Podcasts about win win

In this solo episode,  Lawrence dives into America's growing obsession with credit card debt. From everyday spending habits to the systemic forces driving high-interest borrowing, he book explores how credit cards have become both a financial lifeline and a burden for millions.Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

In this episode (the last of Season Two), Dr. Pensa  sits down to speak with a plaintiff's attorney. However, her guest, Chad Englehardt, is not your average plaintiff's attorney. Chad is a highly lauded attorney, law professor, and advocate of Rick Boothman's Michigan Model (for more on that, listen to Episode 13 of Season Two.)  We talk extensively about CRP (Communication - Resolution) programs, patient safety, and the dysfunction of our current legal system, which re-traumatizes patients and clinicians alike. If the first rule of medicine is 'First, do no harm,' then he feels the second rule in medicine, and the first in law, should be: "Do no further harm." We also talk a bit about third party investors and litigation funding (which we have not yet covered in the podcast, but is of great importance...we'll revisit it!) During the course of our conversation, Mr. Englehardt mentions two books: "Win - Win" by Rebecca Sposita, Esq "Gain Without Pain" by Greg Hammer, MD You can reach Chad via email at chad@cmtjustice.com.  We'll be back in a few months with the start of Season Three!

According to research from G2, 63% of buyers like to be introduced to new products or solutions. So how can you effectively equip reps to sell your new offerings so they can turn that interest into real business impact? Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Danica Bangert, the senior director of revenue enablement at ProducePay. Thank you for joining us, Danica. I’d love for you to tell us about yourself, your background, and your role. Danica Bangert: Thanks Shawnna for having me. It’s great to be here to talk through this subject. I think it’s very relevant in today’s world and especially in this world of AI and new things that are always coming for a lot of our go-to market reps. But like you mentioned, I’m the senior director of revenue Enablement at Produce Pay. I spent the last decade. In, you know, high growth SaaS companies like Zendesk, like Gong, and now kind of in the FinTech world, in the produce industry, where I get to kind of bring a, I would say, more modern enablement strategy to a very traditional industry, which is unique. And I’m really passionate about enablement in general, having come from the individual contributor side, having done sales and now moved to the enablement world. So love scaling, you know, sales teams and sales enablement teams with, for me, a lot of it’s around frameworks. A lot of it’s around consistency, messaging, and you know, programs like you said, that drive real behavioral change and not just kind of check boxes for enablement. SS: We’re excited to have you here, Danica and you actually recently were featured in an article that offered a glimpse into a day in the life of an enablement leader. Can you tell us what this looks like for you at ProducePay, and what are some of the key initiatives you’re focused on driving as an enablement leader? DB: Yeah, well, no two days are the same, especially a startup. So I’m sure many of our listeners can agree to that point, but especially navigating rapid growth and change is something that I deal with. So some days I’m deep in strategic planning and prioritization, figuring out how to scale things like the onboarding program, if we’re in a hiring phase. Or in my case a lot more is on field execution. So how do I balance the ever boarding for the different roles and different teams in the field? And then other days I’m building hands-on, right with the team, whether it’s tightening our messages on current products, building, you know, LMS courses and certifications for, you know, programs that require maybe a little less behavioral change. Launching, you know, competitive plays or just in general refining manager coaching motions. So I think it’s a mix of thinking big to collaborate with my cross-functional partners, but also for me rolling up my sleeves and helping the team. I. SS: And one of your key initiatives I know, is enabling reps to effectively sell the new predictable commerce program. What are some challenges that reps might face when learning to sell a new solution and how have you been helping your team overcome them? DB: Yeah. Like you mentioned, one of our biggest initiatives is driving adoption for our predictable commerce program. In our case, it’s a offering that gives a bundling almost of our services. It is a definite. I would say new product, but it’s really a shift in how we have gone to market in the past. And of course in that case, enablement has been critical in translating that into something that the field can actually execute on. So, you know, trite as it sounds, the analogy of building a plane while we’re flying it is. Is certainly something that we have to balance here at ProducePay. So we’re figuring out what the motion is to sell, to market this offering, this product, but at the same time, to try to go to those, go to market teams and give them what they need to get in front of customers during the right cycle, during the right part of the customer journey. And so for me and my team, we focused on. A lot of the like packaging of what is that narrative? And the challenge there is designing it to be really prescriptive and make sure that there’s action against, like how can we actually put these pieces into place and embedding it into the different motions that we have in our enablement cadence today. Things like onboarding or on our ongoing coaching and things like that. So it’s so for me it’s about consistency. It’s about clarity of the message for things like new product offerings and giving people the confidence they need to go and speak to their customers or their new business prospects about that potential value. SS: I love that. Consistency, clarity, and confidence. I think those are fantastic things to drive for your sales team. From your perspective, what unique value does an enablement platform provide though when it comes to equipping reps to effectively sell a new solution? DB: Yeah, I mean, for us, it’s about change management, right? Because change management is a big one, and I think when you’re asking sellers to pivot the way that they’ve always sold something, or you have to communicate and over communicate, oftentimes the why, giving them the space to either practice. Or create quick wins or come back to being intentional and being aligned. We really need to be able to have the tools in order to do that. Of course, you know, Highspot helps us along our journey with this in order to enable against any sort of initiative. So for us it’s been a game changer. Right? And it’s a critical, I think, central source of truth, but more importantly, it gives the reps. What they need in their flow of work. I’m very big on like operating in the operating rhythms of the go-to market teams and the tool sets that they’re in. So whether it’s. Pitch decks, talk tracks, objection handling. It should all be at their fingertips. And so, you know, we’ve also leaned into those components. We’ve leaned in heavily to Digital Rooms specifically because of our use of those with our customer. So in customer facing, we can use those Digital Rooms to guide reps kind of through that structured buyer journey and kind of ensure consistency across those touch points. SS: I’d love to actually double click into that because as you mentioned, I know you’re leveraging digital rooms to help reps land the new solution. What are some of your best practices for leveraging Digital Rooms and how are you planning to use them to drive success of your new solution launch? DB: Yeah. One area that, like I said, we’ve really leaned into Digital Rooms. Like I said, it’s not just about the content sharing, it’s about creating this guided. Buyer experience that really mirrors how we want the reps to have conversations. With our customers, especially for us post initial sales, right? A lot of times we see our customer success team who is going in there. There’s so much for us in terms of our product and our offering that they have to be able to anticipate and really guide the customer through when they’ve already signed up with us and become a member and start to utilize our products and services. So we really wanna make sure that they feel equipped to have the conversation, the CSMs, and that the customers don’t have any surprises, right? So that anticipation and the use of guiding them through that journey in digital rooms is really important. So for us, each room is really tailored to the stage of the deal. And for us, post-sales, that curated content is really important and which is why it’s a huge piece of the multi-threaded sales, post-sales journey and, and use utilizing that live on the call with our customers. So from the sales leadership perspective, I think it also gives us visibility. When we think about using the digital rooms, and we can see when a buyer ultimately engages, when a customer engages with it, what they’ve clicked in that room, what interests have been spiked and what drops off. Ultimately, that helps us kind of coach the reps that are using those, our CSMs that are using those in real time and kind of adjust the strategy and what we’re seeing in terms of, you know, buyer disengagement. So, you know, we’ve used the Digital Rooms, especially with our new product offering and ultimately with our current offerings, some of our products that have been around for a long time that are really consistent and that we know we need that customer success support for. So that making sure everyone is kind of aligned in the interactions. SS: Amazing. You touched on visibility and when I think about that, I immediately think about kind of the underlying data behind that. How are you leveraging data to continuously optimize and improve your enablement programs? DB: Yeah, I mean, data’s so important. And of course we’ve seen real results in just utilizing those kinds of capabilities. Shorter time to first deal, or in our case, like higher attach rates for key products. Are things that I would wanna look at, um, and that we’ve seen impact for, from a lot of our enablement programs, but especially this, when we think about post-sales on new products or post-sales on existing products, I would say stronger deal progression is something I wanna look at and utilize the tools sets for the field. But you know, we also track field readiness scores. And you know, since rolling out things like our multi-product offerings and this type of program using, you know, Highspot and coaching cadences, we’ve seen a pretty significant lift in rep confidence and kind of tying that into pipeline conversion. So a lot of things that we’re looking at there. SS: Amazing. And since implementing Highspot, what business results have you achieved and do you have any wins you can share? DB: Yeah. I mean, I would say, again, just looking at the engagement piece, you don’t have to go crazy, right? And especially with tools in general, but Highspot especially, there’s so much you can do in the tool itself that I think it’s important to think about, like the basics. And if you wanna start off with just attributing your enablement success to engagement. That’s absolutely okay. Right. You don’t have to go as far as, okay, let’s tie in directly to the deal conversions or to the qualified pipeline, or to the close rates, or to the a RIO or whatever it is that you’re measuring, right? It’s okay to go straight to, you know, engagement. It’s okay to go straight to rep confidence, like some of those are easy, big wins. And for me, with a smaller team in terms of enablement and also a smaller go-to-market team. You know, that’s something that still gets me buy-in and alignment with my team. So with at least these tools getting, you know, an 18% lift in rep engagement, even just looking at some of the numbers today, like those are good for me. SS: I mean, to your point, it’s about the, the people and, and you’ve mentioned this, you mentioned this in the article, that enablement isn’t just about tools or processes. It really does come down to the people at the end of the day. And how do you keep your people and their needs at the center of your enablement strategy? DB: I think keeping people at the center of enablement strategy is easily done by just remembering that we are dealing with people, right? Sometimes we forget in this world of Zoom and post COVID, like we’re always on, you know, our laptops we’re always on, in general, in emails or in slacks, or in messages, et cetera. Zoom, especially, I think it’s easy to forget that there is a person on the other side of the screen. So much so in even podcasts, right? So we’re always looking at that, I think from a numbers perspective, but coming back to building relationships, right? We get into the roles we’re in, or the companies that we work for because of the relationships we have and the communities that we built behind. So I think it just comes back to remembering that there’s humans involved and what do people care about most is building those connections. So not just, you know, they’re not just numbers, they’re not just APIs or metrics that there’s people behind it. SS: Yeah. Absolutely. Absolutely. Danica, last question for you. If you could give one piece of advice to enablement leaders preparing to roll out a new solution or a new product offering, what would it be? DB: Hmm. This is a good one. I think for me, it goes back to what I just mentioned in terms of even metrics and maturity level. It’s okay to be a team of one. It’s okay to start small, don’t chase perfection. I would say chase adoption. Right. Your content, your programs, your tools, they only matter if people actually use them, that they’re engaged with them. So keep things simple, keep things repeatable and tied to the major business outcomes of, you know, your industry, your business, and just never forget that the best enablement is built with the field, not for them. SS: I couldn’t agree more. Danica, thank you so much for joining us today. You landed some fantastic advice for our audience. DB: Awesome. Well, thanks for having me. It was great. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

There's an easy solution for patients who can't afford treatment: membership plans. In this episode, you'll learn how to structure your plan, price it so patients sign up, and get your team on board.The DPH coaches share what's worked in their practices and easy mistakes you can avoid, whether you're creating a plan or revamping one you already have. Tune in for tips to build a plan that keeps patients coming back and feels like a win for everyone!Topics discussed in this episode:Why membership plans are good for your practiceHow membership plans benefit patientsPlan structures and pricingHow to get team buy-inMarketing and getting patients to sign upTo download the Membership Plan Documents mentioned in the episode click here! Text us your feedback! (please note: we cannot respond through this channel)) The 2025-2026 DPH Mastermind is now taking applications! Make this the year you decided to create the practice you've always dreamed about!Take Control of Your Practice and Your Life I help dentists take more time off while making more money through systematization, team empowerment, and creating leadership teams. Join the DPH Hero Collective and get the tools, training, and support you need to transform your practice: Team and Doctor Training for every aspect of Practice Management Comprehensive Training: Boost profit, efficiency, and team engagement. Live Q&A Sessions: Get personalized help when you need it most. Supportive Community: Connect with practice owners on the same journey. Editable Systems & Protocols: Standardize your operations effortlessly. Ready to build a practice that works for you? Visit www.DentalPracticeHeroes.com to learn more.

In this episode, Rachel introduces John Swartout, who is a political powerhouse (don't let that deter you- his stories are really interesting). During last week's CPW Commission meeting, Commissioner Robinson asked what it was people wanted the commission to do from a policy standpoint. John answered and it was powerful.I also talk a little (sneak listen alert) about my historical fiction piece. Gulp.This episode is brought to you by Adam Rose at Illiff Custom Cabinetry. Find him on The Facebook, man.Don't forget to check your cows, check your fields, and check your neighbors. It matters.

In this episode, Lawrence and Alainta dive into the dynamic world of travel—how it's changing, the variety of ways people are exploring the globe, and the latest trends shaping the journey. From solo backpacking and digital nomadism to luxury eco-tourism and space travel on the horizon. We also explore how technology, sustainability, and shifting global priorities are transforming how and why we travel. Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

In this role-play session, Aaron Novello guides you through creative real estate solutions that go beyond price cuts—think assumable loans, ADU conversions, referral-fee tactics, and more. You'll see exactly how to handle seller objections real estate pros face and uncover seller motivation so every conversation moves listings forward.

Xavier, Chaima en Alexander Hendrickx ergeren zich aan wc-rollen die verkeerd hangen en aan achternamen met 1 letter. Wist je dat er maar 1 juiste manier is om een wc-rol omhoog te hangen? Namelijk met het velletje vooraan. Want het heeft alleen maar voordelen: het trekt gemakkelijker, het is hygiënischer en het oogt ook mooier. En mensen met een achternaam met maar 1 letter, mogen die letter verdubbelen als ze een vliegtuigticket boeken. Weten, dat is relativeren, en da's een WinWin.

0:00 INTRO5:30 PIESE SH DIN CHINA8:19 ATAC MASIV ÎN AUSTRIA8:19 AVEM LEGE IMPOTRIVA CRETINILOR DE PE CHAT15:35 ÎN SFÂRȘIT AU LEGAT AUTOSTRADA19:09 DIN BRAȘOV23:35 TRUMP TRIMITE 9000 DE MIGRANȚI ÎN GUANTAMO BAY27:52 RUSIA NU CÂȘTIGĂ! DAR ȘTIE SĂ AMENINȚE, SĂ MANIPULEZE ȘI SĂ SPERIE! ARMAND GOȘU #IGDLCChttps://www.youtube.com/watch?v=nldoCRq2riA32:52 CUM ÎI FACI RESPONSABILI36:43 WWDC 202545:03 LIQUID GLASS45:36 ANDROID 16 OFICIAL PE GOOGLE48:36 SNAP VREA SĂ VÂNDĂ OCHELARI AR49:42 AIRPODS 354:51 NA POFTIM, TELEFON CU OBIECTIVE INTERSCHIMBABILE58:01 REDMAGIC GAMING TABLET 3 PRO01:01:44 SONY XPERIA 1 VII01:04:16 AVEM PRODUSE NOI PE GB.RO1:12:00 WINWIN.FIT1:13:53 COFFEEHOUSE.RO1:15:32 DE UNDE CITEȘTI ȘTIRILE?1:18:30 O3-PRO1:26:04 TEMPERATURILE NU ÎNCETEAZĂ SĂ CREASCĂ1:29:20 DE UNDE APAR TOȚI??1:46:22 CUM SĂ NU PARCHEZI PE TROTUAR1:48:06 LIBER LA PERMIS1:49:36 NINTENDO SWITCH 21:56:19 PS VITA 21:57:47 FILME INTERESANTE DE VĂZUT1:58:23 CE MUZICA ASCULTI

According to The Times, employees now face an average of nine organizational changes per year, up from two before 2020, leading to increased change fatigue. So, how can you lead a change management strategy to help reps effectively navigate these changes?Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Sobia Younus, the senior manager of sales learning and enablement at ApplyBoard. Thank you for joining us, Sobia. I’d love for you to tell us about yourself, your background, and your role. Sobia Younus: Sure. I really appreciate this opportunity. So I’m leading the sales learning and enablement team at ApplyBoard, a leading ed-tech platform that’s reshaping how international students access global education. So I lead a global sales enablement framework that focuses on performance process and people and my role. Spans everything from onboarding and ever boarding to performance improvement initiatives that firsthand impact the revenue. But to rewind a bit, my journey has never been linear, and I believe that’s been my strength. So while I’ve always been rooted in international education, my niche has always been B2B and B2C sales, and that helped me build a strong understanding of client behavior, market trends, and grow through meaningful engagements. I have been with ApplyBoard for almost six years. I initially joined the CX team, which gave me insight into the student journey and operations side of how applications are being processed. From there, I transitioned into the sales role where I gained the firsthand experience of navigating the field. Finally in 2021, I moved into sales enablement, and that’s where everything came together. It blended my passion for education, my CX foundation, and my love for sales performance into one purpose driven role. I think today I focus more on building scalable strategic enablement programs that build and drive revenue, empower people, and connect the dots between learning, growth and results. Personally, to me, and I really wanna share that, I believe that for me, enablement is where storytelling meets the strategy. That’s what make it so exciting, and what excites me the most about my work today is the blend of strategy and human behavior. Most importantly, understanding how people learn, they stay motivated, and how the right tool and messaging can turn a sales team into a high performing empowered force. That’s why I’m so excited to be here today because platforms like Highspot make a real difference. SS: Amazing. Well, we’re excited to have you here, and given your extensive experience in education management, I’d love to learn from you what are some of the unique challenges that reps in the industry face, and how can enablement help them navigate these challenges? SY: So that’s a very important subject. So one of the most unique aspects of international education industry is how deeply it influenced by external elements like immigration reforms, global mobility trends, and even geopolitical shifts. So unlike other industries where salespeople can rely on relatively stable products or markets, education is often at the mercy of forces beyond control. And as a result, salespeople in this space aren’t just selling a service. They’re actually navigating constant change, managing expectations, and often having to realign their strategy in real time. And a great example is what recently we saw last year, the government introduced caps on your international student permits and tightened eligibility for post-graduation work. Permits. So these changes had an immediate impact on student demand, also program selection and school preferences. So practically overnight, our sales rep has to understand the implications, shift focus away from programs that no longer align with student goals and reposition alternatives that still offered strong appeal to students. This is where enablement became mission critical. And an apply board. We don’t just see enablement as a static function. It is a real time strategic engine that basically supports business agility. So within days of those updates, our team not only delivered the sessions, so we created and rolled out sales plays and updated talk tracks and Highspot. We designed objection handling strategies on Highspot to help our. Salespeople reposition options with clarity and assurance. So in short, we didn’t just inform, we equipped, so that is important. Our goal was to turn uncertainty into clarity so that salespeople could keep on building trust and drive impact through their communication. And I believe that enablement also reinforces a culture of agility. So in industries like ours, change is inevitable. But when enablement is done right. It actually becomes a competitive advantage. SS: Amazing. And I know that at ApplyBoard, you actually switched off a previous enablement platform and moved to Highspot. What motivated you to reevaluate and change your enablement tech stack? SY: So when we initially built our enablement infrastructure at Apply board. Our primary focus was on structured learning. So naturally our, you know, tech stack leaned towards a traditional LMS. It served its objective at that time, like building, onboarding courses and track completion. But as our sales organization matured. So did the scope of our needs. So we realized that enablement couldn’t just live in siloed training modules. It had to be integrated into the daily flow of work. And our sales team needed not just learning, but relevant and up to date resources and real time support to navigate, you know, fast-paced industry changes. So in short, we needed more than an LMS. We needed a true enablement platform that could function as a CMS, a single source of truth, and I would love to call Highspot a strategic one-stop shop. So that’s what motivated our ship to Highspot. We wanted a one-stop solution where onboarding and ever boarding training and sales plays and competitive insights all could live together. A platform that doesn’t just share knowledge, but it gives. To our salespeople when they need it in a way that fits how they work. So it was a mindset shift from how do we train people to how we enable performance? And Highspot gave us the ash to just do that. SS: Change management is absolutely crucial, especially during major product or policy updates. What are some of the common pitfalls that organizations can face during change and how can they avoid them? SY: It’s a very crucial issue, and it is often underestimated and not because organizations don’t recognize its importance, but because they assume communication alone is enough. One of the most typical pitfalls is treating change as an announcement rather than a proper process. So when major product updates or you know, changes happen, especially in the industry like international education where external shifts can be sudden and high stake, simply informing teams isn’t enough. You need to enable them. So, and other pitfall that I wanna mention over here is failing to connect the why behind the change. So, if sales reps or CX teams don’t understand how an update or change a product shift ties back to their goals or the client’s goals. It usually creates resistance. Or worse disengagement. So change without clarity leads to confusion. And I always believe that change without a proper plan leads to chaos. So one more typical misstep that I wanna mention over here is not planning for reinforcement. So even when the rollout goes smoothly, but without a continuous enablement, like quick one pages or talk tracks, or life scenarios and sales place, trust me, all behavior will return. People default to what they know when things get tough, you know? But at ApplyBoard, we’ve learned this through the hard way, that effective change management start with empathy and end spend with enablement. So we ensure teams understand the work, the why, and how of every change, and we don’t stop at emails. We provide field ready tools, align managers as change champions, and use platforms like Highspot to make resources easily accessible and track the engagement, which is very important. So we all know that change is inevitable, but chaos is optional and you can do wonders if you treat enablement as a bridge between strategy and execution. SS: In your opinion, what is the strategic advantage of an enablement platform when navigating change? SY: So, in my opinion, the strategic advantage of an enablement platform during especially the time of change, is simple. It turns information into action at scale and in real time. So change, especially in the fast moving industries like international education. Often creates a gap between what the business knows and what the field needs. So product evolves, policies, they change and market fluctuates. But if your sales teams can’t access the right information at the right moment, trust me, execution suffers. So this is where an enablement platform becomes mission critical. It just centralizes the word, the why and how of change into one cohesive experience. So instead of scattered emails, you know, outdated decks or reactive training sessions, you get a single source of truth, which is updated, which is searchable, relevant, and embedded in the daily workflow. I’m so glad to say that at Highspot has given us the ability to roll out updates with precision and speed, and when major changes hit, you know, like the recent PGWP reforms, we can respond with focus sales plays, updated talk tracks, training modules, and enablement briefs in one place. We are not just informing the salespeople, we are empowering them to act immediately with clarity, with the right message. So that’s the advantage of a strong enablement platform like Highspot, that it turns change into action. It aligns teams to keep a clear narrative, gives clear visibility into what’s working, also helping you execute with assurance and stay ahead. SS: And I know Plays have been a key lever in helping your reps navigate change, such as, you know, with a recent government policy update that impacted your go-to-market strategy, how did you leverage plays to support this initiative and, and ensure global team alignment? SY: So to be very honest, Sales Plays have become one of our most powerful tools for driving clarity during moments of change. A great example, as you said, and I mentioned earlier as well, the IRCC updates last year, that significantly impacted which programs and institutions were feasible for students creating a sudden shift in our go-to market approach as well. So we knew that without quick and organized actions, this could lead to inconsistent messaging, confusion in the field and you know, lost trust with our clients as well. So we leaned heavily on sales plays and Highspot to bring structure to the chaos. So first we worked cross-functionally with the product team CX and the market expert to streamline these changes into actionable insights. So we took it this way, so we help them understand what it meant. What was changing and how it impacted our clients and the students. Then we created some tailored sales place that included updated talk tracks to help salespeople position alternatives with with clarity and empathy and segmented school lists like highlighted eligible and ineligible programs, suggested outreach. Templates and objection handling approach. Also, we did some live enablement sessions to walk them through our strategy and create some space for q and a as well. But most importantly, next steps for the salespeople. And because the sales play lived in Highspot, we could monitor. The engagement, the usage, and the adoption globally. So this gave us clear visibility into where reinforcement was needed and allowed the regional leaders to support their teams more effectively. And honestly, in moments like these sales plays are a vehicle for alignment, clarity, and assurance. They help us go from reactive to proactive insurance. Our teams aren’t just informed, but they’re ready. SS: That’s impressive. And you also implemented a Learning Tuesday initiative to drive engagement, which has helped you achieve a remarkable 91% recurring usage in Highspot. Could you share more about this practice and, and how you’re driving adoption of the platform amongst your reps? SY: So one of the most important lessons that I have learned in my enablement journey is this. If you want to build a culture of learning, don’t push your salespeople, walk in their shoes. So understand their reality, their pressures, and how they spend their day and apply aboard are salespeople are constantly engaging with clients, pitching multiple destinations, helping clients navigate multiple schools and programs. So for them to be effective, clarity is everything. And it comes from knowing your product, your destination, your message by heart. And that insight shaped our approach to drive Highspot adoption as well. So instead of just treating enablement as a checklist, we focus on making learning relevant, timely, and useful. So that’s where Learning Tuesday was born. It’s a recurring initiative, you know, to share short, impactful learning that fits easily into the flow of the week. So each Tuesday we choose a specific focus area of our sales team, whether it’s like a destination or a school or a program or any product update and build a supporting asset and a quick quiz in Highspot to provide timely, practical resource that aligned with what salespeople are actively navigating in the field. So the goal was simple. Like make learning part of their workflow, not an interruption to it, you know? And it’s very important to understand. And because we use Highspot to highlight success stories across the teams. So this approach helped us reach a 91% recurring usage rate and Highspot, because salespeople weren’t being told to learn. They chose to learn and it was because the assets and focus areas were so relevant, timely, and help them, uh, do their jobs. And I believe that and its score that enablement isn’t just about sharing information. It is about supporting people by giving them the right tools and add the right time and helping them see the difference it makes SS: Again, impressive. And as a results driven leader, what are some of the key metrics that you track to effectively drive change initiatives? SY: That’s a great point. And you know, one that really reflects how enablement has evolved as a function, especially in ApplyBoard, so early in our en enablement journey. Like many other teams, we are primarily focused on the surface level metrics, like number of views and number of assets viewed, and or how often an asset was viewed. But we quickly realized those numbers can be misleading. For instance, if two people viewed three assets a hundred times, the view count may look impressive, but it doesn’t tell you anything about who’s engaging, how many people are engaging or whether it is actually driving behavioral change. So we took a step back and asked ourselves that, what does meaningful engagement look like? What actually signals that our enablement efforts are influencing performance. So that led us to create a more focused Highspot performance, you know, engagement framework, one that actually prioritizes impact over bulk. So we started tracking. Metrics that showed the full picture of how salespeople were using and applying enablement in their work. I will share some examples, like number of unique people viewing the assets, not just the total views, monthly and weekly hours spent on Highspot, both overall and segmented by the projects. Also, the completion rates of assessments and the onboarding courses. Especially tied to the onboarding milestones and also initiatives like Learning Tuesdays. Also, engagement with the sales players and the field tools, especially during the moments of change. And when I say engagement, I mean time spent on these assets and how many people viewed the assets, and most importantly, a correlation. Between Highspot engagement and sales OKRs, like win rates or ramp-up time. So this shift actually helped us move from reactive reporting to proactive decision making. So instead of just knowing what’s being clicked or now we understand what’s actually being used. What is actually being retained and you know, what is actually impacting their performance. So it has helped us improve our, you know, Highspot approach by removing the low performing resources and focusing more on what actually helps our salespeople in the field. And I believe that an enablement metrics shouldn’t just measure activity. They should measure momentum. And when you focus on the right ones, they become a powerful lever for driving lasting change. SS: Amazing. Well, Sobia, I’m hoping you can share with me. Since implementing Highspot, what business results have you achieved and do you have any wins you can share? SY: So many. I can gladly say that. So many wins since we started using Highspot. So many wins. So we have seen some clear improvements in key sales. Performance metrics that support our business goals. While many things can influence results like market changes or team growth, but enablement has played a very important role in keeping that progress going. Like I said earlier in international education and ed tech sector, things move fast. We are always dealing with changes, immigration updates, and new information, and at the same time, we are growing quickly and bringing in people from all sorts of industries. So some with sales experience, but little international education experience and knowledge and others with the opposite. So enablement helps bridge that gap early on. This mix actually led to longer ramp up times, like longer than typically 50 to 60 days. As a new hire, they were learning about both the product and the education sector. So you know, it was taking a lot of time for them to learn all of that. But by building a structure. Role specific onboarding program within Highspot. We changed the game, our onboarding program. Now delivers destination training, platform fluency, and process enablement all in one centralized, searchable space, high sport. So as a reserve, we’ve successfully brought ramp up time just under 30 days on average. So the acceleration has had a clear impact on early client engagement and revenue readiness. Highspot just didn’t, you know, help us organize the asset. It helped us succeed. Successfully execute onboarding, scale their learning across borders, and you know, prepare salespeople to thrive in one of the most dynamic industries out there. Also, I can say this with assurance that enablement helped translate change into action, and Highspot was the strategic engine that allowed us to do that with speeds, scale and clarity. SS: Last question. If you could share one crucial lesson learned from your experience supporting teens through change, what would it be? SY: So, one very crucial and important lesson that I’ve learned is that successful change isn’t about having all the answers. It’s about creating alignment, trust, and momentum. So I’ve seen that teams respond best when they understand the why. Feel heard in the how. Can see themselves in the what’s next? So change sticks when it’s not just implemented, but truly internalized. And you know, that’s where sales enablement plays a crucial role by equipping teams with the right messaging, timely training, and actionable resources to navigate change with clarity and assurance and platform like Highspot make that happen successfully at scale. SS: Sobia, again, thank you so much for joining us. I really appreciate your insights. SY: I really appreciate that you having me here. It’s a pleasure and I truly enjoyed sharing, you know, all of the experience and learning. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

こんばんは、時刻は22時を回りました。「アイデアの破壊力で今を変える」をテーマにお届けする「深夜の創造しい会」、パーソナリティのウィッテムのエリーです。今日も明日からのビジネスをワクワクさせるような、そんな刺激的なアイデアを皆さんと一緒に深掘りしていきましょう。さて、今夜ご紹介するのは、私たちの日常によくある「あのちょっとしたイライラ」から生まれた、ある経営者の物語です。主人公は、老舗スーパーの三代目、健太さん。彼はいつもレジの行列に悩まされていました。「またレジ混んでる…」「サッと買い物済ませたいのに！」健太さん自身も客として並ぶたびに、そう感じていたそうです。ある日、彼はいつものようにセルフレジの前で立ち止まりました。すると、ふとこんなアイデアが閃いたんです。「もし、このセルフレジを使うだけで、めちゃくちゃお得な商品がゲットできるとしたら…？」。この瞬間、健太さんの頭の中で、点と点が繋がり始めました。彼はすぐに、スーパーの壁面に目をつけました。そして誕生したのが、その名も「ついで買いウォール」！セルフレジのすぐ横に、まるで宝探しみたいにワクワクする特別なコーナーを設けたんです。そこには、通常100円の商品が半額の50円になっていたり、思わず「え、これも！？」と声が出るような、掘り出し物がズラリと並んでいます。使い方はいたってシンプル。欲しい商品をウォールから手に取って、あとはセルフレジでピッ！これだけで、お得な商品をスマートにゲットできるんです。お客さんは、レジの行列にうんざりすることなく、むしろセルフレジを使うこと自体が楽しみになる。さらに健太さんは考えました。ただ安いだけでは面白くない。そこで彼は、こんなサプライズを用意したんです。なんと、50円で100円引きのクーポンが買えちゃう！もちろん、セルフレジ専用。そして、「え、今日じゃないの！？」って思いますよね？そう、次回のお買い物から使えるんです。このちょっとした「お預け」が、お客さんの次回来店の楽しみをグッと増やす仕掛けになっているんですね。セルフレジって、慣れると本当に便利でスピーディーです。会計がサッと終わるから、時間の節約にもなります。そして、健太さんのスーパーにとっても、人件費を抑えられて、その分をさらに良い商品やサービスに投資できるという、まさにWin-Winの状況を生み出したんです。健太さんの「ついで買いウォール」は、お客さんのお買い物をより楽しく、よりお得に変える新しい体験を提供しています。このアイデアは、日常の不満や課題を逆手にとって、新しい価値を生み出すヒントに満ちています。さあ、皆さんのビジネスにも、こんな「アイデアの破壊力」を加えてみませんか？「深夜の創造しい会」、今夜はここまで。来週も、皆さんのビジネスのヒントになるような刺激的なアイデアをご紹介していきます。お相手は、ウィッテムのエリーでした。おやすみなさい。#セルフレジ　#ついで買いウォール　#レジ行列解消　#買い物ハック

Welcome to The Deep Dive, where we take source material from the field and extract the gold so you can put it to work in your chiropractic practice.In this episode, we dig into:Why even the best chiropractors struggle with team leadershipThe top 7 leadership mistakes killing performance and moraleWhat real-world doctors are doing right now to build stronger teamsHow to lead with a servant mindset that fuels growth and engagementPractical strategies you can implement immediately:Ask better questions (“What do you need from me?”)Align KPIs/KPAs with individual motivationsCelebrate wins in public, not just silentlyUse gamification, shared reading, and strengths-based role placementBuild a culture where your team feels ownership over the missionIf you're tired of juggling it all alone and want to build a team that wins with you—not for you—this episode is a must-listen.Brought to you by Five Star Management, chiropractic's trusted source for leadership, systems, and practice growth.Want help building your own Win-Win Team?

Nancy Churchill explores the push for regional autonomy and fairer representation through HB 2085 and the Convention of Counties framework. https://www.clarkcountytoday.com/opinion/opinion-a-win-win-for-washington-state/ #NancyChurchill #RobChase #HB2085 #localcontrol #representation #WinWinforWashington #Opinion #WashingtonPolitics #stateSenate #ReynoldsvSims

Join me in a raw and real conversation with Greg Christensen, host of CMMS Radio, as we dive into why genuine win-win situations are so elusive in business. Greg shares insights into maintaining integrity, navigating the complexities of rapid growth, and staying focused on adding real value. Whether you're leading teams, managing facilities, or scaling a business, Greg's perspectives on accountability, intentionality, and authenticity provide actionable takeaways to keep your mission clear and impactful.

In this episode, Lawrence shares his out-of-the-office thoughts in preparation for his vacation.  From unexpected insights to rediscovering lost passions, personal thoughts on how time off can bring clarity, creativity, and a fresh perspective.Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

Xavier, Chaima, Annelien en Stephanie Coorevits ergeren zich aan onbeleefde klanten in de horeca en veel te luide muziekboxen op straat. Gelukkig bestaan er ook beleefde manieren om de aandacht van de ober te vragen en bij geluidsoverlast probeert de politie altijd eerst te bemiddelen voordat een Gemeentelijke Administratieve Sanctie (GAS) wordt opgelegd. Weten, dat is relativeren, en da's een WinWin.

Record setting recap of Lake Vermilion yesterday. Giving the details and the run down of Classic Bass Champions Tour on Lake Vermilion in Tower, MN.Learn about Supreme Lending Dream Team - https://bit.ly/DreamBigHBHellaBass LIVE now BOOSTED by Power House Lithium - https://bit.ly/HB-PHL▼ Tackle & Fishing Gear Links from this Video:Horseshoe Custom Weedless Tube Head - https://bit.ly/3POyzXjX-zone 3.75" Tubes - https://omnia.direct/XZoneDobyns DX743c - https://omnia.direct/HPSplitCastArsenal Deadly Nedly - https://bit.ly/DeadlyNedzCrush City Ned BLT - https://omnia.direct/NedBLTKaden 712sf - https://omnia.direct/KadenSpin—————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 15% off at ARSENAL Fishing w/ code: HELLABASS15 - http://bit.ly/ArsenalShopGet 15% off at OMNIA Fishing w/ code: OMHBMJ283 - https://omnia.direct/HBOmnia——————————————************************** #HellaBass #BassFishing #PodcastDisclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win! Thanks

According to research from Harvard Business Review, only 28% of executives believe their organization’s strategies were understood and executed effectively. So, how can you effectively define, execute, and optimize your go-to-market initiatives with your enablement tech stack? Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Zoran Vulic. Thank you for joining us, Zoran. I’d love you to tell us about yourself, your background, and your role. Zoran Vulic: Thanks for having me. I appreciate the opportunity. My name is Zoran Vulic. I work at Bunge in the North American Oils Group. Been with the organization for about nine years now, focused on communications and digital strategy and have been somewhat new to the food space, which is fun’s wheelhouse. So I’m kind of someone that’s not necessarily a typical marketer that’s in the food space. I’d probably classify myself as a digital native first in that space. So a little bit different and so. When I came to the organization with Bunge, they were looking to change some of their go-to-market strategies. They’re come a little bit stale and wanted to increase some of the value that we offer our customers and looking to expand into different markets and be able to service our customers in different ways. SS: Amazing. Well, I’m glad that you are with the organization and joining us today on this podcast as a marketing leader, what are some of the key go-to-market initiatives that you’re focused on driving this year, and what business outcomes are you aiming to impact through these initiatives? ZV: We focus on, or we service two main customer subsets within the North American Oils Group, one of ’em being food manufacturers and the other one being our food service operators. These are closely aligned with our annual go-to-market strategies and our annual commercial initiatives, and they’re really focused on expanding our products in adjacent markets. Launching new products within our target market groups, focusing on markets where we know that there is high growth potential, and then offering solutions across the entire value chain. So from, you know, your lowest commodity products, all the way up to your value added products. And these outcomes are really closely aligned with our annual go-to-market strategies, which we collaborate with all the different business functions within our organization, within the oils group within North America. SS: Amazing. And I love how you are. Aligning kind of your strategies with the the organization’s goals. I think that’s amazing, and I know it’s one of your strengths, especially as you kind of analyze how they’re doing. What are some of your best practices for ensuring this alignment as you execute your go-to-market initiatives? ZV: A long, long time ago, one of my managers at a different organization had this quote that he offered me because I was very, very ambitious and veryy eager and anxious to get going and moving quickly. And he said to me, he said, Zoran, if you want to go fast, you go by yourself. If you want to go far, you bring other people with you. And so I’ve really lent into that, which is in order to get all the organization rowing in the same direction, we need to be able to socialize these plans. So part of our process is meeting on a quarterly basis and when we’re doing our planning. For 2025, we met as an organization, all the different functional groups. And we talk about these are the plans that we have that we’re going to execute on in 2025, and here’s why they make sense. And then here are the different functions and here are the different tasks at each of those different groups. So we’re talking about sales marketing. Customer service, supply chain, product line management, all understanding that these are the key initiatives that we’re going to be executing on in the coming year. And here is how you know the flow of activities is going to happen. This has kind of been a project of mine is also taking a data-first approach to this, which is really looking at, okay, what information or what data do we have available to us that can help us inform. How we’re progressing? Are we trending in the right direction? Are we trending in the wrong direction? And very simply do more things that work and do less things that don’t work. And when you use data, you take away the emotion from it, and it allows you just to be more. Simplified in your approach in terms of how you can make some of those changes as you’re executing these strategies. SS: I love that. And I know a key initiative you’re focused on is your annual category-specific commercial initiatives. Can you share more about this effort and the outcomes that you’re aiming for and how you plan to leverage Highspot initiatives to support it? ZV: Yeah, so when we implemented Highspot, one of the things that really led us to this particular solution was how structured the approach was in terms of how we leverage the tools that are available to us. And so for some of our commercial initiatives, we’re looking to move people up a value chain. Very simply put, how do we move them from one particular product to another particular product that meets their needs in that inherently the customer sees value in part of that comes through, number one, socializing the information to the different stakeholders that need to be aware. So those include a lot of those different functions that I was talking about previously to you, which was supply chain management, product line management, sales, marketing, customer service. On top of that, what we’re gonna do is now we’re going to, again, teach our sellers, or at least provide them the information that they need to educate themselves on why is this important to their customers. After we’ve done that, it’s now, okay, what are the key messages that we want to communicate to those customers? And then very simply, what is it that we want to show them? What are our proof points that allow us to validate the claims that we’re making? And then what are the specific tools that we have enabled for our sellers to be able to do that across all the different categories and across all the initiatives? So we’re really standardizing that approach. And then based on the market that we’re speaking to, we’re providing customized, personalized solutions specific to that audience. That audience is both internal, so the people that are working on behalf of this particular initiative, then the information is really personalized and geared towards that external audience as well. SS: I love that. And you talked about this, you touched on it a little bit, how a key part of building an initiative in Highspot is really making sure that you’re aligning on the materials you’re using to drive the outcomes. You touched on ’em a little bit, like plays digital rooms training. Can you share how you’ve identified the resources that you’re using to support your initiatives, like the annual category-specific commercial initiative? ZV: Yeah, so when we talk about those annual category initiatives, a lot of the time it’s what type of information is the seller going to need in order to communicate this directly to the customer. And then from that position, we then take a look at, okay, what does the customer know and what does the customer not know? Meaning is this a complex problem that they have? And does this require. Certain materials. Does this require video in terms to explain a very intricate processes that requires a little bit more knowledge and education building versus, you know, some of the more simplified versions, which are, what is the content that we need to get in front of a potential customer to, again, explain the value proposition of what problem we’re solving for them? So we’ll do an audit of what specific materials do we currently have within our database? And then understand whether this is going to be a new build, or do we have something that we can fast adapt where we have information that is about, you know, 60% relevant and we have to do a little bit of personalization specific to the category. Or the initiative that allows us then to get to market a little bit quicker. It also helps, I’ll say this, it also helps because you can then start focusing your dollars, so your marketing budgets more efficiently, because now I’m focused on dollars that are specifically to attract customers rather than developing some of those materials. So those are some of the relevant pieces we look at when we’re trying to come up with these strategies. SS: Got it. And you recently started using the initiative scorecards to measure the impact of your go-to-market efforts. How are you using or planning to use these insights to assess the performance of your initiatives and, and really optimize your go-to-market success? ZV: Yeah. So when initiatives came out, my colleague Paul Higgs and I, were in Seattle for the Spark Conference last year in 2024. And when it got rolled out, I elbowed Paul when we were sitting in one of the sessions and I said, this is it. I can now align this with campaigns. I really hope they’re gonna tell me that I can align this stuff with campaigns, and I know that Highspot is working on that, but really that’s, you know, because I’m looking at it from like an end-to-end solution. So what information are we doing or what activities are we doing to help inform customers at the begin, which is, you know, really building that pipeline for customers, whether they be existing customers that people that we know, or they’re new customers that we’re trying to attract. And then as we push them through that funnel, we’re, you know, getting some engagement with them. We’re communicating with them, whether that be on a digital platform or not. And then once we’ve warmed those leads up, or once we’ve provided some of that context to the sellers, any of those leads that now have converted where they’re looking for some type of sales outreach, we’ve now got a plan. Which is our sales play that the sellers can then leverage. And so then we can measure that activities all the way through. So now I can say, okay, a year from now when we’re looking at launching a new product in a new specific market, I’ve now got some data to say, here’s the type of effort that’s gonna be required in order to get the results that we’re looking for. And previous to this, we didn’t have that. And so this is like quite a big win for us in terms of the Marco function, which is we can really partner with the business and say, you know, and provide some insights to them that, that now go from, you know, from ideation all the way through to commercialization and opportunities that are now being won and customers that are purchasing the product and having some success with it, we’re now able to say, okay, here’s the effort that’s gonna be required. And again, communicating that throughout the organization, through a system like our CRM system is salesforce.com. So again, like that close integration between those two, that was obviously a big selling feature for us of making sure that we keep all that information within the same ecosystem because it allows for decisions to be made in a quicker, more streamlined fashion. SS: Absolutely. How are you going about socializing and actioning the insights that you’re starting to glean from the Initiative Scorecard? ZV: I’m gonna say I’m probably pretty lucky in this respect where part of our organization we have. Business planning meetings that we have on a monthly basis, and part of those business plan meetings is we socialize and we communicate the results from these initiatives that we have. So it’s already built in. The good thing is, is that I’m not telling necessarily a story. I’m providing data. And then providing context around the data. So the data is the story, and now what I’m doing is simply providing the context to say, Hey, this is why these initiatives are moving in this direction. These are why these initiatives are moving in this direction. Here’s the course correction that we would need. And again, that’s a collaborative approach. So. All the different functions are in there, so it comes across as quite collaborative within the organization where we’re all singing from the same song sheet and all rolling in the same direction. SS: I think that that is an amazing win in and of itself. And long term, what value do you believe the initiative scorecard can bring to your organization? How do you see it helping you achieve your goals? ZV: Number one is very much aligning. I. Our go-to-market strategy with the initiatives that we understand that the organization has identified as being the ones that are going to be key on an annual basis. Then having those key initiatives merchandised in an initiative, and then that initiative attached to a sales play, a sales play that then has all the different assets that all of that stuff is now rolling up. So now we can take a look at all that effort that we’ve. Communicated and created specifically for end user customers and then also our internal customers. So our sales teams and any of the other functions that need to be aware of the initiatives. All that rolls up together and now we’re able to communicate that out to the audiences. SS: Amazing, amazing. I love that. Since implementing Highspot, what business results have you achieved and do you have any wins you can share? ZV: Yeah, there’s a couple wins I can share. I’d say the biggest win for us internally within our sales org is we had a very decentralized process in terms of where materials were stored and housed and, and how sellers would actually access it. And as a result of that, we had a lot of noise within the Marco function of sellers and sales directors, where can I find this? Where can I get this? How do I get this? How do I get that? That has virtually been eliminated, which in and itself allows any of the functions that are working on these commercial initiatives now to focus more their attention on, okay, analyzing results, understanding where we have. Gaps in our portfolio in terms of what information we can provide our sellers, which then roll up to our customers. And I’d say like the, the secondary one now that we’re, myself and Paul are working on, is really embedding this in the ways that we work. So really focusing on how can we deliver some of these. Materials and these insights and these assets directly to our sellers in the systems that they operate in. So a little bit of a uphill climb, I would say, for our sellers in that we’re transitioning more to a Salesforce-driven operation versus more of the traditional telephone email. Processes that they’ve been involved in, there has been some noticeable changes. So one of the things that I can absolutely share with you is that since implementing Highspot, we have seen a 36% increase in our win rate When we have our sellers share content through the system, we’re looking obviously to expand on that. Coming in the rest of 2025 and then really, really drive home the sales plays that we are utilizing that support those commercial initiatives. And again, we’ve got very good alignment from the executive team in that they all understand that this is where the sellers and any of the functions that are involved in working on the commercial initiatives, this is where all the information is going to be stored and this is how it’s gonna be, uh, communicated out to our customers. SS: Amazing. Last question for you, Zoran, to close. What is the biggest piece of advice that you would give other marketing leaders looking to lead, go-to-market initiatives that really deliver measurable outcomes? ZV: Get alignment with your executive team. That is the biggest aha moment I had when we were implementing Highspot. And then once we implemented, once we understood how this could alter and guide our sales process. To support these commercial initiatives. It was very much like hand-in-glove type of, uh, alignment where the initiatives are being communicated to the various groups that are supporting them. And then we’re providing those assets to support those initiatives in a manner that makes it efficient. And I think that’s kind of like the biggest thing is where you can gain efficiencies. You should because there’s the one commodity that you can’t buy, which is time. And then the other commodity is people’s attention. So if you can get people’s attention, because these are the things that are important, and if they’re important to the executive team, that likely means they’re gonna be important to the people that report into the executive team, so that definitely helps. That would be probably my biggest piece of advice get alignment with your executive team and be very, very clear about here’s how this particular solution can help meet those goals that you have. SS: I love that. And to your point, having that conversation underpinned with the data just makes it a much more real conversation that the business can then optimize again. So I love that advice. Thank you again so much for joining us. I really appreciate the time. ZV: Thank you for having me. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

Lawrence is solo on today's podcast, discussing the layers of what it means to be wealthy. Beyond luxury cars and flashy lifestyles, we explore the unseen foundations of lasting wealth: mindset, discipline, relationships, and purpose. Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

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According to research from Forrester, 74% of buyers choose the sales rep who was first to add value and insight. So, how can you deliver a standout experience to win over modern buyers?Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Jose Sanchez, the product marketing manager at Hexagon. Thanks for joining us. I would love for you to tell us about yourself, your background, and your role. Jose Sanchez: Yes, of course. Thank you so much for having me. This is really great and perfect timing because I’ve been using it even this week. We were at a trade show, so I’ve been using the platform. It’s been great. My background is technical. I did geological engineering. So I was in mining. I was in a consulting firm and then eventually got to be, uh, an engineer for Hexagon, but I always had a little bit of a creative background, creative things happening, floating around. So it did drive me back to want to be more creative, and so a marketing position opened in Hexagon in our division and I went for it and I got it. So it’s been four years now that I’ve been doing product marketing and I think that’s been a really good way to sort of move through different parts of our company. SS: Amazing. Thank you for kind of taking us through that. I’d actually love to double click on that, because you’ve been with Hexagon for almost two decades and you started in that technical role and have transitioned into product marketing. Can you walk us through that journey and how has your background influenced your approach to your go-to-market strategy? JS: Oh yeah, for sure. I think I’m blessed in being able to understand parts of the technical side that maybe the rest of the marketing team doesn’t, and they lean on me quite a lot on that. So yeah, I think that journey and that background made it so that my current role, which is really talking to the product development team, and coming up with go to market strategies and then imparting that information to the rest of the marketing team, the designers, and the videographers, everybody, so that we can get that message out properly. So I think that my background has really influenced the way I do go to market strategies because of the technical side of things. SS: Amazing. And as a product marketer, what are some of the biggest challenges that you’re seeing when it comes to engaging modern buyers throughout the journey and how are you overcoming some of these challenges? JS: That’s a good question. I think the biggest challenge for us in this industry, and it’s probably not unique to our industry, but our sales cycles are really long. There’s relationships that have to get built, sometimes it can take years. And so it requires a lot of listening to our sales people, listening to them to know what they’re using, what’s useful for them and what’s not. So that’s been a huge challenge because sometimes a marketing team can just go off and say, hey, we’re gonna create brochures. We’re gonna create this and this. And not really know whether they’re using it or not. Highspot has been instrumental in that because we were noticing those numbers weren’t looking good. They weren’t sharing things out, they weren’t pitching out, and so we just started having way more conversations with them and that overcame that challenge. We’re in a much better place now where we know what they need. We know what they like and what they don’t like. To build those relationships to be able to sell things. SS: Amazing. And in your opinion, what unique value does an enablement platform offer when it comes to creating and delivering impactful buying experiences? JS: I think it, it goes very much hand in hand with the, the answer for the last question. Having a place where everybody, not just the marketing team, but the sales team and even the product developers can go to and see what’s out there, see what’s being said about their products and how it’s being presented, and then being able to give feedback. That’s incalculable, how amazing that is. Because, you know, before it was SharePoint, it was a folder, or in teams, there’s just channels and you just stick files in there. Nobody has any idea. Whether it’s the newest or the best, or whether it’s good or not. So I think that’s really been an amazing thing for us to be able to use, that it’s not just a repository, I don’t wanna call it a repository, but a place where they can go, a hub, where they can see the latest and know that it’s been qualified and feedback has been given on it. SS: Amazing. And you are actually using Highspot to create some really impressive and interactive experiences, including leveraging digital rooms for trade shows and customer stories. Can you share more about these initiatives? JS: Yeah, no, this is one of the great things that I’ve really enjoyed about working with Highspot is our account managers and we have a biweekly meeting. It’s just a short little meeting where they, we have questions for them, they update us on things. And those meetings have been amazing at finding out, ’cause Highspot is so robust, there’s so much that we. Can use and we don’t even know. So having those conversations, that’s how it came out. We started saying, Hey, we have this huge trade show. We wanna have something interactive on the floor where we can tell stories about how our customers are using our technology. And they suggested digital rooms and they showed it to us. This is, I think still when it had just come out and I thought that sounded perfect. It was an easy interface that was on a touch screen on our floor. Salespeople could walk. Customers over and show them, hey, you’re an underground, minor. Look at this case study. And a video would come up and really, really nice way to interact and then shareable. So that was really just drove it home. You know, you can talk to them, show them and they say, you know, I’m gonna send you this. Here’s your email. And it would go, and it was tracked. So those digital rooms have become something that we’re now using at every trade show. We just used it now in Montreal for one of the big trade shows we were in. And it’s funny because it also opened the door for just. Other Highspot things as well. A lot of, I saw uh, during the week that salespeople were just opening up Highspot on the tablet so they could show them anything. It didn’t just have to be the digital room. They were actually pitching live as if they were on a call or something, but just there on the floor and it was great. It was great to see that. SS: Amazing. What are some of your best practices for creating effective Digital Rooms for your teams to leverage? JS: That theme that I’ve been talking about, about listening to our sales teams is really important for that. They’re the ones that drove what we were telling on that Digital Room, that specific one, and then new ones have come up. So listening to the salespeople and the regional field marketers, we’ve realized, oh. They go to trade shows that are just about underground mining, for example, or just about blasting. And so if we can create a digital room or even teach them to create their own Digital Rooms, that idea has sparked many, many more people wanting to make their own. So we’ve already started making little offshoots of that first one with different flavors. So yeah, that would be my advice. Listen to your salespeople and they could drive exactly the way you need to make things. SS: And speaking about that in rolling out Digital Rooms to your team, I believe you started with your BDR team and are now expanding your focus to your account management team. How are you driving adoption across these teams? JS: Adoption for us has been a challenge from the very beginning. We’re learning at the very beginning what could be done, what couldn’t be done. So we decided to get a little bit more exact with the way we were using Highspot, and that’s what spawned all the, all the new collateral that we’ve created and stored there for them to pitch as well as the Digital Rooms. And so I think starting with our business development managers was just a really obvious way to address something that was needed right away. You know, this is our new business. They’re going out there and trying to grab as many new audiences or even existing customers, but for new technology. So starting with them was great. It was maybe, if you will, a bit more aggressive. A lot of the collateral that we needed, like those Digital Rooms or for right now, we need these conversations to happen. We have now started talking to our account managers as well. We just had a conference of all account managers getting together, I mean our headquarters in Tucson, Arizona, from around the world. And we did started doing the same thing, listening to what they need and what is effective, what’s not for them to communicate with existing customers. So I think that transition and that adoption for the new team, the account managers, as soon as they start also working with their regional business development managers, they realize, oh, okay, I can use this. And then they can take it and use this part. So it’s all connected and I think that adoption’s great. And to be honest, every time I’ve had any sort of enablement where I’m showing. The capabilities of Digital Rooms or Highspot with my team. Just showing them the immediate tracking. You know, that somebody opens the pitch you just sent and you get on your phone, you get a ding, and they love that. As soon as they see that, they’re like, oh my god, that’s amazing. So that I think has also really upped the adoption is people getting excited about it. SS: Amazing. And I love how some of that’s even happening organically now. What impact have you seen so far from leveraging digital rooms to engage your buyers across their journey? And are there any key wins or notable business outcomes you can share? JS: Yes, definitely. Our marketing team has always relied on what we get as feedback from our salespeople, and especially now, that’s the the sort of new strategy we’re taking. So the number of pitches is for us right now, gold is what we look at. If that number starts dropping, we have to see why is that piece not being used? We’re not being pitched, so we’re constantly monitoring. What’s happening as well as just getting verbal feedback or emails. We encourage everyone to give us feedback on pieces. So yeah, I think, uh, the numbers have gone up. The number of pitches have gone up. These digital rooms are going out at every trade show. We made a Spanish version as well that was asked by our LATAM team and I think it’s very obvious when you look at. Before Digital Rooms. We started using it for our big trade show, my expo last September. Before that, the numbers dramatically increased afterwards, so that’s the way we’ve been able to measure that. SS: Amazing. Now, we talked about this at the onset, but with your strong technical background, how do you leverage data and insights to inform and improve the programs that you’re leading? JS: That’s a really good question, especially for our technology and our, our group of suites that we sell specifically because we always talk about data and we always talk about the power of data, being able to help you decide things, making decisions, making changes in your strategy. And so I think for us, talking to our account manager from Highspot, we realized that we can get these reports and it gives us such great insights down to the granular, you know, who’s using what. And that to us is amazing. In our solutions, we do the same thing. We tell our clients that all this data that’s being produced, trucks moving, people driving. Safety operations and planning, everything comes together in a mine and produces data. And if you can grab that data and actually make sense of it and start making decisions based off of it, it’s the best. And we’ve started doing that now with Highspot. We’ve been able to say, this strategy’s not working, let’s move on. Or let’s change it and make it work this way. Or, wow, that one’s really working, we’ve gotta do more of that. So yes, definitely the engineering side of me loves seeing graphs and loves seeing charts that, and not necessarily that always say good things. It’s. Really great when they don’t tell you good things because that’s how you learn. And I think Highspot has that for sure. SS: I love that. Last question for you, Jose. For other product marketing leaders that are looking to improve buyer engagement, especially in this what’s becoming a very digital first world, what is the biggest piece of advice you could give them? JS: Yeah, I think I’ve already mentioned it a couple of times. You probably noticed the theme, but, listening, listening to the people who are using this collateral, who are using these digital rooms or whatever you have in Highspot. And it goes beyond Highspot, of course. It’s your website, anything that you’re creating, videos that you’re posting up on YouTube or wherever you’re doing it, hearing what is effective and what’s not, from the boots on the ground, if you will. They’re the ones who really are gonna be using this stuff. And if they’re not really into it, then you’re not gonna be successful. So that’s my number one piece of advice is listen to them, have conversations with them one-on-one. It really helps. SS: Amazing. Well, Jose, thank you again so much for joining us. I really appreciate it. JS: Of course. Thank you so much for having me. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

Join Chad as he welcomes Mike Kroupa, a real estate investor who embodies the core belief that business grows by serving others. Mike shares his inspiring journey from a 35-year career as a chemical engineer, living and working across the globe, to becoming a full-time real estate investor in Louisville, Kentucky. Discover how his "Real Estate Investor Who Cares" model focuses on creative deal structuring—including seller financing, private money, and innovative rent-to-own programs—to create win-win situations for sellers facing difficult circumstances, private lenders seeking secure returns, and tenant-buyers aspiring to homeownership. Mike discusses the power of mindset, the importance of solving people's problems, and how you can build a successful real estate business without necessarily needing a lot of your own capital, by focusing on serving the needs of everyone involved in the transaction. Learn why the traditional path isn't the only path, and how truly helping others can lead to profound business success and personal fulfillment.Connect with Mike Here:Facebook: https://www.facebook.com/bluegemkyLinkedIn: https://www.linkedin.com/in/mike-kroupa-realestate/Email: mike@bluegemky.comVisit our website at www.TrueWealthInvestors.com for more real estate wisdom and resources. More Resources & LinksStruggling to get started in Real Estate or feel like you are struggling to get to the next level?  Check out this Free Vision Casting Video to help clarify your goals and get specific steps to accomplish them!Schedule a 30 Minute Discovery Call with Chad Accelerate the growth of your business and reclaim control of your life! Are you tired of your business running you instead of the other way around? It's easy to get bogged down in the day-to-day operations, making it challenging to identify overarching challenges and solutions. Let's schedule a call to gain a strategic 10,000-foot perspective and devise a tailored plan for your success. Take the first step towards a business that not only thrives but also enhances your life!  Connect with Chad on LinkedInFollow Chad on InstagramFollow Chad on YouTubeFollow True Wealth on FacebookBe sure to leave a rating & review to let us know how this show has helped YOU!

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Dr. Angela Jackson discusses her book "The Win-Win Workplace," advocating for moving beyond traditional zero-sum work environments to create workplaces where both employees and businesses thrive. She emphasizes listening to employee feedback, embracing whole-person identities, reimagining benefits, and fostering ownership mindsets to drive productivity, retention, and bottom-line success.   TAKEAWAYS Listen to employees regularly and act on their feedback to build trust and engagement Support the whole person by acknowledging employees' full identities and life circumstances Create personalized benefits that address real needs rather than generic one-size-fits-all packages   A QUICK GLIMPSE INTO OUR PODCAST 

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According to research from McKinsey, 70-80% of B2B decision makers prefer remote or digital self-service interactions. So how can you leverage your enablement tech stack to improve the digital buying experience and boost buyer engagement?Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Lisa Brown, the senior instructional designer at PagerDuty. Thank you for joining us, Lisa. I’d love for you to tell us about yourself, your background, and your role. Lisa Brown: Hi! It’s nice to be here. So, prior to working in enablement, I spent several years working in education at various levels from elementary all the way up to higher education. But the thing that I loved most about those roles was when I got to create learning programs and training materials. So eventually I made the jump into enablement as an instructional designer about seven years ago. I’ve now been at PagerDuty for almost three years, and like you said, I’m the senior instructional designer that supports field enablement. So in my role, I create training materials, e-learnings, I consult on adult learning principles, and I also support the administration and architecture of Highspot. SS: Amazing. And on the note of Highspot, I know that your organization implemented Highspot earlier this year, making the switch from a a previous enablement platform. Can you tell us about some of the key things that your team is prioritizing this year and how that led you to evolve your enablement tech stack? LB: Yeah, so one of our biggest priorities this year has been focused on data-driven enablement. When we made the switch to Highspot, we wanted to move beyond just responding into a motion that was more proactive. We’re looking closely at what the data is telling us. Things like what content the field is actually using, what’s being searched for in our platforms and where there could be gaps. This way we can partner with leadership to plan more meaningful enablement that might fill those gaps. This visibility into the data has also helped us take a more strategic approach to the content curation that we’re working with by developing a more structured governance plan. We’re not just filling a library with content, removing what’s outdated. We’re highlighting what’s working, and we’re making sure that everything that’s available is relevant and easy for the field to find. This is also really helping us strengthen our feedback loops with other departments by having a structured governance in place. Content contributors and SMEs are charged with more regular evaluation of their content. Things like, is it up to date and current? Is it relevant still? Is it being used by the field? And this allows more insights for them as they’re updating their content as well as our own means for data evaluation. But it’s also continuously providing value to our field users because they can remain confident that the content that they’re using is the most accurate information and it’s the most up-to-date. So I think to summarize, for us, it’s all about making that seller experience much more smooth and impactful. It’s making it easier for them to get what they need when they need it, so that they can focus on building relationships and driving results with their customers, not on finding content. SS: I love that. And another area where you have already started to see amazing success is through the use of Digital Rooms. I’d love it if you could share a little bit more about the role that Digital Rooms are playing in your enablement strategy. LB: Yeah, so when we rolled out Highspot, we knew that driving excitement and adoption would be critical, especially because this was another tool change for our field, and you can get a lot of fatigue from that. So we really leaned into the value of Digital Rooms, almost like a marketing hook internally. Rooms were not just a new feature. They represented a new way to engage with customers more personally. Digital Rooms allow the field to deliver a curated and branded experience that’s not only more engaging for the buyer, but it also provides more data for the seller. We can see who’s opening what, how long they’re spending on the content, how long they’re spending in the room, and then we can use that to coach our reps on follow ups and personalization as well as the benefit that they’re seeing and that they can make their own decisions on. Now that we are a few months out from our launch, we are embedding digital room usage into other training programs across all of our enablement programs. We’re incorporating it into the deal strategy especially for complex sales and renewal motions where we all know that that relationship building is especially critical. SS: Absolutely. And what are some of the challenges that you’ve seen reps face today, and how are you leveraging Digital Rooms to help solve these challenges? LB: One of the biggest challenges that our reps are facing is getting to the right buyer and not stopping at a single point of contact. We know how important multi-threading is, especially in today’s buying environment, where decisions often involve multiple stakeholders across different levels of an organization. So that’s where digital rooms have really become a strategic tool for us. We’re not using them just to share content, but we’re using them to open up the buying committee because the digital room is something that our champions can share internally. We’re seeing it lead to the creation of new contacts that we might not have access to otherwise or without using this tool. Another key benefit that we’re getting from this is the engagement data. Like I said, reps can see what’s being viewed by who and how often, which is giving them a much clearer picture of what the customer is actually interested in and where they might need to pivot the conversation or go deeper in that conversation. Overall, we see Digital Rooms as a way not to just deliver content, but to gain visibility, create momentum inside the customer’s organization, and drive more strategic engagement with potential customers or existing customers. SS: Can you tell me a little bit more about that? What are some of your best practices for building effective Digital Rooms? LB: So our best practices, I’ve tried to kind of summarize it, narrow it down a little bit, but I think the biggest way to summarize it is really comes down to being intentional and buyer centric. From the start, we’ve encouraged our reps to start with the buyer in mind, which means customizing the room based on the customer’s industry, the role and their specific pain points. The content in those rooms should really feel like it was curated for their industry, their role, their pain points, other than just being a generic collection of assets. Second, we’ve advised our reps to build the digital room early in the buying journey, ideally right after the first meeting or contact, and then treat it like a living resource. After every call or email exchange, the room gets updated with relevant follow-ups, next steps or new content that might have been discussed or that could be relevant. It becomes a shared space that really reflects the progress of the deal by doing that. Another key best practice that we have is to use the metrics, and I know I keep talking about the metrics, but they’re so important with, I think every industry today. The Engagement Center really provides a lot of insight into what the customers are actually spending time with, which is giving them a much clearer picture of what content is relevant or if we need to reframe conversations in any way. And then when we see someone new accessing the room and the content that they’re accessing, it often means that the deal could be expanding internally, which gives the reps a natural reason to either follow up or to create new contacts and multithread that relationship. SS: Amazing. Well, like I said, you guys are doing amazing things with Digital Rooms now. When you were rolling out Digital Rooms to your teams, you led a series of workshops at your regional enablement summit for your global teams. How did you design and deliver these workshops? LB: Yeah, it was really great timing because we had already scheduled our regional enablement summits, and it happened to fall shortly after we enabled Highspot, so it was just really perfect timing for us. I started designing these workshops by assessing the baseline familiarity with Digital Rooms. By our teams at PagerDuty. Looking at the data from our former platform, over 90% of our current field reps had used a Digital Room before. Over 90% of people had never touched a Digital Room here at PagerDuty. That told me that we really needed to start with the fundamentals, not just the how to, but also the why. So the workshops began with an overview of what Digital Rooms are, why they matter, and how they support both the buyer journey and our internal selling process. From there, I moved into the practical side by introducing how reps could upload custom content or customer specific content into their personal spots, so that way it was ready to drop into a digital room whenever it was needed. And then we covered off best practices, things like content curation and visual presentation, and then using the metrics to guide the further engagement with their customers. Next, I walked through a demo of building a Room, but the most important part of this was when we allowed for hands-on practice in that Room. It was a safe, non-customer facing environment, so I really wanted to allow the field to get their hands on the tool. Explore it, make mistakes, ask questions, and get support from me and my team that were in the Room, and this was all before they were sending anything to a customer. No customer was going to see this, so it was really, really a safe space for them. I wrapped up with clear next steps, like sending your first room and then reviewing engagement metrics. Partnering with your manager to strategize those follow-ups, so that way they had a really clear plan of action to leave the room with. I think that that combination of education, practice, and action made our rollout feel approachable and immediately applicable for the field. SS: I love that. Well, like I said, as I’ve alluded to, you guys have seen an impressive adoption since the rollout with over 300 external shares of Digital Rooms. What have been your best practices for driving and maintaining high adoption? LB: So a big part of our adoption success came down to how we launched. I mean, I just talked about it, but we didn’t just announce Digital Rooms and say have at it. We built a foundation through our in-person training, and that allowed us to get the reps comfortable with the tool in a hands-on and low pressure setting. They had time to practice and ask questions before feeling the pressure of, oh, this is going to get sent to a customer. This was just a safe space for them to practice. We also emphasized why the rooms matter, not just what they do, and framing them as tools that support multi-threading personalization and deeper customer engagement helped the reps understand the strategic value, and it really connected with a lot of what they’re struggling with right now. So it made the tool even more meaningful and has helped our adoption stay a lot stickier. Since launch, we have been working on keeping the momentum going by highlighting success stories, building a library of assets to make the rooms easier to build and reinforcing best practices through manager enablement and follow-up training. We’re really trying to make it as easy as possible to use while showing the value and celebrating our wins along the way. SS: I love that. I think celebrating those wins is absolutely important. And along with driving high adoption, you’ve also seen really great customer engagement. Can you tell us about the impact Digital Rooms are having on the buyer experience? LB: We have heard from our sellers that one of the biggest things that customers appreciate about the digital rooms is simply the convenience of it. They have everything in one place. Instead of having to dig through tons of emails or links that might have been shared or various slacks, they instead, they just get a centralized hub that’s clean and organized and tailored exactly for their needs. A great example of this came from one of our reps after our cornerstone event called PagerDuty on tour that we held this spring. This rep created a Digital Room as a follow-up, not just for the attendees that were at the event, but also for customers who weren’t able to make it. It included highlights from the event, key resources and next steps all in one single place. It turned what could have been a very generic thank you email into something that was more personal and valuable to those customers, whether or not they attended the event. That kind of personalized follow-up keeps the conversation going and it shows the customer that we’re thinking about their experience and not just our internal sales process. And because the room is dynamic, those reps can continue to update it as the relationship evolves, which keeps that engagement alive long after the initial touchpoint. So from a buyer experience standpoint, Digital Rooms are helping us move away from those transactional follow-up emails towards a more thoughtful relationship based engagement. SS: Very cool. And after seeing some of these early wins, what are you hoping to achieve next as you continue to evolve how your teams are leveraging Digital Rooms? LB: Now that we’ve laid the groundwork and seen strong early adoption, our next focus is on depth of usage and consistency. We want to ensure that the field continues to use the Digital Rooms, they maintain them as a living asset during their deals, and that they can continue to use the engagement metrics to help drive next steps and actions. We’re also working on building out more examples that are industry specific to make it even easier for our reps to scale their efforts while driving personalized experiences. This is in addition to highlighting good examples from the field and the successes that they’ve seen, because I think it’s really important to have that peer-to-peer learning element and have that engagement within the field themselves. From a measurement standpoint, we’re looking to tie engagement with Digital Rooms to deal outcomes so that we can better understand where our reps are moving the needle. SS: How exciting. Oh, last question for you, Lisa, and again, I appreciate you taking the time to talk us through all that you guys have done at PagerDuty. I would love to understand if you could give one piece of advice to other teams looking to get started with Digital Rooms, what would it be? LB: My biggest piece of advice is to start simple and make it applicable. Focus on creating space for your teams to get hands on and give them a safe environment to explore the tool. Build those templates that they can immediately use with their customers and also show them how using a Digital Room maps to their existing workflows so that it makes it as easy as possible for them to start implementing the tool in their day-to-day without it stressing them out about just another tool that they have to use. It’s something that they want to use to keep their buyers engaged. SS: I love that advice. I absolutely love that. Well, again, Lisa, thank you so much for joining us. I really appreciate your time today. LB: Thank you. I appreciate it. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time from our insights on how you can maximize enablement success with Highspot.

In this episode of The Other Side of the Firewall podcast, the hosts discuss the recent reversal by CISA regarding their cybersecurity advisory changes, emphasizing the importance of free access to information for the cybersecurity community. They explore the implications of subscription models on automation and data ingestion and share personal experiences related to information sharing in cybersecurity. The conversation highlights the need for timely communication and the challenges faced by federal agencies in maintaining public-facing resources. Article: CISA Reverses Decision on Cybersecurity Advisory Changes https://www.infosecurity-magazine.com/news/cisa-reverses-decision-advisory/?fbclid=IwZXh0bgNhZW0CMTAAYnJpZBExdTZEY2wxc3ZSYWh3SlB6QwEeqr-icoEjztz2jGKNkbz0Sj9wz1cjTEc4LprgPKXBgEnEblnqB3EucRPtaPI_aem_E-IP1ywzsZsTZWOd3f8z_g Please LISTEN

Do you consider yourself a good negotiator? The truth is most of us aren't - our emotions get in the way or we end up compromising to end up with a bad deal we resent. Whether you're struggling with supplier costs, co-packer terms, or retail placement, these powerful tactics I share with you from the book Never Split The Difference by Chris Voss will help you secure better deals while building stronger partnerships.You'll learn three of my favorite (and life changing) strategies from the book including:How "tactical empathy" helps you understand what buyers and suppliers truly wantThe mirroring and labeling techniques that reveal crucial hidden informationDo an accusation audit ahead of time and name the elephant in the room to disarm your counterpart and open up dialoguePacked with real-world examples from successful food founders in the Fuel community, this episode provides a practical framework for approaching any business negotiation with confidence. From farmers market customers to retailers, these FBI-tested strategies will help you navigate difficult conversations and create win-win outcomes that propel your business forward.Join us for the bonus wholesale call inside Fuel on May 28th and get the negotiation strategy worksheet here.Fuel is OPEN a la carte through May 26th! There are some incredible bonuses and you will finally be a part of a community of early-stage food founders doing the hard work of launching & growing their businesses into farmers markets, ecommerce and wholesale. Starts at $67/months with a money-back guarantee. http://foodbizsuccess.com/fuel Stop the endless research and overwhelm! Know exactly what each sales channel looks like for success and create a roadmap for your unique business - it's all inside the Sales Channel Challenge https://www.foodbizsuccess.com/challenge When you are ready to make the leap, get the support and accountability you need to create a beautiful business! Get Food Business Success to launch and scale to $100K guaranteed Scale your existing business to $300K in 2025 with the financial and operational foundations and become the CEO of your biz in Master Your Business Pick up your copy of "Key Ingredients" on Amazon here. Check out my YouTube channel at www.foodbiz.tube for how to videos to start and grow a packaged food business.

In this episode, Lawrence is joined by guest Don Johnson, who explores the powerful journey from financial hardship to empowerment within the Black community. We unpack the challenges and victories of building generational wealth through personal stories, practical tips, and historical context. Mindset shifts, financial literacy, and community support drive a new era of Black financial freedom. Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez give their take on current events relating to your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, which means they didn't come from wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

British passport holders will soon be allowed to enter EU-only border crossings at European airport checkpoints. It is one of the many agreements struck between the UK and the EU in a new post-Brexit deal on trade. To discuss this Timmy Dooley, Minister of State for Agriculture, Foods and the Marine with responsibility for Fisheries.

Stop chasing tactics — strategy is what wins big deals. In this episode, Patrick Tinney reveals the truth behind successful negotiations: it's not about clever tricks or aggressive tactics — it's about strategy. From navigating high-stakes deals to mastering leverage and risk management, Patrick shares the secrets that have helped him close hundreds of millions of dollars in deals. You'll learn why most people fail in negotiations, how to avoid the “split the difference” trap, and how to build trust without sacrificing profit. If you've ever wondered why some deals fail while others succeed, this episode will show you how to become a truly strategic negotiator. Connect with Patrick Tinney ⁠Buy Patrick's book: "Unlocking Yes" on Amazon⁠  ⁠Follow Patrick Tinney on LinkedIn⁠ ⁠Centroid Training & Marketing LinkedIn page⁠  ⁠Centroid Marketing website⁠  Contact ANI ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Request A Customized Workshop For Your Company⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Kwame Christian on LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠negotiateanything.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Click here to buy your copy of Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life!

49ers Rush Road Trips are now available for sale on https://www.tickpick.com/organizer/o/49ers-rush or download the Tick Pick app and search "49ers Rush" or go to 49ersRushRoadTrip.comThere are several ways to support the podcast! Join us at The49ersRush.com for all of our All22 film breakdowns and bonus content. This is the best way to support the show.We still have our Patreon as well https://www.patreon.com/49ersRushPodcastI am most active on Twitter please follow @JL_Chapman, Instagram: 49ers Rush Podcast, Email: 49ersRushPodcast@gmail.comIf you need help with website design/builds go to https://www.powerbrandsystems.com/crm949620?am_id=john874Get all 49ers gear at homage.sjv.io/MmYXO2#49ers #49ersrushSupport this podcast at — https://redcircle.com/49ers-rush-podcast-with-john-chapman/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Stop chasing tactics — strategy is what wins big deals. In this episode, Patrick Tinney reveals the truth behind successful negotiations: it's not about clever tricks or aggressive tactics — it's about strategy. From navigating high-stakes deals to mastering leverage and risk management, Patrick shares the secrets that have helped him close hundreds of millions of dollars in deals. You'll learn why most people fail in negotiations, how to avoid the “split the difference” trap, and how to build trust without sacrificing profit. If you've ever wondered why some deals fail while others succeed, this episode will show you how to become a truly strategic negotiator. Connect with Patrick Tinney ⁠Buy Patrick's book: "Unlocking Yes" on Amazon⁠  ⁠Follow Patrick Tinney on LinkedIn⁠ ⁠Centroid Training & Marketing LinkedIn page⁠  ⁠Centroid Marketing website⁠  Contact ANI ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Request A Customized Workshop For Your Company⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Kwame Christian on LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠negotiateanything.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Click here to buy your copy of Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life!

Aaron and John talk about the Twins climbing out of an early hole with a double-digit winning streak for the second straight season, the decision to remove Simeon Woods Richardson from the rotation, the scary Byron Buxton-Carlos Correa collision, and the relievers rounding into form alongside the thriving starters.

Smith Mountain Lake guide Billy Kohls helps us preview 2025 Bass Pro Tour Heavy Hitters event. Billy will give us a sneak peak on what things at SML will potentially trip up MLF anglers and the keys to success for this multi-day event and the keys to targeting giant bass!Book at Trip with Billy - https://www.smithmountainlakefishing.com Learn about Supreme Lending Dream Team - https://bit.ly/DreamBigHBHellaBass LIVE now BOOSTED by Power House Lithium - https://bit.ly/HB-PHL—————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 15% off at ARSENAL Fishing w/ code: HELLABASS15 - http://bit.ly/ArsenalShopGet 15% off at OMNIA Fishing w/ code: OMHBAYBME - https://omnia.direct/HBOmnia——————————————************************** #HellaBass #BassFishing #PodcastDisclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win! Thanks

Get ready for the Bassmaster Elite Series at Sabine River! Can any of the other savvy vets like Greg Hackney, Jason Christie or Kyle Welcher get the WIN? Or will some young anglers Tucker Smith or Easton Fothergill surprise the field?*Learn more about Omnia Pro or 7 day free trial here* - https://omnia.direct/HBPROUse code HBPRO to save 50% off on Pro via Web Browser on your computer or mobile device.Beat HellaBass League - https://bassmasterfantasy.com/GroupHome.aspx?groupId=13631Beat HellaBass Password - RonnieWhoBreaking down my top picks, dark horses, and sneaky avoid plays for the tricky Sabine River tournament.✅ Best Group A-D picks✅ Sleeper anglers you can't ignore✅ Sabine-specific strategies & patterns✅ Must-know fantasy fishing tips to climb your league leaderboard

Dr. Angela Jackson, CEO of Future Forward Strategies and author of "Win Win Workplace," on the importance of centering employee voices, aligning business success with employee well-being, and building diversity, equity and inclusion into pathways to advancement. The Harvard lecturer who advises organizations on innovation and human capital strategies has been featured in Forbes Wall Street Journal, BBC and the Economist, and argues that companies with strong employee engagement have higher share prices and revenue. Those that invest in talent internally and adapt to new generational workforce expectations, she says, are those with the Win:Win mindset. #business #leadership #innovation

Recapping last two weeks and Dick Hiley St Jude Bass Classic Recap.HellaBass LIVE now BOOSTED by Power House Lithium - https://bit.ly/HB-PHLLearn about Supreme Lending Dream Team - https://bit.ly/DreamBigHB—————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 15% off at ARSENAL Fishing w/ code: HELLABASS15 - http://bit.ly/ArsenalShopGet 15% off at OMNIA Fishing w/ code: OMHBAYBME - https://omnia.direct/HBOmnia——————————————************************** #HellaBass #BassFishing #PodcastDisclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win! Thankse

According to research from the CMO Council, 63% of marketers say they are under extreme pressure to deliver improved revenue outcomes. So how can you leverage your tech stack to enhance collaboration across GTM teams and drive impactful results? Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Andrea Bras, VP of product marketing at Viant Technology. Thanks for joining, Andrea! I'd love for you to tell us about yourself, your background, and your role.  Andrea Bras: Wonderful. Well, thank you Shawnna for having me. I’m excited to talk about my journey at Viant and as we’ve continued our partnership with Highspot. So, as you mentioned, I’m vice president of product marketing at Viant Technology. We are an AI powered DSP or demand side platform built for CTV or Connected Television. What we do is we help marketers to connect with their consumers. Through planning, through execution, through measurement of their advertising media in the most engaging ways using our technology. So I’m actually coming up on my tenure anniversary, so it’s just, wow, it’s almost mind blowing. It’s been such an amazing journey here. VT is such a pioneering, innovative company and we’re never left bored or wondering what’s next, right? So prior to joining VT, I’ve actually been in digital marketing for, geez, almost 25 years now. Actually, I joined when it was actually still known as online marketing. If anyone in your audience can remember that. But what I’ve been fortunate enough along my journey is to really wear a lot of hats and be exposed to a lot of different types of companies. So I’ve worked with the small startups, local retail, all the way up to big global corporations. I’ve also worn a lot of hats. So I’ve sold advertising. I have bought advertising. I’ve developed partnerships, thinking about the consumer in mind, and it’s really positioned me very well in what I believe. Is a perfect mixture of all of that background to bring me to my best results as a product marketer. And so our role here in product marketing at Viat is we really sit at the intersection of all of the orgs in the company. We provide support to all of them, but primarily sales and product. We sit within the marketing team and it’s our job to really look for the best things that all these teams are working on in order to craft. Really amazing and compelling positioning and messaging. We developed the go-to-market solutions and the content. We support the product launches, and of course we manage and work through all the sales enablement technology. We, of course, have chosen Highspot, which we love. And that brings me here today, and I’m excited to discuss more with you, Shawnna. SS: Likewise, we are lucky to have you on this podcast. Given that you are a seasoned marketing leader, I’d love to understand what are some of the key go-to-market initiatives that you’re focused on driving for the business this year, and how does your enablement tech stack help support these efforts? AB: Well, that’s a great question. And you know, given where we sit in the org, we have our hands in pretty much everything, but we really do have some very key go-to-market initiatives. We’re highly focused on, as I mentioned in my intro. Connected television is something that is our most important focus and for good reason. I mean, when you think about the power of TV and what that does for advertising, and you’re converging it with the power of digital and the ability to understand and message the performance of your advertising. It’s such an exciting thing and we’re doing a great job of really building the technology to support that in the best ways, as well as the partnerships. I mean, we’re getting to work with some of these greatest streaming platforms. Think Disney, think Paramount. And so we’re working really hard on how do we showcase how easy it is to build these upper and lower funnel opportunity that CTV brings based on campaign objectives. So there’s a lot of education that comes in mind, or that we have to work with our consumers and our clients just so they can really understand the huge opportunity in front of ’em. So that keeps us very busy. The other thing that really is related to CTV, but it’s our recent Iris TV acquisition. So for those of you who may not be familiar, Iris TV has really built their tech. To standardize contextual, the opportunity to present ads contextually AC interoperable across all of these various streaming platforms. So think cooking shows and what that could mean across not just one cooking show, but all of the great content cooking shows across numerous streaming platforms. And that really brings such value because now you’re layering in the ability to capture the consumer in the right mindset. So that just, you know, it’s an organic content experience and we’re really excited about that. And then of course there’s Viant AI. So we launched Viant AI. It was hugely successful last part of last year. And man, it’s just so exciting ’cause we have on this hand, CTV and all the great things coming there, part of our direct access program. But then over here we’ve got this whole new realm of innovation with AI. I know you guys lean in really heavily, which we’re excited about. So we’re just really. Keeping close to our technology teams and watching the innovation develop and keeping track of that. Of course, to make these launches successful and keep our go-to market as top-notch as possible, you need a unified go-to-market alignment as your company’s very familiar with, and that’s where Highspot has just been an absolute game changer for us. When I think about where we were before, I mean, we had really legacy tech and we did our best, but you can only do so much. Right? I’m sure you’ve heard a lot of stories from your clients. When we brought on Highspot, a couple of really magical things happened for us. One, we had to sit and think about our content strategy, right? You know, before we would organize it, but we didn’t really think about what it was. And you know, due to how you build and develop the platform, it’s really exciting because. You’re thinking, okay, what are our buckets of content, right? So we had to think, okay, well there’s storytelling content. And then it’s like, well, we also have all these different product releases that come. So you have product overview, right? And you know, verticals, channels, you name it. So we had to take the time and effort to really build this out. And then we wanted to also put it around a wonderful launch, give it a big stage. So put us a little bit under a time crunch, which was probably a blessing in disguise because we had to work. In fact, our Highspot onboarding rep, who was amazing, he told us we were one of the fastest launches. So I don’t know if that still holds true, but from contract signing, I think we signed the contract in late October, and then we had this up and running in January. So for all of you who either are planning a launch or thinking about launching or maybe haven’t signed up yet, there’s a lot you can do to get up in front of it. For us, it was a combination of having a pilot team as we were building, getting their feedback along the way. Then we did a soft launch just to get the logistics outta the way, get people using it so that when we did our big launch at our annual Viant Con, where we dedicated two hours and actually. Flew the Highspot rep out to help us launch this. We had a such a meaningful two hour session. Honestly, we still hear great feedback about that launch. It really helped us get started with Highspot in a big way. SS: I love that. And you, you touched on the importance and the critical nature of alignment. What are some of the common pitfalls that organizations might encounter when aligning go-to-market teams to execute these key initiatives and, and how can they avoid them? AB: Yes, that is absolutely critical and we have really face several and overcome. And of course, Highspot has been a great tool in helping us do so. You know, when we first started, when I first started Viant, we were a smaller corporation. It was pretty easy to stay on top of your priorities and kind of know how to manage your workload. But as you’re rapidly growing or expanding or adding teams. The more support you’re providing and the more awareness that the functions across the org understand about what you can bring, that starts to change. You start to get all of these demands, and the lack of prioritization isn’t because there’s no priority. It’s that idea that if everything’s high priority, then there’s no high priority, right? So. That helped us realize, okay, we’ve gotta do a better job. And luckily we, our Chief Product Officer, he came from a very big tech company and you know, they were very used to juggling prioritization of high needs across the org. So he shared the tips and tricks that he’s done and I was able to add on the marketing lens. And so the end result is we meet monthly with the C-Suite across every function. They have a chance to see transparently all of our projects. They can prioritize their departments, so they get to own that, and then they also see where their priorities fall in our holistic view. So it’s been a game changer and it’s really helped us. So, you know, everybody will probably look a little different, but it’s been hugely valuable. And I’d say the other things to keep an eye out for is whenever you introduce anything new you’re gonna have change management. There’s always challenges with that. So really just, you know, the Highspot team was great helping us understand the win-win value for our sellers and other stakeholders. So just getting ahead of that, working through those, of course, defining SWIN lanes, if there’s any blurred lines or confusion, you’re gonna have people stepping on each other’s toes. Just really getting in front of all that business. So, and then I’d say the last thing, and you guys are great for this, is really having technology partners that have support teams. Because what’s great about Highspot is we have that ongoing support. So we’re always working as treating you as a partner, but then we’re also, we have the ability to tap and, you know, level up the support as needed. And that’s come in handy several times. So these are just some of the things that can help you get in front of some of the challenges with alignment. SS: I think those are, that’s phenomenal advice for our audience. And you actually also recently established multiple committees to support your go-to-market engine. Can you share more about that journey and the impact that it’s had so far? AB: Thank you for asking. That’s a great question. We have put a lot of work, so yes, we have launched or about to launch, actually three distinct committees started out as one, but we landed on three. And I’ll tell you why. Rewinding back last year as we launched last January, I forgot to mention, of 2024. And so, you know, as you’re ramping up, you’re kind of learning the process, you’re getting best practices, you’re building out the platform, all the things you’re doing in the first year. And one thing I also forgot to mention, which I will touch on in our discussion is engagement metrics. So you’re kind of getting your feet wet there. That has been another game changing element with the Highspot platform. What is really critical, and I can’t stress this enough, to your audience, is getting that co-ownership across your key stakeholders. Especially, you know, think sales leadership, right? You need that co-sponsorship. So while we have support, sales leadership is busy, they’ve got big goals to crush, right? We were thinking, how do we get in front of them? How do we really show them how much opportunity there is for them to really move the needle using this technology and get them closer to it? So the other thing obviously is the feedback loop. We really wanted a good feedback loop. So we’re like, how do we do it in an organized way, make good use of their time? And so when we started to build a list, it became very big. And then we had all these objectives. So that’s why we broke it into three. And so at first we had the executive, and that’s really pointing back to that co-ownership. Getting them bought in. Um, we are creating compelling metrics that I know will raise their eyebrows, so I’m getting that ready, leading into our executive committee. And so really just letting them know the awareness, showing them some things to get them excited and asking for their hand and driving adoption with their teams. Then we’ll have the, what we’re calling the steering committee. And this is really your kind of more short term strategy. Your operational managers that, you know, they can help us really drive that lower funnel strategies and behaviors from their teams. And then of course, the cross functional stakeholders think Salesforce, rev ops training, having really valuable discussions. And then of course, the action committee, which is gonna be our day-to-day users. So that allows us to capture what’s working, what’s not, and just your general feedback of what’s going well. And of course we’ll do this quarterly. We don’t wanna take up too much time and use kind of a waterfall effect. So we’re really excited. And I know my boss, our chief marketing officer, he’s leaned in totally, which is gonna be tremendously successful, and he’s gonna help co-run the agenda with me for the executive. So more to come. Exciting stuff. SS: I absolutely love it. And I think, you know, for our audience listening, it’s a really great strategy to deploy within your organization if it makes sense for you. But I think it’s a great initiative. AB: And one thing I’ll add on to that really quick, I would say really what we wanna do with this is ensure we’re coming in loaded with a heavy agenda. Of meaningful content. So prep, prep, prep, that’s, and so, you know, whoever you can pull in to help you make the best use of the time, I highly encourage that. SS: Yeah, absolutely. I think it’ll be extremely valuable on both sides, so that’s fantastic. Now, you’ve touched on this. I. Actually quite a bit throughout our conversation already, but I’d love to hear your perspective on what would you say is the unique value of a unified platform when it comes to maximizing go-to-market effectiveness and, and really improving collaboration. AB: You know, I can’t saying praises enough at Highspot. It has really elevated us in that way, which was beyond my wildest dreams. Like I saw the opportunity and just seeing it play out has been just a wonderful experience. Starting for foremost with just product marketing’s needs. The consistency that we’re able to. Foster across teams now in this unified platform is when I think about what we used to have to do when we had a logo change or we had, you know, some sort of, we had to manually do all of these things and now we can just do bulk updates or folks would share decks, you know, that they had out market. And I’d see just content with old branding or just really, really just. Horrible things, you know, make you cringe. I don’t see that anymore. You know, it’s so exciting because now they know that the best content’s there and so there’s no dependency on these old things or an inability to find the stuff they need. So it’s very rare that I find anything that’s off brand, if at all. So that consistency and governance is huge. Obviously, probably more importantly is what it’s doing for our sellers. I mean, when you think about the time they save now, they’re in there, they’re in and out, they’re experts, you know, they love it. We hear nothing but great feedback. The amount of time it takes ’em to build compelling content, find what they’re looking for, and all of that has been second to none. And then the ease of pitching it out. Really the ones, we wanna get more adoption of this looking ahead, but the ones that are even leaning into client metrics and things like that, I mean, it’s just been a phenomenal result. Again, that brings me to engagement metrics that’s really closing the loop and having that single source of truth really just makes a huge, huge difference. So what we’re seeing is we’re breaking down silos. We’re having really meaningful conversations, unlike we used to with our partner teams. Everybody’s able to use it in different ways, so it’s really just driving faster, smarter, go-to-market execution, and we love it. SS: Well, I love that. Now, you’ve talked about the partnership that you’ve had with Highspot, and I know that VT recently partnered with our professional services team on an initiative to begin leveraging Highspot AutoDocs. Can you share a little bit about how you’re utilizing AutoDocs to streamline workflows and improve effectiveness? AB: I’m really glad you asked about that, Shawnna, because this is one of our most recent and most exciting efforts leveraging Highspot technology. So we call our version of AutoDocs Pitch Builder just to create some, you know, fun for the sales reps, make it easy for them to understand what it does, and it really has helped us. Where we elevated with the one unified repository, it’s helped us take it even further. And what I mean by that is due to the nature of our clients and the businesses we serve. The content we build serves different purposes. You know, if you think about advertising, everybody needs to advertise their business. So I think automotive companies, retail companies, travel and tourism, pharma, you know, so we build content that way. We have vertical, we have channels, we have measurement. There’s a whole vast array. And you know, the reps are really good at building these custom stories, but feedback we were getting is, you know, I’m still struggling even in the remix experience to know where to go to find the best content and all these things. So. Pointing to your Highspot Spark conference. I like to get as much of my team up there as possible. You guys do a fantastic job with that. So last October we were there and I had a member of my team and he’s like, Hey, you know, he sat in one of the focused AutoDoc sessions and he says, I really think that we were getting ready to launch our new general presentations and we were taking a new approach this year. And he is like, I think that what Highspot has with AutoDocs would really help sales team with this. You know, in my head I’m thinking, oh my gosh, there’s no way we’re gonna be able to launch that, you know, by the time we need to roll this out in a month, you know? And he’s like, no, no, no. I think he’s like, let me talk to the team. I really think we can. So I’m like, okay. But in my mind I’m thinking, oh, it’ll be summer. You know? There’s no way. Long story short, he worked with our ongoing support team and they connected him with the professional services you guys provided. Put together a case and I was blown away. We were able to deploy through the help of your team. You know, we could have built it ourselves, but it would’ve taken a long time. We never would’ve met our deadline. And it was just such great work. And what this does now is it creates this really easy pathway for sellers to, you know, pull in the problem statements from a choice of things that, a choice of problem statements based on where their discovery questions, take them with their clients, and then choose, you know, the right core messaging. Choose the right verticals, choose the channels, all within this visible, easy. And you, you have this structured framework. So think about it as a new seller, you can go in there and it. Immediately, that’s valuable trust. You can trust you’re building a deck that matches the company positioning. And then on top of that, the loose feedback I can give you was what I have heard is it used to take our sellers at least 30 minutes, probably an hour to build a reasonable deck. And those are probably our season one, probably up to ours. We just ran the numbers leading up to this podcast. On average, our sellers that use Pitch Builder are building their decks in 3.2 minutes. SS: That’s amazing. AB: Right? That’s what we said. So the combined learning of the Highspot Spark Conference and understanding new releases you guys had coming, having my team there, understanding, bringing that idea to it, and then leveraging a professional services, they did a superb job, just was a perfect blend. SS: Amazing. Well, I’ll be sure to pass that along to our professional services team. I’m sure they’ll be glad to hear that. Now as we talk about improving effectiveness, another way a lot of businesses are starting to think about optimizing effectiveness is through ai, and I know Viant actually recently won in AI Excellence Award, so congratulations on that. What are some of the key ways that you’re leveraging AI to support your go-to-market teams? AB: That’s a wonderful question, and thank you. We’re truly honored to have received that recognition for AI excellence and kudos to the team here at Viant across the board. It’s just been such a wild ride. We are leaning heavily into AI, as I know Highspot is, and so what we’re trying to really do is focus on all the wonderful feedback we’re getting from our clients. From our Viant AI solution, how easy it’s, you know, done for them and really capture the wins there and understand how do we transition that into internal wins within our org. And we’re doing it across the board, but specifically for product marketing. I’m leaning in heavily with any tools and resources we have that can help us do better quality work, do it faster, just make it easier, all those things that AI brings. And so I’ve tasked my team, we’re kind of on the forefront of this. We’re already, we’re using ChatGPT on the regular. We’re using our own by AI on the regular, but we wanna get better and we wanna continue to explore that. So I’ve tasked my team with leaning into things like co-pilot with Highspot. Okay, how do we tap that? How do we do more with that? Another thing that we’re leaning in on, and I have another person on my team who really, I am very lucky here, very specializes in billing the bots and things so. When due to how technical our products are, obviously we have our initial storytelling and the benefits and all the buzzy stuff, but as you build relationships with clients, as you probably well know, you get those deeper questions about technology. And so we have a lot of just kind of fragmented FAQs, docs that support launches. So he had the idea of saying, Hey, we should probably get those FAQs into a chat bot so sellers can just get in there and ask questions and not have to search for these random docs. Kind of scattered throughout. And then we’re like, how do we get that where our sellers go in the Highspot platform or leverage something like copilot. So we’re just kind of dipping our tone, a lot of waters, but we’re excited. We’re thinking about calling it pitch aid just to kind of go with the theme, and we’ll probably take it even above and beyond. We’re building out personas, so we’re trying to think about. All the ways that we want to create this value that our sellers can tap when they’re making their pitches and make it very easy for them to just do a q and a chat style function. So, you know, we look forward to partnering closer with you in our AI journey. SS: I love that. I think that’ll be amazing for your reps and your sellers. Now, to shift gears a little bit, what are some of your best practices for measuring the impact of your programs on your go-to-market performance? AB: That is probably one of my favorite questions because it’s a combination of solving a huge need that I didn’t ever think would get solved, as well as just a journey that’s new for me. So it’s exciting in its own right. So we are leaning really heavy into, okay, how do we really make sense of this gold data we’re getting from you? Engagement data, right? So I like to quote my boss, he always says, okay, don’t boil the ocean. You just gotta get started, right? So that’s what we’ve done through the last year. We were kind of, you get these really fun insights. You’re like, oh, that’s such a cool insight. And you’re like, okay, well what do we do with it? Right? So you’re, you go through this journey. But we really started to nail down how do we need to think about this? And so. We started to realize it’s like, okay, we have the sales engagement data and then we have our client engagement data, so how do we wanna start thinking about that? And then there’s really kind of the two big buckets of how we apply those layers is one for product marketing. Direct control is governance, right? And content management. So, okay, based on our sales and our clients are engaging pitches, digital rooms, you know, views, downloads, et cetera. And then, you know, what does that tell us about our content and how we should be managing it? And one thing that’s so exciting that I’ll share our most recent learnings from this effort, you know, we’re used to working through our roadmap. We get these initiatives, requests, you know, executive asks all of those things. We’re now really shifting how we make and build our roadmap. We’re still gonna do all that, of course. But now we have this new opportunity with this kind of engagement data to say, hey, there’s these materials that get used all the time. So we do a monthly report to our executive team, just of the high level metrics I just mentioned. And we started seeing this one brochure we built. It’s our differentiators brochure, which, you know, it’s a good piece. But we originally built it two or three years ago and we’ve refreshed it once. We were seeing that thing in the top five every month and often the top position every month with both sales and client engagement data. And we’re like, holy moly, this thing is on fire. Right? So what we’re doing now is it is now part of our ongoing strategy and we’re gonna look to the top 20%, right? Driving all engagement data. To make it a proactive part of refreshing and keeping it the best capable content on an ongoing basis, whether that’s monthly or quarterly. So that’s how we’re changing and shifting based on governance. The other side of the hat is really the behaviors, right? And we don’t directly control that, but what we’re trying to do is leverage data in a way. Now we can really showcase how this data can drive the behaviors we want from the team and then inspire our sales leaders and executive team to embrace that and leverage it, right? So we’re, we’re building out that platform. So more on that, but it’s really so exciting because, you know, we used to have to rely solely on maybe an annual survey we would send to sales, hey, you like what we’re doing right? And maybe you get 10%, 20% responding or just kind of ad hoc, scattered feedback. And now we really just have this objective, trustworthy data we can work off of. SS: I love that. Since launching Highspot, what results have you seen on that front and are there any key wins or notable business outcomes you can share? AB: So as part of leaning in more, like I said, we’ve already learned so much, and then now also in preparation to make these committee our kickoff sessions as valuable as possible and really go out with a banging. I had this hypothesis and I said, and I felt pretty good about it. Because you see the names of the people driving new business and you recognize those names from users in Highspot. And I started thinking, I said, I really think Highspot drives new business. So I tasked my systems and analytics team. I’m very fortunate. And product marketing, if you were in a product marketing team, if you can have an analytics team, it’s really valuable. So I test ’em to say, okay, how do we drive the correlation between Highspot engagement? And revenue outcomes. And we started with kind of looking at a quadrant. We said, okay, let’s look and do the old quadrant on Highspot engagement, users usage to revenue outcomes, and kind of map out those so we can think through different use cases there to start and then really start to see the correlations. So the big great things is you start to see these stories emerge naturally. And they dug in and there’s another persona team who came from another big tech and has regression analysis and all this. So lucky me, they were able to drive that. When you take a user of Highspot or a non-user, I would say someone like one of our sellers that’s not really using Highspot, and you layer on the best Highspot engagement activities, you have an opportunity to enhance their new business by 29%. And now I’m sure there’s other variables. You know, I’m sure the Highspot users that are active, Highspot users probably are good at going after new business. But the bigger picture there is, is think about that. If we even get 10%, 15% of the movable middle and the bell curve, just doing the things that are right, think about how you can move the needle. So we took that same lens, or we put it across total revenue, connected to engagement, and then also incremental increases with existing business. And every single one had really remarkable results. New business being the top. So. Just huge insights. We’re gonna definitely debut that to our executive team and get them excited and, and then lean in, hear their questions, and work with our sales enablement and training teams to say, okay, here’s those behaviors that we should start to reinforce. SS: Amazing results, though. Amazing results now. I appreciate you joining this podcast so much. I’ve learned so much from you already, and it is amazing to be able to talk to another strong female marketing leader. So I really appreciate your time and I noticed that you were recognized for the Los Angeles Times Inspirational Women’s List in 2024. So I have to say, this might be one of my favorite questions of the entire podcast, but what is one piece of advice that you would share? With other women looking to develop as leaders to drive impact for their organization. AB: Well, thank you so much for that question. I will tell you it was such an honor. I mean, I was so humbled and grateful to the LA Times Studio for that recognition. And it was such a journey and just so wonderful. But you know, back to your question, you know, as you go through your career journey, you see different types of leaders and you see what works and what doesn’t work. What inspires you individually? What inspires teams? And some of the takeaways that I’ve kind of compiled and really showcased as part of panel I got to participate on last November was how you need to lead authentically. And what I mean by that is. You can’t adopt someone else’s leadership style exactly, because it may not fit you. You have to understand your natural way of inspiring people because you get more as a leader by inspiring people than mandating them to do things, right? Not saying mandates don’t have their place where they’re needed, but when you’re inspiring people and getting them excited about the work they do, it’s gonna have such an impact, and you can’t do that unless you’re your authentic self. It’s kind of hard and as a woman, you probably know this, it can even be harder sometimes because the, the standard kind of tried and true leadership that have been staples don’t always come off authentically when you’re a woman leader. So, you know, we know the age old challenges that come with that. So how do you, I’ve really studied and done a lot of psychology reading and stuff like how do I foster the best. Kind of leverage my quality traits. And that leads me to the second part that’s really important. I was lucky enough in my earlier I was, when I was working at one of the larger corporations, they put us through this exercise, and if you can do this anyway, if you haven’t already, we did strengths finders, which I thought was so great, but I’m sure there’s lots of tools out there. And you kind of learn about your own unique strengths. And it’s kind of eye-opening ’cause you know, but you don’t. But when you see ’em in front of you and then you start to read what they are, you think they nailed it, right? And so when you can understand those things about yourself, you start to position yourself to be where you do well, right? Because you know that about yourself. And then you can kind of channel those and then work on the areas where maybe aren’t as easy. That’s also really helpful as a leader when you’re building teams, you know, it’s not getting the same cookie cutter employee. You have to build these energies together. Right. And it’s really a combination of different types. Of strengths. And so when I have a position to fill, I’ll look at the current team and I’ll say, okay, what, what are my strengths on there? What’s missing? What can I do better? And I will design the whole process around that. When I’m looking for a candidate, I’ll say, you know, I’ll design the interview questions, I’ll design the job role, all of it. And that’s how you get kind of a well-oiled machine. So that’s a big thing. And then of course, just in mentorship, you know, embrace mentorship. It’s so important to build future leaders. Help them understand the grace in getting out of a job they hate, you know, and finding that place where, you know, we’re always gonna have projects that aren’t fun, but if you really hate your job every day, it’s, you know, I always advise young people coming up like, don’t be afraid to make a move. It’s okay, whether it’s another department or another company, you know, you’re only gonna do yourself justice by getting yourself where you belong. So, yeah, it’s really. Tailoring your support for the unique mentorees that you have. We have a regular intern program, so I get interns every year and it’s really great. I learn and get a lot of great feedback. So, you know, I guess I’ll say, you know, to sum it all up, lead with authentic behavior and purpose and clarity, and you’ll drive impact and really focus on driving the young future leaders of America. SS: I love that advice and it resonates a lot with me, so I really appreciate this, Andrea, thank you so much for joining us on this podcast today. AB: My pleasure. Thank you so much for having me, Shawnna. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

James Seltzer and Eliot Shorr-Parks discuss the benefits of Dallas Goedert returning to the Eagles on a one-year contract for 2025 and react to AJ Brown's viral proposal from over the weekend. Presented by betPARX Online Casino and Sportsbook App.New customers DOWNLOAD NOW and get up to $ 1000 dollar casino bonus back if you're not a winner in your first 24 hours.Visit betPARX.com for terms/conditions. You must be 21 and in Pennsylvania, New Jersey, Maryland, Michigan or Ohio. Gambling problem, 1-800-Gambler. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

In this episode, Jay talks with Dawn Stephens, Brook Hills' Women's Minister, about developing leaders. The session is an overview of her breakout session at the Fall 2024 SG Leader Gathering. The complete title was Building a Leadership Team in Your Group: Developing Leaders is a Win-Win. It's a win for you as a leader, and it's a win because the process prepares others to lead.  Listen and hear some ways you can develop leaders.Send us a textThanks for listening to the Great Groups Podcast. Please visit GreatGroups.org for a list of all our episodes.We'd love to hear from you! Click here for our contact form. Jay Gordon is the Small Groups Minister at The Church at Brook Hills in Birmingham, Alabama, USA. Chris Amaro is an IT professional and serves as a Small Group Leader and Elder at Brook Hills. Lifetime Show Notes Brook Hills Pages: The Church at Brook Hills, Birmingham, Alabama, USA Small Group Leader Resources Page Small Group Discipleship Resources Small Groups @ Brook Hills

What does it look like to live a life worthy of the gospel of Jesus Christ? It means living in such a way that shows Jesus is worth something to you. It looks like walking with, loving with, and doing life with those who are different than you, because Christ binds you together. It looks like striving together to make Christ known because Christ motivates you. It looks like standing with courage against all oppressors, because Christ secures you. To live is Christ. To Die is gain. Have you found Christ worth living for, dying for, worth casting all away for? That is what it means to live a life worthy of the gospel of Jesus Christ. To live is Christ. To die is gain. It's a win-win!Support the show

What does it look like to live a life worthy of the gospel of Jesus Christ? It means living in such a way that shows Jesus is worth something to you. It looks like walking with, loving with, and doing life with those who are different than you, because Christ binds you together. It looks like striving together to make Christ known because Christ motivates you. It looks like standing with courage against all oppressors, because Christ secures you. To live is Christ. To Die is gain. Have you found Christ worth living for, dying for, worth casting all away for? That is what it means to live a life worthy of the gospel of Jesus Christ. To live is Christ. To die is gain. It's a win-win!Support the show~ Changing lives with Jesus! Facebook | YouTubeInstagram @dscsienna

In this episode of the NASP Podcast, Sheila Arquette, President & CEO of NASP, speaks with Jeffrey S. Baird, Esq., Chairman of the Health Care Group at Brown & Fortunato, P.C. and Bradley W. Howard, shareholder and director at Brown & Fortunato, P.C. In today's environment, it is challenging enough to profitably run a specialty pharmacy. The pharmacy needs to avoid the additional challenge of inquiries, audits and investigations by governmental agencies and PBMs. This podcast will discuss the proactive steps the specialty pharmacy can take to lower the risk of inquiries, audits and investigations. This podcast will also set out steps the pharmacy can take to resolve inquiries, audits and investigations before they spin out of control. The podcast will focus on the following: • Corporate Compliance Program – The specialty pharmacy needs to implement a robust compliance program that is specific to the pharmacy's business model. Such a program will head off many problems before they arise…and a compliance program will resolve problems, once arisen, before they spin out of control. • PBMs – A PBM is in a stronger negotiating position than that of the specialty pharmacy. At the end of the day, the PBM “possesses the pharmacy's money.” This podcast will discuss the steps the pharmacy should take to establish a “win-win” relationship with a PBM. Doing so will eliminate uncertainty and prevent many problems from arising. However, if the PBM ends up bringing an inquiry, audit or investigation against the pharmacy, the podcast will set out the steps the pharmacy should take to resolve the inquiry, audit or investigation without it devolving into an adversarial action. • Governmental Agencies – There are a number of federal and state governmental agencies that a specialty pharmacy may have to deal with. These include (i) the Department of Justice, (ii) the Office of Inspector General, (iii) the DEA, (iv) the FDA, (v) state Attorneys General, and (vi) State Boards of Pharmacy. This podcast will discuss the steps the pharmacy should take when it is investigated by a governmental agency. As with working with PBMs, the pharmacy should strive to resolve a government investigation before it spins out of control. 

This show is brought to you by Brownells! We Like Shooting Episode 608 This episode of We Like Shooting is brought to you by: Brownells, Midwest Industries, Black Rhino Concealment, Gideon Optics, Die Free Co., RMA Defense, Night Fision, XTech Tactical, and Matador Arms   Welcome to the We Like Shooting Show, episode 608! Our […] The post We Like Shooting 608 – Win Win appeared first on Firearms Radio Network.

We Like Shooting Episode 608 This episode of We Like Shooting is brought to you by: Brownells, Midwest Industries, Black Rhino Concealment, Gideon Optics, Die Free Co., RMA Defense, Night Fision, XTech Tactical, and Matador Arms   Welcome to the We Like Shooting Show, episode 608! Our cast tonight is Jeremy Pozderac, Aaron Krieger, Nick Lynch, and me Shawn Herrin, welcome to the show! GunCon   PUBLIC EVENT - June 28th Location - Cleveland, Ohio, at the Twist Drill Building (1242 E 49th St) Industry/Media Events - June 25-28 (Mixed locations around the Cleveland area) https://guncon.net/event/guncon-2025/   G.O.A.L.S August 9th and 10th in Knoxville, Tennessee. https://events.goa.org/goals/   -Last Week to get your Die Free Co receipts submitted to be entered into the drawing.   - Gear Chat Nick - 3D Printing the Unseen Threat Unseen Killer M11/9 3D print Shawn - Bullpup's Ready to Roll! Bullpup is finally ready to rock. Shawn - 338 Arc update Shawn - https://ctrlpew.com/file-drop-cox-cheap-universal-monocular/ Bullet Points Shawn - IWI Unveils the Zion-25: A New Standard in Large Frame Firearms IWI has launched the Zion-25 series, a large-frame AR available in .308 Winchester and 6.5 Creedmoor, featuring various barrel lengths and a unique gas system design. This new offering includes enhancements such as Timney triggers, Arca-compatible handguards, and B-5 stocks, aimed at improving accuracy and usability. The introduction of the Zion-25 may influence the competitive landscape within the large-frame gas gun market, providing consumers with more options in performance and customization. Shawn - Suppressor Innovations: The RXD by Ruger and Dead Air Ruger and Dead Air have launched a new line of suppressors, the Dead Air RXD 30Ti and RXD 22Ti, designed to enhance performance with lightweight titanium construction and innovative design features. This partnership may impact the gun community by providing advanced options for firearm enthusiasts seeking improved suppressor technology. Shawn - Time for a Change? The flux raider needs to pivot. Shawn - Colt Unveils Kodiak and Grizzly Magnum Revolvers at NRAAM 2024 Colt is unveiling new revolvers at NRAAM 2024, including an 8″ variant of the Python, an updated compact Viper, and two new Bear-themed models, the Kodiak and Grizzly. These releases may influence the gun community by expanding choices in revolver options. Going Ballistic Guns for Everyone, Even Felons! Trump goes all in on allowing non-violent criminals to own guns Gun Grabber Alert: Unite Now! Spanberger's Attacks on 2nd Amendment Should Galvanize Gun Owners to Unite Against Her GOP Calls Out Gun Grabbers Colorado House Republicans Call on AG Bondi to Defend Second Amendment Rights NRA Moves Forward, Gun Grabbers Cry Analysis: NRA Reformers Make Progress at Members Meeting [Member Exclusive] Gun Money: The Real Deal Podcast: Venture Capital for Gun Companies? (ft. Open Source Defense) Iowa Embraces Freedom: Handgun Age Now 18, Because Growing Up Means More Than Just Voting Iowa Governor Kim Reynolds has signed a law that permits individuals aged 18 and over to purchase handguns, a move that aligns with Second Amendment rights and empowers a younger demographic within the gun community. This decision is likely to be met with disapproval from gun control advocates who continue to push for stricter regulations. Intruder Meets Window – and a Face Full of Justice! An alleged intruder attempted to break into a home but was shot in the face by the homeowner in self-defense. This incident highlights the ongoing debate surrounding the right to self-defense and could reinforce the gun community's stance on the necessity of armed protection against crime,

Dr. Angela Jackson reveals how practices that help employees thrive translate into enhanced business results. — YOU'LL LEARN — 1) What's really driving disengagement at work 2) How the social contract of work has changed 3) The best way to get your boss' support Subscribe or visit AwesomeAtYourJob.com/ep1053 for clickable versions of the links below. — ABOUT ANGELA — Dr. Angela Jackson, a Workplace Futurist and ESG expert, is at the forefront of reshaping the future of work. As a lecturer at Harvard University on leadership and organizational change and as the founder of Future Forward Strategies, a labor market intelligence and strategy firm, she collaborates with Fortune 500 companies, growth-stage startups, and policymakers, offering valuable research and insights into the ever-evolving landscape of work. As a subject matter expert in the future of work and learning, Dr. Jackson is widely published in leading journals, including Fast Company, Fortune, Forbes, Newsweek, Harvard Business Review, and Stanford Social Innovation Review, and has spoken at numerous conferences, including the Economist, Wall Street Journal, and TED conferences. Her forthcoming book, The Win-Win Workplace: How Thriving Employees Drive Bottom-Line Success, releases on March 11, 2025. • Book: "The Win-Win Workplace: How Thriving Employees Drive Bottom-Line Success" (website) • Website: WinWinSummit.org, happening in Chicago on May 5-6, 2025 — RESOURCES MENTIONED IN THE SHOW — • Report: 2025 Edelman Trust Barometer • Book: Outrageous Openness: Letting the Divine Take the Lead by Tosha Silver • Past episode: 418: Separating Your Self-Worth from Your Productivity with Rahaf HarfoushSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Death might be the end of life, but it's not the end of the bills. In this mini-solo episode, Lawrence dives into the surprisingly high cost of dying. From funerals and burials to cremation, paperwork, and hidden fees. Lawrence breaks down where all that money goes when someone dies. He also discusses how families can prepare, avoid financial strain, and make smarter choices regarding final expenses—a much-needed conversation about life's final price tag.Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez give their take on current events relating to your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, which means they didn't come from wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelusShow Less

Dr. Angela Jackson is the founder of Future Forward Strategies, a labor market intelligence and strategy firm dedicated to helping leaders transform their organizations and develop the human capital needed for long-term competitiveness and positive impact. As a lecturer at the Harvard Graduate School of Education, Dr. Jackson shapes the next generation of entrepreneurs and leaders in the education marketplace. She was the architect of the Future of Work Grand Challenge, an ambitious initiative that rapidly reskilled 25,000 displaced workers into living wage jobs within 24 months. Dr. Jackson's expertise in workforce development, organizational strategy, and the future of work makes her a leading voice on how individuals and companies can thrive in today's rapidly changing economy. On this episode we talk about: Dr. Jackson's entrepreneurial journey from a childhood lemonade stand to bestselling author How employees can add value in the workplace to increase their income—without a side hustle The importance of negotiating your salary and understanding your true market worth Why “power skills” like communication and leadership are essential in the age of AI Strategies for reskilling, networking, and finding opportunities in high-growth sectors The mindset shift needed to embrace lifelong learning and overcome fear of failure Top 3 Takeaways Know and Communicate Your Value: Track your contributions and use clear metrics to negotiate raises or promotions. Don't wait for recognition—advocate for yourself and be specific about the value you bring. Invest in Power Skills and Lifelong Learning: Skills like communication, leadership, and adaptability are increasingly valuable and less likely to be replaced by automation. Cultivate a mindset of continuous learning to stay relevant. Leverage Your Network and Follow Your Passions: Building genuine relationships and seeking advice from others in your field can open doors. Pursuing work you're passionate about not only makes earning easier, but also more fulfilling. Connect with Dr. Angela Jackson: Website: https://www.readwinwinworkplace.com/ https://www.instagram.com/drangelajackson/ https://www.facebook.com/people/Dr-Angela-Jackson-Author/61562212861226 https://www.linkedin.com/in/dr-angela-jackson Learn more about your ad choices. Visit megaphone.fm/adchoices