Podcasts about Xerox

Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen by Rita Gunther McGrath Inflection points, as discussed first by Andy Grove in his book, Only the Paranoid Survive, are paradigmatic shifts that lead to entrepreneurial opportunities, such as those companies like Amazon and Netflix seized, or lead to failure, if not responded to adequately as in the instances of companies like Nokia, Blockbuster, Intel, Kodak, and Xerox. Leaders must “see around corners” to identify disruption and must respond appropriately. Business School Professor and consultant Rita McGrath contends that though the disruption often seems sudden, it is not entirely random and can be anticipated. Typically, it is the result of process that has been brewing for some time. Armed with the right strategies and tools, organizational leaders can identify that a disruption is arriving and can benefit from it if they take timely steps. This book is a guide to anticipating, understanding, and capitalizing the inflection points in the lives of business. Rich in example, itprovides a structured approach to understanding and responding to the disruptive inflections every business inevitably face. Case study presentations and illustrations are central. This book is a must for navigating in a world of constant disruptions. Alfred Marcus, Edson Spencer Professor of Strategy and Technology University of Minnesota Carlson School of Management. Learn more about your ad choices. Visit megaphone.fm/adchoices

LW1462 - What and Why Are More Important Than Where Like many of you I suspect, I always look forward to travel photography when I have the time to do so. Now is the time of year when I start thinking about fall photography and start thinking about plans and locations. Every year I'm tempted to make the same mistake, thinking about where I want to photograph rather than what and why. It's so easy to be seduced by the popular destinations , but do I really need to photograph there? Again? Wanting to go somewhere fun and exotic to experience it is one thing, but doing so is not the same thing as wanting to make an artistic statement of some kind with our photography. Confusing these two runs the risk of degrading your photographic skill and efforts to the level of Xerox copy machine. "I was there and saw this" is not the same as "I felt this and want to share it with the world." All previous episodes of our weekly podcast are available to members of LensWork Online. 30-day Trial Memberships are only $10. Instant access, terabytes of content, inspiration and ideas that expand daily with new content. Sign up for instant access! You might also be interested in. . . Every Picture Is a Compromise, a series at www.brooksjensenarts.com. and... "How to" tutorials and camera reviews are everywhere on YouTube, but if you're interested in photography and the creative life, you need to know about the incredible resources you can access as a member of LensWork Online.

Vor 50 Jahren starb Rolf Dieter Brinkmann: Provokanter Dichter, Wahrnehmungskünstler und Einflussgeber. Er war radikal und streitbar und ist einer der wichtigsten Stimmen nach 1945. Theresa Hübner im Gespräch mit Literaturchef Frank Hertweck

In this compelling episode of the Board Director Series, we meet Nichelle Maynard-Elliott, founder of Dunamis Transaction Advisors and board director of Xerox and Lucid Group, who understands that breaking barriers means nothing if you don't help others follow. In a time when diversity progress feels uncertain, Nichelle poses a critical question: Will this be a movement that creates lasting change, or just a moment that passes? With over 25 years of M&A expertise as former head of M&A Americas and Asia Pacific for Praxair (now Linde), Nichelle now dedicates significant time to helping women navigate board opportunities through mentoring, coaching, and strategic guidance. Inspired by board director Ira Hall, who actively sponsored diverse talent throughout his career, Nichelle is determined to ensure that the women who break through don't just leave doors open—they actively invite others through and equip them for success. From being called a "shrinking violet" early in her career to finding her powerful voice in corporate boardrooms, Nichelle shares how authentic leadership means bringing your whole self to work. A woman of faith married for 30 years with two adult children, she refuses to compartmentalise her life, believing that vulnerability and authenticity create stronger connections and better business outcomes. This is a conversation about the courage to show up as yourself, the strategy of packaging your superpowers for board opportunities, and why ensuring this diversity moment becomes a lasting movement is both a personal mission and business imperative. ----------------------   Inside My CEO Calendar: How I Led A Team of 5k+ Without Getting Pulled Back Into the Weeds A behind-the-scenes private podcast for senior female leaders and CEOs who don't need fluff—just sharper thinking, smarter moves, and more time for what matters. You don't have time for another 60-minute webinar. But you do have 15 minutes while you're driving into the office or grabbing your mid-day coffee. Listen here: https://www.bravefeminineleadership.com/BFL-Private-Podcast   ----------------------- Craving inspiration? I send an email each Sunday about leadership reflection, top tips to build an intentional & sustainable life and other things that have captured my attention and are too good not to share! Sign up here: https://www.bravefeminineleadership.com/leadershipinspiration   Loving the podcast? Leave us a short review. It takes less than 60 seconds & will inspire like-minded leaders to join the conversation!   Access Your Free Clarity Tool Between the endless to-do lists, competing priorities, and decisions piling up, it's easy to lose sight of what matters most. But here's the truth: you can't give more if you're running on empty. That's why we created Balance Your Brave—a free 15-minute diagnostic tool to help you regain control and clarity. In just 15 minutes, you will: ✅ Pinpoint energy drains holding you back. ✅ Identify where to focus for the biggest impact. ✅ Walk away feeling calmer and more confident in your next steps. Think of it as your personal roadmap to balance and alignment. ⬇️ Click here to access your free Balance Your Brave diagnostic tool. https://www.bravefeminineleadership.com/Balance-Your-Brave   Are we friends? Connect with Us. YouTube: https://www.youtube.com/@bravefeminineleadership Instagram: https://www.instagram.com/bravefeminineleadership LinkedIn: https://www.linkedin.com/company/brave-feminine-leadership

Deborah Burgess returns to discuss the evolution of Diversity, Equity and Inclusion (DEI) initiatives from the 1960s to present day, exploring how what began with the Civil Rights movement has grown into a projected $24.4 billion global industry by 2030.• History of DEI from the 1960s with affirmative action to today's comprehensive approaches• Notable milestones including the first Employee Resource Group at Xerox in the 1970s• Americans with Disabilities Act signed by George H.W. Bush in 1991• How social movements like Me Too (founded by Tarana Burke) and Black Lives Matter shaped modern DEI• Current backlash against DEI initiatives and how terminology may evolve while the work continues• DEI's global growth despite political challenges, with companies recognizing both moral and business imperatives• The importance of courage in continuing to advocate for equity and inclusion• White allies' responsibility to have difficult conversations and call in problematic behaviorFind Mia On Social Media ⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠. Listen and subscribe to the podcast: ⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠

Integrando a sus equipos directivos y ampliando su cobertura global, Xerox completó la adquisición de Lexmark, reforzando su estrategia de transformación y su apuesta por soluciones innovadoras para entornos de trabajo híbridos, con expectativas de crecimiento y mayor rentabilidad.

This is episode 230, From Knysna's Burning Forests to Tolstoy's War and Peace: The World in 1869. Globally, the end of the sixth decade of the 19th Century was full of fire and brimbstone, and some technology, social change, significant moments. The construction of the the Port Nolloth-O'okiep railway line is one notable tech development, but on the down side, the Southern Cape experienced a devastating fire that began in early February in the Meiringspoort area of the Swartberg Mountains, destroying numerous homesteads and ancient yellowoods. More about this in a few minutes. IN the United States, Elizabeth Cady Stanton testified before the U.S. Congress, thus becoming the first woman to do so, and later in 1869, Stanton and Susan B. Anthony formed the National Woman Suffrage Association. Sainsbury's opened in Drury Lane in London in May, Boston University was founded in the same month. A month later, John Hyatt patented celluloid in Albany New York, a product created by mixing nitrocellulose and camphor — thus creating the basis for the coming film revolution. Like all good ideas, Hyatt had actually bought the original patent from Englishman Alexander Parkes who couldn't figure out how to make money from his invention. It's amazing how many inventions were co-opted by entrepreneurs after the inventor struggled to make a buck out of a good idea. Take the common computer mouse, invented by Stanford Research Unit student Douglas Engelbart in the early 1960s. In the late 1970s, almost two decades after the mouse's invention, Apple's Steve Jobs saw a mouse being demonstrated along with what was called graphical user interface, GUI, at Xerox labs in Palo Alto California. November the 17 however, was probably one of the most significant dates in the calendar when it came to the Cape, because that was the date that the Suez Canal was completed. For the first time in history, ships could now sail through the canal, linking the Red Sea to the Mediterranean, shortening the voyages between Europe and the far east by months. In Cape Town, there was fear and loathing about the Canal. And so, to South Africa, let's retrace our steps to February 1869. It began, as such stories often do, with a wisp of smoke on the horizon. According to the local newspapers, the fire that would become known ominously as the Great Fire of 1869 was first spotted on the 8th February. The conditions were perfect for a catastrophe. Southern Cape berg winds, searing, north-westerly to north-easterly gusts, swept down from the heights. Born of a low-pressure system sliding from west to east, they could reach gale-force strength, tearing through valleys like invisible predators. By the time the flames were first seen near Knysna, the air shimmered with heat, the humidity was almost non-existent, and the vegetation which was parched after years of relentless drought, stood waiting, tinder-dry.But in February 1869, the fire dominated every horizon. From its first sparks, it began a horrifying march: sweeping west towards Swellendam, east to Uitenhage, and threading through the Langkloof valley north of the Outeniqua Mountains. Then, inexorably, it spilled down towards the coast, devouring all in its path, Great Brak River, Victoria Bay, Knysna, Plettenberg Bay.

This is episode 230, From Knysna's Burning Forests to Tolstoy's War and Peace: The World in 1869. Globally, the end of the sixth decade of the 19th Century was full of fire and brimbstone, and some technology, social change, significant moments. The construction of the the Port Nolloth-O'okiep railway line is one notable tech development, but on the down side, the Southern Cape experienced a devastating fire that began in early February in the Meiringspoort area of the Swartberg Mountains, destroying numerous homesteads and ancient yellowoods. More about this in a few minutes. IN the United States, Elizabeth Cady Stanton testified before the U.S. Congress, thus becoming the first woman to do so, and later in 1869, Stanton and Susan B. Anthony formed the National Woman Suffrage Association. Sainsbury's opened in Drury Lane in London in May, Boston University was founded in the same month. A month later, John Hyatt patented celluloid in Albany New York, a product created by mixing nitrocellulose and camphor — thus creating the basis for the coming film revolution. Like all good ideas, Hyatt had actually bought the original patent from Englishman Alexander Parkes who couldn't figure out how to make money from his invention. It's amazing how many inventions were co-opted by entrepreneurs after the inventor struggled to make a buck out of a good idea. Take the common computer mouse, invented by Stanford Research Unit student Douglas Engelbart in the early 1960s. In the late 1970s, almost two decades after the mouse's invention, Apple's Steve Jobs saw a mouse being demonstrated along with what was called graphical user interface, GUI, at Xerox labs in Palo Alto California. November the 17 however, was probably one of the most significant dates in the calendar when it came to the Cape, because that was the date that the Suez Canal was completed. For the first time in history, ships could now sail through the canal, linking the Red Sea to the Mediterranean, shortening the voyages between Europe and the far east by months. In Cape Town, there was fear and loathing about the Canal. And so, to South Africa, let's retrace our steps to February 1869. It began, as such stories often do, with a wisp of smoke on the horizon. According to the local newspapers, the fire that would become known ominously as the Great Fire of 1869 was first spotted on the 8th February. The conditions were perfect for a catastrophe. Southern Cape berg winds, searing, north-westerly to north-easterly gusts, swept down from the heights. Born of a low-pressure system sliding from west to east, they could reach gale-force strength, tearing through valleys like invisible predators. By the time the flames were first seen near Knysna, the air shimmered with heat, the humidity was almost non-existent, and the vegetation which was parched after years of relentless drought, stood waiting, tinder-dry.But in February 1869, the fire dominated every horizon. From its first sparks, it began a horrifying march: sweeping west towards Swellendam, east to Uitenhage, and threading through the Langkloof valley north of the Outeniqua Mountains. Then, inexorably, it spilled down towards the coast, devouring all in its path, Great Brak River, Victoria Bay, Knysna, Plettenberg Bay.

Today Ashley Rudolph is an executive coach working with high-achieving and executives who are at a “crossroad” as they look GREAT on paper, but tend to exhibit fears and have other problems that effect their confidence and performance. Ashley was not always a coach and, in fact, did not view herself as a coach during most of her career. She grew up in the Bronx in New York City. She attributes her high confidence level to the high bar her parents set for her as well as to the environment where she grew up.   After high school Ashley enrolled in Babson College where she quickly had to learn much about business and working as a team. She will tell us that story. After graduation she secured a job, but was layed off and then went back to Babson to secure her Master's degree.   Ashley began working and quickly rose through the corporate ranks of tech companies. She tells us how, while not really tech savy at first, she pushed herself to learn what she needed to know to work as part of a team and then eventually to lead high tech teams.   In 2023 her high tech employment world took a change which she will describe. Bottom line is that she was laid off from her vice presidential position and after pondering what to do she realized that she had actually been coaching her employees for some time and so she began hirering herself out as an executive coach. We will get the benefit of receiving a number of her insights on leadership, confidence building and how to become better mentally with anything life throughs at us. What Ashley says during our episode time makes a great deal of sense and I believe you will gain a lot from what she has to say. You can reach out to Ashley through the contact information in the show notes for this Unstoppable Mindset episode.     About the Guest:   Ashley Rudolph is an executive coach for high-achieving leaders and executives at a crossroads—those who have built success on paper but are ready to step into something greater. Her work is grounded in a bold belief: true transformation isn't about doing more—it's about leading differently.   A former tech executive, she scaled from IC to VP in just five years, leading $75M+ deals and teams of 250+ at high-growth companies. She knows what it takes to succeed in high-stakes environments—not just in execution, but in the deeper, often invisible work of leadership: making bold decisions, navigating uncertainty, and owning your impact.   Her signature methodology, The Three Dimensions of Transformation, helps leaders unlock their full potential by focusing on: mindset, strategy, and elite execution.   Whether guiding clients through reinvention, leadership evolution, or high-stakes career moves, Ashley helps them break free from outdated success metrics and create momentum that lasts. Her insights have been featured in Inc., U.S. News & World Report, The New York Post, Success Magazine, Apartment Therapy, and more. She also writes The Operator's Edge, a newsletter on the unseen shifts that drive real momentum in leadership and career growth. Because true leadership isn't about following a path. It's about defining your own. Ways to connect with Ashley:   My website which has details about me, my programs, and insights about high achievers in the workplace: www.workwithashleyr.com    My newsletter which gets published every single Monday morning with my expert advice for high achievers on how to succeed in the workplace. newsletter.workwithashleyr.com    My LinkedIn: https://www.linkedin.com/in/ashleyrudolph/   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hello, everyone, wherever you happen to be today, I am Michael Hingson, and you are listening to or watching or both, unstoppable mindset today, our guest is Ashley Rudolph, who is a coach, and I like something Ashley put in her bio that I thought was really interesting, and that is that Ashley's work is grounded in the belief that true transportation is not really about doing more, but rather it's doing things differently. And I want, I'm going to want to learn about that. I think that's fascinating, and I also think it is correct, but we will, we will definitely get to that and talk about that. Ashley approached me a little while ago and said, I'd like to explore coming on your content, your podcast. And I said, Well, sure, except I told her the same thing that I tell everyone who comes on the podcast, there is one hard and fast rule you got to follow, and that is, you got to have fun, or you can't come on the podcast, so you got to have fun. Ashley, just   Ashley Rudolph ** 02:26 reminding you, I'm ready. I am ready. I'm coming into the podcast today with all of my best jokes, all of my best tricks. Oh, good.   Speaker 1 ** 02:35 Well, we want to hear them all. Well, thank you for being here, and it's a pleasure to have you on unstoppable mindset.   Ashley Rudolph ** 02:42 Yes, thank you so much for having me. I was just really taken by your entire background story, and I took a risk and sent you a message. So thank you so much for having me on the podcast.   Speaker 1 ** 02:55 Well, I have always been of the opinion that everyone has stories to tell, and a lot of people just don't believe they do, but that's because they don't think about it. And so what I tell people who say that to me when we talk about them coming on the podcast, my job is to help bring out the stories. Now, you didn't say that, and I'm not surprised, but still, a lot of people say that. And the reality is, I believe everyone is more unstoppable than they think they are, and that they undersell themselves, they underrate what they are and what they can do,   Ashley Rudolph ** 03:28 yeah, and honestly, I 100% agree with you, and that's why, and maybe I'm jumping ahead a little bit, but you triggered a thought. That's why I spend every single one of my first coaching meetings with a client, having them talk me through either their professional history or their wins from the past year. And in those conversations, my feedback is also is always Hey, you're not giving yourself enough credit for the things that you're doing. Like, these are amazing stories, or like, repeating things back to them a little bit differently than they would have phrased it, but that's 100% accurate. We don't sell ourselves enough,   Speaker 1 ** 04:08 even to ourselves. We don't sell ourselves enough, especially to ourselves. Yeah, yeah, yeah. Well, tell me a little about kind of the early Ashley growing up and all that, and you know where you came from, and all that sort of stuff,   Ashley Rudolph ** 04:23 yeah. So I grew up in New York. I'm from the Bronx. Oh and yeah, yeah. So, so is my   Michael Hingson ** 04:30 mom   Ashley Rudolph ** 04:31 Aqua? Oh my gosh, I had no idea. So I grew up in the Bronx and grew up with my mom. My dad was around too, and, oh, it's interesting, and I'm sure this will make sense, but I grew up going to Catholic schools from first grade to senior year of high school, and something about me, it was like I was always a very self assured. Determined person, and that carried through all the way through my adulthood. And maybe that comes from me being a New Yorker. Maybe that comes from my mom being a an immigrant. She's from the Caribbean. She's from the Bahamas, and she had a very high bar for what success looked like I don't know where it comes from, but yeah, yeah. So that's a little bit about me growing up and kind of who I was   Speaker 1 ** 05:28 as a kid. So now, where are you living? Now?   Ashley Rudolph ** 05:32 I am in New York again, so I moved back to New York in 2020,   Speaker 1 ** 05:38 okay, wow, just in time for the pandemic. Lucky you?   Ashley Rudolph ** 05:43 Yeah, I actually moved back to New York on election day in 2020 so I missed the early pandemic. But yeah, yeah, yeah,   Speaker 1 ** 05:53 I was in New York speaking on March 5, and that night, I got back to the hotel, and my flight was supposed to go out at like, 415 in the afternoon, yeah. And I said, when I started hearing that they were talking about closing down the city, I think I better leave earlier. So I was on a 730 flight out the next day. Oh my gosh,   Ashley Rudolph ** 06:18 wow. So you just made it out and that yeah, and at the time, I was living in Boston, and I actually was went on a vacation with a friend, and we flew back the day before they shut down the airports in Boston. So   Speaker 1 ** 06:36 that was lucky. Yeah, did you live in Boston itself or a suburb?   Ashley Rudolph ** 06:42 Yeah, I lived in Boston for two years, I think, yeah, I lived in the city, yeah. I   Speaker 1 ** 06:50 lived in Winthrop for three years, and commuted across Boston to Cambridge every day,   Ashley Rudolph ** 06:55 yeah, oh, my god, yeah. So I worked in Cambridge and I lived in the West End, right above TD Garden.   Speaker 1 ** 07:03 Oh, okay, yeah, I hear that Durgan Park closed in, in near Faneuil Hall.   Ashley Rudolph ** 07:13 Oh, yeah, well, I have to admit, I didn't go there that much. Was living in Boston.   Speaker 1 ** 07:19 It was a fun place. It was a family style thing, and they had tables for four around the outer edges inside the restaurant. But you couldn't sit at one of those unless you had four people. And the serving staff was trained to be a little bit on the snotty side. And I went in fun. Oh, wait. Oh, absolutely. They made it fun. But I went in and the hostess, there were three of us, and my guide dog at the time, Holland, who was a wonderful, cute golden retriever, and she said, Oh, we're going to put you at one of the tables for four. And I said, Well, okay, we appreciate that. And Holland was under the table. This waitress comes up and she says, you're not supposed to be sitting here. This is a table for four, and there are only three of you. And I said, but they told us we could. No Nobody told you you could sit here. You got to go back over to the big tables. And I said, Look, we have a guide dog under the table, and he's really happy. And they told us we could be here because of the dog. And she's, I don't believe that at all. I'm, I'm gonna go check. I don't believe you. She goes away and she comes back a little bit later. No, you're not supposed to sit here. And I said, Look, lift up the tablecloth and look under the table. I'm not going to fall for that. Just do it. She finally did. And there's Holland staring out with these big brown eyes. And she just melted. She goes away and comes back. And one of the things about Durgan Park is they have big plates of prime rib. And she brought this plate of prime ribs somebody hadn't eaten at all, and she said, can I give this to the dog? And so, you know, normally, I would say no, but we were trying to make peace in our time, so I said, Oh, sure. And she and Holland had a great time. So it was fun.   Ashley Rudolph ** 08:59 Oh, and Holland got prime rib. Holland   Speaker 1 ** 09:03 got prime rib. What a treat. And so did and so did the rest of us, but, but we had to pay for ours. But I missed Durgin Park. It was a fun place to go, but I understand that it is closed, and I don't know whether it's oh, well, oh, that's unfortunate, but Quincy market's a wonderful place to go. It's not a lot of interesting things. So you, so you went through high school. So you went through high school in New York, went in in the Bronx tough neighborhood, and then what did you do? So   Ashley Rudolph ** 09:34 I then went to college. So I went to Babson College, which is, well, it's in Massachusetts, it's in Wellesley, and it's actually right next door to Wellesley College. Yeah, yeah. So I went there and I studied business, and that was basically where I learned how to be successful in the workplace, which is kind. Funny, because I found that over the years, a lot of people will say, you know, I went to college, but by the end of it, maybe I didn't know what my transferable skills were, or I studied something that isn't related to what I was doing or what I did as a professional, and I always felt the opposite, like in freshman year at Babson, they gave us $3,000 to, like, start a company as a as a students. So all of us just had to start this company. We had our business ideas. There was a CEO, a CMO, a CFO. We had like rules assigned. And that was my first experience of what a workplace could be like, although it was with 18 year olds, so maybe not totally reflective, but we had performance reviews, we had a head of HR, we had like, company meetings, so we were doing things within a framework, and they all kind of translated into the workplace, different players. So Babson basically kind of turned me into the business person that I am   Speaker 1 ** 11:09 today. Now, did each person get $3,000 and they started their own company?   Ashley Rudolph ** 11:14 Oh, no. So there were, there were maybe 30 of us, and we started a company with that with $3,000 Okay? Exactly with that investment, it was managed quite tightly. There's not a lot that you can do with $3,000 right? So you can probably guess that a lot of the businesses turned out to be the same. So there was always a T Shirt Company or a company the when the LIVESTRONG wristbands were popular, then we were like, oh, let's customize these wristbands. So yeah, yeah. The the company ideas basically ended up being the same, because there's not that much that you could do with that, yeah,   Speaker 1 ** 11:56 yeah, yeah. So much you can do unless you start making a bunch of money,   Ashley Rudolph ** 12:00 yeah, yeah, yeah. And in today's landscape, I guess there's more that you can do with digital products and stuff like that. But yeah, yeah, we, we had to do physical so we were pretty limited, yeah, well, that's   Speaker 1 ** 12:13 okay, but still, if the company is successful, and was it successful? Yeah,   Ashley Rudolph ** 12:19 we, did turn a profit, and then for all of the businesses that did turn a profit, you had to donate the profits to a local charity. So we did. We donated ours to a local organization. We threw an event in partnership with the organization. It was just, it was nice. So, yeah, oh,   Speaker 1 ** 12:43 cool. So, how, how long did the company last? Essentially, was it all four years?   Ashley Rudolph ** 12:50 It was the first   Speaker 2 ** 12:52 year, just the first year, okay, yeah, okay, yeah, that's still, that's pretty cool.   Ashley Rudolph ** 12:58 Yeah, it is. I have to say that I learned a lot,   Speaker 1 ** 13:02 yeah, well, you're you're kind of forced to or you don't succeed. So I was going to ask you why you felt that you learned how to be successful. But now it's pretty clear, yeah, yeah, yeah.   Ashley Rudolph ** 13:13 So we started there in freshman year, and then sophomore, junior and senior year was kind of more of a deep dive on specific skills. So that you take our accounting classes, finance marketing, if you were into retail, there was like a retail management class at the core classes. So we had, you know, liberal arts courses, so art history, yeah, philosophy, things like that. But yeah, everything was mostly centered around business and cool, yeah, yeah. Well, that's   Speaker 1 ** 13:47 pretty exciting. Did you did you go do any graduate work anywhere?   Ashley Rudolph ** 13:52 It's funny, yes, I did. So I graduated from Babson, and my first job was in a creative agency, and I was doing media buying, and at the time it was 2008 and we were buying ads in school newspapers, which was dying like it was pretty much On on its last leg, and I just had this thought when I was doing it, and that I wasn't inspired by the work, because it wasn't growing, it was going away. And it was clear, yeah, and that. And actually my first job, I got laid off because it was a dying industry, and the team needed to be smaller, and at that point, it's my first job. So it was very devastating to me. I had never gone through anything like that before. So then I decided to go back to school. So I did my masters. I actually. Went back to Babson, but in an international program. So I spent my first semester in France, my second semester in China, and then my final semester at Babson. Ah,   Speaker 1 ** 15:13 so why was the newspaper industry going away? Just because everything was going online?   Ashley Rudolph ** 15:18 Exactly, yeah, things were shifting more digital. Yeah, it's exactly   Speaker 1 ** 15:23 that, so they didn't need as many people selling and doing other things as they did before. Yeah,   Ashley Rudolph ** 15:28 yeah, exactly. Or companies were figuring out different ways to reach college students that wasn't dependent on getting in the school newspaper.   15:39 Yeah? Yeah, yeah,   Speaker 1 ** 15:42 yeah. So you got your master's degree from Babson, and then what did you   Ashley Rudolph ** 15:47 do? I got my master's degree from Babson, and I'll fast forward a little bit, because what's funny is that after I graduated, I still didn't quite know what I wanted to do, but I figured it out. I ended up going back into marketing. But if you remember, what I described was, in that first job, I wasn't connected to the mission. I wasn't inspired by where the industry was going. So I ended up pivoting into nonprofits. And my first job after graduating from my masters was running digital media, so not physical media, so I shifted into social media and online marketing. Had a nonprofit, right? So I was connected to the mission. I felt like the work that I was doing was for a good cause, and it was an industry that was new and that was growing, and that was ever changing and exciting. So I did that for about three years, so first at a nonprofit, and then at an a charter school network that was in New York and New Jersey at the time, but has since expanded far beyond that. So, yeah, I went into mission driven work, and I went into digital marketing and digital media. And I think what I took away from that chapter of my career was that I want to be in an industry that is ever evolving. So, yeah, so after my experience in the nonprofit and education space, that's when I jumped into tech. So I jumped into tech after that, and spent a decade in the tech industry. And obviously, tech is ever changing. I had access to so many different opportunities. I grew really fast. I started at the first company, the first tech company that I worked for. I was a program manager, and five years later I was a vice president, right? So, like, I was able to seize opportunities and work really hard and get to the level that I wanted to get to I was very ambitious, so I think tech just kind of gave me everything I wanted. Career wise, how   Speaker 1 ** 18:09 did you progress so fast to go from being a program manager to the level of Vice President in what generally would be defined as a pretty short time? Yeah,   Ashley Rudolph ** 18:20 yeah, yeah. So some of it was hard work, and I think the other factor was luck, and the other factor was going after whatever it was that was in front of me. So taking risks. So I would say, with the hard work part, I worked a lot. See when I first, when I started that job, I was actually a Program Manager for Back End Web Development, which was Ruby on Rails, coding a coding language. And then I was also a program manager for data science. I had no experience in either I was not technical. I did not have the technical skills or technical aptitude to do this, but I did have the desire to learn. So my first month at that job, I worked seven days a week. I went to workshops on the weekend. I did coding workshops, I read through all of the documentation. I sat in all of the programs that I was managing. I just dug deep. And I think that first year of immersing myself in everything kind of set the foundation for me.   Speaker 1 ** 19:38 So you made yourself pretty technical by the time it was all said and done,   Ashley Rudolph ** 19:42 yeah, yes, yes, and not on the level of any of my instructors or the students that actually took the programs. But I cared about learning, and I cared about having a certain level of fluency in order to I had to hire instructors for the program so I couldn't fumble my. Words, right? So, yeah, yeah. So I taught myself, yeah,   Speaker 1 ** 20:05 you learned. You learned enough. You You weren't trying to be the most technical person, but you learned enough to be able to interact with people and hold your own. Yeah, which, which is the important thing, I think. And for me, I know at one point, I had a job that was phased out when Xerox bought the company and I couldn't find another job. And it wasn't because of a lack of trying, and it wasn't because I didn't have the skills, but rather, as societal norms typically go, the belief is blind people can't work, as opposed to what we really can and can't do. So I eventually started my own company selling computer aided design systems, and for me, as a blind person, of course, I'm not going to sit in front of a CAD computer or even a PC based CAD system, which is what we sold. So I had to learn, however, all about how to operate the system. Learn about PCs. So I learned how to how to build PCs. I learned about CAD so I could actually walk someone through the process of drawing without actually having to do it, so I understand what, exactly what you're saying. Yeah, and it was important to do that. Yeah. Yeah,   Ashley Rudolph ** 21:21 it was important, and no one told me to do that, right? And I'm sure that no one told you to do that too, but there was just something in me that knew that I was excited about this work, or I wanted opportunities, and this was the best way that I knew how to go after it. Yeah, yeah.   Speaker 1 ** 21:43 Well, and, and it is the way you still have you do have to learn enough to be able to hold your own, but I Yeah, but I think it's also important in learning that that you're also not trying to threaten anyone else. You're just trying to be able to communicate with them   Ashley Rudolph ** 22:00 exactly, exactly, yes,   Speaker 1 ** 22:05 yeah. All too often, people view others as threats when they really shouldn't. But you know,   Speaker 2 ** 22:12 that's Yeah, another story gonna do Yeah, right, right.   Speaker 1 ** 22:16 Well, so for within five years, you became a vice president. What was the tech that y'all were really developing?   Ashley Rudolph ** 22:22 Yeah, great question. So what's interesting about this is that it wasn't so the first company I worked for wasn't a tech company, and that they were building tech it's actually a coding boot camp. So they were teaching people either how to code or how to become a UX designer, or how to become a product manager. So that was the product after a while. And I think long after I left the company, they did develop their own tech. So they developed an online an LMS learning management system, and there was digital content. But when I started, it was really about the boot camp era and teaching people how to code, because there were all these engineering jobs and web development jobs that were available and not enough, not enough talent, not   Speaker 2 ** 23:13 enough talent to go around. Yeah, yeah, yeah, yeah.   Ashley Rudolph ** 23:17 Which is when you think about today's market and where we're, where we are, that was only 10 years ago, and it's a completely different story. Now, the market is flooded with too many web developers. Yeah,   Speaker 1 ** 23:29 it is, but I would say, from my standpoint of seeing what they produce in terms of making web content accessible, not nearly enough of them know how to do that, which is another story,   Ashley Rudolph ** 23:41 yeah, yeah, yeah, which is so interesting. And yeah, unacceptable, unfortunate, because there were always teams that were in charge of accessibility at the companies that I worked for, but then having someone be in charge of it, and then properly resourcing the accessibility team is a whole other story. And I think so many companies view it as just oh yeah, I checked the box. My website is accessible. But did you really build with your end users in mind, and the answer is probably no,   Speaker 1 ** 24:23 probably not, yeah, and all too often that ended up being the case. Well, so what did you do after you became vice president?   Ashley Rudolph ** 24:32 Yeah, so that was tough. You said it, and you said, I climbed really fast. And that's true, I did, and because I climbed fast, there were a lot of lessons to learn. So after I became vice president, I really had to own that leadership seat, or that executive leadership seat, and recognize that what had got me there. Here is was not what was going to keep me there. So the thing that I did after I became a vice president was really understanding how to be an effective executive. So that means really understanding the business side, which I already knew I had been doing that I've been thinking about that since college, so that wasn't something that I was concerned about, but the biggest thing was forming executive level relationships and really understanding how to form allies, and understanding that at that level, it's less of I have the right answer, and listen to me, because I'm a vice president and more of a okay. How am I influencing the people around me to listen to my idea, accept my idea, champion and support my idea. And it's not enough to just have something that's right on paper.   Speaker 1 ** 26:06 The others the other side of that, of course, could be that maybe you have an idea that may or may not be the right idea, which also means you need to learn to listen,   Ashley Rudolph ** 26:13 yes, exactly, exactly, and that was absolutely the other side of it. So me coming into things and being like, I understand what needs to happen, and not having all the context either way, right? So, yeah, yeah, yeah,   Speaker 1 ** 26:31 but you must have done pretty well at doing all that.   Ashley Rudolph ** 26:34 I figured it out eventually. Yes, I did figure it out eventually, and it wasn't easy, but I was able to grow a team and scale a team, and I was able to move from maybe the business side of running operations to the product and technology side of it, so being able to see two different sides of the coin. And yeah, it did. It did work. Well, I was able to create my own department, which was a product project management office that oversaw all of the work of the entire product and design and technology teams, 250 people. I I'm not sure that I would have thought I was capable of doing something like that, and building something from the ground up, and hiring a team of, I think, 15 people, and leading that department. And, yeah, yeah, and it was great. I did learn a lot. And then 2023 happened. And that was the major turning point in Tech where I think the dominant story shifted from, or at least in education technology, which I think you know something a lot about, but the dominant story shifted from this is great. This is growing. Distance Learning is fueling growth. There's so much opportunity here to it's too big. We need to, you know, do layoffs. We need to find a way to right size the business. There's actually not a lot of growth happening. So 2023 happened, and I ended up getting laid off with my entire department that I built. And that was such a huge lesson, a huge leadership lesson for me, for sure. So I'll pause so that I'm not not talking at you, but hanger, yeah, yeah,   Speaker 1 ** 28:46 well, so you got laid off. I've been there. I've had that happen. And, yeah, it isn't fun, but it's like anything else. You may not have been able to control it happening, but no, you are the one who has to deal with it. So you may not have control over it happening, but you always have control over how you deal with what happened.   Ashley Rudolph ** 29:09 Yes, yes,   29:11 yes. And what did you do?   Ashley Rudolph ** 29:14 And that's exactly what was so different about this time. So I will say I had two months notice. I had an amazing leader, such a technology officer. When the decision was made, he said, Okay, we can make this decision, but I have to tell Ashley immediately. So he told me, and it wasn't surprising, right? Because I saw how the business what direction the business was going in. So I can't say I was shocked, but the big question that I had was, Oh, my God, what am I going to do about my team? And I felt such immense responsibility because I had hired many of them I came to. Care about them and their careers and their livelihoods, and, yeah, I just felt responsible for it. So you said it, you said it beautifully, and that it was about what I decided to do. So from that moment, I shifted my focus, maybe, maybe to my own detriment, but whatever, I came out on the upside, but I shifted my focus to my team, and I thought the best thing that I could do in that moment was preparing them for their next chapters without going directly to the team and damaging the trust of the Chief Technology Officer and saying, in two months, we're all going to get laid off. That's also not reflective of the type of leader I wanted to be. So I figured out that, because we were a project management office and because there wasn't a lot of new work at the company, we had downtime. So I implemented a meeting on the calendar, which was a project review, and every single week, someone on my team had the opportunity to present their projects and talk about what they learned, what was challenging for them, and what their successes were, right, some combination of those things, and they all did it, and that was my way of helping to start prepare them for the interview process, because now you know your work, you know what your impact was, and you've gotten my feedback as someone who's a leader, who knows what hiring managers are looking for, you got my feedback on the best ways to present yourself, and they were able to ask questions. There were some people who approached me or the director on my team privately and asked us to review their resumes, because they kind of saw the writings on the wall without me ever having to say it, and I did. And what ended up happening is, at that two month mark, or whenever, when the layoffs did happen, no one on my team was shocked, and there were people who actually within a month after the layoff happened, they had found new jobs because they had that time to prepare and felt confident in their job search and the stories that they were telling about themselves. So I all that to say that I did exactly that. I chose the type of leader that I wanted to be, and the thing that felt important to me was preparing my team for their next chapter,   Michael Hingson ** 32:32 which I would say is the right thing to do,   Ashley Rudolph ** 32:34 yeah, yes, exactly, because it   Speaker 1 ** 32:37 isn't, no matter what a lot of people might think, it isn't about you, it's about the team. It's about you and the rest of the team, because you're all a team,   Ashley Rudolph ** 32:45 yeah? Except Yes, yes. And I very much viewed my team as an extension of myself, an extension of them. I you know, it wasn't just about them doing a job for me, quote, unquote, like that's not the type of leader that I am. We are a team,   Speaker 1 ** 33:04 right? So meanwhile, while you were doing that and helping the team, what were you also doing for you? And   Ashley Rudolph ** 33:12 that's why I said to my detriment, I didn't do a lot of thought. I put no thought into what I wanted to do. Okay? At all. I just And you know what? It's not to my detriment. I think what I needed at that time was a distraction, and this was a really good distraction for me, from sorting through what I wanted to do next, but also in navigating that with my team and supporting them through that, I think the answer became very clear once I was ready to ask my question, I just coached my team. So yeah, yeah, yeah, yeah.   Speaker 1 ** 33:51 And so you sort of, as you would say, pivoted to being a coach,   Ashley Rudolph ** 33:57 yes, yes. And I want to be clear that this wasn't a decision that was like, you know, that I just fell into coaching, you know, I I made the decision to so I took some time to think about what were the pieces of my work that I really loved when I was a VP at multi, you know, at multiple companies, and the answer was clear, and that I really loved coaching and helping people become better at their work, and I really loved mentorship. And those were the parts of the work that if I could just do that all day, that's what I would want to do. And I was like, Well, I have the I can make a decision to do that all day, every day now, because I'm not doing anything, I just got laid off. So I can choose to do this work. So that's exactly how I ended up being a coach.   Speaker 1 ** 34:58 Well, so you. Ever originally planned on being a coach. So was it that work with your team that really was the sort of pivotal decision for you, that although you never thought you were going to be a coach, that led you to coaching, or was there something else that really helped move you there? There was something else. Okay, yeah, more to the story.   Ashley Rudolph ** 35:21 There is always you're peeling all the layers so, so initially, what I thought I would do, because I was an operations person, I was like, I'll just be an operations consultant. I'll go out on my own, and people will hire me to be their ops person. So let me, you know, run with that as an idea. And I started having conversations with former colleagues. And what was funny in that so many of their conversations were kind of like, oh yeah, I want to support you. And that sounds nice. I understand why you would want to be an operations consultant. But there's something more interesting about you being a coach. Or I want to hire you to be a coach for my team. Or, Hey, you did really amazing things in your career. You should help other people do those things. And that was the theme that people kept telling me, so I finally decided, decided to listen. That's how I landed on coaching. And instead of it being like, oh my god, I'm trying to sell the value of myself as an operations consultant, once I just owned the coach title, people just started saying, okay, yep, Sign me up. Or I'll refer you to someone who needs a coach right now. Or, hey, you coach just one person on my team, and they're great. Here's more. So it just became easy, and it became less of a I'm trying to sell people, and I'm trying to, like, convince them that they need me in this role, it was just easy.   Speaker 1 ** 37:04 So do you think you talked about being ambitious when you were in college and starting that business at Babson and so on? Do you think you've always continued to try to be, if you will, ambitious, or did you sort of shift in terms of mindsets over time?   Ashley Rudolph ** 37:22 Yeah, that's a really good question. I do think I have always been ambitious, and when I visited my mom last year or the year before last for Thanksgiving, I found a fake report card that I wrote myself, that I wrote for myself in fourth grade. And there was a prompt that said, what would you want your teacher to write on your report card at the end of this year? And I wrote, Ashley is excelling at excellence. Well, there you go, fourth grade. So I think it's always been there.   Speaker 1 ** 38:02 So is it, but is it ambition? Is it ambition, or is it being industrious and being being confident? You know?   Ashley Rudolph ** 38:10 Yeah, yeah. Oh, that is such a good question, right? So there was a version of me when I was in the corporate world where I would have just said, yeah, it's ambition, right? Because I'm always motivated to, you know, go after the next level, and that's what's driving me. And now, now that you put that question out there, it is, it is that confidence, because I'm not chasing a thing or the next level right now, in this phase, I'm chasing quote, unquote impact like the thing that drives me is helping people, helping people probably achieve things for themselves that They also didn't think that they could in their careers, and I'm just helping them get there, yeah,   Speaker 1 ** 39:06 and that's why I asked the question, because ambition, the way you normally would think of it, yeah, can be construed as being negative, but clearly what you're doing is is different than that. Yeah, you know, at this at the same time for you, now that you're coaching and so on, and you shifted to doing something different, yeah, did you have to let something go to allow you to be open to deciding to be a coach? Yeah,   Ashley Rudolph ** 39:38 and the thing that I had to let go was exactly what you just pointed out. So you are very intuitive. The thing I had to let go was that the traditional construct of what success looks like. So it looks like, okay, I'm a VP, so I next need to be an SVP. And then after that I need to be at the sea level. And no, and I guess there could have always been questions about, was that what I really wanted, or was it just the next level that I was after? Yeah, yeah. And there was that, I think it was just the next level for quite some time, but now, like I said, the thing that I let go of was that and wanting to grasp for what the next level is. And now for me, it looks like, okay, well, I only have so many hours in the day, so I can't coach unlimited people, but I still want to impact many people. So what does that mean? Okay, well, I'm writing a newsletter, and I put out a newsletter every week with my thoughts, and that can reach many more people than I can one to one or podcast. I'm talking to you on this podcast, and maybe me sharing more of my story will inspire someone else, or I'll learn from you and your community, Michael, but yeah, I think the thing, the thing that determines what success looks like for me is my ability to impact   Speaker 1 ** 41:14 and and the result of that is what happens with the people that you're working with, and so you, you do get feedback because of that,   Ashley Rudolph ** 41:25 yes, yes, I do get, I get lots of feedback, and it is, it's transformational feedback. And I think one of the things that I love, and I do this for every client that I work with, is on day one, we established a baseline, which I don't necessarily have to always say that to them like we're establishing the baseline, it's understood. And then in our last session, I put a presentation together, and I talked to them about where they were when we started, and what they wanted for themselves, and over the course of us coaching together, what they were able to accomplish, so what their wins were, and then where they land, and just me taking them on that journey every single or when they work with me, is eye opening, because they don't even see the change as it's happening. And I'm like, Hey, you did this. You're not that person that you walked into this room as on day one, and maybe by the end, you have a new job, or you got promoted, or you feel more confident and assured in your role. But whatever it is, you've changed, and you should be proud of yourself for that.   Speaker 1 ** 42:43 Yeah, yeah. And it's, I am sure, pretty cool when you get to point that out to people and they realize it, they realize how far they've come.   Ashley Rudolph ** 42:55 Yeah, yeah, it is. It's, it's really awesome to be able to share that with people and to also be on the journey with them, and when they think that maybe they're not ready to do something just gently reminding them that they are. And sometimes I think about what, you know, what managers have done for me, because I've, I had the privilege of working with really great managers some in my career, and yeah, they did that to me, and that that's how I was able to accomplish the things that I did. So yeah,   Speaker 1 ** 43:34 well, it's great that you're able to carry those lessons forward and help other people. That's pretty cool.   Ashley Rudolph ** 43:38 Yeah, yeah. And honestly, I hope that my clients can do the same. So if there are things that they learn in coaching, any frameworks or things like that, if they're able to help people, then that's great. And the cycle continues, you know? So, yeah, yeah.   Speaker 1 ** 43:57 You know, a question that comes to mind is that when we talk about leadership, there are certainly times that leaders face uncertainty, especially when there are transitions going on and you've experienced a lot of transitions. What would you say is the unconventional truth about leadership in times of change and transition?   Ashley Rudolph ** 44:20 Yeah, yeah. So I think the thing that I see the most is that in times of transition, especially if it's a transition that maybe you have no control over, right? You're not choosing to leave your job, for example, the the inclination is to over control, right, and try to assert control over the situation in any way that you can, and in more cases than not, that backfires to some degree. So the thing that I try to focus on with my clients is getting to a point where you accept the fact that what is happening is happening. I'm kind of like my layoff, right? I didn't fight the decision or try to change the decision. I just had to accept it for what it was. And then the thing that we focus on is now that we know the thing is happening, whatever the transition or change is, it doesn't have to be as extreme as a layoff, but now that we know that it's happening, what can you control and what can you focus on? And that's what we need to spend our time on. And it can be anything, you know, sometimes people are put on performance improvement plan, and you kind of just if, if this is a situation where you're like, Oh yeah, I could see where this came from, and I wish that I was not in this situation. Okay, well, you kind of have to accept that you are, and what can you do about it now, it's really, yeah,   Speaker 1 ** 45:58 what's the hardest lesson you've learned about leadership and being a leader, not just being an executive, but coaching people.   Ashley Rudolph ** 46:10 Yeah, and I get this all the time as a coach too. It's it's in me, but the lesson that I've learned is I don't have to know everything. That's   Michael Hingson ** 46:21 a hard lesson. To learn, isn't   Ashley Rudolph ** 46:25 it? It is, especially when you feel like as a leader, like people are relying on you, or you think they are, they're relying on you to know the answers or to know what to do next, or as a coach, they're relying on you to ask the right questions or to guide them in the right direction, right? And sometimes you just don't know, and that's okay, and it's also okay to say that. And I was just going to say that, yeah, yeah, exactly, exactly. It took me a long time to get comfortable with that, but now, now I am more comfortable with it, for sure. Do you feel like you struggled with that too? Or Yeah?   Speaker 1 ** 47:06 Well, I have, but I was blessed early on, when I was a student teacher in getting my secondary teaching credential, I was a student teacher in an algebra one class in high school, and one of the students came in one day, and he asked a question in the course of the day, and it should have been a question I knew the answer to, but I didn't. But when I when I realized I didn't, I also, and I guess this is my makeup, thought to myself, but I can't blow smoke about it, so I just said, you know, I don't know the answer, but I'm going to look it up and I will bring you the answer tomorrow. Is that okay? And he said, Yeah. And my master teacher after class cornered me, and he said, That was absolutely the best thing you could do, because if you try to psych out these kids and fake them out, they're going to see through you, and you're never going to get their trust. Yeah, and of course, he was absolutely right. So I did the right thing, but I also learned the value of doing the right thing. And Mr. Redman, my master teacher, certainly put it in perspective. And I think that's so important. We don't have to necessarily have all the right answers. And even if we do have the right answer, the question is, Is it our job to just say the right answer or try to guide people to get to the right answer?   Ashley Rudolph ** 48:41 Yeah, yeah, exactly. That's another leadership lesson, right? It's and it's so much more powerful when people do get to the answers themselves, yeah. And I think that kind of helps with them being less dependent on coming to you for the answers moving forward, right? If they're able to go on that path of discovery   Speaker 1 ** 49:04 well, and if they are able to do that and you encouraged it, they're going to sense it, and when they get the right answer, they're going to be as high as a kite, and they're going to come and tell you that they did it. So, yeah,   Ashley Rudolph ** 49:15 exactly. Yeah, yeah. What a good feeling.   Speaker 1 ** 49:19 Yeah, it is, what do you do? Or what are your thoughts about somebody who just comes to you and says, I'm stuck?   Ashley Rudolph ** 49:27 Ooh, that happens all the time. Michael, it happens all the time. And I'll tell you, there's two things. So if someone says I'm stuck, they either don't have the confidence to pursue the thing that they know they want to do, but they're just saying they're stuck, which is it is being stuck, right? If you can't take action, then you're stuck. But sometimes they frame that as I don't know where what I want to do or where I want to go, and then I ask. Couple of questions, and it's like, oh, well, you actually do know what you want to do and where you want to go. You just don't have the confidence yet to pursue that path. So part of the time, it's a confidence issue, or the other time, the thing that they're grappling with, or the other cases, what they're grappling with is, I haven't connected with like my values or the things that motivate me or my strengths even right? So maybe they're the ambitious person who was compelled to just chase the next level and the next level and the next level, but now they're asking, Is this really important to me, or do I really want this? As I spoke to another coach, and she ended up leaving what she thought was a dream job at Google, because every day she was kind of like, I still want to be here, and it wasn't her dream job, and she left to become a coach. So it's either one of those two things, most times, for the clients that I work with, and I ask a lot of questions, so I get to the answers, or I help them get to the answers by asking them the right questions. Yeah,   Speaker 1 ** 51:14 and that's the issue. And sometimes you may not know the right question right off the bat, but by the same token, you can search for it by asking other questions.   Ashley Rudolph ** 51:23 Exactly, exactly, exactly, yeah, yeah, that's it.   Speaker 1 ** 51:27 So what is, what is a transformation of a client that you experienced and kind of what really shifted, that changed everything to them, something that just really gave you chills, and was an AHA kind of thing. Yeah,   Ashley Rudolph ** 51:44 there are. There's so many one, okay, so one that I want to share is and basically the client went from, this isn't the job for me. I don't like the role I'm in. I don't think I can be successful, and I don't think my work is valued here. And I would say, over the course of eight months, she went from that to getting one of few perfect performance reviews in the company like it's a company that doesn't give a perfect performance review, right? So, right, going from that and being like, I need to find a new job. I've got to get out to I am excelling at this job, and it wasn't just anyone that gave her the perfect performance review. It was one of the co founders of the company. So like, top person is saying, Yeah, this is great. You're doing amazing work. There is value, and I think you're incredible. So in that transformation, the thing that she had to connect to, or reconnect to, was her values and understanding what are the things that she enjoys about her work and what are the things that she really didn't enjoy, and understanding the why behind that, and then the other two things for her, or developing her confidence, which sounds very fluffy, because it's like, How do you help someone do that? And I help people do that by helping them feel really good about their work product. So with her, with her, what we ended up doing was focusing on helping her prepare for some presentations. Me giving her feedback on her decks, or her talking to me about how she wanted to prepare for a meeting and the points that she wanted to make, and me helping her, you know, craft really compelling talking points, and having that feedback loop with me of being like, Okay, here's how the meeting went, and this was the feedback I got, and also being like, Oh, wow, the meeting went really well. And like feeling her confidence build over time by helping her get better at her work, and gradually over time, it just built to that amazing end point for her. But that's that's a transformation for me that will always stick out, because I just remember that first meeting and me just being like, okay, you know this, this might end up being a journey where we help her find a role that is better suited for her. And, you know, just kind of thinking about that, and it just didn't end up being that at all.   Speaker 1 ** 54:35 Well, the other thing that, in one way or another, probably plays into some of that is the people her bosses, the people who she worked for, probably sensed that something was going on, yeah, and she had to be honest enough to to deal with that. But as she progressed, they had to sense the improvement, and that. Had to help a lot.   Ashley Rudolph ** 55:01 Yes, for sure. And I think maybe there is confusion from her boss and in him thinking that she was ready to take on the work that he knew that she could take on, but she didn't quite feel ready yet. Yeah, so there was something she had to sort through, and she finally, not finally, that wasn't a lot of time at all, but she got there, and yeah, yeah.   Speaker 1 ** 55:26 And I'll bet they were better. I'll bet they were better communicators with each other by the time it was all said and done, too   Ashley Rudolph ** 55:31 Exactly, yes, yeah, yeah. They developed a shorthand, you know? And, yeah, yep.   Speaker 1 ** 55:39 So there are a lot of leaders who look great on paper, but when it really comes down to it, they just aren't really doing all that they ought to be doing. They feel restless or whatever. What's the real reason that they need to deal with to find momentum and move forward?   Ashley Rudolph ** 55:58 Yeah, so I'm going to take a I'm going to take a different approach to answering this question. And because of the people that I work with, again, they're high achievers. Yeah, right. And sometimes I see that what happens is maybe people have described them as restless, or people have said, Why aren't you happy? You have this amazing career, you should be happy. And I think, like that projection, they end up taking that on and feeling guilty about the fact that they want more. But at the core of it, when I talk to them or get to the level of, you know, Hey, what is happening here? What's causing this sense of restlessness? Surprisingly, the answer is, yeah, I have this great job or this great title, but I feel like I could be doing so much more. So it's an impact. It's an impact thing that is driving the people that I work with. So what we end up doing is trying to figure out, to some degree, like I have no control over what happens at work, so I don't want to pretend that I do, but if it is an impact question, then what we get to the core of is, okay, well, how do you increase your impact? And that's what I work with them on?   Speaker 1 ** 57:24 Well, here's a question. So I have been in sales for a long time, and of course, as far as I'm concerned, I still am being a public speaker. I sell more life and philosophy than anything else. But one thing a lot of people face is rejection. A lot that was redundant, but a lot of people face rejection. How do you get people to understand that rejection isn't a bad thing, and that it actually is a sign of success more often than not? And I agree with it. And you had given me this question, I think it's a great question and relevant to answer.   Ashley Rudolph ** 57:58 Yeah, so I just try to flip the thinking. So I make it less about the person rejecting you, or you receiving a rejection. And to me, if you get rejected, it's a signal that you try, and that's what we focus on, right? So if you're not getting rejected and you're in the same place that you were, it's probably an indication that you're not trying, or you're not taking big enough swings, or you're not pushing yourself. So, yeah, I just try to help my clients. You know, think about the fact that, hey, you got rejected because you tried and you put yourself out there, and that's great. And then the other thing I like to think about with rejection is really just like rejection is someone placing a bet, and if you know about bets, you know that they're not 100% right, and sometimes the person just decided they weren't going to place their bet on you. And it's not that you're not capable, or it's not that it wasn't a great idea, maybe it wasn't the right time, maybe whatever, you don't know what the why is, but it's just a bet, and someone could take a different bet, and it can be on you, or you can bet on yourself even, right? So once you start to think about rejection as just the choice that someone made on a day, and that person isn't all people, and they're certainly not representative of, you know, the person who could decide to take a chance on you and your idea or your initiative, then I think the rejection stings a lot less.   Speaker 1 ** 59:31 Yeah, one of the expressions I've heard regularly is the selling really begins. And I and I think whether it's selling a product or whatever you're doing, but the selling really begins when the objections begin or the rejection. Yeah, and I think there's, there's so much truth to that one of the things, one of the things that I used to do when I was selling products, is I would play a game with myself. Is this person. Going to give me a new objection or a new reason for rejection that I haven't heard before, and I always loved it when somebody came up with something that truly I hadn't heard before, and that was absolutely relevant to bring up, because then it's my job to go off and deal with that, but it was fun to put my own mindset in that sort of framework, because it's all about it's it's not me, unless I really am screwing up, it's other things. And no matter whether it's me screwing up or not, it's my job to figure out how to deal with whatever the other person has on their mind. Yeah, and when the new things come up, those are so much fun to deal with. And I even praised people, you know, I've never heard that one before. That's really good. Let's talk about it.   Ashley Rudolph ** 1:00:50 So great, yeah, yeah. They were probably like, oh, okay, wow. Well, yeah, let's talk about it, yeah.   Speaker 1 ** 1:01:00 But I didn't show fear, and didn't need to, because I I went into a learning mode. I want to learn what's on their mind and what's going on,   Ashley Rudolph ** 1:01:09 yeah, and that's what it's about. It's about understanding what's important to the other person, or understanding their concerns. And I think if you come at it like you did, from a place of really wanting to understand them and find common ground, then sometimes you can even shift the rejection right often.   Speaker 1 ** 1:01:27 If you do it right often you can. Yeah, you can. You can reverse it, because most rejections and objections are really based on perception and not necessarily reality   Ashley Rudolph ** 1:01:41 at all? Yes, exactly yes, yes, which is   Speaker 1 ** 1:01:45 important? Well, if you could go back and talk to a younger version of yourself, what moment would you choose and who? What would you say that they should learn? Oh,   Ashley Rudolph ** 1:01:54 this is so this is such a   Speaker 1 ** 1:01:57 great fun question. Yeah,   Ashley Rudolph ** 1:02:03 if I could go back, I would probably tell myself that you you don't necessarily have to run away to find the things that you're looking for in your career, right? And I think in life too. Sometimes you think, Oh, I just have to move to a different city, or I just have to buy a new outfit, or I just have to, I have to, I have to, I have to change this thing. And sometimes you just don't have to. Sometimes you can have a conversation about thing that you want or the thing that you're not getting. So if this is a boss right, talking about the thing that you want or that you're not getting, and coming up with a solution together, and I think for quite some time, I was too afraid to do that, and if I wasn't getting what I needed or what I wanted, I just thought the best thing to do was to find it elsewhere, and I would just go back and tell myself to ask for what I wanted first, and then get the information and then leave if I had to. But leaving doesn't have to be the default.   Speaker 1 ** 1:03:21 Yeah. Cool. Well, Ashley, this has been a lot of fun. We've been doing this an hour. Can you believe   Ashley Rudolph ** 1:03:29 it? We have, we have the time flew by. Fun. Yeah, I could have kept going.   Michael Hingson ** 1:03:36 Well, then we'll just have to do another one. Yeah,   Ashley Rudolph ** 1:03:39 we do. It, I will always come back. You are amazing. Michael,   Speaker 1 ** 1:03:43 well, this has been fun, and maybe one of the things that you could do to help spread the word about what you do and so on is do your own podcast.   Ashley Rudolph ** 1:03:50 Yes, something else to think about, yeah, yeah, that's a great idea. And then if I do then I will invite you on there. I'd   Speaker 1 ** 1:04:00 love it, I'll come absolutely well. I want to thank you again, and I want to thank all of you for listening and watching today. This has been very enjoyable and a lot of fun, and I appreciate you taking the time to be with us. I'd love to hear your thoughts. Please feel free to email me at Michael H i@accessibe.com so accessibi is spelled A, C, C, E, S, S i, B, E, so Michael M, I C H, A, E, L, H i@accessibe.com or go to our podcast page, www, dot Michael hingson.com/podcast and Michael hingson is m, I C H, A, E, L, H, I N, G, s o n.com/podcast, love to hear from you, and certainly I hope that whenever you're listening or watching, give us a five star rating. We value your reviews, and we really want to know that we're doing good by you, so please give us good reviews, and if you have thoughts or things that you want us to know about, don't hesitate to reach out. It. And for all of you, and Ashley, including you, if you know of other people who ought to be guests on our podcast, it's so much fun to meet more people from those who have been on before. But for anyone, if you know someone who ought to be a guest, please let me know. Reach out, and we will honor your interest and we will bring them on, because I think everyone has, as I told Ashley earlier, stories to tell. So hope that you will do that and that we'll get to see you on our next episode. And again, Ashley, I just want to thank you for being here. This has been so much fun. All   Ashley Rudolph ** 1:05:37 right, thank you, Michael.   **Michael Hingson ** 1:05:42 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

In this episode, host Mitch Robbins welcomes Terry Van Epps, Global Head of Talent Acquisition at Sirtex Medical, a commercial-stage medtech company focused on minimally invasive cancer therapies. With over 20 years of experience leading talent acquisition efforts at global organizations—including Xerox, Bausch & Lomb, Panasonic, and growth-stage biotech firms—Terry brings a grounded, systems-minded approach to transforming hiring functions from the inside out.Terry shares how he approached his first months at Sirtex, where he discovered $1.3M in unchecked agency spend despite having an internal TA team—and what he did next to fix it.They also unpack:How Terry rebuilt credibility with hiring managers who had gone rogueHis clear criteria for choosing (and keeping) agency partnersHow Sirtex slashed agency fees by 90% in 2 years without slowing down hiringWhy the best TA leaders still “work the desk”—and what that teachesA grounded take on AI in recruiting—what's hype, what's helpfulPlus, his take on the one thing too many teams still overlook: tune in to find out!.Whether you lead a TA function or support one, this episode is packed with takeaways on how to be a better partner, a smarter operator, and a more trusted hiring voice.

W trzydziestym dziewiątym odcinku Przerwy Technicznej Remek Rychlewski i Marek Telecki wspominają legendę Apple – Billa Atkinsona, człowieka, który zamiast zostać neurochemikiem, zaczął bawić się pikselami i okienkami. Będzie nostalgicznie, ale zdecydowanie na luzie. Tym razem nie newsy, tylko bardziej nasz hołd dla człowieka, któremu zawdzięczamy więcej niż się wydaje. Usłyszycie o tym, jak Steve Jobs uparł się na zaokrąglone rogi i zmusił Atkinsona do rozwiązania problemu, który miał zabić wydajność procesora Motoroli. Dowiecie się, kto wymyślił „pełzające mrówki”, dlaczego dwuklik prawie się nie przyjął oraz jak Xerox oddał Apple koncept graficznego interfejsu. Pogadamy o rewolucyjnym HyperCard, czyli „internecie na dyskietce”, i o projekcie General Magic – iPhonie, który powstał kilkanaście lat za wcześnie, za to z biegającym pieskiem na ekranie. Pojawi się nawet legenda o tym, dlaczego Jobs był w Apple „wielkim zerem”. Nie zabraknie ciekawostek o tym, jak Atkinson wyciskał maksimum z 128 KB RAM-u oraz jak czarno-biały ekran pierwszego Macintosha udawał kolory dzięki jego ditheringowi. Jeśli chcecie się dowiedzieć, jak narodziły się technologie, których dziś używamy codziennie, i kto był prawdziwym pionierem cyfrowego świata, to zapraszamy do słuchania! Kontakt z nami: Przerwa Techniczna - mastodon, emailRemek Rychlewski - mastodon, emailMarek Telecki - email

In this two-part series, we sit down with the man behind the rise of Destiny's Child, and the father of global icon Beyoncé, to unpack the business decisions, leadership principles, and unapologetic boldness that took a dream from Houston, Texas to the world stage. Dr. Mathew Knowles is a powerhouse in both the boardroom and the classroom. Before the music, he was shattering records at Xerox, consistently ranked in the top 5% of sales professionals nationwide. That high-performance mindset laid the foundation for what would become Music World Entertainment, a global music and media conglomerate under his leadership. As founder, CEO, and executive producer, Dr. Knowles shaped the careers of Destiny's Child, Beyoncé, Solange Knowles, and other Grammy Award-winning artists. He's credited with over 450 million records sold, multiple Billboard and MTV accolades, and pioneering some of the most strategic brand partnerships in entertainment. Today, Dr. Knowles is a sought-after keynote speaker, author, college professor, and global thought leader in leadership, branding, entrepreneurship, and the future of the music industry. He holds degrees in Economics and Business Administration from Fisk University and has taught at institutions including Texas Southern University and Prairie View A&M. He's the author of 6 books, including: The DNA of Achievers: 10 Traits of Highly Successful Professionals Racism From the Eyes of a Child The Emancipation of Slaves Through Music Public Relations and Branding 101 for Musicians Destiny's Child: The Untold Story The DNA of Achievers: Volume 2 – Business and Life Lessons from Mathew Knowles In Part 1, we explore his leap from corporate to culture-shaper — what it took to build a business around Beyoncé and Destiny's Child, and the mindset that fueled every strategic decision. In Part 2, we continue the journey into his evolution as an educator, speaker, and advocate — and what modern leaders can learn from his decades of navigating high-stakes industries with precision and vision. Whether you're a sales leader, entrepreneur, artist, or executive — this conversation will challenge your thinking and spark your ambition. To know more about Mathew visit his website: www.mathewknowles.com

Fredrik talks to Gitte Klitgaard about managers, diversity, and communication. We discuss how and why management has almost become a bad word. But we need management, and good management. What do you need out of managers when you have autonomous teams? Conflict handling - we need small conflicts, and learn to handle them so they don't become big conflicts. Psychological safety and how to build it within and between your teams. Building diverse teams, which kinds of managers we need, making good things visible, communicating and building psychological safety, diversity in thinking … … and of course: a quick note on the evolution of LEGO instructions. Recorded during Øredev 2024. Thank you Cloudnet for sponsoring our VPS! Comments, questions or tips? We a re @kodsnack, @tobiashieta, @oferlundand @bjoreman on Twitter, have a page on Facebook and can be emailed at info@kodsnack.se if you want to write longer. We read everything we receive. If you enjoy Kodsnack we would love a review in iTunes! You can also support the podcast by buying us a coffee (or two!) through Ko-fi. Links Gitte Øredev 2024 Autonomous teams need great managers - Gitte's presentation with Jakob Wolman Jakob's blog post - What use is a manager? Gallup´s report State of the global workplace - people are feeling more disengaged Agila Sverige - We need more managers Devlin 2024 - conference in Linköping Copenhagen dev festival Reteaming Support us on Ko-fi! The power of the pen Microsoft Access Microsoft Publisher Kent Beck Titles Autonomous teams need great managers A lot of things we agreed on The catalyst The multiplier Taking care of humans A manager who cares about me Invisible people A lot of the leader part Difficult skills Not everyone communicates well We need the small conflicts A thousand conflicts a day The Xerox effect The power of the pen Hints here and there

Fredrik talks to Gitte Klitgaard about managers, diversity, and communication. We discuss how and why management has almost become a bad word. But we need management, and good management. What do you need out of managers when you have autonomous teams? Conflict handling - we need small conflicts, and learn to handle them so they don’t become big conflicts. Psychological safety and how to build it within and between your teams. Building diverse teams, which kinds of managers we need, making good things visible, communicating and building psychological safety, diversity in thinking … … and of course: a quick note on the evolution of LEGO instructions. Recorded during Øredev 2024. Thank you Cloudnet for sponsoring our VPS! Comments, questions or tips? We a re @kodsnack, @tobiashieta, @oferlund and @bjoreman on Twitter, have a page on Facebook and can be emailed at info@kodsnack.se if you want to write longer. We read everything we receive. If you enjoy Kodsnack we would love a review in iTunes! You can also support the podcast by buying us a coffee (or two!) through Ko-fi. Links Gitte Øredev 2024 Autonomous teams need great managers - Gitte’s presentation with Jakob Wolman Jakob’s blog post - What use is a manager? Gallup´s report State of the global workplace - people are feeling more disengaged Agila Sverige - We need more managers Devlin 2024 - conference in Linköping Copenhagen dev festival Reteaming Support us on Ko-fi! The power of the pen Microsoft Access Microsoft Publisher Kent Beck Titles Autonomous teams need great managers A lot of things we agreed on The catalyst The multiplier Taking care of humans A manager who cares about me Invisible people A lot of the leader part Difficult skills Not everyone communicates well We need the small conflicts A thousand conflicts a day The Xerox effect The power of the pen Hints here and there

In this two-part series, we sit down with the man behind the rise of Destiny's Child, and the father of global icon Beyoncé, to unpack the business decisions, leadership principles, and unapologetic boldness that took a dream from Houston, Texas to the world stage. Dr. Mathew Knowles is a powerhouse in both the boardroom and the classroom. Before the music, he was shattering records at Xerox, consistently ranked in the top 5% of sales professionals nationwide. That high-performance mindset laid the foundation for what would become Music World Entertainment, a global music and media conglomerate under his leadership. As founder, CEO, and executive producer, Dr. Knowles shaped the careers of Destiny's Child, Beyoncé, Solange Knowles, and other Grammy Award-winning artists. He's credited with over 450 million records sold, multiple Billboard and MTV accolades, and pioneering some of the most strategic brand partnerships in entertainment. Today, Dr. Knowles is a sought-after keynote speaker, author, college professor, and global thought leader in leadership, branding, entrepreneurship, and the future of the music industry. He holds degrees in Economics and Business Administration from Fisk University and has taught at institutions including Texas Southern University and Prairie View A&M. He's the author of 6 books, including: The DNA of Achievers: 10 Traits of Highly Successful Professionals Racism From the Eyes of a Child The Emancipation of Slaves Through Music Public Relations and Branding 101 for Musicians Destiny's Child: The Untold Story The DNA of Achievers: Volume 2 – Business and Life Lessons from Mathew Knowles In Part 1, we explore his leap from corporate to culture-shaper — what it took to build a business around Beyoncé and Destiny's Child, and the mindset that fueled every strategic decision. In Part 2, we continue the journey into his evolution as an educator, speaker, and advocate — and what modern leaders can learn from his decades of navigating high-stakes industries with precision and vision. Whether you're a sales leader, entrepreneur, artist, or executive — this conversation will challenge your thinking and spark your ambition. To know more about Mathew visit his website: www.mathewknowles.com

Yasser Fathy has a degree in English Literature and Linguistics. He is a certified Trainer and Coach and a Best-selling Author. Yasser Fathy is an award-winning, #1 international best-selling author, renowned for his impactful books, including "Magnetic Entrepreneur: A Personality That Attracts" (co-authored with Robert J. Moore) and "6 Circles", a groundbreaking model for corporate and personal development that revolutionizes conventional approaches.As an internationally acclaimed personal development and transformation coach, Yasser is a sought-after inspirational speaker who captivates audiences across Egypt, the Middle East, and Africa. His unique methodologies and innovative ideas have distinguished him in the crowded field of self-help, earning the attention and respect of multinationalcorporations and institutions. Through his proprietary "6 Circles" model, Yasser empowers individuals and organizations to achieve transformative personal and professional growth, overcome challenges, and make bold decisions. With over 30 years of in-depth study into human emotional and behavioral patterns, Yasser's ability to connect withhis audience is unparalleled. His recent achievement of a CBT Diploma (Cognitive Behavioral Therapy) further solidifies his expertise, providing his clients with robust psychological and academic support. Yasser honed his skills through distinguished roles at prestigious corporations such as Xerox, Procter & Gamble,Reuters, and Citibank. In 2006, he founded Goldmines Training & Consulting, where he serves as CEO and Chief Visionary Officer. This international consultancy has facilitated the growth and development of numerous organizations, including giants like IBM, Coca-Cola, General Motors, Ernst & Young, and many more. Yasser's clientsrange from global corporations to NGOs, governmental bodies, and high-profile individuals.Over the years, Yasser has trained thousands of executives worldwide, who consistently recognize the exceptional value of his training sessions. His impactful delivery has earned accolades, including testimonials such as, “This was the best training course I have ever attended in 15 years,” from a leading CEO in the food industry. A three-time TEDx speaker, Yasser's insights have been featured on numerous TV shows, radio stations, and in variousarticles. He was a regular guest speaker on a popular Ramadan radio show in Egypt for three consecutive years (2021- 2023), contributing to 90 episodes. Beyond his professional achievements, Yasser is an adventurous traveler and sports enthusiast. He is an avid scubadiver, horseback rider, biker, mountain hiker, bungee jumper, firewalker, and kickboxer. He is a member of several prestigious organizations, including the Heliopolis Sporting Club, Alexandria Sporting Club, and the Egyptian Kayak Federation. A lifelong learner and nature lover, Yasser has traveled to over 30 countries, inspiring countless individuals to transform their lives. Currently residing in California, USA, Yasser continues to influence and inspire through his training, speaking engagements, and personal development initiatives.Recent Achievements: Certified BLS Provider (Basic Life Support, CPR, and AED) – September 2024Contact Yasser Fathy:www.yasscoaching.comwww.linkedin.com/in/yasser-fathy-901b47339https://www.youtube.com/@yasserfathy185https://www.facebook.com/yasserfathyguru/https://www.facebook.com/yasser.fathy.35/Dr. Kimberley Linert Speaker, Author, Broadcaster, Mentor, Trainer, Behavioral Optometrist Event Planners- I am available to speak at your event. Here is my media kit: https://brucemerrinscelebrityspeakers.com/portfolio/dr-kimberley-linert/ To book Dr. Linert on your podcast, television show, conference, corporate training or as an expert guest please email her at incrediblelifepodcast@gmail.com or Contact Bruce Merrin at Bruce Merrin's Celebrity Speakers at merrinpr@gmail.com 702.256.9199 Host of the Podcast Series: Incredible Life Creator Podcast Available on... Apple: https://podcasts.apple.com/us/podcast/incredible-life-creator-with-dr-kimberley-linert/id1472641267 Spotify: https://open.spotify.com/show/6DZE3EoHfhgcmSkxY1CvKf?si=ebe71549e7474663 and on 9 other podcast platforms Author of Book: "Visualizing Happiness in Every Area of Your Life" Get on Amazon: https://amzn.to/3srh6tZ Website: https://www.DrKimberleyLinert.com The Great Discovery eLearning platform: https://thegreatdiscovery.com/kimberley

Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen by Rita Gunther McGrath Inflection points, as discussed first by Andy Grove in his book, Only the Paranoid Survive, are paradigmatic shifts that lead to entrepreneurial opportunities, such as those companies like Amazon and Netflix seized, or lead to failure, if not responded to adequately as in the instances of companies like Nokia, Blockbuster, Intel, Kodak, and Xerox. Leaders must “see around corners” to identify disruption and must respond appropriately. Business School Professor and consultant Rita McGrath contends that though the disruption often seems sudden, it is not entirely random and can be anticipated. Typically, it is the result of process that has been brewing for some time. Armed with the right strategies and tools, organizational leaders can identify that a disruption is arriving and can benefit from it if they take timely steps. This book is a guide to anticipating, understanding, and capitalizing the inflection points in the lives of business. Rich in example, itprovides a structured approach to understanding and responding to the disruptive inflections every business inevitably face. Case study presentations and illustrations are central. This book is a must for navigating in a world of constant disruptions. Alfred Marcus, Edson Spencer Professor of Strategy and Technology University of Minnesota Carlson School of Management. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome back to another unhinged episode of NDS Chronicles — the show where your paranormal nightmares get aired out in front of an audience of goons, skeptics, and people who definitely shouldn't have a badge.In this episode:A Fish & Wildlife officer stares into the soulless eyes of what might be a glitched NPC or a reanimated corpse with a fishing rod.Appalachian demons call out from creeks.We review photos of mutilated squirrels and cursed dolls hanging in the woods (you've been warned).Somehow Kenneth Copeland gets dragged into the mix.Patreon members are knighted with the sacred “we will defend you on Twitter” perk.And we keep the “No Feet Pics” policy strong... unless they're blurry.

In this episode of the Exceptional Sales Leader Podcast, I welcome Bernadette McClelland, a seasoned sales leader and inspirational keynote speaker, to discuss her diverse experiences in the sales industry and her impactful work with the Sales Leadership Academy. Bernadette shares her fascinating journey from working at Xerox in Australia to becoming a renowned global influencer in sales leadership. Her story includes overcoming personal challenges and triumphs, such as recovering from bankruptcy and illness, to eventually assisting high-level executives and sales leaders in maximising their potential. Bernadette touches on her compelling volunteer work with incarcerated individuals, shedding light on how leadership principles can transform lives both inside and outside of prison. She highlights the importance of empathy, resourcefulness, and self-forgiveness, drawing parallels between leading a sales team and supporting individuals in high-security environments. Furthermore, Bernadette delves into the future of sales leadership in the age of AI, advocating for the necessity of codifying one's expertise to remain relevant and influential in shifting business landscapes. Through insightful anecdotes and actionable advice, this episode serves as a rich resource for anyone interested in sales leadership evolution and personal growth. To connect with Bernadette, and to learn more about the Sales Leadership Academy, please go to: LinkedIn - https://www.linkedin.com/in/bernadettemcclelland/ Website - https://www.bernadettemcclelland.com/ Sales Leadership Academy - https://salesleadershipacademy.com/

Moving to a new city can feel like starting over—but it doesn't have to. In this episode of Social Intelligence, AJ Harbinger and Johnny Dzubak break down a science-backed three-step strategy to plug into a brand-new social circle in weeks, not months. Whether you're relocating or just looking to shake up your current routine, you'll learn how to find the right spaces, start meaningful conversations, and turn physical activity into instant connection. Plus, you'll walk away with this week's Triple Stack Challenge that jumpstarts your social success. What to Listen For [00:00:00] Why moving is the perfect moment to build a better social life [00:02:00] The danger of bubble living—and how to break out of it [00:03:30] What is a “third place” and why it's the secret to meeting new people [00:07:30] Johnny's story: How bartending made him everyone's first friend [00:09:00] Client story: How Luke built a social circle through a run club and open mic [00:10:00] Framework #2: The “Because Disclosure” to trigger instant trust [00:12:00] How to make small talk meaningful with personal micro-disclosure [00:13:00] Framework #3: Use physical activity to create social glue [00:14:00] Client story: From workouts to racketball to finding your tribe [00:15:00] Weekly Practice Plan: Block time, script disclosures, and test workouts [00:16:00] Triple Stack Challenge: Third place → Opener → Invite Episode Takeaways Within the first 90 days of moving, forming one close tie can increase happiness by over 50% Avoid "bubble living" by identifying a third place outside work and home Repeated presence at third places creates propinquity—we like who we see often Use “because disclosures” to spark trust and show vulnerability instantly Even trivial reasons build connection, thanks to Ellen Langer's Xerox study Join group physical activities (run clubs, fitness classes, rec sports) for biochemical bonding Use the Triple Stack: Pick a third place, open with a disclosure, invite to an activity Prep matters—script disclosures, treat social outings like meetings, and take brief notes after interactions to increase recall and follow-up success A Word From Our Sponsors Tired of awkward handshakes and collecting business cards without building real connections? Dive into our Free Social Capital Networking Masterclass. Learn practical strategies to make your interactions meaningful and boost your confidence in any social situation. Sign up for free at ⁠theartofcharm.com/sc⁠ and elevate your networking from awkward to awesome. Don't miss out on a network of opportunities! Unleash the power of covert networking to infiltrate high-value circles and build a 7-figure network in just 90 days. Ready to start? Check out our ⁠CIA-proven guide⁠ to networking like a spy! Indulge in affordable luxury with Quince—where high-end essentials meet unbeatable prices. Upgrade your wardrobe today at ⁠quince.com/charm⁠ for free shipping and hassle-free returns. Ready to turn your business idea into reality? Shopify makes it easy to start, scale, and succeed—whether you're launching a side hustle or building the next big brand. Sign up for your $1/month trial at ⁠shopify.com/charm⁠. Need to hire top talent—fast? Skip the waiting game and get more qualified applicants with Indeed. Claim your $75 Sponsored Job Credit now at ⁠Indeed.com/charm⁠. Curious about your influence level?  Get your Influence Index Score today! Take this 60-second quiz to find out how your influence stacks up against top performers at ⁠theartofcharm.com/influence⁠. ⁠DCM Insights⁠ ⁠The Activator Advantage: What Today's Rainmakers Do Differently⁠ ⁠The Challenger Sale: Taking Control of the Customer Conversation⁠ ⁠HBR: What Today's Rainmakers Do Differently⁠ ⁠AJ on LinkedIn⁠ ⁠Johnny on LinkedIn⁠ ⁠AJ on Instagram⁠ ⁠Johnny on Instagram⁠ ⁠The Art of Charm on Instagram⁠ ⁠The Art of Charm on YouTube⁠ ⁠The Art of Charm on TikTok Learn more about your ad choices. Visit megaphone.fm/adchoices

All links and images for this episode can be found on CISO Series. Check out this post for the discussion that is the basis of our conversation on this week's episode co-hosted by me, David Spark (@dspark), the producer of CISO Series, and Yaron Levi, CISO, Dolby. Joining us is Joey Rachid, CISO, Xerox. In this episode: It's a balancing act Choose to leave the kids' table Your team is essential Don't change CISOs midstream Huge thanks to our sponsor, Blackslash Backslash offers a new approach to application security by creating a digital twin of your application, modeled into an AI-enabled App Graph. It categorizes security findings by business process, filters “triggerable” vulnerabilities, and simulates the security impact of updates. Backslash dramatically improves AppSec efficiency, eliminating legacy SAST and SCA frustration. Learn more at https://www.backslash.security/  

Brian Piper is an author, speaker, and consultant.  In this episode, returning guest Brian talks about his recent shift into full time consulting, blending his background of content optimization, marketing, and strategy with the opportunities of AI.  We dive deep into building communities and how to be audience-centric, while leveraging AI responsibly to deepen connections.Brian Piper is an author, award-winning international keynote speaker, and consultant. Brian has been optimizing digital content since 1996. He has created online training programs for dozens of companies, including Xerox, L3Harris, IBM, and Volvo, and has spoken at hundreds of conferences and events.Brian has spent the last eight years focusing on data analytics, digital marketing, and content strategy. Since 2021, he has been diving into AI, web3, community building, and the metaverse.Brian wrote Epic Content Marketing for Higher Education and co-authored the second edition of Epic Content Marketing with Joe Pulizzi. He is a contributing author and co-editor of The Most Amazing Marketing Book Ever with Mark Schaefer and a contributing author of The Content Entrepreneur with Joe Pulizzi. Brian was named one of the top higher education marketers to follow in 2023 and 2024.Brian is the host of the AI for U podcast, which focuses on practical AI implementation and use cases in higher education institutions.He is chair of the Marcom AI Committee and a member of the AI Council at the University of Rochester.When he's not creating data visualizations, he teaches wingsuit skydiving and spends time with his wife and six children.AI for U - Listen on Apple Podcasts: https://podcasts.apple.com/us/podcast/ai-for-u/id1761664650?i=1000664646814To learn more, visit:linkedin.com/in/jason-Shupp-18b4619bListen to more episodes on Mission Matters:https://missionmatters.com/author/Jason-Shupp/

We thought it would be fun to do an “Oops! No Games” episode, in which we try not to talk about games. Inevitably, we totally fail, to the degree that we even end up recommending games at the end. We were all going to bring a book and a movie to talk about, and that somehow inspires us to complain about AI a lot, but probably not enough, because it really is so, so bad.

Edição de 13 de Maio 2025

Cecil Bartholomew aka Mr. B was born in Curepe, Trinidad, attended Presentation College in Chaguanas, worked at the license office then moved to the US to study. He gained a Bachelor of Science in Electrical Engineering from the Polytechnic Institute in New York, bolstered by further studies in Artificial Intelligence at MIT as well as jazz and classical guitar. He served as an International Engineering Manager at Electronic Signature Analysis Technologies with Xerox for 30 years, in the US, South America, Europe, Middle East, Africa and Australia, innovating strategic technologies to enhance component reusability. He returned to the Caribbean in 2000 as ICT director for OECS [Organization of eastern Caribbean States] under the leadership of the then Prime Minister of Grenada, Carriacou and Petit Martinique, Dr. Keith C. Mitchell. Mr. B resides in Saint George's, Grenada.He is a world-renowned Classical/Jazz guitar/Arranger/Composer, celebrated for his unique fusion of tropical rhythms and jazz structures and performed as a backup guitarist for visiting artists while he was active in New York City and had a significant performance history during the 1980s and 1990s. Although classically trained, Jazz became the main thrust. After a solo performance Gloucestershire England other performances occurred in Holland, Germany, France, and Australia, when a classical solo album was sold worldwide. Cecil also has two CDs. With a profound passion for music, he coined the term “Kingdom-Guitar,” emphasizing his commitment to integrate music with a powerful message. Cecil's musical journey began in Trinidad and continued in Grenada, where he developed a deep appreciation for the guitar under the mentorship of jazz legends Laurindo Almeida and Kenny Burrell. His compositions often reflect the Bossa Nova rhythm blended with cheerful lyrical jazz solos, creating a vibrant musical landscape in his works. Bartholomew's style, best described as "Tropical Jazz Fusion," artfully combines rock, calypso, and jazz standards, while also incorporating original compositions. As the composer and guitarist for the band, Bartholomew leads the ensemble's exploration of tropical jazz fusion, enhancing their sound through acoustic and electric guitar arrangements. The music produced is a harmonious blend of original works and creatively rearranged covers. Cecil was leader, composer and arranger of 2 bands: Akasa in the US and Quiet Fire in Grenada. His contributions in composition and arrangement helped shape the band's unique sound. He also played the double tenor steel pan and is a dedicated music instructor at Archibald Avenue Music since 2009.Presently retired, Mr. B performs weekly at the prestigious Calabash Hotel in Grenada and at special venues, mostly as a solo artist for the Government of Grenada and at other private events, while recording, teaching and changing the minds and hearts of youths through his music.A man of deep faith and conviction, Bartholomew sees music as a spiritual passage and a vehicle for societal change. He emphasizes discipline, effort, and heartfelt communication throughout, as well as advocating for women.

PJ chats with Ceilbí about the puppetery play happening Sat May 10th at the Granary as part of the Fringe Hosted on Acast. See acast.com/privacy for more information.

Welcome to Insurance Covered, the podcast that covers everything insurance. In this episode Peter is once again joined by Crum & Forster CEO, Marc Adee and they discuss the fall and rise of an American insurer and Marc's book; 'The Once and Future C&F'.In this conversation, Peter Mansfield and Mark Adee discuss the history of Crum and Forster, an American insurer, focusing on its rise, fall, and eventual resurgence. They explore the origins of the company, its innovative business model, the challenges it faced during the 1960s and 70s, and the lessons learned from its eventual sale in 1982. The discussion highlights the complexities of the insurance industry and the importance of understanding market cycles and financial discipline. In this conversation, Marc Adee discusses his experiences and insights from his time in the insurance industry, particularly focusing on his tenure at Crum & Forster and the challenges faced by Xerox in the insurance sector. He emphasises the importance of corporate culture, the need for stewardship in business, and the lessons learned from navigating market challenges. Adee also reflects on the evolution of Crum & Forster and the significance of understanding the insurance business deeply.You can download a free copy of the book here.We hope you enjoyed this episode, if you did please subscribe to be notified when new episodes release.keywords Crum and Forster, insurance history, American insurer, Marc Adee, Peter Mansfield, Fairfax Group, insurance industry, corporate structure, market cycles, financial discipline, Xerox, insurance, Crum & Forster, corporate culture, leadership, business strategy, financial services, market challenges, stewardship, insurance industry Hosted on Acast. See acast.com/privacy for more information.

Dr. Frederick G. Elias is committed to improving organizational leadership styles through the use of communication and motivation. Dr. Elias has attained national recognition as an educator and consultant in organizational development, organizational behavior, industrial psychology, and human resource management. He is a dynamic speaker and author in the areas of motivation, communication mastery, team building, self esteem enhancement, personal goal setting, and empowerment. Values, Beliefs & Clients  Leadership training Dr. Frederick G. Elias designs, implements and conducts leadership training, staff development, productivity improvement, team building, and peak performance programs for the private and public sectors. He works with individuals to create resources that will transform their lives both personally and professionally.  Top Clients Clients include Xerox, Sun Microsystems, General Motors, Cox Cable, Automated Test Engineering, Inc., the State of California Department of Personnel Administration, Los Angeles Community Colleges, Santa Barbara County, and the San Diego Community College District.  Reputation & Resume Dr. Frederick G. Elias is author of the acclaimed I CAN I WILL, Dynamics for Personal Success (ODC Publishing, 1992) and Maximum Impact: Strategies for Life Fitness, in which he encourages readers and listeners to increase self-confidence, manage emotions, and overcome barriers to success. He brings these concepts to the corporate environment through hands-on workshops that provide participants with the necessary tools to make personal changes for lifelong success. The results are vast improvements in the Quality of Work Life (QWL) and enhanced cooperation and compatibility in working relationships.

Xerox Corp. v. Meta Platforms, Inc.

Xerox Corp. v. Snap Inc.

This episode delves into the extraordinary life and career of Ursula Burns, the first black woman to become the CEO of a Fortune 500 company. Starting from humble beginnings in the New York housing projects, Burns defied numerous odds and societal expectations to rise to the top of Xerox. _Key Takeaways (fill it in)00:00 Introduction: The Forgotten Photocopier00:33 Meet Ursula Burns: A Trailblazer's Journey01:30 Personal Encounter: Inspiration from Ursula04:49 Early Life: Overcoming Adversity05:40 Mother's Influence: Lessons from Olga Burns08:28 Educational Path: From High School to Engineering16:34 Career Beginnings: Intern to Engineer at Xerox18:49 Rising Through the Ranks: Challenges and Triumphs25:03 CEO of Xerox: Transforming a Legacy33:12 Leadership Lessons: Insights from Ursula's Playbook35:49 Conclusion: Reflecting on Ursula's Impact_House KeepingGrow your audience and revenue in under 5-minutes a week: Subscribe & Join 63k+ Readers > Got a business question? Want a second opinion? Ask Your Question Here _Sponsored By:Power Your Launch Marketing Accelerator | Get over 50% OFF your order with this special link: https://go.poweryourlaunch.com/pylenrollInterested in sponsoring? Go here: Support Permission to CEO _Follow us on social media:InstagramTwitterYoutubeThreadsTikTok_Here's how I can help you:Master digital marketing, generate leads, and scale with paid ads. Enroll Now & Get Early Bird Pricing The Growth Community - Strategies, resources, and expert insights to optimize and grow. https://go.poweryourlaunch.com/mmMentorship/Advisor/Consulting - High-level support to refine funnels, ads, and scale efficiently. https://go.poweryourlaunch.com/mentorship__Rate, Review, & Follow on Apple Podcasts [CLICK HERE]"I love this podcast so much!" If that sounds like you, please take a moment to rate and review the show— Your support keeps this podcast going. Click here, scroll to the bottom, tap to rate with five stars, and select “Write a Review.” Then be sure to let me know what you loved most about the episode!_

In the second episode of our Legalweek series, Laura and Kevin sit down with Matt Berry and Greg Anderson from QuikData, a company challenging the status quo in the legal tech space. Matt shares QuikData's mission to offer low-cost, on-premise eDiscovery solutions, bucking the industry's shift toward cloud-only platforms. Alongside him, Greg, VP of Product and Client Services, brings his 20+ years of legal tech experience to the conversation, offering insights into how QuikData prioritizes security, affordability, and convenience for corporations and law firms.We learn about their origin story, tracing back to their first venture, Lateral Data, and the development of Viewpoint, an eDiscovery platform ultimately acquired by Xerox. Matt and Greg discuss how those early experiences shaped their vision for QuikData. We also discuss the role of AI in the industry, how it's reshaping workflows, and QuikData's practical approach to leveraging AI to enhance, not replace human decision-making in complex legal processes. This episode delivers a refreshing perspective on innovation, security, and the power of going against the grain.Matt Berry is an attorney, serial entrepreneur, and co-founder of QuikData, a platform rethinking how legal teams manage eDiscovery and secure collaboration. Before QuikData, Matt co-founded Lateral Data, where he and his team developed Viewpoint, an end-to-end eDiscovery solution focused on on-premises and enterprise deployments. Earlier in his career, Matt co-founded Diamed with his wife Simone—a mail delivery medical supply company that served over 30,000 patients nationwide with diabetes testing supplies and related products. A graduate of Rice University, Matt is also a former Division I tennis player and still finds time to stay active on the court. His diverse background across industries informs his thoughtful approach to building tools that solve real-world problems.Greg Anderson serves as the Vice President of Product and Client Services at QuikData. With over twenty years of experience in legal technology, he specializes in the design and application of E-Discovery solutions, enjoying the challenge of problem solving by leveraging both traditional and non-traditional approaches to address complex or unique problems. His background includes key product management roles at Lateral Data and Conduent, and prior to joining QuikData, he led an E-Discovery Project Management team at Norton Rose Fulbright, where he focused on multinational matters.QuikData is a software development company specializing in eDiscovery and data room solutions for legal service providers, law firms, corporate legal departments, and financial institutions. Founded in 2016 and headquartered in Houston, Texas, QuikData offers intuitive and powerful tools designed to streamline complex legal data management tasks. ​Their flagship product, Quik E-Discovery, is an end-to-end platform that facilitates the entire electronic discovery process, including data processing, analysis, review, and production. 

Have you ever wondered how the physical act of speaking can improve your communication? Kevin sits down with Michael Chad Hoeppner to discuss the physical nature of communication and exercises we can do to get better. Michael challenges our common assumptions about speaking, such as believing it's purely a mental activity. Instead, he introduces the concept of embodied cognition, explaining how communication is a physical activity involving over 100 muscles and should be approached like athletic training. Michael shares the science behind thought suppression and why focusing on "not saying um" is counterproductive. He also talks about the Five Ps of vocal variety (Pace, Pitch, Pause, Power, Placement) and how they impact your message. Listen For 00:00 Introduction and Episode Overview 02:00 Meet Michael Hoeppner 04:00 The Journey to Communication Coaching 08:00 The Physical Side of Communication 12:00 Why Thought Suppression Doesn't Work 16:00 Tips for Reducing Filler Words 20:00 Exercises for Clear Communication 24:00 The Five P's of Vocal Variety 28:00 Managing Nerves When Speaking 32:00 Final Thoughts and Book Information 35:00 Closing Remarks Michael's Story: Michael Chad Hoeppner is the author of Don't Say Um: How to Communicate Effectively to Live a Better Life. He is an adjunct professor at Columbia Business School and the CEO and president of GK Training, a firm dedicated to giving individuals, companies, and organizations the communication skills necessary to reach their highest goals in work and life. As an individual speaking coach, his clients include Andrew Yang, Swiss Re, Xerox, The Boston Consulting Group, Pfizer, Columbia University Business School, NYU Law School, Macy's, Special Olympics chairman Tim Shriver, and others. His expertise lies in every aspect of communication: public speaking, business development, executive presence, interpersonal agility, email skills, and speech writing. Hoeppner is one among the growing chorus of voices identifying the link between the physical aspects of spoken communication and broader issues of health and wellness. https://dontsayum.com/ https://www.linkedin.com/in/michaelchadhoeppner/ http://www.gktraining.com/ This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos.  Book Recommendations Don't Say Um: How to Communicate Effectively to Live a Better Life by Michael Chad Hoeppner Moby Dick by Herman Melville  Like this? Mastering the Art of Public Speaking with John Bowe Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP  

It's ten o'clock. Do you know where your kitten is? Though Mary Anne may have shaken off the chain letter curse back in Book 17, her bad luck (and ominous mail streak) continues in her next spin as narrator when her beloved pet goes missing and her usually exemplary boyfriend turns distant and moody in Book 25: Mary Anne and the Search for Tigger.Grab a flashlight and a stack of posters from Mrs. Brewer's office Xerox and head out with us and our return guest Tim as we hunt for the littlest tiger-striped cat and encounter local kids LARPing as cops and criminals along the way. Age-Inappropriate Watchlist for Stoneybrook ChildrenMagnum, P.I.MatlockCOPSAre the Brunos a problem family? Do trees grow in fields and make for good hiding spots? Add your two cents at stoneybrookreunion@gmail.com.Find us on Instagram @stoneybrookreunion, and more from Tim at alternateending.com.

Rose Fass, founder of Fass Forward Consulting Group and former CTO at Xerox, joins Dan Pontefract on Leadership NOW to discuss why organizations repeatedly overlook the crucial layer of middle management. Rose reveals the critical role of the "messy middle" in translating strategy into execution and why senior leaders must meaningfully engage rather than ignore these vital managers. She explains how genuine, unscripted conversations—not PowerPoint decks—lead to successful transformation, and underscores why wisdom and innovation have no age limit. It's a powerful conversation that challenges the status quo about middle managers and the real nature of leadership. More about Rose Fass at: https://www.fassforward.com/ More about Dan Pontefract at: https://www.danpontefract.com/

The Menopause Secret No One Talks About at Work—And Why It Needs to Change Breaking the Silence: Menopause in the Workplace with Natalie Nixon and Anne Marie Squeo Why Aren't We Talking About Menopause? Reimagining Work Culture for All The Workplace Secret No One's Talking About: Breaking the Silence on Menopause Why don't we talk about menopause at work, when it's something roughly half the population experiences? Most people with ovaries hit menopause somewhere between the ages of 45 and 55, often at the height of their careers. But for years, they're left to push through this period silently. Peers and mentors don't discuss it. Businesses do little to recognize it, let alone accommodate it. No one is served by this silence. So on today's episode of Hello Monday, we're talking about menopause. Jessi Hempel sits down with Natalie Nixon, creativity strategist and president of Figure 8 Thinking, and Anne Marie Squeo, CEO and Founder of Proof Point Communications.  Together, they discuss: Natalie's experience of going through menopause early and unprepared, following a myomectomy. Anne Marie's experience of juggling menopause, a global pandemic, and her C-suite position at Xerox. The unexpected advantages at the intersection of menopause and career Managing the symptoms of menopause at work, from irritability, to hot flashes, to sleeping less than five hours a week. How we can reimagine a work culture that destigmatizes menopause and better supports the people experiencing it. Want to keep talking about menopause with us? Join us for Office Hours, Wednesday at 3pm on the LinkedIn News Page Learn more about menopause through the following resources: Mayo Clinic: Menopause The Menopause Society Let's Talk Menopause

OLGA URSU IGDLCC[00:00:00] George Buhnici: Dacă să fii bogat este o alegere, este valabil și reversul? [00:00:05] Să rămâi sărac este o alegere?[00:00:07] Olga Ursu: Cei mai mulți oameni spun că nu [00:00:10] investesc pentru că nu am bani.[00:00:11] George Buhnici: Și[00:00:12] Olga Ursu: eu zice invers, nu ai bani pentru că nu [00:00:15] investești.[00:00:15] George Buhnici: Deci e și o chestie culturală, noi nu suntem obișnuiți să avem bani.[00:00:18] Olga Ursu: Ne place mai mult să cheltuim decât să [00:00:20] câștigăm bani.[00:00:20] George Buhnici: Nu știu, să înceapă cu 100 de lei, poate să fie prea puțin.[00:00:23] Olga Ursu: 100 de lei e mai mult decât deloc. [00:00:25][00:00:25] George Buhnici: Bine Bucnici sau Olga, vii tu și ne spui nouă că trebuie să ne [00:00:30] facem avere? Eu abia mă descurc de la un salariu la altul.[00:00:32] Olga Ursu: Poți să pornești cu o sumă mai mică pentru la început [00:00:35] poate n-ai un capital foarte mare strâns și nici nu e recomandat să începi, mai [00:00:40] ales pe bursă cu un capital mare deodată dacă nu ai experiență.[00:00:44] George Buhnici: De unde știu ei să [00:00:45] facă bani? E o chestie nativă?[00:00:46] Olga Ursu: Pur și simplu profită de oportunități. Oricând există [00:00:50] oportunități și în business, și în piața imobiliară și pe bursă.[00:00:53] George Buhnici: Ok. Asta nu [00:00:55] e un sport național la noi încă.[00:00:56] Olga Ursu: Am un obiectiv în minte. Eu să ajung la... [00:01:00] 2.700.000 de euro obiectivul ăsta. Ok.[00:01:03] George Buhnici: Există oameni de genul ăsta care au astfel de obiective?[00:01:04] [00:01:05] Da. Și 2.700.000 lei n-ar fi rău pentru România? Acum[00:01:08] Olga Ursu: 10 ani n-ai fi investit în [00:01:10] Nvidia.[00:01:10] George Buhnici: Dacă pe vremea aia puneam banii pe index la bursă? Eu[00:01:14] Olga Ursu: cred că [00:01:15] ai fi depășit acum 1.000.000 de euro dacă atunci începeai. Tu[00:01:18] George Buhnici: vezi exact valoarea. Nu stai să te gândești [00:01:20] foarte mult la emoții și la sentimente. Tu vezi de unde se creează valoarea și cum o capturezi.[00:01:25][00:01:25] Salutare tuturor și bine v-am regăsit la IGDLCC, adică informații gratis despre lucruri care costă. [00:01:30] Și din când în când încerc să vă mai duc aici oameni foarte deștepți când vine vorba de făcut bani. Știu că sunt unele dintre cele mai [00:01:35] urmărite podcast-uri, cele în care vorbim despre cum facem bani. Iar astăzi nu se-o vină să credeți avem [00:01:40] o invitată nouă pe acest subiect.[00:01:42] De obicei vă aduc tot felul de experți bărbați. Mă [00:01:45] bucur că avem însă și femei foarte competente în domeniul ăsta [00:01:50] Una dintre puținele consultante de investiții [00:01:55] Avizată de ASF. Da. Bine ai venit, Olga. Bine te-am găsit, George. [00:02:00] Olga Ursul care, nu știu, acum, asta e Moldova acum, nu?[00:02:03] Olga Ursu: Unde locuiesc mă [00:02:05] întrebi?[00:02:05] George Buhnici: Da.[00:02:06] Olga Ursu: Acum nu mai locuiesc în România de trei ani, trei ani și [00:02:10] jumătate, dar am crescut, am născut în Bacău și am crescut în regiunea[00:02:13] George Buhnici: Bacăului. [00:02:15] Înainte să începem acest podcast, vreau să fac un pic de context și să vă explic de ce ne vedem [00:02:20] astăzi cu Olga. Nu știu câți dintre voi înțelegeți dar la nivel global, nu [00:02:25] știu dacă ați auzit chestia asta, se pregătește cel mai mare transfer de avere de la o generație la altă.[00:02:29] [00:02:30] Se vorbește despre mii zeci de mii de miliarde de dolari care se mută de la o [00:02:35] generație la altă. O să avem noi bogați ai planetei care [00:02:40] vin din generațiile Z și mai ales femei. De [00:02:45] când cu emanciparea femeilor Doamne ajută, avem din ce în ce mai multe femei puternice, nu doar în funcție de conducere, [00:02:50] ci și ca avere.[00:02:51] Și mă interesează și eu astfel de perspectivă, cum [00:02:55] văd femeile investițiile, cum văd femeile business-ul, pentru că va [00:03:00] fi inevitabil pentru toți cei care mă urmăresc fie că sunt bărbați sau femei să interacționeze în business și cu femeile. [00:03:05] Dar asta nu este treaba ta neapărat, tu te ocupi în general cu [00:03:10] consultanță de afaceri, nu?[00:03:11] Olga Ursu: Consultanță de investiții și mă refer la investiții pe [00:03:15] bursă adică investiții în acțiuni.[00:03:17] George Buhnici: Ok. Asta nu e un sport național la noi încă.[00:03:19] Olga Ursu: [00:03:20] Începe să devină din ce în ce mai atractiv pentru investitorii români, dar [00:03:25] să ajungă la nivel național mai e de muncă și asta este rolul meu ca și [00:03:30] consultant și rolul specialistilor din piață să facă burța mai [00:03:35] prietenoasă pentru investitorii români.[00:03:37] George Buhnici: Avem de vorbit. La partea asta că a făcut burța mai [00:03:40] prietenoasă, românii au acest obicei transmis din generație în [00:03:45] generație să țină banii la saltea și dacă nu îi mai țin neapărat la saltea, erau tot [00:03:50] felul de povești, mai ales în anii 90, că se găseau banii în saltele care expiraseră, spre [00:03:55] exemplu nu mai puteau fi schimbați sau putreziți sau stricați de un incendiu sau de [00:04:00] o inundație.[00:04:00] După lecțiile astea, mulți oameni și-au mutat banii din saltele în [00:04:05] bănci.[00:04:05] Olga Ursu: Și? O foarte mare pondere a averei românilor se află în [00:04:10] depozite la bănci. Și cealaltă și mai mare este în imobiliare.[00:04:14] George Buhnici: [00:04:15] Deci ne ținem banii, dacă nu mai sunt în saltele, sunt în bănci. [00:04:20] Mă hazardez dacă spun că e același lucru?[00:04:23] Olga Ursu: Din punct de vedere al [00:04:25] siguranței e mai bine.[00:04:27] Sub saltea există mai multe [00:04:30] riscuri. Pe de altă parte, banii într-un depozit bancar [00:04:35] produc o dobândă care încearcă să țină ritmul cu inflația, măcar atât. [00:04:40] Dar de cele mai multe ori, un depozit bancar are un randament sub rata [00:04:45] inflației.[00:04:45] George Buhnici: Mai pe românește practic banii pe care țin bancă își pierd valoarea în fiecare an.[00:04:49] [00:04:50] Se[00:04:50] Olga Ursu: devalorizează da.[00:04:51] George Buhnici: Cam cât-au devalorizat banii românilor din [00:04:55] bănci în ultimul an? Ai o idee?[00:04:56] Olga Ursu: Odată este inflația care mănâncă din valoarea banilor [00:05:00] apoi este costul de oportunitate. Îmi putea să plasăm banii ăștia să... [00:05:05] Producem un randament pozitiv peste inflație și sunt multe instrumente, [00:05:10] unele sunt destul de sigure, cum ar fi titlurile de stat, care au un [00:05:15] randament foarte bun.[00:05:16] În ultima perioadă randamentul la titlurile de stat românești a [00:05:20] crescut și a ajuns la o cotă în care, [00:05:25] doar dacă ai nevoie de banii aia pe termen scurs și ai nevoie să umbli la ei, atunci îi [00:05:30] ții într-un depozit dar altfel mai degrabă îi plasa în titluri de stat cu randamente [00:05:35] de 5, 6 7% depinde de valută, dacă e în euro sau în lei.[00:05:39] George Buhnici: La lei [00:05:40] am văzut inclusiv spre 8 în anumite situații, statul se împrumută la niște dobândi destul de ridicate [00:05:45] din cauza riscului de țară, contextul geopolitic recesiune și alte [00:05:50] asemenea.[00:05:50] Olga Ursu: Da, și deficitul bucetar foarte mare și asta este [00:05:55] motivul pentru care sunt emisiuni constante de titluri de stat și investitorii [00:06:00] români iau primul contact cu bursa plasând banii în aceste [00:06:05] titluri de stat, care sunt și listate pe bursă și apoi se pot tranzacționa.[00:06:09] George Buhnici: Ok, [00:06:10] așadar să ne întoarcem la saltea. Ai banii la saltea, știi că ai acces rapid la cash, [00:06:15] dar există riscurile de rigoare, că află cineva, că ți se fură, că se distrug, să întâmplă ceva cu ei. Acum e de [00:06:20] plastic, nu mai puterezezi la fel. Ard repede. Dar ard. Și [00:06:25] oricum, fiecare cu riscul lui. Însă dacă iei de la saltea și îi duci în bancă, [00:06:30] ce mai mulți îi țină oricum în conturi curente.[00:06:32] Conturile curente nu prea au dobândă, nu? Că asta [00:06:35] e dobândă la vedere, care e foarte mică.[00:06:36] Olga Ursu: Da, nu prea au, sau sunt anumite Tipuri de conturi [00:06:40] curente care au o dobândă mică, dar... E [00:06:45] mare diferența între a-ți plasa pe un depozit pe un termen mai mare, nu știu 3 luni, 6 luni un [00:06:50] an și ai ține în contul curent. În conturi curente ținem pentru [00:06:55] necesitățile curente că de asta se numește cont curent.[00:06:58] George Buhnici: Adică pentru facturi, [00:07:00] întreținere, mâncare, mici plăceri lucruri de genul ăsta. Încerc să lămuresc câteva chestii de [00:07:05] bază din abecedar, că vreau să ajung la investiții, dar aș vrea să clarific unde simt că [00:07:10] noi ratăm exact ce ziceai tu, costul la de oportunitate. Da? Mă mut mai departe așa dar [00:07:15] dacă înțeleg că în contul curent nu prea fac dobândă, banii ăia își pierd valoare prin faptul că [00:07:20] dacă pun 100 de lei, s-ar putea să am și niște costuri de [00:07:25] operare ale băncii care să-mi topească banii ăia mai repede, nu doar prin inflație, pentru [00:07:30] că inflația statistică este 7, 8, ceva de genul ăsta.[00:07:34] [00:07:35] În realitate însă sunt produse la care inflația este mult mai mare. Adică s-au scumpit [00:07:40] prețurile și abia s-au mai domolit un pic. Și atunci ai avea [00:07:45] 100 de lei, acum s-ar putea să mai ai 90 de lei după un an. Echivalent. [00:07:50] S-ar putea să scrie 100 acolo în conioare, dar în realitate s-ar putea să mai fie doar 90.[00:07:55][00:07:55] De acord? Da. Asta este chestia care ne scapă cel mai mulți dintre noi. De ce fac românii [00:08:00] greșeala asta? De ce crezi că ratează fix înțelegerea că banii [00:08:05] lor își pierd din valoare, deși cifra poate nu se schimbă?[00:08:09] Olga Ursu: [00:08:10] Tot mai mulți români realizează în ultimii ani. Sunt destul de conștienți [00:08:15] românii că inflația le mănâncă din puterea de cumpărare practic.[00:08:20][00:08:20] Dar pentru că am avut mulți ani cu inflație mică cu [00:08:25] dobândi foarte mici atunci ne-am obișnuit să nu... Nu facem nimic cu banii sau nu [00:08:30] îi plasăm, pentru că oricum dobânzile nu contau. Dacă ți-aduce aminte, înainte de [00:08:35] pandemie, dobânzile erau negative. Dacă făceai un depozit aproape că nici nu [00:08:40] merita să ții banii în depozit.[00:08:41] Erau alte instrumente în care puteam să investim, [00:08:45] să obținem randamente, dar depozitele bancare erau pe ultimul [00:08:50] loc. Acum e prima variantă cea mai la [00:08:55] îndemână, în care putem să ne protejăm un pic de inflație. De ce țin românii banii [00:09:00] în conturi curente Pentru că nu gândesc neapărat în a economisi [00:09:05] să gândesc să folosească banii ăia și atunci ce rost are să [00:09:10] faci un depozit dacă peste două săptămâni umbli la el?[00:09:13] George Buhnici: Deci e și o chestie [00:09:15] culturală. Noi nu suntem obișnuiți să avem bani. Suntem obișnuiți că s-ar putea să fie nevoie să am acces rapid [00:09:20] la banii mei.[00:09:21] Olga Ursu: Da, ne gândim mai degrabă la consum, la cheltuieli, când avem bani, decât [00:09:25] la cum să economisim sau cum să producem alți bani. Ne place mai mult să cheltuim decât [00:09:30] să câștigăm bani, deși oamenii [00:09:35] afirmă că ok, îmi place să am bani, dar de fapt îi spun, îmi place să cheltuiesc bani, nu să [00:09:40] fac bani.[00:09:41] George Buhnici: Da valoroasă chestia asta. Cred că mergem [00:09:45] împreună cu ideea aia că să am bani pentru zile negre. Prea puțină lume spune că [00:09:50] am bani pentru zile albe, pentru zile bune, știi Adică suntem mult [00:09:55] prea atenți la riscul de a avea nevoie de cash la îndemână decât de [00:10:00] oportunitatea a mulți banii, nu?[00:10:01] Olga Ursu: Da, pentru că pur și simplu, nu [00:10:05] am gândit prea mult în direcția asta sau nu am fost educați să gândim [00:10:10] așa Da, pentru, pur și simplu nu De exemplu, antreprenorii își educă [00:10:15] copiii cum mai putea să câștigi bani, cum mai putea să generezi niște bani.[00:10:20][00:10:20] Am observat că antreprenorii își cresc în felul ăsta. Copiii nu le dau bani de [00:10:25] buzunar, îi pun să câștige banii de buzunar ca să-i învețe de miști să facă bani. [00:10:30][00:10:30] George Buhnici: Ok. Da, recunosc metoda. Că dacă [00:10:35] dai bani, se obișnuiește că banii vin.[00:10:36] Olga Ursu: Exact. Banii vin și se cheltuie. Vin și pleacă. Asta [00:10:40] învață copiii.[00:10:40] George Buhnici: Ceea e adevărat până la un punct.[00:10:43] Olga Ursu: Sigur. [00:10:45] Vin, pleacă, dar e important să și rămână ceva.[00:10:47] George Buhnici: Exact. Și să creezi [00:10:50] valoare, nu?[00:10:50] Olga Ursu: Da. Un antreprenor creează valoare. Un om care muncește [00:10:55] creează valoare. Și noi putem să creăm pentru noi valoare. În timp folosim [00:11:00] banii și... Investindu-i, pânându-i la treabă, să creeze valoare pentru noi [00:11:05] pentru perioadele în care poate o să vrem să muncim mai puțin, o să vrem să [00:11:10] menținem standardul de viață la bătrâneții, de exemplu la pensie.[00:11:14] Din ce în ce [00:11:15] mai mulți români își construiesc suplimentar fața de contribuția obligatorie la pensie, [00:11:20] pilonul 3, dar și un portofoliu de active care să le [00:11:25] genereze venituri la pensionare.[00:11:27] George Buhnici: Pentru că, în realitate, nu prea avem [00:11:30] încredere în sistemul public de pensii.[00:11:32] Olga Ursu: E destul de evident că [00:11:35] pensia din sistemul public va fi mai mică decât veniturile în [00:11:40] perioada activă.[00:11:41] Asta e evident. Acum întrebarea este cu cât la cât va fi, la 40%, [00:11:45] la 30%. Asta o să vedem în timp Din [00:11:50] perspectivele sunt din ce în ce mai... Proaste [00:11:55] pentru sistemul de pensii, atunci românii au învățat să nu mai [00:12:00] conteze numai pensia de la stat, să-și facă și ei o [00:12:05] sursă de venit suplimentară. De fapt eu aș zice, să acumuleze avere ca [00:12:10] să aibă un backup financiar.[00:12:12] George Buhnici: Să ai un pic de avere nu înseamnă să [00:12:15] fii bogat. Să ai o avere înseamnă să ai banii ăia [00:12:20] pentru viitor, nu doar pentru zile negre[00:12:23] Olga Ursu: Da să ai avere înseamnă să [00:12:25] fii da, ești bogat mai bogat decât dacă n-o ai.[00:12:29] George Buhnici: [00:12:30] Și să fii liber, să poți să decizi tu pentru tine pentru că dacă ai un capital, o avere, dacă [00:12:35] ai banii tăi, nu vei sta cu mâna întinsă.[00:12:37] Olga Ursu: Da, și ai libertatea de [00:12:40] decide pentru tine care vrei să fie standardul de viață, [00:12:45] când și cât vrei să muncești, unde vrei să [00:12:50] locuiești Ai puterea de decide asupra [00:12:55] felul în care străiești viața.[00:12:57] George Buhnici: Adică acum ești în putere, [00:13:00] ești productiv, te obișnui să bei cafea de o anumită calitate, să [00:13:05] mănânci carne de o anumită calitate și dintr-o dată vine pensia și te duci la [00:13:10] magazin și în loc de, nu știu, șuncă, iei parizer.[00:13:14] [00:13:15] În loc de cafea bună, te duci și ei, nu știu, [00:13:20] ceva mai ieftin. Dintr-o dată trebuie să-ți reduci stilul de viață.[00:13:24] Olga Ursu: Asta se întâmplă [00:13:25] dacă nu ai un backup, dacă nu ai niște bani ai tăi deoparte care [00:13:30] pe deoparte poate să-ți producă un venit destul de... [00:13:35] Destul de liniar De exemplu dacă investești în titluri de stat, ai lunar un [00:13:40] randament.[00:13:40] Depinde cât ai plasat. Dacă ai plasat cu 7%, obții 7%. Pe o [00:13:45] perioadă de cât De 5 ani pe cât ai plasat tu banii. Ei, pe venitul ăla poți [00:13:50] să te bazezi. Dar, sunt și alte instrumente în care poți să investezi să ai [00:13:55] randamente mai bune, cum ar fi acțiunile. Asta e motivul pentru care oamenii investesc pe bursă pentru că [00:14:00] vor randamente mai mare decât dacă ar plasa în instrumente care sunt mai [00:14:05] sigure, dar randamentul e limitat[00:14:08] George Buhnici: Deja acolo intrăm [00:14:10] într-o zonă în care avem prea puțini oameni.[00:14:12] Ajungem și la bursă. Până la bursă aș vrea să [00:14:15] clarificăm totuși pentru cei... Deja aud comentariile, mă uit acolo de sub și văd [00:14:20] bine Bucnici sau Olga. Vii tu și ne spui nouă că [00:14:25] trebuie să ne facem avere. Eu abia mă descurc de la un salariu la altul. Pe pună dreptate. Foarte [00:14:30] mulți români trăiesc de la un salariu la altul.[00:14:32] E o statistică că mai mult de [00:14:35] 75% din populația, din toate țările civilizate nu doar din România, dar și din [00:14:40] România, trăiesc de la un salariu la altul. Ce le spunem acestor trei din patru [00:14:45] care abia s-a ajuns cu banii de la o leafă la altă?[00:14:49] Olga Ursu: Cei mai mulți [00:14:50] oameni spun că nu investesc pentru că nu am bani.[00:14:54] Și el zice [00:14:55] invers. Nu ai bani pentru că nu investești. [00:15:00] În sensul că dacă îți propui să investești și începi, cu o sumă cât de mică, [00:15:05] dar începi. Și vezi că banii aia produc, o să vrei să investești mai [00:15:10] mult. Și atunci o să te gândești, ok, cum aș putea să fac mai mulți bani? Cum aș putea să-mi crez salariul?[00:15:14] [00:15:15] Cum aș putea să-mi specializez pe un [00:15:20] domeniu în care aș putea să câștig mai mult? Sau un antreprenor? Cum aș putea să-mi crez business-ul să [00:15:25] fac mai mulți bani ca să am capacitatea de a investi mai mult? Adică dacă ne gândim că nu ne [00:15:30] ajung banii, nu o ajungă niciodată.[00:15:31] George Buhnici: Hai să luăm un exemplu. Avem un om care trece [00:15:35] în București, viața-i scumpă, are de plătit chirie, are de plătit [00:15:40] mâncare, mai iese un pic în oraș că trebuie să trăiască și abia se descurcă nu știu, cu 4.000 de [00:15:45] lei într-o lună 3, 4 5.000 de lei pe lună.[00:15:49] Ce-i propui să [00:15:50] facă pentru a-și cărea acest mic capital pe care spui tu pentru a investi până că [00:15:55] nu știu, să înceapă cu 100 de lei sau să fie prea puțin?[00:15:58] Olga Ursu: 100 de lei e mai mult decât [00:16:00] deloc. Asta în primul rând. În al doilea rând [00:16:05] Aici e o problemă de venituri. Adică, ok, când vezi că ai un [00:16:10] nivel al cheltuielilor și nu poți să-l acoperi din veniturile pe care le [00:16:15] ai, în prima fază trebuie să faci ceva ca să screști veniturile.[00:16:19] George Buhnici: Ok. [00:16:20] Și mă duc și renegocez salariul.[00:16:23] Olga Ursu: Renegocez salariul, sau caut [00:16:25] un loc de muncă mai bine plătit, poate trebuie să învăț ceva, să dobândesc niște abilități, fac ce e [00:16:30] nevoie să fac, să pot câștiga mai mult, apoi să pot să încep și să [00:16:35] investesc. Altfel nu o să ajungi niciodată să investești dacă nu-ți pui problema, dacă [00:16:40] nu-ți setezi obiectivul ăsta.[00:16:41] George Buhnici: Ok. M-am dus la patron, patroană, și am [00:16:45] spus, doamnă vreau mai mulți bani. Și mi-a zis, n-am. Du-te înapoi la muncă. [00:16:50] Iată de simplu În foarte multe locuri așa se întâmplă. Ce-i spun eu lui... [00:16:55] Gigel, care s-a dus să negoceze un salariu mai bun, sau Vasile, sau Nicu. [00:17:00][00:17:00] Olga Ursu: Mi-aduc aminte de o persoană cu care vorbeam tot așa că nu [00:17:05] avea suficienți bani voia să investească nu era nici într-un caz pregătită să [00:17:10] investească pentru că avea foarte multe datorii.[00:17:13] Avea un salariu bun, [00:17:15] extrem de bun, dar avea credite pentru mașină, pentru [00:17:20] casă pentru telefon, pentru laptop. Și era clar că nu era [00:17:25] momentul în care să înceapă să investească Avea[00:17:26] George Buhnici: salariu bun, dar avea credite la toate lucrurile.[00:17:28] Olga Ursu: Da. În [00:17:30] primul rând i-am zis, ok, trebuie să te apuci să plătești datoriile în [00:17:35] primă fază ca să poată să-ți rămână capital să și investești.[00:17:38] Mai mult de jumătate [00:17:40] din salariul se ducea pe datorii. La începutul lunii le dădea și apoi rămânea restul [00:17:45] pentru cheltuielile curente. Niciodată nu i-au ajunge o bani de la o lună la alta. În primul rând, i-am [00:17:50] zis, ok, chiar dacă e salariul mare, e nevoie să scriești veniturile. Și [00:17:55] repede pentru că te tot înfunzi în datorii, de la lună la lună.[00:17:58] Știi ce a fost prima dată? [00:18:00] A început să... Mergă cu[00:18:02] George Buhnici: autobuzul?[00:18:04] Olga Ursu: [00:18:05] Vă ia să-și păstreze mașina că avea credit pe ea. O folosea să [00:18:10] facă Uber, să transporte A[00:18:12] George Buhnici: e ceva. Măcar o folosea productiv.[00:18:13] Olga Ursu: Da, da. Și a început [00:18:15] să-și crească veniturile, să ajungă în punctul în care să înceapă să plătească din datorii. [00:18:20] A luat cam un an și jumătate să plătească datoriile astea care consumau cel mai mult [00:18:25] din venit.[00:18:25] A rămas creditul pe casă. După care a început să strângă [00:18:30] bani pentru investiții. Acum are un business, are investiții și e mult mai [00:18:35] relaxată.[00:18:35] George Buhnici: Mulți se vor regăsi în discuția asta. Au un anumit venit Dacă trăiești [00:18:40] într-un oraș mare, sunt șanse să ai și un salariu mai bun de 1.000 de euro. Sunt oameni care câștigă poate 2.000.[00:18:44] [00:18:45] I-am auzit povești de oameni care câștigă 4-5.000 de euro pe lună și tot nu reușesc să pună bani [00:18:50] deoparte. Alea e un caz extrem. Dar venind mai aproape de ce spuneai tu, mulți oameni au [00:18:55] credite. Cam care trebuie să fie o ordine corectă în a accepta de a te [00:19:00] împăca cu ideea ok, fac credit, fac credit, fac credit, dar câte credite?[00:19:03] Și la ce nu recomanzi să faci [00:19:05] credit?[00:19:05] Olga Ursu: N-aș lua nici într-un caz telefon, laptop pe credit. Indiferent [00:19:10] cât de tentante sunt ofertele, așa sunt făcute să fie tentante să ne luăm [00:19:15] credite, dar nu e o soluție bună.[00:19:18] George Buhnici: Ok, deci telefonul odată Apoi [00:19:20] nu recomanzi credit pentru mașină?[00:19:22] Olga Ursu: E o capcană asta cu [00:19:25] mașina ok. O să-ți iei o mașină foarte scumpă dacă îți permiți să iei credit.[00:19:30][00:19:30] Și o să plătești niște ani buni la mașina respectivă, bani pe care ai putea [00:19:35] să-i direcționezi către investiții.[00:19:36] George Buhnici: De ce este în cultura noastră atât de importantă totuși mașina? Tu stai [00:19:40] de vorbă cu foarte mulți antreprenori și, din nou, nu vreau să judecăm pe nimeni, da? [00:19:45] Nu plec de la nicio idee preconcepută.[00:19:47] Cred că există și o valoare în a avea o mașină bună, [00:19:50] în a avea o mașină modernă, nouă chiar.[00:19:53] Olga Ursu: Sigur. Dacă [00:19:55] tu ai capital și produci bani încă să ți-o permiți foarte bine, bucură-te de ea. [00:20:00] Da[00:20:00] George Buhnici: Adică ce înseamnă asta să ai capital să ți-o permiți? Că tu vezi lucruri diferite față de un om care zice am [00:20:05] salariu de 2000, îmi permit să bag 1000 pentru un Range Rover.[00:20:08] Atâta este leasing-ul. Dacă te [00:20:10] duci acum la autonom, poți să-ți iei Range Rover cu 1000 pe lună. Păi[00:20:13] Olga Ursu: asta ziceam că e ca cana Da, îmi [00:20:15] permit. Adică o să dau jumătate din venitul meu pe mașină și pentru investiții [00:20:20] zero.[00:20:20] George Buhnici: Păi da, da. Mie-mi place mașina aia.[00:20:22] Olga Ursu: De acord. Îți place mașina și [00:20:25] atunci ajungem la ce ziceam mai devreme.[00:20:27] Oamenilor le place să cheltuiască banii, nu să-i [00:20:30] facă. Dar o să rămânem în capcana asta tot timpul. Dacă nu, [00:20:35] pur și simplu trebuie să ieșim brutal din ea. Efectiv, e un moment în care hotărăsc, [00:20:40] bine, până acum m-am cheltuit, m-am [00:20:45] bucurat de viață, m-am bucurat de lucruri pe care poate nu mi le permiteam, [00:20:50] dar este un moment în care trebuie să mă gândesc și la...[00:20:55][00:20:55] și la îmi construi o avere, că până la urmă vreau să zic de pensie. Mulți [00:21:00] gândesc ok, mai e până la pensie văd eu ce fac atunci. Da, dar [00:21:05] ne întâlnim o familie, o să ne avem nevoie de casă sau să ne cumpărăm o casă mai mare, o să avem [00:21:10] atunci nevoie de o mașină mai mare. E important să acumulăm un capital și [00:21:15] când...[00:21:15] Chiar avem nevoie de mașina aia care să ne asigure confortul nu doar pentru [00:21:20] noi, pentru întreaga familie atunci să putem să ne permitem.[00:21:23] George Buhnici: La momentul în care noi registrăm, eu [00:21:25] mă pregătesc să îmi plinesc 44. Și dacă fac așa o mică socoteală, [00:21:30] teoretic dacă ar fi să mă iau după norma noastră culturală, aș mai avea [00:21:35] 21 de ani până la pensie.[00:21:36] 21 ori 12 sunt undeva la 252 [00:21:40] de luni. Câți bani [00:21:45] ar să pun eu în fiecare lună ca atunci când aș ieși la pensie în sfârșit să [00:21:50] am destui bani deoparte. Și dintr-o dată lucrurile astea sunt într-o perspectivă mult [00:21:55] mai clară. Pentru eu nu sunt sigur că o să pot să fac încă o noare chestie asta fix la fel.[00:21:59] Eu [00:22:00] m-aș bucura. Dar nu pot să-mi garantez eu mie că voi fi la fel de productiv [00:22:05] încă 21 de ani. Și cred că asta este capcanea în care suntem cei mai [00:22:10] mulți dintre noi. Ne imaginăm că vom fi la fel de productivi, vom avea aceeași putere de muncă, [00:22:15] aceeași disponibilitate la efort, la nesfârșit că în realitate lucrurile se pot schimba [00:22:20] foarte repede.[00:22:21] Olga Ursu: Da, merită să faci un efort mai mare. În perioada ta cea mai [00:22:25] productivă, când câștiești cel mai mult, să pui mai mult deoparte. [00:22:30] Acum cât Sunt investitori care își pun 50% din [00:22:35] venituri în investiții direct.[00:22:36] George Buhnici: 50%, jumătate?[00:22:38] Olga Ursu: Jumătate, da. [00:22:40] Și zic ok, o să fac asta pe perioada 5 ani sau 10 ani, [00:22:45] până îmi strâng un capital.[00:22:46] Am un obiectiv în minte. Vreau să ajung la 2.700.000 de [00:22:50] euro. Obiectivul ăsta. Ok.[00:22:52] George Buhnici: Există oameni de genul ăsta care au astfel de obiective?[00:22:54] Olga Ursu: [00:22:55] Da. Bravo lor. Cât trebuie să pun deoparte Ok, calculez. O parte din [00:23:00] sumă asta va acumula și din randamentul pe care îl producea [00:23:05] investiția. Aici[00:23:05] George Buhnici: e șmecherie. Ca să ajung la 2.700.000, Nu trebuie să pui [00:23:10] 2.700 deoparte.[00:23:10] Olga Ursu: Depinde de suma de la început. Dacă începi cu o sumă mică, [00:23:15] atunci capitalul pe care îl folosești din veniturile [00:23:20] tale, ca să ajungi la 2.700, e mai mare. Dar cu cât suma [00:23:25] inițială e mai mare, adică pornești de la o sumă deja, cu atât suma respectivă va produce [00:23:30] randament pe care îl reinvestești și ajungi mai repede de la 2.700.[00:23:35][00:23:35] Ca să luăm exemplul ăsta. Mă vântă minte pentru că am o persoană în minte [00:23:40] care are acest obiectiv. Nu[00:23:41] George Buhnici: toată lumea are astfel de obiective. Și 2.700 de lei n-ar fi rău [00:23:45] pentru România ca să ai o pensie liniștită să trăiești cum ai vrea tu. Dar poate [00:23:50] un milion, 500 de mii orice fel de sumă pe care o ai, [00:23:55] îți poate asigura un viitor, să zicem așa, un pic mai [00:24:00] confortabil într-o lume nesigură.[00:24:01] Olga Ursu: Un viitor confortabil și libertatea de decide. [00:24:05] Eu, de exemplu împreună cu familia Ne-am mutat din țară [00:24:10] În timpul pandemiei În [00:24:15] 2021 Pur și simplu Am plecat într-o vacanță Și am [00:24:20] zis că noi lucrăm online Și eu și soțul meu Și am zis De ce să [00:24:25] ne machinim în București? Hai să alegem să stăm aici Hai să stăm un an [00:24:30][00:24:30] George Buhnici: În 2021 erai în București?[00:24:33] Olga Ursu: Sunt în București Din [00:24:35] 2001 am venit la facultate Și aici am rămas[00:24:38] George Buhnici: 20 de ani ai [00:24:40] stat aici?[00:24:42] Olga Ursu: Fără Ultimii 3 ani jumătate 4 [00:24:45] aproape M-am mutat în Spania[00:24:48] George Buhnici: Și[00:24:48] Olga Ursu: pur și simplu Am [00:24:50] zis ok Avem câteva investiții Ne putem [00:24:55] permite Nu știu dacă Aveam soțul meu avea job Eu aveam tocmai ce [00:25:00] am început un business Dar nu făceam prea mulți bani Adică nu la [00:25:05] nivelul de cheltuieli din Spania Era ok pentru București Pentru Spania [00:25:10] era nevoie de un venit mai mare Dar am zis ok [00:25:15] Avem un capital Avem niște venituri care vin din [00:25:20] investițiile noastre Vrem să ne creștem un pic [00:25:25] standardul de viață Vrem să locuim în Spania Nu știm pentru cât hai să vedem cât ne permitem Și știi ce [00:25:30] s-a întâmplat prima dată?[00:25:31] Am început să ne gândim cum să putem să [00:25:35] câștigăm mai mult Adică ne-am ajustat veniturile Ca să putem să acomodăm [00:25:40] nivelul de trai pe care vroiam să le avem Adică exact ce mă întrebai mai devreme Cum [00:25:45] să facă un om care vrea să investească dar nu are venituri Ok, ia [00:25:50] provocarea Apucă-te să investești Puneți un obiectiv Și o să vezi că vin și [00:25:55] soluțiile O să le găsești tot tu, nu altcineva, dar [00:26:00] o să fii în căutarea soluțiilor.[00:26:01] Dacă ai provocarea asta, dacă stai tu singur [00:26:05] provocarea asta.[00:26:06] George Buhnici: Totuși, e adevărat ce am auzit că e Spania mai ieftină decât [00:26:10] Bucureștiul?[00:26:10] Olga Ursu: La supermarket prețurile sunt chiar un pic mai mici decât [00:26:15] în București. Locuiesc în Spania, pe insulă în Tenerife.[00:26:18] George Buhnici: E frumoasă [00:26:20] insula aia?[00:26:20] Olga Ursu: Este frumoasă, e clima foarte bună.[00:26:22] Eu am observat că sunt mult mai [00:26:25] productivă când stau într-un mediu mai liniștit, mai confortabil. [00:26:30] Sunt schimbări din astea bruște de temperatură. Știi cum e în București? Câteodată nu-ți vine să [00:26:35] muncești vrei să pleci la mare la munte Iarna nu-ți vine să [00:26:40] ieși din casă.[00:26:41] George Buhnici: Interesant. Este un alt mod de a vedea lumea și de a trăi.[00:26:43] Și sunt mulți români care au trecut prin [00:26:45] chestia asta. Nu sunt doar cei care au plecat să muncească în agricultura sau pentru munci, din [00:26:50] astea ușoare. Sunt și oameni cu un pic de educație și cu niște venituri care s-au dus către zonele astea. [00:26:55] Exact cum vin și englezii către Spania, din cât te înțeleg.[00:26:57] Olga Ursu: Da, sunt foarte mulți englezi, [00:27:00] nemți, români în ultimul timp.[00:27:05][00:27:05] În Tenerife există comunitate de români. Foarte mulți freelanceri [00:27:10] IT-ști, domenii care lucrează peste tot în lume, [00:27:15] online, și aleg să-și treacă, [00:27:20] adică să locuiască într-un loc mai prietenos din punct de vedere al climei, dar [00:27:25] și un pic mai liniștit față de marele orașe.[00:27:28] George Buhnici: Și asta pleacă fix din [00:27:30] libertatea de care vorbeai.[00:27:31] În momentul în care e capital...[00:27:32] Olga Ursu: Ai libertatea de decide. Unde [00:27:35] locuiesc, ce îmi Ce stil de viață vreau să am, [00:27:40] când ai un capital, când ai bani, poți să ai [00:27:45] curajul să începi un business. Pentru că într-un business, ca [00:27:50] antreprenor, trebuie să riști la început, dar nu știi dacă o să meargă sau nu o meargă [00:27:55] business-ul respectiv.[00:27:55] Dacă tu ai un capital backup, știi că [00:28:00] oricând dacă nu merge, te bazezi pe ceva și poți să revii să încerci un alt lucru.[00:28:04] George Buhnici: [00:28:05] Revenim la IGDLCC în dată ce-ți spun despre sponsorul nostru, Darkom Energy, cei care [00:28:10] ne garantează că nu ni se sting luminile din studio, adică nu avem niciodată [00:28:15] pene de curent.[00:28:15] Panourile fotovoltaice, invertoarele și bateriile sunt [00:28:20] inima sistemului nostru energetic și cred cu tărie că sunt investiții importante, dar [00:28:25] și rentabile. Cu acest sistem am economisit deja mii de euro la facturi Dar și mai [00:28:30] important, avem electricitatea garantată fără fluctuații care ne pot defecta [00:28:35] electricele și electronicele.[00:28:37] Dacă ai în plan să construiești, să renovezi orice [00:28:40] fel de clădire, inclusiv industrială, alege o soluție solidă de generare [00:28:45] și stocare de energie. Noi colaborăm cu echipa Adarcom Energy și îi recomandăm. Olga, [00:28:50] dar tu ai moștenit banii? De unde ai tu banii?[00:28:52] Olga Ursu: N-am moștenit nimic i-am[00:28:54] George Buhnici: [00:28:55] făcut. Ai câștigat banii de undeva?[00:28:56] Ți-a picat din cer?[00:28:57] Olga Ursu: Am fost angajat timp de 14 [00:29:00] ani, am fost broker. De când am terminat facultatea din [00:29:05] 2005, m-am angajat ca broker. Am lucrat ultimii 11 [00:29:10] ani ca broker la BRD, în departamentul de tranzacționare. Și [00:29:15] am renunțat la a fi broker înainte de pandemie Asta [00:29:20] mi-a permis să stau super relaxată în pandemie, nu trebuia să mă duc la birou, au fost [00:29:25] mult mai ok și să trec prin pandemie neavând constrângerea asta de a fi [00:29:30] angajat.[00:29:31] Mi-am dorit să devin consultant de investiții și momentan [00:29:35] pe lângă consultanța pe care o dau, sunt și antreprenor Am un [00:29:40] mic business de educație financiară pentru investitori Pentru investitori la bursă nu [00:29:45] educație financiară generală, ci pentru investitori Cum să-și construiască portofoliu, cum [00:29:50] să-l gestioneze, cum să fie eficienți ca investitori.[00:29:52] George Buhnici: Acum trebuie să spunem că BRD-ul a [00:29:55] introdus un sistem din asta de lucruri remote pentru foarte mulți [00:30:00] angajați.[00:30:00] Olga Ursu: După pandemie da.[00:30:01] George Buhnici: Sunt oameni conoare care lucrează remote și acolo și în multe alte [00:30:05] instituții. Ceea este o lecție bună cu limiterile de rigoare, pentru că există și [00:30:10] anumite... Nu toată lumea este eficientă când lucrează remote.[00:30:12] Olga Ursu: Da. Când ești antreprenor ești [00:30:15] nevoi să fii eficient. Așa este.[00:30:16] George Buhnici: Dar când ești angajat?[00:30:19] Olga Ursu: Acolo mai [00:30:20] merge să mai tragi mulția de coada haide că nu se prinde șeful că n-am lucrat [00:30:25] astăzi.[00:30:25] George Buhnici: Deci zici că tu n-ai primit bani din cerat să-i faci tu.[00:30:28] Olga Ursu: Da, dar nu-i [00:30:30] greu să faci bani dacă Păi este greu să faci bani.[00:30:32] Dacă muncești și îți propui să faci [00:30:35] bani adică dacă muncești pentru bani, e ușor în [00:30:40] România.[00:30:41] George Buhnici: Cum?[00:30:41] Olga Ursu: În 2005, știu că [00:30:45] când te angajai, salariile erau foarte mici. Eu... Mi [00:30:50] s-a părut că am avut un super noroc că am găsit un job super bine plătit ca broker, dar în general [00:30:55] colegii mei care au terminat facultatea câștigau super puțin erau atunci super la [00:31:00] modă job-urile în bănci pentru că erau bine plătite ce [00:31:05] înseamnă[00:31:05] George Buhnici: bine plătite?[00:31:06] cât era salariul în 2005? îți zic și eu salariul meu de la televiziune de pe [00:31:10] atunci eu[00:31:10] Olga Ursu: mi-aduc aminte, primul meu salariu a fost 1400 de lei și cred [00:31:15] că în bănci erau așa peste 1200 de lei încă [00:31:20] cred că denominarea în perioada aia a fost, nu mai știu dacă era un bani vechi sau un bani noi, dar [00:31:25] atâta eu[00:31:25] George Buhnici: am, spre exemplu eram corespondent special cu [00:31:30] 20 de milioane vechi 2000 de lei adică salariile au crescut un pic mai [00:31:35] târziu mai spre 2007-2008 și în perioada aia mulți am făcut credite și eu am făcut [00:31:40] credit am făcut două credite cu buletinul și m-am dus în Germania să-mi iau mașină și [00:31:45] mi-au luat mașină de toți banii Și după aici, ce crezi?[00:31:47] S-a stricat mașina.[00:31:48] Olga Ursu: Și nu mai aveai bani să [00:31:50] repari.[00:31:50] George Buhnici: Am mai făcut un credit. Wow. Acum eu mi luat mașină la mâna a doua, dar [00:31:55] la nivelul meu de venitori din perioada aia, ăsta era maximul posibil la care puteam [00:32:00] spera. Însă dacă pe vremea aia puneam banii pe index la bursă, [00:32:05] dacă cumpăram orice fel de acțiuni de la orice companie, orice, [00:32:10] orice, orice orice, acum aveam niște sute de mii de euro.[00:32:14] Eu[00:32:14] Olga Ursu: cred că ai fi [00:32:15] depășit acum un milion de euro dacă atunci începeai.[00:32:18] George Buhnici: Îți mai dau un exemplu. Am [00:32:20] mai făcut o prosie după aia. Mi-am plătit mașina și după aia mă și-am făcut un credit mai mare. Ca [00:32:25] să cumpăr teren. Am acum niște terenuri știi cum? Stau ele acolo frumos [00:32:30] cresc bălările pe ele.[00:32:30] Olga Ursu: Păi uite vezi, ai făcut o investiție.[00:32:32] Doar că nu a fost neapărat cea mai[00:32:34] George Buhnici: [00:32:35] potrivită[00:32:35] Olga Ursu: investiție. Dar te-ai gândit atunci Pentru ce ai cumpărat terenul?[00:32:39] George Buhnici: Pentru [00:32:40] investiție. Dar aceiași bani pe care, dacă îi băgam în bursă, cred că aveam mai mult de [00:32:45] un milion cum ai zis tu. Adică efectul ăsta de compounding al investițiilor pe [00:32:50] bursă m-ar fi adus la niște randamente care mi-ar fi depășit [00:32:55] de cel puțin 10 ori investiția inițială în 20 de ani.[00:32:57] Putem fi de acord?[00:32:59] Olga Ursu: Da, mai [00:33:00] ales dacă și știai ce faci dar nu-i... adică poți să începi fără să [00:33:05] ai mare experiență în domeniul să știi, dar să înveți pe parcurs.[00:33:09] George Buhnici: Acum [00:33:10] eu mă pot uita înapoi și în experiența mea pot să zic că am învățat ceva. Nu mă mai duc [00:33:15] după cea mai scumpă mașină pe care mi-o permit, deși am mai făcut niște mici extravaganțe cu mașini, [00:33:20] dar m-am mai domolit.[00:33:20] Adică acum conduc o mașină care în anul 4-lea an n-am mai schimbat-o, [00:33:25] n-am mai făcut investiții extravagante și sunt un pic mai atent [00:33:30] la bugetul devenitul și cheltul. Cu toate astea, trebuie să recunosc că nici eu nu am [00:33:35] reușit să-mi creez un capital de investiții pe bursă. Sunt totuși niște lecții de învățat [00:33:40] pe parcursul anilor și dacă m-aș uita înapoi, mi-aș spune.[00:33:44] [00:33:45] Dacă ai 20 de ani din bruma aia de bani în plus, chiar și la [00:33:50] 20 de milioane salariu 100, 2, 3 și așa mai departe hai să facem un plan [00:33:55] pe termen lung pentru cei care se uită la noi, cam care ar să fie o strategie corectă de a pune bani [00:34:00] pe bani pentru a nu te uita înapoi ca mine după 20 de ani și să zici dacă [00:34:05] aș făcut chestia asta Poți[00:34:06] Olga Ursu: să pornești cu o sumă mai mică la început poate n-ai un capital [00:34:10] foarte mare strâns și nici nu-i recomandat să începi, mai ales pe bursă [00:34:15] cu un capital mare deodată dacă nu ai experiență Piață sunt fluctuații, sunt și creșteri [00:34:20] foarte ample dar sunt și perioade când piața scade și atunci dacă tu ai o sumă [00:34:25] mare și prindi fix o perioadă din aia de scădere ce o să faci O te panichezi o să [00:34:30] vinzi o să zic nu mai cumpăr niciodată la bursă nu-i de mine nu mă pricep, gata, nu mă mai bag [00:34:35] dar dacă începi treptat ei Pe măsură ce banii ai, [00:34:40] vezi cum fluctuează în contul tău portofoliul tău fluctuează, crește scade, începi [00:34:45] să prinzi un pic cum merge bursa și începi să vezi ok, am [00:34:50] ales niște acțiuni, dacă le alegeam pe celelalte, au crescut mai mult, cum [00:34:55] aș putea să aleg mai bine acțiunile?[00:34:57] Și practic dobândești [00:35:00] experiență în timp ce investești, în timp ce crești și capitalul. După ce ai un [00:35:05] pic de încredere că faci bine ceea ce faci, începi să mai adaugi sume suplimentare.[00:35:09] George Buhnici: [00:35:10] Da, într-adevăr intri cu 1000, poate să scadă la 800, 700, 500 după care poate să [00:35:15] crească înapoi dar când faci zoom out după un timp o să vezi că am băgat 1000 și acum [00:35:20] totul sunt la 1500, poate la 2000, poate la 1100, dar cu siguranță [00:35:25] pe termen lung, nu ai cum să fii mai jos decât ai intrat, decât dacă chiar se întâmplă chestii catastrofale pe [00:35:30] termen lung.[00:35:30] Olga Ursu: Sunt investitori care s-aruncă foarte tare la început pentru că au sumă mică [00:35:35] și investesc în instrumente cu grad mare de risc[00:35:38] George Buhnici: nu[00:35:39] Olga Ursu: [00:35:40] neapărat de acțiuni, atât ai auzit, de Forex, CFD-uri, contracte pe diferență, [00:35:45] o felul de instrumente din astea financiare care sunt sintetice cu levier. [00:35:50] Adică tu nu tranzacționezi acțiunea Apple sau Nvidia, ci tranzacționezi [00:35:55] diferența creștere sau scădere pentru acele acțiuni.[00:36:00][00:36:00] Și asta n-ar fi o problemă în sine dacă n-ar fi cu levier multiplicat Adică [00:36:05] și aici poți să-ți iei credit pentru investiții, adică platforma [00:36:10] respectivă îți dă mai mulți bani pe lângă suma pe care o plăsat-o tu, să zicem 1000 de [00:36:15] euro, tu tranzacționezi de 10.000 de euro. Dacă au crescut cu [00:36:20] 5%, ai câștigat 50%.[00:36:22] Dacă au scăzut cu [00:36:25] 5%, ai pierdut jumătate din bani. Deci poți să pierzi dacă te [00:36:30] arunci și investești în instrumente riscante. Și mulți investitori fac asta. Investesc în [00:36:35] astfel de instrumente riscante pentru că vor un câștig rapid.[00:36:38] George Buhnici: Pentru că au bani puțin [00:36:40] la început și nu au răbdare să aștepte și zic hai mă pe mână, n-are cum să mai scadă [00:36:45] acum pornește în sfârșit.[00:36:47] Olga Ursu: Exact, ori îi fac, ori îi pierd, de tot cam așa [00:36:50] gândesc, totul sau nimic. Acum sunt și traderi să numesc, [00:36:55] oameni care știu ce fac, tranzacționează speculativ, [00:37:00] dar cei mai mulți n-au idee ce înseamnă riscul pe care [00:37:05] și-l asumă.[00:37:05] George Buhnici: Încă dată, marea majoritate, mai mult de 80% dacă nu greșesc din cei [00:37:10] care investesc în produse speculative, pierd banii.[00:37:14] Olga Ursu: Da, [00:37:15] se spunea mai demult regula 90-90-90, adică [00:37:20] 90% dintre investitori pierd 90% din capital în primele 90 de [00:37:25] zile tranzacționând produse cu levier.[00:37:27] George Buhnici: What? Asta este [00:37:30] un wipe-out, este un cataclism.[00:37:34] Olga Ursu: Da, asta s-a [00:37:35] întâmplat doar că... Investitorii tot speră. [00:37:40] Pierd niște bani, lasă că revină de câteva ori și o să le iasă după care [00:37:45] zic ok, am pierdut toți banii, bag alții nu contează și da, asta este gambling Dar[00:37:49] George Buhnici: [00:37:50] există acei 10% care câștigă?[00:37:52] Și toți visăm să fim aia 10% [00:37:55] Nu,[00:37:55] Olga Ursu: aia 10% nu câștigă Ei nu pierd 90% din capital [00:38:00] în 90 de zile[00:38:02] George Buhnici: Ei pierd în 91[00:38:04] Olga Ursu: [00:38:05] Foarte puțin nu știu ce între poate 1 și 3% sunt profitabil constant, [00:38:10] așa pe termen lung Deci[00:38:11] George Buhnici: ziceai că știi meseria asta de 20 de ani? Da,[00:38:13] Olga Ursu: din[00:38:13] George Buhnici: 2005 Ai [00:38:15] cunoscut pe cineva care s-a îmbogățit din Levier?[00:38:18] Și a păstrat banii?[00:38:19] Olga Ursu: [00:38:20] Da, n-a păstrat banii Am cunoscut pe cineva care s-a îmbogățit din Levier[00:38:24] George Buhnici: Îmi [00:38:25] povestești un pic, fără să dai nume[00:38:27] Olga Ursu: În criza din 2008 [00:38:30] Au fost absolut șoc pe toate piețele. Pe bursa [00:38:35] românească nu mai pusese așa o scădere niciodată. Aveam un profesor la universitate, era economist [00:38:40] șef la o bancă importantă și îmi zicea că el nu mai vede piața românească revenind [00:38:45] vreodată în 2009.[00:38:46] Atât de neagră era situația. Era un [00:38:50] pesimism în piață de... Efectiv nimeni nu mai avea încredere. Investitorii să [00:38:55] nu mai au de bursă lasă acțiunile alea în pierdere, o să le las [00:39:00] mușterile la nepoți, că copiii nu o apuce să prindă [00:39:05] revenirea Cam așa era sentimentul în piață.[00:39:07] George Buhnici: Așa-i acum pe BVB. [00:39:10] Parcă nu ne mai revenim.[00:39:11] Așa anyway, continuă.[00:39:12] Olga Ursu: Atunci în America, [00:39:15] a căzut banca Lehman Brothers, a făcut faliment, dar înainte de [00:39:20] asta, piața cădea și... [00:39:25] Aveam un coleg, broker, de la o altă societate de brocheraj, [00:39:30] care tranzacţiona opţiuni, care sunt tot [00:39:35] contracte derivate, prin care şi asigura un preţ de [00:39:40] vânzare stabilit şi dacă preţul acţiunilor scădea, [00:39:45] practic el vindea la preţul ăla ridicat şi [00:39:50] putea să le cumpere din piaţă mult mai ieftin.[00:39:52] Ei, el pătea foarte puţin pe [00:39:55] asigurările respective, pe opţiuni, ca o primă exact ca la o [00:40:00] poliţă de asigurări, dar era despăgubit cu toată suma toată căderea respectivă şi [00:40:05] levierea era imens. Ţi-mi minte că mi-a povestit că a făcut undeva la [00:40:10] 600.000 de dolari pornind de la 10.000.[00:40:12] George Buhnici: 60X Da. Da [00:40:15] Ok. Ce levier avea 10?[00:40:17] Olga Ursu: Aici la opțiuni levierul e mult mai [00:40:20] mare, dar riscul nu e la fel de mare. Adică, la opțiuni plătești o primă, e sumă limitată, nu [00:40:25] poți să pierzi mai mult decât prima plătită, dar poți să câștigi de sute de ori.[00:40:29] George Buhnici: [00:40:30] Ok. Și era câștigat de 60 de ori sumă investită.[00:40:32] Olga Ursu: Pentru tot capitalul nu a avut un [00:40:35] singur instrument de genul ăsta Au avut mai multe acțiuni, inclusiv au avut opțiuni pe Lehman Brothers.[00:40:39] Și,[00:40:39] George Buhnici: [00:40:40] practic, din căderea Lehman Brothers, el a făcut foarte mulți bani.[00:40:42] Olga Ursu: Da.[00:40:43] George Buhnici: Ce-a făcut cu banii?[00:40:44] Olga Ursu: [00:40:45] Nu știu povestea mai departe dar știu că după scăderea pieței, adică în [00:40:50] 2009, când bursa a început să-și revină, strategia asta, care a funcționat perfect [00:40:55] pe scădere, nu mai avea cum să funcționeze. Și atunci a tot mai testat [00:41:00] strategii, gândindu-se că e chiar bună în ceea ce face să pricepe la [00:41:05] trading.[00:41:05] Și așa e și capcana investitorilor care Pe bursă când crește bursa sunt foarte bun la [00:41:10] ce fac, dar când se schimbă trendul, atunci practic trebuie să te adaptezi ca investitor și el, ca [00:41:15] trader, din ce mi-a povestit nu au reușit să se adapteze, să-și [00:41:20] adapteze strategia. Au testat alte strategii, n-au mai fost la fel de profitabile și [00:41:25] știu că au renunțat să mai tranzacționeze opțiuni în felul ăsta, speculativ.[00:41:29] [00:41:30] Dar, atunci mi-a rămas mie ideea în minte că în următoarea [00:41:35] criză financiară vreau să tranzacționez și eu opțiuni. Așa m-am gândit după ce am vorbit cu el și am [00:41:40] zis că în următoarea, când o să vină o să fiu pregătit, o să am bani și o să fac [00:41:45] același lucru. Am trecut 10 ani. [00:41:50] În 2019 mi-am dorit să Dacă [00:41:55] vine o scădere și mă pregăteam pentru o scădere a bursei, să pot să tranzacționez și opțiuni.[00:42:00][00:42:00] Mi-am dat demisia de la BRD pentru că e foarte greu să tranzacționezi pe [00:42:05] compropriu fiind angajat într-o instituție financiară. Ai nevoie de tot felul [00:42:10] de aprobări, raportezi toate tranzacțiile. Și în 2019 [00:42:15] mă gândeam eu că ar putea să vină o criză. Burza a crescut de foarte mult [00:42:20] timp și am zis că la un moment dat o să vină.[00:42:23] Și zic ok, când o [00:42:25] să vină o să fiu pregătită. Și au venit într-adevăr nu m-am așteptat, e că nu [00:42:30] trebuie să știm în 2019 că o să vină în 2020 și că o să avem pandemie. [00:42:35] Dar a fost primul moment în care am testat și opțiunile pe scădere. [00:42:40] Și într-adevăr poți să câștigi foarte mulți bani în timp scurt, [00:42:45] n-am transacționat nici într-un caz o sumă foarte mare și [00:42:50] nici n-am făcut la fel de mulți bani ca el, oricum scăderea a fost mult mai [00:42:55] scurtă în pandemie, dar atunci am văzut cât bine funcționează instrumentele [00:43:00] astea pe cădere, pe panică când e volatilitatea ridicată.[00:43:03] Și mai [00:43:05] departe mi-am dat seama că dacă investitorii care eu am lucrat de-a lungul timpului ar avea acces la astfel de [00:43:10] instrumente, nu să speculeze să parieze pe scădere, ci să-și protejeze [00:43:15] portofoliile în astfel de momente, nu le-ar mai fi teamă să [00:43:20] investească. Și m-am apucat și am gândit eu un [00:43:25] curs.[00:43:26] Pentru investitori cum să-și gestioneze [00:43:30] riscul cu ajutorul opțiunilor. A fost primul program pe care l-am făcut eu pentru [00:43:35] investitor. Aveam foarte puțin că era super, super nișat, mult prea [00:43:40] un nivel foarte ridicat. Era nevoie și de experiență [00:43:45] și de capital, și de cunoștințe. Dar, a [00:43:50] fost debutul meu, ca să zic așa, în partea asta de educație financiară pentru investitori Am pornit de la care [00:43:55] credeam eu că e nevoie atunci Și...[00:43:59] De atunci fac [00:44:00] lucrul ăsta.[00:44:00] George Buhnici: Practic e ca un fel de poliță de asigurare în cazul în care, exact cum ai zis tu, cade piața. Problema este [00:44:05] că, dintre cei care ne urmăresc, cred că sunt procente mici care înțeleg cum funcționează lucrul ăsta și cei mai mulți [00:44:10] suntem în capcana asta. Ori trăim de la un salar la altul, ori investim un capital în [00:44:15] imobiliare, ori investim ceva în bursă ori investim...[00:44:18] Iar lecția cea mai [00:44:20] importantă cu care am rămas în minte din tot ce am citit, pe exemplu, de Nassim Taleb este că în viața unui [00:44:25] trader nu există decât un singur obiectiv realist. Don't blow up. [00:44:30] Să nu explodezi. Nu? Că asta este sperietarea cea mai mare între trader, mai ales cei [00:44:35] care, exact cum ai zis tu sunt pe opțiuni pe tot felul de instrumente derivate.[00:44:39] Să nu [00:44:40] cumva să-ți pierzi capitalul al tău și al clienților. E[00:44:43] Olga Ursu: foarte mare riscul să-ți pierzi capitalul ca [00:44:45] trader. De asta eu nu fac trading. [00:44:50] Am testat, mi-am dat seama că nu este pentru mine. Nu În nivelul [00:44:55] la care trebuie să fii implicat[00:44:56] George Buhnici: Dar nu prea aud oameni care să zică că eu sunt [00:45:00] trader și asta este viața mea.[00:45:02] Adică înțeleg că este o perioadă scurtă în care ce mai mulți fac [00:45:05] trading.[00:45:05] Olga Ursu: Sunt oameni care fac asta de mulți ani. [00:45:10] Și continuă și tot încearcă și tot încearcă. Și te întreb ok, [00:45:15] și dacă tot stai atât timp cu nasul în monitoare, că asta [00:45:20] înseamnă să fii trader. Faci ceva bani merită [00:45:25] Cei mai mulți nu reușesc să justifice orele [00:45:30] alea petrecute în fața ecranului.[00:45:33] Adică dacă ar dacă [00:45:35] ar dacă ar face banii altfel ar face mai mulți decât fac din [00:45:40] trading. Pentru că știi care e problema cu [00:45:45] tradingul și de asta nu recomand investitorilor să înceapă cu trading. [00:45:50] Sincer nici nu e o metodă de a face avere din trading, adică oricum foarte puțin reușesc, [00:45:55] dar de ce nu recomand este că nu o să-ți crești valoarea portofolului în timp.[00:45:59] [00:46:00] Pentru că valoarea portofolului, cum vorbeam mai devreme, te-o crești și din randamentele pe care ți le [00:46:05] produce investiția, dar și din aport de capital nou. Dar dacă [00:46:10] investești într-un fel foarte riscant, cum e tradingul, [00:46:15] nu o să te lase inima să pui capital nou, tot să [00:46:20] riști, tot timpul să riști banii. O să ai o sumă și o [00:46:25] tragi de ei să încerci să faci bani din ea, o să te focusezi pe asta, în loc să te focusezi O focusezi [00:46:30] pe creșterea portofolului, pe creșterea venitului și să acumulezi în timp [00:46:35] capital în portofoliu tău.[00:46:36] Deci cei care încep cu trading-ul rămân la un nivel mic. [00:46:40] Al portofolului pentru o perioadă lungi până să prind că, de fapt, stai un pic. [00:46:45] Am petrecut atât de mult timp [00:46:50] cu nasul în ecrane, tranzacțiuni, m-am stresat atât de mult și, de fapt cât am [00:46:55] făcut? Merită asta? În cele mai multe cazuri, răspunsul este nu.[00:46:59] George Buhnici: Foarte [00:47:00] interesant pentru că mulți ne imaginăm că poți să mulțești banii La asta ne gândim. [00:47:05] Dar, de fapt, în esență, dacă dai un pic de zoom out, este încercând să mulțești [00:47:10] banii, de fapt nu reușești să creezi valoare.[00:47:12] Olga Ursu: De fapt ți scade încrederea [00:47:15] că tu poți să produci valoare. Pentru că dacă nu ai rezultate acolo în [00:47:20] trading sau ai rezultate modeste comparative cu riscul la care te [00:47:25] expui, ok, nu merită să dau capital nou, nu merită să [00:47:30] muncezi să aduc capital nou și să-i pierd.[00:47:33] George Buhnici: Și[00:47:33] Olga Ursu: o să [00:47:35] rămână tot timpul la un nivel... Scăzut al portofolului. Când [00:47:40] focus-ul ar trebui să crește în portofoliu, prin aport de numerar, prin creșterea [00:47:45] prin randamentul pe care îl aduce portofoliu, dar nu doar din randament, adică nu poți să începi cu 1000 de [00:47:50] euro și să speri să faci un milion. Să întâmplă nu [00:47:55] cu 1000 de euro, dar să întâmplă 0,00 nu știu cât ca la [00:48:00] loto.[00:48:00] Sau ca în[00:48:01] George Buhnici: eSports, că sunt foarte mulți copii care își imaginează că se [00:48:05] pot apuca de eSports și să ajungă campion și să împartă premiile alea de milioane. [00:48:10] Că sunt tot felul de campionate internaționale la care, mamă ce premii se dau. Ok, da, dar acolo [00:48:15] cum să zic, short tail-ul este foarte short. Adică ce înseamnă asta?[00:48:19] Cei care [00:48:20] chiar câștigă bani sunt foarte puțini în dauna celor mai mulți, marea majoritate [00:48:25] care cheltuiesc bani și timp energie într-o chestie în care nu vor câștiga niciodată. [00:48:30][00:48:30] Olga Ursu: Cam așa e și în trading, dacă de să ne gândim și să fim sinceri[00:48:34] George Buhnici: Și atunci [00:48:35] cum creăm valoare? Hai să ne concentrăm un pic pe chestia asta.[00:48:38] Cum facem până la urmă? Așadar tu [00:48:40] vorbești despre faptul că ar trebui să-ți creezi un portofoliu și să-ți adaugi capital. Asta înseamnă că [00:48:45] trebuie să fii productiv în alte părți decât în bursă? Da trebuie[00:48:47] Olga Ursu: să faci bani în alte părți, în activitatea la care te [00:48:50] precepti tu cel mai bine, care te-ai pregătit atât și o să produci [00:48:55] valoare.[00:48:56] George Buhnici: Deci tu nu ne propui să ne îmbogățim pe bursă. [00:49:00] Trebuie ne îmbogățim din bursă aducând valoare, capital în alte [00:49:05] părți? Da, ne[00:49:06] Olga Ursu: îmbogățești treptat pe bursă nu din primă Ai investit o sumă și [00:49:10] gata. Nu[00:49:10] George Buhnici: e o idee bună să puni acolo 1000 de euro și să-i lazi 10 ani pe bursă?[00:49:14] Olga Ursu: [00:49:15] Sunt extrem de rare cazurile în care îmi merești o acțiune care chiar să crească [00:49:20] timp de 10 ani.[00:49:23] Sunt, într-adevăr [00:49:25] companii super valoroase și acum dacă ne uităm în urmă, în ultimii 10 ani au crescut spectacolul Dar dacă [00:49:30] te-ai fi dus acum 10 ani, s-ar putea să nu le fii ales pe acelea în portofoliu.[00:49:34] George Buhnici: Acum 10 ani [00:49:35] cred că încă mai puteai să pui pe Blackberry, pe Nokia, pe Xerox, Kodak.[00:49:39] Olga Ursu: Da, [00:49:40] acum ceva mai mulți ani, da, și acum nu mai aveai.[00:49:44] [00:49:45] Și n-ai fi pus, acum 10 ani n-ai fi investit în Nvidia, eu cel [00:49:50] puțin nu știam compania. Abia din [00:49:55] 2019-2020 am remarcat-o și o deveni [00:50:00] populară în ultimii 2 ani, 2 ani și un pic.[00:50:02] George Buhnici: Ce alte companii mai sunt populare în perioada asta? La ce te [00:50:05] mai uiți când vine vorba de investiții pe termen lung? Eu m-am uitat, pe exemplu [00:50:10] și să zicem că sunt încă unul dintre cei care poate au ratat Nvidia.[00:50:13] Avem alte priorități oricum. [00:50:15] Eu chiar am vizitat compania și știam de ce este în stare, dar chiar și atunci când ești foarte aproape și [00:50:20] vezi o astfel de companie și vezi de ce este în stare, nu te gândești că ai putea să-i și investești. [00:50:25] Însă în 2025, la ce fel de industrie te uiți, pe exemplu pentru [00:50:30] viitor?[00:50:30] Olga Ursu: Venim după 2 ani de creștere Pe sectorul tehnologic În continuare [00:50:35] există potențial, dar pe de altă parte sunt și multe [00:50:40] companii care au ajuns să fie evaluate foarte sus și am putea să avem o [00:50:45] corecție mai drastică în sectorul ăsta. De fapt pe piață am putea să avem o corecție [00:50:50] mai amplă. Deja am început odată cu tarifele [00:50:55] și cu îngrijurile cu privire la inflație și la creșterea [00:51:00] economică din SUA și la tot spectacolul ăsta geopolitic la care investitorii se [00:51:05] uită cum să se repoziționeze.[00:51:07] Așa că chiar e o perioadă de [00:51:10] repoziționare și în care n-ar trebui să ne aruncăm foarte repede să [00:51:15] vedem în ce plasăm banii.[00:51:17] George Buhnici: În momentul în care a depus opțiunea, de care ziceai tu? [00:51:20][00:51:20] Olga Ursu: Ar putea fi, sunt investitori care fac, din motivul ăsta indicele de volatilitate VIX [00:51:25] a crescut în ultima săptămână. Există loc de [00:51:30] scădere Poate chiar mai mult, adică probabilitatea ca piața să mai [00:51:35] scade e mai mare decât să continuă să crească.[00:51:36] Sau cel puțin e greu de [00:51:40] crezut că o mai crească în ritmul în care a crescut în ultimii doi ani. Acțiunile din Statele [00:51:45] Unite au tot scăzut în ultima săptămână. De fapt în ultima lună am avut o [00:51:50] scădere. Noi înregistrăm pe[00:51:50] George Buhnici: început de martie 2025, pentru că astea vor rămâne multă vreme Acolo se aibă oamenii [00:51:55] context.[00:51:55] Olga Ursu: Da. În schimb în Europa, bursele au crescut în [00:52:00] ultima lună și de la începutul anului au fost creșteri de peste 10%. Sectorul de [00:52:05] apărare din Europa au crescut foarte mult. [00:52:10] Companiile producătoare de armament au crescut explosiv de la începutul [00:52:15] anului. Oricum crescuse răși înainte, dar aici văd că [00:52:20] investitorii se repoziționează puternic.[00:52:21] George Buhnici: Abia a anunțat Ursula von der Leyen 800 de [00:52:25] miliarde pentru rearmarea Europei banii. Unde se vor duce În companiile alea.[00:52:28] Olga Ursu: Exact. Asta se [00:52:30] întâmplă pe piață și cum poți să-ți dai seama care companii și care sectoare ar putea să performeze [00:52:35] fix în cele în care intră banii și sunt și declarații pe care putem să [00:52:40] le urmărim și să intuim pe de altă parte este și foarte vizibil dacă te uiți în [00:52:45] acțiuni și pe anumite sectoare pe piață poți să-ți dai seama când intră bani într-un anumit [00:52:50] sector, într-o anumită companie, când ies bani din sectorul respectiv [00:52:55] și asta mișcă prețurile în sus și dacă e să ne uităm la piața din Statele Unite în sectorul [00:53:00] tehnologic au fost mai degrabă scăderi de la începutul anului Dar[00:53:03] George Buhnici: vine recesiunea America?[00:53:04] Olga Ursu: [00:53:05] Până vine, investitorii se poziționează întâi să sperie și apoi vine recesiunea dacă vine. [00:53:10] Sunt foarte multe momente în care investitorii se sperie și zic că anticepează vine recesiunea și apoi nu mai vine [00:53:15] recesiunea[00:53:15] George Buhnici: Dar eu aud un scenariu în care se pare că Donald Trump ar vrea să-i inducă o [00:53:20] recesiune care să reseteze economia pentru că încă de vreme în mandatul lui [00:53:25] vede problemele de deficit Și o recesiune l-ar ajuta să [00:53:30] dea drumul la imprimantaie mai repede.[00:53:32] Olga Ursu: Ar putea fi. Nu știu, nu m-am gândit [00:53:35] așa de... Ar fi așa de... [00:53:40] să fie creată o recesiune, dar prin măsurile pe care le ia [00:53:45] poate să împinge de economia americană Altfel[00:53:47] George Buhnici: de ce ai băgat tarife atât de dure [00:53:50] partenerilor, care până la urmă sunt plătite de cetățenii americani și nu sunt plătite de producători? [00:53:55][00:53:55] Olga Ursu: Da, investitorii americani acum își pun problema dacă [00:54:00] dacă lucrurile astea se întâmplă ce o să întâmple cu...[00:54:04] [00:54:05] adică ce o să întâmple cu inflația, ce o să întâmple cu dobânzile. Au crescut [00:54:10] din nou randamentul la titlurile americane, pe 10 ani, iarăși în creștere, [00:54:15] deși au fost eforturi mari din partea Fedului să scadă [00:54:20] ratele de dobândă și au fost... Câteva tăieri, un procent [00:54:25] din septembrie anul trecut acum din ce în ce mai puțin probabil să mai scadă [00:54:30] dobânzile și în piață să vede o tendință de creștere de dobânzi Deci[00:54:34] George Buhnici: practic [00:54:35] dacă economia americană se duce în direcția asta, investitorii pot să [00:54:40] zică bă nu știu, fac europenii ceva interesant acolo, sau trebuie să vreau să mont banii?[00:54:44] Să [00:54:45] întâmplă în[00:54:45] Olga Ursu: ultimii 10 ani a fost invers adică banii investitorilor europeni [00:54:50] s-au îndreptat mai degrabă sau banii investitorilor au ieșit din Europa s-au îndreptat [00:54:55] mai mult către Statele Unite[00:54:56] George Buhnici: Mergea atât de bine bursa era inevitabil, nu? [00:55:00] S-au făcut foarte mulți bani din bursa americană[00:55:01] Olga Ursu: Da, și în continuare este foarte mare potențial în piața [00:55:05] americană e cea mai mare piață de capital De-aia[00:55:09] George Buhnici: vorbim [00:55:10] atât de mult de America aici Da,[00:55:11] Olga Ursu: la nivel global e cea mai mare bursă sunt cele mai multe [00:55:15] oportunități Dacă la un moment dat piața americană [00:55:20] Devine iarăși atractivă iarăși să mută banii.[00:55:24] Acum este [00:55:25] atractivă este foarte mult potențial de creștere, doar că sunt momente în care se mai [00:55:30] reașează piața și asta poate să fie un astfel de moment.[00:55:33] George Buhnici: De unde zici tu că este acest [00:55:35] mare potențial de creștere? Pentru că încă o dată a tot crescut. Dacă ne uităm pe graficul de pe [00:55:40] bursa S&P și toate astea, se tot duce în sus, în sus, în sus.[00:55:43] La un moment dat trebuie să mai și [00:55:45] corecteze, nu? Da.[00:55:46] Olga Ursu: De ce se duce bursa în sus? Tocmai pentru că există acest [00:55:50] pote

In this profound exploration, we delve into the life-altering power of casting a vast vision for your future. Drawing inspiration from visionaries like the founder of Xerox, we examine how a clearly defined, long-term goal can magnetize experiences, people, and circumstances that resonate with our deepest aspirations.Discover the transformative nature of a 20-30 year vision that stretches beyond your current comfort zone. Learn how sustained focus on a bold, clearly defined goal creates a potent magnetic force that attracts corresponding experiences and opportunities.Explore practical techniques for nurturing and maintaining your vast vision:Daily recasting of your vision to keep it vivid and aliveShifting your time preference from short-term gains to long-term valueDeveloping a "thick skin" to stay focused amidst criticism and distractionsUnderstand how aligning your vast vision with service to others amplifies its power and impact. Learn to define your vision in terms of who you serve, what value you provide, and why your contribution matters.Gain insights into:Writing down and clearly defining your vast visionBalancing short-term goals with your long-term visionThe importance of mentorship and accountabilityJoining a community of like-minded visionariesThis exploration offers a fresh perspective on personal power, inviting you to consciously shape your reality through the art of vast vision cultivation. Are you ready to dream bigger than your comfort zone and walk boldly towards your highest potential?Join the Brave Mystic Training Waitlist:https://www.schoolofi.org/page/633401-the-real-you-brave-mystic-training

SPONSOR: Direct Bullion. Download your free Guide to Gold Pensions Now. (plus get a special bonus).CLICK HERE NOW: https://robmoore.directbullion.com Rob talks to billionaire real estate investor Robert Kiyosaki. Robert Kiyosaki shares shocking claims about our financial system, predicting a massive economic crash while revealing his strategies for building wealth without paying taxes. From advocating gold ownership to dismissing traditional investment advice as "loser" strategies, Rob and Robert Kiyosaki challenge conventional financial advice and might just change how you view money forever! KEY TAKEAWAYS Robert Kiyosaki believes we're witnessing the end of the American Empire, claiming that all empires eventually collapse when they debase their currency, as happened when the U.S. took the dollar off the gold standard in 1971. Real wealth comes from using debt strategically while owning physical assets like gold and silver, not from saving fiat currency. Robert Kiyosaki pays zero taxes legally by using tax incentives, forming a team of experts and structuring investments through real estate and precious metals, arguing that taxes primarily burden employees while entrepreneurs can legally avoid them. Traditional investment advice (like the 40-40-10 split between stocks, bonds, and gold) is described as 'the worst advice possible' by Robert Kiyosaki, warning that bonds will crash as interest rates rise, potentially wiping out banks and pensions. Robert Kiyosaki predicts silver will triple in value over the next two years and the silver-to-gold ratio will shift dramatically, making precious metals a better investment -vs- cash or digital currencies. Robert Kiyosaki talks about the importance of entrepreneurship and friendship in building wealth, sharing how he and his best friend pushed each other from their days at Xerox in 1974 to becoming multi-billionaires who "own the mines" rather than just the coins. BEST MOMENTS "Every empire dies when they violate this, when they changed the money... The reason you're doing so well today is because the dollar became debt... So real estate guys like my friend Trump and all that, we get rich using debt." "For me to get rich, I have to use debt, but what do our schools teach us? Stay out of debt. That's how stupid school teachers are. Debt makes guys like you and me rich. And ironically, because we use debt, we don't pay any taxes." "People who buy stocks, bonds, mutual funds are frickin losers. Why? Because you pay tax... I'm an entrepreneur. I am not an employee. I was a stupid kid in school, flunked out so many times." "One of the best assets you can have is your friend. So my friend and I always swore we'd be rich... We both met at Xerox in 1974. And we just pushed each other along, and today we're multi billionaires." VALUABLE RESOURCES https://robmoore.com/ bit.ly/Robsupporter https://robmoore.com/podbooks rob.team ABOUT THE HOST Rob Moore is an author of 9 business books, 5 UK bestsellers, holds 3 world records for public speaking, entrepreneur, property investor, and property educator. Author of the global bestseller “Life Leverage” Host of UK’s No.1 business podcast “The Disruptive Entrepreneur” “If you don't risk anything, you risk everything” CONTACT METHOD Rob’s official website: https://robmoore.com/ Facebook: https://www.facebook.com/robmooreprogressive/?ref=br_rs LinkedIn: https://uk.linkedin.com/in/robmoore1979 See omnystudio.com/listener for privacy information.

This episode's Community Champion Sponsor is Ossur. To learn more about their ‘Responsible for Tomorrow' Sustainability Campaign, and how you can get involved: CLICK HEREEpisode Overview: The traditional infusion care experience is overdue for a consumer-centered transformation. Our next guest, Torben Nielsen, is leading this revolution as CEO and Co-Founder of Uptiv Health. With 15+ years building innovative healthcare solutions and executive experience at retail giants like LEGO, Torben brings a unique consumer-first perspective to healthcare delivery. After successful leadership roles at ZoomCare and HealthSparq, he's now reimagining infusion care for patients with chronic conditions through Uptiv Health's retail-based centers. The platform combines comfortable, private treatment suites with a comprehensive digital experience that extends care beyond the infusion chair. Join us to discover how Uptiv Health is delivering spa-like experiences at half the cost of hospital settings while setting a new standard for whole-person care in the $150 billion infusion market. Let's go!Episode Highlights:Uptiv moves infusion care from hospitals to retail locations, offering a "spa-like" experience at 40-70% lower cost.Private suites and a 1:3 nurse-to-patient ratio help achieve a remarkable 99 NPS score.90% of patients use Uptiv's app for appointment management, messaging, and health data access.Beyond infusion, Uptiv provides whole-person care including behavioral health screening and therapy services.Raising Series A funding to expand, while seeking partnerships with health systems to shift biologics to retail settings. About our Guest: Torben is the CEO and Co-Founder of Uptiv Health, a fast-growing tech-enabled infusion care platform providing in-person and virtual infusion and chronic condition management services. Prior to Uptiv, Torben was CEO of ZoomCare, an on-demand retail & virtual healthcare platform, scaling it to the largest primary and urgent care provider in the Pacific Northwest serving 350,000+ patients annually. Prior to ZoomCare, Torben co-founded a software-as-a-service company, HealthSparq, in 2012 and grew it to the second-fastest-growing digital health company in the US in 2016. Before entering healthcare, Torben held executive roles in technology and consumer companies like XEROX and LEGO. His leadership was recognized by the Portland Business Journal as "Executive of the Year" in Oregon in 2021. Links Supporting This Episode: Uptiv Health Website: CLICK HERETorben Nielsen LinkedIn page: CLICK HEREUptiv Health LinkedIn: CLICK HEREMike Biselli LinkedIn page: CLICK HEREMike Biselli Twitter page: CLICK HEREVisit our website: CLICK HERESubscribe to newsletter: CLICK HEREGuest nomination form:

Jordan and Brooke are rejoined by one of the all-time greats Emily St. James to talk the most memeable film of 2024. Existing beyond certainties! Xerox drama! Nespresso! The incredibly complex ideas of faith and belief! This movie has it all. Plus we discuss the nuances of adaptation for the screen, casting within the GNC community, Emily's incredible new book, and if we correctly predicted Best Picture (we didn't!). CONCLAVE HIVE RISE!Follow us on Twitter, Bluesky, and IG! (And Jordan's Letterboxd / Brooke's Letterboxd)Buy Woodworking, subscribe to Episodes, listen to "Podcast Like It's...", and watch Yellowjackets (buzz buzz!)PopeCrave Conclave charity zineThis episode is sponsored by Super Yaki! Use code: SUPERQQ for 10% off

In their eighth episode but their first with an actual series name, Keypoint Intelligence's Anne Valaitis and Carl Schell belatedly greet the new year with new tech talk. After starting with thoughts on the potential Xerox-Lexmark deal, they dive into conversation around customer communications and customer experience (CX), along with the research being conducted, before turning their attention to video and why it's so vital these days.

On this episode of Management Development Unlocked, Ryan Weber joins Eric to talk about his path into leadership and how his youth spent playing hockey helped develop his skills. Ryan is Vice President of Workforce Planning and Tax Pro Experience at H&R Block. He's been with the company for 14 years, working in various roles. Ryan shares how he honed his leadership skills with a course at Xerox, why moving to Hawaii taught him relationships matter, and when corrective action at work can be positive.In this episode, you'll hear:Ryan Weber's journey into leadership at H&R Block, how youth sports helped start him on that path, and the impact Xerox's sales course had.The three things that have impacted Ryan's sales leadership roles the most.How a move to Hawaii taught him to foster trust and build relationships, which carried over to his work.Dealing with career setbacks and how to overcome and learn from them.Asking leadership what you can do to improve as a part of propelling your career forward.The influential forces on Ryan's career outside of his family.When corrective actions can be a positive influence at work.Ryan Weber's advice for new leaders today.His experience as a hockey player throughout childhood and why he's more nervous about coaching his kids' teams than adults at work.Connect with Ryan Weber:LinkedIn---Head over to girardtrainingsolutions.com to take a look at the 20+ courses I offer for new and experienced managers! Get your copy of the Amazon #1 Bestseller and #1 New Release Lead Like a Pro - The Essential Guide for New Managers while you're there!Connect with me on LinkedIn.Please subscribe and comment!

We sit down with ServiceNow CEO Bill McDermott for a masterclass in the art of enterprise sales — a topic where Bill ranks as one of the all-time greats by any measure. Bill started his career as a bag-carrying salesman at Xerox in New York City (alongside Howard Schultz!) back in 1983, and rose to become the company's youngest corporate officer at age 36 before going on to become CEO of global software giant SAP. Since joining ServiceNow in 2020 Bill has grown the company from $3.5 billion in revenue over $10 billion today, and a nearly $200B market cap — which makes it one of the largest enterprise software companies in the world. Whether your job directly involves selling or not (and if you're a founder, make no mistake — selling is the MOST important part of your job) there's something here to be learned for everyone. Break out your notebooks and enjoy!Links:ServiceNowThe SPIN selling methodBill's fantastic interview with Ben Thompson on StratecherySponsors:Vanta

My Very Personal Guidance and Strategies to Protect Network Edge Devices A quick summary to help you secure edge devices. This may be a bit opinionated, but these are the strategies that I find work and are actionable. https://isc.sans.edu/diary/My%20Very%20Personal%20Guidance%20and%20Strategies%20to%20Protect%20Network%20Edge%20Devices/31660 PostgreSQL SQL Injection A followup to yesterday's segment about the PostgreSQL vulnerability. Rapid7 released a Metasploit module to exploit the vulnerability. https://github.com/rapid7/metasploit-framework/pull/19877 Ivanti Connect Secure Exploited The Japanese CERT observed exploitation of January's Connect Secure vulnerability https://blogs.jpcert.or.jp/ja/2025/02/spawnchimera.html WinZip Vulnerability WinZip patched a buffer overflow vulenrability that may be triggered by malicious 7Z files https://www.zerodayinitiative.com/advisories/ZDI-25-047/ Xerox Printer Patch Xerox patched two vulnerabililites in its enterprise multifunction printers that may be exploited for lateral movement. https://securitydocs.business.xerox.com/wp-content/uploads/2025/02/Xerox-Security-Bulletin-XRX25-003-for-Xerox-VersaLinkPhaser-and-WorkCentre.pdf

This week, I sit down with someone who's had an enormous impact on my life—my mom, Ann Brooks. She's built an exceptional career spanning nearly 40 years in sales, leadership, and entrepreneurship, working for Xerox, Haworth, and Allstate before becoming a financial advisor. As the primary breadwinner for our family, she's learned what it takes to manage high-performing teams, create scalable systems, and lead with integrity. Beyond business, this conversation is personal. My mom taught me some of the most valuable lessons I use every day—how to build teams, how to sell in a way that feels good for everyone, and how to lead with character. If you've ever wondered where my mindset on work and leadership comes from, this episode is a window into that foundation. Whether you call her Ann or Mom, I think you'll learn something from her story. Let's get to it! In this episode: (00:00) - Intro (03:29) - How Ann became a Georgia Bulldogs fan (08:49) - Growing up in Georgia (10:26) - Family dynamics and sports (15:47) - Cultural heritage and identity (22:25) - On working very early in life (23:49) - Key learnings from Ann's early career (25:11) - The value of hard work early in life (28:46) - How Ann ended up working at Xerox (32:46) - Cultural identity as an immigrant  (41:30) - The hard truth about sales (43:13) - How Ann and her husband met and the importance of their partnership (46:52) - The transition to Hayworth (48:47) - Managing teams and building relationships (52:58) - Balancing family and career (57:44) - Navigating a male-dominated industry (01:03:41) - Ann's philosophy on bringing a team together  (01:08:09) - On standards of excellence (01:16:05) - Evaluating the real cost of opportunities (01:19:48) - Embracing entrepreneurship (01:21:56) - The first day at the new agency  (01:24:09) - How Ann changed the trajectory of her business (01:27:47) - Selling the business (01:35:55) - Working on a business vs working in the business (01:38:46) - What drew Ann to the financial industry (01:42:58) - Where excellence and joy meet (01:44:55) - Ann's beautiful future (01:46:28) - Who Ann is becoming Get full show notes and links at https://GoodWorkShow.com. Watch the episode on YouTube: https://www.youtube.com/@barrettabrooks.

Learning and development is a key lever for CHROs to deliver strategic impact, but it can be a challenge to keep pace with workforce needs. As technology innovation impacts both critical skills and learning delivery, CHROs must evaluate the effectiveness of their learning initiatives and foster an environment of learning. Bala Sathyanarayanan, CHRO at Greif, joins the Talent Angle Podcast to share insights on how HR can build a learning culture. He explains why continuous learning is a necessity in today's world of work, and shares how HR can drive business strategy by tapping into employees' desire to grow. Bala V. Sathyanarayanan serves as the executive vice president and chief human resources officer at Greif. Before Greif, Bala held global leadership roles at Xerox, Hewlett Packard Enterprise, Coca-Cola and United Technologies. Bala earned a Bachelor of Science degree in electronics engineering and a Master of Business Administration (MBA) degree from the University of Madras in Chennai, India. He also holds a master's in human resources management from Rutgers University and graduated from the Advanced Management Program at Harvard Business School. Peter Aykens is the chief of research for Gartner's HR practice. Aykens is responsible for building and leading research teams within the practice to address clients' key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor's degree in political science from St. Olaf College, a master's degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth), and a master's degree and a doctorate in political science from Brown University.

May 19-25, 1979   This week Ken welcomes comedian and old buddy Allen Strickland Williams to the show.   Ken and Allen discuss Nick at Nite, Laverse and Shirley, Barney Miller, what kids watch now, Perfect Strangers, Doral II, no tar = small junk, Pall Mall decisions, disco and pyschotic breaks, Fresh sexy t-shirts, AYDS, PBS funding, Mr. Rogers, Jimmy Carter's press secretary's thoughts on Reagan, Dick Cavett, Ed McMahon, Carson, The Amazing Randi, Rubes, miracle secrets for your less attractive wife, El Producto Cigars, CHiPs, Evil Evel Kinevel, Ghost Rider, Ralph Bakshi's The Hobbit sponsored by Xerox, Cool World, faking it til you makin it, Glenn Supper, prog rock, The New Riders of the Purple Sage, Don Kirshner's Rock Concert, The Brothers Johnson, Ruth Buzzy on Wayne Newston's having a good time, Guiness Book of World Records, the most women kissed in an 8 hour period, the debut of This Old House, Scared Straight, Oscar Winners, The Golden Age of Variety Shows, Quiz Show, Joker's Wild, A Vacation In Hell, Maureen McCormick, After the Bomb, documentaries on Human Sexuality, Benny Hill Street Blues, In Search of..., Gary Marshall, Lenny and the Squigtones, Ralph Nader, when Tongues Start Wagging, Friends of Eddie Coyle, Dinah Shore, the Beegees parents, That's Incredible!, Real People, Vega$, "Dan Tanna", Barney Miller's terrible font, failed pilots, being terrified of Alan King, loving Robert Mitchum, Gallagher, Bridgetown Comedy Festival, The Rockford Files, drag races with James Garner, Candlepins for Cash, Candlepin Bowling, Eric Estrada: Aztec God, creepy K-Mart ads, not getting the joke "This Beats Flying", and creepy sexy ads. 

In this episode, my guest is Dr. Bernardo Huberman, Ph.D., a research physicist, expert on quantum networks, and vice president of CableLabs' Next-Gen Systems. We discuss his journey into science, beginning in South America, how a curiosity about physics led him to the United States, and how his hunger for studying novel problems guided him into fields like physics, computer science, biology, economics, and, most recently, quantum computing. He explains relativity theory, chaos theory, fractals, and quantum internet in terms anyone can understand. We explore how curiosity has continually guided his decisions about what to study and how to live, and how researching hard, even abstract, problems can serve as a model for staying grounded and enjoying everyday life. We also discuss meditation, spirituality, and why continually asking questions about how the world is organized can bring about an immense and lasting sense of meaning and joy. Read the full show notes at hubermanlab.com. Pre-order Andrew's new book, Protocols at protocolsbook.com. Thank you to our sponsors AG1: https://drinkag1.com/huberman Helix Sleep: https://helixsleep.com/huberman BetterHelp: https://betterhelp.com/huberman LMNT: https://drinklmnt.com/huberman ExpressVPN: https://expressvpn.com/huberman Mateína: https://drinkmateina.com/huberman More Huberman Lab Huberman Lab Premium: https://go.hubermanlab.com/premium Huberman Lab Shop: https://go.hubermanlab.com/merch Timestamps 00:00:00 Dr. Bernardo Huberman 00:02:13 Sponsors: Helix Sleep & BetterHelp 00:05:08 Early School, Science Interest, Argentina; Soccer 00:12:29 Physics, Childhood Teacher, Family 00:20:48 Music; Dictatorship; Humanistic Education 00:29:09 Sponsor: AG1 00:30:40 US Graduate School 00:39:27 Counterculture, Peer Pressure; Graduation, Job Search 00:49:19 Xerox, Personal Computers; Risk-Takers, Tachyon 00:54:49 Sponsors: LMNT & ExpressVPN 00:57:33 Relativity Theory, Quantum Mechanics 01:05:53 Chaos Theory, Fractals, Butterfly Effect 01:17:21 Scientists, Positive Contributions & Flaws 01:26:19 Sponsor: Mateína 01:27:45 Enjoyment of Life, Meditation; Goal Pursuit 01:35:44 Changing Fields, Computers 01:43:24 Mentors, Students; Restlessness, Curiosity 01:47:41 Industry, Academia, Graduate Degrees 01:54:02 Podcast, Interviewing; Mistakes, Working with Others 02:05:48 Quantum Internet, Unbreakable Code 02:09:48 Physics & Neuroscience; AI 02:15:06 Analog vs. Digital Life, Thinking about Future 02:20:10 Worry, Meditation 02:24:22 Beliefs, God; Spiritual Experiences, Randomness 02:33:53 Thinking about Past; Nostalgia 02:39:19 Politically Incorrect; Libertarians; Cryogenics; Enjoying Life 02:46:30 Joyful; Pushing to Limits; Worry & Enjoyment, Living with Elegance 02:55:57 Etiquette, Clothing 03:04:11 Retirement, Money, Travel 03:12:00 Future Plans; Joyful Life 03:13:33 Zero-Cost Support, YouTube, Spotify & Apple Follow & Reviews, Sponsors, YouTube Feedback, Protocols Book, Social Media, Neural Network Newsletter Disclaimer & Disclosures