's a little button somewhere that you you click it and it says downgrades, right? Account for downgrades, etc. So utilizing those tools from the ground zero, I think is just massive and it's something that's been severely underutilized for a really long time.   that needs to be right first. Because then if we go in and we layer these AI bots on top of that, that data is what they're working with. Just like Dentrix can only give you a treatment plan based on the information that you put in there. You put the fee schedule, you put the percentages, you put the treatment plan. You did all the buttons, you clicked and you put the treatment plan. It spouts out these numbers based on the information you put in it. The bot's going to do the same thing. So I think that's our soapbox bot.   Pamela (14:55) yeah.   Tiffanie (14:55) situation there,   like we go on forever. Go for it.   Pamela (14:59) Yeah, no, I I agree and a lot. a lot of practices are struggling with this and they're because they're getting this AI and saying, Hey, it's not worth it. Like I'm still having to call the insurance company, I'm still having to, you know, calculate by hand, right? And I think it it does go back, like we said, to the basics and really digging down on that. And I mean continue to use AI, but like you said.   it's so interesting. You have to teach it, right? And you may not be able to look to say, this is the exact to the penny downgrade amount, but once you have taught it, you do need to trust it. Yeah. Yeah.   Tiffanie (15:40) Yeah, I agree. I love   it. Okay, what kind of tools? I've I've got a few, you know, that I'm I've been seeing the online scheduling, I think, is finally making it headway. It's been a tool that we've had for a really long time, but we've   Pamela (15:55) Yes.   Tiffanie (15:55) all been very afraid of it for good reasons. That's fine. But what are some other tools that you're seeing them implement? So AI bots, like what are what are your practices using them for that people could start looking at?   Make sure their foundations are correct. Start looking into how could we automate some busy work to give my team back time? What are you seeing out there in in dentistry right now, Pam?   Pamela (16:17) Yeah.   definitely the RCM, the revenue cycle management. I think that AI does a really great job with that. But the thing I I spoke about earlier is I the and getting to the root of the problem, if you don't want to have to manage it more, then you have to make sure your claims are clean. And what does that mean? And that's going back to basics, truly, as well. Like, are we taking all the photos? Are we taking   you know, all the blood points when probing. Are we doing are we doing everything we can do to make sure that they have as much information as they have. So I think RCM is kind of the number one I'm seeing. insurance verification, where a lot of practices are moving there. I think there's still a little struggle with that because we don't get the patient information a as quickly. And you know, I think most of the most of them say put it in two days before.   Tiffanie (17:15) Yeah.   Pamela (17:16) Patient communication, so even filling the schedule, right? texting people to say on an ASAP list, you know, those kind of things are being utilized very well. schedule optimum schedule optimization as well. So I think there are programs out there that help you say fill that schedule and say, here's the patients that would work in this hole, right? So I think it's   We have to accept that AI is here, right? so I think very, very to your point is yes, training it, but also yes, we do have to learn it. And it it will be it's one of those things. We're kind of lifelong learners, people in dentistry, because we always have new things coming. And so we have to look at it like this. This is just a a piece to learn, and the more we can learn about it, the better.   that we are gonna get. We can't just be afraid of it. I say dig right in, figure that, you know, whatever you're using, figure it out. Call the company, ask questions, ask the right questions, you know, what what how do I get my insurance verification better? You know, and let them help you and tell you because they know everyone doesn't know. And if you just like one and done, I'm leaving it alone, you're probably not gonna have   as good of experience as you could have with it. Yeah. And so I think doctors   Tiffanie (18:43) Yeah. Yeah, I love those.   Pamela (18:45) need to be a little bit aware aware. It takes time to learn. It's not just plug   Tiffanie (18:50) Yeah.   Pamela (18:50) and play.   Tiffanie (18:51) Yeah. And to piggyback off that, it sounds like making sure we still have KPIs in place, there's still somebody overseeing results, that somebody's still verifying that that employee, right, is doing the job right is key because if we're if we do have an AI bot that's helping with revenue cycle management, and then we're not looking at AR numbers, we're not seeing, you know, our over ninety.   decrease or or is it increasing like we're not watching those KPI points. That's how it gets lost. Just the same as somebody with a great resume comes in and says, hey, I'm gonna clean up your AR for you. Pay me X amount of dollars and we stick them in a corner and never look at it. Right? It's the same thing. So making sure those KPIs are in place. I think there's a ton of AI style tools that have come out for front office administrative work, which makes sense. You know, that's that's where AI   is in the administrative world right now as the recording of this podcast at least but something that I see a lot of practices using too and I think you have a few that are using them the like Pearl and Overjet AI systems for that second opinion at least I know a lot of doctors are liking that second opinion which has helped it's not I I think of it as busy work now but that like co-diagnosing space and really just that confidence   in what I'm diagnosing seems to come across a lot more from the doctors and those tools have been super beneficial as well. So I think there's starting to be this massive shift in the AI tech kind of industry where there is going to be more coming out for the the back office as well. And I think Pam, a lot of insurances are actually using systems like Pearl and Overjet, those AI tools to read x-rays and process claims a lot faster too.   Which to your point then they gotta be super clean. You're okay.   Pamela (20:45) Well, yeah, and and sorry, I totally did not mean to interrupt you,   but that that brings up something that I've thought about and I've heard from practices, a lot of claims are being denied, right?   Tiffanie (20:58) Yeah.   Pamela (20:58) More. I think it's up like by twenty percent over the last few   Tiffanie (21:01) I agree.   Pamela (21:01) years. And that's probably because they are using AI to read the x rays, and   Tiffanie (21:09) Yeah.   Pamela (21:09) there is no way the human eye can be as good as   an the AI assistance, you know, the tech   Tiffanie (21:19) Yeah. Yeah.   Pamela (21:20) the the radiology it it it that is going to become an AI job. So just in general.   Tiffanie (21:25) For sure.   Pamela (21:26) And so reading reading X rays, they're they're proficient. They're they're extremely intelligent at it. And so we need to jump on that bandwagon to make sure that we are seeing everything too. But   yeah, that's   Tiffanie (21:40) Yeah, agreed.   Pamela (21:41) very, very true.   Tiffanie (21:42) Yeah. And the same as the other AI tools, they have their variances as well. And you train those   Pamela (21:47) Mm-hmm.   Tiffanie (21:47) tools too. And you train yourself to see like, okay, well, this variance of that is like that's that's pretty extreme. I'm not like my practice doesn't diagnose that way. Cool, that's a watch for you, right? But at least it's being pointed out and you can compare. You can look at okay, what did last time look like versus this time? Which is super cool because that's not something you can do.   with just our eyes of that kind of comparison.   Pamela (22:11) Yeah.   Tiffanie (22:12) So whether you're diagnosing off of it or using it as a tool to see progress and change, train it, train it and train yourself just the same as you're training your scheduling bots.   Pamela (22:22) I I agree a hundred percent. And it it does have to be managed, right? It it does have to we have to learn it and we have to manage and it i it's just not a one and done. Just yeah. So very sh very   Tiffanie (22:33) Yeah. Yeah. Well, I love it.   There's so much tech to be found. I think some key ones that we can kind of action item here to go explore at least. I love the online scheduling tools if you're not using them yet. I think they're worth it. they weren't always. They have turned a corner. They are worth it. and Pam, I think even the scheduling   bots that answer, you know, new patient calls, things like that are taking over and they're doing really phenomenally. And then I think I would push to make sure your insurance information is accurate. obviously, you know, Pearl or Overjet kind of tools, those are phenomenal too. But I think starting with those scheduling and those insurances, if you're not using those tools yet, I think it's worth looking into because I really do think that revenue cycle management, all of those pieces are   hugely beneficial at this point. So do your homework. Go ahead.   Pamela (23:30) I agree and I think I think   it yeah, do your homework and I think it's exciting what's happening in with the voice activation. I don't think it's quite   Tiffanie (23:38) Mm-hmm.   Pamela (23:39) there yet, but that is something I know dental offices are very hungry for. I know it's a little intimidating, but when it gets better, and I I think it's developed huge amount from when I was in the office because it d had   Tiffanie (23:53) Yeah.   Pamela (23:54) just started. and you know, I think   Offices are really looking forward to that and doctors are looking for their notes to help with their notes, right?   Tiffanie (24:05) Yeah.   Pamela (24:05) So I think those are the two big areas that we want to watch   Tiffanie (24:08) Yeah.   Pamela (24:09) and really keep abreast of what's going on and you know, keep automating and you can do it slow and it shouldn't be intimidating.   Tiffanie (24:18) Yeah, I completely agree. I think slow is fast these days. Everything's changing so much. It's worth it to do   Pamela (24:24) Yeah.   Tiffanie (24:25) your due diligence and make sure that you're using it correctly and to its full extent. So I love it. Thank you so much, Pam. This was a lot of fun. I know that the AI tech world is your jam. you do a lot of introspective work on it and just it's a big conversation topic for you. So thank you for   Being on here with me today and being willing to share your knowledge.   Pamela (24:49) Thank you, thank you. I love AI and I can't wait to buy a robot.   Tiffanie (24:54) Yeah, no right. That's what a our   we have an almost 13-year-old in the house and he's ready to buy one, ready to build them, ready to go. I love it. I love it. Of course.   Pamela (25:02) I know, it's it's very cool. Well thank you for the time, Tiffanie. It was great to talk about this.   Tiffanie (25:09) Thanks, fam. Awesome. Okay, listeners, share this with a buddy. share some information you might have. You might be trying something in your practice now. Drop us a five-star review below and call that out. People do read through those comments.   or if you're on our socials, put it in the comments section. You guys have some conversations about this. There's a lot to be learned here and there's so much to be shared. I know we had a doctor speaking on how she's using AI, but then we also just had a massive conversation in our doctor's only mastermind last Tuesday about AI tools, AI bots, kind of how different practices are using them. So it's a huge conversation. Get it rolling in there, get on board with some other doctors and share these tools with each other.   Hello@TheDentalATeam.com. If you need anything from us at all, we are always happy to share all of the knowledge that we have and we're always happy to help you in your practice on your journey towards an amazing rest of the year. Thanks so much guys and we'll catch you next time.  

Bob Robotti stops by for a follow up episode. David Kessler, Portfolio Manager and Securities Analyst at Robotti & Company, is in the room with Bob to provide some additional analytical firepower. This conversation came about because Bill was researching the lumber supply chain, had a bit of recorder's block, and though "You know who I want to talk to? Bob Robotti." Bob said yes to the invite and this is the result.If this show speaks to you be sure to reach out to the team at Robotti & Company Advisors. Sponsorship InformationThank you to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Trata⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for sponsoring the show.If you're listening to this podcast, you'll like Trata. Trata is buyside to buyside conversations on individual stocks. Trata makes finding a bull or bear on any stock as easy as clicking two buttons. Over 125 funds globally contribute that collectively cover 2000+ tickers. Trata raised over $3mm coming out of Y Combinator. Before you would track 13Fs, now you can understand what funds are actually thinking. You can join as a lurker or you can join as a contributor and Trata will pay you hundreds of dollars per call. For a free trial, go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠trytrata.com/brew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ OG Sponsor Shoutout:Thank you to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for sponsoring the show. DISCOUNT INFO: If you use the affiliate link ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠fiscal.ai/brew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, you will automatically get 2 weeks of Fiscal Pro for Free and if you find that you want to upgrade, my link will get you 15% off any paid plans. About ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ is the complete modern data terminal for global equities.The ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ platform combines a powerful user experience with all the financial data capabilities that professional investors need. Users get up to 20 years of historical financials for all stocks globally that they can easily chart, compare, or export into their own models. And unlike legacy data terminals where it can take hours or even days, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠'s data is updated within minutes of earnings reports. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fiscal.ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ also tracks all the company-specific Segment & KPI data so you don't have to. Like to track Amazon's Cloud Revenue? They've got it.How about Spotify's premium subscribers? Or Google's quarterly paid clicks?They've got all of it.

Transaction volume across the country is down roughly 35% from a few years ago, and wholesalers and fix and flip investors are feeling it in every part of the business. Brian Snider walks through the top ten issues hitting real estate investors right now, from tighter underwriting and softening buyer demand to inconsistent marketing and thin exit strategies. He also covers where AI belongs in your workflow, why offers made is the one KPI worth tracking above closings or profit, and the budget rule he applies to every marketing channel he tests.   KEY TALKING POINTS: 0:00 - Top 10 Issues Intro 2:40 - Tighter Underwriting 3:39 - Managing Your Data 5:16 - Using AI the Right Way 6:31 - Softening Buyer Demand 7:39 - Consistent Marketing 9:18 - Sales Conversion Skills 11:22 - Multiple Exit Strategies 12:19 - KPIs and Tracking Offers 13:52 - Finding Support & Community 15:03 - Outro   LINKS: Instagram: Brian Snider https://www.instagram.com/theindysnider/   Website: Collective Genius https://thecollectivegenius.com/team-members/brian-snider/   Instagram: David Lecko https://www.instagram.com/dlecko   Website: DealMachine https://www.dealmachine.com/pod   Instagram: Ryan Haywood https://www.instagram.com/heritage_home_investments   Website: Heritage Home Investments https://www.heritagehomeinvestments.com/

Key performance indicators are fundamental to a successful practice. But what about their dark side? Kiera shares how to know whether those metrics are telling you the right information or not, including what a false sense of KPI security can look like, common mistakes when reviewing those numbers, and how to keep your greater vision in tune with the indicators. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:00) Hello, Dental A Team listeners, this is Kiera, and today's topic makes me giggle. because I feel like I'm such like hot to trot on KPIs, and I talk about them all the time. And this is gonna be like the other side of the coin of KPIs. And are your KPIs actually lying to you? Dun dun dun, like are those metrics actually not telling you what you want to know on it, like makes me giggle. And I loved because we've been podcasting for golly, so many years. I mean, I think about the conversations we've had together, the   tactical tips, the leadership growth, the confidence in becoming a CEO and running your business. And if you're not there, great. Come join us. Like let's take the easy route. You don't have to listen to all thousand plus episodes. you can take the like hit that easy button. My last name used to be Staples. So hit that easy button and come join us. But I felt like today would be a fun twist for myself as a podcaster and a podcast host of let's talk about like when do your KPIs actually lie to you because you can have some sexy numbers but still not be making money. And you'll be like, well what is going on?   Right? Your CP is like, you're doing great. And you're like, but I feel broke. your trainer at the gym is like, you're doing great. And you're I don't have the six pack. I feel like KPIs can be lying to you. And so I think it's a like, let's make sure that our numbers are telling us the entire story. And let's make sure that if they're healthy, our practice really is healthy and you know how to use your KPIs rather than be used by those KPIs. So number one, I hope you're tracking KPIs. If you don't know what a KPI is, it's a key performance indicator. I call them the vitals of your practice. So let's make sure that our   Our height, our weight, our blood pressure, our heart rate, all those are healthy and that they're tracking correctly. And if not, then like let's figure out how to fix those for your practice. Because they're not like our KPIs aren't a report card. They're KPIs are clues. And our whole consulting team, we have a KPI scorecard, and we all know that that is like the tip of the iceberg. And if one of those numbers is off or if all of them aren't looking right, we need to go and dig and dig and dig to make sure that they're correct. So I want to walk you guys through how something like KPIs can create some false sense of security, which ones to look for.   What are some mistakes that people often have when they do review their numbers? And then what are like maybe a couple of ways for us to make sure that those metrics are actually helping you to make better decisions? So, as you guys know, we're Dental A Team. I'm Kiera Dent. I'm obsessed with all things dentistry and obsessed with you. I want you to have your yes success life. I want you to have everything you want. I want your practice to serve your life. I want you to be profitable and successful. I want you to have structure and systems and stability where you just feel confident to be able to scale to the level that you want. There is no   Check mark and Dental A Team There is no you need to hit this level of practice ownership. It is what is your life? What is your dream? Let's make that a reality. And then let's make sure that you're doing it in the easiest, most efficient, fun way. Our job is to Posivate, impact the world of dentistry in the greatest way possible. And I'm so happy you're here. If I could give you a giant hug, I would. If I could give you a high five and tell you you're doing better than you think you are, I would. So just take those today. Give yourself a squeeze, give yourself a high five. And just remember, as business owners, it can be hard, it can be challenging, but it doesn't need to be.   So let's make sure that we're we're showing up, that we're rising up, and that we're being the best that we can be. And today I really want you to like stop chasing numbers and actually like understand your KPIs and what it's actually telling you. So step number one is gonna be like let's stop looking at KPIs in isolation. So like one KPI does not tell you the whole story. And so like a lot of times we'll say like production's up, we're all celebrating, but our profit's down. You're like, this doesn't make sense. Like we're producing more, but we're not profitable. Like it feels like this like very off-kilter scale.   That's like, well, if production goes up, my profit should go up. But that's not always the case. What about like our new patients are up, but our schedule still isn't full? Like, what is this? Or maybe like collections, they're up, like we're hitting at collections, but our AR is growing and our bank accounts not getting better. Like, why? Like that number is healthy with air quotes. So what we've got to look for is like, what is the relationship between the numbers and what's the driving result of the KPI and using the KPI as a system, not just an isolated piece. So   When we look at this, we want to make sure that like while production could be high, let's make sure our payroll and our overhead's actually where it needs to be. Because sometimes our production can go up and our payroll goes up. So we're hoping that production and profit go hand in hand, but sometimes they don't. So we need to figure out like numbers don't lie, but they can mislead us. So I don't want you sitting there like, well, my production's great. That could be false. Our profit could be high. That could be false. We need to be looking at the whole story, the entire, like it's.   you know, I can have good blood pressure, but what if my heart's not doing as well? Or what if my, I don't know, my I don't know all the medical terms, but there's other things like what if my cholesterol's not doing well, but that would never show up if you're looking at my heart rate. So there's just different ways and I think it's the same thing. So when we look at the vitals, this is why we get labs that are comprehensive on us. That's why we look at multi data points of our bodies. It's the same thing with your practice. So let's make sure that it's like KPIs are clues, but they're not a conclusion. And you gotta know the whole   the whole picture of this. So what I would do is like when we look at it, production should be tied. Like I usually look like my my first step is going to be looking at your production collection, making sure those are sitting at like a 98% ratio of each other. I'm looking at your like and I want net production, not gross production. Then I'm gonna be looking at the profitability of your practice because those ones are going to tell me a lot, just production collection and profitability. Those ones are going to tell me a lot. And if one of those is off, then I know can I go dig into this, this or this? Like   If your production's not hitting what we need it to be, fantastic. We need to go dig. We need to look at our case acceptance. We need to look at our hygiene. We need to look at our period. Like those things are gonna help us. I'm gonna look at your block scheduling, but that's gonna dip. Now, if our collections, they could be high, but we need to make sure like again, if our profitability is not there, collections could be high, but what's our AR? Ped practices have like two to five million sitting in AR and they didn't even know that. Well, that would make sense when you're like, well gosh, I feel broke.   You could be having 105% collections, but you're broke because we didn't collect that money last year or months prior. So again, they don't they need to go hand in hand, which then ties into like step two, which is going to be focus on the leading indicators, not the lagging ones or results. And this I think is really tricky with KPIs because a lot of our KPIs are lagging indicators, like production, collections, profitability, where the leading indicators, and I always hated lag and lead. I like, these people are so dumb. I don't understand it. Like, ugh, like.   But they do like what leads into production? Well, that's gonna be unscheduled treatment. That's gonna be our case acceptance, that's gonna be our hygiene reappointment percentage, that's gonna be how full our schedule is, that's gonna look at our new patient conversion, it's gonna look at our block scheduling. Those are gonna be leading indicators. So we could be tracking how many unscheduled treatment calls did we make. We could be tracking what our case acceptance is to see are we closing enough cases? We should be looking at our hygiene reappointment rate that's gonna help me see if my hygiene schedule is full.   We're gonna look to see how filled out our schedule is at certain points in the month to see are we filling enough? Are we diagnosing enough? We can also be looking at our diagnosis percentage and see how much we're actually diagnosing. All those things are gonna drive you to where you actually can see, is my practice healthy? Is my practice not healthy? So when we do these items together, they're going to give you visible warning signs before you hit a plummet. So if you're just looking at production, collection, profit, which are the main ones I go after, because like, hey, if those are there, they're usually pretty good.   But what leads to it. And sometimes what can happen is collections can dip automatically very quickly and be like, whoa, whoa, whoa. Or production can drop really quickly. If you're not looking at case acceptance, unscheduled treatment, reappointment percentages, those quick items, you can get into hot water real fast because we could be like production, production, production, and then all of a sudden we have a September. Okay, well, why do we have a September? Please. And everyone's like, it's because kids go to school. And I'm like, is there a way though that even with kids going to school and this and that, if we knew that?   If we strategically scheduled and we called all of our unscheduled treatment, because not everybody is going back to school, you still have elderly people that are not in that population. So what if in August we started targeting elderly populations that do not have kids at school? We're not targeting those younger families and we're making sure that they're in there, that they've got deposits paid for their treatment. We're calling on scheduled treatment starting in July. And August, we're calling our recare and we're making like 50 outbound calls a day. That's going to help proactively prevent this.   Those are leading measures that don't hit us on the lag when our productions all of a sudden suck Tember. Can we look for this? Can we look cyclically across the board of which are my lower months? Can we schedule vacations during that time if we know they're historically lower? Can we proactively put like ortho cases? Let's do an Invisalign day where we actually pump our September. So we're always doing ortho and September like back to school braces or those types of things. Like, could you start doing some of those things? Those are leading indicators that make it to where.   Before the production drops, we are proactively looking ahead. So I love to have KPIs that are leading and lagging, but the best KPIs are going to predict the future, not explain the past. So when I get my PL from ICPA, that's why you're all annoyed because you're like they said I did great, but now I feel broke. Well, it's because they're always looking one month retroactively and you're living in real time today. Your bank account doesn't match. Like you did great. And you're like, yeah, but I already spent it. It's because your PL is such a lagging measure.   You get it, but there's nothing. So what's our leading? What could we be doing? What do we look at? Let's look ahead. Let's see how far booked out we are. Let's see our new patient conversion rate. Let's see how many case acceptance we have. Let's look at how many patients are on our unscheduled treatment list. Let's look at our recare list. Now, if those are up to date and current, then we know we need to be pumping more new patients in there. But if we're not watching those leading measures, which those are the annoying ones to track, those are the annoying ones. People don't want to live in leading measures. Nobody out there wants to be like, okay, care, I made my like 25 calls of unscheduled treatment today.   Team members are like, I'm so busy answering the phone and just keeping the schedule full. But what they don't realize is if you make those outbound calls every single day, every day, non-negotiable, just like we brush our teeth, have that as part of it, those leading measures. If we are reviewing our cases every single week to see how we did so we can proactively improve our case acceptance every single week, we are proactively doing those things and we just stick them in on routine, you're not gonna have the dips nearly as often as you currently do. We tend to live in firefighting reactive KPIs.   rather than in proactive looking to see what we can do. For us it was always like, okay, how many, how many calls have we booked? That is such a lagging measure versus how many outbounds did we make? We can control the outbounds, but yet so many people don't want to do that. So I'd recommend absolutely 100% step two is let's make sure we're also tracking leading measures, not just lagging measures. And then the other piece is like don't just chase a metric where we're ignoring like   what actually is happening. Like why are we even looking at this metric? So if we're only looking at production, well then we can have like stress and we forget about patient experience and all that. So again, numbers are should be like like I feel like they're the table of contents of the book. And we don't miss the book because we read the table of contents. It gives us the quick highlight. But ultimately production's impacted by great patient experience. It's going to be impacted by   having great case acceptance. It's gonna be having that warm connection with each other. And so when we look at these KPIs, and this is where a lot of times KPIs like they should drive behavior. Like they should tell us where we're lacking, where we're dropping the ball, where we could improve. They should be telling us what behavior should change in the practice. That's why we look at them as a key performance indicator. It's like the lights that pop up and they tell us like, hey, we're going too fast or we're going too slow. Like great, it should be telling us how we're tracking on those.   But it shouldn't be replacing stress. And like that's the only thing we care about. we don't want to have it to where we're like so many times people are like, well, we could get more patients in if we just cut hygiene and we've dropped it to 45 minutes. And I'm like, you're not wrong. But like, what's our ultimate goal? Like, what are we ultimately trying to achieve? And is there a space where if we kept 60 minute hygiene appointments, could we maybe possibly serve our patients more? So let's do a focus of we're all gonna hit our fluoride.   We're gonna do fluoride, that's a great thing. Then we're gonna move it into fluoride therapy where we do fluoride and toothpaste. Then we're gonna make sure that we're doing scans in the next six months. Like I do them in six month chunks for hygiene. I know like we can't like dump everything on the hygienist. They gotta have like a few things. If we know September's coming, let's start doing scans in Q2 so that way we have all of our orthoscans already pre-done for three months before we even get to that level where we start to have it where it's gonna drop on us.   That's where we become obsessed with making sure we focus on the patients and we use our KPIs. To me, they're like a forecast and a projections if you use them correctly. They can also be a like nail in the coffin and you're like, well, shoot, our production's down, our collections are down, we got to fix that. So it's how can I look retroactively and see what do we do? How can I use leading measures to proactively make sure that we don't get into that? But then put those two together and ultimately tie those under the vision and the goal and make sure that they're driving us towards that.   That's what it should be. The top of everything, the umbrella over all those. Like if you want to think of an umbrella and your KPIs are like the the spokes that hold the umbrella, the the core umbrella over the top is what's our vision and what's the purpose of our practice? and if your KPIs like if you're just production, production, production, that's not who you ultimately want to be. Like if we're just profit, profit, profit, like yeah, you should be. But ultimately, like, yeah, I'm gonna say like profit's number one. To me, we have a rule.   We don't lose money. That's been my rule. That's been my standard since I started the company. And I stand by that because cash flow is the most scary thing as a business owner, in my opinion. so profit is number one for me, and I will always make decisions based on that. but profit in conjunction with possibly impacting the world, the dentistry in the greatest way possible. Pro profitability in conjunction with having a place where team members love to work. You can have both. It can be an and it doesn't need to be an or.   You can have both of those. You can be obsessed with a patient experience and production. You can be obsessed with having the best patient experience and having a very profitable business. Both of those coexist. And so using your numbers as a compass, using them as a guide, and making sure that we're we're headed towards the ultimate destination of our our vision and our mission, which is why it doesn't only we do business fundamentals. We're going to work with you on getting your vision and your mission and your core values like.   What ultimately is your goal as a business owner? What do you want your life to be? That's the ultimate goal. Jump more freedom. And guess what? It's written in pencil. You can erase it, you can redraw it any day you want. It doesn't have to be set in stone and like we we chiseled that sucker out. No, this is a like, it's in pencil. So what does I what do I want my life to look like today? Because when we achieve it, we might want it to look differently. Or as we're walking up that mountain, we might say,   You know, I really thought that I only want to work three days, but I love dentistry and I want to work four days. I just want to do this type of procedure. Or I love to be in the practice, but I want to do two days clinical and I want to do two days of mentorship. That is totally allowed. Your business should just serve that. Your business should be the one that's there. So that's the ultimate arching is your KPIs then should be like the guiding pillars to that in leading and lagging measures. So this is where your KPIs, KPI numbers don't lie.   But isolated numbers can definitely give false positives and false negatives if they're not seen altogether. So, like just a quick recap is don't look at your KPIs in just isolation. Make sure that we're tracking leading and lagging indicators. And then make sure that ultimately all of those are headed towards our greater vision of where we ultimately want to go. That's how we use KPIs. That's how we use numbers too, to make sure that we're actually headed in the direction we want to go.   And you are welcome to have one of those in isolation. You're welcome to have KPIs that just sit on their own. You're welcome to have where we only are tracking lagging measures. You're welcome to have like we only think about our vision and our mission, and that's what we care about, and everything will follow. I will say you're welcome to do that. I would say an easier path that helps you have all the data and the best data points is going to be where you put all three of those together, where you're able to look at them simultaneously, use them as data points to ultimately make your best decisions because KPIs are incredibly powerful.   But only if they're used correctly, even if they're used to be tools, not like like goals or stars to guide by, not sticks to beat ourselves with. I don't care. Like we're just we're like, I don't believe in failures. I just believe that there are results. So are we getting the result we're looking for or not? And if not, let's change and adjust. if we're constantly missing production, what are maybe a couple leading measures that we could do? Also having too many KPIs, you get lost in data and you can't actually see what you need to do. So simplifying it, having less is more.   making sure we're actually tracking outcomes rather than activity. Like what I usually say like reduce unscheduled treatment by 10% every single month. So I don't care how many calls you make. Yes, I know I said like make 25 calls. You can do task or you can do outcome. I prefer outcome based, but you might just be starting out and can't figure out that outcome. So like let's start with 25 calls a day. It's easy, all of us can do it. We can track it. Ultimately the goal is that our schedule is always full and we're putting enough outbound calls to make sure that when patients are canceling, which is gonna happen, they're gonna move their appointments.   that we're always able to get our schedule up to what we want it to be and we're not stressed, we're not going chaotic. So if you feel like you listen to this, you're like, you're I don't even know where to start, or like we're kind of doing this, we're halfway doing it, or I'm looking at this, but I don't know how to get my team bought into it. This is what we do. This is how we're able to help you. We're able to help you put it all together. Let's build your vision, let's build that mission, let's figure out where we're headed with no guilt, no judgment, just your life. Like, hey, grab the crayons, grab the confetti, like let's make what you want this life to be.   Then let's figure out which KPIs are going to lead us to that. Let's figure out which leading measures we need to help your team get on board with and why. Get them bought into the vision and the mission. And then we're able to help maintain and contain that consistency for you. So this is the zone. You usually don't need like a lot more reports. We just need clarity to cut through and to look at the things that really matter and put them together so we're not doing them in isolation. So you're not getting hit with those surprises, but actually being able to be proactive on that. So this is where I'm obsessed with helping offices have their dream life, look at the numbers.   use the numbers, not be used by the numbers and to get a team bought into it at whatever level you want. There is no set path. There is no set, every team has to do this. It's what's your vision, what's your life? How do we make sure that you're profitable and successful? And then how do we build the systems, the structure for scalability for you of whatever that looks like for you. So reach out. I'd love to help you out. Hello@TheDentalATeam.com. And as always, thanks for listening and I'll catch you next time on the Dental A Team podcast.

Send us Fan MailMoney is easy to count, but the kind of wealth that actually lasts is harder to measure. We're talking about relationship capital: the trust, presence, and love you build in your family that becomes your real legacy. When life reaches its most fragile moments, nobody asks for a balance sheet. They ask for their people. That truth reframes everything about success, generational wealth, and what it means to leave something meaningful behind. We share a simple way to evaluate your “relational health” like a KPI, then we get practical with five communication frameworks that make hard conversations clearer and safer. You'll hear how to set up a clarifying conversation when something feels messy, how to approach a coaching conversation without damaging trust, and how a collaborative conversation can turn family planning into a shared win instead of a stress spiral. Then we lean into the two most overlooked tools for a strong family culture: caring conversations that communicate “I'm here,” and celebration conversations that mark progress and reinforce what's good. If you want better family communication, stronger relationships, and a legacy that your kids and grandkids can feel, this is a blueprint you can use right away. Subscribe, share this with someone you love, and leave a review. What kind of conversation do you need to start this week?Support the show

What happens when AI eliminates the need for apprenticeships and reshapes entire industries? In this thought-provoking episode of The Greatness Machine, Taylor Welch dives deep into the evolving landscape of work, the role of AI in eliminating experience gaps, and why creators hold the key to the future. He explores the shift from consulting to education, the rising value of data and attention, and how time wealth is becoming the ultimate currency. If you're looking to stay ahead in a world where automation is rapidly changing the game, this conversation is a must-listen. In this episode, Darius and Taylor will discuss: (00:00) Introduction to Taylor Welch (01:45) Taylor's Origin Story and Early Career (05:58) Overcoming Overwhelm and Life Lessons (10:30) Bringing in a CEO: The Process and Lessons Learned (15:46) Scaling Consulting Businesses: Strategies and Models (20:25) The Role of AI in Business Scaling (24:40) Optimizing Team Performance and Talent Acquisition (30:25) The Importance of KPI and Performance Management (36:45) The Future of AI in Sales and Consulting (44:01) Understanding Time Wealth and Personal Fulfillment Taylor Welch is an entrepreneur, business consultant, and coach known for his impact in the online training and education industry. As the founder of Welch Equities, he leads a portfolio of businesses focused on driving economic growth through value-driven initiatives. His ventures span sales, marketing, finance, and operations, while also investing in small training and education brands. Committed to making people smarter, happier, and healthier, Taylor combines business success with a strong emphasis on family and personal fulfillment. Connect with Taylor: Website: https://taylorawelch.com/  Website: https://wealthyconsultant.com/  Instagram: https://www.instagram.com/taylorawelch/ Twitter: https://x.com/taylorawelch/ YouTube: https://www.youtube.com/c/taylorawelch  Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://www.youtube.com/@Thegreatnessmachine  Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Write a review for The Greatness Machine using this link: https://ratethispodcast.com/spreadinggreatness. 

Anika sat down with Leysan Zigangirova to explore how marketing leadership must evolve as artificial intelligence makes content creation almost free. The conversation revealed a crucial truth: AI cannot replace human judgment, strategic risk-taking, or deep audience insight. Leysan's 15-plus-year background spanning Procter & Gamble, Philip Morris, Microsoft, Nebius, and now Async offered practical insights into transitioning from consumer marketing to tech startups, rebranding major products, and keeping human taste at the center of innovation.   In This Episode The early career roots in consumer market intelligence at P&G and managing the Marlboro Gold original rebrand Shifting from fast-moving consumer goods to enterprise tech at Microsoft Building Yandex Cloud from scratch and leading the visual identity and brand name creation for Nebius Taking a 15-country sabbatical around the world and how it built mental agility for the AI era Why marketing must share a revenue KPI with sales to eliminate department silos The danger of waiting for perfect data versus making bold, human-driven decisions Why Async shifted from Podcastle to focus on asynchronous creativity and editing co-creation The growing importance of human taste as a competitive advantage against AI-generated "slop"   Timestamps 04:11 — Managing the Marlboro Lights rebrand to Marlboro Gold and navigating ethical challenges within restricted tobacco markets. 07:13 — Transitioning into the technology sector at Microsoft and working on the Azure cloud rollout. 08:58 — Building Yandex Cloud from scratch and co-founding the brand identity for Nebius, leading to $700 million in strategic financing. 10:33 — Taking a life-changing 15-country global sabbatical and using that mental agility to adapt to fast-paced AI environments. 16:11 — Unifying metrics: Why marketing and sales must share revenue KPIs to build trust and eliminate departmental silos. 18:37 — Navigating uncertainty: The danger of waiting for complete data and why human risk-taking separates leaders from AI. 21:30 — Balancing AI automation with human judgment, resource reality, and operational limitations. 23:48 — The evolution of Async: Transitioning from Podcastle to an AI-native editing co-pilot for asynchronous creativity. 25:44 — The value of human taste: Why subjective perspective and authentic quality serve as the ultimate competitive defense against AI "slop". 31:47 — Advice for modern founders: Starting with core user conversations and anchoring strategy in founder passion.   Key Insights & Takeaways   Insight 1: AI Lacks Resource Reality and Risk-Taking   While AI optimizes productivity and text/image generation, it cannot comprehend internal team dynamics, operational capabilities, or resource realities. Furthermore, AI avoids risk, whereas human leadership relies on making bold decisions with incomplete data.   Insight 2: Marketing Must Share Revenue KPIs   Treating marketing purely as a brand equity exercise builds a wall between departments. When marketing shares a revenue KPI with sales, data tracking improves, inter-departmental hostility dissolves, and both teams work cohesively.   Insight 3: Speed Trumps Perfect Data in Fast-Moving Markets   Planning cycles have shrunk from annual strategies down to monthly or bi-weekly alignments. Waiting for complete data causes organizations to miss their window; modern leaders must embrace calculated risks and navigate blind spots faster than competitors.   Insight 4: Human Taste is the Ultimate Competitive Advantage   As AI-generated content increases, the internet is flooded with low-quality "slop". True market distinction stems from human taste, subjective perspective, and genuine emotional connections that technology cannot replicate.   Insight 5: Rebranding Requires a Deep Structural Pivot   A successful rebrand goes far beyond semantics. When Podcastle evolved into Async, it mirrored a complete structural shift toward asynchronous video creation, ensuring the brand identity aligned directly with evolving user needs and product reality.   Resources & Links Mentioned Async (formerly Podcastle)  Nebius Microsoft Azure   About Leysan Zigangirova Leysan Zigangirova is a seasoned marketing leader with over 15 years of experience scaling global brands. Starting her career in consumer and market intelligence at Procter & Gamble and managing iconic portfolios at Philip Morris, she later transitioned into technology. She spent four years at Microsoft, helped build Yandex Cloud from scratch as a founding member, created the brand identity for Nebius—which attracted $700 million in financing—and traveled across 15 countries on a life-changing sabbatical. Today, she serves as the Chief Marketing Officer at Async, helping creators and teams embrace asynchronous video creation and AI-driven editing.   Connect with Leysan LinkedIn: https://www.linkedin.com/in/lzigangirova/ Website:  https://async.com Like the show? Leave us a rating or review: https://lovethepodcast.com/67940257010b317cdaa9d857Follow the Show: https://followthepodcast.com/67940257010b317cdaa9d857Send a Message: https://podcastfeedback.com/67940257010b317cdaa9d857Check out our Website: https://www.yourbrandamplified.comSpeak to my Delphi Clone: https://www.delphi.ai/amplifywithanika Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Nick Hiter Show — You'll Never Outlive Your Self-ImageIn this one, I get into what really separates the people who perform under pressure from the people who fold — and it starts with pace. I break down why pace is the ultimate KPI, how streamlining communication turns weeks of work into minutes, and why the way you talk to yourself sets the ceiling on everything you do in public. I open up about a wild stretch of work across time zones, a massive faith-and-film project, and the lesson that keeps proving itself: you have to go first, stay calm, and remove the emotion so the message stays clear. We get into the Parable of the Talents and capacity-based trust, why comfort can quietly become a trap, and how studying the leaders I've been around — Troy, Brad, and others — taught me that nobody wins on accident.Key Takeaways:- Pace is the real KPI — but the right pace depends on the size of the deal.- Enrich communication first: clarity and speed beat volume every time.- To play at that level, you have to pay at that level.- Go first — you can't ask people to do what you haven't done yourself.- Emotion is a tool; the moment it overrides the message, you've lost the point.- Respond, don't react — process the emotion privately, then say the clean version.- You'll never outlive your own self-image, so talk to yourself like a hero.- The Parable of the Talents: burying opportunity out of fear is the real failure.- Comfort can be a calling — or a trap; know which season you're in.- Replicating yourself means building someone who can do it better than you.Follow and contact:Instagram: @nickhiterNickhiter.comSubscribe on Youtube: https://www.youtube.com/NickHiterFollow and Rate us on Spotify: https://spotify.com/NickHiterFollow and Rate us on Apple Podcast: https://podcasts.apple.com/NickHiterFollow and Rate us on iHeartRadio: https://www.iheart.com/NickHiter

On entend encore souvent que le Product Marketing est une fonction immature.Je ne suis plus vraiment d'accord.Aujourd'hui, les débats ne portent plus seulement sur la définition du rôle. On parle mesure d'impact, contribution au business et place stratégique dans l'organisation.Dans ce hors-série, je partage 7 réflexions issues de mon analyse du baromètre français des PMM présenté lors de l'évent PMM Kitchen :

In this quick episode, I wanted to review how I calculate the most important KPI in my practice. As practice owners, it's critical to know your numbers. I like to stay hands-on with my bookkeeping so I can watch my expenses. I'm going to review how I calculate my specific daily BAM, and how I account for an additional risk premium as a practice owner vs staying an associate.

You can be profitable and still run out of cash.In this supercut episode of Owned and Operated, featuring insights from several episodes, John Wilson breaks down the cash flow, sales, and KPI systems that helped him scale a home service business from $1M to roughly $40M in revenue.Learn why profit doesn't equal cash, how to improve average ticket by solving higher-value problems, and the five numbers every home service owner should track to find problems faster and scale with more control.━━━━━━━━━━━━━━In This Episode━━━━━━━━━━━━━━• Why profitable home service businesses still run out of cash• How to improve cash flow and get paid faster• The systems John would implement at $1M in revenue• How to increase average ticket with a value ladder• Why training and ride-alongs drive better sales performance• The 5 KPIs every home service owner should track• How to diagnose lead, booking, closing, and average ticket problems• Why “number of options” is a critical sales metric• How scorecards and daily KPIs create accountability━━━━━━━━━━━━━━Connect━━━━━━━━━━━━━━John Wilsonhttps://www.linkedin.com/in/johnbwilson1/Jack Carrhttps://x.com/thehvacjackOwned and Operatedhttps://www.ownedandoperated.com/━━━━━━━━━━━━━━Sponsors━━━━━━━━━━━━━━Service ScalersGet more high quality leads with marketing built for home service companies. Book a free strategy call with Service Scalers and see what's driving real jobs: https://os.servicescalers.com/go/oao_podcast/referral/podcastQuick StaffersHire trained HVAC and plumbing CSRs without the overhead of traditional hiring. Save $500 on your first placement with Quick Staffers: https://www.quickstaffers.com/Send Us Mail!More Ways To Connect with O&OJohn's Podcast YouTube ChannelOwned and Operated Newsletter Bonus Videos From JohnLeave a ReviewJohn Wilson, CEO of Wilson CompaniesJack Carr, CEO of Rapid HVAC

A CMO Confidential Interview with Kristin Wozniak, Chief Growth Officer and Data Officer at Cosmo5, formerly SVP Analytics and Strategy at Cossette Media. Kristin discusses why she believes many leaders have developed an unhealthy obsession with data, how "the need for certainty" stifles innovation, and Goodhart's law, which states "when a measure becomes a target, it's no longer a good measure." Key topics include:- The risk of constantly wanting more data and dashboards- The need for "buddy metrics"- Why you should link KPI's, compensation, and business results- The concepts of "AI Brain Fry" and "Hiding Behind the Data"Chapters

Welcome back to Fraudology.Today's a solo episode built around a study that puts a real number on something fraud leaders have been debating for years: does organizational convergence for fraud actually move the needle on performance, or is it just an org chart trend?For years, we've all benchmarked ourselves the same way. Approval rate here, chargeback rate there, maybe a manual review rate if we're being thorough. But the problem I've seen play out in company after company is this: optimize your approval rate, and your chargeback rate quietly creeps up. Optimize your chargeback rate by blocking more, and your approval rate takes the hit. You're never seeing the whole picture, just one lever moving at the expense of the other.The Precise Yes metric is the headline finding from a new Liminal and Accertify study, but the study itself is much bigger than one metric. It surveyed 250 senior fraud, security, and risk leaders across five industry verticals specifically to test the thesis of organizational convergence for fraud and cybersecurity. I walk through what the data says, what forms of convergence actually improve fraud performance, and which ones don't move the needle at all.This is a data-heavy episode, and I mean that as a compliment to the study. If you've ever needed a fraud KPI for CFO reporting that actually captures the full tradeoff between approvals and fraud loss, this is the one to bring back to your team. What you'll hear in this episode:How the Precise Yes metric is calculated, and why approval rate vs chargeback rate alone can hide the real story of your fraud programWhy organizational convergence for fraud and cybersecurity is being driven by operational necessity, not executive mandates, and what that means for how teams are actually changingWhy login has become the new fraud control point, with account takeover, credential stuffing, and bot attacks all converging at that stageWhy 63.6% of organizations still cannot distinguish a cyber attack from a fraud attack in real time, and what that costs them operationallyHow CISO fraud ownership is showing up earlier in the vendor decision process, and why board level fraud reporting is becoming a real governance topicWhy partial integration is the highest-performing model for organizational convergence for fraud, and why pushing to full structural integration can actually erode the domain expertise that makes teams effectiveWhy sharing just two or more use cases between fraud and cyber teams is the real performance tipping point, delivering a 1.5x improvement in fraud performance scoresWhy separate budgets between fraud and cyber teams actually outperform unified ones, contradicting one of the most common assumptions about convergenceHow fraud metrics by industry vertical vary, including why ecommerce and retail lead the pack while marketplaces lag significantly behindWhat the study found on agentic commerce fraud controls and synthetic identity fraud in ecommerce specificallyWho should listen:Fraud leaders looking for a fraud KPI for CFO reporting that captures the real tradeoff between approvals and fraud loss.Anyone building a business case for fraud and cybersecurity convergence and needing real data to support it.CISOs and security leaders increasingly involved in fraud tool evaluation and vendor decisions.Fraud teams trying to figure out where to start with shared fraud and cyber use cases without a full reorg.Ecommerce and marketplace fraud professionals wanting an ecommerce fraud benchmarking study to compare their own performance against.Anyone responsible for board level fraud reporting or making the case for fraud visibility at the executive level.

This episode's guests:Melissa Higgins, Director of Customer Advancement at Censis TechnologiesJacob Long, Director of Sales Engineering at Censis TechnologiesOlivia Fistek, Regional Account Manager at Censis TechnologiesSterile processing has become one of the fastest changing environments in the hospital. Instruments that were once straightforward now arrive with multilayered assembly requirements, robotic components and manufacturer instructions for use that change without notice. The technology used to reprocess and sterilize them has grown just as complex. What a technician needed to know five years ago is not what the role demands today, and the list keeps growing. Every new service line, every new specialty and every new device adds to the body of knowledge a department is expected to carry.That pace creates a quiet gap. Departments are held to evolving standards and regulatory expectations while the day-to-day work of keeping cases moving never pauses, which leaves little room for structured learning. Compliance strains first, then confidence. There is also a second gap that receives less attention. Knowing the correct practice is one challenge. Capturing it digitally, configuring software to match a specific workflow and proving it later is a separate one. Education has to close both.How can a sterile processing team turn three days of education into changes that hold up back in the department?Welcome to ConCensis. In this episode, host Daniel Litwin, the Voice of B2B, sits down with Melissa Higgins, Director of Customer Advancement at Censis Technologies, Jacob Long, Director of Sales Engineering at Censis Technologies, and Olivia Fistek, Regional Account Manager at Censis Technologies, to preview CtUC Virtual 2026 and the thinking behind this year's theme, From Experience to Impact. Together, they discuss the three-day tiered track structure, the industry topics shaping this year's agenda, the live question-and-answer format, the peer collaboration that happens between attendees and the first major software refresh Censis has undertaken in years. The conversation offers sterile processing professionals a clear picture of what the September event covers, how to plan their three days and which conversations are worth showing up for.What You'll Learn...Why continuing education functions as an operational requirement rather than a professional perk, as instrument complexity and manufacturer instructions for use change faster than most departments can absorb on their own.How the three-day tiered structure splits into a general track, a leadership track and a technician track so attendees can build an agenda around their actual scope of work.The role water quality is playing in this year's agenda, and why industry experts leading the regulatory conversation were brought in to address it directly.What the first major software refresh in years brings to the platform, including an updated user interface and changes to how CensiTrac Intelligence handles metrics and KPI reporting.How attendees reach Censis expertise during the event, from live question-and-answer sessions and clinical educators fielding questions in real time to one-on-one time with a customer success manager.Why the peer conversation is often the highest-value part of the event, as a nine-tray ambulatory surgery center and a thousand-bed trauma hospital discover they are solving the same problems very differently.About the GuestsMelissa Higgins is Director of Customer Advancement at Censis Technologies, where she leads the clinical education team. Her team delivers Service Plus, the add-on subscription that helps customers examine their workflow and get more out of the software they already own. She treats CtUC as the flagship presentation Censis gives its customers each year, pairing outside industry standards with internal guidance on system utilization.Jacob Long serves as Director of Sales Engineering at Censis Technologies, where he prepares and supports the commercial team and works across clinical education, implementation and product. His earlier work training customers in person gave him a view of departments at every scale, from single-procedure outpatient clinics to thousand-bed trauma centers running thirty rooms and eighty technicians. He watches closely for how customers configure the same software to fit very different worlds.Olivia Fistek is Regional Account Manager at Censis Technologies, working on the sales side with facilities bringing Censis in for the first time and with existing customers expanding their portfolio. She partners closely with the customer success team and focuses on keeping facilities supported as their hospital needs evolve. Her vantage point comes from being in customer doors regularly and hearing which challenges are surfacing right now.

This episode's guests:Melissa Higgins, Director of Customer Advancement at Censis TechnologiesJacob Long, Director of Sales Engineering at Censis TechnologiesOlivia Fistek, Regional Account Manager at Censis TechnologiesSterile processing has become one of the fastest changing environments in the hospital. Instruments that were once straightforward now arrive with multilayered assembly requirements, robotic components and manufacturer instructions for use that change without notice. The technology used to reprocess and sterilize them has grown just as complex. What a technician needed to know five years ago is not what the role demands today, and the list keeps growing. Every new service line, every new specialty and every new device adds to the body of knowledge a department is expected to carry.That pace creates a quiet gap. Departments are held to evolving standards and regulatory expectations while the day-to-day work of keeping cases moving never pauses, which leaves little room for structured learning. Compliance strains first, then confidence. There is also a second gap that receives less attention. Knowing the correct practice is one challenge. Capturing it digitally, configuring software to match a specific workflow and proving it later is a separate one. Education has to close both.How can a sterile processing team turn three days of education into changes that hold up back in the department?Welcome to ConCensis. In this episode, host Daniel Litwin, the Voice of B2B, sits down with Melissa Higgins, Director of Customer Advancement at Censis Technologies, Jacob Long, Director of Sales Engineering at Censis Technologies, and Olivia Fistek, Regional Account Manager at Censis Technologies, to preview CtUC Virtual 2026 and the thinking behind this year's theme, From Experience to Impact. Together, they discuss the three-day tiered track structure, the industry topics shaping this year's agenda, the live question-and-answer format, the peer collaboration that happens between attendees and the first major software refresh Censis has undertaken in years. The conversation offers sterile processing professionals a clear picture of what the September event covers, how to plan their three days and which conversations are worth showing up for.What You'll Learn...Why continuing education functions as an operational requirement rather than a professional perk, as instrument complexity and manufacturer instructions for use change faster than most departments can absorb on their own.How the three-day tiered structure splits into a general track, a leadership track and a technician track so attendees can build an agenda around their actual scope of work.The role water quality is playing in this year's agenda, and why industry experts leading the regulatory conversation were brought in to address it directly.What the first major software refresh in years brings to the platform, including an updated user interface and changes to how CensiTrac Intelligence handles metrics and KPI reporting.How attendees reach Censis expertise during the event, from live question-and-answer sessions and clinical educators fielding questions in real time to one-on-one time with a customer success manager.Why the peer conversation is often the highest-value part of the event, as a nine-tray ambulatory surgery center and a thousand-bed trauma hospital discover they are solving the same problems very differently.About the GuestsMelissa Higgins is Director of Customer Advancement at Censis Technologies, where she leads the clinical education team. Her team delivers Service Plus, the add-on subscription that helps customers examine their workflow and get more out of the software they already own. She treats CtUC as the flagship presentation Censis gives its customers each year, pairing outside industry standards with internal guidance on system utilization.Jacob Long serves as Director of Sales Engineering at Censis Technologies, where he prepares and supports the commercial team and works across clinical education, implementation and product. His earlier work training customers in person gave him a view of departments at every scale, from single-procedure outpatient clinics to thousand-bed trauma centers running thirty rooms and eighty technicians. He watches closely for how customers configure the same software to fit very different worlds.Olivia Fistek is Regional Account Manager at Censis Technologies, working on the sales side with facilities bringing Censis in for the first time and with existing customers expanding their portfolio. She partners closely with the customer success team and focuses on keeping facilities supported as their hospital needs evolve. Her vantage point comes from being in customer doors regularly and hearing which challenges are surfacing right now.

This episode examines the results of a national ASHP Outcomes and Value Section Advisory Group survey exploring how specialty pharmacies measure, track, and benchmark pharmacist and technician productivity. Spanning 25 questions and nearly 50 respondents, the survey sheds light on organizational models, role delineation between pharmacists and technicians, KPI development, data infrastructure, time benchmarks, and the real-world barriers preventing formalization of productivity standards across the field. Learn how specialty pharmacy organizations across the country structure their workflows, divide tasks between pharmacists and technicians, and attempt to quantify productivity in a field where clinical complexity can confound simple metrics.    The information presented during the podcast reflects solely the opinions of the presenter. The information and materials are not, and are not intended as, a comprehensive source of drug information on this topic. The contents of the podcast have not been reviewed by ASHP, and should neither be interpreted as the official policies of ASHP, nor an endorsement of any product(s), nor should they be considered as a substitute for the professional judgment of the pharmacist or physician.

Most companies think investing in the latest technology will set them apart. While AI handles simple, routine inquiries, Nate Spears of ClearSource explains why software alone fails to deliver: everyone now has access to the exact same tools. As automation takes over basic tasks, frontline agents are left to manage complex, stressful customer interactions that require genuine human skill. So what actually separates companies with deeply loyal customers from those relying on the same equipment as everyone else? In this episode of Doing CX Right, you'll learn 5 practical strategies to attract top talent and strengthen your frontline. This episode is for any leader who wants to build the ultimate leadership advantage AI cannot replicate: a winning culture that inspires people to give their best because of how you lead them. Actionable Takeaways Start hiring differently this week. Replace "tell us about your greatest achievement" with "tell me about a time you worked hard for something," and "tell me about a time you got feedback you did not like." Listen for humble, hungry, and smart. Then promote the people who exhibit these traits and remove those who set a standard of mediocrity. Audit your environment for friction. Walk through the policies and processes your team interacts with daily. Which ones make their job easier? Which ones make it harder? Pick one policy or process that is creating friction and change it this week. Then ask your team what else is in the way. Reframe one metric. Pick your most feared KPI, probably handle time. Sit down with your leaders and answer this: What is the right amount of time to actually help this customer well? Make that your target. When someone misses it, ask what got in the way instead of why they broke the rule. Measure feelings at key moments. Start asking customers one question at three specific moments in their journey: how do you feel right now? Track the trend. You will find the actual problems, and they will not be where your current metrics point. Model discretionary effort for your team first. Commit to one one-on-one per week without canceling. Show up early to solve a problem one of your people is facing. Demonstrate what discretionary effort looks like before asking them to give it to customers. And more as you'll hear in this episode. Learn more about ClearSource, whose cutting-edge solutions seamlessly blend artificial intelligence, speech analytics, generative AI, workforce management, agent assist, and automation, empowering you to deliver unparalleled customer experiences that drive growth and loyalty. Have a question or thoughts to share? Leave a voice message: https://www.speakpipe.com/StacySherman Subscribe to Doing CX Right℠ newsletter for proven strategies to boost revenue, retention, and brand reputation. #ClearsourcePartner

In this episode, Molly breaks down the five support roles that quietly hold the 12 billable hours a week you keep doing yourself, plus the KPI framework that tells you whether your team can actually take that work off your plate. You'll learn how law firm owners buy back their time by delegating work your team should own, why the attorney becomes the bottleneck, how to set KPIs for law firm intake coordinators, and how to run a daily huddle that ends attorney dependency and builds the consistent client follow-up your firm grows on. Key Takeaways: Your team is quietly holding 12 billable hours a week. Intake execution, client communication, systems compliance, calendar management, and internal accountability add up to roughly 600 billable hours a year of work that belongs on someone else's desk. Name the role, or nobody owns intake. "Legal assistant" and "admin" are too vague to anchor accountability. No KPI after onboarding means no accountability. Anchor the admin to real targets: 60% intake-to-consult conversion, new-lead response under one hour, zero no-shows, and every open loop resolved by end of day. The daily huddle is your exit from the decision loop. A 15-minute report-out of KPIs and what got solved, not a conversation, stops your team from delegating problems back up to you while you're in the conference room. Buying back the time comes with a new set of KPIs, and they're yours.   Quote for the Show:  "Your time needs to be spent with people, not paper." - Molly McGrath   Links:  Links: The Performance Improvement Process: https://hiringandempowering.com/the-performance-improvement-process/ Website: https://hiringandempowering.com/ Facebook: https://www.facebook.com/hiringandempowering Instagram: https://www.instagram.com/hiringandempowering LinkedIn: https://www.linkedin.com/company/hiring&empoweringsolutions/ The Law Firm Admin Bootcamp + Academy™ : https://www.lawfirmadminbootcamp.com/ Get Fix My Boss Book: https://amzn.to/3PCeEhk Ways to Tune In: Amazon Music - https://www.amazon.com/Hiring-and-Empowering-Solutions/dp/B08JJSLJ7N Apple Podcast - https://podcasts.apple.com/us/podcast/hiring-and-empowering-solutions/id1460184599 Spotify - https://open.spotify.com/show/3oIfsDDnEDDkcumTCygHDH Stitcher - https://www.stitcher.com/show/hiring-and-empowering-solutions YouTube - https://youtu.be/2Yja6YHPidQ

電源を切るとなぜか虹色に光る新しい電動歯ブラシ。数値スコアを追って頑張れる人もいれば、イケボやトレーナーに惹かれて続く人もいる。"続くスイッチ"について話してみました。00:51 新しく買い替えた電動歯ブラシ、電源OFFボタンを押すとなぜか虹色に輝く02:10 ジェット噴射型の歯ブラシを使っていたものの、タンクの置き場所や手入れが面倒05:35 歯磨きのモチベーション向上案その1：磨く角度・強度・時間をスコア化して褒める07:04 歯磨きのモチベーション向上案その2：推し声優のイケボで褒められる09:50 信じていた「十割そば」、実はめちゃくちゃ血糖値スパイク（ただし食べ方による）11:17 ブラウンの上位モデルはスマホと連携：リアルタイム追跡、押しつけ防止、データ記録12:17 電動歯ブラシ最上位モデルは5〜6万円、替えブラシで稼ぐビジネスモデル15:19 アメリカの歯医者で「とにかくフロスを使え」としつこく言われ、近年ようやく習慣化16:55 強いブラッシングでもいい − 最初は痛い電動歯ブラシ ＆ 刺激して血を出し切れと指導する歯医者18:52 「あすけん」のスコアを良くするために食べるものを決める、数値化大好きな人の習性19:47 数字を目指すとタスクになってやめてしまう、数値化/KPIが苦手な人の心理20:37「Peloton」トレーナーは全員オーディション制、推し文化に通ずる会員維持の仕組み21:58 理学療法士とのオンラインストレッチが5年間継続できている理由 − ゲームキャラの筋肉について熱く語り合える25:12 「”オタク”は対外的には使わない方がいい」と言った十数年前。今はポジティブな言葉へ変化エピソード内で取り上げた情報へのリンク： iOシリーズ オーラルB Pelotonテック業界で働く3人が、テクノロジーとクリエイティブに関するトピックを、視点を行き交わしながら語り合います。及川卓也 @takoratta プロダクトマネジメントとプロダクト開発組織づくりの専門家 自己紹介エピソード ep1, ep2関信浩 @NobuhiroSeki アメリカ・ニューヨークでスタートアップ投資を行う、何でも屋 自己紹介エピソード ep52上野美香 @mikamika59 マーケティング・プロダクトマネジメントを手掛けるフリーランス 自己紹介エピソード ep53Official X: @x_crossing_ https://x-crossing.com

Lee Freeman‑Shor is a former multi‑award‑winning fund manager turned bestselling author and researcher who has spent years inside the decision‑making of the world's best investors to uncover how they get it wrong most of the time and still make millions in the markets. He gave 45 elite investors real money and studied 30,000 trades to decode execution. He shares what he learned in the process. Episode Sponsor: Fiscal AI is a modern data terminal that gives investors instant access to twenty years of financials, earnings transcripts, and extensive segment and KPI data—use my link for a two-week free trial plus 15% off: https://fiscal.ai/talkingbillions/Episode Notes03:00 — Lee's working-class Nottinghamshire upbringing; didn't know what a stock was until university.04:11 — Stumbled into fund management after a law degree, then built the "Best Ideas" fund range at Scander Investment Group.07:07 — The spark: a manager with a 30% hit rate who still made a fortune for the fund.09:51 — Analyzing 30,000 trades: hit rates cluster near 50% — "it's definitely not about the stock idea."19:30 — Lee unveils his five investor tribes: rabbits, assassins, hunters, raiders, connoisseurs.20:30 — Why investors freeze: "you don't want to be a rabbit."22:42 — The biases behind it: "endowment bias, sunk cost bias... regret aversion bias."24:15 — His gut-check question for holding a losing name: would you buy it today with fresh money?25:43 — Averaging down done right — hunters start small so they can "lean into the name."38:16 — Stock Market Maestros research: the "lumberjack" archetype (John Barr), tiny starting positions, decades-long 100-baggers.44:54 — "Incrementalists" like Andrew Hall and James Hambro trim and add in small steps instead of exiting outright.48:34 — Behavioral alpha score and payoff ratio — metrics that predict future manager skill.53:15 — Takeaway: "when you're losing, do something... try and be an assassin."58:43 — Lee's personal lesson: "expect to be wrong."1:00:41 — Closing reflection on what success really means after stepping back from money management in 2018.Podcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and, unless otherwise stated, are not guaranteed.

Kim Bohr is CEO at SparkEffect, where she helps executive teams navigate disruption, organizational change, and emerging technology without sacrificing trust.With more than 25 years of cross-functional leadership experience, Kim advises leaders on aligning business strategy with human-centered practices that strengthen performance and relationships. Her work includes the SparkEffect Trust Elasticity™ framework, designed to help organizations evaluate and strengthen trust during periods of change.Kim is also a board advisor, adjunct lecturer, speaker, host of the Courage to Advance podcast, and author of Successes, Failures & Lessons Learned.SHOW SUMMARYWhat if every interaction with a buyer is either building trust or quietly eroding it?In this episode of Selling from the Heart, Larry Levine and Darrell Amy welcome Kim Bohr to explore what it takes to build and protect trust in a world shaped by AI, disruption, informed buyers, and constant change.Kim explains why authentic selling begins with genuinely believing that what you offer will improve the customer's work or life. She shares how trust is created through consistent patterns, honest communication, and actions that demonstrate you truly have the customer's best interests at heart.The conversation also explores the changing role of sales professionals. Buyers may have more information than ever, but they still need someone who can provide context, ask thoughtful questions, connect the dots, and understand the realities behind their decisions. Kim challenges sellers to use AI to eliminate repetitive work—not replace critical thinking, curiosity, vulnerability, or human connection.KEY TAKEAWAYSServe before you sell. Believe in the value you bring before asking someone to buy.Trust is built through consistent patterns between what you say and what customers experience.Admitting when you don't know something can build more trust than pretending you do.Buyers may have information, but they still need sales professionals who can provide context and connect the dots.AI should support critical thinking and human connection—not replace them.Reinvest time saved through automation into research, better conversations, and stronger relationships.Understand the entire buying team, not just the person signing the agreement.Trust can be measured and should be treated as a meaningful business KPI.HIGHLIGHT QUOTESDo I genuinely believe that whatever I'm offering is going to help this person's work and life get easier?Every single interaction we have, whether it's human to human or from a digital lens, trust is either being built or eroded.Our job is to help them see what they may not be able to connect the dots on.Just because I know they can use what I have doesn't mean I understand the problem.Trust can be measured, and it is as important as any other KPI you are tracking.ADDITIONAL RESOURCESExplore the secrets of heart-centered leadership and thriving workplace cultures with Culture from the Heart Podcast! Nominate a visionary CEO at www.culturefromtheheart.com!Listen to Larry Levine's Bestselling Book: Selling in a Post-Trust World! Now available on Audible! Transform your sales approach with insights that matter.  Subscribe to The Selling from the Heart Podcast Youtube Channel! Stay updated with the latest episodes and leadership tips: Selling from the Heart YouTubeGet Your Daily Dose of Inspiration:Click Here for Your Daily Dose

Most restoration business owners only show you the highlight reel. Not this episode.Raul Gonzalez of WonderBuilt Restoration and Construction gets real with Clinton James about the two times his business almost didn't make it — bad hires, a cash crunch, a lawsuit that blocked his SBA funding, and high-interest loans just to cover payroll. He shares exactly what it felt like, what he got wrong, and how he turned it around by finally asking for help instead of trying to do it all himself.If you've ever laid awake worrying about making payroll, this episode is for you. Raul's story is proof that the struggle isn't a sign you're failing — it might just be the price of building something real.Sales SOPs. KPI tracking. Job profitability. Getting financing-ready. These are the exact things that almost sank Raul's business — and they're the exact sessions at the Restore Scale Dominate Summit, Aug 27–28 in San Diego. Apply now at RestoreScaleDominate.com Seats are almost gone.----------Running a restoration company and want to get more jobs from your online marketing? Book a free discovery call with Water Restoration Marketing at https://waterrestorationmarketing.com/discovery-call/

On today's episode, Part 2 of the same keynote, Dr. Mark Costes continues his tactical playbook for building a more effective, systemized dental practice. He breaks down the five core steps of leadership, explains how to set clear expectations, and shares practical frameworks for accountability, team meetings, performance reviews, feedback, and KPI tracking.  Mark also covers the hidden cost of turnover, how to evaluate culture and alignment, why organizational charts matter, and how tools like time journals, end-of-day protocols, and downtime systems can help a practice run more efficiently without everything flowing through the owner. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast  

In this episode, ecommerce entrepreneur Josh Hadley shares his weekly operating system for structuring a productive business week. He argues that most business owners don't have a time problem, they have a calendar problem. Josh breaks down his weekday by day: Monday for KPI reviews and one-on-ones, Tuesday for deep work on growth initiatives, Wednesday for consolidated meetings, Thursday for strategy and product development, and Friday for planning and documentation. His core principles include protecting deep work, grouping meetings, reviewing before reacting, and using the calendar strategically to drive real business growth.Bullet Points:Weekly operating system for structuring business activitiesImportance of addressing calendar issues over time managementStrategies for protecting deep work and minimizing distractionsDetailed breakdown of a structured weekly scheduleFocus on reviewing key performance indicators (KPIs) and cash flow forecastingEmphasis on deep, uninterrupted work days for growth initiativesMeeting-heavy days for consolidating discussions and maximizing efficiencyStrategic planning and product development sessionsDocumentation of processes and decision-making frameworksCore principles for effective time management and productivity in businessTimestamps:00:00:00 The Calendar ProblemMost business owners don't have a time issue, but a calendar problem, getting hijacked by distractions instead of focusing.00:01:54 Introduction to the Weekly Operating SystemJosh introduces his weekly operating system for running an eight-figure brand, designed to protect attention and align leaders.00:02:56 Monday: Grounding the Week in RealityMonday's focus is on reviewing KPIs, ensuring the team met goals, and identifying what is off track.00:04:03 Monday: Cash Flow ForecastingThe second priority is reviewing the 12-month cash flow forecast to understand the business's financial health and available resources.00:05:47 Monday: Auditing Personal TimeThe speaker audits his previous week's time to identify distractions and improve productivity, sometimes using a time-tracking app.00:06:46 Monday: One-on-One MeetingsThe rest of Monday is for one-on-one meetings with direct reports to set strategy, solve bottlenecks, and provide direction.00:08:37 Tuesday: Protected Deep WorkTuesday is dedicated to deep, uninterrupted work on growth initiatives, with a brief leadership huddle to start the day.00:11:33 Tuesday: Structuring MeetingsAny necessary meetings on Tuesdays, like vendor calls or interviews, are scheduled back-to-back at the end of the day.00:12:21 Wednesday: The Meeting DayWednesday is a deliberately meeting-heavy day, consolidating recurring discussions, including a 90-minute leadership meeting to solve business issues.00:13:18 Thursday: Strategy and ProductsThursdays are for zooming out from daily operations to focus on strategy, future hiring needs, and new product innovation.00:16:19 Friday: Planning and DocumentingFriday is for solidifying the week's takeaways, proactively planning the next week, and documenting knowledge to scale the business.00:18:06 Key Principles of the ScheduleThe speaker outlines six key principles behind his schedule, including giving each day a job and protecting deep work.Links and Mentions:E-commerce Platforms Mentioned: "00:00:30" CEO Dashboard Podcast Episode: "00:04:03" Weekly Cash Flow Planning Podcast Episode: "00:04:58"  Timing App: "00:06:43"  Conducting a Two Week Time Study Podcast Episode: "00:06:46"Transcript:Josh Hadley 00:00:00  Most business owners don't actually have a time issue. They have a calendar problem. Today I'm going to be sharing with you how to structure your week properly so that you are focused on the right things so that you can scale not only an eight figure business, but a nine figure business and beyond. Welcome to the Ecomm Breakthrough Podcast. I'm Josh Hadley. I've scaled my own ecommerce brand from 0 to 8 figures, and I'm actively building towards nine figures in sales. This podcast is where I document that journey and share the systems, the strategies, and the lessons learned in real time so that you can learn what actually matters and scale your own business. My name is Josh Hadley. First and foremost, I'm a man of faith. I'm a husband to a beautiful wife and a father of four children. I have been selling in the e-commerce space for over a decade, doing over $20 million in annual revenue and doing multi-million on sales channels such as Amazon, TikTok, Shop and Shopify. I am also the host of the number one business strategy podcast for ecommerce entrepreneurs, and that is E-com breakthrough.Josh Hadley 00:00:57  Today, I want to share with you exactly how you should be structuring your week in order to ensure that your focus is on the highest priorities, rather than getting caught up in just putting out fires and basically dealing with the thick of thin things. So I'm sharing this with you from my exact like schedule, in my exact structure that I have in my own business. For you to be able to use that as like a framework to structure your own week. So here's the problem. Most founders don't have a time issue. You actually have a calendar problem. And the reason why is because, like you're just getting hijacked by slack email, reactive meetings, WhatsApp notifications, a bunch of different like mastermind groups that you're in that are slacking you or texting you, etc. and ask me why. I know that because like, I was the guy who used to have that happening to me all the time, but now I literally turn my phone on silent mode and do not disturb mode, and I ignore the WhatsApp messages that are happening throughout the day.Josh Hadley 00:01:54  And to be honest with you, I'm frankly amazed how much interaction is happening during the day when people theoretically should be working on their business. Instead, they're reaching out and asking questions or predictions about this. You know, travel hacks about that. All those things are good, and they are decent conversations to have. However, I'm not going to sacrifice my time in my deep work that's actually going to grow the business to go chit chat and have random side conversations. Because actually, the moment you like are distracted and turn your attention to something else, it's ten times harder to bring it back to the focus that you originally had. So this is the exact weekly operating system that I use to run our eight figure brand, and how I protect my attention, align my leaders, and carve out enough time to actually move the business forward, rather than just kind of like staying stationary and keeping up with just the regular admin of maintaining the business as it is today. Let's dive into Monday. Monday is one of the most important days in the entire business.Josh Hadley 00:02:56  And it's not only important for me, but this carries out through the rest of my leaders Their Mondays are structured very, very similar to mine, and Monday is about grounding the entire week in reality, not urgency. Right? It's this is where the strategic planning and prioritization really comes into play here. Okay, before anything else gets my attention, I review what happened this previous week. So let's talk about that. The very first thing that I do Monday mornings is I'm looking at my weekly KPI tracker. And if you're wondering, well, what KPIs does Josh actually track and look at? If you go check ...

The best leaders aren't the ones their teams can't live without. They're the ones who've built systems, communication, and trust that allow the practice to thrive even when they're away. Dr. Lona and Dr. Andrew Alekna explore what happens after you've hired the right people. They discuss why communication, accountability, and consistent leadership rhythms determine whether a team becomes independent or remains dependent on the practice owner. Through personal stories and practical examples, they unpack the mindset shifts required to let go of control, address difficult conversations early, and create an environment where both people and the practice continue to grow. If you've ever struggled to delegate, hesitated to hold your team accountable, or found yourself becoming the bottleneck in your own practice, this conversation offers practical leadership principles for building a stronger team—and a practice that doesn't rely on you for every decision. Key Highlights 03:47 – A clearer way to measure whether your practice can truly operate without you. 05:21 – The leadership shift that helps you support team growth without letting your ego get in the way. 07:24 – Where to look first when a team member is missing expectations or falling short on a KPI. 09:20 – Keeping the mission at the center of difficult team conversations. 10:59 – Why early accountability can be one of the most supportive things you offer your team. 12:28 – Choosing which hard conversation to have now before the problem becomes harder to fix. 14:21 – Recognizing whether you tend to micromanage, avoid conflict, or move between both. 15:11 – A practical leadership process for delegating without losing visibility or control. 16:48 – Using practice numbers to catch problems before they become obvious in the day-to-day. 18:12 – The communication rhythms that create more clarity, engagement, and freedom across the team. 20:15 – Creating enough growth inside the practice to keep strong team members challenged and engaged. 23:42 – Two practical places to begin when communication or accountability has started to slip. 24:31 - Sustainable weight loss requires more than a diet. It requires the right system and support. Dr. Chris welcomes Dr. Roger Sahoury from Success Partner SprintSet to explore how chiropractors can expand their impact with a guided weight-loss program that attracts new patients, supports lasting lifestyle change, and creates a scalable revenue stream through coaching, technology, and proven business systems. Resources Mentioned For more information SprintSet about please visit: https://sprintset.com/ To schedule a Strategy Session with Dr Lona: https://go.oncehub.com/DrLonaBuildPodcast To schedule a Strategy Session with Dr Bobby: https://go.oncehub.com/DrBobbyBuildPodcast Learn more about the Remarkable CEO Podcast: https://theremarkablepractice.com/podcast

How do you manage money more effectively? How can you stop being surprised by taxes? How do you turn your cashflow into something predictable? Kiera answers these questions and more, with three monthly habits you can build to create profitability. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:01) Hello, Dental A Team listeners. This is Kiera. And today's topic is one of my favorite. It's money, taxes, and making a money-making machine. Yeah. Yay. Let's talk money and taxes. Because honestly, this is what everybody hates. And I'm not a CPA. I'm not a financial advisor. I'm none of those things. I'm just a girl who loves to help practices be more profitable. Help dentists like make and keep the money that they deserve, but doing it in an ethical way as a smart business owner. Because honestly, do you know how many people come to me and they're Kiera, I just want to become the CEO of my business because I don't get it, I don't know how. And I love   Helping people become competent running their businesses through systems, team, vision, you name it. I love to do it with you. So what I found is like a lot of times doctors don't have a production problem. They have a money management problem because you don't freaking know how to do it. You learned how to drop that box. You learned how to make that. This one was funny, guys. Like, why in dental school did they tell you you're doing an I L F filling? Like, come on. Like I remember seeing that and I was like, wow, dentistry. Or like I love when there's new people and they're like, Yeah, doc, we need a B O. And I'm like,   All right, or we could do like an OB, like it's fine, whatever. Or like I remember someone was like, What's a do? A DO I was like, my gosh, that's hilarious. So there's so many things like you've learned all that, but you didn't learn how to like manage your money and talk about it. So I have seen so many practices where they're a multi-million dollar office, but guess what? They're strapped for cash, they're not able to do these things. And the goal is not to like just produce more, it's to build a practice that creates consistent wealth for you. Now, team members listening, I want you to know you want your doctor.   To be insanely wealthy. Like you do. You want the practice to be wealthy because you want it to be cash flowing positive. Because if it is, you're happy. It's more stable, it's more confident. And I'm not saying like, I want your doctor to be wealthy. I want them to do well. You do too. Because guess what? If they're doing great, that means you're doing great. So I want you guys to walk like, how do we manage money money monthly? How do we stop getting surprised by taxes? And this is Kiera's tactical way of doing it. Talk to your CPAs. I'm not able to be that person, but I'm gonna give you some quick tips that work really well.   And then make sure your CPA validates and does it that's best for you. And then also, like, how can we turn this into predictable cash flow? Like that's what you're looking for. So let's do it. And to me, this is where I just see so many. We work with hundreds of offices across the nation. We're Dental A Team, we're experts in dental consulting. We work with dentists and teams. We either are virtual or in person, we're obsessed with making your life better. We call it the yes success model, where it's focused on you, your vision, your team, getting that organized, business fundamentals, earnings and profitability.   And then system structure and scalability. Like, how do we take it and turn it into that? That's what you're looking for. You want to make more money, you want to have less time that's spent in the office, you want to have more efficiencies. Like, let's do that together. That's what we're about. And really, today I get jazzed about this because so many offices are like, Kiera, I don't know where my money went. Guess what? I was that way too. Like, truly, it's so obnoxious. Because I know you are producing it. You need to just make it. Like, and how scary. I think about poor dentists. Like,   You go out, you do your fillings, you don't know if you're gonna get paid for it. You hope and pray that someone's collecting that money, but you will literally have no idea. Then the next thing is you get slapped with taxes, and you're like, my gosh, I have no money. Let's get you money. Like you went to dental school, you have so much debt on you, like you deserve to be a profitable business owner. So, like I said, just three things. Sorry about that. I'm just gonna yank this. Three things that you can do that are monthly habits to create profitability. You good with that? Let's get profitability.   cash flow and financial confidence. Here we go. So number one, dun dun dun dun, it's super sexy and not. All you gotta do, you gotta review your numbers every single month. Not when you're nervous, but as a consistent thing. You can join me. I've talked about it so many times. I call it the MMs. It's morning money meditation. That's it. Just do it. Like roll over. I turn on the call map or I'm into Joe Dispenser right now. there was another one I was listening to for a hot minute. I think it was called I don't even remember.   Was called. I can't even tell you guys. I don't remember. It was like this activations, I think is what it was called. That one was a fun one. It was like manifesting like multiple millions, like whatever you want do. but I meditate, I get my mind right, and then I look at my bank account. So join me on it. But I feel like a lot of times people just they don't know it, they don't get it, they just hope their CPA does it. my financial advisor will get it. I don't need to look at this. I'm just gonna do dentistry. Like, no, pull your head out of the sand. You are a business owner, you've got to look at it. So   We review our numbers before there's a problem, not when something fills off. So things to be looking at on a constant basis. What is our collection and production ratio? And I'm talking production in net, not gross. We got to be able to make sure, like, I don't care. I know Delta Dental's terrible. Guess what? That's all you can collect. So stop feeding your ego. Let's feed the family. Let's look at real numbers. What is that percentage? It needs to be at 98%. Half of you have a money issue, not because you have a money issue, it's because your team's not collecting. Teams, collect the money. We did the work.   Collect the money, fight with insurance, fight, fight, fight, get that money. Like you've got to. So we need to know what those two numbers are and you need to be at 98% collections. Okay. That's number one on your money. Number two is what's your overhead? Should be at 50% or less, 20% doctor pay. You gotta do this. What are we spending in those categories? So I like to look at our payroll percentage. I like to look at our supplies, labs. those are like the main big ticket items within that 50%. Doctor should pay should be sitting between 20 and 30%. All right, let's look at that.   Then beyond that, there's also probably money sitting in your AR. We should never have more than one month's worth of AR sitting there. So if you're producing $200,000, your total AR should never be more than $200,000. That's just the way the game works. So those are things we're gonna look at. All right. You gotta look at did we hit our goals, production, collection? What's our overhead? Did we overspend? Why? What improved and what did it? So we're gonna look at our PL. So I look at.   All of our team, all of our clients, they're on add it to analytics. So you usually have an online analytic. We build a KPI scorecard for all of our clients. Every client has it. So we're looking at what's our goal? What's our production? Is it red or green for that week or that month? Is it red or green for the collections? What's our collection percentage this month? What's our collection percentage year today? Because some months are gonna be low, some months are gonna be high. That's normal business. But we got to make sure we're collecting enough for our BAM, our bare ace minimum. And if not, we need to have savings for that. All right, so we have all that.   Then we also have an overhead calculator. I love the overhead calculator. I'm obsessed with it. We finally nailed this overhead calculator. Like it is, it's dreamy. Because what we do, I like to see this. It's a rolling month. So for those of you watching, great. I'm gonna share a screen. For those of you who are listening to the podcast, I'll explain it. Don't worry. So on here we have a scorecard. So this is one of my favorites. It's the overhead one. So what we do is we have our goals. So we set in our goals.   Like payrolls 30%, supplies are 5%, labs 7%, facility and equipment 8%, advertising 2%, less you're in growth mode, office supplies less than 1%, insurance half a percentage, professional services. We put in there your consulting fee. You're welcome. I want you to see that you can pay for consulting and be profitable. Bank charges and fees, I hope and pray they're less than 3%. They should be lower. And if not, you can get with Moolah. Phone internet utilities, less than 5% or 0.5, excuse me. And then other is usually 1%.   All that totals up to 60%. That means our doctor pay is probably gonna be sitting in at 20% or 30%. How can we trim this? A lot of people can produce more and have less payroll. We can outsource different things. Could we get our supplies lower? Can we order things differently? Labs, like let's look at that facility and equipment. Can we get that lower? Can we reduce our rent? Advertising, office supplies, could we get that down to a half a percentage? Professional services, like what if we got it to 1%? Or one of the fastest, easiest ways is we boost our production.   And it's gonna actually offset it and get it to a 50% overhead. Then what's amazing is we have our year to date. So what is it? What's our collection amount? We always want watch that. Year to date, and then we do a difference. So what's amazing is as you scroll through, we do January, February, March, April, we have our total overhead. What's our doctor W2? What's our doctor distribution, doctor salary? I want to see what percentage it is. This really quickly shows you what's my overhead, what's my doctorate, and then what's my EBITDA or earnings before interest, taxes, depreciation, and amortization.   What's our total expenses, not including debt services? What's that? We want that to be sitting at 80% or less. And it gives us a dollar amount. So we're able to see it month over month and then year to date where we sit. What's the net profit? So in this practice, because they're at 60%, their net profit can only be at 10% unless our doctor pays lower. I don't really care how you do it because distributions are distributions. So if you want to take the profit, you want to leave it in the business, you got to make sure that the practice is paying for your life. Then we have all of our debt services. This is usually where people get stuck on cash. You're stuck on cash.   Because you have your profit, but then your profit doesn't pay for your debt services. And then after your debt services, those debt services a lot of times are not tax deductible. So then you're getting whipped on the other side with your taxes. It's really just this like yin and yang back and forth. Then we look at it. Now, taxes, we put it at 37%. Talks to your CPA. That's the highest tax bracket. You might not be there based on what your profitability is. But we have all this. So this way everything's dialed in. Every single month we're looking it over. I'm obsessed with this because I love it. I made my CPA make one of these.   What's our difference? How is this? What's our year to date? We go over this every single freaking month. Give the PL. Let's fill this in. Let's teach you how to do it this way. The more intimate you are with the numbers. I know people are like, I don't want to fill this in. Can you do it for me? No. I'll teach you one time, but then you're gonna fill this in. Why? Because if you look at this every month, think you're gonna get better? Yes, because what you track and measure improves. Okay. So that's what we're looking at. When we talk about our numbers, when we talk about these different things.   This is how you review your numbers monthly. I kid you not. Now, my gym trainer, I'm gonna talk about her a lot. You guys, I went on a really incredible gym training. All right. I decided when I turned 40, which I'm still like anybody who's got some good tips for like I'm halfway to 80. Do you guys realize that? Like, shoot, that's a moment, okay? Like, that's a moment that I'm still processing. Anyway, I decided I was going to be fit and 40.   And I was like, I'm gonna be the best shape of my life. So my trainer and I have been working out with her for about two years. We set a goal. I hired this incredible photographer. His name is Kai York. He's out of Spain. Go check him out. His photography is absolutely incredible. And I was like, I'm gonna do this incredible fitness journey. And I'll tell you, she was like, Kiera, you've been working out for two years with me. She said, if you want to get to what you want, you've got to start tracking your metrics. And I was like, Yeah, yeah, yeah. Food, food, food. Daddy daddy da.   I'm so busy, blah, blah, blah, blah. Then I was like, fine. So she made me do this like intake form again. And the intake form said, How committed are you? And I remember writing, I'm 100% committed. How committed are you? So I went back to the coach. He guys, I'm a little sassy. My coach and I have come to like this really good place with each other. we have a very great relationship, and I'm super thankful for her. And what was crazy is I went all in. I am on 80 days of tracking my macros 100%.   I usually hit it right on track every single time. I'm not perfect, but I am consistent. I weigh in every single day that I'm home. So we weigh in, measure, do all the measurements every single day consistently. We were like three months into this journey. And I was a girl who was anorexic as a girl who was like never gonna get on a scale. I was like, I don't track it. And she said, Kiera, like we worked a lot on this of anorexia things. And if it ever got to a spot where I felt like it was trickling back.   It was a no-go. But she helped me see that like I'm just using this information to be able to make changes in my life. I was using this information to see, okay, if I ate certain things, how does that impact my weight? I wasn't going after a certain number on the scale. Our ultimate goal, because my my vision is that when I'm 90, I can freaking run faster than my grandkids or people younger than me. I want to be this like freaking ripped 90-year-old lady with cotton candy pink hair. Like that's that's really the vision.   I don't want to be frail. I don't want to be feeble. Yes, I'll sit there and like crochet and knit. I'm still gonna do like some like granny things. I wanna do that. That like feels exciting for me. But I want to be like so strong. So it wasn't about a number on the scale, it wasn't about a body fat percentage. It was truly I want to be in the best shape of my life that's physically strong. Like I wanna be strong. I want to be strong, like not skinny. Like I used to be going after being super skinny. now it's a how can I have like the strongest and take care of my body?   The whole reason I bring this up is because when I track and measure, I got the results I wanted. The first time in my life, I've said, I want a six-pack, I want a six pack, but she's like, Kiera, you've got to track and you gotta measure and you've got to look at it. We use it as data and we make decisions based on that. I bring that up because I feel like your metrics and your numbers, looking at them monthly, looking at them daily, looking at them weekly are the same thing. We don't get obsessive. Like for me, I could have gotten very obsessive and gotten right back into habits of anorexia. That's not the path. The path is to be my strongest, most fit self for you.   Your path is we're gonna be the most profitable fit practice that you can have. We gotta track it, we gotta measure it, and we gotta look at it constantly. But that way we make decisions based on it. So I want you looking at this. This is how you're going to be able to be financially free. This is how you're gonna have money. You're gonna be able to be like into that predictable money-making machine for you that's profitable. You're gonna have profitability, you're gonna have cash flow, and you're gonna have financial confidence. You've got to track and measure, otherwise it will never improve. And I'm just saying, like.   So we have a KPI scorecard that's gonna track your collections, your production, your payroll, your overhead, your profitability, our AR. Then we're gonna have like if one of those is off, then we can dig deeper. But if you look at those at a high level, just like I'm tracking my metrics, I promise you you will improve. What gets measured, like improves. So let's do it. Let's do it together. and I believe your story tells, like your numbers will tell a story long before your bank account does. And it's a way for you to track and measure, it's a way for you to validate. so   Put it on your calendar, have a nice little financial date with yourself. also have this in leadership. Our leadership team looks at our KPIs every single week. Every week, non-negotiable. That's what we do. And some people are like, well, I don't want my team to know numbers. Yeah, it freaks me out sometimes. But guess what? This is part of the game of business. And if I can't trust my leadership team to know my numbers, they might not be the right leadership team for me. Leadership team members, your doctors need to have profit. They've got to pay taxes on that. They got to be able to take care of themselves. And guess what? They work hard. Let them have big dreams and visions.   Just like you have big dreams and visions. Let's make sure we make both come true. Kate, now number two. I'm off my rant. I hope you guys loved it because I loved it. Number two is we got to do whatever your CPA tells you. I'm not a CPA. I can't really like get into that lane. And I'm not trying to get into that lane. I'm just saying for me, taxes were my biggest enemy. At the end of the year, I had a huge tax bill that I had not been saving for. And I know my was like, but Kiera, it's great. You get all this money. And I'm like, yay, but I don't have that money. I spent it.   Like, I don't know, people spend their paychecks. It's just like mystery. And I don't like living in this like, can I spend the money? Can I not spend the money? That never feels good to me. So what I decided to do with my CPA is we put it together and every single month I was like, this is a freaking equation, guys. Whatever my profit is, I need to just save that much money. Like that's it. Why do we like wait up for a quarter or wait up for six months or wait till the end of the year? And then I'm like, shoot, you want me to pay how much? Like, where's that money?   To me, I'm very proactive. I hate being reactive. So I had my CPA work with me. You can talk to your CPA. They can do this for you. Say, I don't like the quarterlies. I like to save it. For me, I personally put mine over an ally, A-L-L-Y. I know their interest rates are not as good as they used to be, dang it. But I'm still making money on that. And then I've got the money set aside. So when they ask me for my quarterly, they ask me for my end of year. I'm not freaking out about this money, but non-negotiable for cure dent before the end of the month, every single month, that money moves. Non-negoti, I don't care what it is.   I move away a distribution. So I have put money, it's profit first model. I do money for taxes. I do money for our BAM for our company to make sure we have that. And then I do our profit moves every single month, non-negotiable. I don't care if it's a good month. I don't care if it's a bad month. But what that does is it forces me to make sure our collections are in place. Do this. You guys are totally able to do this. Okay. So what happens is every single month, my CPA tells me, Kiera, this is where you were. This is your profit. This is how much money you need to put away for taxes.   Is it technically retroactive? Yes. So in June, I'll be moving money for May. Okay. So some months you're going to have a really high month. Then you get September. That's really fun. You still got to find the money because guess what? It doesn't change. You have to go find that money. I move that money out of my bank account into a third party account. So it sits over an ally. It does accrue interest over there, but it sits there. I don't touch it. It only is paid for taxes and I have them labeled into buckets. So it's my taxes, what's my company? Bam. And it moves. This is a disciplined skill.   You do not need to have this hard. For me, I also realized it was taxes, it was tithing or charitable contributions. And then like 401k. So when I used to do a SEP IRA, that was a fun throw because I had to pay that money too. Then I also have end of year bonuses. I hate doing this in December. Like I hated December. I used to dread December. I'd cry every December. Let's stop that. Whatever money you're paying out, if you know you're paying bonuses at the end of the year, let's figure out what it is divided by 12. Let's set that money aside every single month. That way you have it available.   I will tell you this will reduce your financial stress faster than anything else. So let's just do it. And for me, taxes, it's just an operating expense. For me, like that's just part of doing business. I don't, it's not, it's not like money lost. It's just a line item. Like I just need to put it in the bank account. What I also love is because I save every single month. So I kid you not, this is what Care does. I'm happy to put you on my like, I don't really have a text thread, but pretend I do. If you want to be a part of it, great.   By the end of the month, every month before the calendar flips to the next month, my money has moved. Non-negotiable, it will move. So I do have a doctor where we like text at the end of the month to make sure we're both moving money. and so what I do is I move it. What happens is at the end of the year, typically we're making expenses or doing corporate expenses, things like that, capital expenses, excuse me. And when that happens, from there, what we're able to do is we're then able to determine what our tax bill is going to be at the end of the year.   Every year that I have done this, where I save every month, I do 37%, like or whatever your tax bracket is, talk to your CPA. At the end of the year, every year, I'm eight years strong on this. So I feel like it's a pretty good track record to be sharing information. Every single year, I've saved more money than I actually need to pay for taxes. How many of you have done that? Like, that's it, because I put it on my goalboard. I said, That's it. I'm gonna become a freaking tax expert. I read tax books, I like talked to my CPA. I was like, I am sick of crying in December. We're gonna resolve this forever.   Now every single year I have more money than what I used to have. And I say that that's my tax refund. It's been a very long time since as a business owner actually get a tax refund, but that's the way I'm able to have a tax refund. And then I use that money for whatever because it's free. Like I don't have to be worried. I can spend it. And what we do is we make sure the business has enough to pay for my partial life. We have enough to save for taxes. And then whatever's left over to me, that's your like, it's your tax refund. Enjoy that, baby. Like have a good time. I also always have money for quarterlies. I have money set aside for that. So I've never stressed out.   So when the CPA says carry you owe X amount, I'm like, yep, here we go. Off it goes. And I accrued interest on So I feel even happier because I've been accruing interest on that money and I've been saving it. So tax planning is cash flow planning because most of the time I've noticed that business owners get stuck on their taxes. It's cash flow and it's very stressful. So I genuinely believe like your IRS bill should never be your largest surprise. Like, guys, you can do this. So   I set up a meeting with my financial my CPA and my financial advisors. I meet with them every single month. And then I do usually mid year. So it's coming up right now. I'll be meeting with my CPA. Where am I at? What have I paid? What do I still need to have? Where are we projected? Am I high? Am I low? What do we have that at? Every single month they tell me how much I need to save for taxes. Your CPA works for you. Make them work for you. So reserve it. Now, if we're behind, because a few years I've been behind. But guess what? If I'm doing that meeting in June or July,   I have six months to make up that cash. Or if you guys have like some of you are paying back taxes and it just breaks my heart and I'm sorry. So what we do is we just pay a little extra every single month and we just set that. So whatever they tell me, tack on 10% of my debt, we're gonna pay that down, we're gonna pay that back. There's ways that you can do this, and I'm happy to work through any of it. This is what we talk about in our mastermind. Like, pick my brain because I got so sick of crying. Like I said, I'm not a CPA. Your CPAs tell you all that. I'll just tell you I'm a   I'm an entrepreneur over here and a true business owner. It's had to figure out how to make money not be stressful and actually have a cash flow. All right. Number three is how do we make this like predictable cash flow for you? So I think for you, next is going to be like this is all dentistry. So how do we convert like production into profit? So being a good dentist. So we're gonna have strong case acceptance. Make sure patients are saying yes to your dentistry, collections percentage at 98%. Make sure overhead's where it needs to be. Let's make sure our schedule is scheduled efficiently.   Let's make sure that we've got consistent patient and team retention. two practices honestly can collect the exact same amount. One's gonna have profit and wealth, the other one's gonna have stress and overhead. Like the difference is our systems and are we staying consistent? What's our morning huddle? Like I was just in a practice, they're doing so well. And I was like, hey, we're not talking a huddle about how we win. Like let's let's add that in. So they're prepping. I promise you their production's gonna go up every single time I'm in office, their production spikes. It's just that's a little Dental A Team magic because people get excited, their production goes up.   But you've got to have those. Like you've got to have consistent systems. We've got to have consistent case acceptance, consistent schedules, consistent collections. Like those things have to be there. We have to control our overhead and see it. Consistency is not sexy, but it's how you get results. I hope you heard that. Consistency is not sexy, but it's how you get results. It's not perfection. I did not say you have be perfect. You guys, when I'm doing my cut, I was in the best shape of my life. I'm still so proud of myself. I wasn't perfect.   You better believe I still ate Reese's Easter eggs, guys. I freaking love those. You want to make me happy? Ship me those. Please. Like, I love them. they have to be the big eggs, not the little ones. The peanut butter to chocolate ratio is very different. And I peel off all the chocolate. I just want the peanut butter. Like, I'm there for it. I still ate those. I wasn't perfect. At the end, I was perfect. I was literally just eating chicken, rice, and almonds. Like, ugh, chicken for breakfast. Yeah, that was the next level moment. but I was perfect for two weeks.   But I was consistent. I wasn't perfect. You don't have to be perfect. You do need to be consistent. So having those systems, and I want you guys to just look to see in your practice where is one money, like where is it leaking in your practice? Is it in our case acceptance? Is it in our scheduling? Is it in our collections? Is it in us not looking at our overhead? And let's fix it this quarter. Let's set that as a quarterly rock. Let's get it fixed. So, as a quick review, I've ranted on this. I hope you guys loved it. But like truly, I want this to be like money and taxes. And how do you get out of the rut? And how do you stop crying?   How do you actually have cash flow, not cash slow? Like, let's get the cash flow, guys. you gotta review your numbers monthly. I'd recommend it's actually weekly, but start with monthly. You gotta plan for taxes every single month. And then we gotta build systems that turn it production into profit. Like just focus on those ones that are gonna put money on your books. You've got to be able to have this financial confidence. Like it's not a hope, a wish, a prayer. It's by being consistent. It's about being stable. I know that I'm gonna always have money for taxes. Always. Like that's just a discipline. That's a standard, and I will not go below that.   I will not ever go below. Like that's just my standard. We gotta cut, we gotta figure it out. And I love it because it forces me to innovate, forces me to squeeze the juice. Like I will pay myself. I'm not gonna sit here and not like you people just need to live below their means. Like, save 10%. I've always paid 10% to charitable contributions. I'll tell you if you don't do that, I'm not saying you gotta do charitable contributions, but they have shown that people that do save and don't live on everything that they spend.   Actually, you're able to be like the most successful people. That was a great study. I didn't even know it. And I heard it and I was like, wow. But I think it's because it forces us to see that you don't have to live on every single penny that comes through. You're actually able to live below your means, set these as standards, make them and be disciplined. And if you're not great at this, reach out. I love to help people with this. Like you don't have to have this be unpredictable anymore. We can get it to where it's cash flow confident. And I want you to be confident. So reach out.   I do believe that financial success is not good luck. It is just having systems and consistency. That's all it is. So reach out. I'd love to help you understand your numbers. I'd love to help you improve this. I'd love to have you have a practice that really does create genuine true wealth for you. I've got doctors that are asking me for a private mastermind where it's like, how do we wealth generate beyond? So first step is to stabilize, next step is to have structure, next step is to scale. So reach out. I'd love to help you. I'd love to help you guys create real wealth.   Your practices should be assets, not liabilities. So let's get it to where it's cash flowing positive. again, it can really truly be yours. I went from crying all the time to feeling confident as a business owner and I love to share that with people. So reach out Hello@TheDentalATeam.com. And as always, thanks for listening, and I'll catch you next time on the Dental A Team podcast.

If you've ever told yourself "I'll fix my marketing once I have more budget," this episode is going to challenge that. Today I'm talking with Dr. Dave Jones — former professional hockey player, founder of the Christian advertising agency M Is Good, and creator of the R7 process — about why the businesses and ministries that struggle most with marketing usually don't have a money problem. They have a messaging problem. This is a rich, practical conversation about strategy, funnels, and what it actually takes to get above the noise right now.What You'll LearnWhy Dave's agency won't just "update your website" until they've nailed down your vision and messaging firstThe R7 process for aligning strategy with purpose — and why skipping straight to execution almost always backfiresWhat top, middle, and bottom-of-funnel KPIs actually mean, and why "ROI" is only part of the pictureWhy audience fatigue with marketing isn't really about too much content — it's about the wrong contentDave's honest take on what it really costs to compete for attention today, and how that's changed since 1980How Dave's agency uses AI responsibly — and where he draws a hard lineEpisode HighlightsTimestamps are estimates and will be confirmed against final edited audio before publishing.[00:00] Meet Dr. Dave Jones — From professional hockey in Europe to a rock-bottom identity crisis to founding a Christian advertising agency on a word he first thought was "a really dumb name"[08:00] The R7 process — Destiny, vision, mission, strategy, prayer, and action — why messaging always has to come before execution[13:00] Why "just update my website" is the wrong first question — Building a real audience persona instead of guessing what to say[17:00] Social media fatigue, decoded — Why audiences aren't tired of content, they're tired of not getting the content they actually want[19:00] Top, middle, bottom of the funnel — What Dave's team tracks daily, and why they call it KPI management instead of just ROI[26:00] The real cost of getting above the noise — From a 30-day message bounce rate in 1980 to about one hour today, and what that means for anyone marketing without a big budget[31:00] AI in the agency — Where Dave's team uses it, where they draw a hard line, and his Model T analogy for why you can't opt out of it forever[33:00] The question to ask before you rebuild your brand — "What is the future you're fighting for?"Key TakeawayDave's answer, when asked what a smaller budget business could do first: start with messaging, not money. "Any amount north of zero is better than zero" — but no amount of budget will fix messaging that isn't clear on who you're talking to and what you're saying to them.Resources MentionedM Is Good — Dr. Dave Jones's Christian advertising agency, based in Raleigh, North CarolinaPlan the Win: How to Manage Your Fear, Lust, Anger, Pride While Building Your Christian Organization — Dave's new book, launching this weekplanthewintoday.com — includes a free assessment of your four toxic motivators, plus a link to the book on AmazonFind Dave on LinkedInCONNECT WITH JAN:Here are all the best places and FREE stuff

What if the follower count everyone said mattered… doesn't?This week I sit down with Amber Mayfield Hewett — event producer, founder of To Be Hosted, author of Your Turn to Host, Forbes 30 Under 30, and the woman behind the New York Times–covered Central Park picnic 'To Celebrate Black Life and Leisure.' At 33, Amber is the youngest guest we've ever had on Meanwhile, She, and she's built a seven-figure event production business with clients like Pinterest, Spotify, Peloton, and Pepsi — all while barely touching Instagram.We get into her non-linear path from the NBCUniversal Page Program to shooting Snapchat content for the Real Housewives at Bravo to producing $200K+ dinner parties, the Six-Figure Rule she gave her team about when she'll start posting on social, why she calls laughter "an underrated KPI," the truth about being married and refusing to be defined by it, what watching B. Smith taught her about what her career could be, why "on time is late" and she's fired people over it, and what it actually feels like to have accomplished this much this early.

Max Learmonth was a professional rugby player who fell into recruitment by accident. He answered one trainee ad at Robert Half, started two weeks later, and never looked back.He climbed fast. £180,000 in his first year, £300,000 in his second, then off the tools rebuilding offices for a global giant. But somewhere in the grind, he lost himself. 'I'd become an arsehole,' he says. 'A typical Wolf of Wall Street recruitment dickhead. All I cared about was what my P&L looked like.'In May 2023, with a young daughter at home, he finally made the move and started again from his kitchen table. He turned down over £500,000 of investment to keep it 100% his. The plan was narrow on purpose: finance and accounting recruitment in the North West, and nothing else.Three years on, Forge Talent is a team of 16 that did £2.4 million in net fee income last year, entirely bootstrapped, built on a single stubborn belief: relationships, not transactions.On this episode of The RAG Podcast, Max breaks down exactly how he did it, the one KPI his whole business runs on each week, and why he thinks the average recruiter is finished while the specialist is only getting started.Max is not building the biggest recruitment business in the country. He is building the most dominant finance and accounting firm the North West has ever seen, and he already has a date on the exit.The difference is that he is doing it in the open, on his own terms, with a team of 16 who all know exactly what the 10-year goal is.If you have ever wondered whether going smaller and more specific is actually the smartest way to grow in the age of AI, this episode is evidence of that idea working right now.The Season 9 finale with Max Learmonth of Forge Talent is available now.----------------------------------------------Episode Sponsor: AtlasAdmin is a massive waste of time. That's why there's Atlas, a CRM that actually understands context.Atlas captures everything you say, hear, read and write. Every interview, every client call, every LinkedIn message, email and WhatsApp, automatically. Not because you typed it up, but because Atlas was listening. Then it goes one step further and tells you the next action to take.So when you need to fill a role, People Search ranks your best candidates and tells you why, no digging required. That same memory turns your BD into a shortlist of exactly who to chase and why, so you win more clients. And when you want to see your pipeline, you just speak to your dashboards and Atlas builds the view for you in real time, tracking only what you care about.Whether you place permanent or contract, Atlas covers both. Its Contract Suite means you never chase a timesheet again, with live margin visibility across every placement. And with its new MCP and API, Atlas plugs straight into your LLMs and the rest of your stack, so the low-value admin that keeps you from billing gets done for you.This is not theory. Atlas customers are seeing 50% higher candidate response rates, a 35% increase in new clients won, 15+ hours saved every week, and monthly billings jumping by 85%. Some agencies are hitting 130% of their annual revenue target after building their business around Atlas.So if you're thinking you need to bolt AI onto your CRM, don't bother. Take a look at Atlas instead.Head to https://recruitwithatlas.com/therag/ to find out more.----------------------------------------------Episode Sponsor: HoxoEvery recruitment founder is investing in LinkedIn, but AI has turned templated posts and outreach into a commodity. When everyone sounds the same, the market stops listening. The recruiters winning now are the ones the market trusts.At Hoxo we help recruitment founders become the most influential name in their niche, using AI to multiply output while trust stays the product. Our clients turn their existing networks into £100K to £300K in new billings within months. Watch the free RAG listener training to see how: https://hubs.ly/Q03lBpYC0

VOV1 - Tỉnh Cà Mau vừa đưa phần mềm đánh giá hiệu quả công việc (KPI) vào vận hành thí điểm tại một số cơ quan, đơn vị trên địa bàn. Hoạt động nhằm triển khai kế hoạch thực hiện Nghị định số 335 của Chính phủ về đánh giá, xếp loại chất lượng đối với cơ quan hành chính nhà nước và công chức trên địa.Đợt thí điểm đầu tiên được tỉnh Cà Mau lựa chọn 6 đơn vị, địa phương tham gia gồm: Văn phòng UBND tỉnh, Sở Khoa học và Công nghệ, Sở Nội vụ và 3 phường là: An Xuyên, Tân Thành, Bạc Liêu. Khảo sát thực tế tại các đơn vị thí điểm như Phường Tân Thành, Sở Khoa học – Công nghệ hay Văn phòng UBND  tỉnh Cà Mau, tâm lý chung của cán bộ, công chức có sự đan xen giữa hào hứng và áp lực. Hào hứng là bởi từ nay, mọi công việc không còn đánh giá chung chung theo kiểu “đến hẹn lại lên” vào cuối năm. Nhưng áp lực cũng rất lớn vì hệ thống yêu cầu sự nỗ lực để hoàn thành nhiệm vụ theo tiến độ đề ra và được cập nhật liên tục.Giai đoạn đầu, một số công chức lớn tuổi hoặc bộ phận hành chính chuyên môn sâu sẽ còn lúng túng. Ngay cả lãnh đạo các đơn vị khi phân bổ công việc, áp thời gian giao nhiệm vụ trên môi trường số cũng có những bỡ ngỡ, khó khăn lúc đầu. Tuy nhiên, nhờ sự đồng hành kỹ thuật hỗ trợ, đa số cán bộ, công chức đều đã thích nghi và từng bước thực hiện được các nhiệm vụ trên phần mềm. Nhận định chung là, phần mềm buộc mỗi cá nhân phải tự rà soát lại năng lực thực tế, không thể có chuyện "né việc" hay "dựa dẫm" vào tập thể như trước. Đây có thể xem là sự khác biệt cơ bản so với trước.Chuyển biến rõ nét nhất chính là sự thay đổi tư duy từ "làm hết giờ" sang "làm hết việc". Việc triển khai phần mềm KPI đã buộc các đơn vị phải thực hiện nghiêm cơ chế giao việc rõ ràng: rõ người, rõ việc, rõ tiến độ và rõ sản phẩm đầu ra. Không còn tình trạng giao việc chung chung bằng miệng hay ghi chép sổ tay dễ thất lạc.Công chức khi bắt đầu ngày làm việc đều biết rõ hôm nay mình phải hoàn thành bao nhiêu sản phẩm, đến lúc nào phải xong. Cách làm việc này loại bỏ hoàn toàn sự trì trệ và tạo ra một guồng quay công vụ khẩn trương hơn, trách nhiệm hơn, làm thay đổi diện mạo hành chính công tại các cơ quan thí điểm.

The episode reveals a structural shift toward operational complexity and heightened accountability in the MSP sector, as service providers are increasingly required to integrate AI capabilities, consolidate security offerings, and deliver enterprise-grade outcomes for mid-market clients without matching enterprise budgets. Blue Mantis, highlighted as a case example, embodies this shift with its transition from a traditional product reseller and hardware focus to a recurring managed services model with 60% of revenue now coming from managed services. The company's ongoing balancing act between recurring service delivery and legacy product sales illustrates the tension many MSPs face as the market demands integrated, outcome-driven engagements over transactional models. According to Josh Dinneen, Blue Mantis has developed fully managed security offerings, such as BlueMantis Protect, pairing AI-driven threat detection with human analysis to address mid-market needs for flexible, enterprise-grade cybersecurity. The company claims over 2,500 mid-market and enterprise customers and reports a customer retention rate above 97% over 48 months, with a 20% compound annual growth rate. These numbers are grounded in a “client-first” operational approach that emphasizes relationship management and ongoing alignment between service features and business requirements. The managed services business is supported by a global delivery model leveraging centers in India, Canada, and the US. Additional developments reinforcing the primary shift include Blue Mantis's measured adoption of AI and automation across both internal operations and customer-facing services. The company describes a structured AI rollout, aiming for every employee to have an AI “teammate” by the end of the year, framed as augmenting—not displacing—human workers. Josh Dinneen emphasizes the risk management dimension of rapid AI scaling, noting the double-edged nature of automation, and cites detailed KPI monitoring, a “3x ROI” workforce productivity model, and a growing FinOps practice to manage token-based AI consumption and budget risk, especially as vendors and consumption models shift costs and exposure downstream to customers and partners. For MSPs and IT leaders, these developments highlight mounting operational complexity and underscore the importance of risk mitigation strategies. Reliance on recurring services and layered security increases vendor and process dependency, elevating the need for robust governance, transparent performance metrics, and explicit controls over consumption-based pricing—particularly in AI and cloud. The operational implication is clear: MSPs must be prepared to offer advisory and managed services that both address evolving client demands for flexibility and manage the financial and accountability risks transferred by platform vendors and changing technology models. Supported by: CometBackupLogMeIn

You can do everything “right” and still not get the result on your preferred timeline and that doesn't mean you're failing.Today I'm unpacking the mindset shift that removes so much goal frustration: outcomes don't owe you a deadline. When you stop demanding that the scale, the KPI dashboard, or the relationship dynamic change on command, you get your power back and start making real progress. I share a practical, coaching-tested, 5-step goal achieving framework built on goal setting science, motivation, behavioral science, and 18 years of work with ambitious clients.I also explain why tracking and rewarding actions beats obsessing over outcomes, and how to reflect and adjust without spiraling into self-criticism.The big takeaway is simple and freeing: obsess over the process like masters do, and let the “masterpiece” arrive as a side effect of consistent work.If this helps you, subscribe, share it with someone who needs a better process, and leave a rating and review so more people can find the show.Text Me Your Thoughts and IdeasSupport the showBrought to you by Angela Shurina  Certified Health, Sleep, Performance & Executive Coach 360 with 18 years of experience helping people change to feel, be and do their best.

Alexander von der Vellen is a Cambridge-educated former British Army officer who left private banking at Barings and JPMorgan Chase to become an independent fiduciary advising over 100 entrepreneurial families, and author of a trilogy on trusteeship and stewardship.Spend more time with Alexander here, his own recorded podcast series of lectures with some precious advice for inheritors and their families.Episode Sponsor: Fiscal AI is a modern data terminal that gives investors instant access to twenty years of financials, earnings transcripts, and extensive segment and KPI data—use my link for a two-week free trial plus 15% off: https://fiscal.ai/talkingbillions/3:00 — Alexander explains banking is the rare industry where age is a perceived advantage; he once asked his London barber to add gray hair for private banking credibility.8:52 — Childhood: born in Spain to an Austrian father and English mother, raised in the Canary Islands speaking four languages, boarding school at age 7.16:04 — The old Barings model: clients paid double the nearest competitor, and money itself was the one taboo topic at client events — “the money was the byproduct of the relationship.”20:11 — The Lord Darby anecdote: a JP Morgan banker meets Fleming's Lord Darby, learns he rides alone with the Queen in her carriage, and asks, verbatim, “why is she not a client?” — Alexander's illustration of the shift from relationship-driven to transactional banking.31:19 — Trusteeship as a human skill set: diligence, duty, loyalty, discretion — qualities that must be consciously developed, not assumed.43:16 — The JP Morgan $30 million marker: past that point wealth “will outlast you,” triggering a different family conversation entirely — stewardship, not spending.49:44 — Key quote: “money is not freedom, it's pressure” — the more you buy, the more pressure it adds to your life.58:33 — A boy-band client years later: “you do realize this is all because of you... you saved me from myself.”1:01:02 — Quoting Patton: “good plan delivered with energy today is far better than an excellent plan delivered next week.”1:04:30 — Success, defined: “it's about continuity with meaning every time.”Podcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and, unless otherwise stated, are not guaranteed.

#378 | Dave sits down with Ethan Clouser, Head of Marketing at Bland AI, to talk about running marketing at a 22-year-old-founded, enterprise voice AI company that just raised $100 million - at 22 years old himself. Ethan breaks down Bland's early viral bets like the "Still Hiring Humans?" billboard, why they bought Soulja Boy's voice rights for an AI phone campaign, and how a giant red telephone car became one of their best marketing investments. Not to mention, Bland AI's marketing team built its entire website with Claude Code - coded by a guy who'd never written a line of code before. They also get into Bland's daily stand-up and KPI system, why "Voice AI for regulated industries" works as a homepage headline, and how to stand out when 200 competitors are all saying the same thing. Timestamps (00:00) - - Intro to Ethan Clouser, Head of Marketing at Bland AI (02:26) - - The failed no-code startup that accidentally turned Ethan into a marketer (06:14) - - Cold LinkedIn outreach and how Ethan landed the head of marketing job (09:09) - - The "Still Hiring Humans?" billboard bet that built Bland's early brand (13:46) - - Filling the marketing gaps Bland was missing: SEO, AEO, and reputation (17:56) - - Why "Voice AI for regulated industries" works as a homepage headline (20:34) - - Vibe-coding Bland's entire website with Claude Code (23:42) - - Bland's daily marketing stand-up and how KPIs decide which bets get made (31:29) - - Buying Soulja Boy's voice rights for an AI phone campaign (40:05) - - Standing out in a market crowded with 200 voice AI competitors (43:34) - - Why marketing, sales, and product alignment matters more than sales-marketing alignment Join 50,0000 people who get Dave's Newsletter here: https://www.exitfive.com/newsletterLearn more about Exit Five's private marketing community: https://www.exitfive.com/***Brought to you by:Zoom Webinars & Events – The virtual event platform built to help B2B marketers run webinars that actually drive pipeline, with branded registration pages, live engagement features, and built-in tools to repurpose sessions into clips and content. Learn more at zoom.com/exitfive.Customer.io - An AI powered customer engagement platform that help marketers turn first-party data into engaging customer experiences across email, SMS, and push. Learn more at customer.io/exitfive.Vector - A contact-level ads platform that lets you build audiences from actual people on your site, clicking your ads, and checking out your competitors. Learn how to build an ABM program that scales at vector.co/exitfive.Join us in Stowe, Vermont for Drive 2026 - three days away from your desk to learn what's working in B2B marketing from the people who are actually doing it. Grab your ticket at exitfive.com/drive.Walker Sands - An integrated B2B marketing and growth services agency that helps marketing leaders turn strategy into measurable business impact through their Outcome-based Marketing model. Learn more at walkersands.com/exitfive.***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

«Esa relación ya no me suma», «tengo que optimizar mi domingo», «necesito gestionar mi tiempo con mis amigos». Sin darnos cuenta, hemos metido un libro de contabilidad en nuestras relaciones y un control de calidad en nuestro tiempo libre. Nos hemos convertido en los gerentes de nuestra propia vida.En este primer episodio de la miniserie inspirada en el texto «Mercado de Valores» de Carlos Javier González Serrano, analizamos cómo el lenguaje corporativo y financiero se nos ha metido debajo de la piel. ¿Por qué sentimos culpa cuando no somos productivos? ¿Cómo pasaron el Bien, la Verdad y la Amistad de ser valores humanas a convertirse en simples KPI?

L'été, c'est le révélateur de ton business model.Si ton chiffre d'affaires s'effondre en juillet-août, ce n'est pas ton offre le problème, ni ton expertise : c'est ton modèle. Quand tu vends ton temps, tu ne factures plus dès que tu pars. Et tes clients, eux, partent aussi.Je suis passée par là. Ma première année en freelance, mon client m'a dit « on se retrouve en septembre » fin juin. Deux mois de CA en moins, sans même prendre de vacances. Aujourd'hui je pars six semaines et mon business tourne sans moi.Dans cet épisode, je te donne exactement ce que je fais (et ce que je ne fais surtout pas) en juillet et en août :→ Pourquoi je te déconseille formellement de prospecter comme un bourrin en août→ Le seul vrai KPI du solopreneur → Les 4 actifs à construire cet été → Les 4 briques de ton système IA → Comment j'ai collecté 700 leads en une semaine, entre deux vacances→ La différence entre une offre et un produit (et pourquoi ça change tout)→ Le stop and go : la compétence sous-estimée du solopreneurUn épisode pour te réconcilier avec l'été, arrêter de culpabiliser sur ton chiffre d'affaires de juillet, et sortir de septembre avec un business qui ne dépend plus de ta présence.Toi aussi passe l'été à construire au lieu de subir : profite de l'offre Solopreneur Summer et rejoins-nous dans l'Incubateur Solopreneur avant le 4 août !À lundi pour les épisodes quotidiens du Solopreneur Summer

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

Summary "Attorney Matt Damon" needs to draft a demand letter, but the facts he needs are scattered across medical records, deposition transcripts, case notes, and email threads. Jared Correia brings in Claude Simpson, Vice President of Client Operations at Smart Advocate, to unpack why that scattered data problem is nearly universal in legal practice. Claude explains that documents, not buzzwords, still run the practice of law, and that AI only works well when it is pulling from a structured case management system. They cover client portals, the real costs of switching platforms, data ownership disputes with cloud vendors, and how to measure ROI beyond time saved. Key Takeaways AI is only as good as the data feeding it, and case management software is what gives that data structure. Client portals are underused by most firms, even though clients already expect 24/7 self-service access from their bank and doctor. Centralizing case data beats stacking disconnected point solutions, even when integration with existing tools is required. Switching case management systems is harder than adopting one for the first time, and change management is the real obstacle. ROI on case management software shows up in turnaround time, error rates, client satisfaction, and staff retention, not just hours saved. About the Guest Claude Simpson is the Vice President of Client Operations at Smart Advocate, a case management platform built for law firms. He has been with the company since 2013, bringing a background as a practicing trial attorney, including medical malpractice litigation, along with early technology experience dating back to building one of the first local area networks at the New York State Supreme Court's Appellate Division in the 1980s. Links and Resources Red Cave Law Firm Consulting: redcavelegal.com Smart Advocate: smartadvocate.com Keywords case management software, legal technology, law firm AI, Smart Advocate, legal case management system, AI in law firms, client portal, law firm client experience, legal tech ROI, law firm technology adoption, cloud case management, law firm data security, legal ethics technology, change management law firm, law firm staff retention, demand letter drafting, personal injury case management, law firm KPI, legal AI adoption, shadow AI Episode Highlights [00:03:03 - 00:03:45] Claude Simpson explains that despite AI hype, documents, physical or electronic, still control the practice of law. [00:05:37 - 00:06:04] Jared and Claude agree AI needs structured data, and case management software provides that backbone. [00:10:38 - 00:11:24] Claude Simpson makes the case for client portals: clients expect 24/7 access the same way they get it from their bank or doctor. [00:13:14 - 00:14:03] Claude Simpson warns that disjointed systems create frustration and increase the risk of missed information. [00:16:53 - 00:17:34] Claude Simpson on convincing a 30-year veteran attorney to switch systems: show them they can be even more successful. [00:26:53 - 00:27:44] Claude Simpson flags a real risk: what happens if a firm and its cloud host end up in a contract dispute over data access. [00:29:19 - 00:30:31] Claude Simpson breaks down ROI beyond time saved: turnaround, error rate, client satisfaction, and staff retention. [00:33:00 - 00:34:00] Claude Simpson predicts AI bots listening in on firm discussions to suggest case values in real time.  

Coming up this week and next week and the week after… A massive multi-part episode. The world is shifting in unpredictable ways. The old order dies of smoke inhalation in a dumpster fire. The new one has yet to be lifted out by C-Section. Iran, it is now clear, represents the smouldering conflagration that will consume US power. As its strength is sapped, this lumbering giant will make ever-poorer decisions. Bad money will be poured after good. The Falcon F-16 cannot hear the falconer. Which way is up will become ever harder to discern. In the face of this spinning compass, our sense-making apparatus is as useless as a cavalry charge in the Ardennes. But there is one doomsday weapon that could yet unscramble our circuits. One that has only recently become known to science. The Pod to End All Pods is a three episode collaboration between Multipolarity, and our two most requested guests – Malcolm ‘Juche Respecter' Kyeyune - and Amerikanets, the anonymous Substacker who uncovered the implausibility of Trump's Venezuela Raid. We've assembled this little RAND Corporation, and told them to solve for the next twelve months — and the next ten years. The results were incendiary and interminable. They spoke for three hours — which we've decided to carve into three separate podcasts. In the first episode, this week, we're going to talk about the Air War — the debaseification thesis, as laid out by Amerikanets. The Iranians are systematically denying the US its regional airbases by killing personnel and hitting assets on the tarmac. The Reaper drones that put the fear of god into America's enemies in the 2010s are now undergoing their own holocaust in the skies over Iran. Meanwhile, American generals are struggling to understand what the target even is — in a KPI culture, they're running out of targets, and pushing towards more and more abstruse success metrics. This is a war being run without a purpose. Then, In part two, we get round to The Systemic-War Thesis. Like World War I, like the Thirty Years War, or the Napoleonic Wars, this has become a conflict that pulls in every actor within a closed system — and only stops at mutual physical exhaustion. A point only underlined by the Saudis' decision to hit Iranian targets this week. Finally, in part three, we take on Europe, America and the political fallout. Is the old world about to be dragged into this, much against their will? Given the spate of fires at EU refineries and munitions plants, are we on explosion watch? All this and more, as the July Crisis takes shape. They said it would be over by Christmas — and this show just about will be. This is The Pod To End All Pods.

What could museums learn right now — from their competitors?What's happening out there that museums should know about? How can museums compete with a sports venue that has 18,000 seats, each with its own interactive controller? What do IP, KPI, and F&B mean? What if museums went out and learned from theme parks, advertising, corporate centers … and even casinos? Renée Hampton (Strategic Partnerships Manager, Electrosonic) discusses “What Museums Can Learn from Casinos, Theme Parks, Sports, and More” with MtM host Jonathan Alger (Managing Partner, C&G Partners | The Exhibition and Experience Design Studio).Along the way: eye tracking, Donkey Kong, and Cirque du Soleil.Talking Points:1. What sports experiences … can teach museums2. What theme parks … can teach museums3. What advertising activations … can teach museums4. What corporate briefing centers … can teach museums5. What casinos … can teach museumsHow to Listen:Listen on Apple Podcasts:https://podcasts.apple.com/us/podcast/making-the-museum/id1674901311 Listen on Spotify:https://open.spotify.com/show/6oP4QJR7yxv7Rs7VqIpI1G Listen at Making the Museum, the Website:https://www.makingthemuseum.com/podcast Links to Every Podcast Service, via Transistor:https://makingthemuseum.transistor.fm/ Guest Bio:Renée Hampton is passionate about bringing creativity and multidisciplinary partnerships into the way organizations design and build experiential attractions across industries. As Strategic Partnerships Manager at Electrosonic, she collaborates with architects, interior designers, exhibit designers, fabricators, media producers, and technology partners to develop innovative technology solutions for institutions, owners, and operators. With a background spanning film production, real-time interactive media production, and experiential events, Renée combines creative and technical expertise with partnership strategy, project management, and business development. She is dedicated to building strong relationships that help create immersive environments connecting people with spaces, stories, and technology through the power of design.About Making the Museum:Making the Museum is a newsletter and podcast on exhibitions, written and hosted by Jonathan Alger. MtM is a project of C&G Partners | The Exhibition and Experience Design Studio.Learn more about the creative work of C&G Partners:https://www.cgpartnersllc.com/ Links for This Episode:Renée via LinkedIn: https://www.linkedin.com/in/renee-hampton/ Renée via Email:renee.hampton@electrosonic.com or renee.e.hampton@gmail.com Electrosonic:https://www.electrosonic.com/ Links for Making the Museum, the Podcast:Contact Making the Museum:https://www.makingthemuseum.com/contact Host Jonathan Alger, Managing Partner of C&G Partners, on LinkedIn: https://www.linkedin.com/in/jonathanalger Email Jonathan Alger:alger@cgpartnersllc.com C&G Partners | The Exhibition and Experience Design Studio:https://www.cgpartnersllc.com/ Making the Museum, the Newsletter:Like the show? You might enjoy the newsletter. Making the Museum is also a free weekly email about exhibitions for museum leaders and teams. (And newsletter subscribers are the first to hear about new episodes of this podcast.)Join hundreds of your peers with a one-minute read, three times a week. Invest in your career with a diverse, regular feed of planning and design insights, practical tips, and tested strategies — including thought-provoking approaches to technology, experience design, audience, budgeting, content, and project management.Subscribe to the newsletter:https://www.makingthemuseum.com/ 

Most LinkedIn users are missing one of the most important analytics updates the platform has released.Likes, comments, and even total impressions only tell part of the story.LinkedIn has quietly introduced a much more valuable KPI inside your analytics: Discovery.Under your impression analytics, you'll now see two categories:• In-network impressions: People who already follow you or are connected to you.• Out-of-network impressions: People who don't follow you and aren't connected to you.Here's why this matters.If the majority of your impressions are coming from your existing network, you're primarily reaching the same audience over and over again.But if a growing percentage of your impressions are coming from out-of-network viewers, LinkedIn is signaling that your content is valuable enough to recommend to people who have never heard of you before.That is how real audience growth happens.In my opinion, this is one of the healthiest KPIs to track because it shows whether your content is expanding beyond your current circle rather than simply recycling within it.Now, that doesn't mean in-network impressions are bad. Your existing audience should absolutely continue seeing your content. But if your goal is to attract new clients, grow your authority, and consistently reach fresh audiences, you want to see your out-of-network percentage increasing over time.Instead of asking, "How many impressions did this post get?"Start asking, "Who generated those impressions?"That's a much more meaningful question.Focus on creating content that teaches, sparks thoughtful conversations, and keeps people reading. When LinkedIn sees people finding value in what you share, it's far more likely to introduce your content to people outside your existing network.Growth doesn't happen by talking to the same people louder.It happens when LinkedIn starts introducing you to the people who don't know you yet.Don't forget to sign up for our FREE LinkedIn Content Roadmap workshop here:https://www.thetimetogrow.com/LinkedInContentRoadmap

Welcome to the Monday Minute – your weekly reset to lead better, think clearer, and build your independent dealership with intention.If your phone turned on for five seconds once a week and you could only receive five numbers from your dealership, what would they be? Not a 20-page report. Not a dashboard full of metrics nobody reads. Just five numbers that tell you whether your business is healthy or bleeding. Most dealers cannot answer that question – and that is exactly the problem.In this episode, Jeff and Luke break down KPIs the way they present them at convention: not as a reporting exercise, but as a focus system for your entire team. Jeff makes the case that the problem is not that dealers lack data – it is that they have too much of it, and they try to push all of it down to employees who only need to know what winning looks like in their lane. A salesperson does not need 30 metrics. They need a scoreboard. A collections team does not need a monthly composite. They need a number to chase every single week. Luke brings it back to the sports analogy that cuts through every time – the scoreboard does not track everything, it tracks the things that determine whether you win or lose. Your dealership is no different. The right KPIs depend on your model and your goals, but the principle is universal: what gets measured gets managed, and what gets discussed gets improved. Gut instinct might help you buy a car, but it does not build a repeatable, scalable operation.Your assignment this week: build your KPI scoreboard. Start simple – open a Google Sheet and create weekly tracking columns for leads, write-ups, sales, inventory count, and average days in inventory. Review it every single week and watch for trends. Over time you will learn which numbers actually move the needle and which ones are just noise. Remove the ones that do not matter, add better ones, and keep tightening until you have a short list of factors that truly control your dealership. That is where your focus goes. Auto Analytics can build these scoreboards for you if you want to skip the setup – but start somewhere. The dealers who win are not managing by feeling. They are managing by facts.Review this week's Sunday newsletter at TheIndependentDealer.com for the full theme and exercises.Not subscribed yet? Sign up now.https://theindependentdealer.us19.list-manage.com/subscribe?u=603446580871d8522a454418d&id=50aae74348Let's build this together.

- Join David's email list, RECEIVE 7 FREE GIFTS!!- https://www.DavidCBarnettList.com The best business owners don't wait until year-end financial statements to discover something is wrong; they spot problems while there's still time to fix them. In this video, I explain the five key performance indicator (KPI) categories every business should monitor to create an effective early warning system. We cover sales pipeline metrics, customer behavior, gross margins, operational efficiency, and cash flow, along with a simple green, yellow, and red dashboard that helps you identify problems before they become expensive. Whether you're running a small business, preparing to sell your company, or planning to buy one, understanding these leading indicators can help you make faster, more informed decisions. A well-designed dashboard doesn't just improve day-to-day management—it can also increase the value and marketability of your business by demonstrating strong operational control. **** Do Business with David using these incredible internet links... - David's Blog where you can find hundreds of free videos and articles, https://www.DavidCBarnett.com - Book a call with David and let him help you with your project, https://www.CallDavidCBarnett.com - Learn how to buy a successful and profitable business in a risk-controlled way https://www.BusinessBuyerAdvantage.com - Get help selling your business, https://www.HowToSellMyOwnBusiness.com ----- #BusinessKPIs #BusinessOwner #BusinessGrowth #SmallBusiness #BusinessManagement #CashFlow #Entrepreneur #Leadership #BusinessStrategy Youtube music licensing code: 5PJWQOE5ZZHTQSRY

Colin Moss worked for more than 10 years at Mars, which produces some of the world's best-loved brands including Royal Canin, M&M's and Snickers. In this role, he partnered with the global Finance leadership team to design to stand up the new FinTech function, strengthening the connection between Finance and IT and leading a portfolio of 40+ initiatives, establishing resource and financial management disciplines (before that he was at famed confectionary maker Cadbury). In 2025 he took the leap to set up his own business, CM Strategies working  with organisations navigating growth and complexity, helping them redesign how the finance department partners with the business and builds capability .   His message about the function of FP&A is resonant and powerful: “One  of the ways that I've seen it described is that your business, and  leadership team is, is the “head”, and FP&A is the “neck” because FP&A is showing that team where to look. In this context, FP&A is helping what's the context we're operating in? What's the strategy that we're executing against? And what does that mean for where we focus? What do we put our attention on? And that can be showing up in what KPIs we look at, but also what processes we need to improve.?”   In this episode Path to creation of my own business (in a “hard to leave” business) Early audit roles as the foundation of my career My early lessons about business partnership at Cadbury and Mars  Lessons from global finance transformation at Mars including KPI design and management reporting Power of judgement in FP&A    Find out more about CM Strategies at  www.cmstrategies.co.uk

In this episode of The Profit Cleaners Podcast, Brandon Schoen and Brandon Condrey share a candid one-year update on their Las Cruces expansion, offering an honest look at the challenges, setbacks, and lessons that came with launching a second location. While the opportunity showed early promise, unexpected operational and marketing obstacles forced them to rethink their approach and rebuild from the ground up.The Brandons discuss how a suspended Google Business Profile significantly impacted customer acquisition, the complexities of managing a business remotely, and the importance of establishing reliable systems and leadership before expanding into a new market. They also explain how seemingly minor administrative issues, including business verification and address discrepancies, created larger operational challenges than anticipated.Throughout the conversation, they reflect on the risks of pursuing multiple growth initiatives simultaneously and why they ultimately decided to pause their franchising plans to focus on strengthening their existing operations. By improving financial visibility, refining key performance indicators, and making more data-driven decisions, they have developed a clearer strategy for sustainable growth.Whether you are considering opening a second location or looking to improve the performance of your current business, this episode provides practical insights on resilience, operational discipline, and why long-term success is built through consistent execution rather than rapid expansion.Listen now!Highlights:(00:50) Brandon and Brandon provide a one-year update on the Las Cruces expansion and discuss the realities of launching a second cleaning business location.(03:34) How a suspended Google Business Profile disrupted customer acquisition and the lessons they learned while rebuilding their online presence.(05:43) The operational challenges of managing a remote location, hiring local leadership, and maintaining consistency across multiple markets.(10:32) Why they chose to pause their franchising plans and refocus on strengthening existing operations before pursuing further expansion.(13:28) How improved financial reporting, KPI tracking, and operational data are helping them make more informed business decisions.(17:58) Why they decided to continue investing in the Las Cruces location instead of walking away, and how a few strategic improvements can restore profitability.(20:23) The importance of resilience, continuous improvement, and maintaining long-term focus when navigating setbacks in business.Links/Resources Mentioned:Profit Cleaners Website Watch the FREE Masterclass: https://profitcleaners.com/masterclass)Join the FREE Facebook community: https://www.facebook.com/groups/profitcleaners/Visit profitcleaners.com/cleanerclean to stay updated on everything coming next from Profit Cleaners. profitcleaners.com/cleanercleanLearn more about Noctave AI:noctave.ai

I'm talking to Bhaskar Sunkara, CEO of bicycle.AI, which provides an AI analyst product designed to monitor revenue-critical KPIs, investigate the business and technical drivers behind KPI changes, and take a “governed next step.” Bhaskar explains why analytics products often fail when they overwhelm users with telemetry instead of focusing on the signals that matter. Drawing from his experience as founding CTO of AppDynamics, he shares how his team moved from low-level technical monitoring to business transactions like logins, checkouts, and bookings. The key lesson? Start with the right metric at the right level of granularity, then use deeper technical analysis to explain why something changed.   Bhaskar also breaks down how bicycle.AI serves multiple audiences inside an enterprise. Business leaders want measurable outcomes, KPI owners need answers about what changed and what to do next, and data teams require trust, governance, and traceability. He explains how, in order to support these different users, Bicycle separates product experience into four core surfaces: pull features like dashboards and chat, and push features like alerts and data stories. Alerts further help operational users respond quickly to KPI changes and data stories provide executives with strategic narratives around trends, causes, and business impact. During our chat, Bhaskar also draws a line most AI products blur: be explicit about which findings are deterministic and which are only a theory. He connects this directly to my CED framework, separating the conclusion from the evidence from the underlying data, and argues that how much you automate should be governed by one question: how costly is being wrong?   I also probed Bhaskar about their moat. He's learned that enterprise adoption requires winning over both executives who care about revenue impact and analytics teams that need confidence in the system's recommendations. Bhaskar also explains why their long-term advantage comes from the DEAL framework: Detect, Explain, Act, and Learn. By continuously incorporating validated decisions, business context, and customer-specific knowledge, the platform becomes more useful over time. We finish up with his advice for fellow analytical AI product founders, including why AI makes user experience more important, not less: it is the connection between agents, decisions, humans, and accountability.   Highlights / Skip to: Making the invisible feel urgent enough for customers to buy products (2:41) How to avoid creating the ‘metrics toilet' when the system can do so much (6:56) Designing for the end-user versus the buyer, especially during the POC phase (12:20) Thinking about the product's design in a way that ensures Bicycle's business value is obvious (15:38) How bicycle.AI's “push” and “pull” features help stakeholders see value (20:54) Getting their first 20 customers (25:19) What Bhaskar got wrong: over-rotating on the business buyer vs. the analytics team (32:23) The homework a build-anything horizontal platform imposes on customers (and Bicycle's vertical antidote) (34:30) Bicycle.AI's moat: compounding institutional knowledge (36:08) DEAL: Detect, Explain, Act, and Learn (40:46) How they designed the UX to reduce time-to-value during onboarding/setup (44:51) Bhaskar Sunkara's advice for other analytical AI founders (and why AI makes UX even more important to address) (47:47) Links bicycle.ai  Bhaskar Sunkara's LinkedIn  My CED framework for advanced analytics products that Bhaskar references in this episode

What You'll Learn:00:00 Introduction02:13 Why Marketing Owns Zero Board KPIs08:54 There Is No Killer Marketing Campaign15:41 Why Your First 10 Customers Matter More24:16 The Biggest GTM Mistake Founders Make33:48 How AI Is Changing Customer Discovery43:11 Demand Generation Beats Chasing Leads53:02 Why Value Wins Over Price1:02:47 The New Rules of B2B Go-to-Market1:11:26 Rapid Fire with Alon WaksRethink your B2B SaaS GTM strategy from pipeline to persona SpotDraft's CMO Alon Waks shares the framework behind $100M raised and 450+ customers.Ask a B2B founder about their killer marketing campaign and most will have an answer ready. Alon Waks will tell you that answer is wrong. There is no killer campaign. There is no one channel. And most of what founders think of as marketing is stuck in one-to-many land when it should be one-to-few.That is where this conversation starts, and it does not slow down.Alon is the CMO at SpotDraft, the AI-powered contract lifecycle management platform backed by Vertex, Qualcomm, Prosus, and P&G Invest, now serving customers across the US, UK, and APAC. In this episode with Prime Venture Partners, he opens up the playbook he actually runs day to day:- How he defines persona versus segment (and why founders keep starting with the wrong one)- What changes as a company moves from 0 to 1 to 10 to 100- Why he thinks paid marketing has become a race to the bottom that most founders are still throwing money at.He also opens up his playbook for B2B influencer marketing, an angle most CMOs will not talk about publicly. He explains why validation has quietly shifted away from Gartner and toward peer-to-peer conversations on Reddit, LinkedIn, and community forums. And for the Indian founders trying to crack the US, he lays out exactly which cities matter, what not to do on outbound, and when to make your first local hire.Toward the end, Alon gets uncomfortably honest about what marketing actually owns on the board KPI list (spoiler: almost nothing) and why that changes everything about how you should measure your team.If you are a founder, a marketer, or a CMO building a B2B SaaS GTM strategy from scratch, this is the one to bookmark.Connect:Alon Waks on LinkedIn: https://www.linkedin.com/in/alonwaks/Spotdraft: https://www.spotdraft.com/Prime Venture Partners: https://www.primevp.in/Jerome Manuel on LinkedIn: https://www.linkedin.com/in/jeromermanuel/About Prime Venture Partners:Prime Venture Partners is an early-stage venture capital firm partnering with exceptional founders building category-defining companies from India.#GoToMarket #B2BMarketing

7月观影指南就开始期待的本月必看《八仙！》提档，口碑票房皆已成黑马之势，联合《功夫女足》让这个冷清的暑期档热闹起来，久违的买票要抢好位置、在影院听到观众自发鼓掌，作为影迷满心欢喜，为国产动画电影打call！ 影片制作精良、设定考据古籍，巨龟驮蓬莱、双金龙鱼拉公共辇车、水道追逐等场景奇幻且引人入胜。既有当年初次进入《疯狂动物城》的惊艳，更有中式神话世界观独有的亲近。 神仙追香火KPI，扒仙无心插柳柳成荫、被三星雇佣护宝趣味横生，笑点全龄通吃。然而仙界看似秩序规整，实则官场暗弊丛生，天灾实为人祸，杨戬既为私欲成反派，赛博战神深情亦有魅力，与昔日大圣身份置换更是笔墨恰当的惊喜。 市井出身、各怀私心的八人因玉虚琉璃灯结缘，从瞒天过海到过海救苍生，不论苍生是否值得，只论“做对的事”。钟离权渡吕洞宾，吕洞宾反向度化众人，钟吕救赎循环往复，既救世人、也救恩人，细节拉满、翻番动人。八人抛开成仙虚名却成仙，以凡人共情对抗神性傲慢，诠释修己渡人的真正仙道，也戳破天庭揽功造势的虚伪。

Of course you need data to fuel your AI. You know what's just as helpful though?

Kiera shares the three most common pieces of bad advice out there when it comes to growing a practice. She encourages doctors not to keep applying new pieces of information to growth, but to understand how to filter the best pieces for your practice — and shares three truths to making this happen. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera. And today we're gonna talk about a couple of lies feel so harsh, but I think these are maybe some misnomers, some beliefs that a lot of dentists are told about growing a practice that aren't true. Or they could be true, but they don't have to be true. So again, like I don't want to say it's lies. I just think it might be a possibly wrong way to look at things if you want. And so I want to talk about some of those like what are the   like three biggest lies, if you will, with air codes around lies. Because I think about a lot of advice is given to you about how to grow a practice, but I don't think it's all true. I think that there's ways that we can look at it differently and get different outcomes. And I don't think people are trying to mislead. ⁓ but I just I feel like it's incomplete. And so I want you guys to recognize that growing your practice and evolving your practice isn't about following more advice or doing more things. I think it's actually about filtering like what is the best way to do it. And for me,   Lazy or efficient, take your pick. I prefer the term efficient. ⁓ let's just get you the most efficient way to grow your practice that keeps you sane, that doesn't burn you out. Because again, I'm about the yes success model. It's all about you, making sure you're living your absolute best life, followed by earnings and profitability and then systems, structure, and scale for you. We've got to have those in place for you. And so I'm really, really big on growing, not for growing sake, but to grow in the way that's best for you, which is why vision and you are the most number one important thing. So when you go through this, I just   I want you to realize like we don't have to stay stuck, we don't have to say overwhelmed, and we don't have to plateau. But there's ways that we can walk through the most common lies, if you will, that are talked about with growth. And then three truths that actually will drive real sustainable growth for you. So number one that I hear a lot is like you just need more new patients. Now, this can be true. Like I said, lies are with an air quote, and you don't always have to be doing marketing spend and you don't have to constantly be attracting people. And like to me, it's constant marketing spend.   Attracting instead of retaining and full hygiene with low case acceptance. Like that can be some of the things. And what's wrong with that is a lot of offices, like when they're telling me, Kiera, we're at like 90 new patients a month. I'm like, cool, you got a backdoor open problem. Like, if we just close that back door, you probably wouldn't need as many new patients, but your ego is screaming, I need more new patients. Or I've got just all these patients coming through, and that's again, we're not retaining them. Or our hygiene schedule is full, but like our doctor schedule is wide open. Well, we don't have great case acceptance. So to me,   Gotta have like great patients coming in, retaining them, and follow through. So growth actually comes better from conversion, not volume. You do need both, which is where I don't think it's a lie. Like you do need patients. We gotta have at least 30 new patients per doctor per month in a like a GP practice. Pediatrics usually run in like 75 to 90, depending upon the the location and what we're looking for. So, like more patients aren't gonna fix leaky systems. So another   Another one, like I said, I'm gonna go through them and they'll tell you like some solutions to fix it. Work harder and produce more, like outproduce your problems, add more days, work longer hours, do more dentistry personally. But like that's burnout. I just had a doctor and she's like, Kiera, we talked about production and I just can't do it. And I was like, Yes, because you're not supposed to do it. We're supposed to have goals. We're supposed to have the whole team. Like I I was with an office and their goal is like twenty-five thousand a day.   But the dentist isn't doing all that and they're out by like four o'clock and we're just scheduling better and we're making sure all the hygienists are up to goal and each doctor's up to goal. Like profit doesn't always follow production. I don't care what your top line is, I care what your bottom line is. So you have to like there is a zone where a lot of doctors work more, but they don't actually make more or they like take home the same. And to me, that's nonsense. Like I'd rather you scale it back and have a small practice than having this high, I don't know, ginormous one and not taking home profit. So   You've got to have, we've got to have efficiency, we gotta have systems, and we gotta make sure it's not all on hue. And then like let's talk about what growth and profit are that we actually wanna hit, not just a top line number. So I I'm really big on like you don't have to work harder and produce more. There's actually a way of how like what do we really need to produce? How do we actually build a schedule? How do we use the entire schedule? How do we use our morning huddles to win rather than just produce, produce, produce? Okay.   Another myth is hire more people and we'll fix it. Like just throw money at your problems through hiring people, through doing this, like this thing will help us. Like, let's add team members. I have an office and I think they've got like 10 people in the front office. I'm like, my gosh, that's psychotic. Like, but everyone feels overwhelmed and overworked. And I'm like, yeah, because no one has clear job descriptions. No one has an end-of-day checklist. No one has like ownership of it. We just keep piling more and more people on rather than like, all right, what's broken? What's a true system? Because I typically say,   Per doctor, I want one for an office team member, except for if there's only one, then I want two. But that's usually a pretty good ratio. Office managers are like debatable if they're there or not. So if you look at that, this is where, but like we overstaff, but we don't have clarity. We got payroll, but like our payroll sky high, but we saw the same issues. Payroll should be sitting at 30%. Like that should be where we're at. Even if you're like here, it's so expensive. I'm like, I know, but we also can't overpay. We can't have so many team members. There are ways that we could like.   You can outsource. There's so many things that we can do. And that's not for me to say we can't hire people. It is for me to say, like, we got to be smart business owners too. So a lot of times people don't fix broken systems. Confusion scales with headcount. Trust me, I used to have a team of five. Now I got a team of 25. It's crazy. It's very thrilling. So, like, you can add more and more people, but if we don't have systems and processes and like,   clear job descriptions, you're just gonna create more chaos and you think you're gonna fix it, but you just add more, then you're stressed because your cash flow is less. It doesn't fix. You got have structure before you have growth. So people don't fix systems, systems support people. So a couple of now like truths. Okay. So we had like lies. All right. Number one, like I said, you just need more new patients. Number two is work harder and produce more. And number three was hire more people. It'll fix it. Now like I said, hiring people might fix it. Producing more could fix it.   having more patients could fix it. But things that are really going to help are like set systems. Like I was in a practice and I'm like, okay, we just need to get a set schedule. Like I said, they're like, I'm exhausted. I was like, perfect. What is each provider's daily goal? What's their hourly goal? What's our hygiene goal? We need to make sure those are in place. So that way it's not just reliant on one doctor. Now we got to look at our case acceptance. Let's look at our patient flow and let's look at billing. Like to me, a lot of these things like if I just fix case acceptance, I don't actually need a ton more patients. If I just fix case acceptance, it's like why don't we actually   clothes the patients that are in our chair. Can we do same-day dentistry for them? Can we get referrals from them? So I'm having quality patients come through. We're diagnosing and we're accepting. Like, what if I just have those? Like those things in place will actually grow your practice. Having 30 new patients a month per doctor is going to grow your practice. Having reviews that tie to that, making sure our collections are at 98%. So many offices actually are profitable, but they're not collecting the money. So they feel broke.   But I'm like, that's actually a system that's going to grow you. So like let's just go after a few systems that are gonna truly grab scheduling, block scheduling. What are the provider goals? Let's hit that. Let's talk about that at Morning Huddle every single day. Let's look at our case acceptance. Our case acceptance, if you're at GP, like we're not doing huge cases, you should be at like a 70% acceptance. If we are at all on X, I'm usually at like 35 to 40. What's our case acceptance? What are we closing? Are we doing single dentistry? Like what are we diagnosing? Are we diagnosing three tens of what we're trying to produce? If not, I need to go fix my case acceptance.   That is my system to fix. That's going to actually grow my practice. That's gonna put money on my books. Billing, just collect the dang money. Like fix that. That's actually gonna grow your practice. That's gonna grow your profit. That's what's actually gonna grow you. Now, another thing that's actually gonna grow you is having strong, strong, strong profit. You've got to have profit. Like that's gonna grow you. I don't care what your top line is, you gotta know your profit.   So, what how do we figure that out? We're gonna look at our BAM. We're gonna figure out exactly what our practice needs to make, including paying you. And then we're gonna make sure that we have enough patients, we have enough case acceptance, we have enough providers, we can block schedule this to actually produce it. Then we gotta make sure we're collecting it. Because if not, we're not going to get it. You have to be profitable. We gotta look at efficiency. How many team members do we actually need to have? What are their job descriptions? Have clear job descriptions, a KPI per person of a number that's gonna drive the business forward. That's going to fix our practice.   You don't need more people. You don't need more production. You don't need more overhead. We need to make sure our overhead is correct, that we're adequately staffed, that we have the correct amount of production and procedure mixes. Some people just don't do enough dentistry. Like you don't diagnose enough. I need you not to diagnose a single crown filling. I need it to be a crown if it's really a crown. If we can't do this, like we might not need as many team members. Can we outsource and use a biller that's not an in-house? I don't know, but there's ways to get creative. You've got to look at it.   For me, it's non-negotiable. Your overhead needs to be at 50% or less. Doctor pay needs to be at 30%. Our profit margin needs to be at 20%. You've got to go look at it. We either need to cut costs, increase production, or increase collections. One of those three things is gonna make you there. You've got to get profitable. It's not like that's really going to grow you. And sometimes growth comes from contracting. Businesses are like breathing. It's gonna expand and it's gonna contract. Sometimes we're gonna be a bigger team.   Sometimes we're gonna be a smaller team. I've done this myself. I've grown too much and I've had to cut. And then we grow again and then we have to cut. It's not because I'm trying to be irresponsible. It's because I genuinely need to like the business didn't grow as much as we thought it would. We now have to contract. You have to be able to make those decisions. Now I hope that you are not like grow, contract, go contract. Like let's not be like adding and cutting team members on a consistent basis all the time. Like more stability. But really look, what are the job descriptions? What is the KPI? If I hire this other person.   How much more revenue are they going to put in? What are they going to do? I get it. We want to help our team. But I was in a team the other day and they had an outsource builder and this builder was asking for more hours. And they were like, no, this is what you agree to. This is how many hours we want. Let's see if we can actually like what needs to get done. They're under staff. They have a front office team member that's out on maternity leave. But for that team to recognize like more hours doesn't fix our problems. Like we need to be more efficient. How can we be more efficient? A lot of team members, when I go into offices, are not being fully utilized.   So before you go and say, like, we need more team, maybe we should look at their job descriptions, maybe look at our org chart. Let's look at what people are doing and what they should be doing and what they're capable of doing. And then let's see how we can like simplify things. What things can we like delegate out? What things can we hire out? What does that look like? Because if we can get those things put into place, do you realize how much happier every single person is? These are the things that actually grow a practice. Looking at your numbers, knowing your profit margins, having the systems in place that actually put money on your books, hygiene.   Let's talk about hygiene. Making your hygienists are doing three times their pay. That's going to grow your business. It's not like just pump new patients in. It's not pump production on the books. It's not these things like work harder. It's not that. It's genuinely right, people. Let's look at our numbers. Let's see. Now it's like okay, if I know the payroll should be at thirty percent, I now have the dollars allotted for that amount. How I spend those dollars is your decision. It's your discretion. I don't really care.   But you know the metric. So if you know the metric, you know most offices are able to accommodate this. You've got to figure out how for you you can accommodate this. Do I need to increase my production? Then can I look at my block schedule? Can I look at different ways? Can I look at my case acceptance? Can I look at my diagnosis? Do we have better handoffs amongst all of us? What little things are gonna be able to grow you and your practice? That's going to be like those things actually put money on your books. Those things actually move you forward. Like I said, they're not necessarily lies because you do need patience, you do need production, and you do need people.   But making sure that we're not pumping money into those areas or we're forcing those things to grow our business. There's a lot of ways that we'll actually grow your business with a lot of less effort. So look at your practice. And I want you just to say, like, okay, what is my payroll? What is my overhead? What is what is my bam, the barriers minimum of my business? What do I need to produce and collect in my practice? Let's start there. And if I'm like   Someone told me the other day that their payroll was 40%. I was like, okay, great. We have two choices. We can either produce more and collect more, or we can find where we're inefficient and what things we need to change. I don't care. You know the metric, you know it. And then you have a choice. You can either do it or not. But this is what's going to grow your practices and grow your bottom line. And these are not as being cutthroat. These are industry standards across the board. If your hygiene team's not producing three times the pain, you're like, but I'm in California. I know I hear you. Practices are able to do it.   It's just like the four-minute mile. If someone else is able to do it, let's get creative and see how you can do it. I would recommend cutting the excuses and starting to look for truth, starting to look for how, what are the solutions. Kiera Dent is well known for a famous line of there's always a solution, let's find it. So I want you to really truly, what is the solution? What's really going to grow your practice? And if you're stuck, if you don't know, I'd love to cut through the noise for you. I feel like I play Mario. Like I see all the little, like, I don't know, glitterally.   Like, here's your gold star. Here's this thing. It's above your head. Like, my gosh, if they just increase their case acceptance and they fix their blocks and they knew their number, all the practice will grow. In my own business, I struggle with that. In your own business, it's hard to see it. So sometimes you need somebody who's got a bird's eye view, someone who's sitting above the noise, someone who's able to cut through that, someone who's able to say, these are the three systems we're going to put in place first. This is going to grow you exponentially. Let's get the business fundamentals for you. Let's actually grow your business for what you want, not just   So like playing like whack-a-mole and trying all these things that don't actually move you forward. So hopefully that was able to give you three lies and three truths, things that will actually move you forward. And like I said, they're not lies. They're just things that I feel a lot of people put effort and energy in trying to solve their problem rather than doing the work. It's like I want a six pack, but until I get on that freaking floor, I can do a lot of things. There's even things to help me lose weight now. But until I want that six pack, I gotta do the work to get there. So for you.   We gotta do the work that's actually gonna grow your practice, not just like create noise and make it feel like we're moving. ⁓ I love this quote. I don't remember who said it, but they said, Don't confuse progress with motion. A rocking horse has motion, but there's no progress. And I love thinking about that because when we think about it, that can be that can be something I think we feel. Like you are having   motion but it you're not progressing. And like they say, I think it says Alfred A Montagu. I think sorry if I said that wrong. I'm really sorry, but it says don't do not confuse motion and progress. A rocking horse keeps moving but does not make any progress. So for you, are the things that you're doing actually making progress or do they just feel like motion? Because we've got to make sure we're making progress. We're actually growing. We're not just doing motion. So reach out. I'd love to help you. And if this helped   Or you thought about it or spurred it, please share it with somebody. Leave us a review. I'd love you guys to take time to get more people, more offices, just like you to be part of our Dental A Team family. I adore you. You're doing better than you think you are, and I'm happy to help you in any way we possibly can. Reach out, Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.