Podcasts about kpis

Watch the YouTube version of this episode HEREWhat happens when two successful law firm owners take the exact opposite stance on unlimited PTO and both have the results to back it up?In this episode, Tyson Mutrux sits down with Kevin Cheney and Billie Tarascio separately, so neither hears the other's answers to get the real, unfiltered truth about unlimited paid time off in law firms.Kevin Cheney has run unlimited PTO at his 37-person firm for 8 years. He's never denied a single vacation request. Zero abuse. Eight figures in revenue. He'll tell you exactly how he makes it work with KPIs, trust, and the right hiring strategy.Billie Tarascio tried it. She watched roughly 25% of her team take advantage of the policy, her A-players got fed up, and she eventually scrapped it entirely, replacing it with a progressive PTO system that gives employees up to 6 weeks off and a full sabbatical at 10 years.Same policy. Completely different outcomes. So who's right?In this episode, you'll learn:How Kevin built a culture where 100% of vacation requests get approved  and no one abuses itThe 3 accountability pillars Kevin uses instead of tracking days: KPIs, client satisfaction scores, and anonymous peer reviewsWhy Billie says unlimited PTO attracted the wrong candidates and created a "cushiest job" reputationWhat actually caused Billie's A-players to revolt  and how she handled taking the benefit awayWhether a tiered PTO system (unlimited for lawyers, structured for staff) is actually legalWhat both owners wish they'd known before implementing the policyWhether you're building your first firm or rethinking your benefits structure, this conversation will sharpen how you think about freedom, accountability, and culture.Highlights00:00 – Introduction: The Great Unlimited PTO Debate01:06 – Kevin Cheney: Why He's Been All-In for 8 Years03:39 – How Kevin Defines "Crazy" (Hint: He Doesn't Write It Down)07:18 – Why Employees Don't Always Believe It's Real10:05 – How Much Vacation Do People Actually Take?12:32 – Tracking PTO as a KPI?15:15 – The Hidden Advantage: No Payroll Tracking Headaches18:00 – Zero Abuses in 10 Years, Seriously19:06 – Has Kevin Ever Doubted the Policy?25:13 – The 3 Accountability Pillars That Replace Day Counting28:58 – What Kevin Would Do Differently31:21 – Kevin's Advice to Someone Who Tried It and Failed34:18 – Part 2: Billie Tarascio's Story36:02 – When Unlimited PTO Worked for Billie38:44 – When the A-Players Revolted42:19 – How Bad Did the Freeloader Problem Get? (~25%)43:07 – The Attraction Problem: Were You Hiring the Wrong People?48:04 – How Hard Was It to Take the Benefit Away?51:06 – What Billie Replaced It With (Up to 6 Weeks + Sabbatical)56:45 – Is Billie Ever Going Back to Unlimited PTO?58:00 – Billie's Message to Kevin1:06:01 – Final Advice for Anyone Considering Unlimited PTO

What's on your mind? Let CX Passport know...Your buyer isn't thinking about you nearly as much as you think they are.Alyssa Nolte built her career on consumer psychology and buyer behavior research... eye tracking, presidential campaign advertising, the science of what moves people from curious to committed to coming back. She now runs Ology Collective, helping companies understand how their customers actually buy, not how they assume they buy.That gap between assumption and reality is bigger than most companies realize. Customers don't care about your departments, your KPIs, or your internal language. They experience your brand as one continuous thing. And every time the effort of working with you outweighs the value you deliver, the math quietly turns against you.What you'll learn in this episode:Why companies design experiences for themselves instead of their customers... and how to break that patternThe effort vs. value equation that quietly kills customer retentionThe line between motivating a buyer and manipulating oneHow LinkedIn authenticity can open real business relationshipsWhy 80% capacity is a feature, not a bugCHAPTERS00:00 Consumer psychology meets customer experience02:35 The self-reinforcing echo chamber problem05:13 Productivity culture as a barrier to customer empathy08:00 The effort vs. value equation across the customer journey10:14 The line between motivating and manipulating12:50 Do customers share blame for bad experiences14:45 First Class Lounge19:54 The Notorious Plant Killer ... authenticity on LinkedIn24:56 What 140+ podcast conversations taught Alyssa about buyers27:01 Podcasting as an authentic brand connection toolGuest ResourcesAlyssa Nolte on LinkedIn: https://www.linkedin.com/in/alyssanolte/The Growth Signal Podcast: https://rss.com/podcasts/thegrowthsignal/Alyssa's Substack - Alyssa Likes To Talk: @alyssalikestotalkAlyssa's website: https://alyssanolte.com/Listen: https://www.cxpassport.comWatch: https://www.youtube.com/@cxpassportNewsletter: https://cxpassport.kit.com/signupI'm Rick Denton and I believe the best meals are served outside and require a passport.Disclaimer: This podcast is for informational and entertainment purposes only. The views and opinions expressed are those of the hosts and guests and should not be taken as legal, financial, or professional advice. Always consult with a qualified attorney, financial advisor, or other professional regarding your specific situation. The opinions expressed by guests are solely theirs and do not necessarily represent the views or positions of the host(s).

Part 2 of our multi-location revenue series. If you haven't listened to Part 1 (EP182) yet, start there — the systems in this episode build directly on what we covered last week. EP182: Click hereToday we cover the two structural problems that let the Part 1 gaps stay open: front-end data inconsistency across sites, and the one role that either holds a multi-site practice together or lets it fall apart. System 3 — The EHR and Billing Disconnect: Different front desks develop different habits. One site verifies eligibility morning-of. The other verifies the day before. One collects copay at check-in. The other sends a statement after. A practice doing $120,000/month at Location B with a 20% authorization miss rate sends $24,000/month into billing with incomplete data. Some claims get caught in scrubbing. Some get denied. Some sit in a gray zone no one can explain at month-end review. Front-End Gap Reference: Authorization not captured → Denial or recoupment post-payment Insurance not updated at visit → Claim sent to wrong payer Copay not collected at check-in → Patient AR that rarely converts Eligibility verified day-of only → Coverage lapses missed pre-visit System 4 — The Office Manager Problem at Scale: Location A has a strong office manager who has been there since the beginning. Location B has whoever was available when the site opened. The metrics look similar on paper. The difference shows up in the denial rate, days in AR, authorization miss rate, and the number of times the billing manager has to fix something that should have been caught at the front desk. A $90,000/month site with an underperforming office manager loses an estimated $8,000 to $15,000/month in avoidable billing delays. That is $180,000/year from one seat filled with the wrong person. Three actions this week: Audit front-end protocol consistency — pull authorization miss rate and eligibility verification rate by site Run a site-level office manager assessment — KPIs only, not by feel Schedule weekly site-level KPI reviews — separate meetings, not consolidated Episode breakdown: 00:00 Series callback: the gap the report will not show you 02:00 The thread left open in Part 1 04:30 System 3: The EHR and Billing Disconnect Across Sites 08:00 The $24,000/month authorization miss scenario 11:30 Who owns the front-end protocol fix 14:00 System 4: The Office Manager Problem at Scale 18:30 The $180,000/year gap from one wrong seat 22:00 Who owns the accountability structure 24:30 Three actions this week 28:00 Free resource + next episode tease Resources Mentioned Payment Posting Audit Checklist (free): eligibility.natrevmd.com/payment-posting-checklist Practice Revenue Leak Scorecard (free): eligibility.natrevmd.com/nrm-revenue-scorecard-v3 Book a free 30-minute audit call: calendly.com/heather-natrevmd RECOVER Diagnostic Quiz: natrevmd.com/quiz EP182 — Part 1 of this series: Link here

Senior living occupancy is climbing, but the headline numbers only tell part of the story.In this episode, I sit down with Maggie Seybold, Vice President of Customer Insights at WelcomeHome, to explore what the latest data reveals about occupancy, sales performance, and resident retention across thousands of senior living communities. Drawing from WelcomeHome's extensive benchmark data, Maggie explains why average occupancy figures can be misleading, how top-performing operators are generating stronger results with fewer leads, and where many communities are losing prospects in the sales process.The conversation also examines the growing influence of AI on senior living search behavior, the importance of post-tour engagement, and why operators should focus just as much on length of stay as they do on move-ins. Maggie shares practical insights on the metrics that matter most, the strategies high-growth communities are using to increase occupancy, and what operators should be doing now to prepare for the next generation of senior living consumers. WelcomeHome Data Report Link. What does senior living occupancy really look like in 2026? Maggie Seybold of WelcomeHome shares data-backed insights on occupancy trends, sales performance, AI-driven search behavior, resident retention, and what separates top-performing communities from the rest.Episode Timestamps2:00 – Introduction to Maggie Seybold and WelcomeHome3:20 – The real story behind today's occupancy numbers5:20 – Why occupancy averages don't tell the whole story6:00 – The KPIs that actually matter in senior living sales8:15 – The industry's biggest missed opportunity: post-tour follow-up11:00 – Why sales teams struggle with closing11:45 – How AI is changing senior living search behavior15:20 – The risks and opportunities of AI-driven discovery16:15 – What top-performing communities do differently19:40 – Occupancy protection and the importance of length of stay22:30 – The surprising relationship between sales cycle length and resident retention24:30 – How high-growth communities accelerate occupancy gains26:15 – Preparing for the next generation of senior living consumers28:20 – Maggie's outlook on the future of senior living sales and marketing29:00 – Closing thoughts

Paper checks are the easiest payment method to hate and one of the hardest to remove. They are slow, expensive, fraud-prone, and deeply baked into legacy workflows. Greg Myers sits down with Steven Faust, CEO of Dash Solutions, to unpack what it really takes to modernize business payouts and why disbursements have become one of the biggest growth engines in the payments industry.We dig into how Dash builds configurable payments software that supports multiple use cases through a single platform, from wage payments and rewards to B2B expense management and large-scale disbursements like refunds, reimbursements, and royalties. Steven explains why distribution matters as much as product, including how banks and software platforms use embedded payments and API-based connectivity to turn on modern payout capabilities faster for their customers.The conversation goes deep on “payee experience” as a competitive advantage: clear communication, faster delivery, stronger security, and real choice in how recipients receive and use funds. We also explore where AI fits, not as a buzzword, but as a practical way to monitor activation steps, identify friction, and recommend improvements that lift engagement and KPIs across the payout journey.If you lead payments, product, or ops, you will leave with a sharper view of the disbursements opportunity and a clearer sense of what “modernization” should look like in the real world. 

Welcome to the Boomer Briefing Podcast – your 20-minute insight into the conversations shaping the future of the accounting profession. On this episode, Jon Hubbard and Jim Boomer share highlights from the latest Operations Circle meeting, where operations leaders discussed the challenges and opportunities shaping firm operations today. The conversation covers the growing role of AI in firms, along with how operations leaders are rethinking resource management as a strategic, data-driven function. Members also discussed operational benchmarks, staffing ratios, and building stronger dashboards and KPIs as firms begin moving beyond the traditional billable hour model. The episode also highlights how firms are structuring for future growth, including pod-based team models organized around client types, and explores how leaders are managing change fatigue while keeping teams engaged and involved in the change process.

In this episode, Michael Blank sits down with asset management expert Cyndee Harding and her son Tyler to explore one of the most overlooked—but most critical—aspects of multifamily investing: asset management. While many investors focus on acquisitions and capital raising, Cyndee makes the case that true wealth is created through exceptional operations. She shares her proven framework for working with third-party property managers, implementing effective SOPs, tracking meaningful KPIs, and creating thriving resident communities that improve both tenant satisfaction and property performance. From leveraging AI to streamline operations to boosting renewals through community-building initiatives, this episode offers a fresh and practical perspective on how great asset management can dramatically increase investor returns while making a meaningful impact on residents' lives.Key TakeawaysYou Don't Make Money When You Buy—You Make Money When You Operate Well Strong underwriting is important, but executing the business plan through disciplined asset management is what ultimately drives returns.The Best Asset Managers Partner Closely with Property Managers Clear expectations, weekly accountability meetings, SOPs, and strong communication create alignment and improve property performance.Community Building Improves the Bottom Line Resident events, relationship-building, and creating a true sense of community can lead to higher renewals, lower delinquencies, and stronger occupancy rates.Data Tells You What's Happening—Questions Reveal Why Metrics and KPIs are important, but successful asset managers dig deeper to understand the underlying causes behind vacancies, turnover, and operational challenges.AI Is Becoming a Powerful Asset Management Tool Automating reporting, identifying trends, and streamlining operational reviews allows asset managers to make faster, more informed decisions.Return on Operations (ROO) Drives Return on Investment (ROI) Improving operational efficiency, communication, and resident experience creates long-term value that directly impacts investor returns.Connect with MichaelFacebookInstagramYouTubeTikTokResourcesTheFreedomPodcast.com Access the #1 FREE Apartment Investing Course (Apartments 101)Schedule a Free Strategy Session with Michael's Team of AdvisorsExplore Michael's Mentoring ProgramJoin the Nighthawk Equity Investor ClubReview the Podcast on Apple PodcastsSyndicated Deal AnalyzerGet the Book, Financial Freedom with Real Estate Investing by Michael Blank For full episode show notes visit: https://themichaelblank.com/podcasts/session526/

A new CEO walks into a nightmare scenario: years of stock decline, growth that stalls, a major baby formula recall, and a shipment of Kit Kat bars that literally gets hijacked. That's the leadership crucible we unpack as we go inside Nestlé and pull out the decisions that matter when performance slips and public trust is on the line.Lone Rock Leadership co-founder Russ Hill talks through the first big lever: ruthless focus. Nestlé narrows the company's attention to four core areas (coffee, pet care, nutrition, and food and snacks) and starts shedding complexity that slows execution. From there, we get practical about what “speed” really means inside large organizations: reducing internal congestion, simplifying priorities, and making structural changes that let teams move without endless meetings and approval loops.Then Russ digs into accountability and performance management. We break down why “revenue growth” can be a mirage when it's driven by price hikes and how a metric like Real Internal Growth (RIG) forces leaders to face the truth: are we actually selling more units? If you lead teams through change, this is a clear blueprint for turning strategy into measurable results with a few meaningful KPIs.Subscribe for more leadership lessons you can use fast, share this with a colleague, and leave a review with your biggest takeaway.--Visit the Lone Rock Leadership Website:https://www.lonerock.ioConnect with me on LinkedIn or to send me a DM:https://www.linkedin.com/in/russleads/Tap here to check out my first book, Decide to Lead, on Amazon. Thank you so much to the thousands of you who have already purchased it for yourself or your company!--About the podcast:The Lead In 30 Podcast with Russ Hill is for leaders of teams who want to grow and accelerate their results. In each episode, Russ Hill shares what he's learned consulting executives. Subscribe to get two new episodes every week. To connect with Russ message him on LinkedIn!

Send us Fan MailMost sports teams hire an agency to sell more tickets — then evaluate them on impressions, clicks, and CPM. In Episode 166, Jeremy Neisser breaks down why those vanity metrics are misleading, what an outside marketing partner can and can't control, and the conversion-focused metrics that actually tell you whether your agency is earning its fee. A practical episode for any marketing director, ticket sales leader, or revenue officer evaluating an outside partner this season.KEY TOPICS COVERED- Why most sports teams are scoring their agency on the wrong scoreboard — and what to use instead- The difference between vanity metrics (impressions, clicks, CPM, reach) and revenue-driving metrics (conversions, cost per buyer, attributed revenue)- Why huge website traffic with no buyers means the campaign didn't work- What marketing can fix — and what it can't (pricing, schedule, fan experience, ticketing UX)- "Marketing is multiplication, not magic": how a weak offer or broken product gets amplified, not solved- How to spot the silent killer of agency partnerships: chaos creation vs. chaos reduction- The exact KPIs to hold your agency accountable to: conversions, conversion rate, cost per purchase, cost per lead, repeat buyers, AOV, retargeting growth, attributed revenue- Why pattern recognition and platform speed are the real product you're paying for- How a great agency lets a marketing director get out of the "0-2 count" mindset and operate proactively- What separates a transactional vendor from a true strategic partner- The right questions to ask when reviewing your current agency's performanceTIMESTAMPS[00:00] – Why evaluating a sports marketing agency is harder than it looks[00:25] – The vanity-metric trap: why impressions and clicks mislead leadership[00:53] – Why heavy website traffic still produces flat ticket sales[01:22] – The metrics that actually drive growth and ROI[01:45] – What marketing can't fix: pricing, schedule, and operational issues[02:14] – Red flags: agencies that create chaos instead of reducing it[02:43] – Tactical work vs. strategic impact in agency evaluation[03:07] – Why attribution and proactive reporting separate good agencies from bad[03:35] – Building collaborative relationships, not vendor relationships[04:04] – Using your agency to actually understand fan behavior[04:32] – Where marketing hits a wall against broken business systems[05:01] – How the right agency brings clarity and reduces internal chaos[05:30] – Reactive vs. proactive communication: how to tell the difference[06:00] – Holding agencies accountable on sales and revenue, not activity[06:29] – Why strategic insight beats surface-level metrics every time[07:00] – How agency partnerships evolve from transactional to strategic[07:26] – Measuring agency success through conversions and audience growth[07:55] – The role of attribution and clear, honest reporting[08:16] – The daily firefight in sports marketing — and how an agency should ease it[08:46] – Pattern recognition, trend identification, and creative testing speed[09:13] – When an agency challenges assumptions and sparks new ideas[09:40] – Building a strategic partnership focused on tickets and fan growth[10:09] – The real value of proactive trend analysis and outside perspective[10:37] – Main takeaways: business impact over vanity metrics[11:04] – Why marketing amplifies — but doesn't solve — operational issues[11:33] – Clarity and strategic collaboration as the new standard[11:59] – How to honestly assess your current agency's reporting[12:21] – Free 30-minute consult: get a second opinion on your agency reports[12:48] – Final thoughts and how to share this with your teamCALL TO ACTIONIf you're working with an outside marketing partner and you're not sure whether the reporting you're getting actually proves they're moving the needle, Jeremy is offering a free 30-minute conversation to walk through it with you. No pitch, no strings — just clarity. Grab a slot at sportsmarketingmachine.com.RESOURCES & LINKSRevelocity Sports: https://revelocitysports.com/Jeremy Neisser on LinkedIn: https://linkedin.com/in/jeremyneisserFree 30-Minute Marketing Consultation: https://sportsmarketingmachine.com/QUOTE PULLSJeremy Neisser: "Clicks don't pay the bills. Impressions don't pay the bills. Conversions do."Jeremy Neisser: "Traffic without conversion is just noise."Jeremy Neisser: "Marketing is multiplication, not magic. If the underlying experience is broken, marketing just amplifies the problem."Jeremy Neisser: "A good agency should reduce chaos, not create it. If your agency creates more fires than they put out, that's a problem."Jeremy Neisser: "The best agencies don't just run ads and send reports. They become strategic partners — they challenge assumptions, bring ideas, and connect your marketing to revenue."Episode page - LINKSports Marketing Machine on LinkedInSports Marketing Machine on InstagramBook a call with Jeremy from Sports Marketing Machine

Julius Korfgen, Co-Founder von Uplane, spricht im "Marketing From Zero To One" Podcast über seinen persönlichen Lebensweg vom Fashion-Startup Unternehmer zu Schulzeiten über seine Zeit als Founders Associate bei Enpal bis zur Gründung seines KI-Startups Uplane. Im Mittelpunkt steht die Idee, Performance Marketing durch KI massiv zu automatisieren: von der Erstellung und Optimierung von Ads bis hin zu personalisierten Landingpages und datengetriebenen Kampagnen. Außerdem geht es um die frühen Vertriebserfolge über LinkedIn, die Bewerbung und Aufnahme bei Y Combinator, seinen bevorstehenden Umzug nach San Francisco und um die Frage, wie KI aktuell Marketing-Agenturen, Unternehmensstrukturen und Produktentwicklung verändert. 04:19 - Erste unternehmerische Schritte & FREISCHWIMMER 06:51 - Rocket Startup in Kopenhagen & Responsibly 08:26 - Virales T-Shirt & erster Durchbruch 09:20 - Studium in Maastricht & Nebenprojekte 11:07 - Familie, Kreativität & Unternehmertum 12:03 - Einstieg bei Enpal & Hypergrowth 14:16 - Entstehung der Uplane-Idee bei Enpal 16:38 - Die Grundidee hinter Uplane 19:09 - Erste Ads, KPIs & Marketing-Experimente 20:10 - Erste Kunden & Startphase von Uplane 22:44 - Erste Vertriebserfolge 24:46 - Pilotkunden & Vertrauensaufbau 26:11 - KI, Daten & schnelle Marketingzyklen 28:15 - Bewerbung beim Y Combinator 31:13 - YC-Interview & Zusage 34:05 - Funding & Umzug nach San Francisco 36:07 - Launch-Video & erste große Aufmerksamkeit 37:32 - Zielgruppen, Startups & Enterprise-Kunden 39:55 - Markenführung & Brand-Compliance mit KI 42:07 - Schnelles Wachstum & erste Enterprise-Cases 42:57 - Service Company vs. Software Company 44:19 - Managed Growth & Enterprise Software 47:26 - Vertrieb, LinkedIn & Account-Based-Marketing 49:11 - KI im Unternehmen & interne Prozesse 50:28 - Brand-Compliance & Grenzen generativer KI 51:50 - Daten, Feedback-Loops & Marketing-Optimierung 53:33 - KI-gestützte Produktentwicklung & Coding 55:29 - YC-Mindset & großes Denken 58:23 - Umzug in die USA & neue Wachstumsphase 58:55 - Namensfindung & Entstehung von Uplane 01:00:29 - KI-Agenten, Automatisierung & Zukunft der Arbeit 01:03:22 - Eigene KI-Tools & tägliche Nutzung 01:03:45 - Arbeitsalltag, Produktivität & Routinen 01:05:19 - Abschluss & Ausblick

Do you find yourself with a to-do list rather than a fully functioning leadership team? This episode is all about the Dental A-Team's bread and butter: scaling leaders. Kiera shares how to transition out of micromanaging in a way that you and your team can get behind, whether you're working with people who've worked in your practice for years, or starting fresh. 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 I hope you're having a great day today. I hope that you just love what you get to do. I hope that you realize, gosh, you're so lucky to be working in a day and age like today. I know we can sit here and we can talk about all the problems. We can talk about how this patient did this and this team member did this and my gosh, this happened and Kiera, the cashflow this and you wouldn't even understand. I haven't taken a vacation for four years. I hear you.   And I just want to remind you that good and bad coexist. We can see the good just as much as we can see the bad. And the greatest way to combat anger and fear is to look at gratitude. We can also talk about what were all the great things that happened. You have all these amazing patients today. You had a team who freaking loves you and fills your schedule for you. You showed up today and patients were just magically there. You were able to walk in and you're cash flowing positive. I hope that that's your day. And if it's not, let's talk because cash flow.   ⁓ it's my biggest pet peeve and I Dennis to always be freaking wealthy because when you are successful financially, your team is happier, your patients are happier because we're not stressed out all the time. So that's my big rant. Let's chat. Welcome to the Dental A Team podcast. I'm obsessed with making your life easier. We're obsessed with positively impacting you in the greatest way possible. And I love helping dentists get the happiness, fulfillment, success that they're seeking and doing it for you and teams. So   That's what I'm here for. Welcome, welcome, welcome. If you love our podcast, please like, subscribe, share this, leave us a review. That's how we're able to help more practices just like you get to the success. We're all here. Like the world of success. Imagine it's like this boardroom. It's, it's infinity. Everybody's welcome and everybody should have that. And that's what I'm here for. There is more money in this world than we can ever count on. And all of us are entitled to it. All of us have access to it. And I want everybody to rise to the top and help each other get there. And that's what we're about. So   With that, I wanna just help you. I think this is a great one. I think leadership is such this like, tricky topic. Like, my gosh, I don't even know what leadership is. And so today I wanted to kind of break down like, stop managing people and start managing leaders. And this is like leadership 101 for you. So just gonna kind of walk you through. If you're still managing every single detail.   of your practice, you don't have a leadership team, you have a to-do list. And that's a bold statement. And that's even a statement for myself. And sometimes you might have a leadership team and you just need to let go. Also speaking to myself, but hey, if that applies to you, please email me. I love a good pen Hello@TheDentalATeam.com. Please tell me I'm not alone out there, but truly, are you managing every detail? Are you managing your leadership team? So I just want to walk you through some three simple little steps of how to stop managing tasks.   and leading through an empowered team. was talking to our COO and she said, know, Kiera, you've got to be able to work through your team. Meaning you don't do it all yourself as a leader. You work through that team. And I think as CEOs, as owners of practices, we often don't work through our team. actually just do it all. And that creates a burnout that creates stress. It does not create a self-sufficient leadership run team. And that's what Dental A Team's obsessed about doing is let's build these self-sufficient leadership teams. And this is a blueprint to stop micromanaging   and start scaling leaders. Are you on board? I hope you are. This is something I freaking love because for me it's hard. Like it's a real life thing. Like I feel like I micromanage a lot. I feel like I don't scale leaders. I feel like I get in their way. I feel like I've grown a lot. I feel like I've also had to be the person. So it's kind of built in his habits. And so I think it's a space where like we oftentimes think do I need to hire a new leader? And I think sometimes, yes. Like when I look at office managers,   We can grow them. Dental A Team is really, really great at actually developing office managers and helping you know what it is. So before you go and hire someone brand new, I would definitely recommend growing them, seeing if they've got the skillset. And if not, then let's go hire this person. But I think when you're, when you go from this micromanaging to do list to bringing on leaders, it's going to be a let's identify and develop internal leaders for you because a lot of times they're just sitting right in front of you.   I was just at an event the other day and one of our team members was there and like not even on my radar of leadership. And I was like, wow, that person has been sitting right in front of me. So I think sometimes we think the grass is greener rather than just really like we got a freaking green pasture right in front of us. Let's just develop them. So you can test people out. And the way you start to look for leaders on your team is who naturally takes the initiative, who does this just on their own? And can I help grow them?   and help them like earn trust with me. And then can I do one-on-one coaching? So for me, I like plant little projects like, hey, you take this on and I'm watching to see does this person take the initiative? Do they follow through? Do they have the traits that I'm looking for in a leader? Do they have my trust? And if they don't, that's great. They're a great team member. But if not, like I can do one-on-one with them. Also the way you develop, like if you identify about this person, they're not quite to leadership. You can do one-on-one coaching with them. You can literally hire a Dental A Team to help coach and train your leaders.   We do this all the time. Give leadership books, have a book club with them, have clear responsibilities, what's their job description. And then we promote based on ownership mindset, not tenure. And that to me is something so hard. And I just wanna talk about it like, how do we do this? Because a lot of people feel like I've been here for a long time. And I will tell you the best and easiest way to do this is to actually put out the job description for who you're hiring and send it to your team and see who wants to apply for it. Because then the tenure people might look at that and like,   And someone told me that, like, yep, open that job description and close it right back up because surely don't want to do all that. They're a seasoned team member, but they don't want to take it on. So that's your easiest way to be able to promote for that ownership mindset and leadership of who actually wants it rather than just who's been there for a long time that quote unquote feels like they deserve it. Just because people have been there for a long time does not mean that they're a great leader. And I hope you hear that. And this is how you micromanage because a lot of times people put leaders into place with massive air quotes that aren't leaders.   They're just bodies with a title and you're still having to do everything. Right? People write, see, it should not cost you more time or more money. They should actually give that back to you. So if that's not the case for you, you don't have leaders, you have doers and you need leaders. So I think when you, um, there's been plenty of practices that I've worked with where we've taken team members on the team, given them some leadership guidance. So we teach them how to have one-on-ones. We teach them how to have hard conversations. We teach them how to look at the books. We helped them learn.   how to actually like be a leader of your practice. And people are like, you turned my office manager around. Like they're now an office manager. And a lot of times it's not that they weren't great. They just didn't even know. If I would have had a coach and a mentor as an office manager, I would have been 10 X the manager that I was. And that's coming from Kiera Dan. I think I'm pretty dang good. And I take a lot of initiative, but I just didn't know what I didn't know. I didn't know how to run a business. I hadn't looked at this before. I didn't have the experience with it. I just got thrown in because, hey, I'm Kiera. I know I can figure this out.   but a lot of times it's very costly. So give them the coach, give them leadership books, give them a mentor, give them a job description and KPIs and see them rock. So I would definitely look at that. And so if you're managing everything or you feel like you're doing a lot, is there a team member on your team today that shows leadership potential? And could you start mentoring, testing them out, seeing how they do to see if they're your person before we go higher? Number two, step two is going to be we wanna make sure leadership roles are   very clearly defined with authority and accountability. So something I see that happens often when people put leaders into places, they don't give them authority and the doctor actually undercuts them. And I know I've done this to my team. So team, if you're listening, I'm very sorry because I know I've done this to you and you've got to have clarity and autonomy for leadership to work. So what it means is we've got to have scorecards and KPIs with decision-making rights. So who actually can make decisions on this? And if you're the only person that's doing it, you've got to put into place   what your decision making is and who I like panic saying this. Literally I'm like looking down stressed out right now to say this. You have to accept that people aren't going to do it the way you would do it, but that doesn't mean it's wrong. I like things a certain way. I'm very aware of that. I'm like, even my husband, told me he's like, Kiera, it's been so nice. Like we had some friends coming over and usually I'm very particular about like what we're doing for dinner and how we're doing it.   I've been so busy, he's like, I just initiated and I'm so tired. I'm like, that's great. Thank you. Like, and I think when we realize like, what are the decisions really truly you have to make? I've got a doctor who loves picking out the prizes for her prize box. She's pediatric. And yet that's something that you could delegate, you could elevate and you could get some time back. I'm not here to say you can't do the things you love, but I am here to say like, you've got to give autonomy, you've got to give clarity. Otherwise you're always going to sit here.   So if you can't give that up and you're so obsessive about every single detail so much even as the prize box, the leadership might not be your jam and you might need to just be a manager and hire somebody who's a great CEO to run your business. And I'm not saying that vindictively or that you're not good enough. It's just truly like, what's your skillset for it? So you've got to have clear roles with authority and accountability. So KPIs, decision-making rights. You've got to have what the lead owns and what they don't. So this way you're not crossing in. We have an accountability chart and I swear it's like,   call it our holy grail of the company. I have to look at them like, okay, who is making these decisions? It's not Kiera who is doing this and setting them up for success, letting them fail, letting them make the decisions. Sure, if it's going to like make us go bankrupt. So I say if it's a financial, a legal, those are like the main two things that I really have decision-making rights over that I'm gonna trump all day long. The rest need to be having autonomy with it. And then also our theme this year is outcomes over activity. So.   Make sure that we have meetings where we're reporting on the outcomes, not the activity. So what's our KPA scorecard show us? I don't care that you got 200 things done today. High five. I'm super proud of you. Did we hit goal? Did we make overhead and are we profitable as a business? Like, and did our team love our day? And did we have a great patient experience? Like, I'm so happy that you did the billing, but like that falls under the outcome of profitability and overhead. Like those are just parts of the business that we've got to do. And so   Really when our OMS and our doctors and our people see their role clearly, like even in our organization, when we rolled out the accountability chart and we have it set, we've got specific KPIs and we started tracking on measures, the team starts to move. There's fewer daily interruptions. Things can move forward and I'm not having to make as many decisions anymore and the leadership team is able to make them smoother, faster, easier. Now, I'm not perfect at this. I have a lot of pieces in here. There might be better leaders out there.   But I will tell you growing leaders on your team, developing them and helping doctors and teams work, then only team a second to none. Like this is what we do. Me as a CEO of a consulting company, yeah, it's been tricky. Cause I'm like, I don't have the freaking playbook. I know how to do your practice. I know how to do your life, but doing our business has been hard. But I will say as you're building this, and if you're listening today, you've got to have a scorecard for each leadership role that has their job description, their KPI and their decision-making authority of what they can or can't do.   that clarity is going to create confidence in your team. This is something easy to build. I mean, we've got AI, we've got Dental A Team, we can help you guys with all of this. Those are pieces that you're going to do. And then after that, you're going to do step three, which is coaching the leaders, not the team. And this, ugh, like I sit back in my chair, like I feel stressed out to say these things to you. I think this one actually is pretty tricky for somebody who's founder led, who's been very involved with all the team. You move into a space where,   You just now work with your leaders, not the rest of the team. And ⁓ I think this is where leadership can feel lonely. I think this is where you can feel like, but I don't know all my team members and you don't anymore. And as you grow and evolve, you actually need to move on because what happens is if you still lead the rest of the team, you actually bypass your leaders and you undercut them.   you've got to route feedback and issues through them. And that's like a hard redirect because you're so used to being the person who answers it. So pull out your little accountability legend, look at it and be like, okay, thank you for asking me that question. This is the person who needs to do it. We play popcorn in our team of, all right, we have a question for this, who does this? And we have them answer until they know who to go to. And it's just a redirecting and a reworking for everybody. And just say like, hey, I know we've like shaken our team like a snow globe. Everything's kind of falling into place and I wanna make sure people have clarity.   because clarity creates confidence. So then we have our leaders. And then you actually have, I do weekly leadership meetings and we do monthly. And I realized like, that's my time to coach my leaders. So can I give them books? Can I do book clubs? Can I help them? And then you have one-on-ones either weekly or monthly to really develop them as leaders, to track in on their KPIs, to look at their issues, to resolve issues for them. And you literally train them how you want them to treat their team.   So hey, what I'm doing with you, I'm meeting with you weekly, I'm reviewing your KPIs, we're looking at our quarterly objectives, making sure that's moving. And then any issues you've got with proposed solutions, let's work through those. You develop your leaders who then can go develop their teams. And I will tell you that I've got several doctors who have built incredible leadership teams, and it is done through this and they coach the leaders. And some of them have even said like, I don't even know half my team anymore. And what I tell those doctors and I tell myself is,   you still get to surprise and delight in areas that doesn't undercut your leader. You can still be the fun boss. You can still do highlight shout outs to your team members. I still write shout outs to our team of where I've seen them do different things, but the dynamics do change. And I think you have to realize if you don't want to be the micromanager, the office manager, if you will, you do need to develop leaders and you need to let them be leaders and you need to give them that power, that autonomy, that growth. And if you can do that,   you are going to be able to grow. So this is where we do really truly going from having a to-do list to having a leadership team. So quick recap of steps would be identify your internal leaders and start developing them into it. Then we define the roles very clearly with KPIs, job descriptions and decision-making authority. And then we coach them on how we want them to lead the rest. And that coaching piece...   I think yourself, make sure that your coach is a great leader too. This is what I love in our consulting is we do coach doctors and teams. We help doctors show up as great leaders and like, how are you undercutting your team and vice versa? Hey team, how are you undercutting your doctor? How are you not showing up for them? This is what they need from you. And I think having that mediator often can really, really help you out. But I think like coach the leaders, coach yourself, make sure you've got it. What books do you have? What things can you give them? What resources, what courses, like giving them a consultant that can help them.   that's been there, done that, done it successfully. How do we have these uncomfortable conversations? How do we get our core values? How do we shift culture? Those pieces, you've got to lead them to be able to do it. Leadership is a journey, not a destination. And so when you scale, you do stop having touch points and management of every person, but you start managing the right few. Leadership should be managing of five people. So if your team's five people, rock on, keep managing. If you're bigger than that, you need to start building a leadership team.   Even at five people, definitely recommend still having an office manager who helps you because you're busy drilling and filling. You don't have time to do all these little touch points that they should. So I think for you, if you're feeling like you're still carrying the weight of your whole team, even if you've got a leadership team and you need them to start to level up, to deliver for you, it's time for you to lead leaders and to develop leaders and to make sure you got right people, right seats. Sometimes you might have a leadership team, but you're still doing everything. You don't have a leadership team. You've got doers.   And so how do we actually have a leadership team and what things do you need to change to allow leaders to be there? And what things does your team need to do to truly let you and like trust the outcomes and the processes that they're going to deliver for you? It's a two-way street. So teams listening and doctors listening, your doctors got to trust you to deliver and consistently deliver. Doctors, got to trust this team to deliver and consistently deliver. Both you want the same thing. And so really coming together, having those conversations and reading five dysfunctions of a team, getting into those uncomfortable spaces.   is going to help you. So if you need help on leadership or building this infrastructure, I don't know how to get there or gosh, I'm like there, but I still need my leaders to have growth. I need growth. We coach doctors and teams. And this is why, because both sides of the coin are important. Both sides are necessary and both sides need different things. Visitors, you got to look online. You got to forecast. You got to grow your leaders. Leaders, OMS, team leads. You got to hit those KPIs, those metrics. You got to get your team and your department to row in that direction.   These things are not, I think innate, they're trained and they're learned. And so reach out, Hello@TheDentalATeam.com. This is things, share this with someone who's going through this. I know every single one of you today has a doctor struggling with leadership or a team member struggling with leadership. Share this with them. This is how we help grow each other. This is how we help positively impact the world. Give this to a colleague, share it in a post. You guys read those Facebook posts. They constantly are complaining about this. Please share this.   Say like, hey, this is a really good tactical way of how to develop leaders, how to stop micromanaging, how to truly grow into that. And I would love to help anybody. We do complimentary practice assessments. We'll review your practice, give you tactical, tangible advice, whether you work with us or don't. So reach out. I'd love to just like give you a roadmap of where you are and you leave that meeting. Every single time I do that meeting, people leave with clarity, with confidence of where they need to go. So reach out. I'd love to help you. Hello@TheDentalATeam.com.   And as always, thanks for listening and I'll catch you next time on the Dental A Team podcast.

You can't be a great marketer if your nervous system is stuck in survival mode.If you're a marketing leader, you know the feeling. The 12AM Slack from the CEO. The “where's-the-pipeline?” question that never goes away. The low-grade anxiety running underneath every campaign, every board deck, every quarter. In this episode, Carolyn and Amber connect the inner game to the measurement problem. The anxiety marketers carry isn't a personal failing. It's the tax you pay for being judged by numbers that miss your real contribution: shaping how the market perceives you, long before anyone fills out a form.And here's what nobody in GTM is actually talking about: you cannot build the future you want while your body is locked in defending the present. Your brain chemistry doesn't know the difference between the meeting you're dreading and the one that's already over — it reacts the same way to both. And when you live in that state, you can't create. You can only react.What this episode covers:The breakthroughs from both Amber and Carolyn's recent vacationsWhy so many B2B marketers are operating from low-grade panic, and why it's costing them their best workHow belief and brain chemistry shape what you're able to create, and why you have to embody the outcome before it shows upWhy marketing's real job is shaping brand perception in-market, and why traditional KPIs can't see that workHow to use zero-party data — what customers tell you directly — to inform the customer journey instead of guessing from last-touch behaviorThree books that reshaped how Carolyn thinks about wealth, awareness, and building a future you can't yet see: Happy Pocket Full of Money, The Power of Awareness, and Dr. Joe Dispenza's Becoming SupernaturalIf you're a marketing leader tired of doing your best work from a place of panic, and tired of watching it disappear into numbers that can't measure it, this one's for you.-----------------------------------------------------Want answers now?

Most contractors who can't scale their home service business aren't failing — they're solving the wrong problems at the wrong time.John Wilson sits down with FieldPulse Chief Growth Officer Daniel Eigner to break down the operational chaos that kills growth between $1M and $10M. From contractor CRM setup and price books to job costing, KPIs, and AI tools — they cover what actually moves the needle and why fundamentals beat complexity every time.After working with hundreds of growing contractors, the pattern is clear: most businesses are "loosely functioning disasters" running on hustle instead of systems. This episode is the blueprint for fixing that.What you'll learn:→ Why most contractors focus on the wrong metrics→ The foundational systems every growing business needs→ How CRM, booking rate, and price books drive scalability→ Why overbuilt systems slow growth — not speed it up→ How job costing and financial visibility change your margins→ How AI will reshape operations, reporting, and accounting→ What breaks when your business suddenly gets "100 more" of something————————————————

Most organizations believe strategy drives success. In reality, culture determines whether strategy ever gets executed. In this episode, Mike Neill breaks down why culture is the true competitive advantage in the credit union movement and why even the best systems fail when employee engagement is low. As AI and automation continue to reshape financial services, Mike argues that trusted advisor relationships, wisdom, and judgment are still what separate great credit unions from everyone else. Leaders must move beyond posters and slogans and start embedding culture into hiring, recognition, accountability, and everyday behaviors. If your culture is drifting, your strategy eventually will too. This conversation gives leaders practical ways to realign teams around mission, member experience, and meaningful execution.  In this episode we talk about and answer these questions:  • why culture impacts execution more than strategy alone  • what warning signs reveal a culture that is drifting away from the mission  • how engaged employees elevate systems while disengaged employees break them  • why trusted advisor relationships remain a credit union advantage in the age of AI  • how leaders should align KPIs, hiring, and recognition with member experience  • what practical steps create a culture that supports accountability and growth  Click Here to Submit Your Questions  Links from show:  ServiStar Consulting  Check out ServiStar's Coaching for Performance Workshop Subscribe to ServiStar Leadership Podcast on your favorite streaming service

Joe Woodard has trained over 150,000 accounting professionals and spent his career studying what separates firms that grow from firms that stay stuck. His answer? It almost always starts with pricing.In this conversation, Joe walks through the Woodard Ideal Practice Model, which focuses on seven key areas of operational excellence: brand, services, clients, technology, process, engagements, and team. But the most actionable insight he shares is simpler than a seven-part framework. He says the very first lever any firm should pull is pricing, and he lays out a specific strategy for doing it. Double the price on your bottom 20% of clients. If half of them stay, you have the same revenue. If all of them leave, you get the capacity back. Either way, you win.Joe also shares a measured perspective on AI adoption, noting that mass adoption in accounting is still 12 to 18 months away and that the best thing practitioners can do right now is learn directly from the developers of the platforms they already use.This episode is for firm owners curious about how to create capacity without hiring, practitioners ready to revisit their pricing strategy before the next busy season, leaders wondering where to start with advisory services, and anyone interested in a practical framework for building a more valuable practice.Timestamps00:14 - Introducing Joe Woodard: founder of Woodard, host of Scaling New Heights 02:03 - How Joe's practice led to Scaling New Heights and a coaching and consulting division 04:01 - The shift from compliance to advisory: what is holding CPA firms back 06:01 - Skill set and mindset working together: cash flow projections, dashboards, and KPIs 07:16 - The downward spiral: too busy to invest in new skills, team pressure, and turnover 09:18 - Applying the Pareto Principle to your CPA firm client base 10:42 - How to move methodically through the full client base after creating capacity 12:19 - How pricing improvements affect CPA firm valuation: revenue per FTE and clients per million 13:33 - Why the mindset block comes back around when targeting larger advisory clients 16:34 - How to reinvent your service structure instead of just improving the existing one 19:05 - Why most accounting firms are under-contracted and what to do about it 20:13 - AI adoption in accounting: where the profession is now and how fast it is moving 22:30 - Xero, QuickBooks, and Intuit: how AI integrations are already changing daily workflows 24:08 - Joe's story: his daughter, a butterfly named Alicia, and a mockingbird 27:01 - Book recommendation: "A World Without Work" by Daniel Susskind 29:03 - Where to find Joe Woodard online: woodard.comDownload Now: https://poegroupadvisors.com/accounting-practice-academy/increase-letter/Price increases are nothing to fear. The real challenge is effectively informing clients of these changes. Our templates will help you demonstrate your value and help clients understand the increases necessary to keep your firm afloat.*Download now and receive:*- (1) Major Fee Increase Letter Template- (1) 20% Fee Increase Letter Template

Get featured on the show by leaving us a Voice Mail: https://bit.ly/MIPVM AI adoption fails when it stops at access to tools. This episode introduces a practical model that bridges the gap between AI tools like Copilot and measurable business outcomes. The focus shifts from technology to people, addressing key blockers such as time, confidence, and relevance. By grounding AI in real workflows, tailoring role-specific use cases, and measuring outcomes, organisations can move from low usage to meaningful impact fast.

Cameron is joined by Niklas Hess, Founder of Medvelle.ai, and they discuss the challenges faced by practice owners in managing inventory and the hidden costs associated with it. They talk about the importance of efficient inventory management, the impact on profitability, and how Medvelle.ai aims to streamline these processes for medical practices. They also touches on the significance of EBITDA in determining enterprise value and the need for a shift in focus from revenue generation to operational efficiency. Cameron and Niklas discuss the challenges faced by practice owners in a competitive market, emphasizing the importance of efficiency and profitability. They explore the need for trained operators in practice management, the integration of technology and AI to streamline operations, and the significance of managing inventory and financial insights. They also cover the tracking of samples for compliance, understanding internal discounts, and the future impact of AI on practice management.Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:The healthcare environment is rapidly evolving with AI and innovation.Nicholas Hess pivoted from acquiring practices to solving inventory issues.Hidden costs in medical practices can lead to significant financial losses.Overstocking and understocking are major issues in inventory management.Time wasted on inventory processes can be better spent on growth.Medville offers a holistic solution for inventory management.Improving inventory processes can lead to better profitability.Enterprise value is closely tied to efficient operations and clear data.Practice owners often overlook the importance of managing costs effectively.A focus on efficiency is becoming increasingly important in the healthcare market. The market is becoming increasingly competitive for practice owners.Improving efficiency and profitability is essential for enterprise value.Many operators lack the necessary training for effective management.Managing inventory is a complex challenge with multiple vendors involved.Practices often struggle to find time for operational tasks due to patient demands.The role of an operator can significantly enhance business acumen in practices.Technology and AI can optimize inventory management and operational efficiency.Tracking samples is crucial for both financial and compliance reasons.Understanding internal discounts can reveal hidden costs and impact margins.AI is expected to transform practice management in the coming years.Medical Millionaire: The Blueprint for Scaling a World-Class Medical Aesthetics PracticeWelcome to Medical Millionaire, the go-to podcast for forward-thinking Medspa owners, Medical Aesthetics leaders, Plastic Surgery & Dermatology practices, Concierge Wellness clinics, and Elective Healthcare entrepreneurs who are ready to scale with intention and operate like a true, high-performing business.If you're building, growing, optimizing, or preparing to exit your aesthetics or wellness practice, this show is your competitive advantage.Hosted by Cameron Hemphill Your Guide to Sustainable, Scalable Growth Your host, Cameron Hemphill, is one of the most trusted growth strategists in Medical Aesthetics and Elective Wellness.With over 10 years in the industry, Cameron has helped scale 1,000+ practices and more than 2,300 providers, working alongside the most recognized KOLs, national brands, EMRs, tech companies, and private equity groups, shaping the future of aesthetics. From marketing to operations, from finance to leadership, Cameron brings a real-world, data-driven perspective on what it takes to turn a practice into a powerful business engine.What This Podcast Is All About: Each episode takes you behind the scenes of the fastest-growing practices in the country, revealing the systems, strategies, and mindset required to win in today's Medical Aesthetics landscape.Expect tactical insights, step-by-step frameworks, and conversations with:Industry thought leadersTop injectors & medical directorsEMR & tech innovatorsOperations expertsMarketing strategistsPrivate equity & M&A advisorsWellness and longevity pioneersThis is where aesthetics, business, technology, and wellness converge. What You'll Learn on Medical Millionaire Every week, you'll access expert guidance to help you scale profitably and predictably, including:Marketing & Brand PositioningCRM + Lead Management SystemsPatient Acquisition & ConversionEMR Optimization & Tech Stack ArchitectureSales Psychology & Consultation MasteryFinance, KPIs, and Practice EconomicsOperational Workflows & AutomationIndustry Trends Backed by Real Benchmark DataPatient Retention & Lifetime Value ExpansionMindset, Leadership & Team DevelopmentWhether you're opening your first location or running a multi-million-dollar enterprise, you'll gain the clarity and direction to grow with confidence. A Show Designed for Every Stage of Practice Growth Medical Millionaire breaks down the journey into four essential stages, showing you exactly how to move from one to the next:Startup – Build the foundation and attract your first wave of patientsGrowth – Scale revenue, expand services, and strengthen operationsOptimize – Increase efficiency, margins, and customer experienceExit – Prepare your practice for maximum valuation and acquisitionIf You're Ready to Grow, This Is Where You Start. Tune in weekly for actionable insights, expert interviews, and the exact playbooks high-performing practices use to dominate their markets. This is the podcast for Medspa owners who want more than a job; they want a scalable, profitable, industry-leading business. Welcome to Medical Millionaire.Let's build your practice into the empire it deserves to be.

Send us Fan MailPreparing your business for sale is a strategic endeavor that can significantly impact your transaction's success. In this insightful episode, hosts Chris Jenks and Jeff Pavone of Amplifi Capital Group offer an in-depth guide to getting your business ready 12 months out from a potential sale. From meticulous financial cleanup and operational optimization to crucial legal considerations, they share actionable advice to help you maximize your business's value and navigate the complexities of a sale. Learn how understanding KPIs, building a strong management team, and proactive problem-solving can transform your exit strategy. This isn't just about selling; it's about building a more robust and profitable business for the long term.What You'll Learn:The importance of financial cleanup, including normalized financials and owner add-backs.How to prepare accurate and compelling financial forecasts for potential buyers.Strategies for building a strong management team and reducing owner dependencies.Best practices for vendor management and optimizing business KPIs.The impact of strategic maintenance and capital expenditures on business valuation.Essential legal preparations to ensure a smooth and timely transaction.Don't leave value on the table when it's time to sell. Equip yourself with the knowledge to make your business an undeniable asset. Visit us at www.amplifycapgroup.com for more insights and resources.#BehindTheBusiness #BusinessSale #ExitStrategy #FinancialPreparation #AmplifiCapitalGroupConnect With Us:https://www.facebook.com/AmplifyCapGroup/https://x.com/i/flow/login?redirect_after_login=%2FCarWashAdvisors%2Fhttps://www.linkedin.com/company/amplifycapgroup/https://www.youtube.com/channel/UCyy2-_zM-liZr95drgKDX3g

What does success look like for transit agencies in a post-pandemic world? According to Christie Wegener, it may be time to stop measuring against 2019 altogether.In this episode of Transit Unplugged, host Paul Comfort speaks with Christie Wegener, Executive Director of the Livermore Amador Valley Transit Authority (LAVTA), about the changing realities of suburban transit, evolving commuter behavior, and why reliability may matter more than ridership.Christie explains how LAVTA serves as a critical feeder to BART while navigating the unique challenges of Bay Area travel patterns, remote work, and car-oriented suburban development. She also shares why she believes transit agencies need to rethink traditional KPIs like farebox recovery and pre-COVID ridership comparisons.The conversation also explores:Why transit agencies may need a new baseline for measuring success The operational challenges of coordinating with BART service How cloud-based transit signal priority could reduce travel times Lessons learned from LAVTA's Uber/Lyft partnership and microtransit programs The realities of serving low-density suburban communities LAVTA's new $64 million headquarters project Transit funding challenges facing the Bay Area Christie's journey from social work and public policy into transit leadership CreditsHost and Producer: Paul Comfort Executive Producer: Julie Gates Producer: Chris O'Keeffe Editor: Patrick Emile Associate Producer: Cyndi Raskin Brand Design: Tina Olagundoye Transit Unplugged is brought to you by Modaxo, passionate about moving the world's people.For more information, visit: www.Transit Unplugged.comDisclaimer: The views and opinions expressed in this program are those of the guests, and do not necessarily reflect the views or positions of Modaxo Inc., its affiliates or subsidiaries, or any entities they represent (“Modaxo”). This production belongs to Modaxo, and may contain information that may be subject to trademark, copyright, or other intellectual property rights and restrictions. This production provides general information, and should not be relied on as legal advice or opinion. Modaxo specifically disclaims all warranties, express or implied, and will not be liable for any losses, claims, or damages arising from the use of this presentation, from any material contained in it, or from any action or decision taken in response to it.

Why Most Enterprise AI Projects Hit a "Value Ceiling" — And How to Break Through | Dr. Fern HalperWhat separates the companies actually winning with AI from the ones burning budget on chatbots that go nowhere? In this upcoming episode of Redefining AI, host Lauren Hawker Zafer sits down with Dr. Fern Halper — VP of Research at TDWI, Founder of the AI Foundations Group, former Bell Labs lead analyst, and one of the most respected voices in enterprise AI strategy — to unpack the ideas behind her highly anticipated new book, Data Makes the World Go 'Round: The Data, Tech, and Trust Behind AI Success.With over 30 years bridging deep technical execution and C-suite strategy, Dr. Halper explains why so many organisations are stuck chasing hype instead of value, and what it actually takes to move AI from lab experiments into production systems that drive real ROI.Inside this episode, you'll learn:Why generative AI hits a "value ceiling" without trusted, governed data foundationsThe execution traps that sank AI initiatives at Zillow, Amazon, and othersHow data lakehouses and data fabric architectures unify siloed data for AIWhy MLOps is so hard — and why every model eventually degradesThe critical difference between data governance and AI governanceHow agentic AI changes the risk equation when systems start taking autonomous actionsThe shift from controlling what AI produces to overseeing what AI doesHow to tie AI use cases to measurable KPIs instead of vanity metricsEmbedding fairness, explainability, and EU AI Act compliance without killing innovationDefending against shadow AI while democratising analytics across the businessWhether you're a CDO, CIO, VP of Data, AI product leader, or a business executive under pressure from your board to "do something with AI," this is the strategic playbook you've been waiting for.

Why Most Enterprise AI Projects Hit a "Value Ceiling" — And How to Break Through | Dr. Fern HalperWhat separates the companies actually winning with AI from the ones burning budget on chatbots that go nowhere? In this upcoming episode of Redefining AI, host Lauren Hawker Zafer sits down with Dr. Fern Halper — VP of Research at TDWI, Founder of the AI Foundations Group, former Bell Labs lead analyst, and one of the most respected voices in enterprise AI strategy — to unpack the ideas behind her highly anticipated new book, Data Makes the World Go 'Round: The Data, Tech, and Trust Behind AI Success.With over 30 years bridging deep technical execution and C-suite strategy, Dr. Halper explains why so many organisations are stuck chasing hype instead of value, and what it actually takes to move AI from lab experiments into production systems that drive real ROI.Inside this upcoming episode, you'll learn:Why generative AI hits a "value ceiling" without trusted, governed data foundationsThe execution traps that sank AI initiatives at Zillow, Amazon, and othersHow data lakehouses and data fabric architectures unify siloed data for AIWhy MLOps is so hard — and why every model eventually degradesThe critical difference between data governance and AI governanceHow agentic AI changes the risk equation when systems start taking autonomous actionsThe shift from controlling what AI produces to overseeing what AI doesHow to tie AI use cases to measurable KPIs instead of vanity metricsEmbedding fairness, explainability, and EU AI Act compliance without killing innovationDefending against shadow AI while democratising analytics across the businessWhether you're a CDO, CIO, VP of Data, AI product leader, or a business executive under pressure from your board to "do something with AI," this is the strategic playbook you've been waiting for.

✨ Become a founding member to access my online courses, including Jurassic Worlding and How To Live In The Future✨ Browse and buy all of the books we discuss on the show at Bookshop.org✨ Stream and download my music at artist-owned Subvert.fm✨ Learn about Atlas Research Group, my new team on a mission to build sovereign infrastructure for social coherence and collective intelligenceAbout This EpisodeThis week's guest is C. Thi Nguyen (Website | Wikipedia | X), associate professor of philosophy at the University of Utah and a specialist in the philosophy of games, the philosophy of technology, and the theory of value. In our first conversation on Future Fossils, we explored his writing on games as an art form in which agency is the medium. His new book, The Score: How to Stop Playing Somebody Else's Game, takes that logic further and reveals the games that bind society together with institutional metrics — one of the most powerful, pervasive, and invisible technologies of all time.Thi's thesis hinges on the observation that a metric is never just a number. It's a value judgment dressed up in the costume of objectivity, a down-sampling of our richly multidimensional world into proxies that can travel efficiently between strangers. And with every subsequent compression of meaning into portable, scalable, decontextualized form, our metrics progressively displace place itself — the nuance of our singular, non-fungible lives — and define what we can even aspire to be.Thi calls this kind of cognitive enclosure “value capture”: when an institution uses metrics to coordinate across distance and difference, it engineers a context-invariant kernel that can travel between strangers without requiring shared background, history, or care. The power of these abstractions is real. So is their violence.We can use metrics instrumentally, holding them lightly as useful fictions. But more often than not we forget things like GPA, GDP, or KPIs started life as somebody else's choices — that someone, somewhere, decided what to count and what to ignore — and we begin to inhabit the metric as if it were reality itself: optimizing our lives, desires, and identities for a scoring system we didn't author and may never have consciously accepted.Games show us another way. By Thi's account, games are a medium for the transmission of different kinds of agency, a technology for practicing the very awareness that metrics erode: that metrics are cultural constructs, and we still have some choice in what to value. When you're playing, you know you're playing. The magic circle of the game space is a low-stakes laboratory for inhabiting a different set of values, and therefore different selves. Therein lies a whole philosophy of freedom, and in a moment when the infrastructure of meaning-making is being rebuilt from the ground up, recovering our capacity to see the game of modern life as a game may be the most important skill we have.But there's a twist that takes us beyond the scope of Thi's book and into the question that's been keeping me up at night for the last two years. With AI, we've tunneled so far into abstraction that we may have come out the other side. Large language models now allow us to translate between different perspectives, to ground insights from our aggregate intelligence in personal detail. If you've ever used a chatbot to explain physics to you as a specific human being, based on your own data vault, and in the style of a specific author, you know what I mean. Socrates' critique of written language in Phaedrus — that it couldn't “read the room” or know its audience — feels somewhat less relevant in an age when the generation of text is powered by systems with such a high-dimensional and granular view of things that we are no longer bound to one canonical version of anything. Is AI the apotheosis of our enclosure by institutional metrics, or is it the medium through which we are finally able to take a post-ironic stance on the constraints of modern life?It's starting to look like a world in which everything is a metric and everything is a game. And just maybe, that means we can renegotiate these tradeoffs…as long as we don't take ourselves too seriously.And with this, we circle back around to the core question of this project: As we approach the horizon where anything is possible, what should be? Who do you want to be, and what games will make you that person?Chapters00:00 Episode Teaser03:50 Intro Monologue09:11 Meet C. Thi Nguyen17:43 Value Capture Explained23:48 The Gap between Measured & Valued35:29 Recognition vs. Perception42:48 Games vs. Institutions46:43 Is Meaning Control an Interface Problem?49:09 How Rules Became Algorithms54:17 Fungibility & Monocropping56:38 Is Coordination at Scale a Red Herring?01:03:14 Art Provides Hope01:16:17 AI Futures & Values01:32:27 Thanks & AnnouncementsMentioned ResourcesAre humans destined to evolve into crabs? by Michael GarfieldCoarse-graining as a downward causation mechanism by Jessica FlackThe Computer as a Communication Device by J.C.R. Licklider and Robert TaylorPaul Smaldino & C. Thi Nguyen on Problems with Value Metrics & Governance at Scale (EPE 06) for Complexity PodcastThe natural selection of bad science by Paul Smaldino & Richard McElreathSlowed canonical progress in large fields of science by Johan Chu & James EvansJargon is a Moat by Second VoiceTrust in Numbers by Theodore PorterRules by Lorraine DastinSeeing Like A State by James C. ScottThe Power of Maps by Dennis WoodsDilla Time by Dan CharmasMetaphors We Live By by George Lakoff & Mark JohnsonMarshall McLuhanReiner KniziaLangdon WinnerSamantha MatherneIain McGilchristKevin Kelly

Compensation is one of the hardest operational systems to get right in a med spa. If the structure feels unclear or unfair, it quickly creates tension between providers, leadership, and the overall goals of the business. In this episode, I break down how to design compensation in a way that supports profitability, collaboration, and long-term practice growth—not just short-term production.  The goal isn't simply to pay providers more. It's to build systems that reward the right behaviors while keeping the business financially healthy.  Why Most Compensation Problems Start with the Wrong Incentives  One of the biggest mistakes I see is compensation structures that reward activity without measuring whether that activity is actually helping the practice grow profitably. Straight salary models often reduce motivation, while poorly structured commission systems can create competition, entitlement, and resentment between providers.  Even hourly pay can become problematic if the only focus is keeping schedules full. A provider being "busy" does not necessarily mean the business is healthy. Revenue per hour, utilization rates, treatment mix, rebooking behavior, and profitability matter much more than simply filling appointment slots.  The practices that perform best financially are usually measuring the quality of production—not just the quantity of appointments.  The Compensation Framework I Recommend Most Often  The most sustainable compensation systems usually combine several layers instead of relying on a single model.  • Hourly base pay creates stability and predictable income • Revenue-sharing structures reward measurable growth above baseline performance • Tiered commission thresholds incentivize stronger production and utilization • Team-based commission structures encourage collaboration instead of competition • Department KPIs help align providers around operational goals • Scorecard bonuses create accountability around both financial and behavioral performance  The key is making expectations measurable, transparent, and tied directly to the outcomes the practice is trying to create.  Why Compensation Needs to Be Supported by Clear Operational Data  Compensation conversations become much easier when they're grounded in objective reporting instead of emotion or perception.  Monthly scorecards, shared KPIs, and regular performance reviews help providers understand exactly how compensation decisions are being made. Metrics like utilization, revenue per hour, rebooking rates, and departmental performance create a much clearer picture of what's contributing to practice growth—and what isn't.  That level of transparency also helps reduce HR conflict because expectations become consistent, visible, and easier to communicate across the team.  As You Expand, Compensation Becomes Part of Your Infrastructure  The larger your practice becomes, the more important compensation design becomes operationally. Weak systems create friction, inconsistent performance, and retention problems. Strong systems create alignment, accountability, and a healthier team culture over time.  The med spas that scale successfully are usually the ones where compensation reinforces the business model instead of constantly working against it. When providers understand how their performance impacts practice growth—and feel rewarded fairly for contributing to it—you create a much stronger foundation for sustainable expansion.  Follow Shannon & Keep What You Earn:   Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence.  Shannon is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.   Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/  Connect with Shannon: https://www.linkedin.com/in/shannonweinstein  Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn  Listen on your favorite podcast app: https://pod.link/1580071347  Instagram: https://www.instagram.com/shannonkweinstein/  The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here. 

This Episode Gary Lipsky joins the show for a real operator's view of what it's actually like to run B-class multifamily in Tucson right now; flat-to-negative rent growth, higher concessions, elevated delinquency, and the daily “whack-a-mole” of competing comps dropping rents to protect occupancy. Chris and Gary unpack how the Tucson market is absorbing new supply, what demand drivers still matter (job diversity, cost of living, defense/healthcare tailwinds), and where operational wins are being found when traditional rent growth isn't available, renewal strategy, new income lines, and keeping property teams motivated when KPIs are harder to hit. Gary also breaks down a recent 300-unit acquisition: why the basis made sense, how the business plan leans more “operational optimization” than heavy renovation, and how the capital stack was structured in today's rate environment (CMBS debt, paid-down rate, plus a pref layer). They close with a practical discussion on AI; where it's already improving leasing and collections workflows, what tenant application fraud looks like today, and why Gary sees tech as a tool to sharpen operations rather than an existential threat to housing demand. Key Takeaways What Tucson's multifamily “pain cycle” looks like on the ground: rent softness, concessions, delinquency, and occupancy pressure Why renewals matter more than ever and how operators are finding NOI growth through small, repeatable income levers Inside a recent 300-unit Tucson deal: location thesis, light value-add plan, and addressing aging systems (pipes/boilers) cost-effectively How rate volatility impacts execution: CMBS structure, buying down the rate, and layering pref to make the cash flow work How operators are using AI today (leasing, renewals, collections) and the emerging tenant fraud problem in applications Disclaimer The content of this podcast is for informational purposes only. All host and participant opinions are their own. Investment in any asset, real estate included, involves risk, so use your best judgment and consult with qualified advisors before investing. You should only risk capital you can afford to lose. Past performance is not indicative of future results. This podcast may contain paid advertisements or other promotional materials for real estate investment advisers, investment funds, and investment opportunities, which should not be interpreted as a recommendation, endorsement, or testimonial by PassivePockets, LLC or any of its affiliates. Viewers must conduct their own due diligence and consider their own financial situations before engaging with any advertised offerings, products, or services. PassivePockets, LLC disclaims all liability for direct, indirect, consequential, or other damages arising out of reliance on information and advertisements presented in this podcast.

Are hidden leadership mistakes quietly creating chaos, inefficiency, and frustration inside your construction company?   Most leadership problems aren't random—they're predictable. From bad incentives and bloated meetings to resistance to change and overcomplicated systems, construction leaders face the same organizational traps over and over again. In this episode, Bradley Hartmann breaks down 10 timeless leadership laws that explain why smart companies still make costly mistakes and how leaders can avoid them before they damage culture, execution, and profitability.   In this episode you will Learn how incentives, KPIs, and compensation plans can unintentionally create the wrong behaviors inside your organization Discover why change management, simplicity, and momentum are critical for building high-performing teams Understand the hidden leadership patterns that cause delays, dysfunction, complexity, and organizational chaos   Press play to learn the 10 leadership laws that will help you lead smarter, avoid predictable mistakes, and build a stronger construction business.   Click HERE for the Top 10 Laws of Leadership   Listen to Episode 528 to learn about Kotter's 8 Steps in Change Management   At Bradley Hartmann & Company, we help construction teams improve sales, leadership,  and communication by reducing miscommunication, strengthening teamwork, and bridging language gaps between English and Spanish speakers. To learn more about our product offerings, visit bradleyhartmannandco.com. The Construction Leadership Podcast dives into essential leadership topics in construction, including strategy, emotional intelligence, communication skills, confidence, innovation, and effective decision-making. You'll also gain insights into delegation, cultural intelligence, goal setting, team building, employee engagement, and how to overcome common culture problems—whether you're leading a crew or managing an entire organization. Have topic ideas or guest recommendations? Contact us at info@bradleyhartmannandco.com.   New podcasts are dropped every Tuesday and Thursday.     This episode is brought to you by The Construction Spanish Toolbox —the most practical way for construction teams to learn jobsite-ready Spanish in just minutes a day over 6 months.          

Most home service companies don't fail because they scale too slowly — they fail because they scale too early.In this episode, John Wilson and Jack Carr break down the biggest scaling mistakes contractors make between $2M–$5M, including second locations, new trades, over-hiring, and broken systems. They share hard-earned lessons on leadership, KPIs, operational bottlenecks, and what actually makes a business ready to scale.If you want to grow without destroying profitability, this episode is for you. In this episode, you'll learn: Why most contractors expand too early  The hidden costs of adding a second trade or second location  How poor systems destroy scalability  Why revenue alone is a misleading metric  The KPIs every home service owner should knowHost: John Wilson https://www.linkedin.com/in/johnbwilson1/Guest: Jack Carr https://x.com/thehvacjack

“You can't manage other people unless you manage yourself first.” — Peter DruckerWhat if the biggest thing holding people back in their careers…is that they don't even know the real game being played?In this episode, Jay sits down with Booker Farrior—former enterprise operator, executive coach, systems thinker, and founder of Coaching By The Book.With experience leading inside organizations like Vanguard, Merck & Co., and Bristol Myers Squibb, Booker brings a rare perspective that blends leadership, behavioral science, systems thinking, and career strategy.This conversation is a masterclass in modern leadership, career ownership, and understanding how organizations actuallywork.Inside this episode:Why every professional should think like a companyWhat it means to truly become the CEO of your own careerThe difference between “doing your job” and strategically managing your trajectoryWhy many employees are unknowingly playing the wrong game inside organizationsThe hidden “second scorecard” that determines promotions, opportunities, and influenceHow reputation quietly shapes careers more than most people realizeWhy self-awareness is becoming one of the most important leadership skills in the modern workplaceHow organizations unintentionally disable growth—even while saying they support itWhy attention spans, side hustles, and disengagement are changing company culture foreverBooker also breaks down one of the most practical frameworks shared on the podcast yet:Antecedent → Behavior → ConsequenceA simple but powerful model for understanding feedback, behavior change, leadership, and culture. One of the biggest takeaways from this episode:There are two scorecards in every organization.The first measures your output, KPIs, and deliverables.The second measures how people experience you, perceive you, trust you, and advocate for you when you are not in the room.Most people only know the first scorecard exists. This episode is for:Leaders trying to develop people more effectivelyProfessionals who feel stuck despite producing resultsEntrepreneurs building teamsAnyone who wants to better understand influence, growth, and modern workplace dynamicsBecause career growth is not just about working harder.It's about understanding how value, perception, relationships, and leadership actually operate in the real world.And once you understand that…everything changes.

Today on the Uplevel Dairy Podcast, Manny Salcedo, founder of the Dairy Performance Network (DPN), discusses how modern dairy management has shifted from simply managing cows and people to managing overwhelming volumes of data from multiple on-farm systems. Drawing on his background working on dairies and later founding DPN, he explains their consulting work and its tools, including Ida, an AI-driven application that lets farmers ask questions about KPIs, health events, reproduction, and predictive culling. And find out what Manny believes it will take for today's dairy managers to turn information into action through the power of AI and automation.This episode is brought to you by the Dairy Performance Network (DPN).DPN - Connecting people, cows, and technology. Learn more at Dpnconnect.com & dairystash.com00:00 Data Driven Dairy01:48 What DPN Builds03:20 Too Much Data04:52 Ida AI Assistant06:02 From Dashboards to Actions07:18 Why Manny Built This11:38 Pilot Farms, Real Questions13:20 Voice Commands Automation17:42 Future Integration Wave20:19 Next Gen Manager Skills

During the course of a day, during the course of a week, you spend very little time taking care of yourself. From the time you get up in the morning to the time you travel to work and listen to your boss talk about technology, operations, and KPIs, but never talk about you.You get home, and you take your responsibilities, but when it's time for you, you must take time for yourself. Be with yourself, even if it means you're sitting in the bathroom all alone. Just a few minutes by yourself, for yourself. You'll find inner peace, inner happiness, and external happiness, and the world will embrace you and you'll become a magnet. Spend time with you, no one else, and life will be so much better. Go forth and spread beauty and light! https://anglero.com

A couple of weeks ago Dave Crysler sat in on a monthly leadership meeting where a metric on the dashboard was lying. The team caught it in fifteen minutes and changed how they measured. That moment is the entire problem with most manufacturing leadership dashboards. In this solo episode, Dave breaks down the difference between metrics that report the news and KPIs that drive action, why most weekly leadership meetings feel like theater, and the one question every KPI has to pass before it earns a spot on your weekly board. What You'll Discover: • Why most of your dashboard is probably decoration, and the one test that cuts it down to what actually matters • How to tell if a metric is "reporting the news" versus telling you what to do tomorrow • The reason consensus design fails when leadership teams try to build dashboards together • Why the dashboard should be built between meetings, not inside them, and how to do that • The version-five story: how one client moved from cycling-through-metric-ideas to a working dashboard in about five weeks • How to spot meeting theater in your own organization and what to do about it • The gaming risk every metric carries, and how to track behaviors and outcomes together to catch it • What to do Monday morning if your weekly leadership meeting has stopped driving action If your weekly leadership meeting feels like an interrogation about numbers nobody can change, you are not alone. Most of the dashboards I see in mid-market manufacturing are stacked with metrics that tell you what already happened with no way to influence what comes next. The fix is not to add more discipline to the meeting. It is to cut the dashboard down to metrics that trigger specific actions and to do the design work in the right room.

Want to get even more jacked? Grab the RP Hypertrophy App for your training, and maximize your gym efforts with the RP Diet Coach App to nail your nutrition.    Dr. James Hoffmann's Links: Tactical Fitness Guide Instagram: @rpdrjames Military/First Responder RP Discount https://rpstrength.com/pages/military-and-first-responder-discount   Timestamps: 00:00 Intro and James' current training 04:59 Memorial Day, Murph, and tactical training 05:43 Why James got interested in tactical populations 10:24 Why common fitness tests can point tactical athletes in the wrong direction 15:00 Body composition, strength, and cardio as prerequisites 18:38 Training cops more like MMA athletes 27:52 Body composition as the first tactical priority 32:52 Periodization and readiness for tactical professions 39:35 Law enforcement KPIs: strength, grip, sprinting, and jumping 46:06 Tactical guides, skills, and job-specific training 53:05 What's in the law enforcement article and upcoming resources

Show Notes: Lilly Minkove shares her background in brand and strategy consulting, focusing on retail, beauty, and wellness. She discusses her time at McKinsey, Tapestry, and Louis Vuitton, emphasizing her work in the luxury sector. Lilly explains her transition from the corporate world to running ArtLogica Group, a boutique consulting practice focused on customer insights. Introduction to HeraSphere Lilly talks about her interest in health and wellness, which eclipsed her work in retail and luxury. She recounts attending a longevity talk by Dr. Darshan Shah, which sparked her interest in tracking biomarkers and consumer insights. Lilly describes the inception of HeraSphere, a women's health newsletter translating healthcare innovations into plain English. She highlights the importance of women's health, especially for those in perimenopause or menopause, and how her consulting experience translates to this new focus. The Five Pillars of Health Lilly outlines the five pillars of health: exercise and muscle, sleep, nutrition, brain health, and connection. She emphasizes the importance of strength training, noting that muscle is an anti-aging metabolic organ. She discusses the benefits of muscle, including anti-inflammatory proteins, insulin resistance, and bone density protection. The Critical Role of Sleep Lilly explains the critical role of sleep in brain function, immune system, and overall health. She discusses the importance of regularity and quality of sleep, noting that even one night of sleep deprivation can significantly impact natural killer cell activity. Lilly shares tips for improving sleep quality, such as maintaining a consistent sleep schedule, avoiding alcohol, and using a sleep tracker. The conversation turns to the impact of stress and anxiety on sleep and the importance of winding down before bed. The Impact of Sugar on the Body Lilly highlights the negative effects of sugar on the body, including inflammation, cardiovascular disease, and diabetes. She explains the concept of glucose spikes and how eating fiber, protein, and fat before carbohydrates can reduce their impact. Lilly emphasizes the importance of a diverse diet, recommending consuming 30 different types of plants and vegetables weekly and highlights the challenges of hidden sugars in processed foods. Maintaining Brain Health Lilly discusses the significance of brain health, noting that the brain consumes 20% of daily calories and requires continuous stimulation. She shares her experience with learning a new skill, cardio dance, and how it improves muscle memory and cognitive function. Lilly explains the link between midlife decisions and cognitive outcomes, emphasizing the importance of lifestyle measures in preventing Alzheimer's. Lilly elaborates on the benefits of keeping the brain active through learning and new skills. Community and Health Connection Lilly highlights the importance of social connections for overall health, citing a Harvard study on the mortality risk of social isolation. She discusses the decline of extended family households and the need for intentional efforts to maintain social connections. Lilly emphasizes the role of small interactions with people in the community in reducing loneliness and improving well-being. Lilly discusses the benefits of having a support system and the impact of feeling less isolated on health outcomes. The Complexity of the Wellness Industry Lilly explains her dual objectives: sharing knowledge with consumers and using consumer insights to inform her consulting practice. She offers services to help brands distill what their customers want and convey value effectively. Lilly highlights the complexity of the wellness industry and her expertise in understanding the female consumer. Measuring Health KPIs Lilly outlines key health metrics, starting with blood pressure and hemoglobin A1C, which measure metabolic efficiency and cardiovascular risk. She discusses C-reactive protein (CRP) as an indicator of systemic inflammation and its association with various diseases. Lilly explains fasting insulin and LDL cholesterol, noting their importance in measuring insulin resistance and cardiovascular health. She highlights the importance of bone density and body composition, recommending DEXA scans for accurate measurement. A Focus on Longevity Lilly discusses VO2 max, a measure of cardiovascular capacity and longevity, and the challenges of obtaining accurate measurements. She mentions the use of fitness trackers to estimate VO2 max and the benefits of regular monitoring. Lilly shares her personal practice of conducting twice-yearly health panels to track biomarkers and ensure overall well-being. Timestamps: 02:47: Transition to Women's Health and HeraSphere  06:48: Key Health Pillars: Exercise and Muscle  13:57: Sleep and Its Importance  23:57: Nutrition and Sugar Impact  29:53: Brain Health and Lifelong Learning  36:20: Connection and Social Support  38:32: Lilly's Services and Consumer Insights  41:08: Key Performance Indicators (KPIs) for Health  47:04: Advanced Health Metrics and Longevity  Links:  HeraSphere newsletter: https://herasphere.beehiiv.com/ HeraSphere website: https://herasphere.beehiiv.com/p/herasphere-24-become-the-ceo-of-your-health Consulting practice website: https://artlogicagroup.com/ This episode on Umbrex:    Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com. *AI generated timestamps and show notes.  

What if the problem isn't your strategy, your people, or your tools, but the lens you're looking through? In this first conversation with Andrew Stotz, quality educator Balaji Reddie explains why so many organizations chase Deming's 14 Points and prizes but miss the philosophy underneath. He also gets into what changes once you start seeing your organization as one connected system. There are a few surprises along the way, like why his employees actually celebrated the day he got rid of performance appraisals. 0:00:01.9 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm here with featured guest Balaji Reddie, who is an educator and trainer in teaching of Dr. Deming and quality management generally. Now the topic for today is a deeper perspective of the teachings of Dr. Deming. Balaji, how are you?   0:00:29.6 Balaji Reddie: I am fine. It's wonderful to see you this morning. I have been looking forward to this for quite some time now.   0:00:37.0 Andrew Stotz: Yeah. In fact, we've been talking back and forth in the past and then we had a meeting recently to get going on this because you've got so much to share. And one of the things I just said is a deeper perspective on the teachings of Dr. Deming. Maybe you could just give a little background of yourself for those people that have never heard of your journey. Maybe tell us a little bit about your journey, the Deming journey, as well as what you're doing now.   0:01:02.2 Balaji Reddie: All right. So I am an electrical engineer by profession and my first job which I got was in a lamp, a bulb manufacturing company which made automotive lamps. And that's where I chose to be in the quality department because I was being shunted around in all the different departments and the owner of the company asked me, "Where would you like to be?" and I said, "Quality." I don't know, when I look back why I chose. I think it appealed to me as an engineer and also the fact that I wanted to be a manager. It combined engineering and something to do with managing people. I don't want to sound dramatic, but I don't think I chose quality, I think quality chose me. But what I did after that was conscious. I did a postgraduate diploma in quality management, the first structured course in the country, and then went on to a Master of Science in quality management here in India.   0:02:00.2 Balaji Reddie: So that's been my journey here as far as working. I worked a lot. I used to teach part-time, but I made this switch 20 years ago to be an educator primarily and decided to put all my focus into creating the next gen of managers. At the same time, during the bit of a free time that I have, I do consult, but that's not the core profession of mine. So, yes, I'm an educator and a trainer. You can say that. I teach quality management, anything to do with operations, supply chain, et cetera, but there's always been a Deming slant to it. Along with that, I've also liked to... Because I went into the works of Dr. Juran, I got a good chance to meet with him and be in touch with him. It was only the last six years of his life, but I think he had very little time to give me, but he gave me time. So I have a good perspective of both these gentlemen. And if you know quality, they're the pioneers.   0:03:01.5 Andrew Stotz: Yeah. And I'm curious, when you first started out with the degrees and the, as you mentioned, getting a diploma and then a master's, was Deming front and center in there or was that a secondary thing? What was it like in the beginning?   0:03:19.6 Balaji Reddie: Oh, my entire focus was actually Deming. I needed to be qualified in that. I wanted to qualify myself in quality, that's what I meant here, because there was no... I was looking for a structured course on the subject. You had these training programs, certificate courses, but this one caught my attention when they said we have a diploma in quality. And part of the course was we had to, there was a project like a dissertation, and we had to show how we implemented this in our companies where we were working. And for those who were not working, they were provided companies where you go and actually implement these. So it was a win-win. So the company gained and you gained. That's how it was. That's what I liked about that course. Same with the masters. It was a complete two-year course. This was a year-and-a-half or three semesters. That was more elaborate, the masters. So, yeah.   0:04:18.0 Andrew Stotz: And what is the state of Deming and the teachings of Dr. Deming in India? We know that many companies in India have implemented the teachings of Deming over the years. But of course, there's a lot of people that just know nothing. I'm just curious, what is the state right now as far as the teachings of Dr. Deming?   0:04:40.3 Balaji Reddie: Oh, I'd like to... Just a slight correction there. We have the highest number of Deming Prize winners, but that does not necessarily mean that they're implementing the teachings of Dr. Deming. In fact, many of them after having got the prize... I worked in a company, we were suppliers to one of them. And when they came to do a vendor assessment to our factory, obviously there's a lot of buzz. Everyone in the company, they called me the Deming man. They used to call me that. And so when these guys came down and they were talking and when they gave their business card which had the Deming Prize logo, so they said, "Oh, we have... You know, Balaji is here and he's our Deming man." So who's he and what is this? And so they came and met me and they said that, "We got the Deming Prize." I said, "Excellent." But I said, "Just because you got the Deming Prize, I mean, have you worked on the Deming philosophy?" "Isn't this the same?" And I said, "No." And I, of course, joked with them, and they said, "So how do we learn?" And I said, "Pay me." [laughter] Anyway, yeah, then we got talking and they realized that there was such a big gap in what they were doing. For instance, when I spoke to them about performance appraisals and having quotas and things like that, they were like, "What?"   0:06:04.9 Andrew Stotz: Interesting. And when we talk about the Deming Prize, when I asked you that, we're talking about the Deming Prize which is offered by the Union of Japanese Scientists and Engineers through their Deming Prize Committee. This isn't something done through the Deming Institute.   0:06:12.3 Balaji Reddie: No.   0:06:19.7 Andrew Stotz: Yep. Okay. And do people study Deming there in India anymore or is it fading out or...   0:06:26.7 Balaji Reddie: Well, yeah, that's what I said, they do know. The good part is that because of the fact that the Deming Prize winners are there, at least they know about Dr. Deming. And then they're curious to know, "Oh, what did he teach?" Because again, they've been given that perspective that he taught, well, wrongly, PDCA, and he focused on the 14 points. And then when they read the 14 points and then they get... Because when you read it just without understanding, you can actually... It can put off certain people. You may get a little repulsed and say, "Oh, my God, what's he saying?" But then there are certain people who get intrigued and say, "Wait a minute. This is challenging. He's saying that we need not have quotas? Then how are you going to get work done?" And that's where the questioning begins. And there have been normally these trends where some companies where they called me over, I shall not name one of them, one of the students I was teaching in class and I was talking about the 14 points, and then she comes up to me and she says, "I've spoken about you to my father, and he's working in this company, and they're going for the Deming Prize. He wants to meet you." And then she brings him to the college the next morning and then we had a lovely discussion. And he said, "We've been discussing the 14 points." And I said, "You know what? You're putting the cart before the horse. You need to discuss profound knowledge first." So he said, "I'll put you in touch with my HR, the human resource." And then that lady got in touch with me, then we had a good chat and I explained to her and she understood very quickly. Incidentally, Andrew, that's something very amazing, when I speak about these things to the HR people, they take to it like a fish takes to water. They say, "You're right. What can we do about appraisals? Appraisals are wrong." But they also know they're shackled. They do not have the authority to break and come out of it. There have been some cases where they've been bold enough, but many of them... That's one of the things I've seen over these last 20 years that I've been teaching, that everybody principally agrees, but they also say that we're bound by it.   0:08:37.6 Andrew Stotz: That reminds me when I attended my first seminar when I was 24, and I was very intimidated by all the people in the room. I was just fresh out of university, working at Pepsi in Los Angeles. I flew into Washington, D.C., and so I sat right in the front row and I just decided I'm not gonna look at anybody behind me because they're all bigwig executives. But then when I heard Deming really show no mercy and really be tough to them, I was like, "Wow, wow, this is interesting." And he was getting to the... As a factory supervisor, which is what I was at Pepsi, I could just see he was getting to the heart of the matter. And so, yeah, a lot of things are very obvious to people in the factory, but then it's the leadership that is an issue. I'm curious when we think about... Let's imagine that someone listening to this has never heard of Dr. Deming and it's their first time, they stumbled upon this, they're hearing you speak. They're gonna ask the question, "Why does this matter? What benefit do I get from this?" How would you describe that to someone who knows nothing about Dr. Deming and his teachings?   0:09:59.3 Balaji Reddie: Oh, well, when you start getting aware of what this man had to say, let me tell you, when you start actually getting to it, you'll find that what you've been missing all this time in life. And then when you actually get to implement this, it'll be way, way better than where you are right now, sometimes totally in a very, very different direction. And you begin to realize that you had an illusion of knowledge, that you thought you were correct, and then suddenly a new perspective comes in. Just to make a point here, I don't want to be boastful about this, but I'm really proud to say this, that in all the companies that I worked, I removed performance appraisal. None of the companies I worked in had performance appraisal. And the day we removed it in one of the companies, there were actually celebrations.   [laughter]   0:10:56.7 Andrew Stotz: Yeah. Which for many people listening that don't know anything about the teachings of Dr. Deming may think, "That's crazy, because I thought that we run business through performance appraisals, KPIs, and the like." One of the ways I was thinking when you were just speaking was it's a little bit like Deming's... You're a fish, and Dr. Deming is a guy that's gonna come up and tell you, "Oh, by the way, you're surrounded by water." And you're like, "Wait, what do you mean? What's water?" And then all of a sudden he brings this awareness like, "What am I swimming in? I am swimming in something, and it's called water." And it's like everything that's going on, the concept of how we learn, the concept of variation, the concept of psychology, it's like all of these are foundational things that we've been swimming in, but we really haven't been paying attention to. And I think he woke me up to a lot of that. So what should we talk about today? What do you got on your mind?   0:11:55.7 Balaji Reddie: Well, I presume that the audience would be someone who's read about Deming, or if they have not read, I can go it either way.   0:12:05.9 Andrew Stotz: Yeah, I mean, I would say just let's go into what your learnings are and what you want to teach us today and share with us, and then people can follow along.   0:12:17.4 Balaji Reddie: All right. So let's begin with what he meant by Profound Knowledge, because that was something he put together only towards the end of his life. I'm reminded of a few things that led to me thinking about these things. One of the very first books that was written on him was by Mary Walton, The Deming Management Method. And with due respect, she was an excellent journalist, and so she followed him around. Everyone was intrigued to know who this man is because he had just gained popularity. If Japan Can... Why Can't We? And so she wrote this book, I think as early as '84, if I'm not mistaken. And she followed him around for almost three years before she actually published the book. So she attended four-day seminars, and she's trying to understand what this man was. So the biography bit of it was very nice. But if you go there in the preface and in one of the chapters, there's a very interesting conversation where she says, "I asked Deming that why don't you set up a body, an organization? Why are you doing this all alone?" And he didn't say a word to her, and he just mentioned to her, "I'm good." So I believe he was still looking for the answers to offer something to the world. He had it all in uncoordinated stuff here and there, but that came much later, I think in 1989, when he finally put it all together and called it Profound Knowledge. Because that was when a year, a month or so before he passed away, he set up the Deming Institute. I think he thought he was ready now to leave behind a legacy that others could build upon, right?   0:14:08.0 Balaji Reddie: And so that he called it... Again, I'm looking for the missing link here—. Apparently, when he wrote it, as he called it deep knowledge, but it was someone who gave him the word profound, and that's how the name stuck. So I'm still trying to find out who did that. I saw this in one of the letters to Henry Neave, where he was writing to all of his colleagues, he called them, and taking feedback from them. And in that, he said that, "I profess this is deep, this is wide." And somebody said, "It's profound." I forget. I really want to find out who it is. I asked Bill Scherkenbach, and he said, no, it wasn't him. Henry, of course, no. I asked Bill Latzko, and he said, "No way. I never said that." So I really don't know who said it, but he christened it "profound." And we all know now, it sounded very pompous to begin with when you hear profound, and then you say, "Wait a minute." When you start getting into it, you say, "He's right. There's no other word to describe this. It is profound." So what exactly is Profound Knowledge? Now, it's a different way of looking at things around you. And especially he designed this or created this for man-made systems, organizations that you and I work in, helping us to look at things differently, right? And that's why he said it's a different lens. And when you see things differently, you ask different questions, right? When you ask different questions, you get different answers. When you get different answers, you draw different conclusions. When you draw different conclusions, you take different decisions. And when you take different decisions, that's when you get different results. It's insanity to expect different results by asking the same questions every single time. All right.   0:15:53.8 Balaji Reddie: Now, what exactly is, again, what do you mean by this whole thing, the lens? He brought together four seemingly disconnected sciences, right? He never invented any single one of them, but he saw the interconnections. All right. And the four sciences, he felt that if you had good knowledge, working knowledge of these four sciences, you need not be an expert in them, just enough for you to understand what's going on around you. All right? And in no order of importance, he had his title for each of those sciences. One was he called it appreciation for a system, which I would like to say very simply is connectedness, right? Because when people say systems thinking, okay, then you have the systems thinking experts who jumped into the picture. And I think they were caught napping. To be quite honest, Andrew, I think the people from the world of management were suddenly caught napping, and the experts were completely caught napping because they realized they'd missed the bus. Here's this man who caught everything together and put it into place, right? And so when they were... When they said systems thinking, so the systems experts came in and started trying to find out, "Oh, but he missed out on this, and he's confusing this with that." That's where it is. Dr. Deming knew where to start. All right? He said, "Yes, of course, it's all about systems, appreciation for a system, the fact that nothing exists in isolation." So I would like to say connectedness. Everything's connected to everything. When you start having that systemic approach, you realize you're not dealing with events, you're dealing with eventualities, and that there are always a huge myriad of inputs that create the outputs that you see in front of your eyes, right? And there's so many other attributes that they're separated in time and space, et cetera. We can talk for this forever. But the short word here is connectedness. Second...   0:17:56.1 Andrew Stotz: And I would say that the systems experts retreated soon after because they're nowhere to be found when we look at it these days, because everything's divide and conquer.   0:18:07.6 Balaji Reddie: Yes. Yeah, because there were people like Russell Ackoff, Stafford Beer was mentioned many times, and then their books. Now, I went on to read their books and I found, yes, they were going deep, but Dr. Deming knew where to draw the line and said, "That's it. Please don't go beyond this," and it depends on where you are, what you want to study. So draw your line around that and say that's it. And I think that thinking came from the next science which I'm talking about, which is understanding of variation, right? Now, although we say understanding of variation and people talk about the control chart, I think that's just the manifestation. If you look at the philosophy behind it, what Walter Shewhart actually was trying to do was to draw a line between when to act on the process and when to leave it alone, right? He came out with... He demarcated, and that's where it turned into the control chart with data. But broadly, Deming started applying this everywhere, right? He said that there are some things which are in my control and some things out of my control, and so he drew a line. And same with systems thinking, that how big and how deep should I go? And that's why he said every system must have an aim. Without an aim... So the aim and the purpose decide where you're gonna stop. You can't just keep on saying, "Oh, yeah, finally, okay, the whole world is a system." Fine, great, I get that. But I'm trying to study this, okay? My company, my organization, this process, these people. So you draw the line and say, "This is my purpose, so let me restrict." Again, I repeat, he knew where to stop. People tend to go overboard. And so he always said, "Begin with the aim, begin with the purpose." The purpose is the reason the system exists, and the aim is the direction in which you're headed. So you keep going there, keep revisiting that to let yourself remind yourself that I need to stop right here. Okay, and that's it. When I come to it later, because he said... Coming to the third part of Profound Knowledge, where he said you must have a theory of knowledge.   0:20:13.4 Balaji Reddie: Now, when people hear the word theory they get very put off. At least in my country, the broad doctrine is that theory is the opposite of practice. And so they think that theory belongs to the books and theory belongs at home. And when you come into the company, we all believe in being practical, right? And as you go through what Dr. Deming had to say about theory, you realize theory is a guide to better practice. And all the great practitioners are actually theorists. It's just that they don't know it, and we need to remind them. I've had enough of experience on this in my own company. And I remember when I turned on the light bulb for one of the very, very senior people in my company, he went completely quiet. He did not say anything, but I loved the way he reacted or responded to this when he started doing things very differently after the interaction that we had once. So that's with theory of knowledge. And...   0:21:19.9 Andrew Stotz: And would you say that theory of knowledge, would you correct my description of it, which is that you need to have a method of... You need to understand how you acquire knowledge?   0:21:40.1 Balaji Reddie: Yeah.   0:21:40.2 Andrew Stotz: And you gotta figure out, because acquiring knowledge, for instance, as an individual, we can play around lots of different ideas and experiments and stuff like that, but acquiring knowledge within an organization is a much harder thing. And so first is the idea that there's a level of rigor that you need in an organization to make knowledge stick.   0:22:06.9 Balaji Reddie: I think it's more about awareness. When you become aware of how you're converting information into knowledge. When you... He makes you aware of that, right? Dr. Deming gets you aware, he makes aware, "Okay, okay, wait, what's happening here?" Now, that method and all turned out to be the Plan-Do-Study-Act, whatever you call it. But he helped you understand how you're doing this, right? And you become cognizant. You get your cognitive behavior, you get very aware of things happening around you, right? You start asking the question, "Why? Why is this happening?" And then you get to the bottom of it. "Oh, when I do this, I get this." And that's when it becomes powerful for you. And then you also, "When I do this, I do not get this." And the more the theory fails, the more powerful it gets for you, because you know where it fails. So that's the awareness thing. So connectedness, being aware of the fact that it's beyond just numbers. It's about where, the variation bit, the third bit is about awareness, like I said, about learning, and the fourth, of course, about people. And he said here that all of us are born with a learning system, right? Each one of us has a learning system, a system of learning, but every single one of us has a different system of learning. We learn differently, and we learn at different speeds, at different paces, right? And so understanding the learning process of a person and then putting that person on the right job, right? He said you have to stop that person from working, and that's where joy in work comes in. People enjoy their work. I think the bottom line there is empathy when you start understanding why people do what they do, whether it's your people in the company, the customers, your suppliers, the entire system. So he says the learning process of every person needs to be understood. You want to control the market, you need to understand what makes the customer tick. You want to keep the suppliers with you, you want to understand what makes the suppliers tick, right? And what makes them tick.   0:24:23.3 Balaji Reddie: So that's the fourth part, which I would put as the word empathy. Trying to empathize. So putting this all together, he said that's what he called as Profound. So if you look at it in a broad sense, connectedness and empathy are very philosophical, and the variation and theory are very scientific. So he wanted us to be scientific and philosophical simultaneously. It's not either-or, it's and. And that's difficult to do, right? You have the big divide. You have a set of people who say, "Oh, I believe only in data. Show me the data, show me the results." And then there's a whole other set of people who says, "You gotta feel. You gotta feel for the company. Motivate." Yeah, but neither is wrong, but neither is complete. And this is complete. So this is where I found that I think we could begin, that we need to look at all these four sciences together. And of course, then came the 14 points which he laid out for us. Now, these 14 points, now if you look at them, because I just discussed the four... Of course, I've not gone into depth of each of the sciences, but I think good enough to understand what we are trying to deal with here, then you'd see that the 14 points are actually 14 consequences of this way of thinking. That you don't try to do the 14 points. When you start thinking this way, you end up with the 14 points, right? And there are some things which need to be done, right, and we need to start somewhere with this. And one of the main things that he always said is that people need to be educated about this, that people need to learn about this. And so education and training is important even when it comes to profound knowledge. And he said someone has to take the lead, all right? Someone has to get things done. And so that was his point number 14, that create a critical mass of people in the company that understand, believe, and will work towards these 14 points, right? So I'm gonna begin right there.   0:26:43.1 Andrew Stotz: I was just thinking about his saying, "One need not be an expert in any one point, [chuckle] any one of these areas." With the System of Profound Knowledge, the more I've studied it recently, which I've been working on a project recently where I had to go back to the System of Profound Knowledge, you really see that he's trying to provide a coherent, holistic system.   0:27:16.1 Balaji Reddie: Yes. I call it as a theory of leadership and management.   0:27:23.6 Andrew Stotz: Yeah. And then you start to realize that if you can understand these four things, which isn't that... It doesn't have to be that complex, it can be pretty amazing. And I know one part of my business is investing, which I do on behalf of my clients. And one of the things that makes me stand out as unique is that I don't get distracted by the random variation in the markets. And so that doesn't mean that I'm gonna get it right all the time, but what it means is that my mind is much more clear when I understand. And as I tell people about variation, I say, if you think about just your birth, the beginning of your life is a random event. You had no influence over that, who you were born of. And therefore we at least know that randomness plays one role in your life. But when you start exploring the possibility that randomness is all around you just like water, it just wakes you up and you start to realize, "Aha, I've been reacting to things," and punishing and rewarding and all of that stuff that's happening in companies. And what I'm really doing is I'm just chasing my tail. Or as Dr. Deming would say, putting out a fire. A man could run... A manager could run... Could put out fires their whole career and never improve the system.   0:29:02.8 Balaji Reddie: Yeah. A lot of activity, no work.   0:29:04.5 Andrew Stotz: Yeah.   0:29:06.2 Balaji Reddie: Okay. Incidentally, when you said about investing, one of my students who did something fascinating, I've yet to get to the bottom of it, I never sat down and asked him how he did it, but he used control charts for the stock market. And one day he explained to me, he was trying to rather, because I never... I'm not into all of that investing. That's done by my wife. I just sign the papers and she puts it in. So I... I mean, I might as well be shown the Constitution and say, "Okay, this is what it is," you know? But yeah, so he... I remember sharing with him and he said, "Can I use this for stock market?" I said, "Look, son, I don't know how this works, but I presume what you can do is this. If you had yesterday's Sensex numbers and you have today's, then you can draw a control chart for the differences, you know? And then you get an upper limit and a lower limit. And then if today's closing is so much, it can rise up to the upper control limit, that is the difference. You can add the difference to today's closing and say it can rise to so much, it can fall by so much, and likewise to the lower control limit." And then his eyes just lit up and he said, "I know what to do." And that was it. And I didn't meet him for a week. And a week later, I meet him and he says, "I want to show you something." And he opened his laptop and there were control charts all over the place and I just couldn't figure out, "So what was all this?" And then he said, "I've been following these. There are some blue chip companies and there are some..." I don't know, I don't understand these things much, but he said that, "I'm drawing a control chart for these and so I know that when it crosses the upper control limits, that's the max I can get for the share, so I sell."   0:30:55.7 Andrew Stotz: Yeah. I mean, the hard part... The stock market is purely random most of the time and it's a challenge. But one of the things... I gave a speech to my investors and I did control charts and I did it as a way of helping them understand the markets.   0:31:04.2 Balaji Reddie: Okay.   0:31:12.7 Andrew Stotz: To predict the markets is hard.   0:31:15.7 Balaji Reddie: It's hard.   0:31:16.4 Andrew Stotz: But the control chart allows us to kind of.. It allows us to understand that most of the variation is just normal ups and downs.   0:31:24.8 Balaji Reddie: Yes.   0:31:26.5 Andrew Stotz: And so don't freak out about it. That's the first thing that really helps me. So that area of variation I find very fascinating.   0:31:34.7 Balaji Reddie: Very fascinating. I used it for COVID data, by the way. And there was a lot of criticism about that, but I knew I was going in the right direction because I was plotting the charts for the percentage positive and not the number of cases that were being tested positive every day. And so if the percentage positive lay within limits, then we were safe. I mean, everyone wants a zero, I get that. But I'm just saying here, having said that we're collecting the data and we are turning out so much of positive every day, then it should lie within certain controllable or predictable limits. And when it crosses the limit is when we get a little worried. And that's what I used this for initially. I remember it was Lloyd Provost who stood by me, whereas the other practitioners were saying, "No, you cannot use control chart for COVID and for data and for epidemic and pandemic." Whereas Deming himself used it for an epidemic of cholera somewhere. I read it in his work and where he used the c-chart and he saw that areas where the points were outside limits and then they tested the water and well, well, whatever it was, it turned out to be that he found the special cause and blah, blah, blah. So that's what gave me the idea of using the control chart for COVID and it was quite fascinating.   0:32:56.5 Andrew Stotz: Yeah. Yeah, unfortunately there wasn't a lot of independent thinking during that time.   0:33:02.5 Balaji Reddie: Yeah. [laughter]   0:33:03.0 Andrew Stotz: Real serious groupthink at that time. So I had my experience in my PhD research and my job as an analyst all my life where... And I teach my students believe nothing, believe no one, demand evidence. And so I'm constantly digging and that's just the heart of being an analyst. But when I go back... I want to go back to when I was starting at Pepsi. The reason why my boss recommended me to go to the Deming seminar was simple because I knew how to work a computer. And that was 1989 when I went to work at Pepsi. And what I had, all of these loaders that were loading up trucks with Pepsi each night. We would load about 80, 90 trucks each night. And in the heat of the summer, we would work till 2:00 or 3:00 in the morning, but generally we would finish at 11:00 or midnight. But they were just... I would go to the drivers in the morning and then the drivers would come back in the afternoon and complain that the product that they needed was not on the truck. And there was just... And I went to the loaders, they go, "I put it on the truck. I don't know what you're talking about." And so there was this battle between the night loaders and the truck drivers. And so what I just did originally was I just started... I did inspection. The first thing I did is I said, "Look, before you close the doors on the trucks at night, I just want to count myself to understand what's happening here." And then I started keeping a record of that and I put that in Excel, it was Lotus 1-2-3 at the time, and then I put up charts of each person's error rate each night. And so we had a long chart. And I never actually even told them what I was doing, I just put up on the wall. And then they started looking at it over time and talking about it and then asking me questions. And it wasn't for the purpose of blaming, it was the purpose of just understanding.   0:35:01.2 Andrew Stotz: But then what we really started to see was that some people were much more accurate than others. And then we started to ask the question, "Well, how are they doing it?" And then they explained how they kept records of what they were doing and all that. And so we started to see that we could improve this. And we started to improve those numbers quite dramatically until we got to the point where I told the loaders when they were done that they were to lock the trucks and seal them and the drivers were not allowed to open them. They had to take them as is. And when everybody realized we really have to build from the beginning that this is loaded right, then we started to have massive efficiency. In the number of... Let's say you have 50 or 100 truck drivers that come in at 5:00 in the morning. It could take you till 9:00 AM to get them out the door if they've got problems and they're checking their trucks and all that. But if you've got it set right and you've done it right, we were able to rush people through the door and the drivers would get out to the LA freeways much earlier and that makes a difference for the whole day. So that was my first experience with it all. And then my boss just said, "Well, seems like you know about statistical quality control." I said, "I have no idea. I have no idea what that is." But he said, "You should go to Washington, D.C. And study with Dr. Deming." And that's my little story.   0:36:20.4 Balaji Reddie: Oh, wow. Okay.   0:36:21.6 Andrew Stotz: So how would we... What's the best way to wrap this up and think about what somebody who doesn't really necessarily have experience with the System of Profound Knowledge, you've given them some good overview. What would you like them to take away from this?   0:36:39.2 Balaji Reddie: Well, if you have now come to know about what this is, I think you could go to the W. Edwards Deming Institute website and you could subscribe and start looking into the learning pathways, systems thinking, there are a lot of catalogs available there and they've done a great job of putting things together. So they could do that reading, of course, you need to start reading, but the danger in reading Dr. Deming's work is it could put you off sometimes. And I would recommend a good place to start reading and understanding the Deming philosophy would be Henry Neve's book, The Deming Dimension. It's a very good start, one of the best introductions. You could always build upon that. So along with having Out of the Crisis, The New Economics, and Essential Deming, which was put together by Joyce Orsini, these are the three essential Deming books which contain papers, his own works, and then use Deming Dimension as a guide, so to say. You could read the books together and you could read profound knowledge to begin with. And once you get a good idea about what there is, then the question comes is where do we start? And that's where I just ended by saying that we start at point number 14 about creating a critical mass and take on leadership, right? So somebody has to take the lead. So what we could do is, I think the next time we meet, we could begin with that, how do we start? So we'll talk about the principles of leadership that W. Edwards Deming spoke of and what did he expect the leaders to do once you've decided or you've started seeing things differently and you say, "No, I need to do something about this. I need to start somewhere." And so we'll start with the principles of leadership. That's the way I look at it.   0:38:44.5 Andrew Stotz: Fantastic. Well, I look forward to our next conversation, how we can start to think about how we take this information and make a better world and make a better company, feel better. And so from everybody at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org and jump into DemingNext to continue your journey.   0:39:09.7 Balaji Reddie: Yes.   0:39:11.1 Andrew Stotz: It's an exciting tool. And this is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."

Is artificial intelligence going to replace real estate professionals, or just the ones who refuse to adapt? The world of real estate is moving faster than ever, and if you aren't leveraging the cutting-edge tech hitting the market, you're actively falling behind the competition. If you want to stop wasting hours on tedious data entry and start closing more deals exponentially faster, it's time to change how you do business. In this episode, host Scott Carson sits down with Jake Heller, a third-generation real estate professional, licensed broker, and founder of the AI for CRE Collective. Despite having "dirty hands" on the physical side of real estate and zero formal tech background, Jake recognized a massive void in how the industry adopts advanced technology. He brought together leading real estate minds to form a powerhouse community dedicated to testing, filtering, and deploying practical AI tools directly into commercial and residential investing workflows. Jake pulls back the curtain on his massive database of over 650 commercial real estate AI tools—revealing why most vertical solutions on the market are garbage and how general-purpose powerhouses like Claude have become his absolute daily driver. From running automated weekly market reports to utilizing AI-powered voice outreach and generating institutional-quality deal decks in under ten minutes, this episode is a masterclass in modern real estate leverage. Whether you're a broker looking to target high-probability buyers or a note investor trying to scrub nationwide spreadsheets in seconds, Jake outlines the exact frameworks needed to build a lean, high-ROI business machine. Key Topics Covered:The $30 Trillion Tech Gap: Why commercial real estate has historically been incredibly slow to adopt technology, and why tech built by non-real estate developers usually fails. Filtering the Noise: Inside Jake's database of 650+ real estate AI platforms and his process for picking out the tiny handful that actually yield a measurable ROI. The "Jack of All Trades" Model: Why general-purpose AI platforms like Claude are often vastly superior to expensive niche industry solutions. Don't AI Everything: The critical mistake of over-automating basic tasks, and how to establish clear, measurable KPIs for your tech integration. The Human in the Loop: Navigating accuracy hurdles, running quality control on data outputs, and mastering the new modern skill set of AI prompt auditing. One-Click Feasibility & Entitlements: How Jake's firm uses AI for permit expediting, structural development standards, and predicting approval likelihoods in tough landscapes like Los Angeles. Automated Lead Generation & Outreach: Utilizing automated internet scrapers to track local zoning shifts, new businesses, and regulatory changes on autopilot. Leveling the Geographic Playing Field: How data aggregation allows solo operators to instantly get up to speed on foreign real estate markets and out-compete teams ten times their size. Bypassing Nondisclosure Hurdles: Smart strategies for scrubbing public county appraisal records to track self-directed IRA investors for capital raising campaigns. Embracing artificial intelligence is no longer an optional luxury—it is a baseline requirement to survive the modern real estate shift. Real estate remains a fundamentally simple, relationship-driven business, but the tools you choose will ultimately dictate your speed, accuracy, and profitability. Stop grinding through outdated workflows, overcome the learning curve, and start automating the boring stuff so you can focus entirely on putting big deals together. Head over to aiforcrecollective.com to grab their top 10 free AI workflows and take action today!Watch the Original VIDEO HERE!Book a Call With Scott HERE!Sign up for the next FREE One-Day Note Class HERE!Sign up for the WCN Membership HERE!Sign up for the next Note Buying For Dummies Workshop HERE!Love the show? SubscrGet Signed Up For the Next Note Buying Workshop HERE!

Wanna do big things? This week, a how-to guide for technically minded people who want to stop posting and start changing things — covering everything from why every globally important problem is "white space." Joining Jordan are Kumar Garg, founder of Renaissance Philanthropy and a veteran of the Obama White House Office of Science and Technology Policy, and Remco Zwetsloot, co-founder of the Horizon Institute for Public Service, which builds pipelines into government for emerging-tech talent. We discuss… Why $10 million globally on lead remediation tells you everything about how undertalented the world's most important problems are Ambition + humility as the Horizon Fellowship's selection criteria — and why most candidates need to hear the opposite of what they expect "We care meetings" vs. "we decide meetings," the Geithner heuristic for surviving senior government roles The tribal KPIs of the White House — what the Office of Public Engagement, speech writing, and comms actually want from a policy nerd The conscious-incompetence quadrant and why "your job is not to be the expert, your job is to mobilize expertise" The posting-to-policy pipeline, the rise of the individual writer, and the introspective work that public writing forces My Bulgarian tanks fantasy vs. the value-over-replacement case for picking your own hobby horse Horizon recently launched Launchpad, a Substack on working in emerging tech policy with advice, explainers, and conversations like this one — if you enjoyed this conversation, you'll probably like their other stuff as well. Learn more about your ad choices. Visit megaphone.fm/adchoices

What does purpose at work really mean—and why are so many people getting it wrong?In this powerful episode of Time to Reset, Penny Zenker sits down with bestselling author and workplace behavior expert Joshua M. Evans to challenge conventional thinking around purpose, engagement, and fulfillment in today's workplace.Together, they unpack why modern work culture has “cheapened” the idea of purpose—and how shallow definitions of success, roles, and productivity are driving disengagement across organizations. With nearly 80% of employees feeling disconnected, this conversation dives deep into what's missing and how leaders can create meaningful human connection at work.Joshua shares compelling real-world stories—from an Uber driver driven by a personal mission to the hidden emotional impact behind everyday jobs—to illustrate how any role can become purposeful when viewed through the lens of impact rather than tasks.You'll discover:Why defining work by roles and KPIs leads to disengagementThe difference between transactional work and meaningful contributionHow to create deeper emotional connection within teams and organizationsWhy “human resources” thinking may be hurting company culturePractical ways to reconnect with purpose—no matter your jobIf you've ever wondered how to feel more fulfilled at work, improve employee engagement, or lead with greater impact, this episode offers a powerful reset.Love the show? Subscribe, rate, review, and share! https://pennyzenker360.com/positive-productivity-podcast/

In this episode of the Programmatic Digest, Hélène Parker and Assetou Kone dive into the evolving role of AI in programmatic advertising and campaign optimization. The conversation explores how media buyers and traders can use tools like ChatGPT and Claude to streamline workflows, analyze campaign data more efficiently, and uncover deeper optimization insights. Hélène opens the session by reframing optimization as more than simple "bid up, bid down" tactics. Instead, she explains how successful optimization requires hypothesis testing, strategic thinking, and understanding how DSP algorithms redistribute spend based on performance signals. Using practical examples, she demonstrates how removing underperforming inventory can improve overall campaign efficiency by reallocating budget toward higher-performing placements. Assetou walks through the fundamentals traders need before introducing AI into their workflows, emphasizing the importance of understanding campaign objectives across awareness, consideration, conversion, and loyalty stages. She explains how campaign goals directly influence which metrics traders should prioritize and optimize toward. The heart of the workshop focuses on prompt engineering and practical AI usage. Assetou demonstrates how traders can use AI to analyze site lists, identify inefficient domains, generate allow/block lists, surface top-performing inventory, and extract geo-level insights tied to real-world audience behavior. She also highlights how combining AI-generated insights with industry knowledge creates stronger strategic recommendations for clients. Throughout the discussion, Hélène and Assetou address common fears around AI and job security, explaining why traders who learn how to leverage AI tools will become more valuable — not less. They close by discussing the future of agentic AI within DSPs and how automation can help traders spend less time buried in spreadsheets and more time focusing on strategy and insight generation.    

In this episode, Peter sits down with Laura Matticucci from the Cardano Foundation and Nathaniel Acton from EMURGO to unpack the treasury proposals behind Cardano Summit 2026 in Singapore and Cardano's presence at TOKEN2049. Rather than arguing in the abstract, they walk through the specific community concerns: why treasury funding is being used after Voltaire, what EMURGO's decision to remove its 15% management fee changes, how milestone-based withdrawals work, and how the teams plan around ADA volatility while budgeting in USD.The conversation also gets into what these events are actually meant to deliver. That includes developer participation, builder exposure, enterprise and regulatory conversations, media reach, and the longer sales cycles that start at major events before they show up later as partnerships or integrations. Peter closes with a clear DRep call to action, arguing that Cardano should use its current momentum around infrastructure and institutional readiness instead of stepping back from high-signal global events.Key Takeaways:- Laura Matticucci and Nathaniel Acton argue that Cardano Summit 2026 and TOKEN2049 should be funded through the treasury because the ecosystem-wide event strategy now sits with decentralised governance after Voltaire.- EMURGO says it will waive the 15% management fee that had been included in the event proposal, reducing the cost to the treasury.- The guests say event budgets are planned in USD while treasury withdrawals happen in ADA across milestones, which creates treasury management risk but not a reduction in the intended sponsorship value.- Success is framed around KPIs such as developer turnout, builder participation, enterprise and regulatory meetings, media coverage, and partnerships that develop over a longer time horizon.- Peter argues that Cardano should not disappear from major industry events while critical integrations and institutional infrastructure are still coming online.- The interview highlights Singapore as a strategic Web3 hub and TOKEN2049 as a concentrated venue for decision-makers, investors, builders, and enterprise conversations.- The guests also confirm there have already been discussions around overlapping activity with Midnight, including hackathon tracks and event coordination.Links & References:- Cardano Foundation Activity and Financial Report 2025: https://link.learncardano.io/Xf5pJE- Cardano Foundation Activity and Financial Report 2025: https://link.learncardano.io/ngHWCn- Cardano Summit 2026 - Singapore | 5-6 October: https://link.learncardano.io/ERBuyW- TOKEN2049 | 7-8 October 2026 | Singapore: https://link.learncardano.io/T49v1I- https://link.learncardano.io/lRh3HE- https://link.learncardano.io/GrfcOI- https://link.learncardano.io/Mx5NHZWebsite: https://link.learncardano.io/bQ68RcX/Twitter: https://link.learncardano.io/3a1QtvDisclaimer: This content is for educational purposes only. Nothing constitutes financial advice.DISCLAIMER: This content is for informational and educational purposes only and is not financial, investment, or legal advice. I am not affiliated with, nor compensated by, the project discussed—no tokens, payments, or incentives received. I do not hold a stake in the project, including private or future allocations. All views are my own, based on public information. Always do your own research and consult a licensed advisor before investing. Crypto investments carry high risk, and past performance is no guarantee of future results. I am not responsible for any decisions you make based on this content.

The numbers will tell you what to scale — if you'll actually listen to them. In this episode, David Richter breaks down exactly which financial numbers every real estate investor and entrepreneur should be tracking, why most business owners are solving the wrong problems, and how getting clear on just three simple numbers can make you more financially savvy than 90% of entrepreneurs out there.From cash KPIs to marketing ROI to payroll ratios, this episode gives you a practical, no-fluff framework for using your financial data to make smarter decisions — and stop fighting fires you're accidentally setting yourself.Timeline Highlights[0:26] Why most people hate tracking numbers — and why that's costing them[1:08] How your business numbers tell the story of your business like a storybook[2:24] The three numbers every entrepreneur should track first: make, spend, and keep[2:58] How Profit First helps you see all three numbers clearly with the right accounts[3:17] The Golden Trio explained: profit, owner's comp, and owner's tax[4:31] Why knowing these three numbers puts you ahead of 90% of entrepreneurs[4:50] KPI #1: marketing return on investment — the 3–5x rule of thumb[5:45] How your CRM and QuickBooks work together to track marketing ROI by channel[6:40] Why you should be reevaluating every marketing channel every quarter[7:22] Why problem solvers in business are often solving the wrong problems[7:45] If you're constantly fighting fires in your business, you're the arsonist[8:02] KPI #2: payroll as a percentage of gross profit — and the 25–35% rule[8:42] The personal story: how a 65–75% payroll ratio helped take down a 25-person real estate business[9:18] KPI #3: your monthly nut — knowing your full out-the-door expenses every month[9:34] How Simple CFO's expense analysis has helped clients save anywhere from $1K to $50K per month[10:22] When to bring in a fractional CFO to help with marketing, payroll, and expense analysisKey TakeawaysStart with three numbers: what you make, what you spend, and what you keep.The Profit First accounts — income, OpEx, and the Golden Trio — make those three numbers visible at all times.Every marketing channel should be returning at least 3–5x what you're putting in.Payroll should never exceed 25–35% of gross profit — when it creeps past that, red flags follow.Know your monthly nut — the full out-the-door cost of running your business every single month.If you're constantly fighting fires, you're likely solving the wrong problems because you're not looking at the numbers.Financial data doesn't just tell you where to cut — it tells you where to double down.Links & ResourcesBook a free discovery call to build the financial systems your business needs: profitrei.comClosingThanks for spending time with me today. If this episode gave you clarity or a new perspective on which numbers to track and how to use them, be sure to like, subscribe, and comment below. If you're ready to apply what we talked about today with real guidance and accountability, visit profitrei.com to schedule a free discovery call and create your path to financial clarity and freedom.

In this episode of the Bug Bux Podcast, Allan Draper sits down with Kyle Turner, founder and CEO of Proactive Pest Control, to unpack how he scaled a pest control company to 140+ employees and multiple locations without relying on traditional door-to-door sales. Kyle shares the early marketing strategies that fueled Proactive's growth, from dominating Yelp in the early days to leveraging Google LSAs before the market became saturated.The conversation dives deep into building scalable sales systems, creating high-performing teams, and using incentives, KPIs, and daily accountability to drive consistent growth. Kyle also opens up about leadership, delegation, company culture, and why empowering managers, not micromanaging them, has been critical to Proactive's success.Whether you're just starting a pest control company or looking to scale your operation, this episode is packed with actionable insights on marketing, leadership, retention, and building a customer-first business that lasts.Join Bug Bux+ Here https://www.skool.com/bugbux/about

Today we go behind the scenes of one of the most high-stakes periods in sports betting marketing: the World Cup. Joining Lee-Ann is Vitaliia Pohrebniak, Team Lead of Influencer Marketing at PIN-UP Partners, who shares her insights on how brands can effectively convert attention into real performance during major sporting events. Vitaliia walks us through the meticulous preparation that goes into planning campaigns months in advance; from pre-testing creatives and defining KPIs to briefing and training influencers across multiple geographies.Why can't the World Cup be treated like a regular marketing season? User behaviours shift dramatically, traffic heats up, and attention alone does not guarantee conversions. Vitaliia explains how content creators act as both strategic partners and cultural guides, helping brands connect with local audiences and respond quickly to real-time events, trends, and fan emotions. Get ready for an episode that offers a lesson into how preparation, localised strategies, and influencer collaboration can ensure campaigns not only reach audiences but deliver measurable results during the most competitive periods of the sports calendar.Talking Points IncludeWhy the World Cup should be treated as a separate marketing season.How influencer and content creator campaigns are structured to maximise performance.Strategic preparation, testing, and localisation for high-intensity marketing periods.Lessons on converting attention into real user actions and FTDs.Common pitfalls brands encounter and how to avoid them during major events.Listen to Find Out More AboutWhy the World Cup creates a unique, high-intensity marketing environment.How pre-testing and localised content improve influencer performance.The difference between generating attention and delivering actual performance.Key strategies for contingency planning and managing influencer campaigns in real time.Common mistakes brands make during high-visibility events and how to avoid them.Key Segments and Where to Tune In[04:54] Why the World Cup is treated as a separate marketing season[06:40] Pre-tournament preparation: testing, templates, and KPIs[14:35] Influencer content strategies for engagement and conversion[20:38] Common mistakes brands make and how to ensure performance over attentionNever Miss a Conversation Like This OneIf you're managing campaigns around major sporting events, this episode is a must-listen. Vitaliia Pohrebniak reveals actionable strategies for converting attention into performance and maximising the impact of influencer campaigns. New episodes of the Affiliate Marketing Podcast drop every week, with guests who are in the trenches of affiliate and performance marketing. Subscribe wherever you listen so the next one lands without you having to go looking for it.Subscribe to the Affiliate Marketing Podcast to stay ahead of the latest event-driven marketing trends.Rate, Review and Subscribe on Apple PodcastsIf the Affiliate Marketing Podcast is part of your regular listening, please take a moment to leave a five-star rating and a review. It helps more affiliate managers and e-commerce brands find conversations like this one.Click here to rate and review, scroll to the bottom, tap to rate with five stars, and select "Write a Review."Sign up for the Affiverse Newsletter at affiversemedia.comAlready subscribed? Share this episode with any affiliate manager who has ever wondered why their network feels like it was built for everyone except the partner.Send me a text with your questions

So many practice leaders and owners feel it, but so few say it — the weight of ownership can sometimes be too much. Kiera talks about how common stress among dentists is, what those stressors can look like, and how to start lessening that weight today. 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 I hope you're having a great day. I hope that you are excited about life. I hope that you just remember like, we are so lucky. We get to be in dentistry. We get to hang out on the podcast together. I get to go with you on whatever road you're going on today, whatever life you're doing, whatever you're doing. I am so grateful that you're choosing to take me along with you. And today I just wanted to talk about something that I feel is really near and dear to me. It's near and dear to a lot of our dentists.   We ran a really fun webinar last year and I'm excited to do it again. And it was probably our best webinar we've ever run. I had probably the best turnout we've ever had. But I think it was because we hit the strongest topic and we're actually gonna be discussing this at summit this year, at our webinars this year. So if this hits home, I would invite you to join us ⁓ at any of them because you don't have to do this alone. And what it is is the hidden weight of ownership.   And I think it's like what every practice leader and owner feels, but they rarely say. And I just feel that people, I don't know, we have a mastermind and there's a girl in our mastermind, we're in person. And I remember I was asking for people like, hey, how was the mastermind for you? What were your takeaways? And every single time I asked that question, the mastermind, someone always raises their hand and they always say, it feels so good to be amongst peers and colleagues.   and to realize that I'm not alone. And I'm like, if we all know each other is going through this, but we don't say it, I think we live in our head a lot. And when you're in your head, you're dead. And so I think a lot of times like ownership is heavy. And for myself, it's heavy. And for all of you listening, it's heavy. And I think what we don't see is it's like, we carry payroll. We worry about cashflow. We feel like we're responsible for team culture and morale. We read the book. I mean, I've been on it. I've told you guys, read Extreme Ownership by Jacka Willings.   Everything in your practice is a direct reflection of you and you are responsible for it. So then you're like, great, patient complaints, like this is my fault. Can't tell you how many doctors I've had get bad reviews while I've been in office or we've been working with them or with our consultants and the doctor literally cannot let it go for weeks, months. Like it just eats at them. And I don't blame you. You feel like everyone else clocks out and you still have to carry this home. They all get to go home. They get to have their paycheck. I don't, I get to sit in this amazing space that I built for myself that I absolutely just want to like.   let go. And I think it's one of those things of like, you're a great dentist. It's just the weight of feeling like you're responsible for all of it. And I know I feel this too. And so today I just wanted to invite you of like, Hey, let's talk about some tactical places of how to make ownership feel a little bit lighter that could make it to where you're not alone. You don't have to be alone. And there's actually some tactical pieces for you and welcome to the Dental A Team, the space where you don't need to be alone, running a practice that's successful should be easy. And that's what we're on a mission to do and to positively influence you.   to help you realize that things are better than you think they are, but to give you a tangible path, not just theories and ideas, but a tangible path to go from where you are today to where you want to go. And I'm Kiera Dent and I'm obsessed with dentistry. I'm obsessed with helping people have their dream freaking lives. I realized after a long time, and this might sound so cheesy to you, but the purpose of my life is to truly like be a creator. And what it is, is it's to create and like help people's dreams come true. And I know that sounds so silly, but I look at all of my goals. They're always for other people like.   sending my mom on her dream trip, buying my dad his dream car, getting Jason his dream car, helping my team members get their dream lives, like helping this team member buy a house, helping this dentist get their like dream house in Florida. Like that freaking lights me up. And so the bigger the dream, the bigger the opportunity. And I think for you, if you're listening today, I hope you just feel like I'm giving you a giant hug of understanding, of knowing, of letting you know that you're not doing this alone. And so I just want you to know that this today is not a pep talk. This is like,   A lot of leaders like it's only them that feels this way. But guess what? It's super common. And I want you to know that you were trained to be a dentist, you aren't trained to be an owner. And so today, I wasn't trained to be an owner either. And guess what? We've all had to freaking learn it. And so I'm here to tell you, here to help you out of the way. ⁓ And I think that this is a great quote. Leaders increasingly need to serve a wide array of follower and organizational needs without depleting their own energy or risking burnout. And that came from a qualitative investigation of leader vitality in 2023 of PMC.   And I just think about this and like the ADA also said in their health policy in 2024, they said 82 % of dentists feel major stress in their career. And I just thought like, shoot, this is something we need to talk about. Like you're carrying like this array. Like I think about my shoulders and like almost like football player with shoulder pads and I'm like, my shoulders aren't big enough to carry all this. And yeah, I'm expected to carry payroll, expected to carry this, expected to carry that, that I think it almost like literally by default weighs this down. so,   Let's talk about what makes it feel heavier and how to actually lighten that load. So I think it's one of those spaces of like, we talked about you're responsible for everyone's paycheck. You feel like every team problem, it was a reflection of you. Like turnover when somebody turns over, I don't know about you guys. like used to stew on this for days on end. Like I felt like I was a problem. Like, hi, Taylor Swift. Like, hi, I'm the problem. It's me. My team hates me. ⁓ We feel like success feels like it's impossible. I feel like everybody else has it.   I feel like cashflow, feel like team stress, feel like decision fatigue. Like Jason sometimes at the end of a day, he's like, Kiera, what do want for dinner? And I'm like, one more decision. Like, I don't freaking care. I don't care. I don't care what I eat. Maybe some of you do, but it's just like, I am so sick of this. And when they stack, that's where it can just feel very, very heavy. And so I think what I've learned and what I've seen other people do is like, let's actually like name the weight rather than letting it sit there and separating the emotional stress from operational problems. So   A lot of times what I'll do is I grab my journal and I'm like, what feels heavy right now? Like, what is it? And just list it. And like, I'm allowed to do a huge laundry list. And I look to see like, is this current? mean, shoot, if you guys could see behind this camera, I've got six giant papers and it's like, here's all my stressors. This, this, this, this, like it's there. But when we're in our head, we're dead, remember that? So getting it out of our head, putting it on paper and actually naming it and saying like, okay, I just have a lot of categories. And sometimes I look like,   My name's in a lot of boxes on our org chart, even today, 10 years later. Why? That's a care thing. That's not a team thing. That's me. And so then I also look to say, what are the top one or two stressors today? And is it a current thing or is it a future thing? Like I look at my list here and it's like this, this, this, this. Some of those are problems that I'm like not focusing on that I'm waiting on right now. Like they're the weight on me, but they're four or five months down the line. Some of them are urgent and pressing. And so what is it?   And I think helping you rise like you're not weak, you might just be carrying too many categories of weight at the same time. So then what we do is getting it out of your head. Let's make sure that we, we actually name it. We figure out what it is. Is it current today or is it future? And then what on there? Like, I just have a whole list. Then after that, I want you to make sure that you're not accidentally making your weight heavier than is intentional because when it stays like very personal,   or vague or just in my head, this is where it can actually get heavier. So like trying to be everything to everybody. No one else is owning outcomes, unclear roles, lack of KPI visibility, like avoiding hard conversations that would honestly make your life a lot better. Assuming people will just figure it out, like if they just cared, they would figure it out. Like this isn't how it is. That's not what it is. And so when we have it in there and it's just there and it's vague and it's personal, looking at your list and saying, is this something that I'm taking personally? Is this really about me?   Is it vague and could I define it better? And if not, like, let me clear those up because then what we can do is we can look to see, is this a you? Is this a you problem in leadership? Is this something where we need to rise our team up? Or is this something that like we can honestly delegate and get it off of us? So when we look at that, accountability is going to reduce stress and we've got to have clarity and follow through so that we were not having like a ton of guesswork. So what it looks like is like, then I look at my list and I'm like, okay, is this personal and personal attack on me?   Do I need to fix that personally? Is it begging? Could I clear this up? And then from there, what really needs to happen today? And is it truly a Kiera slash owner issue or is this something I can delegate and give clear ownership and clarity on and move it off of my plate? So it feels very heavy when you don't know like who owns this, how is winning happening and is it reassured? Like I love a KPI scorecard. That's why we put KPI scorecards in place. This is why we have like who owns this metric. We have job descriptions. We have job duties for people.   Like helping you just see like, okay, if I have an issue with payroll, who's the person on my team that's responsible for that? All these things that are keeping you late at night. I've got to order, I've got to pick this out, I've got to do this. Okay, great, is that really a you thing or is this even be part of someone's job description or do you just need to let go of it? If I'm looking at stress on cashflow, okay, great. Like, is it a spending problem? Is it a production problem or is it a collections problem? What really is it and who owns that and can I give accountability to someone? And I think so often we just sit here. Like for me, I sit and swirl.   I'm like, okay, all these things are going on, all these things, and they call it the crazy eight. So then I like flip around and I'm like, my gosh, everything's falling. So getting it on paper, figuring out what really is the crux and then picking the top one or two items that are gonna move it for you, that starts to lighten the load. So it's what one or two things really need to happen today. And we move out of hero mode into leadership mode. We have our numbers tell us the truth. Like I can sit here and freak out all day. And sometimes I'm like, my gosh, we're behind on this, we're behind on this.   But when I look at the PNL and I have the numbers and I look at our cashflow report, is it really that or is it just my like psychoticness honestly, of ruminating on it when it's really not that bad. So what are the numbers tell us? Numbers are always gonna tell the truth. And then we've got to give ownership to our team and we don't take it back on. I feel like anytime I delegate, it never comes back to me. And then we have these check-ins rather than building resentment. I realize a lot of times,   I'm holding resentment because I don't talk to my team. I don't fill them in. I'm not telling them what's going on. Build like one-on-ones every single week if you need to. So you got more regular touch points when they aren't these heavy daunting. And then like, just recognize that sometimes it's freaking hard. Like right now, Dental A Team is going through a growth stretch phase right now. Like, I'm living this right now, which is why I can speak to this very authentically. And what I found is it's just sometimes hard. That doesn't mean it's failure, but I found.   When does my load get lighter? One, when I prioritize what really needs to happen today rather than what needs to happen in four months. Two, delegate out things that really are not my responsibility and I can pass other people, but have a check-in cadence. So can I check in on a KPI scorecard? Can I check it on these other areas so it doesn't get lost? And I'm not talking about everything. It could just be one thing. Like literally we weren't hiring very well. We made a KPI scorecard. I know how many resumes have been done. I know how many interviews have been done. I know how many people are on our bank. It's so great for me.   Now it doesn't sit in my head of like, where's high? Like literally, I wish you guys could see, I hope you can see it. Like, I hope this becomes a real like rubbing my head. All right. Where's your hiring app? What needs to get done for this? I just tell me is someone coming like for the love of everything holy? Where are we out on production? Where are we at on unscheduled treatment? Where are we at? Make it into a KPI. Have people report every single week. Then you can look at the numbers and see really where is the problem.   Is it a diagnosis? Is it a case closing problem? Is it a new patient problem? We then can figure it out. And what this does is it then is a, is it a people problem, a process problem or a priority problem? Like I love this. And so for you guys, like look at it. Is it a people problem, a process problem or a priority problem? And then figure out which one of those are you going to address. And this is great for me. Like this is truly, hey, Kiera, take this on. Is it people, process or priority problem? Half the time I will say it's a priority problem. We want all these nonsense things to be fixed today.   when really they're not truly the burning urgent piece. And if you fix the root problem, the bulk of your issues would go away. Now, who else can help me carry this load? I used to make laundry lists and now I make laundry lists and see how many of these can I delegate out and make sure they're reported back to me rather than me doing it. And then I look at my numbers and I really live by the numbers. And then the last piece is maybe what conversation have I been avoiding that would actually lighten this immediately.   I'm really gonna sit on that for a minute because I think this one actually is the hardest one for me. Maybe for you, it's the people, like it's the people problem, process problem or priority. Like I don't prioritize. Maybe it's that I refuse to delegate problem. Maybe it's I don't look at the numbers problem or maybe it's I avoid conversation. So who are you? Are you on the priority issue? Are you on the delegation issue? Are you on the numbers issue or are you on the avoiding conversation? Every single one of us has a, I say like,   aren't like sins, but I feel like it's like, what's my flavor of choice? Who am I? And I think even identifying who you are for me, it's the conversations I avoid. And I've had to accept like, someone said this the other day to me, they said, nothing's worth your piece, Kiera. And I thought about that. And I thought, all right, conversations need to be had. And they're not confrontation. They're just conversations. So when we look at this, and we can say like, do I not prioritize correctly? Do I not delegate?   Do I not look at my numbers and metrics to make these things less stressful? Or what conversations am I having? This is how you start to lighten your load because you stop caring everything. You start identifying it and you start leading your team. This isn't an overnight sensation, but I think so often the days feel long and the months are fast. We overestimate what we can get done in a day and underestimate what we can get done in a year. I hope you heard that. We overestimate what we can get done in a day and underestimate what we can get done in a year.   So half the time this feels heavy because you're carrying cash pressure, team pressure, decision pressure, priority pressure, emotional pressure, but we let it all sit there. And the goal is not to feel nothing. The goal is to stop carrying everything alone. And the goal is to stop doing this based on emotions, but rather live in facts. Like let's get the emotion out. Let's live in facts. Because I really want you to recognize that having this, again, a recap is...   We sit here and we have it like where it sits there quietly and everything is there and we feel responsible. Then we sit there and we make everything personal and about us and it's unclear and it's vague. And then what we do is we actually move out of that mode into leadership mode and we start to lead. We start to guide, we use our numbers. And I think for you when you're having this, this is real life. Every owner feels this. You're not special sitting over there licking your wounds. I do this all the time. I'm like, no one else. Like I am so, it's my ego. Zip it ego.   Let's get into leadership mode. My ego wants to sit there and be like, oh, woe is me. I have all these issues. Yeah, guess what? I freaking signed up for this when I decided to be a business owner. That doesn't mean it makes it easier. And it doesn't mean you need to go about it alone. And it doesn't mean that you are alone because every owner, every person feels this. It's just a matter of what are we going to do? So action items are number one, you've got to get it out of your head and you got to prioritize. Number two, I got to figure out who I'm going to delegate this to. Number three, I'm going to make sure I've got KPIs and scorecards to fix these metrics of all these problems.   Truly everything can be solved by a number and four, I'm gonna start to have the conversations that I need to have. You just take those four bullet points on and you put that on a sticky note and you live by that, your life will look different in 30 days, guaranteed. But how often do we go into denial? We go into doom scrolling. We go into like, whoa, well, their problems aren't as bad as mine, so I'm doing pretty good. We go into like, tomorrow's a great day. I had a great, huge case. Everything's good again. No.   It's just gonna hit you, it's gonna boomerang back to you. So let's stop the boomerang, let's stop the fatigue, let's stop the crazy eight and let's actually commit to doing one thing, one thing. And if you're so in it, I'm in it. I mean, today I actually had a great call. I called a mentor, I called a coach and I said like, hey, I need help. We set it all up and I was like, where are my blind spots? What can I do and what perspective do you see?   And I think that's the beauty of having a coach, having a mentor, having somebody who's not in it with you. So you don't have to solve it all alone. I actually realized that ownership is pretty easy. The mental stamina to get through it is why we need coaches and support groups around us. That's why we joined masterminds. That's why we have a peer group. That's why we have other people. This is why you've got a coach that's there for you at your beck and call in dental 18. You've got a CEO founder that can literally speak to your exact problems and help you out.   You have a peer group of brilliant people at the mastermind. They're like, it was amazing. Someone told me, said, Kiera, what I realized is amazing. They've been a client with me for gosh, six years. And he said, Kiera, I didn't realize how many incredible practices that you have around you that now we get access to. You guys, I attract and collect great people. And if you're listening to the podcast, I guarantee you, you're probably one of them and I'd love you to be a part of it. Don't do this alone. Why don't you grow your practice 10X this year? Why don't you your profitability at least five to 10 % this year? Do it with people.   that get it, that understand it, that are willing to drive you through it. You do not need to do this. can email today, hello at the Dental A Team. You can go and click on and book a call. But I think it's a matter of when pain hurts, execute. Because tomorrow it might get better, but that doesn't mean it got resolved. It was just a bandage. It was just a happy day. this, like the root is we gotta fix this and we gotta fix it forever. So I want you just to realize that sometimes when you feel this like hidden weight of ownership,   What it usually is signaling is that you need stronger leadership, you need stronger structure, and sometimes you don't know how to get there on your own, but I guarantee you that that's gonna get you out of it. So I want you to just realize this is for you. This is why we talk about it. This is people don't talk about it. And I want you to truly have the help, have the resources. So if we can help in any way, fantastic. Reach out, Hello@TheDentalATeam.com and just do yourself a favor. I think this is the greatest gift you can give yourself as an owner, as a leader.   ⁓ is to not sit here and stress constantly, to not sit here and carry under the heavy weight of ownership that is unnecessary. We can lighten the load today. It can be removed. And I think having a fairy godmother consultant is one of the greatest things that we could ever offer you. reach out, Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

Cameron is joined by Sara Ameli, founder of Haus of Confidence, and they discuss the evolution of aesthetic practices towards a more comprehensive approach that includes wellness and optimization. They talk about innovative marketing strategies, the importance of community engagement, and the future of anti-aging treatments. Sara shares insights on her unique practice model, the significance of trademarking, and the consultation process for delivering exceptional patient experiences.Sara shares her insights on patient consultations, emphasizing the importance of understanding patient needs and building relationships. She discusses effective communication techniques, the dynamics of her partnership with Brian, and the significance of a non-attached mindset in business. Sara also reflects on how cultural influences shape her drive for achievement and growth in her practice.Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:The Haus of Confidence integrates external beauty with internal wellness.Innovative marketing is crucial for success in aesthetics.Community engagement can lead to potential patients.Practices should focus on anti-aging and optimization.Understanding patient needs is key to service offerings.Trademarking your brand is essential for protection.Conferences provide valuable networking and learning opportunities.A consult should focus on patient goals rather than just services.Building a unique brand identity can set you apart.Continuous improvement is vital for practice growth. The consultation process should focus on patient needs and experiences.Building relationships with patients enhances their overall experience.Effective communication is key in partnerships and business.Non-attachment to outcomes can lead to better business decisions.Cultural upbringing can influence personal and professional drive.Small gestures can significantly impact patient loyalty.Understanding patient history helps in addressing their concerns.A supportive partnership can enhance business growth.Maintaining a disciplined routine can improve productivity.Networking and connections are vital for business success.Medical Millionaire: The Blueprint for Scaling a World-Class Medical Aesthetics PracticeWelcome to Medical Millionaire, the go-to podcast for forward-thinking Medspa owners, Medical Aesthetics leaders, Plastic Surgery & Dermatology practices, Concierge Wellness clinics, and Elective Healthcare entrepreneurs who are ready to scale with intention and operate like a true, high-performing business.If you're building, growing, optimizing, or preparing to exit your aesthetics or wellness practice, this show is your competitive advantage.Hosted by Cameron Hemphill Your Guide to Sustainable, Scalable Growth Your host, Cameron Hemphill, is one of the most trusted growth strategists in Medical Aesthetics and Elective Wellness.With over 10 years in the industry, Cameron has helped scale 1,000+ practices and more than 2,300 providers, working alongside the most recognized KOLs, national brands, EMRs, tech companies, and private equity groups, shaping the future of aesthetics. From marketing to operations, from finance to leadership, Cameron brings a real-world, data-driven perspective on what it takes to turn a practice into a powerful business engine.What This Podcast Is All About: Each episode takes you behind the scenes of the fastest-growing practices in the country, revealing the systems, strategies, and mindset required to win in today's Medical Aesthetics landscape.Expect tactical insights, step-by-step frameworks, and conversations with:Industry thought leadersTop injectors & medical directorsEMR & tech innovatorsOperations expertsMarketing strategistsPrivate equity & M&A advisorsWellness and longevity pioneersThis is where aesthetics, business, technology, and wellness converge. What You'll Learn on Medical Millionaire Every week, you'll access expert guidance to help you scale profitably and predictably, including:Marketing & Brand PositioningCRM + Lead Management SystemsPatient Acquisition & ConversionEMR Optimization & Tech Stack ArchitectureSales Psychology & Consultation MasteryFinance, KPIs, and Practice EconomicsOperational Workflows & AutomationIndustry Trends Backed by Real Benchmark DataPatient Retention & Lifetime Value ExpansionMindset, Leadership & Team DevelopmentWhether you're opening your first location or running a multi-million-dollar enterprise, you'll gain the clarity and direction to grow with confidence. A Show Designed for Every Stage of Practice Growth Medical Millionaire breaks down the journey into four essential stages, showing you exactly how to move from one to the next:Startup – Build the foundation and attract your first wave of patientsGrowth – Scale revenue, expand services, and strengthen operationsOptimize – Increase efficiency, margins, and customer experienceExit – Prepare your practice for maximum valuation and acquisitionIf You're Ready to Grow, This Is Where You Start. Tune in weekly for actionable insights, expert interviews, and the exact playbooks high-performing practices use to dominate their markets. This is the podcast for Medspa owners who want more than a job; they want a scalable, profitable, industry-leading business. Welcome to Medical Millionaire.Let's build your practice into the empire it deserves to be.

Send us Fan MailWhat really tanks car wash M&A deals after the LOI? Behind The Business hosts Chris Jenks and Jeff Pavone break down the biggest post-LOI pitfalls—from quality of earnings gaps and messy corporate allocations to over-optimistic projections that don't survive KPI tracking. They explore real estate red flags like environmentals, lease assignments, estoppels, and encroachment risks, plus the role of specialized legal counsel and a disciplined process in keeping timelines intact. The duo also exposes financing risks on the buyer side and why out-of-market offers often can't clear credit.What You'll LearnWhy weak financial discipline, four-wall vs. fully burdened confusion, and deferred maintenance hurt Q of EHow buyers track KPIs post-LOI and re-underwrite when projections missThe real estate issues that blow up deals: environmental, ground leases, assignments, estoppels, and encroachmentWhy your real estate attorney may not be the right M&A lawyer—and why the buyer's team is so deepHow to de-risk financing failure with vetted buyers and backup biddersThe process tools that matter: data rooms, request triage, and strict timelinesSmart structuring: when to avoid earnouts, use seller notes, and secure deferred paymentsIf you're preparing to sell, this episode is your practical playbook to move from LOI to close with confidence. #CarWashMNA #MergersAndAcquisitions #QualityOfEarnings #PrivateEquity #BehindTheBusinessConnect With Us:https://www.facebook.com/AmplifyCapGroup/https://x.com/i/flow/login?redirect_after_login=%2FCarWashAdvisors%2Fhttps://www.linkedin.com/company/amplifycapgroup/https://www.youtube.com/channel/UCyy2-_zM-liZr95drgKDX3g

Accredited Investors: Catalina Island deal closes soon. Join waitlist: somerscapital.com/investRich sits down with Corrina Carter, a powerhouse entrepreneur behind one of the top mortgage brokerages in the country, to unpack her journey from becoming a young mother before 16 to building and scaling a major lending business. Corrina shares how her early life shaped her leadership, resilience, and ability to manage people, responsibility, and pressure long before she ever stepped into entrepreneurship.In this episode, Rich and Corrina dive into scaling in a tough rate environment, building systems that remove chaos, hiring the right people, tracking KPIs, creating “unreasonable hospitality” for clients and team members, and using structure to grow from 600 to nearly 2,000 loans a year. Corrina also breaks down her approach to operations, two-a-day team check-ins, delegation, personal inventory, AI tools, and why entrepreneurs need grit, grind, and hustle to win in business.Connect with Rich on Instagram: @rich_somersInterested in joining The 7 Figure Creator Mastermind? Visit www.the7figurecreator.com to book a free intro call.Interested in joining our Boutique Hotel Mastermind? Visit www.somerscapital.com/mastermind to book a free call.

Launching in pharma, especially for smaller organizations, is a complex, high-pressure marathon, and establishing Launch Excellence fundamentals early is essential for success. In this episode, Andrew Mooney and Laurence Cooper, Launch Excellence Experts at Lumanity, discuss the overwhelming complexity and pressure of pharma launches, especially for smaller or first-time organizations with limited experience, resources, and intense market expectations. They break down five essential fundamentals: insight-driven strategy, strong governance and decision-making, organizational alignment and culture, right-sized team capabilities, and timely resourcing, to help teams build a solid foundation for success. They emphasize the importance of focus and discipline, including defining a clear, winnable segment, building an early, realistic critical path, maintaining an integrated, cross-functional plan, and using honest KPIs and risk planning to avoid costly surprises. They also highlight how smaller organizations can outperform larger competitors by leveraging agility, ruthless prioritization, strong leadership, and early preparation to replace chaos and burnout with clarity, confidence, and control at launch. If you're preparing for a first or early pharma launch and feeling the pressure, this conversation offers a practical blueprint to help you focus, stay ahead of risks, and build the confidence needed to execute successfully! Resources: Connect with and follow Andrew Mooney on LinkedIn. Connect with and follow Laurence Cooper on LinkedIn. Follow Lumanity on LinkedIn and explore their website! Take a look at the 5 Fundamentals here.

What if business wasn't just about profit, but about creating mutual value across stakeholders and communities that would actually DRIVE more profit? That's the question driving today's guest, Dr. Jay Jakub. Jay is the Executive Director of the Economics of Mutuality Foundation. Jay is no stranger to transforming big ideas into practice. He spent years as Senior Director of External Research at Mars, Inc., has taught in business schools around the world, and is an international speaker and author.We dig into the Economics of Mutuality, how stakeholder capitalism differs from shareholder capitalism, and why purpose is so essential to mutual value creation. Jay shares amazing real-world examples of how this approach produces impressive ROI. We talk about what it takes for leaders to embrace new KPIs to include social and human capital, how to convince allies inside your organization, and how empathetic leadership plays a critical role in reimagining business as a platform to tackle society's biggest challenges while still generating healthy profit.To access the episode transcript, go to www.TheEmpathyEdge.com, search by episode title.Listen in for…The difference between mutual value creation and traditional shareholder capitalismCreating purpose-driven businesses and stakeholder ecosystemsWhy you should be measuring social, human, and natural capital as performanceUtilizing empathy, deep listening, and understanding stakeholders' pain points to tackle society's biggest challengesHow you can use your business as a platform to solve societal challenges profitably "We're trying to remove the perceived trade-off of doing some good, but always at a cost to profit, and demonstrating that you can actually create more profit and growth by solving problems than you can by creating them to…profit for yourself." — Dr. Jay JakubReferences:The Economics of Mutuality Operating model: www.mutualvaluelabs.comThe Empathy Edge:Joanna Cea: Beloved EconomiesRaman Frey: How to Incentivize Empathy and Community in a Capitalist WorldMichael Ventura: How to Apply Empathy to Tough Business ChallengesAbout Dr. Jay Jakub, Executive Director, Economics of Mutuality (EoM) Foundation:Dr. Jay Jakub is the Executive Director of the Economics of Mutuality Foundation, headquartered in Geneva, Switzerland. He also serves as Chief of Staff for the EoM Alliance's Mutual Value Labs consultancy and for its Mutual Value Investments PE company. Jay is on the Boards of Doma-Livanta, a healthcare advocacy and IT company based in Virginia Beach, and the Human Flourishing Foundation in Switzerland. He is a Board advisor for the Thompson Family Office in Richmond, Virginia, that is seeking to build a smart city between Washington, DC, and Richmond, and for Eagle Ventures, which invests in technology to defeat human trafficking, with offices in Fort Worth, Zurich, and Singapore. Jay also advises the Singapore government's Alliance for Action on Corporate Purpose. He is an international speaker, a business school professor, an author, and a former Senior Director of External Research at Mars, Inc.Jay is the co-author of Completing Capitalism: Heal Business to Heal the World, and is a contributing co-author of Putting Purpose into Practice: The Economics of Mutuality. His doctorate is from Oxford University, St. John's College.Connect with Jay: Economics of Mutuality Alliance: eom.org LinkedIn: Jay Jakub Connect with Maria:Get Maria's books: Red-Slice.com/booksHire Maria to speak: Red-Slice.com/Speaker-Maria-RossTake the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader LinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red SliceGet your copy of The Empathy Dilemma here- www.theempathydilemma.com

Stop checkbook managing your real estate business. Fractional CFO Alex Lopez breaks down the KPIs, projections, and tax strategies that scale investors.In this episode of RealDealChat, Jack Hoss sits down with Alex Lopez, fractional CFO and tax strategist at alexlopescpa.com, to unpack the financial blind spots that hold real estate investors back from scaling past seven figures.Most investors nail the CEO role but completely ignore the CFO role. Alex explains why that gap is costing investors money, deals, and growth, and how to fix it without hiring a full-time finance team.Topics covered in this episode:What a fractional CFO actually does and why it's different from a bookkeeper or tax preparerThe "checkbook management" trap that kills businesses at the $800K to $1M revenue markHow to set up KPIs that actually define success or failure in your investing businessWhy projecting at least one quarter ahead is the single habit that separates scaling businesses from stagnant onesA real example of an investor who built a multi-million dollar portfolio in his 20s by architecting the finances firstHow to use NOI, cap rates, and LTV to back into your portfolio target before you buyWhy conversion rate is one of the most overlooked KPIs and what doubled Alex's own conversionThe ROI on fractional CFO services and why it typically pays for itself several times overHow AI fits into financial operations today (and where it still falls short)Why building SOPs before you need them saves years of stress down the roadThis episode is for real estate investors approaching or past the million-dollar mark who are still managing finances reactively rather than strategically.

In this episode, Howard Farran sits down with Kiera Dent, founder and CEO of The Dental A Team, whose nearly 2 million podcast downloads and hundreds of coached practices speak for themselves. Kiera cuts straight to the heart of why so many dental practices feel stuck — not because they lack patients or production, but because they lack systems. The conversation covers the hidden gaps that drain profitability even in high-producing practices, why dentists often become the ceiling of their own growth, and how to build a team that supports the doctor instead of depending on them. Kiera and Howard also dig into scheduling as a revenue lever, the real reasons patients say no to treatment, the KPIs that actually drive decisions, and the difference between a nice culture and an accountable one. Whether you're feeling chaotic, stalled, or simply ready to level up, this episode delivers both the clarity and the practical tools to move forward.   Episode #1700 : Dentistry Uncensored with Howard Farran, Howard sits down with Kiera Dent — founder and CEO of The Dental A Team — for a straight-talking conversation on why busy practices still struggle, and what it actually takes to build a profitable, system-driven dental business. From scheduling and case acceptance to culture, accountability, and breaking the "rockstar employee" dependency — Kiera brings the energy and the answers.

What does it look like when healthcare finance, strategy, and vision all collide in one extraordinary facility?Device Nation is privileged to bring you the story of Indiana Orthopedic Institute's CFO, Jennifer Fry, CPA!From a childhood shaped by veterinary medicine to the C-suite of one of America's most impressive ambulatory surgery centers, Jennifer's path through healthcare is anything but ordinary.She's held the room at Franciscan Alliance, St. Vincent Health, Athens Medical Group, and J&J Fry Consulting. She's navigated acquisitions, joint ventures, physician practice management, and interim strategy roles at a major not-for-profit health system.Now, as CFO of the newly built Indiana Orthopedic Institute in Noblesville, Indiana, she's helping lead what we believe will be a blueprint for the future of specialty ASC care.In this episode: