Podcasts about whiteboards

Jamie and Drance discuss the Vancouver Canucks' coaching “search,” and why it increasingly feels like the organization may move directly into negotiations with Manny Malhotra instead of conducting a lengthy external process. The guys debate the importance of trust, familiarity, and organizational alignment when promoting an AHL coach, while also questioning how much true change has actually happened with many of the same faces still remaining in the front office. Plus, the Whiteboard dives into a major war room scenario involving a potential trade-back offer from Calgary that could allow the Canucks to stockpile draft picks as the rebuild continues. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance react to the Vancouver Canucks officially firing Adam Foote, breaking down why the move became an increasingly obvious outcome as the season spiraled. The guys analyze Foote's deployment decisions, defensive structure, handling of young players, and why the overall environment and practice habits raised concerns throughout the year. Plus, they discuss why Manny Malhotra now feels like the overwhelming favorite to become the next head coach, how the organization's new direction could impact the draft, and why Drance believes pairing Manny with Caleb Malhotra would create unnecessary complications. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie reacts to the growing fan skepticism surrounding the Vancouver Canucks' new leadership group, while arguing this regime feels fundamentally different from previous eras. He discusses tangible reasons for optimism, including the organization's renewed focus on rebuilding trust with fans, reconnecting with the community, improving media relations, and fully embracing a long-term rebuild. Plus, he dives into listener suggestions for what the Canucks can do immediately to build confidence in the new direction, from the practice facility project to coaching decisions and front office changes. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance react to the Vancouver Canucks officially ushering in a new era with Ryan Johnson set to become GM and the Sedin twins expected to take over as Co-Presidents. The guys debate whether this truly represents meaningful organizational change, why the Sedins are stepping into such demanding leadership roles now, and what questions still remain about authority and structure inside the front office. Plus, Drance explains why surrounding this new regime with experienced voices will be critical as the Canucks attempt to reset the franchise and rebuild trust with the market. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance break down the evolving power structure inside the Vancouver Canucks organization, with expectations that the Sedin twins could sit above Ryan Johnson in the front office hierarchy. The guys debate how much authority Johnson will truly have, whether the Sedins will allow him to fully run the rebuild, and who ultimately answers to whom as the organization reshapes itself. Plus, they discuss the harsh reality facing the Canucks: embracing a painful rebuild may be the only path toward landing the elite talent needed to truly change the franchise's future. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie Dodd and Thomas Drance discuss mounting reports that the Vancouver Canucks are nearing a decision in their GM search, with Ryan Johnson emerging as the likely choice. The guys examine what this could mean for the organization's structure moving forward, including the future of Abbotsford and the potential influence of the Sedins behind the scenes. Questions also remain about Evan Gold's status after reports suggested he would not stay on if Johnson is hired. As the search appears to enter its final stage, the focus shifts toward what kind of leadership group the Canucks are ultimately building. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance open the show reporting that the Sedin twins have accepted a larger role within the Canucks organization. The guys discuss their role within the Front Office, why they would do this, and how they can succeed. Plus, what does this mean for the future of the Canucks Front Office? This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie Dodd break down what appears to be the endgame of the Vancouver Canucks' GM search, with growing momentum around Evan Gold and Ryan Johnson emerging as the other major contender. Jamie discusses whether the organization could realistically find a way to bring both into the fold and what each candidate would represent philosophically. While the Canucks appear to have completed an extensive search process, Jamie believes there may still be a missing piece to the puzzle. Plus, debate over which direction gives the franchise the best chance to execute a proper rebuild. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Don The Stat brings up its 100th Match Preview episode as Essendon heads north to face the GWS Giants at ENGIE Stadium. After a tough 64-point loss to the reigning premiers Brisbane, the boys break down what went wrong, from the alarming centre bounce numbers to Essendon's inability to contain Brisbane's uncontested ball movement. There's discussion around the development of the Bombers' young core, the impact of Sam Durham's return to the midfield, Nate Caddy's fiery comments, and whether Essendon's current midfield balance is sustainable. The episode also dives into: The leaked Brisbane whiteboard and the fallout from it The media treatment of Ben McKay Brad Scott speculation and reaction to recent reporting Injury updates including Saad El-Hawli and Brayden Fiorini Why GWS has regressed in 2026 despite strong contested numbers How Essendon can exploit the Giants at stoppage and territory Plus, the boys reflect on reaching 100 Match Previews since Don The Stat began in 2022 and what the journey has meant to them and the Essendon community. Go Dons. _____   Watch 'The Moment that Mattered' and listen to our Post Match First Thoughts exclusively on Patreon at https://www.patreon.com/donthestat Don The Stat Website: https://www.donthestat.com/ Follow Us on Twitter and Bluesky: Jono at twitter.com/JonathanJWalsh / https://bsky.app/profile/jonathanjwalsh.bsky.social Ian at twitter.com/Kyptastic1 / https://bsky.app/profile/kyptastic.bsky.social Don The Stat Facebook Page - https://www.facebook.com/donthestat Follow Don The Stat on Instagram - https://www.instagram.com/donthestat?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==

Jamie Dodd and Thomas Drance discuss the ongoing waiting game surrounding the Vancouver Canucks' GM search, with expectations growing that the organization's leadership structure will look dramatically different moving forward. Evan Gold continues to gain momentum as a candidate, with Jamie officially planting his flag behind the fresh perspective he could bring over internal options like Ryan Johnson. The guys also debate Jim Rutherford's future role and whether the organization is finally pivoting toward a true rebuild philosophy. Plus, a draft war room scenario as Vancouver holds the third overall pick and considers Seattle's offer of 7th and 26th overall. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie Dodd and Thomas Drance react to the Vancouver Canucks landing the third overall pick, missing out on lottery luck but still positioned to add a high-end talent. With Gavin McKenna viewed as a near lock at first overall, the focus shifts to taking the best player available and making the most of a rare top-three opportunity. The guys also touch on the sting of San Jose picking ahead and what it signals about the Canucks' competitive timeline. Plus, updates on the ongoing GM search, including Ryan Johnson, John Madden, and uncertainty around Jim Rutherford's future. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Drance open the show discussing the latest around the Canucks GM search. The Pierre Dorion story is not going away, is there a strong possibility he will become the Canucks GM? Plus, the guys report on which other names are still being considered for the job. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

https://youtu.be/oPA1dSUab9Y James Green, CEO of Cognome and former Pixar executive under Steve Jobs, is driven by a deep curiosity and a pull toward ideas that can create massive impact. From early internet ventures to mobile innovation and now AI in healthcare, James has consistently aligned himself with transformative trends. In this episode, he shares hard-earned lessons from scaling multiple companies and introduces a simple but powerful framework that explains why many startups struggle to grow beyond their early stages. We explore James' 3-Stage StartUp Growth Framework: Whiteboard Phase, PowerPoint Phase, PDF Phase—a model that captures how organizations must evolve as they scale. He explains why early-stage chaos is necessary, how structure begins to take shape in the middle phase, and why standardization becomes critical at scale. James also dives into the toughest leadership challenges—especially making difficult people decisions—and shares why aligning with strong market tailwinds and creating “pull” from customers is essential for sustainable growth. — Grow Your Business in 3 Phases with James Green  Good day, dear listeners. Steve Preda here with the Management Blueprint, and my guest today is James Green, the CEO of Cognome, a health tech company that is solving the problem of how to manage different AI models that are being deployed in healthcare today. Earlier, he worked as a vice president at Disney. He worked directly under Steve Jobs at Pixar, and he has had at least six other CEO roles in ed tech, media, and healthcare. Welcome to the show, James.  Thank you very much. Delighted to be here.  Yeah, super excited. And Steve Jobs—you don't often have people that have known Steve Jobs now even Tim Cook has resigned. Yeah. Yeah.  And it’s 13 years, I guess. Steve Jobs is being gone. So what was it like working with the man? Was he a difficult boss?  First of all, most of the things you hear about him are accurate. So it’s not one of these things where you hear a lot about Steve Jobs and actually the man was totally different. So most of what you’ve heard is true. And I’ll give you one short anecdote sort of before we go on, which is something that I always found incredibly impressive about him. When you work for him, if you disagreed and said, “Hey, you want it to be white, I want it to be black,” without hesitation he would say something like, “Here are seven reasons why you're wrong.” First of all, before we go into those seven reasons, what’s impressive about that is he had a number and he stuck with it.  And it happened in seconds and he didn’t know before. So if you think about that, it’s hard to keep all of that in your head. So the guy was just super, super clever. And then he would list them 1, 2, 3, 4, 5, 6, 7, and you’d be out. Like it’s done. It’s like, “Oh, damn.” So yeah, he was unbelievable human, and it was an honor and a privilege to have worked with him.  Yeah, well, that's awesome—to talk to you, having worked with him and having some direct experience. Definitely not an easy boss when he has seven guns to shoot you down. Yeah.  But there's a lot to learn. I mean, you learn the most from these kinds of bosses.  Yeah.  So let's get into the question—which is normally the first one, but this is the exception: What is your personal “why,” and how are you manifesting it in Cognome, James, and in your previous jobs?  Yeah, I've thought about this a lot. I've tried to come up with what my “why” really is. And what I’ve come up with is I can’t help myself. And I’m going to go through examples of it and what I mean by that. I pay a lot of attention to the world. I pay a lot of attention to what’s going on. I get very seduced by new ideas and new things and things that I think will have big impact. And once I start thinking about it and thinking about what that impact is, I cannot help but start getting involved in it. That sounds very abstract, so I want to try to make that super concrete. So when I was working at Pixar, for example—the internet was being born. This is the late '90s.  I couldn't help myself. I started an ad-serving company called Sabela Media. That company got sold to 24/7, then to DoubleClick, which later got acquired by Google. So the internet was there. I had to do it. I had to have something in it. Then after that, I was thinking about what to do next—and mobile phones, if you remember, were still flip phones, mostly used for texting. The second company that I did was putting content onto those phones. It just seemed obvious to me—I couldn't help myself. I saw the opportunity, and it clearly worked. That company was called GiantBear. It was sold to BlueCora. After that, there was this crazy innovation going on in television of all things with effects. Now, again, we take these things for granted. We’ve got AI creating things all day long, back in the day, we didn’t. So I ran a company called PVI, which is famous for inventing the first-down line you see in football games. So that was kind of the very first virtual object you saw in live things. Again, it may seem like, oh, that’s an everyday event, but back in the day it was totally not. And I think it opened up football to many more people—you no longer needed the chain crew to understand what was going on. And then if we fast-forward—there are a few things in the middle, but I don't want to bore everyone—to where I am today at Cognome. I even wore my little Cognome shirt so I could advertise it throughout the podcast.  Yeah, that's smart. I have to do that.  AI is clearly the big thing today. But for me, intellectually, it's not enough to just say, “I'll do an AI model,” like everyone else. For me, healthcare is one of the areas that AI will have the biggest impact with. Healthcare for a lot of reasons has been a laggard technologically for specific things about how they store data, so it hasn’t been adopted things like multi-tenant SaaS, because the data has to stay local and things like this. So AI will revolutionize it. And AI will make decisions about whether people live or die, right? So it's really consequential. And for me, the question is—how are you going to manage that? That's a super interesting intellectual opportunity. And so Cognome ExplainerAI. So my “why” is: what's going on, what's interesting, and what's changing the world? And the beautiful thing about that is you get a “rising tide lifts all boats” situation. You're not fighting against a trend—you're moving with it. The whole world is rising, and you can be part of that. That’s sort of my “why”.  Yeah, so basically—in other words—it's about coming up with revolutionary ideas and implementing them?  Yeah. I mean, I want to make an impact in the world. I want to make a difference. I'm not a very religious person—in fact, not at all. So I believe our time here is limited. I want to make a difference. I want to be part of what's going on. So yeah, that's my “why.”  Yeah—tapping into trends. Well, that’s great. I mean, don't know if it's a “why,” but making the most of the opportunity to be here and maximizing impact—that's a huge one. Love it.  Yeah.  STEVE PREDA: So let me segue to the next one. This podcast is all about frameworks. So the objective here is what’s a shortcut that you can teach the listeners that they can implement in their business? So what is your “shortcut” to success? Maybe “shortcut” is the wrong word. What is the framework you use to interpret the world, understand it better, and make decisions?  Yeah, this is another thing I struggled with a little bit. So I listened to your questions, and I tried to make my answers really personal. I'm trying to be authentic—this is what I actually do all the time, as opposed to this is what I’m doing at the moment, or this is what I did for a second. The truth is, frameworks come and go. There are a lot of frameworks out there. I've probably used 15 different sales frameworks. I mostly operate in the B2B world, so there are lots of frameworks you can use—for example, in sales. But I tried to think of something more consistent—a framework I've used across every company I've worked with, all the time. And the one I always come back to is about growth. So what I want to talk about is: how do you manage a company that's going through growth? Because it's not obvious—and I do have a framework for it. And unlike some of the other frameworks—like something McKinsey, Bain, or someone’s invented this framework and you are adopting it. This is really pretty personal to me, and I’ve adopted various little things about it. There are these two ideas that live in parallel. One is in the sales process, where I think companies go through this idea of, I call it a Whiteboard sales process, a PowerPoint sales process. And forgive me for being a little dated, but a PDF style process, something you can’t change. And at the same time, they go through these stages where you are a small company, a medium-sized company, and a larger company. Think of it roughly as fewer than 12 people, then 10 to 75, and then 75 to 100 and beyond. And I’ve managed all of these sizes. And what’s interesting about these is that if you don’t have a framework to manage yourself through these stages, you’re going to fail. You as a leader will be replaced. I personally have replaced leaders who cannot go through those kinds of things. One of the things I've done in my career is act as a sort of hired gun for VCs. They make an investment, and then they bring me in to replace the founder if they haven't been able to navigate that growth stage. And so the framework works like this. When you're starting a company—what I call the “whiteboard” phase—what you're selling is a little different every time. And the consequence of that inside the company is everyone is doing everything. It’s a little chaotic and it’s okay. Like, less than 10 people, it’s okay. It’s okay that the finance person is doing a little selling and the engineer is doing a little marketing. It’s okay, because you only have 10 people maybe. When you go into a client, you are sort of inventing yourself as you go. There's always that first client where you're saying, “I think we should do this. This is how I'm going to help you make money, save money, or do something better.”  You’re figuring things out. Yeah.  And maybe there's some pivots in there. Maybe there isn't. Not everyone gets to be Google and get it right the first time, but you’ll see. In the end, you start getting things right. And then you go through what I call the PowerPoint phase. So what this is—you now have more than 10 people. It kind of isn't okay that the sales guy is doing finance, or the engineer is doing marketing. You actually have people in their swim lanes. I call it the PowerPoint because you've built PowerPoints, so you’ve got slides that you can use and it’s replicable. Guess what? You tend to tweak them for each client. You are still—you know what—the way you're selling to… I don't want to make a stupid example up—Home Depot is still a little different than selling to Lowe's. You know that—even though it should be exactly the same—it's still a little different. You're tweaking it each time. You're moving slide three to slide seven. Sometimes you don't show slide 10. You're still tweaking it.  Yeah. I relate to that.  And your organization is structured, but not completely rigid. Everyone still knows each other in the company. It's up to maybe 50—I think it maxes out at about 75 people. But every single person in the company knows each other. They’re all collaborating. You don’t need a lot of structure inside the company because there’s sort of culture in there to hold everyone together, right? And then you get to the third stage, which I call the PDF stage—where you've figured it out. You sell the same thing. Maybe you have three PDFs because you're selling in three verticals. But you go into a client—this is the thing—and it never changes. Slide one is always slide one. Slide two is always slide two. Slide three is always slide three. And you have maybe a hundred people in your company. And by the way, now you have levels. So not everybody knows everybody. And as a CEO, I have my lieutenants. My lieutenants have people working for them. And I sort of feel like everyone can manage—I don't know—five, six, seven, eight people. More than that is difficult unless the roles are not very sophisticated. So you need this management layer, which separates the CEO from the rest of the organization. So you need a lot more structure. And as you go through these three phases—and they're really different—a tragic thing happens. It happens all the time. The person who was so helpful in the whiteboard phase, who was your go-to person, they don’t make it in the third phase because they’re a generalist. They liked the chaos. They liked being able to have their foot, and they’ll complain to you. They'll say, “Why aren't you listening to me?” It's an engineer saying, “Why isn't sales listening to me?” Dude, you're an engineer—stick to your knitting. Like, no. And this culture goes through every single company I’ve ever run. Most of them have gone through these three phases—small, medium, and large. And one of the things I try to do with employees in these phases—and this is part of the framework—is to give them a huge amount of latitude to see if they can succeed in the phase. So, to give them the freedom—if you're being blunt—to give them enough rope to hang themselves. And if you're being kind, to give them the freedom to be who they are, to be the best they can be, and to support them—not control them. And so, if you are aware of this framework as you grow, and you give that latitude, and you hire smart people, then you can see which ones you keep and which ones you don't. And honestly, the worst and hardest part of managing through growth is that selection and weeding-out process—of the people who worked in the first stage but don't work in the last stage. So that is the only kind of framework for me that has stood the test of time. It has worked in media, worked in healthcare, and worked in various other places. Does that make sense to you? Does it resonate with you?  Absolutely. And I was just working on a chapter in my new book, and I was actually writing about this very idea—why some companies are never able to grow, because they are not able to make these decisions, these painful decisions, as you described.  Super painful—the worst. It’s the worst part. Firing people is the worst part of being a CEO. If you enjoy that, you’re a bad CEO. You want to have a positive environment, so you want to everyone have a good time. And when there’s growth, usually there’s incredible optimism and great culture. So any CEO who enjoys that process is not a good CEO. Yeah, that’s so true. This is kind of a difficult thing. You have to be ruthless to some degree.  You do. Yeah. That's why this framework has helped me—and it's helped me be gracious and kind to people. Let's just call her Jane, right? A totally fictitious person. But you can go to Jane in stage three and say, “Jane, do you remember how much you loved it in the first phase?” I'm going to give you some time here. You are going to leave, but I'm going to give you some time to work on a special project. But you also need to find your next startup—because you love that environment. And I am going to put this bureaucracy in place, and you're going to fight it until the day you die. So I can't have you here—I just can't. I can give you this little thing to do and you can have some weeks to go do that and give you some time, but the framework helps you be gracious and helps you make those decisions as you grow. That’s an amazing framework. This is really unique. We've recorded, I think, close to 400 episodes with different frameworks—and this hasn't come up. Nothing similar has come up.  Woo-hoo.  Love it. So where are you now in your business? Which phase are you in?  I am in between the whiteboard and the PowerPoint phase. Maybe because I'm an optimist, I'm going to say I'm in the PowerPoint phase. But I know there's still part of me that's drawing things on the whiteboard. We have 12 people, so we're just at the edge of growing out of that phase. I don’t have that layer in the middle. We have half a dozen clients. I suspect that by the end of this year, we'll be fully in the PowerPoint phase. And it'll be another 18 months after that until we get to the next stage—and that's assuming we continue to grow. I mean, my whole raison d'être is to find these really special things, grow them, and make an impact. So let’s hope that happens. Yeah, well, you've had some practice in your previous six CEO positions, so I'm sure you'll figure this out. So what drives growth in your business?  Yeah, this goes a little bit back to phase one. So I've picked an area that's growing by itself. I mean, AI—there are more and more models being deployed in hospitals. Hospitals are growing. The number of models deployed in them is growing at about 2.2 times the rate of the general population. So good for me. There are federal regulations coming that say you need to control what your AI models are doing. That's also good for me. It's a lovely day when regulation is good for your business—it usually isn't. But it's not unusual in healthcare. If you look at electronic health records, that was driven by government regulation and funding. So this is a little bit like that. Federal, state, and other institutions are driving this trend. And then there are things happening inside healthcare organizations themselves that we can tap into. I always think that when you're selling, you should have a good story. So I'm going to tell you the kind of story we use.  When we meet with a chief information officer, we tell stories like the ones I'm about to share. And this really helps us tap into that growth. Because part of growth in a B2B environment is having a strong sales team, good engagement, and solid frameworks—like: do they have budget? Are you talking to the right decision-maker? All of those kinds of frameworks, which to me are more tactical—I've used a lot of them. But we go in and say things like: “Have you ever experienced a situation in radiology where a new model was released and no one told you about it—and now you have to monitor it?” This is happening. And they're like, “Oh my God—yes.” And then they tell you a story about it.  And then you say, “What about that note from CMS?”—that's the organization that runs Medicare and Medicaid, for those not in healthcare. “Did you hear that they're coming down to audit some of your peers?” And they're like, “Oh my God—we just got notice that we're being audited.” And then—how about your board? How's your board doing? Are they coming down and saying, “What are you doing in AI?” So you try to tell these stories and then you create this tension, where they have to grow and they have to control, and then that’s where we come in. We can help all of these companies manage all of these models. What we do—we have this product called ExplainerAI. We tap into the underlying data from the electronic health record—the EHR, or medical record. We tap into the models—the front end—and the logging files behind them. And then we can tell whether the model is exhibiting drift, and how it's performing across different areas. That could be geographic areas, or demographic areas. Is it performing the same with young men and older women? Is it performing the same over time? Is it degrading? Is it releasing personal health information when it shouldn't? Is it hallucinating, if it's an LLM? That’s what we do. And then we can send alerts out to people, saying, “Hey, listen, this model is making shit up right now, you need to deal with it.” And then they can talk to the vendor and handle it. So we're in a good space. And so growth is, to some extent, this idea of a rising tide lifting all boats. I've picked an area that's growing, so I can grow with it. And then part of it is being connected and having a good way of engaging with people who are buyers. And so we have these stories that we tell in our decks about how we help in these situations.  Have you had to pivot between the original idea and where you are?  Yeah, we have. And for anyone who's listening and thinking, “Oh my God, I'm going to have to pivot,” I use Google as my favorite example of someone who just got so lucky. They were like, “We're going to have this little thing that searches the internet,” and they never really changed—until they got so big they could do more. That is the exception, not the rule. And what’s interesting about the way we started is it’s still a core differentiator for us—we started with the ability to take data from an EHR, from a medical record, translate it, and store it in a common data model. It's called OMOP. It's the most common way that researchers structure this kind of data.  And we thought this technology would be widely adopted by researchers. We have contracts with people like Hopkins, Ohio State, NYU—big institutions—but it's not big enough. It’s not going fast enough. What it does do, though, is for our ExplainerAI, it gives us the technology—it's a moat—to connect to the source of truth, the electronic health record, so that you can get actual outcomes versus predictions. Many models cannot get the actual data out of the EHR. So they just say, “This is my prediction, this is my prediction, this is my prediction.” And over time—that's fine, those are predictions—but how do they actually compare to what really happened?  Yeah. What actually happened? And because of where we started, we have a way of efficiently and accurately getting that information. So it is still the bedrock. But it's definitely a pivot. And then you basically put an AI layer on top, and that's great. And how did you know when to pivot? How do you reach that tipping point? How do you know this is the moment—you have to pull the plug on this because it's not working?  First of all, I think on a personal level, I'm always late. So I think I could always have made this decision earlier. If I'm being self-critical at a high level. And I don't think I have a clean answer—but I'll tell you how I've done it. If you have a better way, I'd love to know. It’s about sales engagement. So you go to a hundred people, you have a hundred meetings, and you sell to two. That's not good enough. It's just not good enough. And those two are complaining. What you want to see in a product—and I think this is true of all great products, especially today—I use examples like Facebook and Tesla—is that products are pulled, not pushed. If you still find yourself, after nine months, pushing—and you don't have the momentum where your product is being pulled—you're wrong. You need your clients to be making referrals, and you need to be pulled into deals. In today's advertising and marketing world, it's too noisy.  Maybe back in the seventies you could do it, but now it's just too noisy—especially in B2B. There are so many people selling to the same buyers that they need to hear about your product from others, have people around them recommending it, and pulling you in. There's some time—and I usually take closer to a year, which is long. It would be better for me to do it in six months or even three months. I haven’t found a way to do that where you pivot if you’re just not getting traction, basically.  Yeah, okay. I love it. So what's one thing in your company that you're trying to figure out right now? One thing in my company that I'm trying to figure out right now is how to further ramp up sales. I'm cheating a little bit here, because I think we may already have it figured out—but leaving you with an unanswered question isn't very helpful. So we were having—and still are, to some extent—problems getting ExplainerAI rolled out. People were interested in it, but they wouldn't buy. So we tried to figure out why. And one of the things we found is this: For those of your listeners who may not know, healthcare is probably the largest portion of GDP in the country. Buyers are very large. We don't always think about it this way, but if you do—everyone goes to the doctor. It affects 100% of the population. And these large institutions—a hospital is usually a multi-billion-dollar organization—and there are about 6,500 of them in the country. So we've got 6,500 multi-billion-dollar companies in this country. It’s crazy, right? They don't want to buy from small companies—they want to buy from big companies. This is one of the things we found out. So we get to the finish line, they say yes—and then no one tells you the truth, right? No one says, “I'm not buying from you because you're small.” But we ended up figuring it out through triangulation. So we've been building partnerships. We started with Intel. We made some of our models work on Intel CPUs, and I'm actually pretty proud of that work. For the nerds out there—we're working on Xeon 6 chips, the Granite Rapids chips—running locally deployed LLM ensembles. Think of it as models like Qwen and LLaMA running inside their chips—what I'd call small-to-medium language models, not large language models.  Up to 32 billion parameters, running on a CPU, not a GPU. So that’s a big deal. Intel loves us, and we've been able to leverage their ecosystem to have their partners sell our product. So now you've got HPE selling ExplainerAI. You've got Lenovo selling ExplainerAI. And probably my favorite partner—love you, ePlus, if you're listening—I think you're the best. They're a Fortune 1000 reseller selling ExplainerAI. So now we have large companies selling our product, and that's starting to come to fruition. Now, it's not solved—my revenue isn't going boom yet—because if it were, I'd be firmly in the PowerPoint phase, heading toward the PDF phase. But it's looking really good, and I'm very excited.  Cognome Inside.  There you go. Cognome Inside—yes. Cognome Inside. Intel Inside—for those of you who remember. Yes.  Love it. Okay, so before we wrap up, I have one more question for you: What is a question that entrepreneurs should always be asking themselves?  I think the hardest thing about being an entrepreneur is dealing with the amplitude of the variance that happens inside it. There are incredibly high days, and there are incredibly low days. There are days when you don't even want to get out of bed in the morning. You don't have many clients, and one of them has just told you that you're a complete moron. Even if you've got the best product in the world, if you're in the whiteboard or PowerPoint phase, you're going to make mistakes. You just are. No one's perfect. And there are days when some combination of a client, an employee, or the product—something has failed, someone has left, something isn't working—and you feel awful. So what I'd say to entrepreneurs is this: if you really are an entrepreneur, it is your personality that you can still get through those and wake up in the morning and say, I believe in this. I know I can do it. I can keep doing it.  And one of the things that I think separates an entrepreneur from someone who isn't is this: When I go through these moments, I ask myself, “What's the worst that could happen?” And I usually start with: “Is anyone going to die?” And the answer is almost always no. No one's going to die. So it’s not that bad. And by the way, I remember giving that advice to a young person once—and I saw their face go white. And I thought, “Oh, that's not an entrepreneur.” That's the kind of person who hears that and thinks, “Oh my God, really? You think about the worst thing that could happen so you can deal with it?” And I'm like, yes.  Does that apply to the company itself? Is the company included in that “worst-case” question?  To me, the next step is: is an individual going to die? That's a higher stake than whether the company is going to die. But yes—is the company going to die? That's part of the thinking, because you're going through all the consequences. Am I going to lose all my money? Is the company going to fail? Those are escalations of that thinking. But to me, company death is less tragic than a human death.  Yeah, true.  Not everyone might agree with that, but I think so.  You can try again.  Yeah.  Start another company.  Yeah, exactly. Anyway, your question was: what is a question that an entrepreneur should always be asking themselves? For me, turning that upside down and inside out—it's: what's the worst that can happen, and can you get through it? Are you able to get through it? Do you have the drive and the imagination to keep going? That's the question I've continually found myself asking, as opposed to any other kind of existential question. And I think some of the other questions are not always the right way to look at it—like“Is this the best business?” Because there's a very big difference between an entrepreneur and an investor.  An entrepreneur has to keep going, while an investor might quit. Investors, they’re playing the portfolio game. They can say, “That's not working—I'm dropping that and keeping this.” As an entrepreneur, you can't really play that game with your time. I mean, Elon Musk is running four companies—so okay, fine—but most of us aren't. Most of us are running one or two, and we need more tenacity to make it work—to pivot or to find another path. That's a really big difference between an entrepreneur and other kinds of people. And it's why I've kept doing it. It comes back to the very first question: why do you do this? I can't help myself. I just can't. It's what I like to do.  Yeah, the contrast is addictive—the contrast between near-death and near-Nirvana, right? Yeah. I love it. I mean, you can't have euphoria without depression. You wouldn't know what it was—it would just seem normal.  Yeah, just a personal example of that—I was in Hungary, where I was born, for the election two weeks ago.  By the way, I'm so excited about that election, for many reasons.  The exhilaration that I felt—and that everyone else felt—was even greater than when the Berlin Wall came down, because the system was worse.  Yeah.  And if they hadn't lived through that for 16 years, they wouldn't have felt it. Now, we didn't experience it directly—but still.  But even I was paying attention to a lot of things, and I was following that one very closely. Even I felt that sense of euphoria. I was like, “That's great.” I was at the dinner table with my wife and kids—and I'm not Hungarian, it's not affecting me. I mean, Viktor Orbán isn't really having any effect on my life at all. Maybe he shows up at some conferences in the U.S., but still—not affecting me. But I'm sitting there at dinner like, “Did you hear what happened today? That's great.” Anyway.  Awesome. I'm glad you're on that side of the equation. James, if people would like to learn more—if they'd like to learn about Cognome and connect with you—where should they go? Where can they find you?  Yeah, so you can certainly go to cognome.com. You can email info@cognome.com. But if you've listened to this podcast, I'm always happy to hear from people. I answer every single email myself. And if you know my name—James Green—you can just put a dot in the middle and add @cognome.com at the end, and that will get to me. Delighted to hear from any of you—especially if you're a CIO in a hospital, you should reach out.  Well, all those hospital CIOs—please call James, or at least send him an email. And for those of you listening—this was an amazing framework: from whiteboard to PowerPoint to PDF. Definitely relatable. And remember—if no one's dying, it's okay. You can always pivot and live to fight another day. So, James, thanks for coming—and thank you for listening. Important Links: James' LinkedIn James' website James' email: info@cognome.com

JB and Billy are in Perth - and Billy wants to visit his favourite town... but before that he kicks things off with the All Sports Report, and Australia now has World Champion Curlers! Damian Barrett joins the boys to talk about all the positives and negatives from Round 8, plus the State of Origin schedule, and Brisbane's Whiteboard. We want you to pat yourself on the back with the Monday Brag Artist, Billy highlights his top 5 moments on Triple M Footy from the weekend, and we pay tribute to Dennis Cometti - whose State Funeral was held today at Optus Stadium. Freo Best Clubman winner Patrick Voss joins the boys to talk about their hot start to the season, and how a visit to the sauna landed him his partner. Finally, Billy has a Star Wars Joke to celebrate May The 4th.See omnystudio.com/listener for privacy information.

FULL SHOW : Herald Sun Crime Reporter Regan Hodge joins us to talk the very recent Melbourne Firebombings, Mother's Day is around the corner so we want to hear about your amazing mum's. Max Gawn is in to chat all things Round 8 of the AFL, Cassie Zervos stops by the studio to chat to us about breaking the Dezi Freeman story and NFL Red Zone Commentator and all round energetic hype man Scott Hanson is with us ahead of the NFL heading down under. Catch Mick in the Morning, with Roo, Titus & Rosie LIVE from 6-9am weekdays on 105.1 Triple M Melbourne or via the LiSTNR app. Mick In The Morning Instagram: https://www.instagram.com/molloy Triple M Melbourne Instagram: https://www.instagram.com/triplemmelb Drop us a voice memo: https://www.mickinthemorning.comSee omnystudio.com/listener for privacy information.

Matthew Lloyd has revealed how he'd approach the drama that unfolded on the weekend, regarding the leaked whiteboard photo out of Brisbane, analysing the Essendon players' strengths and weaknesses.See omnystudio.com/listener for privacy information.

Matthew Lloyd has revealed how he'd approach the drama that unfolded on the weekend, regarding the leaked whiteboard photo out of Brisbane, analysing the Essendon players' strengths and weaknesses.See omnystudio.com/listener for privacy information.

This week on the Sunday RUB we focus on individual strengths and weaknesses after the Lions whiteboard scandal made the news. Cats funnyman Shannon Neale joins the show, plus we discover what a potty mouth our very own Mitch Cleary has!See omnystudio.com/listener for privacy information.

Triple M's Dead Set Legend, Xander McGuire reviews all the action from Round 8! The team discuss Michael Voss inevitable sacking after another Carlton fadeout, Brisbane's whiteboard notes leaked by an Auskick parent and further injury issues for Saints spearhead Max King. Mick In The Morning Instagram: https://www.instagram.com/molloy Triple M Melbourne Instagram: https://www.instagram.com/triplemmelb Drop us a voice memo: https://www.mickinthemorning.comSee omnystudio.com/listener for privacy information.

On this episode of The Whiteboard, Jamie Dodd dives into the Anaheim Ducks defeating the Edmonton Oilers in the first round of the playoffs. With the Oilers loosing, he talks about if this signifies a changing of the guard, how they're on the clock with Connor McDavid, and the goaltending situation. He also explains the other side and how the Ducks winning can lead as an example for the Vancouver Canucks rebuild. The broadsheet focuses on the Canucks GM search, sharing who's still in the mix, where the search stands, and what questions are being asked in interviews. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

On this episode of The Whiteboard, Jamie Dodd adds on to the list of names the Canucks have interviewed for the general manager position. Based on the known candidates, he gives his power rankings for the future GM. Jamie breaks down the Canucks process, saying he has heard they are asking good questions and this gives him optimism for the path the Canucks are on. During the broadsheet, he emphasizes the importance of having a clear transition of power from Jim Rutherford to the new GM. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

On this episode of The Whiteboard, Jamie Dodd and Thomas Drance discuss the Canucks general manager search. They dive into the formation of the shortlist and talk about some of the names connected with the position. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

It's the end of April—when your summer either becomes organized improvement or random workouts. In this episode, Coach breaks down a simple tool called the Summer Scoreboard to make sure your players don't just “show up”… they actually level up. May gets chaotic fast: AAU, jobs, vacations, and shifting schedules. If you don't set your standards and tracking now, you'll be chasing consistency all summer. Effort is not the same as growth. The Summer Scoreboard measures progress, not just attendance. Skill Work Strength + Durability Competition Reps Habits + Leadership 2 skill workouts 2 strength sessions 1 compete day 1 leadership habit Whiteboard in the gym OR shared Google Sheet Names down the left, weeks across the top Quick 2-minute weekly update: what went well + what's next To players: “This summer isn't about hours. It's about progress. We're tracking skill work, strength, competition, and habits. If you want to play more next season, win the summer with work you can prove.” To parents: “We're building structure and accountability. Here's the schedule, what we measure, and how you can support your kid.” End of April is when you set the rules of the summer. If you measure the right things, you won't guess who improved—you'll know. For offseason plans, open gym s Why This Matters Right NowThe Core IdeaThe 4 Categories of the Summer ScoreboardSample Weekly Targets (Simple + Realistic)How to Track It (Without Shaming)Messages You Can Copy and SendKey TakeawayCall to Action Learn more about your ad choices. Visit podcastchoices.com/adchoices

Pat Wadors, CHRO at Intuitive (the company behind the da Vinci surgical robot), the architect of LinkedIn's Diversity, Inclusion and Belonging framework known as DIBs, and the author of the 2024 Wiley book Unlock Your Leadership Story, joins Jessica Neal and Peter Clarke on Truth Works.From losing her mother during her freshman year of college and getting diagnosed with dyslexia in a career center conversation at LSU, to declaring at nineteen that she was going to run HR, Pat traces the unlikely path that took her from a fine art major in Louisiana to one of the most respected CHROs in Silicon Valley.She walks through the moment Jeff Weiner called her in the middle of a staff meeting at Plantronics to come fix LinkedIn at three thousand employees, the whiteboard exercise in her first five weeks that forced the executive team to admit they were not actually being "open and constructive," and the 3am realisation that became DIBs.She talks openly about why John Donahoe pursued her for ServiceNow with a now legendary line about marriage, and the comment from a head of product that has stuck with her for years, telling her she was the dentist while the rest of the executive team were just dental hygienists.She then opens up about her Personal Scorecard, and the moment her son devastated her by pointing out that if she actually stuck to her own scorecard, she would only see her grandchildren seventy two times by the time they turned eighteen.In this episode, Jessica, Peter and Pat discuss:The art show story that taught Pat at eighteen that she only sold to people she actually likedThe three year clock she runs in her head to avoid getting pigeon-holed in any roleWhat joining LinkedIn at three thousand employees was actually likeThe whiteboard exercise that became the foundation of LinkedIn's cultureWhy she gave DIBs to the world rather than keep it inside LinkedInThe dinner with John Donahoe that turned into a marriage proposal for a jobWhy she thinks of HR as a product with agile development methodologyWhat a CHRO actually needs to learn about the business to earn a real seat at the tableWhy she had a hysterectomy with the da Vinci robot and was ready to cook dinner that nightThe Personal Scorecard framework and how her son broke her heart with itGoldilocks, the Three Pigs, the Tortoise and the Hare, and Mulan as leadership lessonsThe one question she keeps on her desktop that empowers her every dayPat's book, Unlock Your Leadership Story: How to Build Understanding and Motivate Teams Using Fables and Folktales, is available now on Amazon, patwadors.com and as an audiobook.

On this episode of The Whiteboard, Jamie Dodd and Thomas Drance dive into the Canucks search for a new general manager. They discuss the process, timelines, and names floating around. Drance explains how the Canucks have talked to more candidates, whose names have not been confirmed yet, and as they form their shortlist, these names could come to light. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Show Notes Episode Title: Are You Building a Summer Scoreboard That Forces Real Improvement? It's the end of April—when your summer either becomes organized improvement or random workouts. In this episode, Coach breaks down a simple tool called the Summer Scoreboard to make sure your players don't just “show up”… they actually level up. May gets chaotic fast: AAU, jobs, vacations, and shifting schedules. If you don't set your standards and tracking now, you'll be chasing consistency all summer. Effort is not the same as growth. The Summer Scoreboard measures progress, not just attendance. Skill Work Strength + Durability Competition Reps Habits + Leadership 2 skill workouts 2 strength sessions 1 compete day 1 leadership habit Whiteboard in the gym OR shared Google Sheet Names down the left, weeks across the top Quick 2-minute weekly update: what went well + what's next To players: “This summer isn't about hours. It's about progress. We're tracking skill work, strength, competition, and habits. If you want to play more next season, win the summer with work you can prove.” To parents: “We're building structure and accountability. Here's the schedule, what we measure, and how you can support your kid.” End of April is when you set the rules of the summer. If you measure the right things, you won't guess who improved—you'll know. For offseason plans, open gym structures, and player development templates, visit:https://teachhoops.com/ Episode SummaryWhy This Matters Right NowThe Core IdeaThe 4 Categories of the Summer ScoreboardSample Weekly Targets (Simple + Realistic)How to Track It (Without Shaming)Messages You Can Copy and SendKey TakeawayCall to Action Learn more about your ad choices. Visit podcastchoices.com/adchoices

Jamie Dodd and Thomas Drance urge patience as the Vancouver Canucks' GM search unfolds, with the draft lottery looming as a key factor that could shape major decisions. The guys spotlight candidate Sam Ventura and why his profile is generating interest as the team evaluates all options. With timelines still fluid, Vancouver appears focused on doing a thorough search rather than rushing a hire. Plus, a war room scenario where landing first overall could spark aggressive moves to package picks and target another top prospect. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie Dodd and Thomas Drance unpack a quieter day in the Vancouver Canucks' GM search, while ongoing “list drama” continues to raise questions about how decisions are really being made behind the scenes. The guys explore reported interest in names like Ray Whitney and Shane Doan, and whether an inexperienced front office structure could set the team back further. They also debate what the Canucks actually need in a hockey operations leader, with Drance pushing for higher-level expertise. Plus, a draft war room scenario as Vancouver picks second overall and weighs its options in a wide-open class. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Hour One of the Good Morning Football Podcast begins with Tom Pelissero and the latest on Draft week. Hosts Jamie Erdahl, Kyle Brandt, Manti Te'o and Seth Rollins discuss their biggest questions before Round 1. NFL prospect Caleb Downs talks about his journey to the NFL and his family's connection to playing football. Whiteboard Wednesday asks what your favorite thing about the Draft is. Plus, news on the future of Mike Tomlin! Stay tuned for NFL Red Zone's Scott Hanson coming up in Hour 2 of the GMFB Podcast! The Good Morning Football Podcast is part of the NFL Podcast NetworkSee omnystudio.com/listener for privacy information.

Jamie and Thomas react to the latest reports regarding the Canucks front office search. They jump into our daily segment called The War Room. Finally, they delve into the Stanley Cup Playoffs. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Theme: HOAXESToday at The Scott Adams School, Erica, Marcela and Owen are joined by Lisa De Pasquale to discuss the news, current events and a WHITE BOARD LESSON!!!Lisa is a writer, commentator, and former CPAC director who has appeared regularly on Fox News and Fox Business. She is the author of The Gen X Handbook for Middle Age.This is an OPINION show and the OPINIONS belong to the people making them.Official CWSA Merch Link: https://emblempromos.chipply.com/cat/CWSA

Jamie Dodd and Thomas Drance break down the latest on the Vancouver Canucks' GM search, with the organization keeping things quiet while requesting interviews with Kevyn Adams and considering candidates like Ryan Bowness. The guys take a closer look at Adams' track record in Buffalo, weighing strong trades against broader organizational concerns. On the ice, they react to a busy night in the NHL playoffs, including a costly late mistake from Quinn Hughes and continued success for Rick Tocchet in Philadelphia. Plus, a draft “war room” discussion as Vancouver maps out potential scenarios. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

On The Whiteboard, Jamie Dodd and Thomas Drance break down the Vancouver Canucks' looming GM decision, with Ryan Johnson still viewed as a frontrunner — though uncertainty remains. The guys run through a wide list of potential candidates and debate whether the role is truly desirable, or an uphill challenge tied to the team's current state. They also examine Jim Rutherford's timeline and influence, and whether the organization is prioritizing experience, familiarity, or a fresh voice. Plus, how winning the draft lottery could instantly reshape both the team's future and the appeal of the job. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Kim Kardashian said if you are not on social media, you are failing. Kirby and Jade's reaction? Of course she's right — now here's what to do about it. This week on Better Merch...Better Marketing, they break down the physical and digital marketing trend you need to know, share tips for creating social media content that actually builds your brand, and unpack why Alex Hormozi's simple answer about always wearing his logo might be the most underrated marketing move out there. Plus, the Scribbler Go Notebook and Whiteboard is this week's Product of the Week. Get FREE access to the 5 Day Business Bootcamp at https://Bootcamp.HassemanMarketing.com

On this episode of The Whiteboard, Jamie Dodd and Thomas Drance dive into the final game of the season and how the Canucks can impact the Edmonton Oilers, then turning to discuss playoff formatting. During the broad sheet, they talk about the Canucks front office and the running of the organization. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

In this edition of The Whiteboard, Jamie and Thomas have an extensive conversation about how the Canucks need to proceed with Elias Pettersson following another really disappointing season. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

In this episode of The Whiteboard with Jamie Dodd and Thomas Drance, the fellas look ahead of the final home game of the season for the Canucks before they unpack a report from Nick Kypreos outlining that there is still a lot of unanswered questions regarding the front office's future.  This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

On The Whiteboard, Jamie Dodd and Thomas Drance talk about how the Canucks need to rebuild trust with the City of Vancouver, from the fans to the players and their agents. They explore how discussions around a new practice facility may be a good place to start if done properly. As well, they talk about the Canucks back-to-back wins over the Weekend and their upcoming final home game of the season. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

With just four games remaining, Jamie Dodd and Thomas Drance assess where the Vancouver Canucks stand as end-of-season evaluations loom across the organization. Despite a strong second period against LA and promising performances from young players like Zeev Buium, Linus Karlsson, and Aatu Räty, bigger concerns remain around development — especially on the blue line. The future of Patrik Allvin, Jim Rutherford, and Adam Foote remains uncertain, with conflicting reports and little clarity as results continue to lag. As the Canucks trend toward their worst season in decades, the pressure is on to get key decisions right this offseason. This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Jamie and Thomas catch up with the latest scuttlebutt surrounding the Vancouver Canucks and their potential front office changes coming this offseason.  This podcast is produced by Dominic Sramaty and Elan CharkThe views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Hour One of the Good Morning Football Podcast begins with a look at the New York Giants. Hosts Sara Walsh, Kyle Brandt, Willie Colon, and Seth Rollins discuss how important Dexter Lawrence is to the Giants. Whiteboard Wednesday - what arrival gets you overly excited for football season? Texas Longhorns safety Michael Taaffe wakes up with "GMFB" discussing his journey from a walk-on player in 2021 to 2026 NFL Draft.See omnystudio.com/listener for privacy information.

Most investors who struggle with private money don't actually struggle with raising it.They struggle with managing it.Read that again.You can be great at getting lenders. Great at closing deals. And still slowly, quietly lose everything you built.Because you missed a maturity date, went radio silent for 90 days, or couldn't answer a simple question from a sophisticated lender about how you run your operation.And the worst part? You don't even know it's happening.I've been on both sides of this. I've lent money. I've borrowed money. And I'll be honest, I was tracking millions of dollars of private capital on Google Sheets. Whiteboards. Text messages. It was a mess.So we built something to fix it.It's called PMLOS, Private Money Lender Operating System. We built it for our own business because nothing like it existed. Then we shared it inside 7 Figure Flipping, and people lost their minds over it.It tells you exactly how much you owe, to whom, at what rate, and when it's due. It generates interest statements for your lenders with one click. It tracks your equity position in real time. It compares lenders side by side so you always know who's the better deal.If you're still running your capital on spreadsheets and prayer, it's time to fix that.CLICK HERE to Check Out PMLOS >> Catch you later!LINKS & RESOURCES1,000 FREE Seller LeadsGet your first 1,000 seller leads FREE from our partner BatchLeads and start closing deals immediately. CLICK HERE: http://leads.getbatch.co/mztQkMr7 Figure Flipping UndergroundIf you want to learn how to make money flipping and wholesaling houses without risking your life savings or "working weekends" forever... this book is for YOU. It'll take you from "complete beginner" to closing your first deal or even your next 10 deals without the bumps and bruises most people pick up along the way. If you've never flipped a house before, you'll find step-by-step instructions on everything you need to know to get started. If you're already flipping or wholesaling houses, you'll find fast-track secrets that will cut years off your learning curve and let you streamline your operations, maximize profit, do MORE deals, and work LESS. CLICK HERE: https://hubs.ly/Q01ggDSh0 7 Figure RunwayFollow a proven 5-step formula to create consistent monthly income flipping and wholesaling houses, then turn your active income into passive cash flow and create a life of freedom. 7 Figure Runway is an intensive, nothing-held-back mentoring group for real estate investors who want to build a "scalable" business and start "stacking" assets to build long-term wealth. Get off-market deal sourcing strategies that work, plus 100% purchase and renovation financing through our built-in funding partners, a community of active investors who will support and encourage you, weekly accountability sessions to keep you on track, 1-on-1 coaching, and more. CLICK HERE: https://www.7figureflipping.com/runway Connect with us on Facebook and Instagram: @7figureflipping Hosted on Acast. See acast.com/privacy for more information.

Hey, Neighbor! Luke had a fantastic golf game, if you just think of "bad" as "fantastic" instead... And John taught a workshop for highschoolers with a showcase afterwards, which was a lot of fun. Some people are kind of like whiteboards... they are blank slates ready to accept ANY writing. But it doesn't stay long. Some people are kind of like sponges... they will absorb whatever they sit in. But you can wring it right out and do it again later. Sorry for the late upload, Neighbor! There's no excuse, except our brains are on spring break! Contact the Comedian's Family at nextdoort@johnbranyan.com

Hey, Neighbor! Luke had a fantastic golf game, if you just think of "bad" as "fantastic" instead... And John taught a workshop for highschoolers with a showcase afterwards, which was a lot of fun. Some people are kind of like whiteboards... they are blank slates ready to accept ANY writing. But it doesn't stay long. Some people are kind of like sponges... they will absorb whatever they sit in. But you can wring it right out and do it again later. Sorry for the late upload, Neighbor! There's no excuse, except our brains are on spring break! Contact the Comedian's Family at nextdoort@johnbranyan.com

What if the real story of American education isn't test scores or culture wars, but air you can breathe, roofs that don't leak, and the invisible money pipes that decide who gets both? We sit down with David I. Backer, associate professor of education policy and author of As Public as Possible, to follow the cash from property taxes to Wall Street and back again—and to sketch a better way forward.We start with how school finance became hyperlocal. Once, statewide property taxes aimed at broad access; over time, home rule and municipal boundaries pulled control downward. That shift tied school quality to real estate markets, creating districts that can tax less and spend more next to neighbors who tax more and get less. State aid helps unevenly, federal support is thin, and court victories often stall when legislatures refuse to act. Then there's the four-trillion-dollar municipal bond market. Districts borrow for buildings, HVAC, security, and disaster repairs, paying fees and interest that quietly shape decisions about class sizes, salaries, and programs. Credit ratings become a cudgel, and information asymmetry leaves public officials outgunned by financial intermediaries.Facilities emerge as the missing protagonist. Decades of reform ignored basics like ventilation, temperature, and mold. Data shows over half of schools need significant repairs, and climate stress—from floods to heat to earthquakes—raises the stakes while schools double as community shelters. We explore how costs balloon through compliance, legal mandates, healthcare premiums, pension liabilities, and security measures, all while teachers shoulder unfunded social work. Against that backdrop, David outlines practical options: decarbonize and modernize buildings, revive low-cost public lending modeled on the Fed's pandemic facility, reform Title I allocations, and create a national investment authority to finance public goods. We dig into tax-base sharing from the Twin Cities, regional joint authorities that share both revenue and debt risk, and even pension funds underwriting school bonds to keep value in public hands.This is a map for organizing as much as policy. Cross district lines, learn how the money actually moves, and translate moral urgency into precise demands that land where decisions are made. If schools mirror society, then changing the money can change what they reflect—safer, greener, and truly public. If this conversation sparked ideas, follow David at “School Daves,” share this episode, and leave us a review so more people can find it.Send us Fan Mail Musis by Bitterlake, Used with Permission, all rights to BitterlakeSupport the showCrew:Host: C. Derick VarnIntro and Outro Music by Bitter Lake.Intro Video Design: Jason MylesArt Design: Corn and C. Derick VarnLinks and Social Media:twitter: @varnvlogblue sky: @varnvlog.bsky.socialYou can find the additional streams on YoutubeCurrent Patreon at the Sponsor Tier: Jordan Sheldon, Mark J. Matthews, Lindsay Kimbrough, RedWolf, DRV, Kenneth McKee, JY Chan, Matthew Monahan, Parzival, Adriel Mixon, Buddy Roark, Daniel Petrovic,Julian

Hey, Neighbor! Luke had a fantastic golf game, if you just think of "bad" as "fantastic" instead... And John taught a workshop for highschoolers with a showcase afterwards, which was a lot of fun. Some people are kind of like whiteboards... they are blank slates ready to accept ANY writing. But it doesn't stay long. Some people are kind of like sponges... they will absorb whatever they sit in. But you can wring it right out and do it again later. Sorry for the late upload, Neighbor! There's no excuse, except our brains are on spring break! Contact the Comedian's Family at nextdoort@johnbranyan.com

It's going to be easier to identify bots joining your meetings with a dedicated section singling them out. SharePoint and OneDrive agents will soon allow a list to be a source for your chats. This week we also chat about two confusing messages that announced the removal of agent capabilities in M365 apps for people without an M365 license. 0:00 Introduction 2:26 New admin control for AI‑generated code previews in Microsoft 365 Copilot Pages - MC1254560 6:15 Copilot Notebooks: New features coming to Frontier Public - MC1254552 11:00 Designer tools in Copilot - MC1256040 15:34 Microsoft 365 Copilot Chat - Updates to Copilot in Word, Excel, PowerPoint, and OneNote - MC1253858 18:40 Microsoft 365 Copilot Chat - Updates to Copilot in Word, Excel, and PowerPoint - MC1253863 22:12 Lists as a knowledge source for agents in SharePoint and OneDrive - MC1255409 24:53 Whiteboards created in Teams channels will now be stored in SharePoint - MC1253753 27:04 Microsoft Teams: Identify external bots joining your Teams meetings - MC1251206

Hour Two of the Good Morning Football Podcast begins with the impact of the Waddle trade on the Eagles and offers for AJ Brown. Hosts Jamie Erdahl, Kyle Brandt, Manti Te'o, and Isaiah Stanback discuss players that have changed teams. What is something you've waited forever to try but now love it? Plus, the Breakfast table goes rapid fire for :60 seconds to see how many questions are answered! The Good Morning Football Podcast is part of the NFL Podcast NetworkSee omnystudio.com/listener for privacy information.

Support the ALLSMITH missionIf this conversation resonates, here are a few ways to support the movement:Subscribe to the ALLSMITH Podcast on YouTube, Apple, and SpotifyShare this episode with a coach, parent, or partner building something meaningfulLeave a 5 star review to help us reach more humans seeking alignmentFollow @allsmithco, @therealbrycesmith, and our guest @itspatbarberExplore coaching, events, and the ALLSMITH Social Club at www.allsmith.coYour support helps us bring honest conversations to fitness, leadership, and life.⸻Episode overviewHigh performers know discipline.Early alarms. Hard sessions. Long days.But there is a quieter question beneath the grind.What if the same drive building your body and career is quietly eroding the relationships you care about most?In Ep. 126, Bryce sits with former CrossFit Games athlete, master coach educator, Street Parking coach, and founder of The Father's Guild, Pat Barber.This is not just a fitness conversation.It is about identity beyond competition.Leadership inside the home.Fatherhood as craft.Success without relational drift.Pat's evolution from elite competitor to mentor of coaches to architect of fathers offers a grounded lens on performance and presence. Together, Bryce and Pat explore how to pursue excellence without sacrificing connection and how strength is ultimately measured by the stability of the lives we build around us.⸻Themes exploredCompeting versus contributingCoaching as stewardshipFatherhood as daily repsIdentity beyond achievementPresence in a distracted cultureBuilding strong homes and bodiesEmotional regulation in leadershipMentorship in fitnessLegacy through family impact⸻Key takeawaysPerformance without presence carries hidden costTraining discipline can transfer into family lifeChildren model behavior more than adviceLeadership begins with self regulationFatherhood requires intention and skillLegacy is built in ordinary momentsStrength shows in consistency across life domains⸻Memorable quotes“You can win on the floor and still lose at home.”“The real scoreboard is the trust of your family.”“Fatherhood is practiced daily, not claimed once.”“Coaching is stewardship.”“Presence is the highest form of love.”“Children inherit habits before words.”“Legacy is built in the living room.”⸻Why this mattersModern culture measures visible success.Performance. Status. Output.But the metrics that shape lives stay invisible.Trust. Safety. Reliability. Presence.As coaches, athletes, and builders push forward, relational drift can happen quietly. This conversation invites a redefinition of strength that integrates ambition and family rather than trading one for the other.⸻Closing reflectionBars get re racked.Whiteboards erased.Podiums removed.What remains are the people who shared life with us while we were busy building it.Fitness shapes the body.Coaching shapes performance.Presence shapes humans.The strongest homes are trained like anything else.Intentionally.Repeatedly.With love.⸻Subscribe for weekly conversations with leaders, athletes, and builders exploring fitness, mindset, leadershipThank you for Listening! Learn more below.ALLSMITH IG ALLSMITH YouTubeBryce Smith IG

Welcome to the Monday Minute, brought to you by our friends at Podium. The Monday Minute is your weekly reset to help you lead better, think clearer, and build your dealership with intention.Goal setting is the bridge between intention and execution. Without clear, measurable goals, your team drifts—chasing every shiny object instead of focusing on what really matters. In this episode, we break down how to set dealership goals that support your mission, create accountability, and drive real results.WHAT WE COVER:Why vague goals like "sell more cars" or "get better reviews" kill momentumThe power of specific, measurable goals (10 more units this month, 4.8-star rating)Short-term wins vs. long-term vision: How to balance both in your dealershipSetting 6-month goals that prove progress (sales targets, online reviews, financing process, follow-up systems)Defining your 3-5 year vision: more locations, digital sales, work-life balanceThe tracking systems that work: whiteboards, spreadsheets, and dashboardsWhy you adjust the PROCESS, not the goal (and how to do it monthly)ACTION STEPS THIS WEEK:Set one short-term goal - Pick something specific for the next 6 months (measurable and tied to your mission)Define your long-term vision - Where do you want your dealership in 3-5 years? Write it downOutline the steps - What specific actions will get you there?Build your tracking system - Whiteboard, spreadsheet, or dashboard—pick what keeps goals visible dailySchedule monthly reviews - Track what's working, what's not, and adjust your processClarity creates accountability. Strong dealerships don't drift—they set goals, track progress, refine processes, and train their teams until they hit the target. This week, let's turn your intentions into execution.Be sure to review this week's Sunday newsletter at theindependentdealer.com, where the full theme and exercises are laid out to help you work through this with your team. If you're not subscribed yet, sign up now. Let's build this together.SPONSORED BY PODIUM: www.podium.com