Management Blueprint | Steve Preda

Steve Preda

Interviews with CEOs and Entrepreneurs about the frameworks they are using to build and scale their businesses.

  1. 4D AGO

    319: 3 Ways to Exit Your Business with Tim Martinez

    https://youtu.be/ecq40Pnldrw Tim Martinez, Value Creation, Strategic, and Exit & Succession Planning Advisor—also known as “The Inside Man”—is on a mission to empower entrepreneurs and make the world a better place with his philosophy of “No entrepreneur left behind.”  In this episode, Tim shares how he evolved from starting small businesses as a teenager to advising founders on high-stakes growth and exit decisions. We explore Tim’s 3 Exits Framework, which breaks exit planning into three critical phases: Mental Exit (separating identity from the business), Role Exit (building leadership and succession so the business can run without the owner), and Technical Exit (valuation, deal structure, and the formal sale process). Tim also explains why AI is accelerating business disruption, why minimalism is a competitive advantage, and what keeps so many businesses stuck at the $3M revenue ceiling. — 3 Ways to Exit Your Business with Tim Martinez Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group. And I have as my guest today Tim Martinez, who is a Value Creation, Strategic, and Exit & Succession Planning Advisor, also known as “The Inside Man.” Tim also has a successful Substack with lots of followers, which has a similar title, Inside Man. He’s also built his own ChatGPT API, so he’s running with the times. Tim, welcome to the show.  Thanks, Steve. Great to be here.  Finally, we have someone who is ahead of the curve on AI and the technological evolution that’s part of this new industry revolution. So let’s start with my favorite question. What is your personal ‘Why’ and how are you manifesting it in your practice and in your business?  Yeah. My personal ‘Why’ is to make the world a better place and to empower entrepreneurs. “No entrepreneur left behind” has kind of been my motto. Since I was a kid—I started businesses very young, like 15 or 16—people would ask me, “How are you doing this?” And I would help however I could. And it was just always felt really good to help my fellow entrepreneurs, whether I was helping them in a small way or a big way. And there's nothing better than seeing some of the advice you're able to give someone actually get implemented. Share on X Then you see them go, “Wow, oh my gosh, this is great.” And again, sometimes it’s small, sometimes it’s big. But I believe entrepreneurs rule the world, and I do my part every day—whether it’s writing my Substack, jumping on podcasts, or writing books. I’m always here just to share what I’ve learned, because I think that’s what makes the world go round.  Well, you have a boundless energy, because you are writing books, you are writing your blog, you are doing these podcasts. Then you also have to gather the information, right? You have to work with clients—otherwise there’s no raw material. That is very impressive. So what took you to this point? How did you evolve? I mean, you started at 15, but surely you were not coaching or consulting people at 15.  Yeah, so I probably spent about 10 years just starting small businesses. I had the lemonade stand, then a coffee business and a silk-screen business. I had a DJ business, a retail store, a marketing and advertising agency, a small one, but I was able to sell it. And I got lucky and sold a couple of these small businesses. I built websites, built apps—I mean, anything you can do to make a buck. I was just kind of hustling and figuring it out on my own. And at a certain point in time, maybe like 10 years later, someone asked me to help them write their business plan. It was the first time I thought, “Huh, someone wants to pay me to help them write a business plan. That sounds interesting.” Okay. And I had written all of my own business plans for 10 years. I used to go to SCORE—the Senior Corps of Retired Executives, a division of the SBA—and they would consult for free. They still do, by the way. And I always said my long-term goal was to be an old advisor at SCORE, because they helped me so much when I was a kid. Share on X So I charged money for my first business plan. That person was able to raise money from their uncle. Then they said, “Well, hey, we got this money. What do we do now?” So I said, “Well, I think I can charge you. I think this is called consulting. Maybe I’ll just charge you to help execute your business plan.” It was a small business, and I went to Barnes & Noble and bought a book that was like this big—How to Start a Consulting Business. I just sat there and highlighted the whole thing. It had CD-ROM forms in the back. I knew nothing about consulting. And probably for the next handful of years, I just focused on writing business plans and helping people. That’s kind of what got me into consulting and working with bigger businesses. It really started with business plans and small businesses. Share on X   Yeah. I mean, business plans are great because you are envisioning the future of the business, crunching the numbers—what’s going to happen with your top line, bottom line, costs, overhead, margins—and essentially it helps you visualize the skeleton of the business. Then you can put the meat on the bone, kind of thing.  Yeah. And I had worked on hundreds of business plans, and  pitch decks, financial models, and market research. That documentation aspect of a business, I had spent a good, let’s say, 10 years working very heavily with clients as an analyst in consulting firms. And that’s really what got me into the game and got me into bigger and bigger businesses, because I got very good at doing that with no formal training—and we didn’t really have what the internet is today. I remember going to the downtown library in Los Angeles, finding articles, and taking scanned copies of them. That’s how we did our market research. And business plans used to be like a dictionary. The SBA would require business plans to meet all these requirements, so we ended up with huge business plans. Now people want a one-pager, maybe a 10-slide deck, and call it a day. Where I got my chops was from understanding every imaginable nuance of every business in all verticals. I worked around the world with businesses, and I guess I was in the right place at the right time for it. Share on X   Yeah, that’s very humble. So one of the things that you do is you help people prepare for exit, and you came up with this framework called The 3 Exits Framework. I thought it was fascinating to think about exits from different perspectives and to have different mental models for them. How did you come up with this, and can you explain to the audience what it looks like, how it works, and how it helps entrepreneurs? Yeah. And it’s important to note that I started my career starting businesses, helping people get the start. And as I got older, the businesses I worked with were also getting older. And as I got a little more gray hair and a few more wrinkles, people would take me more seriously at the later stages of the business, when they maybe wouldn’t take me so seriously when I was in my early twenties. So my business had evolved from starting to growing and then eventually to exiting, and that’s where most of my clients are now. What I’ve discovered is most people enter the exit planning conversation at the very end, asking, “What is my business worth? Who wants to buy it?” Needing a business valuation is the most common first question: “Whoa, what’s it worth?” But after working with a handful of companies through this whole exit process, you start to realize that there’s far more than just the numbers. The 3 Exits Framework says there are three exits that need to occur before you’re out and on your yacht, sailing into the sunset. Share on X The first exit is the mental exit, which we can talk about at length. It’s your role—your identity in the business. Who am I if I’m not the CEO? What am I going to do with my time if I’m not running this business? Who am I if people can’t come to me with their every burning question? It’s this piece, it’s so important. And a lot of people don’t want to give up control. They don’t even know they’re control freaks, which I’ll call them for lack of a better term. But they don’t even know that they are that. You have to help them through that.  The second exit is really your role exit, because eventually someone needs to run this business in your absence. The whole tenant of selling a business is that you’re not going to be in it. You might have earnouts or some transitional involvement, but eventually, you will not run this business. So you have to replicate yourself. Most people say, “I’ve tried, but it hasn’t worked.” Well, you know what? Now’s the time for this to work. It’s time to build SOPs, standards of excellence, and get someone who could be better than you ever were in that seat. So that role exit is a big part, and that would be true succession. The other part of that is it’s not just the CEO or the owner. A lot of times it’s them and they’re number one, or they’re number two, or number three, because in many cases those people also have equity and ownership in the companies in some cases. So we need to get succession in line for multiple roles.  And then the third exit is your technical exit. It’s the one piece everyone feels like they start with that is your valuation, getting your documentation together, running a formal auction process, making sure that you’re looking at multiple buyers, whether strategic or financial. And just running a very thorough, formal process that’s going to get you the highest valuation possible. And structuring a deal that there’s going to be a little bit of give and take. Most deals die because of misaligned expectations. And they’re usually misaligned expectations on that final exit. So

    31 min
  2. FEB 2

    318: Take 5 Steps to Satisfy Customers with Josh McMahon

    https://youtu.be/knpxJ7KATsU Joshua McMahon, President of McMahon Custom Homes and a business coach, is driven by a purpose he discovered the hard way: money wasn’t his ‘Why.’ His real ‘Why’ is lifting others—helping people find clarity around their purpose, unlock their potential, and gain traction toward it. We explore Josh’s journey from C-suite construction leadership and integrator roles to building his own company as an “evolved visionary.” Josh shares his Satisfaction Pyramid, explaining how customer experience is created upstream through brand awareness, team support, trade partner support, and training, which together produce the outcome every builder (and business) is chasing: customer satisfaction. Along the way, he breaks down why the construction industry struggles with talent, how coaching becomes a competitive advantage, and why McMahon Custom Homes wins through transparency, collaboration, and guiding clients to align budget with what truly matters. — Take 5 Steps to Satisfy Customers with Josh McMahon Good day, dear listeners. Steve Preda here, the Founder of the Summit OS group and the host of Management Blueprint. And my guest today is Joshua McMahon, the president of McMahon Custom Homes and a business coach. Although I don’t know how much time you have for that these days, josh. Welcome to the show.  Yeah, thanks for having me, Steve. We go a long way back, so it’s an honor to be a business owner and now be on your show.  Well, yeah, you are a business owner. In your previous, recent life, you was an integrator, a COO of a business. So you’ve been running construction businesses and have been C-level in other construction businesses, where we also collaborated. So we have been tracking each other’s journey, for sure. So, Josh, let’s start with my favorite question. What is your personal ‘Why’, and how are you manifesting it in your business?  Yeah. I think this is always a great question. And the real truth of this question, Steve, is that I didn’t know what it was for so long. I thought my personal ‘Why’ was just to make more money. And every time I made more money, I was just more miserable. I was never happy. So my ‘Why’ was never money. I really think my ‘Why’ is all about lifting others. And what I mean by that is I have this ability to extract other people's 'Why' and their purpose from them, help them better see that, get clarity around it and then help them get traction to go attack that 'Why'. Share on X And that’s really my ‘Why’, is to help other, lift other people to really achieve their greatness. So I get a lot of energy and joy from boosting others, and watching that untapped potential really take off.  That is fabulous. And I can see that, as a business coach, that’s really very appealing to people when you can do that. How does it manifest in your construction business? You have these Custom Homes construction business, how does that help you there?  And this is where it was really born. So in the C-suite and as I grew in my business, the one part that you have to do is you have to know how to recruit. At least, I had to know how to recruit. And in order to recruit, you have to find the right talent at the right price. And what I was really looking for was that potential. I was looking for the right attitude—the right hunger. I was looking for those right pieces that I could make you a construction individual. I could make you a great construction manager, but I couldn’t fix those other things. And so when I could tap into that and take and help somebody see the vision of what I could do and what our company could help you do in your career, that’s where I was able to really take and 10X my recruiting ability, but also to really tap into that untapped talent that’s out there. Because, Steve, we have a hard time finding talent in the construction industry. Well, the talent’s out there. What’s making it hard is that we don’t recognize that talent, and we’re saying, you’ve got to be this perfect candidate. You’ve got to fit all these marks. You’ve got to check all the boxes.And I’m saying, no. I just need you to check a few boxes. I’m going to help you see how you can really fit into this organization and how we can help you thrive. So that's where my ability to see that in them, help them see that in themselves, and then help them tie it to our vision as a company. That's where it really gets a lot of fun. Share on X Yeah. It’s so interesting that it’s not just about doing the job, but it’s about being emotionally invested in doing the job. And how do you get your people emotionally invested? You have to find the motivation that they have inherently that you can tap into, and then you have to make your business attractive so that it inspires them, so that they feel excited to work with you there. That’s exactly what you’re trying to do. It’s like you’re not trying to fool anybody on anything, but to think people just get excited to come do work, or just do the job, or just collect the paycheck. If that’s your motivation, that’s the type of candidate you’re going to get. Then what type of culture do you have? So if you flip that and you say, “Hey, we want to help you  transform who you are, transform your career for the better, and it’s going to help us get to our vision. Well, Steve, that sounds like a win-win scenario to me. And that’s a really appealing piece. And that’s a thriving culture.  Yeah, culture eats strategy for breakfast, as Peter Drucker said. And especially in the age of AI, it’s probably even more important, isn’t it, that you have a great culture, because AI can copy everything, but it won’t be able to copy your culture.  No, that’s exactly right. I think AI is a great tool. It’s really going to help us magnify and improve our businesses. But if your culture is broken, AI is just going to magnify the brokenness of your culture, and then AI’s going to tell your people how to go find another job. That is probably true. I haven’t thought about that. So you developed this framework, we are a podcast of frameworks. I’m always looking for the framework and and you talked about this Satisfaction Pyramid framework. Yeah. Is this also something that helps create that culture? Tell me a little bit about this pyramid and how did you come up with it and what does it do?  Yeah, it’s an interesting thing, right? So you understand Maslow’s hierarchy of needs. These are the things you need for survival and for happiness. And I’ve said, look, in home building, we’ve always talked about customer experience and customer satisfaction. We want people to be happy. And I’m saying, well, I don’t know what that means. I don’t know—if I hit my schedule, if I hit my budget, if I do everything on time, but they’re still not happy—so what exactly am I missing? What’s the missing link?  And kind of tying the hierarchy of needs to this triangle of customer satisfaction or happiness, I found that there are some really key fundamental pieces that we’ve got to lock into place to really get to the customer satisfaction and customer experience that we’re seeking. For me, I think brand awareness is first. If your brand awareness is out there and it's really strong, people are going to gravitate towards it organically. Share on X That’s going to decrease your SEO spend, you decrease your marketing, decrease your turnover for people, because people want to be part of that. The interesting story on brands — and I don’t know how true it is, I meant to look it up before this — but I saw something on social media about Tommy Hilfiger. And before he launched his clothing brand, he didn’t have anything, but his brand was so far out in front of himself that people thought this was this great designer, and he hadn’t designed anything. And it was all tied to that piece of brand. So if your brand is strong enough, you can do incredible things. So I think brand is super important.  Yeah. Let me just interject here. So probably 20 years ago, I was working with a company, and it was actually in the construction space. It was in the environmental construction space. And this company had an amazing brand. So the founder was a great thought leader, and he was blogging and talking in forums. And I really thought that this company’s got to be a $50 million company. I mean, they’re so powerful. And then they invited me to their board as a board member. I said, “Wow, this is such an honor.” This big company. And it turned out it was just a $5 million company. But the brand was so powerful that they looked much bigger.  Yeah. And that statement, that’s an appealing thing. So if you think of yourself as a high level achiever, an A-player, and you are gravitating to that brand, that’s what it’s going to do. You're going to bring in the right people, and then if you've got the right culture and the right other pieces, you're going to stick around with that company. Share on X So a $5 million company can look like a $50 million company and be really attractive to people that are interested in that type of world. Yeah. Super important. Love that story. The second thing for me is team support. This is where I really saw in my career as I grew. I can tell you, my first construction job at the construction management level, my VP of construction told me, and this is 20 plus years ago, I haven’t forgotten it — he said, “My leadership style is to give you just enough rope to hang yourself.” And to this day, I have no idea what the heck that means. But what he did show me was he wasn’t going to support me. He wasn’t going to encourage me. He wasn’t going to help me grow. He was basically going to let me swim in the deep end. And if I made it, great. And if I didn’t, no problem — there’s an

    31 min
  3. JAN 26

    317–Turn Your Expertise Into Software with Jason W. Johnson

    https://www.youtube.com/watch?v=-Bhn1i4PK3o Jason William Johnson, PhD, Founder of SoundStrategies, is driven by two lifelong passions: creating and teaching. Through SoundStrategies, Jason designs AI-powered learning experiences and intelligent coaching systems that blend music, gamification, and experiential learning to drive real skill development and engagement for enterprises and entrepreneur support organizations. We explore Jason’s journey as a musician, educator, and business coach, and how he fused those disciplines into an AI-first company. Jason shares his AI for Deep Experts Framework, showing how subject-matter experts can identify an industry pain point, envision a solution, brainstorm with AI, leverage AI tools to build it, and go after high-value impact—turning deep expertise into scalable products and platforms without needing to be technical. He also explains how AI accelerates research and product design, how “vibe coding” enables rapid MVP development, and why focusing on high-value B2B impact creates faster traction with less complexity. — Turn Your Expertise Into Software with Jason W. Johnson Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group, developing the Summit OS Business Operating System. And my guest today is Jason William Johnson, PhD, the Founder of SoundStrategies. His team designs AI-powered learning experiences and deploys intelligent coaching systems for enterprises and entrepreneur support organizations blending music, gamification, and experiential learning to drive real skill development and engagement. Jason, welcome to the show.  Thanks for having me, Steve.  I’m excited to have you and to learn about how you blend music and learning and all that together. But to start with, I’d like to ask you my favorite question. What is your personal ‘Why’ and how are you manifesting it in your business?  I would say my personal ‘Why’ is creating and teaching. Those are my two passions. So when I was younger, I was always a creative. I did music, writing, and a variety of other things. So I was always been passionate about creating, but I’ve also been passionate about teaching. I’ve been informally a teacher for my entire adult life—coaching, training. I’ve also been an actual professor. So through  SoundStrategist, I’m kind of combining those two passions: the passion for teaching and imparting wisdom, along with the passion for creating through music, AI-powered experiences, gamification, and all of those different things. So I'm really in my happy place. Share on X   Yeah, sounds like it. It sounds like you’re very excited talking about this. So this is quite an unusual type of business, and I wonder how do you stumbled upon this kind of combination, this portfolio of activities and put them all into a business. How did that come about? So Liam Neeson says, “I have a unique combination of skills,” like in Taken. I guess that’s kind of how I came up with SoundStrategist. I’ve pretty much been in music forever. I’ve been a musician, songwriter, producer, and rapper since I was a child. My father was a musician, so it was kind of like a genetic skill that I kind of adopted and was cultivated at an early age. So I was always passionate about music. Then got older, grew up, got into business, and really became passionate about training and educating. So I pretty much started off running entrepreneurship centers. My whole career has been in small business and economic development. SoundStrategist was a happy marriage of the two when I realized, oh, I can actually use rap to teach entrepreneurship, to teach leadership skills, and now to teach AI and a variety of other things. Share on X So pretty much it was just that fusion of things. And then when we launched the company, it was around the time ChatGPT came out. So we really wanted to make sure we were building it to be AI-first. At first, we were just using AI in our business operations, but then we started experimenting  with it for client work—like integrating AI-powered coaches in some of the training programs we were running and things like that. And that really proved to be really valuable, because one of the things I learned when I was running programs throughout my career was you always wanted to have the learning side and the coaching side. Because the learning side generalizes the knowledge for everybody and kind of level-sets everybody. Share on X But everybody’s business, or everybody’s situation, is extremely unique, so you need to have that personalized support and assistance. And when we were running programs in the entrepreneurship centers I were running and things like that, we would always have human coaches. AI enabled us to kind of scale coaching for some of the programs we’re building at SoundStrategist through AI. So with me having been a business coach for over 15 years, I knew how to train the AI chatbots. It started off as simple chatbots, and now it’s evolved into full agents that use voice and all those other capabilities. But it really started as, let’s put some chatbots into some of our courses and some of our programs to kind of reinforce the learning, personalize it, and then it just developed from there. Okay, so there’s a lot in there, and I’d like to unpack some of it. When you say use rap to teach, I’m thinking about rap is kind of a form of poetry. So how do you use poetry, or how do you use rap to teach people? Is it more catchy if it is delivered in the form of a rap song? How does it work? So you kind of want to make it catchy. Our philosophy is this: when you listen to it, it should sound like a good song. Share on X Because there’s this real risk of it sounding corny if it’s done wrong, right? So we always focus on creating good music first and foremost when we’re creating a music-based lesson. So it should be a good song. It should be something you hear and think, oh, between the chorus and the music, this actually sounds good. But then, the value of music is that once you learn the song, you learn the concept, right? Because once you memorize the song, you memorize the lyrics, which means you memorize the concept. One of the things we also make sure to do is introduce concepts. The best way I could describe this is this, and this might be funny, but I grew up in the nineties, and a lot of rappers talked about selling dr*gs and things like that. I never sold dr*gs in my life. But just by listening to rap music and hearing them introduce those concepts, if I ever decided to go bad, I would have a working theory, right? So the same thing with entrepreneurship, and the same thing with business principles. You can create songs that introduce the concepts in a way where if a person's never done it, they’re introduced to the vocabulary. Share on X They’re introduced to the lived experiences. They’re introduced to the core principles. And then they can take that, and then they can go apply it and have a working theory on how to execute in their business. So that’s kind of the philosophy that we took, let’s make it memorable music, but also introduce key vocabulary. Let’s introduce lived experiences. Let’s introduce key concepts so that when people are done listening to the song, they memorize it, they embody it, and they connect with it. Now they have a working theory for whatever the song is about.  And are you using AI to actually write the song?  No, we’re not. That’s one of the things we haven’t really integrated on the AI front, because the AI is not good enough to take what’s exactly in my head and turn it into a song. It’s good for somebody who doesn’t have any songwriting capability or musical capability to create something that’s cool. But as a musician, as somebody who writes, you have a vision in your head on how something should sound sonically, and the AI is not good enough to take what’s in my head and put it into a song. Now, what we are using are some of the AI tools like Suno for background music. So at first, we used that to create all our background music for our courses from scratch. We are using some of the AI to help with some of the background music and everything and all of that so that we can have original stuff Share on X as opposed to having to use licensed music from places like Epidemic Sound. So we are using it for like the background music. But for the actual music-based lessons, we’re still doing those old school.  Okay, that’s pretty good. We are going to dive in a little bit deeper here, but before we go there, I’d like to talk about the framework that you’re bringing to the show. I think we called it the AI for Deep Experts Framework. That’s the working title right now, but yeah, we’re still finalizing it. But that’s the working title. Yeah.  But the idea—at least the way I’m understanding it—is that if someone has deep domain expertise, AI can be a real accelerator and amplifier of that expertise. Yep.  So people who are listening to this and they have domain expertise and they want to do AI so that they can deliver it to more people, reach more people, create more value, what is the framework? What is the five-step framework to get them there?  Number one: provided that you have deep expertise, you should be able to identify a core pain point in your respective industry that needs solving. Share on X Maybe it’s something that, throughout your career, you wanted to solve, but you weren’t able to get the resources allocated to get it done in your job. Or maybe it required some technical talent and you weren’t a developer, or whatever, right? But you should be able to identify what’s the pain point, a sticking pain point that needs to be solved—and if it’s solved, it could really create value for customers. That’s just old-school opportunity recognition. Number

    29 min
  4. JAN 12

    316: Improve Traffic Quality by 25% Overnight with Rich Kahn

    https://youtu.be/FC5v2Z3-Lx8 Rich Kahn, CEO and Co-Founder of Anura, is driven by a mission to help businesses grow by eliminating digital ad fraud that silently siphons marketing budgets. A lifelong entrepreneur and developer, Rich is passionate about ensuring that advertising dollars reach real users—not bots, malware, or human fraud. We explore Rich’s journey from launching an early digital advertising platform to uncovering widespread fraud that threatened his own business—and how building an internal solution eventually led to Anura. Rich breaks down his Ad Optimization Framework—Minimize Fraud, Optimize Conversion, Refresh Content—and explains why fraud must be addressed before any meaningful optimization can occur. He also shares how ad fraud impacts ROI, why lifetime value matters more than cost-per-click, and the conviction required to build and scale a SaaS company in a crowded market. — Improve Traffic Quality by 25% Overnight with Rich Kahn Good day, dear listeners. My name is Steve Preda, the Founder of the Summit OS Group, and the creator of the Summit OS Business Operating System. And today, my guest isa Rich Kahn, the CEO and Co-founder of Anura, an ad fraud solution that monitors traffic to identify real users versus bots, malware, and human fraud. Rich, welcome to the show.  Thanks for having me today.   Well, it’s super interesting business you have and the entrepreneurial journey. So let’s start with my favorite question. What is your personal ‘Why’, and how are you manifesting it in Anura?  My personal ‘Why’ has always been to help people. Fraud is a huge problem. And it’s no longer a question of if you have fraud, it’s a question of how much fraud you have. And I’m watching people spend millions and millions of dollars on digital marketing and getting it siphoned out by fraudsters with bogus traffic. So the ‘Why’ is that, in all the businesses that I’ve done, I’ve wanted to help people grow their business. I want to help people grow their staff. I wanted to help people grow, just in general. Share on X And in this case, with the Anura, I’m able to help them identify, wasted spend, eliminate that so they can grow their marketing campaigns and grow their company. And if they grow their company, then they have to grow their staff, and it’s a good thing for everybody. Yeah, definitely. And until we talked, I was not aware that fraud is rampant, especially in ad spend. It didn’t occur to me. And I kind of wonder why this is happening. But tell me how you found this problem, and why do you want to solve this, and how did you get to this point to launch a company about it?  Well, in 2003, my wife and I launched a digital marketing firm. Think of Google, but really small. So it’s text-based ads you can target by keyword, bid price, geography, audience, like it had all these targeting criteria. We launched it in 2003. By 2004, we had a nice, stable list of clients, but we started getting some complaints about the traffic quality. Something wasn’t right. And I’m a developer, so I started looking at the code and realizing, looking at all the analytics and the data, and realized that it was bad traffic, it was fraudulent traffic. So I figured, you know what? I don't want to solve fraud. I want to go out, buy a fraud solution, bolt it onto my platform, and just continue doing my business. Share on X Kind of like buying McAfee for your laptop. You just buy and let it scan and do its thing. But in 2004, it didn’t exist any fraud solutions. In fact, the first commercial available fraud solution didn’t start selling until 2008 or ’09. So I was a developer, and I said, we’re going to lose our business if I don’t do something. So I figured it out I’d build it myself, and we did. I wrote the software. It worked great. We had to continue evolving it as fraud evolved. And it got to the point where we started having clients ask—if not beg—to use our software outside of our network. And that’s when we kind of got the idea that this might be a good tool to sell by itself, as opposed to baked into our platform. And that’s where we launched it, in 2017. We ended up launching a Anura as a standalone solution.  Wow. I mean, it’s definitely, if this is a big problem, it’s going to affect everyone who advertises. So it could be hundreds of millions of people. How can someone even make money with fraudulent traffic? How does it help them to make money?   Well, what happens is internet advertising fraud is not illegal. There’s no law that says you can’t do it. So if you do find somebody that’s doing it, it’s really difficult to prosecute them in the U.S. But a lot of it happens overseas, so it’s even worse. There’s a lot of countries that allow all kinds of stuff. So basically, what we focus on is that their job is to try to make money. And I read an article one time from another company that was doing stats on fraud detection. They said the average fraudster—and this is why they do it—makes $5 million a year. But how?  There’s a lot of different ways. It depends if they’re buying from Google, Facebook, DSPs, or affiliate marketing. But I’ll give you a simple example. One example, which is affiliate marketing. A lot of companies use affiliate marketing. I think it’s a $20 or $30 billion industry at this point. It’s a big market. So what happens is, right now, you or I can go to Amazon and sign up for their affiliate program, and every time we send them a new client, they’ll give us 5% of what they spend. So I’m getting paid on the spend, right? So what if I sent fake users there? I’m not going to get paid for anything because they’re not spending money. But what if I’m the fraudster? I use stolen credit cards to make those purchases. So if the purchase gets made and shipped, I get 5%. Affiliates usually get paid net 7. So I get paid net 7, somewhere across that month, maybe the next month, the person whose credit card was stolen says, “Hey, wait a second, I recognize charges that don’t belong to me.” And then the investigation starts and takes months before it comes back to Amazon and says, “Oh, you shipped out a product to a fraudulent credit card. You’re not getting paid for this. We’re taking the money back.” But by then, they’ve already shipped the product, so they’re out the hard cost of the product. They’ve already paid out the affiliate. The affiliate has already been paid. The affiliate can continue to do that for weeks, knowing that it’s going to take months for them to get caught. Once they get caught, they just set up another account. And what they’re doing is making those affiliate margins. So if they spend a hundred dollars, they make five. If they create dozens and dozens of accounts, you can quickly see how they can make a lot of money in a short period of time. That’s just one example.  Yeah. That’s very interesting. Very interesting. So, okay, that’s really cool. So you basically help people not have the fake traffic. So whatever traffic they have, it’s real. So they pay real prices for real value. That’s got to be a significant improvement in advertising efficiency. What is the kind of improvement that you see on average happening for people?  On average, it’s 25% improvement. So 25% of the marketing dollars that they’re spending is fraudulent. Now, if they buy from like Google and Facebook, it’s probably around 10%—they’re on the lower side. If you buy from the programmatic space, like The Trade Desk and things like that, it’s upwards of 50%, and then everything else falls in between. All the digital types of marketing. If you’re doing influencer advertising, if you’re doing affiliate advertising, each one has different levels of fraud that we’ve found. But on the high side is programmatic, and on the low side is probably search and social.   Okay, so this seems like a big part of optimizing an ad, and making it perform better. So what I’d like you to share with us—and we’d talked about this in the pre-call is that you have a framework for generally optimizing digital ads. So what would that look like? And one element is fraud, but what are the other elements, and how do you go about optimizing your advertisement?  Sure. Like the heaviest hitter, in my opinion, is fraud. So you start with fraud, you look at where fraud is, and you minimize that, right? The next thing you want to focus on is conversion value. Every campaign has some level of conversion. It could be as simple as a click. It could be as simple as watching a video. It could be purchasing a product. It could be generating a lead for, let’s say, Hey, save money on my car insurance, and you fill out a lead. So what you want to do is look at where that conversion takes place. First off, you want to analyze the conversions because not all conversions are real conversions. You’ll get conversions like credit cards, fake credit cards being used, or fake information being used in fill in forms, and that’s where the fraud comes in. Once you eliminate that, now you can rely on the data that you see in your conversion value, and you start optimizing your campaigns around that conversion value. So as long as hey, this source is generating me a 20% conversion, this source is generating me 10%. Guess what? I want to stop spending on the 10%, spend more than the 20% just optimizing for the conversion value. And that's what's going to get your campaign to perform at its highest level. Share on X   So what are ways to optimize conversion beyond the fraud piece? Yeah, so once fraud’s out of the game, we’ve eliminated fraud, it’s really focusing on the data. What source you buy the traffic from, what sources they get the traffic from. Because sometimes you might buy a source of traffic like Google, and it may not come from Google. It may

    26 min
  5. 11/24/2025

    312: Match Your Client’s Intensity with Corinne Gavlinski

    https://youtu.be/jtNEdTVPrwE Corinne Gavlinski, high-impact leadership and team development coach and creator of the Executive Table Read (XTR) method, is on a mission to help leaders improve communication, understand their people, and drive stronger team performance by transforming how leaders read, interpret, and utilize the strengths of their teams.  We explore Corinne’s Executive Table Read framework: table read the script, understand the actors, get how to utilize them, and optimize team performance—a method that helps executives gain clarity, reduce friction, and build alignment inside leadership teams. Corinne shares why many leadership issues stem from misunderstanding roles, how actor awareness reshapes collaboration, and why structured team conversations are essential for building healthy, high-performing executive groups. — Match Your Client’s Intensity with Corinne Gavlinski Good day, dear listeners. Steve Preda here, the Founder and CEO of the Summit OS® Group, and I have as my guest, Corinne Gavlinski today, who is a high-impact leadership and team development coach and the creator of the Executive Table Read, or XTR process.  Corinne, welcome to the show.  Thank you, Steve. Pleasure to be here. Well, it’s exciting to have you here and to learn about your wonderful framework. But first thing first — tell me about your personal “Why,” and what are you doing to manifest it in your practice and business?  Yes, I’d be happy to. If I’m honest, Steve, I’ve enjoyed and led an accomplished career, much like my colleagues, and the clients that I have. And I realized far too late in that great career that I was paying attention to the wrong things. And I wasn’t being intentional about the legacy that I really wanted to leave from a leadership perspective. And that only came on the heels of a pretty big identity jolt, which was losing both of my parents in succession. And so today, I work with leaders who care about their legacy, who care about their people, and have pressures on them to perform that perhaps distract them from that intention. And so I teach that which I, too, had to learn. And I work with executive leaders to do just that.  I like it. This is very noble. So what is your legacy that you are pursuing?  I hope my legacy is that I grew others. And as I said, I’m not sure I did that my whole career. In fact, I’m darn sure I did not. It took me a long time to realize that my own growth would be enhanced and amplified by me allowing others to grow that were on my team. And so if I had to say a legacy that I hope I leave, it’s that I left others with a strong sense of self, that I helped them develop new skills, and that they grew in areas that they hadn’t even dreamed possible, perhaps. Love it. Well, I mean, that’s the beauty of coaching — that if you are able to amplify whatever you learned and pay it forward multiple times, it can have a big impact on people get there 20 years earlier, 30 years earlier, then imagine how much they can achieve in that time.  That’s right.  I love it. That’s great. So tell me about this process that you developed — the Executive Table Read. It sounds like very Hollywoodish.  Yes.  It’s very interesting. What is it?  I put my money where my mouth is. I’m not only a coach, but I hire my own coaches. And this was born out of a working session that I did with one of my coaches, and I was interested in doing something that started with the team. And I wanted to reorient leaders to that focus on their team and not just on the self. Much like a director in a movie or a sitcom might do, they often will get actors around the table to do a table read. And I thought, what a fun play on words if I can get corporate leaders to do a similar exercise whereby they are learning about people around their table in a new way, so that they can understand how to optimize those individuals that are on the team, perform at perhaps a higher level, and agree together what behaviors will make them successful. And so from that was born the Executive Table Read, and it’s a series of activities that, in under 45 days, will arm a leader and his or her team with data, custom analysis, and real performance measures that they can both take on a day one and 90 days later to ensure that they are being accountable to what they said was most important. Yeah, that’s fascinating. So it’s an exercise where, as a leader, you can learn about other people, and then you can get them to commit to goals and to objectives, and then you follow up with them. So is this a repeatable process, or is this a one-off thing?  It takes an evolution. I think there's an initial Executive Table Read, whereby we go through a three-step process of collecting data, analyzing and sharing that data out with the team, determining behaviors that are important Share on X as I say, and then measuring those behaviors. And there’s a roadmap that leader receives to then take action with his or her team. What comes after that is, customarily, some work with that leader one-on-one. It may result in an evolution of working with that team again. It’s kind of the XTR 2.0, if you will. I’ve done work with teams, particularly sales teams, where we’ve taken the initial Executive Table Read and then taken an aspect of that and gone into a second event with them to do some team development around the aspect that they felt was important to go a little deeper on. So it can evolve, but it is meant to be an initial snapshot in its original form that then can be built upon in a custom way.  Yeah, I like it. And I think a lot of leaders and even coaches miss the opportunity to really analyze the personalities that are around the table.  Yeah.  When they start working with them, they can fail to exploit the opportunity to improve them and improve the communication, knowing the different communication styles and approaches between people. And a dysfunctional team is going to be much, much slower to the momentum.  Yes. That’s right. I think leaders do a very good job of understanding how their team members fit into the roles in which they’re assigned, where they may not do as good a job. And I say that because I did not do as good a job in really understanding how those individuals think. How they inherently behave during times of when they’re not under duress and stress. And when you do, you get a better sense for the capabilities on your team. And moreover, where there may be friction points on your team that might not have been obvious before, but have a reason behind them. And then you can go about addressing that. So you can go about optimizing the talents on your team because you now understand how people think, process information, and innately or inherently behave, and you may have uncovered that if you have team members who are extremely different from one another, you can see where that friction could occur and mitigate any conflict as a result. So it’s a powerful tool when layered with some custom analysis because you get some real insight that maybe you didn’t have the time or the energy to do yourself. So when you do this analysis, do you then use it as a group and facilitate the resolution, or is it a one-on-one tool?  We do. We do. We do both actually, Steve. So an individual will receive a bit of coaching one-on-one as well as the team. So we start with some insight around individual thinking styles and behaviors, and helping that person to understand who they are. And then we, as a team, meet and debrief the results of the analysis and talk a little bit about how that helps the team to be successful, where might friction occur? How can those talents be better utilized, and based on the behaviors identified in the team, what are the most necessary for their specific discipline, whether that’s sales or an executive team, for example, there are differences in what they might want to pursue. And so it’s a little bit of both, but it’s predominantly geared around the team and the team working together to solve some of these questions.  Is it always productive to have the team, let’s say there’s an inherent conflict in the team. Is it always productive to solve it in a team setting, or sometimes it’s better to solve it in a one-to-two settings, or one-on-one setting? I’ve not encountered anything such a conflict that it required individual time and attention beyond what we were able to do in the format that I typically do it in. What has happened is that there’s been an opportunity for me to work with that leader one-on-one subsequently, to help that leader to better work with his people so that those conflicts don’t arise or they get headed off at the pass if you will, before they even start to show themselves. And that’s been very effective because a leader then can understand, what some techniques might be to help those individuals both lean into what is so good about their behavior and see what might be a blindside for them. Share on X Yeah, that’s super interesting. So if someone doesn’t do that, is this what you call lazy leadership?  Yes, a bit. I talk about lazy leadership because again, I believe I was lazy in my career. There were times when I was very centered on self and my own achievement and was a bit lazy about the things that were most important. And so lazy leadership, when we talk about that, is all about not someone lacking leadership prowess or not lacking the ability to lead a group of people, but instead being very distracted. Today’s environment is so pressurized. The political stakes are very high. There’s board demands, private equity demands. The CEO demands perhaps, and leaders have a lot to contend with. It’s very easy to take their eye off the ball of the actions that they want to take. And it’s very seldom that they have quiet space to be able to think about

    26 min
  6. 11/17/2025

    311: How to Turn Employees into Partners with Tim Rexius

    https://youtu.be/NUdn7G2_y4Y Tim Rexius, Serial Entrepreneur and Founder of Omaha Protein Popcorn, shares how he helps people reach their personal greatness through health, fitness, and nutrition. We explore Tim’s journey from homelessness to multiple successful ventures, the strategies behind Omaha Protein Popcorn, and how purpose-driven leadership creates long-term impact. Tim introduces his Entrepreneur Creation Framework—Identify Them, Give Them a Voice, Coach & Mentor, Secure Financing, Let’em Do It Their Way—a system that turns talented employees into entrepreneurs, scales businesses, and drives innovation across industries. — How to Turn Employees into Partners with Tim Rexius Good day, dear listeners. Steve Preda here, the host of the Management Blueprint Podcast and the founder of the Summit OS® Group with the Summit OS® Business Operating System. And today I have an exciting entrepreneur on the show. When do I not have exciting entrepreneurs on the show? I always do,  but this is probably next level. So Timothy Rexius, he’s a serial entrepreneur, including the owner of the world-famous Omaha Protein Popcorn, which is launching in like four countries a month. He was Entrepreneur of the year, and he’s creating companies left, right, and center. So without further ado, let me introduce Tim Rexius. Tim, welcome to the show.  Thank you so much for having me. I’m honored to be here.  Well, it’s exciting to have you here, and we’ll have a good conversation talking about your special sauces. So let’s first start with your ‘Why’, your personal ‘Why’. What is driving you, and how are you manifesting it in your entrepreneurial ventures?  My ‘Why’ is, especially when it comes to the fields I’m in, all the companies I own are around health, fitness, and nutrition, and helping people find their own personal piece of greatness is an honorable trait. I wake up every day knowing I get to help people, and that for me is everything. You’ve seen the power of helping someone look and feel their best and what that can do to change them. Share on X And the fact that I get to be part of that is amazing. For me, it still gives me chills up my spine all these years later and that I get to be part of that story. It’s my ‘Why’. I’ve seen the power of helping somebody lose a hundred pounds. I’ve seen what that can do. And helping somebody overcome a death, a financial reversal, a divorce, or whatever it might be. And I get to be part of that story page, and that’s just awesome.  Yeah, that’s great. Shouldn’t all leaders think that way? Because this is what leaders do, right? We help people become the best version of themselves, be more than they imagined they could be,  and that’s highly empowering. Tell me about Omaha Protein Popcorn, and also tell me about how you’re launching all these businesses. Maybe that’s going to be your framework that you’re going to discuss because you are creating entrepreneurs. But let’s first start with the story of how you created yourself as an entrepreneur,  and then how you stumbled upon this protein popcorn concept. I’ll give you the quick and ugly version. I started in nutrition back in high school and into college. Loved it. I got the chance. I was really poor when I was 19, 20. I mean, most people are, but I was really poor. I was sleeping in my car, homeless for a while. And I was like, “Okay, what do I have?”  Well, I’ve got the ability to talk. I can talk like nobody’s business, like I can sell, so it looks like I’m selling myself. Something easy to do in the Midwest here in the United States in the summer is mow lawns. So I started my first business, Poor College Kids Lawn Service, and just started hustling door to door, and got myself out of my homeless situation, and loved it, as far as the money. And I loved being on my own. Wasn’t a big fan of mow and lawns, but I could do it. So I loved the nutrition, and it was in college, and college really didn’t prepare me for the entrepreneurial journey. I didn’t have family money. It was on my own. And it didn’t really prepare me for finding alternative financing measures or how do I start a business. So I worked in corporate America for six and a half, seven years. When I was 29, I was just young enough and dumb enough to go for broke. I quit my really good paying job, and start my first nutrition store in Omaha, Nebraska, called Rexius Nutrition. Named it after myself, brought in the whole mom-and-pop feel back to what I thought was an over-corporatized industry. And one store led to two stores, led to three stores, and I met my amazing wife. And within a year of meeting her, we went from one state to five states. And now we have franchises operating in five, and it just worked out really well. And it was still the highlight of the retail store experience, and we just had a different experience there. And at the same time as we’re scaling that business. I’m sorry, Tim, how is Rexius Nutrition different from other nutrition stores? What was so attractive that you could spread like wildfire?  None of my staff knows what I make on anything. Their job isn’t to know what I make on anything. My job as an owner is to know where the pluses and minuses are. My job as an owner is to know where the gross and net profits are. My staff’s job is to make happy customers. That’s it. And I think that in nutrition, it really got turned into high moving, high sales, high pressure, talking into the most expensive stuff. And realizing when it comes to health and wellness, it’s each person is their own individual storybook. There is no cookie-cutter. There is no one-plan-fits-all. It doesn’t exist. So if you have a bunch of 18- to 19-year-old kids selling products they don’t understand for the highest commission they can get to people of different walks of life, you’re not going to have a lot of success other than a moral standpoint. I felt it morally. I thought it was wrong, but from a business standpoint, it didn’t make sense. Because you’re not creating customers for a lifetime, you’re creating a one-time transaction. And I thought, okay, if I focus on the person and solving their problem, I create a 20, 30, 40, 50 year repetitive business cycle. And the only job I’ going to do every day is add one more person to that cycle. And all of a sudden you can grow an empire. And I’m doing it morally sound. I’m doing it based on your health. If you come in with a list from a trainer of the 20 items they want you to take, and I start asking you questions about your health, your medications, like where are you at? Like your lifestyle. I start asking all the questions. I’m like, hey, you don’t need these 20 things, you need these 2. Yeah, I’m not going to make as much money today, but now that person trusts me for the next three or four decades to the point that they’re bringing in their network, their family, their neighbors, their kids, everybody. that's how you grow a health business is by looking out for the constituents' health and their end goal more than mine. Share on X And all I need to do, if I do that once, is I need to do it a couple hundred more times. And so we are results-driven, not profit-driven. And so most of my staff never knew what I made on anything until they got into the management side. And then I’m like, okay, well, you’ve shown talent here. You’ve shown the drive. You’re doing a great job. Let me show you how the math of this all works. And I explained to them, it’s very tempting to push the high-dollar item. I get it. But that’s the check for today. I want to check tomorrow, next week, next month, and next year. Okay. I love that.  That’s how I did it. That’s how I built the structure of it. And so how we built the franchising structure of it was the same thing. Once I had a great manager and they understood it. Okay, cool, you need to be an owner. I’ve taught you, I’ve trained you, you know how to do this. You’re talented. I mean, if you’re really talented, you’re not going to stay working for me. Let me make you an owner. Let me show you the fun of being an entrepreneur and being underneath our cloud of expertise that we have. We can help you, and boom, store after store. And it’s always been kind of true and I got to be for other people what I needed at that younger age that I didn’t have. And that’s also part of my ‘Why’. I can create better, more well-equipped business owners who deserve the opportunity versus just the rich kids who had family that had money to help them start. And so it’s another ‘Why’ for me.  Tim, what does it take for someone to turn into a successful franchisee? So when you see a talented individual who does a good job for you, how do you know that this person is cut out for being a franchisor, for being an entrepreneur?  Well, I look at every person that I employ from top to bottom. It doesn’t matter what stage life they’re in, what position they’re in. As a future either business partner interview or a franchisee interview. I’m going to see what you’re made of, and as you progress up the ladder in whatever organization I own, I’m going to start challenging you with budgets. I’m going to start challenging you with running an event and see how you do. Like knowing that I’m here to help them and I don’t micromanage. I give them an opportunity. I let them figure out where they’re going to screw up. I let them figure out where their talents are and where they need help. Are they egotistical? Are they going to ask me for help or not? And I get to see those things, and I get to kind of nurture that process and help them become more well-rounded in their entrepreneurial capabilities so that all of a sudden, like, and I’m a good judge of talent. I’ve done this a long time. I’ll tell them

    31 min
  7. 11/10/2025

    310: 5 Steps to Better Listening with Alana Dobbins

    https://youtu.be/l5fLRKRgpQc Alana Dobbins, Executive Director of the Business Owner Success Alliance (BOSA) and Business Development Specialist at W.G. Nielsen & Co., shares how servant leadership and active listening help advisors and entrepreneurs make smarter, faster, and more aligned business decisions. Alana introduces the 5-Step Listening Framework she developed through her extensive experience in investment banking and business development: Mandate, Plan, Team, Execution, and Self-Awareness. This framework helps leaders build trust, uncover risks, and strengthen alignment between vision and execution. She also discusses BOSA, an upcoming mentorship platform connecting business owners with trusted advisors through short, video-based guidance — creating an accessible way to get sound advice at the right time. From building chemistry with clients to balancing empathy with accountability, Alana shares how genuine listening and mentorship drive growth and confidence in the world of M&A. — 5 Steps to Better Listening with Alana Dobbins Good day, dear listener. Steve Preda here with the Management Blueprint podcast.  I’m the founder of the Summit OS Group, which developed the Summit OS Business Operating System. And today my guest is Alana Dobbins, the executive Director of the Business Owner Success Alliance and The Business development specialist at W.G. Nielsen and Company and Mid-Market Investment Bank in Denver, Colorado. Alana, welcome to the show.  Hi, Steve. It’s such a pleasure to see you again. I enjoy every time I get to share a conversation with you.  Yes, you’re referring to me being a guest on your podcast, which I very much enjoyed, and I’m sure this one is even gonna be better than that one. So let’s get into it. And, you know, I’m very interested in what drives people, and I always ask on this podcast, what is your personal why and what are you doing to manifest it in your professional life?  I love that question. I’ve seen you ask that on the podcast I’ve watched yours. Gosh, everything is different when you get older and over the years you realize what is important to you, and I wanna live a good life. And I don’t wanna walk by somebody that needs help and not help them. I don’t wanna over promise and under deliver like I have in the past. So I think that would be my why, and manifesting that in my career, it's every day we're serving business owners every single day in some capacity we're showing up Share on X and we’re utilizing skill that we’ve built over my 25 year career, your wonderfully distinguished career, but we bring that to the table. So I think manifesting living a good life is to really utilize everything that I’ve honed and I’ve developed, and that can be put to make someone else’s life better.  Yeah, it is so true. And when I was younger, even not that much younger, even a few years ago, like 10 years ago, I wasn’t really aware of this whole idea of why it’s important to think about who you are serving and how we are helping people, but it’s really a huge tool to empower ourselves to do our best work. And also to be able to have a long-term perspective, which helps iron out some of those rollercoasters that we all face. So yeah. You love your servant philosophy. You have developed an organization called the Business Owner Success Alliance. So what made you want to be involved with this organization and what is the mission of this organization? What I’ve seen and witnessed over my career are the business owners who are in growth mode, the business owners who are looking to exit the business owners who are leaning on others for sound advice, to make business decisions. And I’ve been very fortunate to have been exposed to this environment since I was 19. I was very fortunate for that and in seeing so many different types of business owners. The mission around BOSA is to bring together advisors and mentors that have sound advice that can very easily address something that might change the trajectory of a business owner's decision and having that advice at the right time along with it… Share on X We wanted to bring that in a way that was digestible. Connections can be made on BOSA where if an advisor and a business owner want to establish some sort of ongoing relationship, that’s completely up to them. But we wanted to bring an opportunity to have a business owner pop a question out and get a response, a 15, 22-second video response from someone that has valuable advice that can possibly help them make that decision at that moment so they can position themselves to do the best they can do in leading their companies.  Wow, okay, so this is a unique format. It sounds like, that you’re not bringing the peer groups together live, but it’s more about communicating through asynchronous video. And giving them a platform where they can look at other questions that have been posed and review other content as short video snippets that they can easily digest and go, ‘Oh, I need more information on that. Maybe I’ll reach out to that advisor’. But having that video library of other things, business owners in their realm, so questions that mom and pop business owners have are going to be different than established businesses in growth mode. So we have a dynamic way of allowing the person that owns the company in growth mode to see relevant contact and vice versa for the other stages of growth.  I love it. This is very interesting. And how many members are there in this alliance?  So we haven’t launched our platform yet. We are taking pre-registration via our website, and so we have quite a list of business owners and we’re building up our business advisors. When we want to launch, we want it to really add the value that we’ve built it for. So, we’re looking for additional mentors and advisors. We have quite a few business owners who are waiting. So we’re in the process. So if you’re a business advisor with an excellent career that you think you might be able to donate a little bit of your time. Mentors that are leaders in various different spaces, that’s what we’re looking for.  It’s so important. I actually was asked to do a keynote last week and there were only very short time, I only have 20 minutes and I picked three topics. One of the topics was mentorship and how important it is and actually looked through my life and I realized that I used a lot of mentorship, but I also missed out on a lot of mentorship. And I think the better mentors you find, the faster we can grow our businesses. So I allowed this initiative. I think this is very smart and very useful.  We’ve been exposed to so many in our careers. I know you and I have talked offline and so many in our careers have taken the time to lift us up and help us through things and, and teach us. So this is an— it’s giving back, but it’s also allowing an avenue where the newest and greatest tools, you know, forget AI. I love AI. But this is one-on-one real advice from experienced people.  Yeah. And the couple of things there I’d like to mention. So, you know, AI is very useful. It really helps with productivity, but a couple of things AI cannot do. So AI is not always able to filter information. It can create a lot of information, which is sometimes overwhelming. But you need wisdom, not just information, and you need to filter this. And mentors are able to bring that wisdom to the table. Mentors can also give you validation sometimes, you know, because as entrepreneurs we don’t just need good advice. Sometimes we need someone who actually gives us some encouragement so that we are doing good work, even though we are struggling. And the third thing is accountability. So again, it’s not possible to be accountable to a machine, right? But it is to a human being. So AI, ChatGPT is not replacing mentors. For sure.  Well, and when you mention all of those, it’s, you know, the failures that we learn the most from. I don’t think AI can draw from its failure in business. You know, there’s going to be triggers in our mentors and our business advisors history that something that triggers something that they failed on, that they had to really learn the hard way. And, helping business owners avoid that. That’s our mission really.  And really, you are not gonna learn big things without failing big, I believe, because that is the forcing function to push you to be creative, find a solution, and then it could be a unique solution, which then gives you a competitive edge. So it is huge and mentors can help with that. Alright, so obviously the reason you are putting this together, because you are, and I experienced this when I was on your podcast and you were asking the questions. You’re a really good listener.  Thank you.  And I think that’s why you have utilized a five step listening framework that you talked about in, on the pre-call to this interview. I’d love you to share it with our listeners what those five steps are and how do you go about, you know, actively listening with this framework.  And you know, when we talk about framework, we all make whatever we’re doing specific to our world, our universe who we’re helping. And as an investment banker and someone that’s been doing mergers and acquisitions for a very long time, I've found that this process of listening, it not only applies to my industry, but every single person that is running a business that has a specific job, it's helped me immensely for years and years. Share on X I wasn’t the best listener. And when you come, everyone says, well, know your audience. Know your audience. It’s not just about knowing who you’re talking to, it’s about understanding what you’re trying to get. What is the mandate of this conversation? Why am I here? So the first part of active listening for me is really taking a minute and going, okay, what

    31 min
  8. 11/03/2025

    309: Give Helpful Legal Advice with Pál Jalsovszky

    https://youtu.be/76GQZb8nj_Q Pál Jalsovszky, founder of Jalsovszky Law Firm — Hungary’s fastest-growing commercial law firm — shares how he built a top-tier legal practice by challenging tradition and creating a firm that reflects his values of professionalism, creativity, and clarity. We explore Pál’s journey from international firms to founding his own, and how his Straightforward Legal Advice Framework—being Practical, Specific, and Risk-Weighted—reshaped the client–lawyer relationship. Instead of theoretical opinions, Pál believes lawyers must take responsibility, quantify risk, and give actionable answers that empower clients to decide with confidence. He also discusses building a culture of collaboration, training lawyers to think like business partners, and how AI will transform the legal profession—from due diligence and analysis to redefining what young lawyers should focus on next. — Give Helpful Legal Advice with Pál Jalsovszky Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and my guest today is Pal Jalsovszky, the owner of the Jálsovszky Law Firm in Budapest, Hungary, which is the fastest growing commercial law firm there, with a special focus on tax and the mergers and acquisition law. Pal, welcome to the show. Thank you. Nice to speak to you.  Yes. We go way back with Polly, 20 years probably. We were one of your first clients when you started the law firm in 2005 and we’ve worked together on many ideas and I, we met recently and I thought that would be a great guest on our podcast, sharing your journey of how you built up this very successful market leading law firm in Budapest. But before we go there, I like to ask my favorite question, what is your personal why and how are you manifesting it in your practice upon it?  Well, to tell you honestly, I didn’t have a personal why for quite a long time because if we just go back to my history, I worked for international law firms and 10 years ago I made the decision to separate from the international law firms and start up my own venture. It was an incidental decision at that time, and it was not a well thought and well elaborated, decision and step. I can tell you the story. The story is quite short that  I worked for Linklaters and I was working for the legal industry for seven years and eight years, mainly in the tax department, and I still believe that I need some more improvement in tax, so I wanted to go to an international advisor firm. And then I started my interviews and one of them was very positive to me. And we finalized the deal or this early we said that, okay, I would start working with them. So I was just leaving Linklaters, and, I believe that I would join that firm but there was a turning point when that firm started with the new head of a department who didn’t want to increase the number of employees. And then from one day to another, they said that they are not able to offer me a job. It was actually 20 years ago. And then, from one day to another, I quit a law firm and I didn’t have a new job. So it was just a decision what to do with myself. I start my own career. So it was not a very, well thought and well elaborated decision to start my career. So I didn’t have ‘why’ at that time. So I was just going with the flow. I was giving advice, I was trying to attract clients, and it came up that I’m valuable and I was needed by the client. So I just had one more client and one more employee, one more colleague. So I broadened my spectrum. I broadened my expertise. So when I started my law firm, I didn’t have any such type of a goal or specific vision. But since then, so I’ve been doing this firm for 20 years now. So in the meantime, such type of wise and such type of impact or answers have in fact elaborated in my life and in my way of thinking. And now just starting, so preparing for this discussion, I just put together all the things that I have in the back of my mind that really just may be the idea or the drive  to come to this point. And one was actually to be the law firm that on one hand is professional, but which is also out of box, which is actually reflect my own personality, which is on one hand, services clients in the highest professional manner. On the other hand,  a law firm that is creative, that is exceptional, that is unique, that is actually the corporate myself. Share on X So how I behave, how I work, how I think, how I manage my own personal life, which is not definitely the mainstream, which is a bit unique, a bit out of the box way of thinking. So one hand to create a law firm on my image. Yeah.  The other is to build a community, because a law firm is a bunch of people and the most important asset of a law firm are the people. And, it was so lovely to see that I started to hire people under my own methodology. I wouldn’t say that I have a very good sense of creating personal relationships and in my private life I had some problems with that, but it turned out to be that I had quite a good sense of feeling to select those people around me who fit together each other and who can work in a combined manner and who can cooperate efficiently and who can create a society, can create  a common workshop. And creating a set of people, just the community became a very important part of my goal and my achievement. And then third came the market impact so that it’s not only an impact that I can create for 20-30, and now we are 60 people, but we can create something for the society, for the community, for the country, for professional community so that to create something which can also add something in a bigger manner. Share on X Either university students, we started our academy three years ago, which targets university students, providing them with practical knowledge and practical expertise, and also with the legal community. And also making a footprint, making a type of a brand, an image on how to run a law firm in the modern time, in the 21st century and how to a bit, adopt a new manner in old fashioned and very traditional industry.  Yeah, yeah. No, I love it. And, when we first met, it was actually an interesting story because the building where we met turned out to be located on a plot of land, which was owned by my great-grandfather. So that was kind of a very interesting realization. But what really struck me when we first met was that you were a really good listener and you were very thoughtful how you gave advice and you had some really good out of the box ideas at the time. It was the tech structuring for an M and A transaction. And I was very impressed with your creativity there. And then we started working together on different projects and I remember you were hiring some people who were kind of picking things up and tell, and really following the style that you introduced. So what I’d like you talk more about at this point is your process. So, how is your approach different and what is it that you do differently? And you talk about being, providing straightforward legal advice. Maybe you can call it the straightforward legal advice framework. So what does that framework look like and what are the elements.  So if you speak to lawyers in many countries and also for Hungary, lawyers tend to avoid giving you a straight answer. So in most of the cases, you receive an ambiguous answer from a lawyer telling to you that if you see from this angle you can get to this result. Come and other angle you can get to another result. And then nothing is black and white. Everything is great. And, I don’t believe that it helps the client in any way. I’m sure that you need to give a comprehensive answer to the client, so not just saying yes or no, but I believe that when you give advice, the advice is that what the client should do. So you need to assume the responsibility of providing clear guidance to the clients that in a certain situation where he should go. And, in doing so, it’s not only your gut feeling or your internal belief that you’ll need to take into account, but also the perception of the client because a certain advice is valid for one client, but it’s not valid for another client. I believe that there’s an art in that when you understand the problem of the client, you have the legal reasoning behind, you come to an understanding of what are the risks what are the circumstances, what are the legal aspect of a certain case, and then you dare to go to the client. Tell him that in your situation, I would do this, or I advise you to this, or I would advise you to do that. And, this is very rarely done in the legal profession. And most of the lawyers, they believe that this is an excessive responsibility. That if you say something to the client, then you assume bigger responsibility. If you just described the social situation and leave it to the client what to do, I don’t believe this is the case, especially if you tell the client that he or she should go probably to this direction, but okay, it has this type of, or this amount of risk, you do not just propose the client to take one road or one direction, but also tell him that, if he just opts for this decision that, what consequences it can have. Whether those consequences, they are deep, they are risky or they are negligible. Actually, I’m not only a lawyer but also an economist. And I have a very good mathematical background. And, what I just elaborated is to giving the percentage to the client that what is the percentage of the risk, or what is the percentage of the negative outcome, which is very rarely done by lawyers. Lawyers tend to say it is a significant risk or low risk or medium risk. So they tend to use certain words or certain objectives, which I hate because this really just a type of direction which can be open to many interpretation I like to give percentages. Sorry, I stop you. So how would you describe the right kind

    30 min
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Interviews with CEOs and Entrepreneurs about the frameworks they are using to build and scale their businesses.