Podcasts about kpis

Send us Fan MailApparently bringing an iced coffee to a job interview is unprofessional now, which is great news for everyone who thought qualifications were getting too much attention. This week on Mike & Blaine, we're figuring out who actually decided what “professional” looks like and why a suit, a tattoo, a pair of sneakers, or a wet Starbucks cup can apparently tell us everything we need to know about someone. We'll argue about dress codes, Zoom cameras, leaving at exactly five, texting the boss, and whether billionaires like Mark Zuckerberg get to break rules the rest of us are still expected to follow.Beyond the social debate, this touches the core of modern business strategy and execution. When leaders rely on outdated optics instead of measurable outcomes, talent acquisition suffers. How do arbitrary standards impact your recruitment pipeline, employer branding, and retention? We dive into tactical management decisions: shifting from vanity metrics—like desk time or mandatory cameras—to objective performance KPIs. We explore how modern founders and executives can build psychological safety, align company culture with business goals, and avoid losing top Gen Z and Millennial talent to competitors who focus on deliverables over dress codes.Somewhere between the hoodie-wearing tech founder and the candidate being judged for a latte, we try to figure out which workplace standards actually serve a strategic purpose and which ones are just corporate traditions nobody bothered to question. Grab a beer—and apparently finish your coffee before you come in.If you enjoyed the show, head over to mikeandblaine.com to buy us a beer and keep the conversation going!We want to hear from you! beer@mikeandblaine.comThanks to our Beer Sponsors:"Baltimore Mike"Karen Hairston from 3S Smart ConsultingCPA Larry Weinstein, the Cash Flow Cowboy from Houston TexasNeighbor PatDevinTrey MiltonListen to all our episodes at mikeandblaine.comLearn about:Cash Flow Mike who trains CPAs to provide effective advisory to their clients at cashflowmike.comDryrun Cash Flow Forecasting for the office of the CFO where they get finance teams out of spreadsheets at dryrun.com#IcedCoffeeDebate #JobInterview #InterviewTips #GenZ #GenZAtWork #WorkplaceCulture #Professionalism #CareerTok #Hiring #JobSearch #BusinessBeerAndBS #Starbucks #Zoom #LinkedIn #Forbes #HarvardBusinessReview #Entrepreneur #Nike #Apple #BusinessStrategy #ManagementTactics #Leadership #TalentAcquisition #CorporateCulture #WorkplaceTrendsSupport the showCatch more episodes, see our sponsors and get in touch at https://mikeandblaine.com/

Are you an overachieving tech leader, account director, or enterprise strategist sitting on valuable skill capital, wondering how to channel your expertise into independent assets without sacrificing your corporate career?   In this transparent guest conversation, host Billy Keels sits down with Izu Nwachukwu—Senior Client Solutions Manager at LinkedIn (MENA), founder of IN Marketing Consultancy, podcast host, and author of 9 to Thrive: Side Hustle to Success. Izu pulls back the curtain on his 20-year corporate evolution, sharing how early retail failures made him fear entrepreneurship for a decade—until a global economic reset forced him to re-evaluate his timeline. Discover why treating your corporate employer as your "first business partner" changes your entire career dynamic, how to convert job description KPIs into high-margin market services, and why setting a 10-year vision allows you to navigate setbacks with total resilience and schedule sovereignty.  

Join the free Next Level Monthly Masterclass on the first Thursday of every month. This month's topic is “Setting Up Your Q4 for Success,” with practical tools and proven principles to make Q4 more focused and intentional. - https://us06web.zoom.us/meeting/register/SUUmjorGRjm34FMj3r7xmg#/registrationBook Alan's Business Breakthrough Session. Your first 30-minute coaching call is FREE. Learn how to prioritize success and let your quality of life become the byproduct. - https://calendly.com/alanlazaros/30-minute-breakthrough-sessionFitness isn't temporary; it's a lifelong lifestyle. Get jacked and join the Next Level Strength Challenge. This group is invite-only. Reach out to Kevin or Alan on Instagram:Kevin: https://www.instagram.com/neverquitkid/Alan: https://www.instagram.com/alazaros88/_______________________Your goals will only move when your daily actions match the direction you want to go. In today's episode, Kevin and Alan offer a practical approach to Q4 planning, goal setting, habit tracking, and personal development so you can finish the year with more clarity, consistency, and control. Drawing from years of coaching, entrepreneurship, and more than 2,500 episodes of Next Level University, they break down how to connect your priorities, goals, KPIs, habits, and skill development into one clear system.Alan shares the quarterly performance framework he uses with clients, while Kevin reflects on what changed when he stopped relying on intuition alone and started measuring what actually moves the needle. You'll learn how to identify what deserves your focus, spot when your current strategy is no longer working, and create a structure that makes daily decisions easier. They also explain why progress can feel invisible before it becomes obvious, and how consistent tracking can help you make better adjustments before another quarter slips by. _______________________NLU is more than a podcast. From the Next Level Dreamliner to Group Coaching, we provide tools and communities to help you grow with more clarity, consistency, and accountability.Visit our website and socials through the links below.

Could asking your MedTech export distributors for less actually help you get better performance from them?When you want better performance from your export distributors, it's tempting to ask for more reports, KPIs, forecasts, CRM updates and meetings. But distributors are often managing multiple manufacturer relationships, and adding more administration doesn't necessarily give you better visibility or improve results. In this episode, Hakeem explores why simplifying what you ask your distributors to report could lead to better information, stronger commercial conversations and a more productive relationship.What you'll discover in this episode:Why asking your MedTech export distributors for more data and reporting doesn't necessarily give you better visibility into what's happening in your export markets.How focusing on just five key metrics can give you the commercial information you need without overwhelming distributors with unnecessary administration.How simpler reporting can help turn distributor meetings from chasing updates into more valuable conversations about performance, challenges and where you can help them improve results.Listen now to discover how asking your MedTech export distributors for less could give you better visibility, stronger commercial conversations and ultimately help you improve performance in your export markets.Watch the Distributor Hub in ActionMessage me via DM on LinkedinThis podcast is for clinicians feeling stuck in turning medical devices into real businesses, with practical insight on go to market strategy, sales strategy, product launch, sales plans, business growth, exporting, and to scale up their international sales in MedTech.

Does your business slow down the moment you step away? If every decision, approval, or problem still funnels through you, you're not alone, but YOU are the bottleneck. In this episode, Melissa Kay and Dr. Sabrina Starling break down how you can stop being the bottleneck and start building a self-managing business model that doesn't depend on you for every decision. You'll learn why capable teams still wait for the owner's approval, the hidden ways business owners unintentionally create bottlenecks, what a self-managing business actually looks like, and practical leadership shifts that empower your team to take ownership. If you're tired of being the single point of failure in your business and want growth without burnout, this episode will show you where to start. Profit by Design is a Tap the Potential production. Show Highlights:Relief, flexibility, and freedom: Don't you want more of these?A-players want autonomy to take initiative; we need to empower them to do so.The shift in asking your team, “What ideas do YOU have about this?”Be careful not to shut out your A-players' ideas; encourage them to bring those forward.Melissa's tips to empower your team: share your vision, give clear parameters for decision-making, look for measurable results (KPIs), and provide opportunities for autonomyTracking clear results through KPIs gives A-players pride and ownership. (This is THE biggest A-player perk we can build into our businesses!)Highlights of our clients' recent winsRelationships and work connections will help skyrocket A-player retention on your team.Resources:Take our Better Business Better Life Assessment to determine your level of burnout and receive a complimentary call with the next steps you need to take in your business to support your life.

The podswap with ABA on Tap continues. In Part 2, Stephen and April welcome ABA on Tap hosts Mike Rubio, BCBA, and Dan Lowery, BCBA, to the ABA Business Leaders Podcast after Stephen and April joined them for Part 1 the previous week. The conversation picks up with Stephen's “vision test” and a practical question: does a company's mission statement describe how the organization operates, or is it simply language on a page? The group discusses how values show up through decisions about billable hours, training, staff support, compensation, profitability, and growth. They also examine the limits of financial KPIs, the need for clinical and quality measures, RBT training and turnover, the difficulty of moving BCBAs into leadership roles without leadership preparation, and the importance of listening to the people delivering services every day. Mike and Dan also reflect on building Ascend Behavioral Solutions and the role 3 Pie Squared's resources played as they developed their own company. In This Episode, You'll Learn How Stephen's “vision test” can help owners evaluate whether a mission or vision has meaning inside the business How to evaluate whether your mission and vision truly guide the businessWhy employee experience often reveals company values better than a mission statementHow generic AI-generated plans can miss the owner's deeper thinkingWhy profitability matters without becoming the only measure of successHow financial, clinical, and quality KPIs can work togetherWhy RBT training, support, compensation, and turnover are connectedHow leadership roles can pull experienced BCBAs away from clinical workWhy ABA owners need both clinical judgment and business knowledgeHow listening to RBTs can uncover issues leadership may missWhy asking “Why are we doing this?” can help businesses get back on trackContinue the Podswap  This is Part 2 of the conversation. Listen to Part 1 on ABA on Tap. Have a Question? Call the ABA Business Leaders Hotline: (737) 330-1432 Resources & Links Business Essentials List ABA Business Leaders Support Group Schedule a Consultation with Stephen Free ABA Business Readiness Assessment ABA Billing Tips Guide ABA Business Leaders Podcast CEUsPodcast Production This podcast was produced by Max McLellan of MKM Audio. Want to start or grow a podcast for your business or brand? Get in touch with MKM Audio. 

AI, tariffs, shifting consumer expectations, and new delivery models are creating fresh challenges and opportunities for supply chain leaders. In this episode of Supply Chain Now, Scott Luton and Jake Barr sit down with Gartner's Noha Samara to bust some of the biggest myths surrounding AI in supply chain planning. Then, Scott talks with Wall Street Journal reporter Liz Young about the forces reshaping retail and logistics, from product assortment and tariffs to trucking, last-mile delivery, drones, and returns.Noha challenges the idea that AI success is simply about doing the same work faster, emphasizing instead the need to redesign jobs, rethink processes, build trust with planners, and focus AI investments on a smaller number of high-impact use cases. She also explains why productivity gains should be measured by the higher-value work AI enables, not simply by workforce reduction.Later, Liz brings a reporter's perspective to the rapidly changing retail supply chain. She shares how companies are reducing product variety to manage tariffs and complexity, building greater flexibility and resilience into their networks, and navigating increasingly diverse consumer expectations around delivery. The conversation also explores rising trucking costs, the potential of drone delivery, generational shifts in shopping behavior, and the costly challenge of product returns.Key TakeawaysAI productivity requires redesigning work, not simply accelerating existing tasks. Organizations need to rethink workflows, roles, processes, and decision-making to unlock AI's full potential.Trust must come before adoption. Planners need to understand how AI reaches its conclusions and how humans and AI will work together before organizations can expect meaningful adoption.AI productivity doesn't automatically mean workforce reduction. The greater opportunity may be redeploying saved time toward scenario analysis, root-cause analysis, inventory optimization, and other higher-value work.More AI use cases don't necessarily mean more value. High-performing organizations are selective, concentrating resources on fewer, higher-impact initiatives and building capabilities that can support future use cases.Retailers are using assortment and sourcing decisions to manage complexity. Reducing product variety can help companies concentrate on best sellers while simplifying sourcing and tariff exposure.Flexibility and optionality are becoming essential supply chain capabilities. Companies are diversifying sourcing, improving visibility, reconsidering inventory strategies, and preparing for disruptions that may be impossible to predict.The last mile is no longer just a race for speed. Consumers have different expectations around delivery time and cost, forcing retailers to get smarter about inventory placement and fulfillment choices.Returns and emerging delivery models remain major questions for retail. Drone delivery is expanding while retailers continue searching for better ways to manage the cost and complexity created by online returns.Tune in for a wide-ranging look at what supply chain leaders should be thinking about now and what may matter even more in the years ahead. From separating AI reality from hype to preparing for tariffs, transportation shifts, changing consumer behavior, and new fulfillment models, this episode offers practical perspectives for building supply chains that are more adaptable, focused, and prepared for the unexpected.Additional Links & Resources:Connect with Liz: https://www.linkedin.com/in/bylizyoung/Connect with Noha: https://www.linkedin.com/in/noha-samara-4864863/Upcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Learn more about our hosts: https://supplychainnow.com/aboutLearn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkLearn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemWEBINAR- The Four Eras of Freight Audit: How we got here, and why the Control Era (finally) changes everything: https://bit.ly/4yVXPBxWEBINAR- The Real ROI of AI Analytics in the Supply Chain: Better Answers When Everyone Starts Asking: https://bit.ly/3TpCX6uWEBINAR- The Cost of Skipping the Audit: Why Site Scans Should Come Before Every Pallet, Crate, or Wood Packaging RFQ: https://bit.ly/4AJzReAWEBINAR- How to Stop Losing Margin After a Package Ships: https://bit.ly/4An41UxWEBINAR- Rethinking the Supply Chain Management Classroom: https://bit.ly/4xJIkM2This episode was hosted by Scott Luton and Jake Barr, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/from-planning-retail-where-supply-chain-heading-1641 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Omar Deacon, Global Experiential Marketing Lead at Zoom, joins Amanda Ma, CEO & Founder of Innovate Marketing Group, to talk about brand transformation, human connection, and the evolving role of experiential marketing in an AI-driven world.With more than 15 years of experience across P&G, Logitech, and Zoom, Omar shares his perspective on building people-centric brands, balancing global brand consistency with local relevance, and helping Zoom evolve beyond its identity as a video meeting platform into an AI-first work platform.They also discuss Zoomtopia, Zoom's first presence at Cannes Lions, creator partnerships, brand and demand KPIs, and why sometimes going deeper is more valuable than trying to do everything.A conversation for marketers, event professionals, and brand leaders looking to create experiences that build trust, strengthen brand preference, and drive business results.

How does a Lean team of 11 people support a management system for 35,000 associates? Emily Swaney, Vice President of Operational Excellence at OhioHealth, explains that the team spends its time developing about 1,500 leaders as problem-solving coaches instead of leading projects. Emily is a Lean Six Sigma Black Belt and a graduate of Ohio State's MBOE program. She describes why her team facilitates short kaizen events and then hands the follow-up to process owners. She talks about coaching executives who were still learning not to be heroes, and about "second coaches," including managers who give feedback to hospital presidents on their coaching. We also discuss OhioHealth's five-tier safety huddles, which roughly doubled the number of reported concerns. Leaders close the loop by bringing updates back to the front line during daily protected gemba time, often within hours of when a concern was raised. Emily explains how frontline teams choose their own KPIs from dashboards tied to the balanced scorecard, and what's next, including an associate idea platform and extending the management system into corporate functions. Full show notes and transcript: http://leanblog.org/548  If you find the show useful, please follow and leave a review.

Cameron is joined by Dr. Kristen Herzog, a board-certified family nurse practitioner and founder of Perfect Dose, and they discuss Kristen's journey from an ER nurse to a successful entrepreneur in the aesthetics industry, highlighting her entrepreneurial spirit, the challenges she faced, and the strategies she employed to build her business. They emphasize the importance of resilience, grit, and the willingness to take risks in order to achieve success. Kristen recounts her journey from being a top producer to embracing servant leadership, emphasizing the importance of hiring coaches and operators to scale her business. She shares insights on shifting focus from production to operations, the role of a CEO, and the significance of building a strong brand through social media. She also reveals her plans for franchising Perfect Dose, highlighting the benefits of a franchise model for rapid success and brand control.Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:Cameron aims to provide value for practice owners.Kristen's entrepreneurial spirit was evident from a young age.She transitioned from ER nursing to aesthetics after discovering her passion for Botox.Travel nursing allowed her to earn more and have a flexible schedule.She withdrew her 401k to invest in her business, Perfect Dose.Social media played a crucial role in marketing her services.Kristen worked multiple jobs to support her business in its early days.She faced challenges in hiring and managing employees as her business grew.The journey of entrepreneurship requires resilience and adaptability.Success in business often comes from a willingness to take risks and learn from failures. Taking yourself down to servant leadership grows a business.Pouring into your team is essential for true growth.Hiring a business coach can accelerate your success.You must work on the business, not just in it.Understanding your core values is crucial for scaling.Social media is instrumental for brand building.Franchising allows for brand protection and growth.A strong operator can execute your vision effectively.You need to understand your KPIs and numbers for success.The playbook for success is essential for franchisees.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.

SHOW NOTESIn this episode, Ian and I discussed:The weekly business dashboard he built in Claude Cowork that lands in his inbox at 6:00 a.m. every Monday, covering KPIs, cash flow, backlog, and a 13-week forecast.Where AI shows up across his team, from technicians dictating daily project updates in Basecamp to project managers recording every walkthrough and QC.And Why his most effective prompt starts with "I don't know how to do this. Can you please help me?"Whether you're still writing the occasional email in ChatGPT or already building automations across your business, there's something here you can put to work this week. So settle in and enjoy my conversation with Ian Williams. Let's get started! To get transcripts, resources of what was mentioned in the show, and more visit the podcast page on our website at onefirefly.com/au373

AI is changing the way chiropractic practices can operate, but simply opening ChatGPT and asking a few questions isn't enough.In this episode of the Chiropractic Deep Dive, we unpack strategies shared by Dr. Noel Lloyd and Dr. George Birnbach for turning AI into a powerful tool for the business side of your practice.Inside the episode, you'll discover:Why chiropractors should stop treating AI like a Google search barHow to build an AI knowledge library around your own philosophy, systems, and communication styleThe “Spice Girls question” that can dramatically improve your AI promptsHow AI can help create SOPs, manuals, marketing systems, and staff training resourcesHow to use KPMs, KPIs, and KPAs to create more actionable systemsHow to have AI interview you when you don't know what information it needsWays AI can audit your website and uncover opportunities for stronger SEO and AI visibilityHow AI can help evaluate front desk phone calls against your established standardsWhy dedicated AI project folders can save time and improve consistencyThe potential role of AI receptionists as the technology continues to developImportant considerations around patient privacy, medical information, advertising claims, and responsible AI useThe biggest shift is simple: stop asking AI to complete random tasks and start managing it toward clearly defined outcomes.The practices that learn how to properly train, organize, and manage these tools will be positioned to use AI for greater efficiency while keeping their human energy focused where it matters most: serving patients and building relationships.Ready to Take the Next Step?Book a Free Call with Dr. George BirnbachWant to explore how AI, better systems, and smarter strategies could help your chiropractic practice grow? Book a free call with Dr. Birnbach to discuss your practice and identify opportunities to improve efficiency and scale: https://myfivestar.com/book-consultation/Join Us Live in Dallas | November 14–15Join Five Star Management for two days of live chiropractic practice-building training in Dallas, Texas. Learn strategies for generating more new patients and building a profitable Win-Win Associate practice designed for greater growth and freedom: https://myfivestar.com/events/win-win-associates-new-patient-generation/Subscribe to The Successful Chiro PodcastSubscribe so you never miss another Chiropractic Deep Dive and get more strategies to help you build a stronger, more profitable chiropractic practice.Note: This episode was created using AI-generated voices.

Send us Fan MailEpisode # 160: Quarterly reviews shouldn't feel like three teams arguing in three different languages, but that's exactly what happens when operations, FP&A, and accounting aren't aligned on the basics. We dig into the real source of cross-functional friction: mismatched definitions, different timelines, and metrics that mean one thing to ops and another thing to finance. When each group owns only a slice of the story, leaders end up waiting for separate explanations while the decision deadline keeps moving closer.We walk through how to build trust with shared facts without forcing everyone into the same system. You'll hear what “shared facts” actually look like in practice: clear metric definitions, authoritative sources, consistent timing, known limitations, and named data owners. We also cover why timing gaps like orders received vs orders shipped vs orders invoiced can quietly derail decision making, plus how accounting's role goes far beyond closing the books by ensuring results are recorded consistently and reliably.Then we get tactical with a simple four-part conversation structure you can use across functions: verified results, operating explanation, business implications, and the most important part, the next step with an owner and a date to check progress. We also reframe performance reviews as shared problem solving conversations with concise prereads, clear separation of results vs causes, and a short list of actions instead of a long list of excuses. Finally, we show how to keep KPIs relevant as strategy and conditions change using a keep, adjust, add, retire approach and practical “guardrails” like balancing productivity with quality.Episode outline:Set clearer communication expectations across operations, FP&A, and accounting,Turn team performance reviews into shared problem-solving conversations, Keep KPIs relevant as conditions change.Please connect with me on:1. Instagram: stephen.mclain2. Twitter: smclainiii3. Facebook: stephenmclainconsultant4. LinkedIn: stephenjmclainiiiFor more resources, please visit Finance Leader Academy:  financeleaderacademy.com.Support the showStephen is an experienced Finance Professional and Leader who offers fractional CFO services and development opportunities. Please visit his LinkedIn profile or Finance Leader Academy for more information.The views and information shared on The Finance Leader Podcast are intended solely for educational and informational purposes. They do not constitute financial, accounting, tax, legal, investment, or other professional advice. Always seek guidance from a qualified professional before making decisions related to your specific circumstances. 

Most teams get handed a target cost per lead with no math behind it, and that's where paid media strategy quietly falls apart. In this episode, Keegan breaks down how to actually build a target KPI from the ground up, and why chasing the wrong number can make a winning campaign look like it's failing (or a losing one look like it's working).We cover why scaling a campaign often pushes cost per lead up, and why that's not automatically bad if lead quality is improving. We walk through the full math: starting from your revenue goal, working out how many deals you need using your average deal size, then your lead volume using your close rate, and finally breaking that down into the campaign-level metrics (conversion rate, cost per click, budget) that actually get you there.Using a real example from a B2B construction prospect with a $1.5M monthly revenue goal, we show how target cost per lead should change based on which product or service line you're spending on, since close rates can vary widely across segments, even within the same account.We also get into why attribution needs to go down to the keyword and audience level, not just the campaign level, and why e-commerce brands should be optimizing for profit (using cost of goods sold and per-product margin) rather than blanket ROAS or revenue targets. We share results from a 10,000+ SKU e-commerce client where shifting to profit-based optimization grew profit over 40% in a quarter.If you've ever been handed a KPI you couldn't explain, or you're not sure your target cost per lead is actually right for your business, this episode is for you.

Growing a franchise system means leading people who are already leaders themselves.In this episode of The Franchise Advisory Board Podcast, ClientTether CEO Dave Hansen sits down with Jason Sant, Owner and CEO of Team Up Athletics, for a practical conversation about franchise leadership, communication, technology, field support, and the lessons that come from growing a young franchise system.Team Up Athletics began franchising in 2022 and has grown to 46 operating locations. The business serves schools, recreation programs, athletic teams, and businesses with uniforms, equipment, apparel, promotional products, and related services.Jason explains that one of the earliest challenges of franchising was learning how to support owners with different personalities, professional backgrounds, experience levels, and approaches to business.Rather than treating that diversity only as a challenge, Team Up Athletics has worked to turn it into a strength.The company encourages owners to communicate with one another, uses its Franchise Advisory Board to gather feedback, stays connected through regular meetings and internal communication channels, and continually evaluates where systems and processes need to improve.Thanks to ClientTether, our episode sponsor. ClientTether provides franchise CRM software that helps franchise brands organize lead communication, automate follow-up, and maintain visibility across customer and franchise development processes.Jason also discusses Team Up Athletics' approach to technology. The brand has moved from spreadsheets and more manual workflows toward proprietary software designed to simplify the work happening behind the scenes. His guiding question when evaluating changes is straightforward: Will this make the franchisee's life easier? That philosophy applies beyond technology.Jason talks about using KPIs and milestones to know when an owner may need additional coaching, while recognizing that franchisees are independent business owners who need room to operate. He also shares why advice sometimes has more influence when it comes from another successful franchisee instead of the corporate office.Throughout the episode, listeners will learn:• How Team Up Athletics supports owners with different personalities and backgrounds• Why open communication with franchisees can strengthen the entire system• How Franchise Advisory Boards can help leadership hear different perspectives• Why peer-to-peer coaching can increase adoption of best practices• How KPIs help determine when a franchisee needs more support• Why staying connected to the field keeps franchisor leadership relevant• What Team Up Athletics looks for in franchise field support• How technology can simplify operations without replacing strong leadershipFor growing brands, franchise management software and other operating tools can provide useful infrastructure, but Jason's experience reinforces a larger point: systems are only as valuable as the people using them and the problems they solve.Jason also reflects on the reality of becoming a franchisor. Growth does not happen automatically once franchise agreements are signed. Leaders still have to show up, build relationships, refine the system, and support owners as they build their businesses.Thanks for listening to the Franchise Advisory Board Podcast, where we explore the ideas, strategies, and people shaping the future of franchising.If you found today's episode valuable, please subscribe, rate, and share it with a fellow franchise leader. To learn more, connect with us on LinkedIn and Youtube.Until next time, stay curious, stay strategic, and keep building stronger franchise systems!

Private equity wants to buy you before you know what you're worth. In this episode of the Measure Success Podcast, I sit down with Tom Bradbury, founder and CEO of Broad-Gauge, an execution risk intelligence platform, to discuss how to prepare your business for a sale, why execution risk is the earliest warning sign leaders miss, and how to de-risk before you ever hire an investment banker. We cover: • Why you should get sale-ready before you hire an investment banker • What a SIM and a quality of earnings report actually do to your price • Why roughly 70% of business owners are unhappy after they sell • Execution risk as the earliest signal — before KPIs sag or engagement drops • How a 15-year-old's honest question reshaped an entire business If you plan to sell your business someday, watch this before you take a single meeting. Watch now and start building a business that's ready. Connect with Tom: LinkedIn: https://www.linkedin.com/in/thomaspbradbury/ Website: https://broad-gauge.ai Book: The Culture Project: 30 Days to Reboot Your Organization Book Link: https://www.amazon.com/Culture-Project-Days-Reboot-Organization/dp/0578330067  

Did AI Just Give My Continuing Education Lecture? What happens when artificial intelligence stops helping the educator and starts becoming the educator? In this episode, Dr. Chris Wolfe shares an experience from a recent COPE approved continuing education lecture that left him asking a bigger question: Who actually created the education he was receiving? The lecture was delivered by a highly trained retinal surgeon, but much of the presentation sounded heavily AI scripted and appeared to be read nearly verbatim. At the same time, portions of the course focused specifically on one manufacturer's OCT technology and terminology. That combination raised questions that go far beyond whether someone used ChatGPT to make a PowerPoint. Chris discusses the difference between using AI to improve your expertise and using AI to substitute for the intellectual work of creating education. AI can help organize ideas, research evidence, improve explanations, refine slides, and make educators better. But if AI builds the presentation, writes the script, and the expert simply reads it, what exactly is the expert contributing? The conversation then turns to the relationship between key opinion leaders, industry, and continuing education. Chris shares a real example of a vendor proactively offering KOLs ready made slides, studies, references, sample reports, and other resources for upcoming conference presentations. None of those things are inherently inappropriate, but AI makes it incredibly easy to turn vendor supplied material into a polished educational presentation with very little additional work from the lecturer. That raises a much larger question about the effectiveness of our current continuing education safeguards. COPE has developed standards intended to preserve educational independence and address commercial influence, yet financial disclosures often amount to little more than a list of company names. They may tell an audience that a relationship exists without providing much context about the nature or magnitude of that relationship. Chris explains why he believes clinicians should become familiar with the CMS Open Payments database and why receiving industry compensation should not automatically be viewed as evidence of bias. He works with industry himself. The issue is not simply whether money changed hands. The issue is transparency and giving the audience enough information to evaluate potential influences for themselves. Ultimately, this episode isn't an argument against AI, industry relationships, KOLs, or even vendor supplied educational resources. It is a challenge to educators and the organizations responsible for continuing education. AI should allow us to get more from an expert, not less. If you have spent twenty years looking at retinas, tell us what those twenty years taught you. Show us your cases. Tell us where you were wrong. Tell us where experience changed your mind. Challenge the literature. Give us the judgment and pattern recognition that cannot be reproduced simply by asking an AI model to explain the topic. Because if a vendor supplies the material, AI builds the presentation, AI writes the script, and the expert's primary contribution is reading it from the stage, another disclosure form probably isn't going to solve the problem. The question educators may increasingly need to answer is much simpler: What did the expert actually add? In This Episode Chris discusses AI generated presentations and scripts, the difference between AI assistance and AI substitution, KOL relationships with industry, vendor influence on educational content, the limitations of traditional financial disclosures, CMS Open Payments, COPE and commercial independence, and what audiences should expect from experts in the age of artificial intelligence. Resources Mentioned CMS Open Payments Search financial relationships reported between applicable manufacturers and physicians and other covered recipients: https://openpaymentsdata.cms.gov/ COPE / Association of Regulatory Boards of Optometry Information about COPE accreditation and continuing education standards: https://www.arbo.org/cope The Bigger Question AI can write the slides. AI can summarize the research. AI can create the speaker notes. AI can even make the transitions sound polished. But it hasn't treated your patients. The value of an expert isn't the ability to deliver information. It is the experience, judgment, mistakes, disagreements, cases, and perspective they bring to that information. AI should amplify that expertise, not replace it.   AMD Implementation Workshop — October 29, 2026 Want to take these concepts beyond the podcast and actually build an AMD system for your practice? Join Dr. Chris Wolfe for the AMD Implementation Workshop in Grapevine, Texas, on October 29, 2026. This all-day workshop will take a deeper dive into creating an AMD management protocol for your individual practice—from identifying the right patients and establishing KPIs to integrating testing, supplementation conversations, patient education, treatment options, and staff workflows. Learn more and register: https://www.practiceperformancepartners.com/amd-implementation-workshop/?utm_source=hs_email&utm_medium=email FREE Complete Clinical AMD Management Course for Podcast Listeners Want to dive deeper into the clinical side before the workshop? Podcast listeners can access the Complete Clinical AMD Management Course Bundle FREE through October 31, 2026. The course includes six educational modules designed to take a deeper dive into the clinical concepts discussed in this episode. Access the course: https://www.eyecodeeducation.com/bundles/the-complete-clinical-amd-management-course-bundle Podcast Listener Coupon Code: ece2026amdpromo Offer expires October 31, 2026.

Insider Program: https://www.jochumstrength.comJochum Strength Gear: https://www.bonfire.com/store/jochum-strength/1:1 Consults: https://calendly.com/jochumstrength/consultInstagram: https://www.instagram.com/austinjochum/Rival Nutrition: Use code JST20 for 20% off at https://rstr.co/rivalnutrition/jstScott Leech joins the podcast to talk about contact prep, small-sided games, football strength and conditioning, and why training has to actually transfer to the field.We start by squashing the old snapdown beef, then dive into where Scott's ideas came from and why traditional football S&C can miss the mark when everything is built for the whiteboard instead of the field.Scott breaks down how contact prep started for him, why linemen need more than tempo runs and weight room numbers, and how moving another human is its own skill. We also cover his controlled, combative, and competitive progression for contact prep, how he programs rolling, crawling, wrestling, short-sided games, and how to expose athletes to contact without just throwing them into chaos.This episode gets into the real coaching questions: how to program contact prep, how to split drills between bigs, mids, and skill players, how to use coach's eye as a KPI, how to build better decision makers, and how to create football practices that give athletes more realistic reps.We also talk about after-action reviews, why coaches should ask if drills actually show up on game day, and how to tie field work, contact prep, small-sided games, speed days, and the weight room together with a high-low model.00:00 Squashing the snapdown beef02:00 Questioning traditional football S&C06:30 Why contact prep started10:30 Controlled, combative, competitive15:00 Soft tissue prep and impact soreness18:00 Programming contact prep year-round21:00 Bigs, mids, skills, and station logistics24:00 Drill selection and small-sided games27:00 KPIs and coach's eye35:00 Better football practice and high-low integrationExtras:Stop building weight room warriors. Build athletes who can move, think, collide, compete, and actually play the game.

This is Episode 5 of the 12-part Culture Matters Podcast series examining Christopher Nolan's interpretation of The Odyssey. This first series is intentionally focused on the movie rather than Homer's texts; I'll come back to the books separately.The doctrine/thesis I've been repeating throughout the series is:“Culture is the invisible architecture that makes civilization possible. It isn't made of stone. It isn't made of laws. It isn't made of governments. It's made of trust, sacrifice, honor, truth, courage, mercy, and the agreements people choose to keep. Every decision strengthens that architecture—or weakens it.”What happens when someone's status rises faster than their character?In Episode 5 of The Odyssey series, Jay Doran examines Antinous as a case study in power without character: an intelligent and politically capable man who learns how to acquire influence without developing the substance necessary to carry it.Beginning with the childhood lottery scene between Antinous and Sinon, Jay explores how a moment of avoided sacrifice eventually becomes a narrative Antinous uses to construct an identity and pursue control of Ithaca.The episode explores:The difference between earned status and manufactured statusHow narrative manipulation creates political powerWhy intelligence without character can make someone more—not less—dangerousAntinous's ability to manipulate Penelope, the suitors, and the people around the royal householdWhy how someone treats people who cannot advance them reveals characterThe difference between creating visibility and creating valueHow inheritance can transfer status without transferring the character necessary to sustain itCorporate climbers and political operators inside organizationsWhy leaders should watch the gap between someone's words and behaviorsHow accountability can prevent an early mistake from becoming an identityThe bow as a symbol of competence, sacrifice, history, thought, word, and deedWhy objective performance eventually forces narrative to encounter realityThe organizational “bows” leaders can use: KPIs, client outcomes, peer trust, execution, subordinate feedback, and measurable resultsThe difference between talking about leadership and actually being capable of leadingA major idea running through the episode is:Narrative can outrun reality temporarily. Eventually reality catches up.The bow becomes the ultimate test.Antinous can manipulate people and stories, but he cannot manipulate the bow. When Odysseus strings it, years of reputation, politics, inheritance, and storytelling encounter something that cannot be negotiated with: reality.The episode then becomes personal. Jay asks where his own reputation, status, and self-concept may have outrun his character or competence—and simultaneously confronts the places where years of reading, writing, advising, interviewing, and client work mean that he actually has earned the ability to “string the bow.”The question becomes:Which bows can you actually string—and which ones have you merely convinced yourself you can?The episode closes with an unexpected connection between Antinous and Odysseus under Calypso: two very different people becoming separated from reality through the stories they inhabit.The way back begins with listening.Previous episodes:Episode 1 — The Lie That Broke the WorldEpisode 2 — Zeus's LawEpisode 3 — Odysseus: The Leader Who Could Not Let GoEpisode 4 — Eurylochus: The Number Two

Welcome back to HALO Talks, where we dive deep into the strategies and stories driving success in the Health, Active Lifestyle, and Outdoor sector. In this episode, host Pete Moore sits down with Jon Sheldon, founder of Belleau Wood Coaching and a true "coach of coaches" who specializes in transforming vision into action. Drawing upon a unique background that includes Marine Corps leadership, financial advisory, and now business coaching for owner-operators across industries, Jon shares battle-tested insights on building high-performing teams, optimizing for accountability, and aligning personal motivation with organizational KPIs. Listen as he maps out why business is more like a continuous sport than a finite game, why the right roles and the right team fit are critical for growth, and how to maintain culture and results, even as remote work becomes the norm. Plus, get an inside look at the origins of Bella Wood's name, and discover actionable tactics for scaling your business, driving team engagement, and leading through uncertainty. When it comes to some people's tendency to focus "only on the numbers" he states, " When we focus too much just on those numbers and not the outside factors that contribute to the sustained growth, sustained retention of businesses and employees, that's where we're going to start compounding a problem that was out of our control and start compounding with stuff that is absolutely in our control." Key themes discussed Blueprint methodology for leadership and team optimization Importance of understanding individual motivators and roles Aligning KPIs with team members' strengths Value of A-players and surrounding culture Challenges and solutions with remote/virtual teams Accountability vs. micromanagement in sales performance Retaining investment in coaching during economic downturns A Few Key Takeaways 1. The Power of Blueprints and Personalization: Jon emphasizes how critical it is for organizations to develop personalized performance blueprints for team members. By conducting workshops that uncover each individual's purpose, vision, motivating ecosystem, and non-negotiables, leaders gain a roadmap for managing and motivating their team much more effectively 08:20. 2. Aligning People with Roles Drives Performance: One major operational pitfall Jon frequently observes is talented people in the wrong roles. He illustrates how the blueprint process often reveals friction when someone's motivators and strengths don't match their job function, and how realignment, either through internal moves or restructuring, is key for unlocking both team and individual performance 15:43. 3. Leadership is About Elevating Others, Not Ego: A consistent thread throughout the conversation is Sheldon's belief that true leadership centers on elevating others . . . knowing your people and adapting your style to what motivates them, rather than managing from ego or assumption 12:27. This is what separates good leaders from great ones. 4. Accountability Over Micromanagement. Everyone Needs Metrics and Check-ins: Jon draws a critical distinction between accountability (which good employees desire) and micromanagement (which stifles culture). He highlights the effectiveness of simple, daily check-ins paired with tracking non-negotiables, rather than just focusing on arbitrary sales goals 22:00. 5. Physical Presence Still Matters for Team Culture: With the rise of virtual work, Jon also warns about the potential erosion of culture and community. He recommends that even virtual teams prioritize regular in-person retreats, especially for leadership, to maintain alignment and cohesion 19:26. Resources: Belleau Wood Coaching: https://www.belleauwood.coach  Jon Sheldon: https://www.linkedin.com/in/jonathan-sheldon-pcc-82760a51  Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com Sponsors: Thank you to the legal firm of ICE Miller for their sponsorship of this episode. Built on a foundation of legal service more than a century long, Ice Miller remains committed to helping our clients stay ahead in a changing world. Our more than 350 lawyers and legal professionals are dedicated to developing a deep understanding of each client's needs to help them build, grow, and protect their most valued assets.

Sara Connell's company closed 2024 with a multi-seven-figure year. A few months into 2025, she shut down all her flagship programs.Nothing was broken. For almost 20 years, Sara and her team have helped more than 2,000 women write books, give TED talks, and build their voices. She planned to do it for the rest of her life. Then, in her words, the light changed. Clients who used to want the whole year-long container started saying it was too much. And something in Sara knew a change was coming that she didn't want.She's still in it. That's exactly why I wanted to record this now, before there's a clean ending to tell.We get into:* What the business looked like on paper right before it stopped fitting* Why you can't reverse-engineer your way through this kind of change, when the old decision-making ran on KPIs and a model you could track against* Pattern reenactment: the thing you didn't resolve in the last version of your business shows up again in the next one. It shows up in who you hire, what you accept, and what you think is possible* Why highly capable founders are the most exposed. They can spend a decade solving the wrong problem very well* The walk where Sara listed six ways her business could change, and what happened when she got to option threeIf your business works on paper and something in you has stopped fitting it, APPLY TO WORK WITH MAKHOSI HERE. About SaraBio: Sara Connell is a five-time bestselling author, Human Intelligence strategist and researcher, entrepreneur, and creator of The Download Method™. For more than two decades, she has helped leaders bring their most important ideas into the world as bestselling books, in-demand talks, and enduring, groundbreaking bodies of work. Through Thought Leader Academy, which she founded, Sara has helped more than 1,000 leaders become recognized voices in their fields.Her work with these leaders sparked a deeper exploration into where our most original ideas come from and how we can access them more intentionally. Trained in neuroscience-based coaching methodologies and neurofeedback, Sara turned her attention to the intersection of creativity, cognition, and human potential and to understanding how we protect and strengthen our Human Intelligence in the age of AI.Her work has been featured on Oprah, Good Morning America, TODAY, and in The New York Times and Forbes, and she has presented at organizations including Johnson & Johnson, General Electric, and Northwestern University.Her new book, The Download: Train Your Brain, Unlock Your Genius, Create Miracles, will be published on November 10, 2026.Links:PRE-ORDER The Download and get instant FREE bonus gifts including the Download Brain Science Based Method and Tracker : https://downloadbookexperience.com/Substack: https://substack.com/@saraconnellthedownloadIG: https://www.instagram.com/saraconnell/You Tube: https://www.youtube.com/@ThoughtLeaderMediaMakhosi Nejeser advises founders who've built the business, hit the numbers, and noticed that winning doesn't feel the way it used to. Drawing on eight years advising founders and full initiation into a Southern African tradition rooted in advising leaders through transitions of power, she founded The House of Sovereign Legacy, where she hosts monthly House Briefings and the Architects of Sovereignty podcast.Featured: CNBC, Business Insider, Entrepreneur, NBC, ABC, CBSYour Level of Consciousness Quiz: theroyalshaman.com/quizInstagram: instagram.com/theroyalshamanLinkedin: linkedin.com/theroyalshamanPodcast: theroyalshaman.substack.com/s/architects-of-sovereigntyMentioned in this episode* Holy Hunger by Margaret Bullitt-Jonas, the book Sara picked up at Logan Airport* The Download by Sara ConnellCHAPTERS 00:00 That is not one of your choices00:18 Meet Sara Connell00:35 The book in the Logan Airport bookstore04:00 A business she planned to run forever05:51 The light changed09:12 What the business looked like on paper12:30 Shutting down every flagship16:02 Why you can't plan your way through this18:22 Flying in the dark23:08 The thing you haven't faced25:13 Pattern reenactment in business28:50 A client, a housekeeper, and the pattern underneath30:16 The cost you can't see when it's working31:42 The right solution to the wrong problem32:49 A new kind of counsel37:09 Making decisions without the old data39:38 Unbecoming44:56 When it looks fine on paper47:27 What's on the other side of “what if”48:49 Closing This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit theroyalshaman.substack.com

Behind every smooth closing is a post-closing team managing countless details, deadlines, and data points, and AI is making that work easier to track and improve. Nadja Rivera shares how she uses Claude to build performance dashboards, monitor KPIs, gamify employee training, and turn years of scattered operational knowledge into practical resources her team can use every day. Tune in to discover how title leaders can use AI to improve productivity, strengthen training, and turn everyday operational pain points into smarter workflows.   What you'll learn from this episode 00:00 – How AI Is Transforming Post-Closing Operations Mo introduces Nadja Rivera and explores how the post-closing team is putting AI into practice to improve workflows, leadership, and visibility 06:34 – Turning Performance Data Into Coaching Opportunities Individual reports and visual scorecards help managers identify underperformance, recognize top performers, balance workloads, and uncover cross-training opportunities 07:55 – Using Claude to Improve Team Training and Communication Nadja transforms long, easy-to-ignore emails into visual updates covering workflow reminders, common errors, regional knowledge, deadlines, resources, and employee recognition 10:40 – Getting 80% Team Engagement With AI-Powered Training Nadja shares the response to her AI-created resources and explains how visual, interactive content is encouraging employees to engage with and experiment with Claude themselves 12:10 – Gamifying Title, Compliance, and Workflow Training Interactive quizzes make training more engaging while reinforcing real-world topics such as compliance, fraud response, workflow requirements, and cross-branch knowledge 15:38 – Consolidating Years of Title Knowledge With Claude Nadja shows how Claude helped combine years of Maryland recording knowledge and fragmented internal resources into one accessible guide, before discussing what's next for interactive AI training   Resources mentioned in this episode  Claude Qualia Maryland Recording Guide   About Nadja Rivera Nadja Rivera is the Post Closing Manager at ATG Title, Inc. and Alltech National Title, where she helps oversee the critical processes that take place after a real estate transaction closes. Working within the title and settlement industry, Nadja focuses on post-closing operations, document management, compliance, and ensuring transactions are completed accurately and efficiently. Her role supports smooth coordination between internal teams, lenders, real estate professionals, and other parties while helping maintain the accuracy and service standards essential to successful title operations.   Connect with Nadja  LinkedIn: Nadja Rivera Instagram: @n_a_d_j_a__   Connect With Us Love what you're hearing? Don't miss an episode! Follow us on our social media channels and stay connected.    Explore more on our website: www.alltechnational.com/podcast Stay updated with our newsletter: www.mochoumil.com Follow Mo on LinkedIn: Mo Choumil Stop waiting on underwriter emails or callbacks—TitleGPT.ai gives you instant, reliable answers to your title questions. Whether it's underwriting, compliance, or tricky closings, the information you need is just a click away. No more delays—work smarter, close faster. Try it now at www.TitleGPT.ai. Closing more deals starts with more appointments. At Alltech National Title, our inside sales team works behind the scenes to fill your pipeline, so you can focus on building relationships and closing business. No more cold calling—just real opportunities. Get started at AlltechNationalTitle.com. Extra hands without extra overhead—that's Safi Virtual. Our trained virtual assistants specialize in the title industry, handling admin work, client communication, and data entry so you can stay focused on closing deals. Scale smarter and work faster at SafiVirtual.com.  

I spend so much time talking about strategy, goals and intentional growth in business, but recently I had a slightly uncomfortable realisation: I had more of a plan for my business than I did for my own dating life. After one date in five years, I decided it was time to change that and give myself a 90-day dating sprint – complete with boundaries, KPIs and, naturally, a lead generation strategy. It's a little more personal than what I usually share, but there's a surprisingly relevant business lesson behind it.I'm taking the same framework I would use to grow a business and applying it to dating: getting clear on what I actually want, setting boundaries, creating a measurable goal, trying different ways of meeting people and paying attention to what's actually working. It's a bit of fun, but there's a serious business lesson underneath it too. We can't expect leads to simply fall into our laps when we're not putting ourselves or our businesses in the right places, and we shouldn't keep pouring energy into a strategy that clearly isn't delivering results.What really made me think was how easily we can be incredibly intentional with our businesses while allowing other parts of our lives to run on autopilot. I know many of us in property management are very good at creating plans, solving problems and keeping everything moving for everyone else, but we don't always bring that same intention to ourselves. Whether it's your business, health, friendships or even your love life, sometimes it comes back to the same simple things: know what you want, set your boundaries, make a plan, take action and be willing to adjust along the way.“The same principles that grow a business will absolutely help you grow a life that you actually want.” - Kylie WalkerWe cover:Creating a 90-day plan to approach dating with the same strategy used to grow a business.Clarifying what qualities to look for in a potential partner.Setting personal boundaries and expectations in dating.Establishing measurable goals and accountability.Trying different ways to meet people, such as dating apps, sports, social events, and classes.Tracking which approaches lead to meaningful connections and adjusting the plan accordingly.Applying intentional planning, boundaries, and measurement to other areas of life, as well as business.DIGITAL MARKETING AND AI ACADEMY: DOORS ARE NOW OPEN!https://courses.thatpropertymum.com.au/digitalmarketingyesTHE RENT REDUCTION CONVERSATION FREEBIE:https://courses.thatpropertymum.com.au/freebie-having-the-rent-reduction-conversationA big shout-out to our amazing podcast partner Ailo. Ailo is an Australian property management software and app designed to streamline communication and payments between property managers, owners, and tenants. It offers in-app chat, real-time rent tracking, and maintenance management, aiming to modernise property management and improve transparency for all parties.Book an Ailo Demo and get your Mecca Gift Card:http://ailo.io/tpmFollow Ailo:https://www.instagram.com/ailohq/Thanks to our podcast partner PIP - Property Insurance PeoplePip specialises in property insurance, helping landlords and property managers navigate insurance with greater clarity and confidence. With a customer-centric approach and strong industry expertise, Pip is focused on making property insurance simpler and more accessible, while bringing genuine, people-focused service back to the forefront.https://pipinsurance.com.au/articles/https://www.linkedin.com/company/property-insurance-people-pip/Kylie's Resources: The PM Accelerate Membership: https://courses.thatpropertymum.com.au/accelerateDigital Marketing and AI Academyhttps://courses.thatpropertymum.com.au/digitalmarketingyesProperty Management Growth School: https://courses.thatpropertymum.com.au/TPM-BDMSchool That Property Mum Courses: https://www.thatpropertymum.com.au/courses/ Book a Strategy Call with Kylie: https://calendly.com/kylie-tpm/coaching-call Kolmeo: https://kolmeo.com/ Find out about our Done for You Lead Generation - https://calendly.com/kylie-tpm/done-for-you-leads-discovery-call35 AI Prompts to help you Grow your Business on Social Media: https://courses.thatpropertymum.com.au/35-prompts-to-grow-your-property-management-business-on-social-mediahttps://courses.thatpropertymum.com.au/5-misktakes-replayConnect With Kylie:Follow Kylie Walker on Instagram- https://www.instagram.com/thatpropertymum_/Follow Kylie on Facebook - https://web.facebook.com/thatpropertymumConnect with Kylie on LinkedIn - https://www.linkedin.com/in/kylie-wal...Explore Kylie's Website - https://www.thatpropertymum.com.au/Watch Kylie on YouTube - https://www.youtube.com/@thatpropertymum

UK Dentists: Collect your verifiable CPD for this episode here >>> https://courses.dentistswhoinvest.com/smart-money-members-club———————————————————————Your bookkeeping is no longer a dusty spreadsheet you revisit at year end. With Making Tax Digital and tighter margins, the numbers behind your dentistry decide how calm you feel about tax, how confident a lender feels about backing you, and how attractive your practice looks to a future buyer.We sit down with Darren Nicholson from Azets to map out what “good management information” looks like at each stage of a dental career. We start with associates and the practical realities of quarterly reporting, then move into what changes the moment you become a principal: monthly management accounts, clean categorisation, and a simple rhythm that turns compliance into control. We talk about forecasting your tax bill 12 to 18 months ahead, so 31 January stops being a panic and becomes a plan.From there, we get specific about dental practice KPIs and benchmarking. We discuss turnover against target, direct costs like materials and labs, staff costs, marketing effectiveness, EBITDA, and why context matters when you're trying to judge whether your numbers are “normal”. We also cover how practice management software can link into Xero or QuickBooks for better drill-down, including income by chair and utilisation gaps, plus the common set-up mistakes that make reports misleading.If you want stronger cash flow, better tax planning, and lender-ready reporting that supports growth or an eventual exit, hit play. Subscribe, share this with a practice owner friend, and leave a review with the one KPI you want to get under control next.———————————————————————Disclaimer: All content on this channel is for education purposes only and does not constitute an investment recommendation or individual financial advice. For that, you should speak to a regulated, independent professional. The value of investments and the income from them can go down as well as up, so you may get back less than you invest. The views expressed on this channel may no longer be current. The information provided is not a personal recommendation for any particular investment. Tax treatment depends on individual circumstances and all tax rules may change in the future. If you are unsure about the suitability of an investment, you should speak to a regulated, independent professional. Investment figures quoted refer to simulated past performance and that past performance is not a reliable indicator of future results/performance.Send us Fan Mail

Supply chain planning is changing fast, but technology is only part of the story. As AI capabilities expand, procurement becomes more strategic, and planners face an accelerating pace of change, organizations must determine how to embrace innovation without losing sight of the people who make supply chains work.In this episode of Supply Chain Today and Tomorrow, Scott Luton sits down with Mike Griswold, Vice President Analyst at Gartner, to explore some of the biggest trends shaping supply chain planning and leadership. Mike breaks down the top barriers preventing planners from performing at their best, including the pace of change, digital skills gaps, and the continued need for strong communication and collaboration skills. They also discuss the debate around slowing AI development, the emerging role of AI agents, procurement's growing strategic influence, and how automation can give employees valuable time back. Plus, Mike shares what makes the Gartner Supply Chain Planning Summit a valuable opportunity for planning professionals.Key TakeawaysSupply chain planners remain essential. Technology may change how planning gets done, but organizations continue to invest in both planning technology and the people responsible for making critical decisions.Change management is becoming even more important. Leaders need to clearly communicate how AI will affect planning roles and help employees understand where they fit into the future of the organization.Soft skills still matter in an AI-powered workplace. AI can help teams arrive at an answer, but influencing, collaboration, conflict management, communication, and consensus-building remain human responsibilities.AI agents may reshape supply chain teams. Future planning organizations could include both human planners and AI agents, making governance, oversight, and human-machine collaboration increasingly important.Procurement is becoming more strategic. Procurement's influence across the broader supply chain continues to grow while AI creates opportunities to automate repetitive and transactional activities.Automation should give people time back. Removing repetitive work allows employees to spend more time applying expertise, solving problems, being creative, and performing higher-value work.The future of supply chain isn't simply about adopting more technology; it's about figuring out how people and technology can work together more effectively. Tune in to hear Scott and Mike unpack practical ways leaders can support planners, approach AI thoughtfully, rethink repetitive work, and prepare their organizations for what's coming next.Additional Links & Resources:Connect with Mike: https://www.linkedin.com/in/mike-griswold-6a68922/Learn more about Gartner: www.gartner.comUpcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Learn more about our hosts: https://supplychainnow.com/aboutLearn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkLearn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- Demand Volatility Isn't a Forecasting Problem: How One FMCG Distributor Released Capacity Without Capital: https://bit.ly/4r94YM6WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemWEBINAR- The Four Eras of Freight Audit: How we got here, and why the Control Era (finally) changes everything: https://bit.ly/4yVXPBxWEBINAR- The Real ROI of AI Analytics in the Supply Chain: Better Answers When Everyone Starts Asking: https://bit.ly/3TpCX6uWEBINAR- How to Stop Losing Margin After a Package Ships: https://bit.ly/4An41UxWEBINAR- Rethinking the Supply Chain Management Classroom: https://bit.ly/4xJIkM2This episode was hosted by Scott Luton and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/think-different-planning-challenges-ai-procurement-leadership-1640 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Send us Fan MailMy guest this week on Making Billions is Rod Khleif. Rod and I break down his broker system word for word, the weekly KPIs that prevent another 2008, and exactly how forced appreciation turns one dollar of NOI into twenty dollars of value.  He's calling this the greatest transfer of wealth we'll see in our lifetimes.How do you find distressed multifamily deals right now?"I'd start hunting them down," Rod says. "Brokers, SEC attorneys handling distressed borrowers and lenders. It's a meltdown in multifamily right now. Deals are being sold for less than they cost to build."Why is senior housing being called the biggest opportunity of the decade?"There are 10,000 people a day turning 80 in this country, and they will be for the next 20 years," Rod says. "We're building about 4% of what we need right now. I'm closing on four more facilities tomorrow."AND To Learn capital raising strategies and frameworks used by alternative asset professionals, go to: https://go.fundraisecapital.co/apply[THE HOST]: Ryan Miller is a fund manager, capital strategist, and former CFO turned angel investor in technology and energy. He is the founder of Fund Raise Capital and Aequor Capital Partners, and has mentored over 1,000 fund managers across private equity, private credit, venture capital, real estate, and alternative assets globally.[THE GUEST]: Rod Khleif is a Sarasota based multifamily investor, best-selling author, and top ranked podcast host who rebuilt a real estate empire after losing $50M in the 2008 crash. He supports his mission of abundance through the Tiny Hands Foundation, which has fed more than 160,000 children. Rod combines his market knowledge with a strong personal comeback story. Subscribe on YouTube:https://www.youtube.com/channel/UCTOe79EXLDsROQ0z3YLnu1QQConnect with Ryan Miller:Linkedin: https://www.linkedin.com/in/rcmiller1/Instagram: https://www.instagram.com/ryanmilleroffical/X: https://x.com/_MakingBillionsWebsite: https://making-billions.com/Don't stress! Get him a Volleybird golf gift box. Golf gift boxes full of gear, apparel, wellness he'd never find on his own Support the showDISCLAIMER: This podcast is for entertainment and general informational purposes only — not legal, financial, tax, or investment advice. Nothing herein constitutes a solicitation or offer to buy or sell any security or investment product. Past performance does not indicate future results. Always consult qualified legal, financial, and tax professionals before making any investment decision. NAME NOTICE: "Making Billions with Ryan Miller" reflects the profile and aspirations of guests featured — it is not a promise, projection, guarantee, or representation of any financial result, income, or outcome for any listener, viewer, or reader. Most individuals who consume this content do not raise any particular amount of capital, and many achieve no financial result whatsoever. "Fund Raise Capital" is a brand identifier only — it is not a promise, guarantee, or representation that any member, subscriber, or listener will raise capital, attract investors, or achieve any financial or professional outcome. This show does not constitute a business opportunity, franchise, investment program, or offer of any product or service of any kind. No part of this show should be construed as a solicitation for investment in any way. Guest views are their own and do not necessarily reflect those of the show or host. Host and/or guests may hold positions in assets discussed. This episode may contain paid sponsorships, advertisements, or endorsements. Sponsored content is identified where...

What happens when you're an incredible clinician—but suddenly find yourself buried in HR, compliance, collections, phone calls, hiring, bookkeeping, and everything else that comes with owning a practice? In this episode of the Uncaged Clinician Podcast, David Bayliff sits down with Amber Rice and Liz Aiello of Summited Solutions to talk about the behind-the-scenes challenges that can keep clinicians from actually growing their businesses. Amber and Liz share why practice owners need to make the mindset shift from working in the business to working on the business, and how fractional support can give smaller and growing practices access to expertise without immediately adding full-time overhead. They unpack practical strategies for identifying the gaps in your business, tracking the right KPIs, finding cash-flow leaks, improving operational workflows, delegating administrative tasks, and knowing when it's time to bring support in-house. The conversation also dives into hiring and culture—why finding someone with the right skills isn't enough, why mission and values matter, and why relationships and word-of-mouth can be powerful tools for finding the right people. Whether you're a solo clinician, a growing practice owner, or building toward multiple locations, this episode will challenge you to stop trying to do everything yourself and start building the infrastructure, team, and systems that allow your practice to grow with intention. In this episode, you'll learn: Why clinicians need to shift from working in the business to working on the business How fractional support can help growing practices without the cost of a full-time executive How to identify operational and financial leaks in your practice Which KPIs actually matter—and why you don't need to track 25 different numbers How missed phone calls and poor intake systems can cost more than a single patient Why delegation can create mental space for the work you're actually gifted to do The difference between revenue, net income, and healthy margins How to build the right infrastructure as your practice grows Why culture and values should play a major role in hiring decisions How compliance, HIPAA, and cybersecurity become increasingly important as you grow If you're ready to build a practice that supports your life instead of requiring your life to support the business, this conversation is for you. Want to connect with Amber and Liz at Summited Solutions? Visit summitedsolutions.com

Send us Fan MailIn this episode of the Private Practice Survival Guide, Brandon Seigel sits down with Sean Healy from Accounted4 LLC to dissect the most crucial Key Performance Indicators (KPIs) that drive actual success in private practice. They explore what metrics truly matter, how often to monitor them, and crucially, how to translate data into actionable strategies that empower practice owners. Discover how to avoid common data pitfalls and leverage financial insights to build a resilient and thriving healthcare business. This discussion provides a roadmap for transforming your practice's financial health through informed decision-making.What You'll Learn:The most important weekly KPIs for private practices.How to use leading indicators to predict and prevent future problems.Blending volume and value in your KPI tracking.Differentiating between KPIs for knowledge vs. KPIs for action.The dangers of justifying poor quantitative results with qualitative feedback.Strategic financial planning to anticipate and mitigate challenges.The surprising financial cost of growth and how to prepare for it.Why starting KPI tracking today is crucial for long-term success.Don't just survive, thrive! Tune in to revolutionize your practice management.#PrivatePractice #KPIsThatMatter #HealthcareBusiness #PracticeGrowth #FinancialStrategySean Healy is the President and Founder of Accounted4 LLC, a leading firm specializing in financial management and advisory services. With over two decades of experience, Sean has built Accounted4 into a trusted partner for businesses seeking expert guidance on accounting, operational strategies, and financial planning. His vision for the company centers on empowering clients with transparent, data-driven solutions tailored to their unique needs. Passionate about innovation and client success, Sean is driven with a commitment to delivering personalized service and fostering long-term financial health for the organizations Accounted4 serves. https://accounted4llc.com/https://www.linkedin.com/in/healysean/https://www.linkedin.com/company/accounted4-llcWelcome to Private Practice Survival Guide Podcast hosted by Brandon Seigel! Brandon Seigel, President of Wellness Works Management Partners, is an internationally known private practice consultant with over fifteen years of executive leadership experience. Seigel's book "The Private Practice Survival Guide" takes private practice entrepreneurs on a journey to unlocking key strategies for surviving―and thriving―in today's business environment. Now Brandon Seigel goes beyond the book and brings the same great tips, tricks, and anecdotes to improve your private practice in this companion podcast. Get In Touch With MePodcast Website: https://www.privatepracticesurvivalguide.com/LinkedIn: https://www.linkedin.com/in/brandonseigel/Instagram: https://www.instagram.com/brandonseigel/https://wellnessworksmedicalbilling.com/Private Practice Survival Guide BookThis show is proudly produced at PS Studios — learn more https://www.psstudios.co

Episode Summary If a client asked you right now to prove that anything you did last quarter actually moved their business, could you do it? This is the provocative question that opens today's episode and sets the stage for an honest discussion on what PR practitioners are missing when it comes to measurement.  According to the Meltwater and WE Communications State of PR report,  21% of PR pros still name measuring impact and ROI as a top challenge, not because they don't have tools, and not because they don't know it matters. This leaves many practitioners continuing to report on activity rather than impact. The problem is structural: a standards and accountability gap that has been sitting under the industry for more than a decade. The Barcelona Principles are fifteen years old and still not reaching the majority of practitioners who need them most. Just as CCOs have earned a formal seat at the strategic table, 91% of Fortune 500 CEOs say polarization has increased the importance of PR —you have a profession that has been handed an invitation it isn't yet fully equipped to accept.  Episode Highlights [00:13] The Opening Gut Check That Frames Everything: Michelle opens before the music with a direct question: if a client asked right now to prove that anything you did last quarter actually moved their business, could you do it? Karen's honest answer is yes  but only because she has done the work, and she wasn't always there. The episode is built around the gap between those two positions: the practitioner who can answer that question with confidence, and the majority who can't yet. [02:15] What the Meltwater Data Actually Shows: The starting point is Meltwater's annual State of PR report, produced with WE Communications. Key findings: 21% of PR pros say measuring impact and ROI is a top challenge. 24% point to insufficient resources. And when asked what's blocking better measurement, the top three answers are aligning metrics to business KPIs at 35%, proving PR's value to leadership at 28%, and overreliance on outdated metrics at 22%. Most tellingly: over 40% of respondents are still measuring activity — volume of media placements, reach, impressions — instead of outcomes. Fifteen years after the Barcelona Principles told the industry to stop doing this. [06:48] The Tools Are There. The Standards Are Not.: Karen's reframe of the data: over 70% of respondents say they partially or completely already have the tools they need to connect PR to business outcomes. This is not a tools gap. It is not a knowledge gap. It is a standards and accountability gap. The Barcelona Principles now on version 4.0 after their fourth revision represent a rigorous framework for outcome-based measurement that was agreed upon by 200 delegates from 30 countries in 2010. Among AMEC's own membership, only 3% still consider advertising value equivalencies relevant. But AMEC's membership is self-selected, people who showed up specifically to care about measurement. In the broader Meltwater survey, reach and volume are still the top two metrics in actual use. The people who need the standard most are the least likely to be in the room where it's being taught. [11:40] No Licensing Body, No Enforcement, No Consequence: PRSA has approximately 3,000 members. The Bureau of Labor Statistics counts roughly 282,000 public relations specialists in the US workforce for 2026, not including PR managers or many agency roles. That means PRSA reaches something like 1% of the profession. No licensing exam. No continuing education requirement. No consequence to anyone who never learns outcome-based measurement. Karen is direct that this is not a criticism of a diverse field that welcomes practitioners from many paths. It is simply the lay of the land and it explains why something as established as the Barcelona Principles remains unknown to most of the profession it was designed to help. [13:53] The C-Suite Has Sent the Invitation — The Field Is Still Catching Up: The second half of the episode turns to the demand side. The Conference Board surveyed over 1,700 C-suite executives and found that chief communication officers have, quote, earned their seat at the table now explicitly expected to be strategic advisors, not just message conveyors. The 2026 USC Annenberg Global Communications Report found 91% of Fortune 500 CEOs say polarization has increased the importance of PR inside their organizations, with two-thirds expecting their comms function to be restructured soon. Cision's comms report found 84% of comms leaders feel increased demand from the C-suite for their counsel. But in that same survey, 37% still struggle to measure impact effectively, and 43% struggle to turn the data they have into actionable insight. The C-suite has moved faster than the field's infrastructure, education standards, and accountability systems. That mismatch is Karen's core diagnosis. [17:43] The RPIE Cycle and Why Evaluation Gets Swallowed: RPIE — research, planning, implementation, and evaluation — is the standard planning cycle taught in PR programs. Karen and Michelle note that many practitioners who didn't go to school for PR, or came up through a different path, may have been doing this intuitively without knowing it had a name or a structure. The specific gap: evaluation is treated as the thing that happens when there's time left over at the end of a campaign, not as a scheduled, dedicated phase of the work. The consequence is that most PR practitioners are doing the middle of the cycle thoroughly and skipping the ends. Karen also names something counterintuitive: failure is a reportable metric. It tells you where to adjust your tactics, refine your messaging, and reconsider your audience assumptions. Avoiding reporting failure is human nature — and it's a mistake. [22:53] The Solo-Specific Barrier: Tools That Cost $250,000: Karen names the measurement gap that no industry report will capture for independent practitioners: many of the tools that do the heavy lifting on measurement dashboards and attribution are simply unaffordable at solo scale. She is direct about her own experience spending roughly 40 hours of work time building measurement infrastructure by hand because she didn't have a $250,000 tools budget. Once the system is built, it's built. But getting there without agency resources, without a team to distribute the labor, and without a budget for enterprise software is a real and legitimate barrier that the industry data consistently undercounts. [25:52] The Three-Question Filter: Karen closes the practical section with three questions every solo practitioner should be able to answer about their current client work. One: for each current client, can you name the two or three specific business KPIs that your work is actually supposed to move? Not outputs but actual business KPIs. Two: have you scheduled evaluation as its own dedicated time block, separate from the campaign itself or does it happen when there's time left over? Three: could you defend your measurement approach to a skeptical CFO in 60 seconds using outcome language, not reach and impressions? Karen's note on the third question: if you flinched, that's not a failure. That's useful information. [27:21] The Live Drill: Healthcare Media Relations: Michelle walks a scenario: a practitioner running media relations for a regional healthcare system, whose monthly deliverable has always been placement counts and impressions. Karen runs the three questions against it. On KPIs: the practitioner needs to sit down with the client and ask what business result the placements are supposed to support — patient volume in a specific service line, donor confidence, physician recruitment. If the client can't answer that, the conversation about KPIs is the starting point, not a measurement tool. On evaluation time: most PR campaign cycles move from execution to reporting to the next campaign, with no actual evaluation phase. Blocking even a few hours at the end of the quarter to ask whether the numbers agreed on what actually moved is a structural change. On the CFO test: impressions are not an outcome. The practitioner who can connect placements to a physician recruitment result or a patient inquiry spike can defend their work. The one who can't is at risk in any leadership conversation. [32:10] Why This Is Not Optional and Where to Start: Karen closes directly: this is not a nice-to-do. Measuring outcomes and not outputs, understanding the language of business, being able to show how your work moves the business forward  this is the life of your PR business and career. She says it with weight, not alarm. And then immediately offers the other side: don't feel bad if you don't know where to start. The knowledge gap is real, the barrier is structural, and the path from where you are to where you need to be is learnable. Free resources exist such as books, case studies, and the RPIE framework itself. Peers who have already built this muscle can help. The Solo PR Pro community is specifically the safe space for questions practitioners don't want to ask publicly. Resources & Additional Information Meltwater and WE Communication: State of PR 2026 Report AMEC: Barcelona Principles (version 4.0)  The Conference Board: C-Suite Outlook 2026 That Solo Life, Episode 342: What the 2026 USC Global Communications Report Says About PR Today USC Annenberg: Global Communications Report 2026 Cision:  2026 State of the Media / Communications Report Solo PR Pro membership community: soloprpro.com That Solo Life podcast website: thatsololife.com Host & Show Info That Solo Life is a podcast created for public relations, communication, and marketing professionals who work as independent and small practitioners. Hosted by Karen Swim, APR, President of Solo PR Pro, and Michelle Kane, Principal of Voice Matters, the show delivers expert insights, encouragement, and practical advice for solo PR pros navigating today's dynamic professional landscape. Listen to all episodes and catch up on previous conversations at thatsololife.com. Did this episode inspire you? If you found value in this conversation, please take a moment to leave us a review https://www.thatsololife.com/rate/. Your feedback helps us reach more solo pros just like you! Don't forget to subscribe so you never miss an episode.

Megan Huber has spent five years teaching client success and far longer doing the role, and she comes on to make the case for the most overlooked profit center in a real estate business. Most investors obsess over stuffing more leads into the top of the funnel while a mountain of money leaks out the bottom, from the customers they already have.Megan breaks down why client success is a strategic role, not glorified customer service, and how it quietly oversees four of the five types of sales any company makes. She and David cover the four Rs of back-end revenue, the 90-day audit that tells you where to focus, why this person should be a profit center tied to KPIs rather than a cost, and when a growing investor should hire for it. If you're leaving repeat and referral money on the table, this one is for you.Timeline Summary[2:18] – What client success actually means outside of tech and SaaS[3:34] – The two jobs of client success: did the client get the result, and did they have a great experience[5:01] – How the principles apply to sellers, buyers, and tenants in a real estate business[5:24] – Why you still need a human to intervene even with automation and AI doing the tracking[7:19] – Is client success a role or a philosophy, and why the answer is both[8:04] – Why the client success person is the most undervalued seat and knows your customer best[9:23] – Why a client-centric culture has to start with the founder[9:50] – The five types of sales and why client success owns four of them[10:35] – Reactivating past customers as one of the most forgotten income streams[12:11] – The real difference between client success and reactive customer service[14:18] – The operational and psychological layers of designing the client journey[14:45] – Getting ahead of buyer's remorse in the first 24 to 48 hours[17:46] – Designing the journey all the way through to advocacy and referrals[19:16] – Building an upsell machine that doesn't feel salesy[20:26] – Why client success boils down to relationship management through the whole funnel[21:14] – Why repeat business still requires asking for the sale[21:50] – The 90-day audit of retention, renewals, reactivation, upsells, and referrals[23:39] – How to pick which of the four Rs to attack first based on your business type[26:47] – Why this role is what justifies its own cost[28:03] – Why the position owns about 80% of possible sales and is a profit center, not a cost[29:11] – When a newer investor should hire for client success[31:23] – Megan's own first hire at just ten hours a week, and why it freed her to grow[33:05] – Why the role should be tied to KPIs and still responsible for in-house sales5 Key TakeawaysClient Success Owns 80% Of Your Sales — Marketing and sales bring in new customers, which is just one of five sale types. Reactivation, renewals, repeat buyers, and referrals are the other four, and client success owns all of them.It's Not Customer Service — Customer service is reactive, putting out fires with frustrated clients. Client success is proactive and strategic, designing the entire client journey from the sale through to advocacy and referrals.Run The 90-Day Audit — Every quarter, audit your four Rs and find the one with the biggest, easiest revenue opportunity. Go all in on that single area for the next 30 to 90 days, then reassess.Treat The Seat As A Profit Center — This role should be tied to KPIs and a bonus structure, bringing in hundreds of thousands a year. Aim for any team member to generate about three times what you pay them.Hire When Clients Pull You From Growth — If taking care of existing clients is stealing the time you need to drive revenue, hire for this, even fractionally. Megan's first hire worked ten hours a week and handled everything her clients needed.Links & ResourcesClient Success Alliance — https://www.clientsuccessalliance.comConnect with Megan Huber on Facebook (Megan J Huber)Simple CFO — https://simplecfo.comProfit First for Real Estate Investing Free Workbooks — https://pfreiworkbook.comProfit First for Real Estate Investing by David Richter — https://profitfirstrei.comEnjoyed This Episode?If Megan made you realize how much repeat and referral money is sitting untouched in your past client list, that's the profit worth chasing this quarter. Share this episode with an investor who only ever focuses on new leads, and follow the show and leave a rating and review so more real estate investors can keep more of what they've already earned.

Suppliers are under pressure to quote at China speed, and most can't stand behind the numbers they're sending. The average supplier now handles around 800 RFQs a year, up from 495 in 2002, with the same spreadsheets, email chains, and handful of veterans who know where the rates live. Speed is what everyone's demanding, and accuracy is where the margin's won or lost.Jan and Tom Roberts welcome back Ted Mabley, Director at UHY Consulting, to discuss his new white paper, Closing the Cost Execution Gap. It builds on his earlier study with the Center for Automotive Research and comes out as OEMs, GM among them, press suppliers to show where every number comes from.The gap shows up after the PO. A program quoted at a 10% margin launches at 5 or 6, as engineering changes and OEM productivity demands chip away at a quote that captured one engineering level at one moment. Sending the plant manager to sales to win the margin back won't work; the OEMs are too sophisticated for that.Ted's fix starts upstream, with skilled cost engineers in the room as the bill of materials takes shape, and it runs through the data. Quote history sits in SharePoint, on laptops, and across ERP systems inherited through acquisitions, and connecting it is where he sees AI's biggest opportunity. Jan adds a pointed challenge: total acquisition cost won't drive decisions while purchasing teams are still bonused on PPV.This conversation challenges supplier leaders to stop treating quoting as paperwork. Ted's first move is deliberately small: pick one high-volume RFQ or VAVE workflow and redesign it end-to-end. The suppliers who fix one workflow now will have a template for the rest, and a cost story they can defend when the OEM asks where the number came from.Themes Discussed in This EpisodeWhy speed without cost accuracy is a liabilityEmbedding cost engineering upstream at the BOMConnecting fragmented quote, cost, and plant dataScaling the RFQ process with automation and AITotal landed cost vs piece priceWhy PPV block the total acquisition cost thinkingOEM-specific playbooks and the case for a common RFQ formatStarting with one high-volume RFQ or VAVE workflowThis podcast is powered by QAD RedZone.Featured GuestName: Ted Mabley Title: Director at UHY Consulting About: Edward "Ted" Mabley has over 15 years of experience optimizing sales and business development operations, providing customer-specific solutions catering to a wide array of industries on a global scale. He works with OEMs, tier-one suppliers, and other manufacturing companies to create transparency in their cost process and develop vendor management programs to address relevant KPIs. His experience includes active cost management in accordance with enterprise product costing procedures, as well as developing strategic business roadmaps, product visions, and sales strategies. Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in this EpisodeClosing the Cost Execution Gap, UHY white paperAutomotive Suppliers and the Revenue Acquisition Process – Then and Now (CAR/UHY, 2025)Episode Highlights[00:03:11] Twenty Years, More Complexity: Ted's survey of tier one suppliers and OEMs revisits a 2002 study and finds RFQs moving faster, growing more complex, and landing on fewer people with the skills to get them right.[00:05:29] The Quote Is a Snapshot: A program quoted at 10% margin that launches at 5 or 6 shows how engineering changes and OEM productivity demands erode cost after the PO is issued.[00:07:05] Cost Engineering Starts at the BOM: China speed means skilled cost engineers have to join while the bill of material and vehicle requirements are still being defined, not after.[00:08:00] The Skills Gap Behind the Quote: Ted points to JCI's former cost engineering organization as a model for developing talent, a discipline that's largely been replaced by job postings for "four cost engineers."[00:09:00] AI's Biggest Play Is the Data: With quote history scattered across SharePoint and laptops, the greatest opportunity for AI is reconciling the cost buckets OEMs scrutinize first.[00:12:40] PPV Blocks Total Acquisition Cost: Jan argues that total acquisition cost won't drive decisions until purchasing teams stop being measured and bonused on purchase price variance.[00:16:44] One Playbook per OEM: Every OEM has different DNA, and until the industry agrees on a common RFQ format, suppliers need a separate playbook for each customer.[00:19:08] Start With One Workflow: Ted's recommended first move is redesigning a single high-volume RFQ or VAVE workflow end to end, then using it as a repeatable template.Top Quotes[00:07:29] Ted Mabley: "It needs to be a cost engineering team, not a cost analytics team. They need to be people-skilled who know what they're doing." [00:12:00] Ted Mabley: "It has to be automation because there just aren't enough people in the system to be able to support it." [00:19:41] Ted Mabley: "You've got to start somewhere. And you have to take a look at it from a holistic point, and you gotta be honest, right? What's working, what's not." If this episode resonated, share it with a fellow automotive leader and subscribe to the Auto Supply Chain Champions Podcast, where we're closing the gap between insight and action across the global automotive supply chain.Follow the Auto Supply Chain Champions Podcast for real conversations with leaders who are making hard choices, focusing their bets, and leading with intent.

Curiosity can feel like a personality trait, but we treat it as something much more practical: a career strategy and an organizational advantage. Host Bill Banham sits down with futurist, entrepreneur, investor, and strategy professor Fenton Jagdeo to break down what “radical curiosity” looks like when you turn it into a repeatable discipline, especially for HR leaders, people managers, and anyone navigating uncertainty at work.Fenton shares his Curiosity Compass, a four-direction framework designed to help teams get unstuck and generate real innovation. We talk about navigating norms by challenging inherited assumptions, exploring beyond your industry to find analogies and fresh ideas, solving systematically by breaking complex problems into smaller parts, and widening the lens so decisions account for stakeholders and second-order consequences. If you lead talent, culture, or transformation work, these moves translate directly into better problem solving and more resilient strategy.We also dig into the hard part: making curiosity safe and credible inside organizations built on KPIs and performance metrics. Fenton offers concrete changes to performance management, job descriptions, competency models, and promotion criteria so learning agility and experimentation actually get rewarded. We explore lateral growth, internal talent marketplaces for cross-functional projects, and why “smart failure” can be a feature of a healthy culture, not a bug.Finally, we tackle a modern career risk: when specialization becomes identity, disruption can feel existential, especially as AI and automation reshape roles. This conversation offers a grounded approach to building depth plus breadth so you keep your credibility while gaining optionality. Subscribe, share this with a leader who wants more innovation, and leave a review with your biggest curiosity challenge right now.Connect with Fenton: linkedin.com/in/fentonjagdeoSupport the showFeature Your Brand on the HRchat PodcastThe HRchat show has had 100,000s of downloads and is frequently listed as one of the most popular global podcasts for HR pros, Talent execs and leaders. It is ranked in the top ten in the world based on traffic, social media followers, domain authority & freshness. The podcast is also ranked as the Best Canadian HR Podcast by FeedSpot and one of the top 10% most popular shows by Listen Score. Want to share the story of how your business is helping to shape the world of work? We offer sponsored episodes, audio adverts, email campaigns, and a host of other options. Check out packages here.Follow us on LinkedInSubscribe to our newsletterCheck out our in-person events

Send us Fan MailYou can feel it when someone has actually built a home care agency the hard way and kept it growing for years. Mark Dermont, a seasoned Touching Hearts franchise owner in New York, joins us for a candid look at what happens behind the scenes: the first-year stress of no paycheck, the “always on” on-call phone, and the unglamorous work of learning elder care and earning trust one relationship at a time.We dig into home care marketing and referral strategy with real specificity, including the referral sources that consistently produce high-quality cases: private geriatric care managers, discharge planners and social workers in short-term rehab, and key contacts inside senior living communities. Mark also draws a clear line between community relations and true sales, explaining why being liked and being effective are not the same thing. If you've ever hired a “networker” and wondered why the phone still isn't ringing, this conversation gives you a better hiring lens.Then we get tactical with sales KPIs, CRM-based accountability, and what “fast response” really looks like when families are in crisis. Mark shares how his team works to book face-to-face intake quickly, why qualified leads are the metric he watches hardest, and how to sell value even when you are not the cheapest agency in town. We also talk resilience during unexplained revenue dips, scaling across multiple offices, and using diagnostics to figure out whether a plateau is a process problem, a people problem, or both.If you want smarter growth in private duty home care, hit play, take notes, and share this with an owner who's stuck. Subscribe, share the episode, and leave a review with the one change you're making after listening.Visit our website at https://asnhomecaremarketing.comGet Your 11 Free Home Care Marketing Guides: https://bit.ly/homecarerev

Ready To Buy Real Estate Without Banks, Credit, Or Large Down Payments? Apply To Learn More:⁠⁠⁠creativefinanceplaybook.com/pod-call   Can you really get your first real estate deal without spending money on marketing?Jim Brant joined the Creative Finance Playbook community with real estate training—but no investing experience or completed deals.Just over 10 weeks later, he had his first deal under contract.And here's the crazy part:He spent $0 on off-market lead generation.No paid ads.No purchased lists.No expensive marketing campaign.Jim focused on organic Facebook posting, talking to sellers, following up, tracking his KPIs, and taking what we like to call massive messy action.Eventually, he posted about what he does on his personal Facebook page.That same day, he got a lead—and that lead became his first deal.In this episode, we break down:✔️ How Jim found his first deal✔️ How he generated leads without paid marketing✔️ Why talking to sellers became his priority✔️ The Facebook strategy that generated his first lead✔️ How tracking KPIs changed his business✔️ Why consistent follow-up matters✔️ How he stopped overthinking and started taking action✔️ Why your first deal may be the hardest✔️ How community and accountability helped him move fasterJim puts it perfectly:You don't have to do it all day. You have to do it every day.Want our FREE Off-Market Seller Leads Playbook?

Are you optimizing everything in your business except the one asset that runs the whole show, you? Your sales funnel, your KPIs, your team, your marketing spend, all dialed in. But your sleep, your energy, your blood work? Yeah, probably not so much.In this solo episode of The Happy Hustle Podcast, Cary Jack breaks down five ways to optimize your body and your mind so you can actually show up as the best version of yourself for your business, your family, and everything else that matters to you. He gets real about running on fumes with a six month old and a three year old going through sleep regressions, and why he still refuses to let his health slide even when life is chaos.Here's the big shift. Most entrepreneurs treat their health like an afterthought, something they'll get to once the business is "figured out." Cary flips that. He's saying your body is the machine that runs everything else, your creativity, your leadership, your marriage, your parenting. If that machine is running on empty, everything downstream suffers. You don't get to hustle happy if you're running on no sleep and garbage food, no matter how good your numbers look on paper.Energy equals performance. Cary walks through the basics that most people skip: real sleep, real nutrition, daily movement that actually gets your heart rate up, recovery tools like saunas and cold exposure, stress mitigation, and getting your blood work checked at least twice a year. He's not talking about a casual stroll and calling it a workout. He means breaking a sweat and breathing through your mouth, not just your nose.Know your numbers. Entrepreneurs track sales metrics and return on ad spend obsessively, but most of us have no idea what our own biomarkers look like. Cary's philosophy is simple, what gets measured gets managed. That means tracking blood work, hormones, body composition, sleep, and fitness the same way you'd track revenue.Recovery equals productivity. More hustle isn't always the answer. Cary compares your body to a high performance machine that still needs to reset, refuel, and reboot. That means real breath work, real meditation, mobility, and actual strategic downtime away from your phone and your inbox, not just collapsing on the couch scrolling.Health span beats lifespan. Living to a hundred means nothing if you're too scared to go outside or too busy grinding to spend time with the people you love. Cary's not chasing extra years, he's chasing extra life. Staying capable, staying strong, and being able to keep up with your kids and grandkids as you age matters way more than a number on a chart.Your environment changes everything. Who you surround yourself with matters, sure, but Cary makes the case that where you put yourself matters just as much. Put yourself around high performing people in the right environment and you get accountability, new perspectives, faster problem solving, and relationships that actually deepen. That's the whole reason he built his masterminds the way he did, no stuffy ballrooms, no facade, just real conversations and real growth.This episode isn't just a pep talk, it's a reminder that balance really does equal happiness. You can't pour into your business, your family, or your purpose from an empty tank. Taking care of yourself isn't selfish, it's the foundation everything else gets built on. If you've been grinding hard on your business and quietly neglecting your body, this one's your wake up call.If this episode hit home, go listen to the full thing and start putting these five shifts into practice. Head over to https://happyhustle.com/podcast to catch the entire conversation. It just might be the reset you didn't know you needed.Connect with Cary!https://www.instagram.com/caryjack/https://www.facebook.com/SirCaryJackhttps://www.linkedin.com/in/cary-jack-kendzior/https://twitter.com/thehappyhustlehttps://www.tiktok.com/@caryjackhttps://www.youtube.com/channel/UCFDNsD59tLxv2JfEuSsNMOQ/featuredGet a copy of his new book, https://www.thehappyhustle.com/bookSign up for The Journey: 10 Days To Become a Happy Hustler Online Course @ https://thehappyhustle.com/thejourney/Apply to the Montana Mastermind Epic Camping Adventure @ https://thehappyhustle.com/mastermind/“It's time to Happy Hustle, a blissfully balanced life you love, full of passion, purpose, and positive impact!”Episode Sponsors:KilnYour environment shapes your energy and your results. That's why we're proud to partner with Kiln, a premium workspace experience designed to help you work smarter, connect with amazing people, and elevate your lifestyle. From co-working and private offices to meeting rooms and event spaces, Kiln (https://kiln.com/) has everything you need to thrive. Mention "Happy Hustle" for a special hookup!If you're feeling stressed, not sleeping great, or your energy's been kinda meh lately—let me put you on to something that's been a total game-changer for me: Magnesium Breakthrough by BiOptimizers.This ain't your average magnesium—it's got all 7 essential forms that your body needs to chill out, sleep deeper, and feel more balanced. I take it every night and legit notice the difference the next day. No more waking up groggy or tossing and turning all nightIf you're ready to sleep like a baby, calm your nervous system, and optimize your recovery, go grab yours now at https://www.bioptimizers.com/happy and use code HAPPY10 for 10% OFF.My Green MattressIf you've been waking up with back pain, feeling stiff, or just not getting that deep, quality sleep. This might be what you're missing: My Green Mattress.It's made with clean, non-toxic, and eco-friendly materials, so you're not just sleeping better, you're sleeping healthier too. The comfort and support are on another level, and you can really feel the difference night after night.If you're ready to invest in better sleep and better recovery, check it out at https://thehappyhustle.com/mygreenmattressOzlo SleepIf you've been struggling to fall asleep, stay asleep, or just wake up feeling actually rested, let me put you on to something that's been a total game-changer: Ozlo Sleep.These aren't your typical sleep buds. They're designed to block out noise and help your brain fully relax, so you can drift off faster and stay in deep, uninterrupted sleep. Perfect if you're a light sleeper or just want that next-level rest.If you're ready to upgrade your sleep and wake up feeling recharged, check out https://ozlosleep.com and save $80 OFF using code HAPPY.

AI, robotics, and automation are advancing quickly, but successful transformation takes more than adopting the latest technology. It requires the right strategy, the right people, and a clear understanding of the business outcomes you're trying to achieve.In this episode of The Buzz, powered by MFG.inc, Scott Luton is joined by guest co-host Dr. Muddassir Ahmed and Christine Bush, Director of the Robotic and Motion Center of Excellence at Schneider Electric, to explore how AI and robotics are changing manufacturing and the workforce. They discuss the growing debate around AI safety and speed, why companies should focus on augmenting people rather than simply replacing them, and how manufacturers are using robotics to address skilled labor shortages and create more flexible operations. Christine also shares insights into IT/OT convergence, open software-defined automation, and what separates organizations that successfully scale automation from those that remain stuck in pilot mode.Key TakeawaysWhy organizations need a clear AI strategy that balances speed, safety, and business outcomesHow AI can augment engineers, operators, and maintenance teams rather than simply replace themWhy labor shortages are accelerating investments in robotics and advanced automationHow manufacturers can build greater flexibility into production by making robotics part of the process from the startThe role of IT/OT convergence, IoT, and open software-defined architectures in the future of manufacturingWhy successful automation projects require the right mix of people, perspectives, and technology to move beyond pilot modeAI and robotics offer enormous potential, but technology alone won't transform manufacturing. Tune in to hear practical perspectives on how manufacturers can combine human expertise with smarter automation, build more adaptable operations, and turn promising technology investments into real business value.Additional Resources & Links: MFG.inc: https://mfg.inc/With That Said: https://bit.ly/WTS-19SEP2026The Buzz APAC Edition: https://bit.ly/The-Buzz-APAC-Edition-Sept2026SCM Sensei AI: https://www.scmsensei.ai/U.S. Bank Strategic Alliance Leader page: www.supplychainnow.com/us-bankU.S. Bank Freight Payment Index: freight.usbank.comAI rivals found rare agreement on safety. Putting it into practice is harder: https://bit.ly/AI-Slowdown-DiscussionOne-third of AI-replaced workers will be rehired by 2029: Gartner: https://bit.ly/AI-And-The-WorkforceToyota estimates factory automation could cost $6.4 billion per year from 2028: https://reut.rs/4hpMtPcMFG.inc Leadership Training: https://reut.rs/4hpMtPcCelonis Ebook: https://bit.ly/Physical-AI-Explained-in-7-RobotsSupply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Schneider Electric: https://www.se.com/us/en/Christine on LinkedIn: https://www.linkedin.com/in/christine-bush-22568818/Dr. Muddassir Ahmed on LinkedIn: https://www.linkedin.com/in/muddassirism/Upcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Learn more about our hosts: https://supplychainnow.com/aboutLearn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkLearn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- Demand Volatility Isn't a Forecasting Problem: How One FMCG Distributor Released Capacity Without Capital: https://bit.ly/4r94YM6WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemWEBINAR- The Four Eras of Freight Audit: How we got here, and why the Control Era (finally) changes everything: https://bit.ly/4yVXPBxWEBINAR- The Real ROI of AI Analytics in the Supply Chain: Better Answers When Everyone Starts Asking: https://bit.ly/3TpCX6uWEBINAR- How to Stop Losing Margin After a Package Ships: https://bit.ly/4An41UxWEBINAR- Rethinking the Supply Chain Management Classroom: https://bit.ly/4xJIkM2This episode was hosted by Scott Luton and Dr. Muddassir Ahmed, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/thebuzz-smarter-automation-reshaping-manufacturing-1639 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What if the definition of success you've been chasing isn't actually yours?For many high achievers, success becomes a never-ending pursuit of the next promotion, bigger goal, higher income, or greater recognition. But when achievement starts costing you your health, relationships, time, and joy, it may be time to question the rules you've been following.In this episode of Time to Reset, Penny Zenker sits down with bestselling author, business anthropologist, and leadership and culture strategist Meghan French Dunbar, author of This Isn't Working, to explore how to redefine success, prevent burnout, set healthier boundaries, and build a life and career aligned with your values.Meghan challenges the traditional “bigger is better” definition of success and explains why high achievers can find themselves trapped on a hamster wheel of KPIs, promotions, revenue goals, and external validation. The problem isn't ambition itself. It's when your identity and self-worth become so connected to achievement that you stop asking whether the life you're building is actually the life you want.Penny and Meghan explore what it means to reset your definition of success by optimizing for quality of life instead of quantity of achievement.In this conversation, you'll discover:How to redefine success on your own termsWhy high achievers are especially vulnerable to burnout and overwhelmHow values alignment affects your work, wellbeing, and decision-makingWhy your career should not determine your entire sense of self-worthHow to create an “ideal life statement” that guides your choicesWhen saying no can protect what matters mostHow to set healthier boundaries at work and in your personal lifeWhy it may be time to “unsubscribe” from obligations, relationships, and beliefs that drain your energyHow to reconnect with joy without feeling guilty about itMeghan shares the powerful practice of creating an ideal life statement: deciding what you want your life to look and feel like first, then making career and financial decisions that support it. Rather than waiting until retirement to finally live the life you want, what could you change now?Penny also shares a personal example of accepting a career opportunity just before her son's graduation, then realizing the decision conflicted with the person and parent she wanted to be. It became a real-life reminder that success isn't only about what you achieve. It's also about whether your choices reflect what you say matters most.If you're feeling burned out, overwhelmed, stuck in the achievement cycle, or questioning your relationship with work, this episode is an invitation to reset.Ask yourself: What does success actually mean to me now?Because sometimes the most important reset isn't doing more to reach the next level. It's deciding whether that's where you want to go in the first place.Love the show? Subscribe, rate, review, and share! https://pennyzenker360.com/positive-productivity-podcast/

Send us Fan MailPart 2 with the Shed Geek Marketing Team.  Your marketing invoice should never feel like a foreign language. We talk candidly about the real problem we keep hearing from shed dealers, manufacturers, and service providers: paying for “SEO” or “digital marketing” without knowing what you are buying, how it is measured, or whether it is actually driving leads and sales.We dig into how search is shifting fast, especially with Google's AI Overviews and the growing push toward AEO (answer engine optimization). Even strong organic rankings can lose clicks when AI answers the question directly, so we share practical ways to adapt: anticipate customer questions, validate them with keyword research, and structure blog content to answer clearly at the top while still going deep for SEO.Then the conversation gets hands-on with live call-ins, including a breakdown around product visibility, backlinks, and Google Shopping and Merchant Center considerations. We also address the overwhelm that comes from endless reports and dashboards, and why narrowing your focus to SMART goals and a short list of KPIs can bring sanity back to your marketing decisions.If you want shed marketing strategy that's measurable, realistic, and built for the portable building industry, hit play, share this with someone who is tired of guessing, and subscribe and leave a review so more shed businesses can find it.For more information or to know more about the Shed Geek Podcast visit us at our website.Would you like to receive our weekly newsletter?  Sign up on our website: shedgeek.comFollow us on Twitter, Instagram, Facebook, or YouTube at the handle @shedgeekpodcast.To be a guest on the Shed Geek Podcast visit our website and fill out the "Contact Us" form.To suggest show topics or ask questions you want answered email us at info@shedgeek.com.This episodes Sponsors:Studio Sponsor: Shed Geek MarketingFirst Choice MetalsVelocity 360J Money LLC

Strong businesses do not become healthy by accident. They are built through trust, clear leadership, accountability, and a willingness to face problems together. Will Watrous joins me to explore what makes leadership teams work and why so many companies struggle even when good people are involved. Will shares how his own entrepreneurial journey led him from marketing into helping leadership teams use the Entrepreneurial Operating System, or EOS, to create greater vision, traction, and team health. We discuss vulnerability-based trust, productive conflict, accountability, business complexity, data-driven decisions, and why leaders must take responsibility for both what works and what does not. Will also explains why simplicity matters as companies grow, how weekly meetings can keep teams focused, and why leaders need quiet thinking time to gain clarity. You will find practical leadership lessons here for building stronger teams, making better decisions, and creating a healthier business. Highlights: 05:22 How helping one business owner launched Will's entrepreneurial journey. 11:42 Why strong leadership creates accountability. 15:29 How trust becomes the foundation of healthy teams. 26:20 Why productive conflict leads to better decisions. 40:44 How leaders can reduce complexity as a business grows. 54:04 Why clarity breaks help leaders think and lead better. . About the Guest: Will Watrous is a business owner, EOS Implementer, and advisor to growth-minded leaders in the Tulsa and Broken Arrow area. He works primarily with founders and leadership teams of companies with 10 to 250 employees who want more clarity, discipline, and traction in their organizations. His work centers on helping leaders simplify complexity, make better decisions, and consistently execute on what matters most. As a Certified EOS Implementer, Will guides leadership teams through the Entrepreneurial Operating System, focusing on vision, accountability, data, and healthy team dynamics. He is known for being practical, direct, and grounded in real-world business experience. Clients value his ability to ask hard questions, create focus, and turn strategy into clear priorities that actually get done. Beyond EOS, Will owns and advises multiple businesses, including a marketing company and commercial real estate investments. This firsthand ownership experience shapes how he works with clients. He understands cash flow, hiring decisions, sales challenges, and the pressure leaders face when growth creates complexity. His approach blends structured systems with sound judgment and financial awareness. Will is deeply interested in finance, long-term wealth building, and disciplined execution, both personally and professionally. He values tools, scorecards, and measurable outcomes, but believes strong businesses are ultimately built by healthy, aligned leaders. His Christian worldview influences how he thinks about stewardship, integrity, and responsibility. He lives in the Tulsa area with his wife Jenny and their two children, Eli and Ellie. Outside of work, Will enjoys fitness, hiking, travel, learning, and time with his family. He is driven by helping leaders build organizations that are not only successful, but sustainable and well-run for the long term. Ways to connect with Will**:** LinkedIn: https://www.linkedin.com/in/willwatrous/ Website: https://implementer.eosworldwide.com/will-watrous/ About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson  00:04 What if the biggest thing holding you back isn't what's in front of you, but rather what you believe? Welcome to Unstoppable Mindset, where inclusion, diversity, and the unexpected meet. I'm your host, Michael Hingson, speaker, author, and advocate for inclusion and possibilities. This podcast explores how the beliefs we carry shape the way we live, lead, and connect with others. Each week, I talk with people who challenge assumptions, face adversity head-on, and show what's possible when we choose curiosity over fear. Together, we focus on mindset, resilience, and the small shifts that lead to meaningful change. Let's get started. Well, greetings, everyone, wherever you may be today, I am your host Mike Hingson, and you are listening and/or watching Unstoppable Mindset. Our guest today is Will Watrous, and Will has a I think a lot of interesting things to talk with us about regarding organizations, team building, teamwork, and other such things, and I'm not going to give it away because it's his job to really talk about that, which is a lot more fun. Although I will say that he and I share a like of a particular book on teamwork, which we'll talk about, I'm sure, as we go forward. But anyway, Will, I want to welcome you to Unstoppable Mindset. We're really glad you're here. Will Watrous  01:40 Thank you, Mike. What a pleasure to be on your podcast today. Michael Hingson  01:43 Well, well, I've been looking forward to it for a while, so we're we're glad we're doing it, and we'll we'll take about an hour, and then you can go off to dinner unless you've already had dinner. Speaker 1  01:53 Sounds like a plan. Michael Hingson  01:56 Yeah, Will is in Oklahoma, so I think he's having warmer temperatures today than we are. Anyway, so let's let's go ahead and move forward. Why don't you tell us kind of maybe a little bit about the early will growing up and all that? Speaker 1  02:10 Sure. So I grew up in a little coastal town, Mystic, Connecticut, which is on the shore, northeastern Connecticut. Michael Hingson  02:19 Did you ever have pizza there? I had to ask. Speaker 1  02:21 I did. I did have Mystic Pizza before it was made famous by Julia Roberts' right movie, and that was that was my hometown. Yeah. So the Mystic Drawbridge there, and the old Mystic Village, or the Mystic Seaport. It's a very touristy, but also a great place to grow up. Yeah, on the water, and yeah, the youngest of six kids, five boys, one girl, but don't feel sorry for her because she is probably could still beat me up. She's a strong, strong woman, and yes, pretty, pretty average in in many ways, childhood graduated from high school and went off to college here in Oklahoma. Spent about six years out here going to school, and then went back to the East Coast. This time to Washington D.C. area. I was working in a large nonprofit organization just outside the Beltway, and then wound up going to Boston. Taught at a school in Brookline, Massachusetts, just outside of Boston. And then my wife decided she wanted to go to college out here in Oklahoma, so we moved back out here in around around 2010, and I started a business, and that started my entrepreneurial journey, which was very intensive. Let's say learned a lot, a lot of it the hard way, and really developed an affinity, appreciation for business, for entrepreneurship, for ultimately serving people, which is what most businesses should be designed to do. And through all of that, took some really powerful principles, insights, truths away, and now have the privilege of helping a lot of other business leadership teams run stronger, better, healthier companies. Michael Hingson  04:28 What got you to go to college in Oklahoma? Coming from Mystic, Speaker 1  04:33 well, being the youngest of six, two of my brothers had come to school out here, and so I was following in their footsteps. Michael Hingson  04:41 Where did you go to school? Speaker 1  04:43 So I went to Oral Oral Roberts University. Yep, and I went to a college called Raymo Bible Training College, which is a Christian two-year Christian school out here. Michael Hingson  04:56 And eventually, you came back. And why did your wife want to come? And go to college in Oklahoma, kind of same concepts. Speaker 1  05:03 Yeah, she wanted just so she wanted to go to the Rayma Bible Training College to get a foundation in her faith, and just you know early on in in life wanted to lay that framework, that groundwork, so that she she felt for the rest of her life, and she had met a lot of other graduates from that particular school, which is an amazing school, and they had all just shared how influential, how impactful the school was for them. And mind you, it's not just about head knowledge, you know, not just information. It's about ultimately knowing God better, and so which tends to serve you well in every every area of life. So she was hungry for that. So we decided to move out here. And I, the nature of my work at the time was such that I could work remotely, and so we moved here. And she went to school, graduated, and we stayed and raised a family. Michael Hingson  06:01 So, what what kind of business did you start when you started your business? You said in 2010. Speaker 1  06:09 Yes, in 2010, and so I had been serving in a marketing capacity, doing marketing management for the organization in the D.C. area, and learned a lot simply by doing. Don't have my my college education. My degree is in music performance, actually, so didn't serve me very well as far as marketing is concerned. So I learned a lot by doing, and when I moved out here, I knew someone who had an auto repair shop, and he, through a series of events, had to rename his rebrand his shop completely. the the the I went to his website, I think one day, and it said under construction, and I thought that's weird. I know he has he's been in business, he has a website, so I send him an email, and he emailed me back and said he just asked inquiring is everything going all right? He replied and said I need help right now because we're in the situation where I need to redo everything. So I at the time was not a technician when it came to marketing. I was more of just a manager strategist type. So for whatever reason, I decided that I could build him a website. I just wanted to help, so I didn't charge him anything, and literally went online, and this is many, many years ago. Before there was all of the resources available to us now, and I Googled how do you build a website, and I prayed, and I just went through this very excruciating process of coding and understanding how it all worked. Wound up building him a website, learned a lot along the way about search engine optimization, about digital advertising, and then other you know forms of online advertising. And his he's a great businessman. He does good work, and he has a good reputation. He knows lots of people. His business grew to the degree that he would have some other business owners come to him and say, "Man, what are you doing? Because you you guys are just crushing it. And he's a really gracious guy. He would tell these other business owners, "Well, I have this guy named Will, and sometimes I have to call Will and tell him to tone it down a little bit because I'm too busy. Well, these other business owners demanded my phone number from him because they wanted you know to grow their businesses. So I started getting phone calls from other business owners asking if I would do for them what I was doing for this man, and that started. So I never really woke up one day saying I'd love to start a marketing agency. I just was trying to help someone who needed Michael Hingson  09:00 it, Speaker 1  09:01 and it wound up turning into a business. So then I hired someone, and they started helping me. And then hired some more and grew it and grew it until about four years ago. I stepped away, and there's more to that story as well as as to how I was able to step away. I still own that company passively now. It's a it's a great multi-million-dollar, very profitable, growing company, very healthy company. But now my passion and focus is helping entrepreneurs create businesses that give them what they want from their business that are more aligned, more healthy, and stronger-not just for the business owner and the entrepreneur, but for the whole for the whole company, for everyone involved in that organization. Michael Hingson  09:48 So, you're more involved now in helping people start businesses, or are you still dealing with businesses that exist and you're helping to to kind of improve them? Speaker 1  10:00 Businesses that are already existing. So typically, my my the clients that I work with now are are two to 50 million in annual revenue, 10 to 250 employees. They're growth oriented. They're willing to be open and honest with one another and with themselves, and they're more afraid of the status quo than they are of change. They really are trying to get somewhere, but feel stuck, feel frustrated, feel like the things that have they've been trying to to do to make the business better just aren't gaining traction like they need. Michael Hingson  10:34 Well, how does that differ from what you were doing before? Speaker 1  10:37 Ah, well, so before the marketing agency was really focused on lead generation, increasing their revenue, their sales. Now, what I do is work with leadership teams. I use the EOS model, which is the entrepreneurial operating system, which is a very specific process and set of tools that I teach the leadership team of the organization, so typically that's the three to seven people at the top of the company making the important decisions, and I help them do three things. I call them vision, traction, and healthy. So vision means first getting the leaders 100% on the same page with where is this company going and how do we plan to get there. Traction from the standpoint of helping your leaders to become much more disciplined and accountable, and executing really well to achieve every part of your vision, and then healthy meaning helping the leaders to become a more healthy, functional, cohesive leadership team. Because the truth is that most leaders don't function well as a team, and what I found is, as goes the leaders, so go the rest of the organization. So what we do is we get to the point where everyone in the company is all crystal clear, fully aligned with the vision and plan. They're gaining consistent traction wherever you look in the company, people are executing on that vision together, and they're doing it as a group of people who are who enjoy the work that they do and and enjoy the people that they're around. Michael Hingson  12:13 Okay, what do you think is the problem that leaders and companies most often misdiagnosed in their organizations that create the problems that you have to come in and deal with. Speaker 1  12:30 I would say one of the most common is accountability. It's a it's it's a common hot button frustration of many business leaders, and the misdiagnosis, as you said, is that accountability is actually a byproduct. It is, it's a formula. Actually, the formula is this: L plus M equals A. So the L stands for leadership, plus M stands for management, equals A stands for accountability. So leader accountability is the output, and so rather than trying to make your people be accountable, which you can't really do. What you can do is be a great leader and be a great manager, and the result will be you'll create an environment where accountable people thrive. And so, within EOS, we teach five leadership abilities and five management abilities, or not really ability. They're more like practices, leadership practices, and and management practices. You just do those things well, and and the accountability that you so desire will show up in the organization. Michael Hingson  13:52 Yeah, I think a lot of people don't really understand what accountability is, and and that doesn't help the process, and yeah, you know exactly what I mean, and and that that tends to really make a lot of challenges for people because they they resent rather than recognizing that people who truly understand accountability are are trying to do something to help build the team, help the team work well, and and are looking out for the whole company, but just so many people don't understand that, do they? Speaker 1  14:27 No, and and part of the reason it's interesting. All these EOS tools work together, but another tool that we use a lot is the something we call the accountability chart. The accountability chart is a visual illustration of the structure of the organization, meaning who is responsible for what. So we've got the leadership team, but then every single person in the organization should have a box, a seat on the bus, and within. Box or in that seat, there's five major roles that they really need to own. What I like to say it this way: If the company could speak, why would it say this function exists? Why is this seat in the organization? And many companies have not clearly defined what success looks like for an employee. What are their five major accountabilities or roles within the organization? And so, how can you hold someone accountable to something that's not been clearly communicated from the get go? If they don't really understand what success looks like and what we need them to be doing and focusing and being great at, then it's it's really hard to to hold them accountable. Michael Hingson  15:46 Yeah, and they they just miss it. Well, going back to something I mentioned at the beginning, you and I are both great fans of the book The Five Dysfunctions of a Team. Which which function or dysfunction do you? I can imagine what this might be, but which dysfunction do you most often encounter, and do we find most often with companies and people? Speaker 1  16:14 Yeah, I'll have to start at the bottom of the pyramid because it's right. It's it's it's a it's linear in a way, and and in that one builds upon the other. So the bottom tier of the pyramid is vulnerability based trust. So trust, and that, as Patrick describes it, is being completely open and honest with one another. If you sit down and have a conversation with a peer, you know that they're going to be completely frank. They'll tell you the truth and the whole truth. That, and not only that, you can trust them to have the right motives, the right purpose behind things. It's not political. They're not, you know, kind of positioning themselves and working the politics and dynamic dynamics of the organization. They're really trying to do what's right for everybody involved. So vulnerability-based trust is the first one, and that takes time. That's Patrick defines that as different from the kind of trust that is based on just knowing people in the sense that you can you know what to expect out of them if you're familiar with them. You work with them a lot, so you kind of you can trust that they're going to act a certain way. That's not what he's talking about. He's talking about this true, open, and honest approach, being candid with one another, and that comes through some specific exercises. Ultimately, times the more you know about people, about their personal lives, and the more time you spend with them is what ultimately builds trust. Michael Hingson  18:07 Yeah, and it's all about building a trusting relationship that allows for that level of honesty. Because when you truly have it, then you're you're dealing with an environment where when someone says something to you, you know they're not trying to be political. You know they're not trying to undermine you, but they're trying to give you information, and it goes back to accountability and holding maybe you accountable for the things that you said that you were going to do. But it's also about holding the whole company accountable by feeding back to and working with people to get jobs accomplished. Speaker 1  18:48 Yes, absolutely, that's right. And and for that to happen, everyone has to be on the same page. We all must be looking at the same picture of where we're planning to go and agreeing on how we plan to get there. Michael Hingson  18:59 Yeah, and in a sense, even though accountability is at the bottom of the pyramid, it starts hopefully at the top with senior management that sets the tone and starts to create the environment where everyone can learn to trust and work together in a much more positive way. Speaker 1  19:21 That's right. When we when I work with leadership teams, I half jokingly tell them in in our early sessions that they should look around at the company and admire the wonderful things that are happening, the clients and customers that are being served, the employees that are getting their job done. All all of those things are wonderful, and you helped create that wonderful. On the flip side, all of the frustrations, the pain, the things that are broken and not working, you created that too. So you have to take responsibility for all of it, the good and the bad. And so the leadership really does have to. Take responsibility for everything. Michael Hingson  20:03 Why is it that trust is so hard, and trusting relationships are so hard to build, even when when people probably have really wonderful intentions and want to do it? But why is it so hard? Speaker 1  20:16 Ooh, that's a great question. Michael Hingson  20:18 And and I'll and I'll tell you one of the reasons I ask, being a little prejudiced, working with guide dogs. I work with dogs, and I have learned over the years that while dogs may love unconditionally, they don't trust unconditionally. But dogs are more open to trust, and if you really work at building a trusting relationship with a dog, you set the rules. You set which is what they want, you set the ground rules, you set the tone, and if you do it, the relationship that develops is incredible. But that just seems to be something that's really hard for humans to do internally or between human and human. Speaker 1  20:55 You know, I think the answer is in something that you just said, and the word is intentional. Intentionality, I think that most people show up to work focusing on the work, focusing on doing things faster and more efficiently, and the how and the strategy. But they don't focus very much on the health of the team. And Pat Lynchioni talks about that as well. How that most organizations are focused on getting smarter, but not on getting healthier, and he argues that the healthier team will outperform the smarter team every single time. Michael Hingson  21:36 The other part about it is the whole concept of just being open to trust-we we in our in our human world just see so many examples of why not to trust. And I think too many people have just learned, well, we can't trust. We don't dare take the chance. We can't because everybody has their own agendas, and so how can we trust them? Because they're looking out for them. They're not looking out for me, and we teach children this. We teach each other this, and that's so unfortunate because it doesn't need to be that way. Speaker 1  22:11 Yeah, what are they? The wisest serpents, gentle as gentle as doves, is the is the saying. I, I'm not. You're right. There's a lot of people out there, unfortunately, that have ruined it. Let's say the few have ruined it for the many. I think, and the reality is that today you have to be. And now with AI, we don't need to go there. But with AI, you really have to really have to know what's going on because what seems real isn't. Michael Hingson  22:44 Yeah. Do you think that will improve over time? Speaker 1  22:49 What's that? Michael Hingson  22:50 That AI will get better over time, and a lot of things that aren't real today will become more real just because the whole process will improve. Speaker 1  23:04 Will AI improve? Yes, absolutely. Will its results and its helpfulness improve? Absolutely. Will people continue to use that for their own good? You know, for their for their own devices at the expense of other people. Yes, unfortunately. Michael Hingson  23:21 Unfortunately. Speaker 1  23:22 So, what does that make leave? Where does that leave us? I think we have to be all the more wiser to it. You can't. You can't stay ignorant and think that everything's going to be okay. Michael Hingson  23:35 Where do you think AI fits in corporations mostly, or should fit? Speaker 1  23:41 Well, it's it's an incredible tool. It is an incredible tool, and I think it's it's like it's like money. What do you what do you do with it? It's simply a tool. What are you going to do with it? Where does it fit? It depends on what kind of business model, but I see it impacting every business to some degree, we utilize it heavily. I think when I work with leadership teams, I do a lot of facilitation. So we'll we'll sit around this table here. I'm in my session room here, and we have lengthy, deep, meaningful, impactful discussions with one another, and sometimes I even encourage them to use AI to refine an idea or to collaborate over an idea. But I warn my teams that AI has no soul, and what I mean by that is, it's it's information, it's data and information, but the human being there's more to us than just information. It's like the data, the information part of us is like the tip of the iceberg, and but there's a whole mass below the waterline. I believe you have a soul and a spirit, and so the danger I warn teams of is making strategic decisions based on information that comes from AI without really discussing and using their their soul. Sometimes ideas can resonate with a person on a different level. That that AI and just information can't it can't go there. It's not able to go there. So I don't know if that makes sense. But I just warn them: AI has no soul. You need to pay attention to what's going on inside of you as you're discussing ideas and and weigh that into the decision. Michael Hingson  25:46 And I still go back to we're the ones that are and should be the creators, and so it's great to use AI to help a process, but we still need to be the ones to do the real work. Speaker 1  25:59 Yes, Michael Hingson  26:01 and I think too many times I hear about it with with schools and so on. Oh, students are just writing their papers using AI. Well, we need to work on encouraging that not to be the case. The AI can help provide information, as you pointed out, but that's what it is. It's an information source, and it's only one information source, and anyone who is truly looking for information knows full well you don't just rely on one source. Speaker 1  26:29 Right. Michael Hingson  26:30 Even if it's a human, you don't rely on one source. Speaker 1  26:33 That's right. That's right. But it but it is Michael Hingson  26:35 pretty crucial to to work through that. Well, Patrick Lencioni talks a lot about conflict, and he talks about teams that have healthy conflict, and then there are those who quietly just kind of avoid it. What distinguishes, or how do you deal with the two different kinds of teams? Because I know Patrick talks about the fact that conflict is a very useful thing and needs to be respected as part of the process, Speaker 1  27:04 right? So the second layer of the pyramid that he illustrates is healthy conflict or productive conflict, which can only happen if there is a foundation of trust, because without trust, people tend to hold their cards close to the vest. They're not willing to go out on a limb and say something that might be taken the wrong way, because for fear of retribution, or that it could be it could be used against them, or or what have you. And so conflict is may the best idea win. I have wonderful teams. They're healthy teams. They'll fight like cats and dogs over an idea, not over. It's not personal. They're simply fighting for the best idea to win, and so they'll go at it heated conversations because they have strong opinions. At the end of the day, though, what really matters is that everyone has been heard? The point of conflict is to get the options out on the table to see what's possible, to see what's available, and then from those options, pick the best. So, what healthy conflict does is it opens it up for people to share, be willing to get out there, share their opinion, go back and forth, and as I said, everyone gets heard. That's such a critical piece of healthy team is that you're hearing from everyone on the team. They're having that opportunity to share their perspective, and then when all is said and done, the what we call this person the integrator. This is the person who leads the leadership team. They have a decision to make. It's not a democracy. They have heard all of the all of the opinions, and and then they say, "Well, this is what we're going to do. And 99% of the time, reasonable people, even if they disagree with a decision, if they have been heard and know that their opinion is valued, they are willing to commit to a decision that's against what they believe should have happened. Michael Hingson  29:14 Well, so take that to the next level. Let's say that the decision is made, and in a month, it turns out it really wasn't the right decision. Then what? Speaker 1  29:25 Yeah, healthy teams can pivot, and they don't. Excuse me. There's no paralysis by analysis. They're they're able to be flexible and make a quick decision without regrets and move on. You know, in business, most of the decisions that we make are reversible. It's not like we're a brain surgeon and there's someone's on the operating table, and and one slip means drastic results, or it's not a court case, and the judge once they slam the hammer, nothing changes. That's the verdict. In business, most decisions are reversible. Sometimes I see teams or leaders who are hesitant to make a decision, and I encourage them make a decision, commit to it, and start taking steps. We can always iterate. We can make adjustments along the way, but if you don't act, if you don't take one step forward, then you can't steer a parked car, as they say. So, when when your question was if a month later it was a wrong decision, we agree as a team to pivot and move on. And a great healthy team, you know, they'll probably give one another a hard time and laugh about it and poke a bit, but but keep moving toward the goal. Michael Hingson  30:46 But it's all in fun and it's not intended in any way to be personal, Speaker 1  30:50 right? Michael Hingson  30:51 Which is really the key. None of this has to be personal. We're not doing it to one up anyone, and the good teams truly understand that. Speaker 1  31:02 That's right. Michael Hingson  31:04 Do you ever find environments where leaders unintentionally do things where accountability breaks down? Speaker 1  31:15 Yes. One thing that happens specifically with visionary or leaders or founders is something I call end run, which is when they don't follow chain of command. Basically, because of their position in the company, they feel freedom to go to anyone in the company and either make a decision or give them a directive, and the person that they're giving the directive to feels obligated to follow that because it's a senior leader. Michael Hingson  31:54 Yeah, Speaker 1  31:55 and so that really that really damages you know it's chain of command ultimately, but it damages the relationship, damages the health of the team, and the hard thing about it is that visionary leaders and founders are idea people. They are the creators. They're brilliant at coming up with seeing opportunities and coming up with ideas to solve problems and add value, so they have this natural bent to research. They're curious. They'll want to talk to people, employees in the organization, and that's all good. But they do need a healthy boundary and to understand who they should talk to about decisions or influencing employees in the organization. Michael Hingson  32:43 Yeah, I'm curious about something. How do the operations within a business differ from, say, what goes on in the military, where there's an absolute chain of command, and someone along the line, can issue an order to someone, and it's supposed to be obeyed, and so on. But how does military operations differ, or do they from business, or should they from business? Speaker 1  33:10 I yeah, that's a great. I I think there's some strong similarities, and some significant differences. You know, one question, and this was actually oddly enough. This was a military leader. I forgot who it was, but it was a general. He said something he asks his subordinates on a regular basis is, "Tell me something you know I don't want to hear. Tell me something you know I don't want to hear. And his goal there was to truly to create a relationship with his subordinates where they feel comfortable raising their hand, saying we've got an issue, here's a problem, and I think that traditionally in the military that would be resisted. I think the or my my perception anyway is that subordinates would rarely want to say something's wrong. Everything's always okay, you know. Following orders, everything's good. But I respect that that general's practice of of telling his subordinates that, and I I recommend my leaders do it as well because they need to know what's going on. Really, there's this I think a natural desire to impress or to make it look like I'm doing a good job and our department is okay, so they don't bring up real issues. And so the kind might go against your question, but the the common thread there is a willingness to talk about real issues, real problems, to bring them up, solve them together as a team. But first, be willing to identify. And oddly enough, it goes back to the trust piece: to being open and honest. You have to be willing to just call something out. The elephant in the room: several people know that there's something going on. Nobody wants. To say it, just say it. So that that's maybe one similarity. Michael Hingson  35:06 Well, I know that in reality, in the in the military, I at least I've heard this from my military friends. They they do emphasize teamwork and and teaming and so on. But at the same time, they have this reputation where there's an order and you you just obey the order because that's what the general or what someone above you says and it seems like there's a paradox there somewhere. Speaker 1  35:33 Yeah, I think in in business, what my observation has been that people do need to know the why. I think in the military that's not required, and maybe same in parenting. Sometimes it's you're on a need to know basis, and you just need to follow the order. Whereas in business, I think it's much more common practice for good leaders to give the context of why this directive matters, so that the people can connect the dots and have a clearer picture of the overall success of the mission, as it were, the goal of the organization. They can see how what they're doing is contributing to that over goal. Overall goal. Michael Hingson  36:20 Yeah, yeah. Well, and in the military, maybe the privates don't necessarily get the get to know the why, Speaker 1  36:31 right? Michael Hingson  36:31 But but the hope is that there are enough people above them who are involved in a process that there is enough of an understanding that that enough people know the why that that the process works, and I guess that's a. I've not ever been in the military, and I'm certainly not going to criticize, but it just seems to me that that the more people can communicate and interact with each other, the stronger the team will be, no matter whether it's business or military. Speaker 1  37:00 Yeah, I would hope. Michael Hingson  37:03 So you know, but so EOS generally represent talks about clarity and execution. Where do leaders typically in organizations lose traction after they set a clear vision? Where do where do things break down. Speaker 1  37:22 You know, I think one of the most powerful ideas within EOS is the weekly meeting. So there is something we call the Level 10 meeting, and the name Level 10 comes from when we started working with companies and 1000s and 1000s of companies. One of the questions we would, one of our first questions in meeting them would be: rate the quality of your meetings on a scale of one to 1010, being best. How effective are your internal team meetings? And on average, they were about a four. And so over time, we developed the level 10 meeting agenda, which is a very specific agenda for leadership teams on a weekly basis to conduct that covers makes those those meetings so effective and efficient. And we keep talking about Patrick Lencioni. He wrote another book called Death by Meetings, which is a great great book as well. But so within EOS, the level 10 meeting is a very clear agenda. It gets everyone on the same page. Data passes quickly and smoothly across the right channels to the right people. We solve problems together, and it's just a wonderful, wonderful way to keep the business moving forward. So your question was, what happens after they set a clear vision? Well, very often they lose traction because they're not on a weekly basis measuring their progress toward that goal and vision, and solving problems on a weekly basis that show up that get in the way because there will always be things that prevent us, that resist us from our goals. So, are we methodically? And this is a discipline. This is it's it's not you know glamorous. It doesn't always feel good. But if you can stick with that weekly cadence, then every single week you're you're measuring what matters, the KPIs? It's a score. You know, one of the items on the agenda is the weekly scorecard, five to 15 numbers give us an instant pulse on the business. Reviewing the data, solving problems, and marching forward. So that's where it gets lost, because also in that meeting, everyone is staying on the same page, and there's that accountability. You're looking across the table, say, asking about this initiative or this project. Is it on track? Yes or no? Are we confident we're going to get it completed on time? Do you need any help? Every single week, the leaders. Showing up to that meeting and asking those questions of one another, and they know, hey, on Tuesday at 2o'clock, I'm going to have to answer this question: Is this goal on track for the quarter? And so that introduces this accountability within the team, where the peer-it's peer-to-peer accountability. They're holding one another accountable for the goals of the organization, Michael Hingson  40:22 yeah, I talked with a person recently on one of our podcast episodes. She runs a a boutique PR organization, and it has been growing, but she's not letting it grow too fast. But it has continued to grow, and and I've asked her, and I asked her how how long do you expect or how much do you want the company to grow, and can it grow too large where it becomes unmanageable? And she acknowledged that that kind of thing can happen, and and it it kind of is an interesting concept because most entrepreneurs want their companies to be successful and grow, but when you get multi-million-dollar or larger companies and you're hiring 50, 100, 200, 500 employees, that kind of ranges raises a lot of different complications, and it gets really overly complex. At what point does all the complexity really become too dangerous to deal with? Speaker 1  41:27 So the complexity model is where you you can calculate how complex business gets by every person you add to the organization. My point is complexity is real, and as a leadership team or as a leader, you have to constantly fight the onslaught of complexity. You have to fight for keep it simple, less is more. Keep it simple, less is more. So, if you had two people in an organization, you've got two lines of communication, one going from one to the other and back. If you add a third person, so you increase the number of people by 50% Now there are six lines of communication, so 200% increase in complexity, and that's just communication. Not talking about systems, processes, culture, all of that other stuff. You add a fourth person, so you increase the number of people by 100% from the two. Now you have a A 500% increase, 12 lines of communication. Speaker 2  42:45 Yeah, Speaker 1  42:46 so you have to, as a leader, fight against complexity, and the way that you do that is by less is more, keep it simple. Within EOS, we set three to seven rocks. We call them every quarter. Those are just business priorities, not 27, three to seven. Because if everything is important, nothing is important. So you're always asking yourself as a leader, what's the simplest way to say this, communicate this? What's the simplest way to do this? Do we have the simplest possible structure for the organization. Occam's razor says that the simplest solution is invariably the best solution, or the best solution is invariably the simplest solution. So the the complexity thing is real. You have to stay aware of it, and and fight against it by keeping things simple as you go. Michael Hingson  43:42 Yeah, and and the reality is, it goes back to what you were talking about. Certainly, the weekly meetings and other methods that you use to make sure that everyone not only is encouraged to communicate, but they do communicate. And again, it all gets back to that bottom level of the pyramid, which is accountability, and as long as everyone understands and feels the concept of accountability, and that we're all working toward the same thing, you have a much better shot at making it successful and making it work. Speaker 1  44:15 Right, that's right. Within EOS, we have a two-page strategic plan, not 50 pages. It's not this giant document. It's two pages that allow everyone within the organization to see who we are, where we're going, how we plan to get there. It's simple. Michael Hingson  44:36 Yeah. So, for a while, you didn't own your own business, and then you you now own your own business. How is becoming your own entrepreneur and your own your own business owner, boss, or whatever you want to call it? How has that changed? Kind of the advice you give to other people, and and what do you think about being? A business owner, as opposed to working within another organization, Speaker 1  45:05 you know, I I think I I'm spoiled. No, I don't think I could ever be a good employee again. Yeah, I just have a deep appreciation for visionaries, for people who see what's possible and then rally a team around them to help make it become a reality. That's a special. That's a special quality, and the world needs lots of that quality. So I, I, I have gained just a greater appreciation for the entrepreneurial spirit, and I, I think that it's it's now it's not for everybody, and that's okay. But I, I just can connect now more deeply than I ever could with people who are taking that step of faith, being courageous, doing something that's risky and uncomfortable, and just figuring it out as they go. I think that's for me particularly that resonates. I can't now, and I get it. I I understand. There's the majority of people are comfortable with a oops are are comfortable with a salary, a steady amount of income, and the safety that that brings. But I just it doesn't compute for me. I can't do it. It's just not for me what life is about. Michael Hingson  46:26 Yeah, I know. Especially since 2008, I've not only owned my own company, but it's been mainly me and dealing with lining up speaking engagements and so on, and especially since we moved down here in in 26 2014, I'm I'm very used to being my own individual, and and I I hear exactly what you're saying. I can work in an environment where there are other people, and there's there's times that that's that's a good thing, but I know that especially during COVID, people complained a lot about being locked down and they really missed being with other people, and I always had a little bit of a problem with that because I don't I don't look at other people, so that's one thing, but I learned that I could still communicate with people, and so I I didn't fall into some of those traps. I just do find it interesting, but I understand what you're saying. You're used to to to being the person not only in charge, but you're interested in setting the vision, and there's a lot of merit to that. Speaker 1  47:40 Yeah, yeah, and and he it takes all of us. If he had all visionaries and no doers, no you know no executors, then we'd be in a mess. I'm terribly sorry. The it's later here in the evening, and the cleaners are are at the door. Let me just tell them to wait 10. Give me 10 minutes on the office here. I'll be back in just a moment. Okay. Michael Hingson  48:05 So, yeah, I I appreciate the the position, and I can live with it as as well, and I can I can cope. I can work either way, but I I do like kind of really being the person in charge of me, I think it it probably works better. Yeah, that's okay. Speaker 1  48:28 Yep, we're all wired differently. Michael Hingson  48:30 Yeah, we are. So, in in making decisions, data is is a very important thing, and and it's certainly something that we need to keep around. Why do so many people resist and business leaders resist using data in a kind of an honest way? What are they afraid of? Speaker 1  48:51 Well, I think that data is can make things black and white. I think that data can be very telling because we can share opinions and feelings and ideas, but you can't. The numbers are the numbers; they they are what they are, which is why we use this weekly scorecard in that level 10 meeting I was talking about. But Ronald Reagan said, "Trust but verify. So the idea here is that people don't respect what you expect; they respect what you inspect, and the data is an inspection of what actually happened, what's real, what's what's going on on the ground, and that that's uncomfortable. The numbers don't lie most of the time. Now they can be manipulated, and people can tell stories. But if you're set up in the scorecard the right way with the right. Measuring the right things, it gives you a good idea of what's really going on. So I think it's just a natural resistance, a fear of being falling short, a fear of punishment. Ultimately, you know, in some form or fashion, hardship, difficulty, uncomfortability, things like that. Michael Hingson  50:22 But I think the the other thing I show about data, though, is it is kind of hard factual information, as you say. But it doesn't necessarily always bring the human element into to to things that maybe ought to be considered as well. So that the data should only be part of the final decision-making process. Speaker 1  50:45 It's very true. Very true. If you're looking at the numbers, there's always a story behind the numbers. What's the story behind the numbers? And that has to be part of the equation. Michael Hingson  50:55 As a as a speaker, I get a lot of people who say, "Well, we'll consider you fill out this form, and will evaluate you along with everyone else. And the problem is, I've realized that a lot of these forms, you fill them out, and you get a bunch of words on a screen, but doesn't really tell the whole story. And that's unfortunate because I think that too many evaluators are missing out on really understanding speakers when that happens. Speaker 1  51:25 Yeah, I believe that's true. Yes, absolutely. Hearing someone in person can't compare to just words on a page. Michael Hingson  51:36 Well, so yeah, it's just one of those things that one has to deal with when a team experiences a setback. What is it that causes some people to recover quickly while others don't necessarily recover quickly? Speaker 1  51:54 Why don't some people recover more quickly? Michael Hingson  51:59 Or teams, yeah. Speaker 1  52:00 Or teams. I think I don't know that I can separate teams from people. Michael Hingson  52:08 Yeah. Okay. Speaker 1  52:09 You know, and I say that because it has to do with self awareness. It has to do with personal development. I think many of these qualities are inseparable from the performance of the team, because a team is ultimately a group of individuals, and so in that way you've got the team dynamic. But you're you're also going to rely heavily on the character and the qualities of the individuals on the team. And if some people just can't let go, if they can't just raise their eyes or turn their gaze from the past and look forward, then, then they're going to struggle. Now, there are tools. You know, who is it? An autopsy without blame. He called it in good to great. In good to great, he said. This is where. What was his name now? Jim. I forget his name. Who wrote Good to Great, Jim Collins? Michael Hingson  53:04 Collins. He said Speaker 1  53:05 he called it on autopsy without blame, which is a team or person's ability to look back at the past and just understand. Okay, what happened? This isn't this isn't to point fingers. We just need to know what actually went down, so that we can learn from it. Because I tell teams this all the time, the past is only good for one thing-learning from it. And once you learn from it, you got to let go and move on. So the and and it's funny, I say this again every every meeting that I have with them. Actually, we review our data and we look back, we understand what. And then I said at the end of that review, I say, "Okay, that's the past. Nothing else we can do about it. Anything else need to be said before we leave it completely in the past and move forward? And I give them that opportunity to process and to you know make observations, insights, confessions. But after that moment, we got to let it go, and I think that a team has to be committed to be willing to do that for them to be able to to move forward. Michael Hingson  54:09 Yeah. Well, a lot of what you do is I suspect helping leaders, especially shift their mindset in some way. What mindset shift really helps leaders move from reacting to problems to leading intentionally and developing the kinds of of operations that we're talking about here as being successful? Speaker 1  54:35 I think you know you said mindset shift, but this is what I would call a mindset best practice. It's something I call a clarity break. A clarity break is a time scheduled on your calendar. So this is hard landscape. This is a an appointment you make with yourself that you keep, and in a clarity break, you get away from all the noise. You turn all the notifications off. You. On do not disturb mode, and you get a legal pad and a pen, and you simply think it. You think about the biz, think about the business, think about the biggest challenge you're facing, and you just start writing. And it's amazing what kind of solutions, ideas, next actions come to us when we have that clarity of mind. When we have time to get gain perspective, to take a step out of the fray, all of the noise, and just simply think. There's fewer things more valuable than high quality, pure thought, just simple thinking time. So that that is a mindset best practice, I would say, and and I encourage leaders to do it at a minimum of once a week, 3060, 90 minutes. Get a legal pad. Now, there's another book out there called The The Road Less Stupid by Keith Cunningham. That's lessons from the the chairman of the board, and he that book is a book full of questions that leaders should be asking themselves about the business. You could use those as prompts, or just again get quiet and think about the business right now. And I promise you, you'll start writing, and the thoughts will just flow, and you'll write the whole time and come up with such clarity and such perspective that allows you to re reengage, reenter the business with confidence as to what needs to happen, what are our next steps, and that's so important because that confidence is a precious commodity for leaders. You have to protect your confidence, and the confidence comes from clarity, and the clarity comes from taking time away from the business to simply sit and think. Michael Hingson  56:46 One of the things that I think all too often we individually and collectively don't do is to just stop and think about life, think about things, do more internal introspection, and that's kind of what you're talking about. And the reality is, if we would do more of that, and if we would listen to our own mind, we would discover so many things that would help us along the way. My favorite example is Trivial Pursuit, where I ask people regularly when you're playing Trivial Pursuit, and somebody asks, and somebody reads a question from a card. Immediately, you think of an answer, but you went, "Oh, that came too quickly. That can't be it. And so you think again and come up with another answer. But that first answer invariably was the right answer. But that's not what we listen to. We're teaching ourselves not to be so introspective and to sit back or to sit down and think about whatever it is that we need to think about, and as you point out, writing things down. Speaker 1  57:50 Yes, so valuable and and hard to do, frankly, in our age of distraction. Our phone is so distracting, and so so many other options, so many other things that hit the dopamine, get the dopamine flowing, that challenge our our ability to, or our sitting down and making time to do simple thinking time. Michael Hingson  58:16 Yeah. Well, if a leadership team today wanted to have one practical step about how they would work together this quarter. What would you advise? How would you advise them to start? In addition to reaching out Speaker 1  58:34 to you, which I'm Michael Hingson  58:35 all in favor of, but that's another story. Speaker 1  58:38 You know, there is a tool out there that I would point them to. It's called the organizational checkup. It's free. It's online. It's put out by EOS. There's no obligation, no strings attached, or anything like that. But I think that tool. It's a set of 20 questions, and you rate each question on a scale of one to five, five being best. And that tool would really shine the light on where the most pain is being felt across the organization. When the leaders, first of all, just give an honest assessment of those 20 questions, they'll be able to put their finger right on the priority of what they need should should fix first. And I think that would just that exercise alone would get them all on the same page of what problem to tackle first, and I think that would be the very valuable for them. Michael Hingson  59:30 And what is that called again? Speaker 1  59:31 It's called the organizational checkup. If you were to Google EOS organizational checkup, there'll be a link there, and it's just 20 questions. Michael Hingson  59:40 Great. Well, if people want to reach out to you and learn from you, or interact with you, and maybe use your services and so on, how best can they do that? Speaker 1  59:52 Yeah, connect with me on LinkedIn is great. Also, if you just did a search for EOS Will Watrous, my name, it'll come up. I've got lots of content out there. The EOS website has my listing and contact information on there as well. Michael Hingson  1:00:06 And what are what's your LinkedIn name or handle? Will Speaker 1  1:00:10 Watchers. Yep, Wils. Michael Hingson  1:00:16 Okay. Well, I hope people will reach out. This clearly has been instructive in so many ways and lots of great ideas. So I want to thank you for being here and being a part of this. And I want to thank all of you who are paying attention to us today, wherever you're listening and/or watching. If you'd like to reach out to me, and I'd love to hear what you think, please email me at speaker@michaelhingson.com at speaker at m i c h a e l h i n g s o n.com wherever you are with us in the podcast please give us a five star rating but more important give us a review we love reviews and people who are interested in looking at podcasts love to see the reviews that others have thought about podcasts, and so hopefully you'll say nice things about us. But either way, please give us a review. If you know someone who ought to be a guest on our our podcast, Will, including you, please introduce us. We're always looking for people to come and tell their stories. and And with that, again, I want to thank you for being here, Will. This has been absolutely fun. It's been hours gone by without without any any time seeming like it passed. So thank you very much for being here. Speaker 1  1:01:29 Thank you, Mike. What a pleasure to speak with you, and looking forward to your podcast success. Michael Hingson  1:01:37 Thank you for being here with me on Unstoppable Mindset. I hope today's conversation left you with a fresh perspective, a new insight, or at least something worth thinking about. If you're ready to go deeper into the ideas that shape how we see ourselves and others, I have a free gift for you. Head over to michaelhingson.com and download my free ebook, Blinded by Fear. It explores the invisible beliefs that hold us back, and shows you how to reframe them so you can move forward with clarity and confidence. Be sure to subscribe to our podcast, leave a review, and share this show with someone who can use a reminder that growth starts with mindset. When people think differently, we all move forward together. Thanks again for listening. Keep learning, keep questioning, and keep choosing to live with an unstoppable mindset.

How much equity should a founder give away in a funding round? Eric Josovitz, founder and CEO of AdaptCFO, has a firm rule: never more than 30% per round. If you would need to give away more, go back and build more value first. In this episode of Test. Optimize. Scale., host Jason Fishman interviews Eric Josovitz, founder and CEO of AdaptCFO, a fractional CFO and accounting firm for founders. Eric served as fractional CFO for PrizePicks, has a client that recently had a $4 billion exit, and was head of finance at specialty pharmacy Encompass Rx, which grew from $100 million to $400 million in about a year and a half before selling to CVS. He also hosts the Growth Under Pressure podcast. Questions this episode answers: - How much equity should you give away per funding round? (No more than 30%) - What is the cheapest type of capital? (Grants, then debt. Equity is the most expensive.) - What happens when an early investor gets too much control? - Why is overvaluing your company dangerous? (It sets you up for a down round) - Why do the real KPIs start with your financial statements? - What does a five-year books cleanup and a six-figure IRS fine teach founders? - When should you raise capital? (Before you need it, and when investors are ready, not just when you are) - Why did Duolingo build users before monetizing? - How is scaling direct-to-consumer different from scaling B2B? - What is the difference between a real CFO and a bookkeeper? - How do you optimize when the numbers aren't working? (Coaching, practice, and realistic benchmarks) - How do you scale? (Pour into what works, cut what doesn't, and rebalance your spending buckets) Connect with Eric Josovitz: LinkedIn: https://www.linkedin.com/in/josovitz/ AdaptCFO: https://adaptcfo.com Podcast:  @adaptcfo   Test. Optimize. Scale. is a weekly podcast from Digital Niche Agency covering growth marketing, capital raising, and business strategy, hosted by Jason Fishman. Subscribe for new episodes every week. CHAPTER TIMESTAMPS 0:00 - Preview: don't be afraid to start 0:13 - Who is Eric Josovitz? 1:24 - Pre-med, Division II football, and failing his first accounting class 2:24 - From public accounting to head of finance 3:21 - Encompass Rx: $100M to $400M and a sale to CVS 3:58 - Launching AdaptCFO: a new baby, a torn Achilles, and a career change in the same few weeks 6:54 - Why accounting and finance are the backbone of a business 8:03 - The five-year books cleanup and a six-figure IRS fine 8:33 - Why the real KPIs start with your financial statements 12:14 - Why fundraising can go wrong fast 12:45 - The 30% rule for every round 13:19 - Grants, debt, equity: ranking the cost of capital 16:22 - The early investor who got too much control 17:03 - Overvaluation and the down round trap 18:27 - Where marketing and finance have to meet 21:20 - Marketing is trial and error: why your budget needs flexibility 22:01 - PrizePicks and the Atlanta Braves partnership that wasn't in the budget 22:49 - The Duolingo lesson: build users before you monetize 25:13 - Mission first: why the CEO shouldn't focus on the metrics 26:42 - Raise before you need to: thinking like an investor 27:43 - The founder with three days of runway 28:18 - What a real CFO does 29:07 - Direct-to-consumer vs. B2B: where the capital goes 30:01 - Using benchmarks to allocate a raise 32:29 - What to test: honesty and vulnerability 35:02 - Keep it simple: the few channels that move the needle 37:10 - If you can't measure it, you can't optimize it 38:01 - How to optimize: coaching, practice, and realistic benchmarks 40:24 - Pricing, lifetime value, and the four Ps 41:06 - How to scale: pour into what works, cut what doesn't 42:54 - Rebalancing G&A, R&D, and sales and marketing 43:38 - Outsourcing admin to free up growth capital 44:57 - Final thoughts and where to find Eric

Who Owns Your AI? Rethinking Data, Trust, and Control Mike Morin, VP of Business Development at webAI, joins Alex Kalish to explain why webAI bets on orchestrated networks of specialized models instead of one giant LLM — and how that unlocks "latent compute," the idle laptops and machines companies already own. They also dig into why AI pilots stall before production (40% technology, 60% change management) and why the real unlock is focusing on the specific decisions that move your KPIs, not mapping AI to old org charts. 

Your key performance indicators do not have to be intimidating. In fact, with the correct frame of mind, they tell you exactly what's going on in your practice! Kiera shares the smart way to utilize KPIs, including: Looking for patterns, not just numbers Finding the question in each KPI Understanding KPIs are team-wide, not just for the owner Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:01) Hello, Dental A Team listeners, this is Kiera, and I hope you're excited because I'm gonna talk to you about KPIs and whether you're excited about it or not, you're gonna listen to KPIs because KPIs are the vital of your practice and your KPIs are really telling you a lot more, just like your vitals on your body are probably telling you a lot more than you think they are. I have been getting and falling in love with weight training, and I had a client shout out to her. She was like, Kiera, you need a new passion to become obsessed with, and I think weight training could be there.   But with my history, I was anorexic for a lot of my life. And thankfully that part of my life I think is like done and over. And I love food. And so with weight training, my coach was like, you've got to track in and you gotta weigh in. So it's weighing in every day, doing your measurements, and then doing macros. And for a girl who is terrified of that, because a skill for me and eating food, like a lot of food.   was like no goes for a lot of years in my life. And what I found though is she was like, Kiera, you're just tracking these because they're telling you information like the food you ate yesterday, or are you like coming up on your menstrual cycle where you're bloated and you're holding more water? it's been fascinating. And I've been tracking for almost a year now. So like huge win. Thank you. Thank you. I'm sure you're all cheering for me. and if you're not, I appreciate the cheers. but what I realized is like,   It's just data and it's telling me information. And I re bring that up because I believe that this was what our KPIs are too. The KPIs are just data to tell us if something's working, if it's not working. I'm obsessed with tracking my metrics. Like there was a while that I was weight training and I wouldn't track what my weight was. And I never was getting stronger because like it's like, I think I was at like 10 pounds last time, versus hey, last time you were at 10 pounds, we're gonna start you at 10 on your warm-up and we're going up to 12. And now I have a really like strict UR trainer.   Who watches my metrics, watches the pieces, and then adjusts accordingly. I am up to PRs that I've never been hitting, but it was because I actually use the data, not just track the data, to make better decisions. And that's what your KPIs are. So I just want you to know that like look at your KPIs to look for the right messages because we're only looking to see if we won or lost most of the time with KPIs. But using these to diagnose problems before they become expensive to me is where your KPIs really start to become impactful. Similar to like, wait.   Right. Like we're trying to add and bulk up my calories. Like I came in at a lower calorie, no shock to anybody. but for us, it's like, okay, well, for me also, how do I know I can add this much food in? Like, guys, so much protein. If you have protein tips, please email me. Be a protein buddy out there. I am so tired of eating cottage cheese, chicken, fair life shakes, cottage cheese. Like my main thing was like cottage cheese, wheat checks, gr raspberries, and peanut butter.   I have eaten Built Bars, like you name it, protein powder. I shout out to Ballerina Farms. That's my favorite one. I've made an Orange Julius with vanilla protein powder. Like you guys, to get that much protein has been so hard. But I also know if I don't get enough protein and I'm lifting, I'm not gonna get my the the gains and the strength that I'm actually going for. And this is to make Kiera, 95-year-old Kiera, to be freaking ripped. I wanna be like running and beating your 20-year-old son or daughter. Like that's what I want to be doing. So   But if I'm not looking at this, I'm not diagnosing these problems. So like we're adding more food food, but like we got to watch to make sure the measurements aren't changing and we're not adding it too quickly or not. So it's this whole piece. Same thing with your KPI. So I hope that analogy was there. I hope that, and hey, if you want to talk to me about like protein or weight training, hi, I would love to talk to you because I was like rookie girl who didn't even know how to lift going into it, wasn't like a bodybuilding competition. There's really, I don't know how to explain it.   But there was this incredible photographer from Spain who does physique photo shoots. And that was like a goal I worked towards. And to be able to have that to weigh in, to do a bulk and a cut, to just like be able to turn my body into this incredible machine and see how I can fuel her. Hey, if you want to talk about that, like hey, maybe that's another podcast of like, but happy to chat with anybody and just know, like, it's really incredible. Also, exhaust the body, tame the mind. Shout out to Dan Martell.   It really has also made me a more powerful CEO and to navigate some of the hardest times in the business because I've been able to have that mental strength and support by working out. So total tangent, but like let's get back into KPIs because KPIs really truly are so helpful for you. It's the first thing that's going to work with you. We have a KPI dashboard for all of our clients. We use the analytics with all of our clients because this will tell you before there's truly a problem. And we can watch trends instead of being like, it was an off month or I feel this way. No more, I feels. It's either I'm gaining.   My weight, like and it's muscle, and I'm building muscle, or I'm just eating nonsense over here. Like it's been really fascinating. So I want you to know this, and we're gonna talk to you guys about like what your KPIs are really trying to tell you. So, as I mentioned, step one is looking for patterns, not just numbers. So, usually like we have a book of business trend for all of our consultants. So we're watching certain KPIs on every single practice, all hundreds of clients that we have, we're watching it.   And we look at kind of like a three-month trail. So I want to see how are these clients doing? How are they doing compared to last year? Because that's going to tell us the whole story. Looking at it just monthly isn't really going to tell you a lot. Just like me tracking my metrics every single day. Well, it's not really going to tell me a lot. But looking at it over the course of time, I'm going to be able to see, okay, when my like as a female, when girls go on their period, guess what? They actually increase their weight because our hormones shift. So then I'm going to be able to start to see. I can actually start to tell without even looking at a calendar.   Which men, I don't know. My husband's like, how do you just not know these dates, Kiera? And I'm like, listen, and all the ladies are giggling, I don't freaking know when this thing's gonna come. It's not like an alarm clock on the 30th of the month that shows up, gentlemen. Okay. So for a female for us to be able to track because of our metrics going up, I'm able to tell when my period's coming much better than I used to be able to predict it because I'm actually watching and trailing that. But I've been tracking it for multiple months. So now I can see the pattern of what's going to happen. So with that.   A lot of men are also giggling, like, well, Kiera, I could tell you beyond just weight. It's probably your mood shifts. Hey, we women are emotional creatures, and I'm okay with that. All right. I hope you guys just enjoyed my like rant between men and women. And I hope you guys all got a good giggle because I did. But back to KPIs, I'm getting tangenty on you all. A single month's not really going to tell us the whole picture. We've got to look at this of like, cause you can have high production, low production. I look in January. It's really embarrassing when I'm showing a new client like an example of a book of business and showing them like,   How this client's trending. January always usually has a low collection. And I know that because December is usually a lower month, which usually means my January is a lower collection. It happens almost on every single practice. So you go down the line, all those buckets for us of every client usually is red on their collection compared to their production. Usually they're producing X amount, they're collecting, but their December is usually two weeks, sometimes three if we're lucky. But that tends to happen. So if I'm saying, like, my gosh, those collections are down.   Well, no, I need to look over this. Or if we're panicking because we have a slow week, everything's down. No, but we need to figure out like how we can actually predict this, how we can measure it. So what I like to do, and this is what our practices are doing, we're looking over several months. So usually like a quarter. Also, I'm gonna look annually because sometimes it's cyclical. Anybody have a September or an ominous October or a dead December? You're welcome. because it's either a September or an ominous October.   And some of my practices just have a genuine dead December. Like my practice in Hawaii, they must aloha over there. It is dead, dead, dead December. So we have to plan and prepare for that because I know it's just gonna be dead. So we're gonna look at this and we're gonna look at the trends over several months. We're also gonna look at cyclical, what's happening annually, or even like month over month, what's going on and what are kind of the trends. We're gonna compare our KPIs against the goal. So, what should this be at? Where are we at? And then we're gonna look for consistent movement. So   When I'm working with a practice, I'm not gonna say, all right, hygienist, we need to get our perio up to 30%. Let's look and see where they've been for the last couple of months and then let's increase it by a couple of percentage points. I'm not going from like I got a practice right now that's an eight percent perio. Woo! We gotta talk about some bloody profies over there. It's okay. I'm not stressed about it, but we do need to change that. We set a goal this quarter to get them up to 15%. And you might be like, Kiera, they gotta be to 30%. Yes, but me going from eight to thirty is psychotic.   You gotta go eight to 10 to 15, and we gotta be moving those KPIs in the right direction. Just like somebody losing weight, we're not gonna be like, all right, you need to lose 50 pounds in two weeks. Like psychotic. Don't do that. Let's make these realistic so people actually get the momentum and want to grow. So when we're watching this, look at hygiene reappointment, look at our case acceptance, but not in an individual week. Look at it over a month and like if I notice there are certain weeks, what was going on? Or if I was down, let's go dig into it and find out why. Was it just an isolated incident?   Did we not have enough hygiene? Did we have a lot of openings? Find out why this KPI is telling you this rather than it just being a well, that's annoying. Look at it as an early warning sign rather than a complete and total drop. This is going to help you predict future better off of today's numbers. So, like, what's our future gonna be? Like, use our numbers. Let's better predict. Let's look back at trends. It's going to help you. Patterns are going to tell you the story. Numbers are where we're going to start to like look into conversations. So   Looking for patterns, looking for true numbers. How's this going to go? So I would recommend a quick call to action today is go look at the last six months of KPI. So we're talking production, collections, overhead, profit. we wanna look at our case acceptance, we look at our new patients, we look at our AR, we don't look at our hygiene. Those are just some off the top. There's several others you can dig into. Like you can look at your schedule capacity, you can look at your answer call rate, we can look at our marketing, we can look at our new patients, but like look at our general ones that are gonna move the practice. And what are the last six months?   And identify a trend that's moving in the wrong direction. Okay. And identify a trend that's moving in the right direction. We don't just want to use this as bad information, like there's good information too. So what's happening there? Go identify that. But again, not just looking at one week, because one week, one month can isolate and it actually won't work. We've got an awesome office and we've grown them so much this year. They've added over 100,000 per month to their practice, and we're talking this as a very large practice. But I love their office manager because she's like, hey, last year we had this.   This is what we've got going on. We need to predict and project for this because we're going to be running into these issues. That is using your freaking KPIs. And that's what I would like all of you to get to. Okay, number two, every KPI should lead to a question. So one, we're looking at patterns. Two, these are going to actually ask questions. So we're asking why. Like I said, so collections are down. End of discussion. Instead, like, why are collections down? Did K and like you've got to think of it as like a trigger tree down. Like, I don't know.   Don't know what it's called. Like it's like it's like a family tree almost. Okay. So it's like a decision-making matrix. Here we go. So if our collections are down, what are the pieces that make up collections? Well, we've got insurance claims. We also have case acceptance. We have production. We have AR. Like those are going to be pieces that are going to impact. I know for a while all the insurance is like all of our collections were down across the board because one of the insurance companies were holding it up. Well, guess what? That's why our collections are down. But we don't just like   Say collections are down, go collect more. Let's find out what the root of this problem is to see, like, what is our collection? How do we get this back up? There was one office where the collection percentage is sitting at 58%. Well, they're not putting fee schedules in. That's why their collections don't look right. So, what is the reason for it? We gotta make, we gotta be curious. We also need to dig into the root problem, and then we gotta solve the problem, not just the symptoms. So, for that one when insurance was just holding up, not really a lot I could do with an asterisk. There actually was.   We could then start to do like let's call our patients that are fee for service patients, bring them in. Let's call in patients and fill our schedule with patients who are not on that insurance so we can boost up our collections. Like you might say, like, it's out of my control, but if you actually use this and look at it and get creative, any KPI, you can drive that number and improve that. So I really, really, really, really want you guys to ask like why five times before creating a solution. Okay. So pick a KPI and ask why and why and why and why and why.   And then create a solution. Like, so why is this? Why? Like, what about this? Like, what about this? Like, dig, dig, dig, dig, dig. I sound like Snow White. Dig, dig, dig, dig, dig. You're welcome. because this is going to actually help you guys figure out what is going on. And this is why consultants were so great. Because we ask the why. We dig to find out. All right, production's down. Why? Like literally every consultant knows when I'm looking at it. I want to know why. If a client's saying X, Y, or Z, I want to know why.   Tell me what's going on. What are we noticing? What are the pen patterns? And not just for this month, but what's been happening for the prior three months to it? Let's figure out why. So that way we can predict and change moving forward and actually fix the problem. If you're like collections are down, great, we're just gonna fix our over the over the counter collections. Well, if we're collecting fine there, we just solved a problem we didn't actually have. It could be insurance, it could be that we're not billing out, it could be that we're getting denials left and right on things. Why? Like what's getting denied?   Go dig there. So I really want you guys to one, you're gonna look back six months. That's number one, let's look for pattern. Number two, I want you to pick a KPI that's down any of them and start asking why multiple times before we create the solution so you can truly get to the root of it. And then number three is like KPIs should be for the entire team accountability. It is not just for owners. And I know this is very controversial. A lot of you come on calls with us to see if you want to work with us, and I'm like, cool.   We never roll out KPIs fully to the full team until you're ready for it. I do not believe that I should force a practice to look at numbers if an owner doctor is not comfortable with that. What I do believe though is owner doctors, let's share at least a couple of KPIs because if everybody knows their number, it's like a scoreboard on the ball. Like, can you imagine teams like basketball, football? We're going to football season. So maybe that's the one you want to talk about. Can you imagine if they didn't have a scoreboard and every person up there didn't have a metric? Like, no, they're all talking about their passing, they're running yards, they're how many games they've won.   That's what we need. Our teams need to know like what is their number that's gonna push us forward to the championship. So every single team member should know their number and they should be tracking it. I have so many office managers that are just awesome. They're rocking it. But what they don't do is they don't have their team track their KPIs. So then their hygiene's down, but no one knows it other than the OM. And then they're trying to convince that hygienist to do their period. Versus if I'm a hygienist and I know my goal is 30% and I'm noticing I'm at 10%, 11%, 12%, what we track and measure improves.   So this is going to really help your team. Like give each team member a number. And I know this sounds so silly, but like they don't even have to know the whole production. We just have to know like this is the number that you own. A scheduler. They've got to have their goal to goal every day. Like 90% of the days, I want us hitting goal. Treatment coordinator, non negotiable. Doctors have to be at goal every day, and they have got to hit our production goals every single month. Non negotiable. That's what they do. Billing, you should never have more than one month's worth of AR in there. Period. That's what they need to do. Non negotiable. Non-negotiable. Okay. Office manager, you got to hold.   Hold your overhead. That is your number one KPI plus everyone else getting their KPIs. Hygienus, three times your pay. That's what it is. Okay? That's your number. And that's on net, not gross. Next thing below that is gonna be pay you at 30%. That's your number. That's your metric. That's what you're gonna have. Dental assistants, you're my trickiest ones. Dental assistants, you need to be adding one same day or not being a popcorn assistant or getting referrals. Like you choose what their number is. But every single person owns it. Billers, less than one month's worth of AR and 98% collections. Everybody needs to know. Doctors, I need you producing what.   Like you need to diagnose three times what you want to produce. And if you're at five hundred dollars an hour, I want you to be at five fifty. You need to know what your dollar per hour is. And we need to make sure we're tracking this. I need you also diagnosing enough that we can close it. Treatment coordinators, what's your case acceptance? Like, but notice I didn't stay like I need you at thirty-five percent or I need you at fifty-five percent or ninety percent. No, treatment coordinator, I need you to get the doctor to go every day and to hit our production goal.   Very different, and a lot of us will be Well, you should get case acceptance. Well, guess what? They hit your case acceptance goal and not hit the actual outcome you want. So make sure the KPIs are directed to the outcome you want, not necessarily just a metric. So, and when everybody's owning their number, everybody owns the outcome, and we all are rowing to that championship score. So I would recommend at least rolling that. I don't care if they know anything else, but at least roll that out. So to quickly put this together, remember KPIs are the vital. We're gonna look at this before there's a problem. So number one, look for patterns. Number two,   Ask better questions, get to the why. And number three, create ownership and give everyone a KPI number. If this feels hard for you, or you're like, I know I should do it, Kiera. I just talked to a doctor who joined us. He's like, I know I need to do this, but I need some hand holding. If you're like that doctor, join us. He just reached out, he's got a consultant now. He's gonna have his whole life change and I can't wait. Office manager has no clue how to do this or implement this. Or maybe you do know how to do it, you guys are just not executing on it. Reach out. Hello@TheDentalATeam.com. I want to help you. So let's do this because KPI should not feel overwhelming.   For me, I needed a coach sitting next to me to be able to start tracking my metrics, tracking my weight, tracking my gains, tracking my macros. It was really freaking hard for me. And it took me two years to get to where I am. I first started out of like, let's just get to the gym three times a week. Then let's start looking at how much I'm lifting. Then let's go into tracking macros of just protein. Then let's go into tracking the whole kit caboodle of weight and metrics every single day. That was a process that did not turn overnight.   Otherwise, it would have been too hard. And so for you, let's just start small. It's like, and we as consultants set this up for you. You don't even have to do it on your own. So just start. I need you watching your numbers. I need that you to use those as metrics. And not for me, but for you. Because the more you know about your KPIs, the more you're gonna be able to make better decisions. You're gonna feel more confident and you're gonna be able to feel like you actually know your practice rather than being concerned about your practice all the time. So reach out if we can help you, because the right numbers can truly become your greatest leadership tools.   It doesn't have to be scary, but it can actually help grow your practice and have easier conversations. So reach out. I'd love to help Hello@TheDentalATeam.com. And as always, thanks for listening. And I'll catch you next time on the Dental A Team Podcast.  

Thinking about showing your work at an art fair but not sure where to start? In Part 1 of this two-part series, Kat sits down with Alex Mitow of Superfair to go back to the basics of selling your art in person. Alex has helped more than 5,000 artists show their work across 40+ fairs. He shares how to choose your first art fair, why your hometown is often the best place to begin, and how to price your artwork so new collectors can say yes. You will also learn how Key Performance Indicators (KPIs) give artists clear, doable goals that lead to sales, like meaningful conversations and new email subscribers. In this episode, you will learn: How to choose your first art fair with confidence Why a local, low-stress first show sets you up for success What KPIs are and how artists can use them to grow sales How to price your booth with a mix of small, medium, and large original works Why accessible entry points help you build a loyal collector base over time Get $250 off your Superfair booth Superfair is expanding to Philadelphia and Boston and now offers multi-fair bundles to help you plan your year. Book a call with the Superfair team to find the right fair for your practice, and mention Create! Magazine on your survey and discovery call to receive $250 off your booth. Book your call: https://calendly.com/d/cqt2-fkf-54v/15-minute-discovery-meeting Keep learning on Substack Pricing inspired one of our most popular Substack posts, and we continue the conversation there. Subscribe to join our creative community and get more resources for your art career: https://createmagazine.substack.com Coming up in Part 2: Alex returns to talk about curating your booth, starting meaningful conversations with buyers, and more insider tips for art fair success.

Strong leaders trust their people—but trust does not eliminate accountability.In this episode of The Level Up Podcast, Paul Alex breaks down how entrepreneurs can give their teams real autonomy without losing visibility into the performance and standards of the business.You'll learn why delegating responsibility does not mean abandoning oversight, how measurable KPIs and regular audits can replace constant micromanagement, and why transparent systems actually give your strongest employees more freedom to operate.In this episode, you'll learn:• Why blind trust can create dangerous operational gaps• How delegation and accountability can work together• Why measurable KPIs reduce the need for micromanagement• How verification can create more freedom for high-performing employeesThe truth is simple: You can trust your people and still verify the results.Set clear expectations. Track the right numbers. Give your team room to execute while making sure the standards never disappear.Your Network is your NETWORTH!Make sure to add me on all SOCIAL MEDIA PLATFORMS:Instagram: https://jo.my/paulalex2024Facebook: https://jo.my/fbpaulalex2024YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you:www.CashSwipe.comFREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com

Send us Fan MailYouth ministry can feel like a holy adrenaline rush. Packed rooms. Camp. Baptisms. Students responding to the gospel. The next Wednesday night is always coming.But what happens when you start needing the ministry as much as the ministry needs you?Dane Leake joins Zac for an unusually honest conversation about burnout, mental health, identity, and the hidden cost of chasing the next ministry high.Dane shares the story of his 2023 collapse, years of overwork, lack of sleep, caffeine, unprocessed grief, and tying too much of his identity to ministry outcomes eventually caught up with him. After camp, his body and mind effectively shut down. What followed included hospitalization, stepping away from a ministry he loved, and a long season of rebuilding his life.But this isn't just an episode about burnout. It's about learning another way to lead.Zac and Dane talk about the dopamine cycle built into ministry, the warning signs Dane wishes he'd noticed earlier, why a bad Wednesday can ruin your entire week, and the danger of confusing ministry success with personal worth.They also get intensely practical about what changed: real Sabbath, honest friendships, clear personal values, slower rhythms, letting go of outcomes, and learning to lead from conviction rather than KPIs.And the conversation eventually turns toward our students: if we're trying to disciple an anxious, screen-saturated generation, maybe our ministries can't simply offer them another adrenaline hit.This one is for the youth minister who loves ministry—but is beginning to wonder what ministry is doing to them.In this episode:• Why youth ministry can become emotionally addictive• The warning signs of burnout we tend to rationalize• Dane's 2023 mental health crisis and road toward recovery• Why your identity cannot rise and fall with Wednesday night• Sabbath as structure, delight, and resistance• Conviction vs. outcomes in ministry leadership• Why ministers need people who can see the “storm conditions” before the storm• Programming for an anxious generation without manufacturing emotional response• How to work hard without losing your soulYouth minister, you don't walk alone.YMB isn't just a podcast. It's a place to belong. Join a community of folks that share your calling.Support the showJoin the community!

On today's episode of the podcast, I'm sharing how the key performance indicators (KPIs) you track help you achieve your goals . You're invited! I'm hosting a free live training on October 1 called Plan Your Best Year. I'll be sharing my planning process and how you can get your business besties involved to achieve your goals with the help of community and collaboration. Sign up for Plan Your Best Year at Bradendrake.com/training This episode is kind of a part 2 to last week's so if you missed it, give a listen to 384 - How to Set Goals You Actually Achieve. On October 1st, I'm launching a mastermind, and the guiding light to that program will be KPIs and what to measure to track how you'll hit your goals. The ultimate purpose of this is to come up with long term goals and figure out what you need to do in the short term to get them there and know what to measure in order to track progress of longer and shorter term goals. What's a KPI? A key performance indicator (KPI) is a metric or data point that gives you key information about the health or current state of your business. To me, revenue is the mother of all KPIs. Your goals will dictate what KPIs to track. For example, if you want to increase your reach and brand awareness, you may keep an eye on your Instagram story views, and let that drive your social media decisions like testing poll stickers on your stories for more engagement or using different CTAs to try and convert more link clicks from your stories. Another KPI that's helpful to track is lead sources which you can do by asking your clients how they found you. This measurement was why we stopped the podcast, because we found a lot of our sales were made by people who said they never listened. Focus on priorities in your business so you know what to track, and where to spend your time. The better your tracking gets, the more you'll know where to spend your time. What types of KPIs should I track? There are three kinds - primary, secondary, and tertiary. The primary KPI is the topline number of the main thing you want to track. Let's take ads for example, If want to run ads to build my email list, the most important metric might be cost per lead because it gives a quick picture if the ad is costing me more than it's making me. I consider the primary KPI the bottom of the funnel, the end all be all number. It's the most important but also the least because what we really need to know is how we're getting to that number. If your primary KPI is revenue, you want to track how you're getting that revenue and what's converting. So your secondary KPIs might be the total number of people following you on social media the number of new email opt-ins you get, the number of podcast downloads, certain Facebook ads metrics, etc. KPIs vary by business, for example one-on-one service-based businesses may focus on inquiries or sales call conversion rates as opposed to products sold or average checkout cart value. To start tracking these secondary KPIs, it's time to move up the funnel another step to the tertiary KPIs. Let's say you start tracking your number of leads every month, conversions, and average value per client. Once you've started tracking data, you have more to compare it to. If conversion and leads is a secondary KPI, our tertiary KPIs would be data points that inform monthly leads such as Pinterest saves or TikTok followers. For example, if most of your traffic comes from SEO, you'll want to take a deeper look into the peaks and valleys of your blog analytics. Our goal here is not to track everything, it's to track what makes sense for your business. You can start tracking your conversion and average value per customer/client based on the lead source. You may find that while leads from one source may be plentiful, they only convert at 10% compared to 40% from another source, but that 10% conversion is taking 50% of your time. If you free up your time, you can spend it on higher-converting projects to bring in more money. I'm going to talk more about this on our live training that is going to be on October 1st. I'll try to come up with some new fresh examples for you all. And then I also want to ask you all to give some of your own examples to brainstorm what your main goal is that you're going to focus on in Q4 specifically and what couple KPIs you could be tracking in order to maintain or rack your progress. See you at the training!

Cameron discusses how practice owners can elevate their practices in 30 days or less by focusing on key performance indicators (KPIs) and understanding their practice metrics. He emphasizes the importance of tracking revenue, utilization rates, and conversion rates to measure success and improve overall practice performance. Hemphill also highlights the significance of having the right team dynamics and the impact of slight changes in KPIs on revenue growth. The episode concludes with a call to action for practice owners to adopt a data-driven approach to enhance their business.Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:Elevate your practice in 30 days or less.Understanding KPIs is crucial for measuring success.Every provider in a practice contributes to revenue.Utilization rates should ideally be above 70%.One KPI improvement can significantly boost revenue.Fast lead conversion is essential for practice growth.Slight changes in metrics can lead to substantial revenue increases.Team dynamics and proper training are vital for success.Show providers the math to clarify performance expectations.Practice owners should view their business through a healthy lens.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.

The yard may be one of the most overlooked areas of the supply chain, but its impact extends across transportation, warehousing, customer service, safety, and the bottom line.In this episode of Supply Chain Now, Scott Luton sits down with Adam Newsome, CEO of Lazer Logistics, to explore how greater visibility, intelligence, and action can transform yard operations into a strategic advantage.Adam shares how Lazer Logistics combines connected technology, operational data, AI, and decades of institutional knowledge to improve decision-making across hundreds of locations. He explains why visibility alone is not enough, how AI can help teams identify the “next right thing” to do, and why technology must solve real operational problems.The conversation also introduces “Uncle Phil,” Lazer's AI coaching tool designed to capture the experience of longtime operations leaders and make that knowledge available to managers at scale.Key Takeaways:The yard connects the supply chain. Inefficiencies between transportation and warehousing can affect the entire operation.Visibility must lead to action. Data creates value when it improves safety, productivity, service, and financial performance.AI needs operational context. Combining technology with institutional knowledge produces more practical guidance.People remain essential. Culture, communication, and hands-on experience are critical to operational excellence.Tune in to learn how Lazer Logistics is moving beyond visibility, scaling decades of expertise with AI, and creating a more connected, efficient, and human-centered approach to yard management.Additional Links & Resources:Connect with Adam: linkedin.com/in/adam-newsome-90a50a34Learn more about Lazer Logistics: https://www.lazerlogistics.com/Upcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Learn more about our hosts: https://supplychainnow.com/aboutLearn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkLearn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- Demand Volatility Isn't a Forecasting Problem: How One FMCG Distributor Released Capacity Without Capital: https://bit.ly/4r94YM6WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemWEBINAR- The Real ROI of AI Analytics in the Supply Chain: Better Answers When Everyone Starts Asking: https://bit.ly/3TpCX6uThis episode was hosted by Scott Luton and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/from-overlooked-optimized-rethinking-yard-management-1638 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Does your team feel out of whack? Tiff and Pam pull back the curtain on maintaining practice camaraderie by sharing where to find those daily wins. They discuss not only setting goals, but the most effective way to do so; how to best utilize morning huddles; why ongoing communication is critical; and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Tiffanie (00:01) Hello, Dental A Team listeners. We are so excited to be here with you today. We love taking over the podcast, giving Kiera a little break, and as consultants coming on. So you have both myself, Tiffanie and Pam here with you today. Pam, how are you doing this morning?   DAT Pamela (00:20) I am doing fantastic. How are you doing,   Tiffanie (00:22) Good.   DAT Pamela (00:22) Tiffanie?   Tiffanie (00:23) I'm doing good as well. At the time of recording this podcast, it is morning time for us, about 10 a.m. And it's just after a long weekend. It's nice and hot outside. It's 2026, so I don't even know what year you're listening to this in. but we are just excited to be here. We love starting our weeks out with you guys, with podcasting, with delivering awesome information, awesome content. And Pam, I think today's   Topic is something that is really beneficial for everyone. And listeners, we want to make sure that we're always delivering the best quality, that we're delivering the best ideas, and that we're taking the things that we've learned not only in our own extracurricular activities and our own time in dental practices and education, etc., but also what we're seeing in practices that has been   Tried and true, that's been tested, and that's worked for practices. And something that comes to light for us often is camaraderie, culture, making sure that a team is really, really working together as a team and not just kind of like department by department or me here for myself, that kind of thought process. So today Pam and I are gonna be reviewing some pieces that we feel like we've   really nailed in within consulting and within, you practices of our own that really helped to establish that. And Pam, before we get started too much, what are you seeing in your consulting that you feel like kind of comes in alignment with this? What what are what are doctors saying? Why does this idea of really bringing together that camaraderie and that culture piece, why does this seem to be relevant for us today?   DAT Pamela (02:12) Yeah, I mean that culture piece is huge, right? It's it's everything in a ball and how do we describe that? It's really difficult to describe, but you know it when you experience good culture or a poor culture in especially in a dental office. And I think that alignment, everyone knowing what they're working for is and working towards is super, super important.   Tiffanie (02:37) Yeah. What do you feel like when you see an office that's not in alignment that maybe isn't having those shared goals or shared wins, things like that? What kind of things are you seeing happen because of that? Like what are the negative impacts of team members not being ali in alignment?   DAT Pamela (02:54) Yeah, that's a a really good question, right? It's I think what I think everyone in the practice needs to know what that vision is, right? And when it is when the vision does not turn into daily habits, then that's where alignment or misalignment happens, really, right? destroying momentum is what I see. Destroying that alignment is constantly changing, right? If you're the leader and you're   constantly moving the goal, you're constantly saying, well, t we're gonna do this today and then tomorrow we're gonna do this. And you're just bouncing around. That's really difficult. So it doesn't matter what you decide it is, just stick to it and talk about it every day. So the pro that's a big issue that I see. Like a lot of doctors and office managers just feel like they, okay, here's what we're here's our daily things that we're working on to get to the vision that we've created.   But they don't talk about it every day. And it it   Tiffanie (03:55) Yeah.   DAT Pamela (03:55) it's it's just something that you have to do, whether that is a one, two, three, here's our focus, three focuses for the month, one focus for the month. It doesn't matter, but you have to that's that's a big issue in a lot of practices. inconsistency, right? Then that would kind of be in the same vein as that. When you know your doctor says, okay, I'm gonna be at Huddle every morning.   And then it happens for three days and then not for two, and then it happens for three more. So that it's it just says it's not important, right?   Tiffanie (04:29) Mm-hmm.   DAT Pamela (04:30) another another thing I see is I I again it kind of goes back to too many initiatives create confusion. So simple f simplifying it and giving one or two things that we're doing, accomplishing this day, week, month, whatever that is.   Tiffanie (04:51) Yeah, no those.   DAT Pamela (04:52) Yeah, I   I yeah, and I you know, I don't think teams really fail from a lack of information.   Tiffanie (04:59) Mm-hmm.   DAT Pamela (05:00) perhaps they feel f they fail when there's a lack of focus.   Tiffanie (05:05) Mm-hmm. Yeah. And today we're talking about daily wins. Like how what how do daily wins help the progress of the practice? And how do daily wins help keep us in alignment? And some of the pieces that I think I see that come up that show us that this isn't happening, that shows us we're out of alignment and shows us that maybe some of those pieces that you were speaking to, Pam, are happening as when a doctor comes and they're not profitable.   they're they're not able to find the profit or they're not able to fill the schedule or they feel like their schedule is full, but it's hectic, they're not reaching goals, or maybe they don't have goals, or some of the biggest pieces, or I have a lot of clients that will come and say, gosh, we need more new patients, but then we look at the schedule and I'm like, Well, where are you gonna put new more new patients? So it might not be an acquisition issue, it might be a scheduling issue, but though those pieces really kind of point us in the direction.   of a misalignment and that misalignment is typically going to like to your point, Pam, be really related to the goal setting and the clarity around the goals. Like you said, they they don't always need more direction, like more words, but they sometimes lack that clarity that creates that confusion. And really, maybe not confusion so much as to like our monthly goal is 150. Like we need to hit 150,000.   But maybe confusion on what is a priority. So when we don't have that clarity, when we're not all rowing in the same direction, we're not talking about it frequently, we start to make decisions that are based on what's easiest, what's gonna clear up the busywork in front of me right now that may not be moving the needle forward when there's maybe an option for something that could move the needle forward. And I just put that on the back burner. And what I mean by that is maybe   Maybe I'm cleaning up a protocol because it's a little messy and a little confusing, but there's a patient who's just called to schedule treatment and I said, you know what, I'll call them back. I need to finish this first. But my priorities are a little out of sync there and out of alignment with what the actual goals are. And I think, Pam, when clients come in and they say the schedule's, you know, a schedule's one of the top things that clients come in and and talk to us about or that we get   random emails from our listeners at Hello@TheDentalATeam.com. You guys send emails all the time, please continue. We love those. But we get those emails that are like, gosh, my schedule's full. I'm not hitting goal. My schedule's full. It's chaotic and it's crazy. My team doesn't know how to deal with the chaos, right? I don't, my team doesn't know how to mitigate the chaos. and a lot of those pieces, to your point, Pam, can be discussed daily multiple times. So   When you're helping a team find that alignment, Pam, where's one of the first spaces that you help guide them to speak of those daily wins?   DAT Pamela (08:05) Yeah, I I mean it's it's really like when you're setting your goals, setting those KPIs and and setting your goals, it's it's not only saying we are gonna do 150,000, this is our monthly goal, but it's how do I get there? Me as one person in the practice, right? So you know, that that momentum telling each individual, like, okay, your job is this today. So   For example, if you were to set your vision as being like, okay, we want healthy patients, a happy team, and exceptional dentistry, right? That's not giving me a lot to go forward. So it's making sure within those goals, let's say it's 150,000, that you do actually say, and this is your job today. We are going, you're going to be looking for all the opportunities that we have. If something comes up, make sure you let everyone be aware. So   It's keeping that communication, I think is a big part of it. And really and and it is like to your point, Tiff, it is something you can talk about every day. Like are we staying on task? Are we staying on priority? And you know, we can do the tasks, yes, but the priority is production today, right? So or   Tiffanie (09:23) Yeah. Yeah.   DAT Pamela (09:24) the priority is you know   Patient experience. What whatever that is that you're doing, but you have to describe exactly what each team member needs to do.   Tiffanie (09:34) Yeah. And that can come down too to like their job descriptions being super clear, right?   DAT Pamela (09:38) Mm-hmm.   Tiffanie (09:38) So if I'm a scheduling coordinator, I know my goal of my position is that the schedule is full to goal, right? So taking that monthly goal and then breaking it apart into weekly and daily goals and then putting it into perspective per position. So if I'm a scheduling coordinator, I know the hygiene schedule needs to be scheduled to X amount of dollars and I know the doctor's schedule.   For a doctor, each doctor is probably a little bit different, needs to be scheduled to X amount of dollars. And so then celebrating those wins daily is hey, guess what? We were scheduled to goal yesterday. Or hey, we were a little bit under goal yesterday, but for the month, we're ahead. Or we're a little bit under goal, and I know we've got three holes in the schedule today. Let's fill those and let's assign out how that's going to work. And Pam, I think that's what you mean too, with the morning meeting, right? Is looking at those wins and then saying, hey.   these things need to be done today. Let's assign them out and make sure that someone's responsible. And something as you're speaking, Pam, I'm thinking, I've seen this really, really off like off day, like it's frequent, frequent thing where teams come together for the morning huddle and we've got our back office that talks through you know, health histories, unscheduled treatment, needs for the back office for the patients. We've got our front office that talks about holes in the schedule.   talks about the financials, are we on track or off track? And then we split, right? So the so we say this is all the unscheduled treatment. We say, cool, this is all the holes, or hey our patients, our patient at 10 a.m. needs this thing. And we're like, okay, cool. And then we split and nothing applicable happens with the data that we just spoke about. We just kind of say, okay, great, we had our morning huddle, we're all aware, and it does it's just gonna happen. Right. So we kind of lean on the like universal   it just will happen and fall into place. and oftentimes they're not assigning those things out. So I think Pam to your point is saying, hey, this patient at 10 AM he needs a call to make sure that they took their pre-med or they need to remember to bring in their night guard or their retainer because we're we're delivering a crown today and we need to make sure it fits. So Pam, will you call do you have time this morning to call that patient and make sure that they have that reminder? So we're really   like divvying out and assigning those things so that we can win and we're all working as a team because I know a lot of times PM the front office thinks, well, it's a patient coming in on the schedule today. So that dental assistant needs to call that patient. The dental assistant is like, we don't get on the phone. The front office does the phone call. So me saying it means automatically that the front office is going to take care of it. But that mismatch communication in the middle is where we get a skew from alignment.   DAT Pamela (12:18) Yeah, and and to exactly to that point is, you know, even if there are holes in schedule in the schedule, sometimes people need to know what is important to do. So, hey   Tiffanie (12:29) Mm-hmm.   DAT Pamela (12:29) guys, we have a couple of openings coming up this week and dental assistants, can I get you to make some phone calls today?   Tiffanie (12:38) Yeah.   DAT Pamela (12:39) and just really directing what is important. Like, yes, they need to, you know, stock the rooms and and and this and that.   but what is important today because our ultimate goal is to schedule 150 this month and we're down or we're up or wherever we are, and let's keep focused on what is going to move us forward.   Tiffanie (13:00) Yeah. Yeah. Keeping our goals, our our eyes on those goals and then making sure we're taking the steps that are going to get us there and communicating those things. So it doesn't always have to be like a set, this is how we get there every day, like this these are the things you do. We're gonna have adjustments and changes and making sure that we're communicating those. So I think Pam to your point there, like that alignment and keeping that momentum every day.   Celebrating those wins is that right there. Like we're assigning things out, we're discussing them, we're making sure we're all in alignment, and then we're celebrating, hey, guess what? Because of the work that we put in, because we assigned them out, because we knew what we were doing, and everybody had a daily goal, we were able to reach this. And so that continues that momentum, and they see the fruits of their labor are creating change. And Pam, with that, I know I've seen this a ton, and and you probably have too.   Teams get like stale and stagnant when they don't have that, right? When they're not talking about alignment and not talking about those things, but they're also not seeing, that thing I did created that change or pushed that needle forward. Because when we do get in that, like just checklist, right? Like I'm just checking my boxes and I did my stuff today and I'm out of here. We don't have that sense of ownership and that win when we can see.   Hey, this isn't actually moving the needle. Like these things that I'm doing, they're not it's not moving it. I'm gonna adjust it and do this. And then we see that win. Then we can really gain the personal momentum and that creativity in the space. Do you notice that as well, Pam?   DAT Pamela (14:42) Yeah, it's it's moving or I guess focusing your mind on those things that are a lot of busy work and yes, those things are super important. But also it's like keeping like you're saying, just really focused on what is it, what is our ultimate goal this month? Maybe our ultimate goal is to hit that one fifty. So that means that even by the hour, sometimes we're saying, Hey, we got a cancellation. Does anybody   Can we think of a patient that we can put in there? I mean, just like anything, keeping your back, so your back office doesn't have to come up and go, hey, what happened? shoot, our goal, you   Tiffanie (15:20) Yeah.   DAT Pamela (15:20) know. just keeping that communication. So, you know, if if typically let's just say it's an office manager or front office lead person, keep that communication going between front and back. Get up, manage on your feet, look around, see what's happening in the office, and then just   visualize what is that ultimate goal that we need to accomplish today, this week, next, this month, whatever that is. And you know, also you mentioned something recognizing those wins is super, super important. And it may be you recognize somebody for something that they did almost right, you know, just   Tiffanie (16:06) Yeah.   DAT Pamela (16:06) not wrong.   So it's get used to finding things right that people are doing and that behavior will get repeated. And I know that's a hard thing to hear because it's a hard thing to do. for for some people, some people it comes pretty natural, but you know we're so busy as leaders and dentists that it's difficult to do that. You're in your you're in your space. but even as an office manager, a lead, hey guys, that was awesome. We did so good.   Those kind of things get repeated when you mention them.   Tiffanie (16:39) Yeah.   I agree. It makes me think of my home life, right? And I I say this a lot. And   DAT Pamela (16:45) Mm. Totally.   Tiffanie (16:47) what we try to do is we try to recreate this entire wheel in the workplace because we're at we're at work. It's gotta be totally different. But like people are people and how we operate, how we think, how we behave, right, is pretty similar no matter where you're at. You're still the same person. And so   DAT Pamela (17:05) Right.   Tiffanie (17:05) I try   to think of like what works for a family, what works for my family and for my family every night at dinner and make the kids tell me what their favorite part of the day was. Because their first, you know, the first words are, school sucks. I hate school. Why do I just sit there all day? Why do we have homework? This sucks. Why are we doing this? And I'm like, cool,   DAT Pamela (17:21) No.   Tiffanie (17:21) what was awesome today? Like what about today was amazing. And sometimes it's at lunch, right? I got pizza at lunch. I'm like, Well, that's cool. You wouldn't have pizza if you were home, you know? But like   Taking those wins every day and seeing looking teaching someone to see and look for the positive because it's so easy. There's so many things that you could change about every single day, no matter where you're at. You go to Disneyland and be like, this could have been better. Right? You go in you go to Europe and be like, This could have been better. Absolutely anywhere you're gonna find that. That's the easy part. The hard part, like you said to your point, Pam, is finding the amazing places. Where do we do really well? So great.   We didn't hit goal yesterday, but you know what we did do? We made a load ton of calls, and those calls are gonna turn into calls back for future schedule. We may not have hit goal, but we got the whole practice deep cleaned, right? How many times as a dental assistant did I clean those operatories? Because we had that hour, you know, every six   DAT Pamela (18:23) Yeah.   Tiffanie (18:23) months something comes about, and I'm like, great, we had a cancellation. Deep clean, ladies, like get get these suckers cleaned up so.   There's always gonna be, there's always a space for the positive. And to your point, Pam, if we can keep our eyes on the positive, noticing, noticing what we didn't hit. So we're not forgetting about our goals and we're not saying, it's fine, we didn't hit goal. It's not fine, but let's look at the progress that we did make, the work that we did put in that's going to help us get to those goals and figure out what else can we do? So cool, this worked, let's keep repeating that. You know what? This one actually didn't work.   So like don't repeat that. Don't keep doing something because it's something we've always done. Let's not repeat that and let's replace it with something that could work better.   DAT Pamela (19:09) Yeah, yeah. You know, for some reason I just went to a a quick way to do this, and and many people have heard this before, but doing an end-of-the-day high five huddle,   Tiffanie (19:19) Yeah.   DAT Pamela (19:20) right? So the the second a lot the very last person leaves, you know, your patient leaves the office. I had one office that they the office manager would ring like this bell and   Tiffanie (19:32) Yeah.   DAT Pamela (19:32) er everyone would literally drop what they were doing and run to the front desk and they'd all stand together and it   took two minutes to do   Tiffanie (19:40) Yeah.   DAT Pamela (19:41) and they would say, my gosh, I saw, you know, Jackie was helping Susie today and she helped clean a room. That was so awesome of you to do. Or somebody says, thank you so much for assisting with that patient. That was very difficult and I appreciate you know what you did. Really fast, a quick five minute like, how did you see, how did you show up today? What did you see from me? What did I see from you? And   you know, helping teams do that in a quick end of the day, five minute huddle, then you're back to doing your thing. It ultimately leads to, I guess, change management, what   Tiffanie (20:19) Yeah.   DAT Pamela (20:19) you would say, and and helping the team adop adapt like a maybe a different way of thinking, a different way of doing and and wow and and really making making the change be what is what is the thing that we're focusing on. You know, this   Day, month, week, whatever.   Tiffanie (20:39) Yeah, I love that idea. And really it like ends the day on a positive note, which then progresses you   DAT Pamela (20:44) Yeah.   Tiffanie (20:45) to start tomorrow on a positive note because you left thinking about the good. So I love that idea. I think that's phenomenal. Awesome.   DAT Pamela (20:52) Yeah. Yeah.   Tiffanie (20:54) Well, I think that we could pretty much sum up our action items with making sure you know your goals that you're talking about your goals frequently. And doctors, I know there's a few of you out there that are like, You guys are nuts, I'm not talking to my team about my numbers. Call us, please.   call us. We are huge advocates for making sure everyone knows the direction that you're rowing. So call us and let us help you figure out how to get those numbers over to your team. So know your numbers, talk about them often and allow people to have those wins. Talk about wins. Morning huddle, great place to talk about wins and I love this idea of an afternoon huddle. You can do a quick 10-minute morning huddle and then do a quick two to five minute afternoon huddle. I love the bell. I've also seen like the easy button from Staples. Whatever   DAT Pamela (21:35) Mm-hmm.   Tiffanie (21:37) I know I know there's actually a team I had Pam that did a song. So they would put this specific song on the radio and as soon as that song came on, as like Michael Jackson or something, right? They would all come running to the front. So end-of-day huddles   DAT Pamela (21:49) I love it.   Tiffanie (21:50) can be really fun. and and no matter what, making sure that everyone has that clear direction and that things are being assigned out. So those would be those would be our three action items today. Go make sure that you're doing those things. If you're doing those, you're like, okay, ladies, this is phenomenal, but I'm still missing something.   please reach out. Hello@TheDentalATeam.com. You can head over to TheDentalATeam.com You can sign up for a quick little meeting with us. Like we love to just give as much as we can. So allow us that space if you need that help. Even if you say guys not right now, I'm not ready for full consulting. We're still here to help give you some guidance and direction and we want to. So please reach out. Drop us a five star review below. We love hearing from you guys. Pam, thank you so much for   DAT Pamela (22:34) Thank you.   Tiffanie (22:34) busting out   this podcast today. It was so much fun. I love picking your brain. and I really love talking momentum and team stuff. You have a knack for that and a knack for the consistency in it. So anyone who gets   DAT Pamela (22:47) Thank you.   Tiffanie (22:48) to work with Pam, you're very lucky. You are going to become an insanely consistent practice and be able to see within those consistencies areas that yeah, I'm being consistent but it's not getting the change that I want. Pam's awesome at being like, cool, then stop doing it.   Let's do something different and do it consistently and watch the change, which I love. It will happen. Yeah. And it happens too   DAT Pamela (23:03) Yeah. Exactly. Exactly. 'Cause it will happen. It will it will happen. Yeah. It just it is   Tiffanie (23:12) where it's like it is getting it. And then all of a sudden it's like, it's not working anymore. You know, yellow pages don't work anymore. Phone calls aren't always   DAT Pamela (23:18) Yeah.   Tiffanie (23:20) our best bet anymore. That's okay. So I get it. You're welcome.   DAT Pamela (23:22) That's true. That's true. Thanks, Tiffanie. Yeah.   Tiffanie (23:26) Thank you, Pam. And listeners, sign up today. If you're lucky enough, you may get Pam.   And there's a few of the ladies here that are ready and willing to help you talk numbers, talk change, and really just propel your future. Okay, that's a wrap. Thanks everyone. We'll catch you next time.   DAT Pamela (23:44) Hmm.   Bye.