Sages of Industry
Sages of Industry, hosted by Lynne Brodie, features conversations with conscious business leaders who are redefining the role of enterprise in society. Each episode explores innovative ideas that shift culture, reshape industries, and address today’s most pressing global challenges. These leaders are transforming how business operates by building companies that create products and services that simultaneously support clients, engage employees, and solve meaningful world problems. From pioneering companies to purpose-driven organizations and nonprofits, Sages of Industry highlights leaders demonstrating that commercial success and societal contribution can be structurally aligned. Subscribe to hear stories of global impact, practical innovation, and the leaders changing how the world does business for good. Will you be the next global change maker? Subscribe to hear all the latest episodes and get into your Flow Zone of imagination, innovation and impact.
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0017 The Ripple Effect: Future Leaders — Reading Systems Within Systems & Organizational Architecture
08/20/2026
0017 The Ripple Effect: Future Leaders — Reading Systems Within Systems & Organizational Architecture
In this solo episode of The Ripple Effect, Lynne Brodie continues the Future Leaders Series by examining a capability that becomes increasingly important as organizations grow more complex: the ability to read systems within systems. Lynne explains that organizations cannot be understood only through what is formally visible. Organizational charts, reporting relationships, documented processes, policies, strategies, and performance metrics reveal only part of how a business actually operates. Beneath those formal structures are additional systems that influence behavior and results: Incentives Informal influence networks Historical relationships Unspoken assumptions Competing priorities Perceived risks Resource flows Decision authority Emotional pressures Patterns of trust and resistance These systems continuously interact. The outcomes an organization produces are often determined less by its stated intentions than by the alignment—or conflict—between these underlying forces. Lynne explains that many leadership problems are therefore misdiagnosed. Leaders may assume that an initiative stalled because a person failed, a team resisted, or a process was incomplete. However, the deeper problem may be a conflict between the systems surrounding the work. An organization may publicly encourage innovation while operationally rewarding risk avoidance. It may ask departments to collaborate while compensation structures reward individual competition. It may demand speed while keeping decision authority concentrated at the top. In each case, the visible expectation and the underlying system are working against each other. The episode then moves from systems thinking into organizational architecture. Lynne describes organizations as living systems shaped by relationships between incentives, pressure, beliefs, timing, authority, information, and resources. This architecture determines: How information moves Where decisions slow Which behaviors become normal How innovation spreads Where resistance develops Which issues repeatedly escalate Whether responsibility is supported by sufficient authority Whether strategy becomes coordinated action Surface-level analysis often misses these dynamics because they do not appear clearly on an organizational chart. Future-ready leaders learn to observe the deeper arrangement of relationships, pressure points, decision pathways, and momentum influencing performance. Lynne also explains that an organization’s architecture can become outdated even when the formal structure remains unchanged. As companies grow, responsibilities expand, decisions become more interconnected, competing priorities intensify, and old operating models may no longer support the organization’s current level of complexity. The symptoms can include: More meetings Slower decisions Inconsistent execution Repeated escalation Leadership overload Fragmented information Responsibility without authority Initiatives that repeatedly stall at the same points No single problem may explain the slowdown. The difficulty comes from the way multiple systems are interacting. Lynne encourages leaders to look beyond what people say the organization values and examine what the system consistently produces. Repeated outcomes reveal the real architecture. If collaboration is repeatedly discussed but competition continues, the system may reward competition. If leaders promote empowerment but every important decision is escalated, the system may reward dependency. If speed is a strategic priority but approvals remain centralized, the system is designed for control rather than velocity. Advanced leadership therefore requires the ability to distinguish isolated events from system-generated outcomes. Lynne offers a series of practical questions leaders can use to begin reading the organization more accurately: What incentives are shaping behavior? Which informal networks influence decisions? Where do stated priorities conflict with rewarded outcomes? What assumptions are operating without examination? Where does information consistently slow? Which decisions require excessive effort? Where does responsibility exceed authority? Which tensions repeatedly remain unresolved? What does the organization consistently produce, regardless of what leaders say they want? Recurring friction points reveal the underlying architecture. The episode closes by connecting systems perception to Strategic Flow Activation. Lynne explains that sustainable change occurs when leaders address the architecture producing an outcome rather than repeatedly trying to correct the outcome itself. Organizations do not move according to their intentions alone. They move according to their underlying design. Once leaders can perceive that design, they can begin changing it with far greater precision. Key Takeaways Organizations operate through multiple formal and informal systems at the same time. Organizational charts, processes, policies, and reporting structures show only the visible system. Hidden systems include incentives, influence networks, historical relationships, assumptions, competing priorities, perceived risks, and decision authority. Many organizational problems emerge from tensions between systems rather than from individual failure. A company may promote one behavior while its incentives, authority structures, or risk systems reward the opposite behavior. Future-ready leaders learn to examine what the organization consistently produces, not only what it publicly says it values. Repeated outcomes reveal how the real system is operating. Organizational architecture includes the relationships between information, authority, responsibility, pressure, timing, beliefs, incentives, and resources. This architecture determines how decisions move, where momentum slows, how innovation spreads, and where resistance forms. An operating model can become outdated even when the formal organizational structure remains unchanged. Increasing meetings, slower decisions, repeated escalation, and inconsistent execution may indicate that the organization has outgrown its architecture. Responsibility without authority creates friction and delays execution. Demanding speed while centralizing decision-making creates a structural contradiction. Encouraging collaboration while rewarding internal competition produces predictable misalignment. Leaders should address the architecture creating repeated outcomes rather than continually correcting surface-level symptoms. Strategic Flow Activation helps leaders perceive the systems shaping execution, innovation, and organizational momentum. Discussed Topics Introduction to systems thinking for future leaders Recap of pattern recognition and strategic foresight Reading systems within systems Formal organizational systems Hidden and informal systems Organizational charts, reporting lines, processes, and policies Incentives and rewarded behavior Informal influence networks Historical relationships and unspoken assumptions Competing priorities and perceived risks Why leadership problems are frequently misdiagnosed Tensions between stated values and operational rewards Innovation versus risk avoidance Collaboration versus internal competition Speed versus centralized authority Organizational architecture beneath visible structures How information actually moves Decision pathways and approval bottlenecks Responsibility without decision authority Resource flows and pressure points How innovation spreads through an organization Where resistance develops Organizations outgrowing their operating models Increased meetings and slower decisions Executive overload and repeated escalation Using recurring outcomes to understand a system Questions leaders can use to identify invisible systems Designing for clarity instead of control Strategic Flow Activation and sustainable organizational change Preview of emotional calibration as the next Future Leaders capability Timeline 00:40 Introduction to The Ripple Effect and the Future Leaders Series 01:08 Recap of pattern recognition and strategic foresight 01:28 Introducing the ability to read systems within systems 01:52 Why visible organizational structures tell only part of the story 02:18 Formal systems: charts, reporting lines, processes, and policies 02:46 Hidden systems: incentives, relationships, assumptions, and risk 03:14 How formal and hidden systems continuously interact 03:42 Why leadership problems are often misdiagnosed 04:08 Innovation encouraged while risk avoidance is rewarded 04:34 Collaboration expected while competition is incentivized 05:44 Systems reveal themselves through repeated outcomes 06:06 Introducing organizational architecture 06:30 Incentives, pressure, timing, beliefs, and resource flows 06:54 How architecture determines the movement of information 07:18 Decision bottlenecks, resistance, and inconsistent execution 07:42 When an organization outgrows its operating model 08:04 Meetings multiply while decisions and execution slow 08:24 Where responsibility exceeds authority 08:42 Questions leaders can use to identify pressure points 09:02 Designing organizational systems for clarity rather than control 09:22 Strategic Flow Activation and reading hidden architecture 09:40 Addressing the system creating the outcome Hosted: Apple: iHeart: Spotify: Amazon Music: YouTube: Blog Detail:
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Episode 16 with Nicole Jansen: Future Leaders Purpose-Driven Leadership, Human-Centered Business, and Developing People
08/11/2026
Episode 16 with Nicole Jansen: Future Leaders Purpose-Driven Leadership, Human-Centered Business, and Developing People
In this episode of Sages of Industry, Lynne Brodie speaks with Nicole Jansen about the changing expectations facing business leaders and why traditional, profit-centered, top-down leadership models are becoming less effective. Nicole explains that employees, customers, and emerging leaders are increasingly frustrated with corruption, disconnected leadership, and business practices that prioritize financial results without considering people or purpose. Individuals want to work for and purchase from organizations whose values are visible in the way they operate—not only in their marketing. The conversation examines the growing importance of integrity and values alignment. Nicole notes that many experienced leaders continue using approaches that worked in the past but no longer produce the same results. Leaders may have achieved considerable success through established methods, yet find that those methods are not engaging today’s employees, attracting the right talent, or responding effectively to a changing business environment. Nicole and Lynne also discuss the expanding role of artificial intelligence. Nicole sees AI as a useful business tool, but cautions against treating it as a substitute for judgment, independent thinking, or human connection. She observes that people are already experiencing technology and video-conference fatigue. As companies adopt more automation, leaders will need to become more intentional about creating genuine interaction with employees and customers. A significant part of the episode focuses on Nicole’s experience growing up in an entrepreneurial family. Her parents built businesses around a mission and involved Nicole and her brother in understanding what the business was intended to accomplish. That experience shaped her belief that an organization’s mission should guide its decisions and that team interests must take precedence over individual agendas. The discussion then turns to personal and organizational transformation. Nicole distinguishes genuine transformation from superficial behavior modification. Asking people to display approved behaviors without addressing the beliefs beneath those behaviors can produce interactions that feel forced or disingenuous. According to Nicole, behavior is influenced by what people believe to be true about themselves, other people, and the world around them. Sustainable transformation begins when a person becomes aware of those beliefs, makes a different choice, and takes action based on that choice. Awareness without action does not produce meaningful change. Nicole and Lynne examine how this applies inside organizations. Employees may be placed in the wrong roles, prevented from using their full capabilities, or expected to conform rather than contribute their individual strengths. When people feel unseen, underused, or disconnected from meaningful work, they often disengage. Rather than immediately judging an employee who appears to have checked out, Nicole encourages leaders to ask what may be happening beneath the behavior. The employee may be dealing with difficulties outside work, may lack the support required to succeed, or may be working in a role that does not use their abilities effectively. This approach requires leaders to support the whole person while maintaining clear expectations. Nicole explains that employees who feel respected and supported are more likely to communicate openly—even when they are preparing to leave the organization. Leaders should not measure success only by how long someone remains employed. They should also consider whether the person became more capable, confident, and prepared for their next opportunity. Nicole closes by reflecting on the leadership legacy of her parents and the lessons she learned from both effective and ineffective leaders. Financial achievement matters, but the more enduring measure of leadership is the number of people strengthened, encouraged, and equipped to make a difference because of their experience with you. Key Takeaways Employees and customers increasingly expect organizations to demonstrate integrity, values, and a meaningful purpose. Profit-centered, top-down leadership models are becoming less effective in a more transparent and human-centered business environment. Leadership practices that produced results in the past may not engage today’s employees or respond effectively to current conditions. Purpose-driven companies can attract people who want their work and purchasing decisions to align with their values. AI is a valuable tool, but it should not replace critical thinking, independent judgment, creativity, or genuine human interaction. As technology becomes more prominent, human connection becomes a more important competitive and leadership capability. Business partnerships require alignment around mission, values, commitment, and direction—not simply opportunity or personal loyalty. Sustainable transformation is deeper than behavior modification. Beliefs influence behavior and determine the reality people repeatedly create. Nicole describes transformation as a progression from awareness to choice to action. Leaders should identify whether employees are in the wrong roles, unable to use their capabilities, or disconnected from the organization’s mission. Intrinsic motivation grows when people feel fulfilled, recognized, challenged, and able to contribute their strengths. Leadership includes creating an environment where people can thrive and become the best version of themselves. A leader’s legacy is measured not only by financial results, but by the people developed and the positive impact those people continue to create. Discussed Topics Nicole Jansen’s leadership and entrepreneurial background Changes in the business and leadership landscape Frustration with corruption and profit-centered business models Integrity and values alignment in organizations Why established leadership practices stop working Purpose-driven business as a competitive advantage Attracting values-aligned employees and customers Artificial intelligence and the future of leadership AI as a tool rather than a replacement for thinking Technology fatigue and the need for human connection Placing mission and team priorities before individual interests Values alignment between business partners The agility of smaller organizations The slower turning radius of large corporations Behavior modification versus real transformation Awareness, choice, and action Untapped employee capacity Employee disengagement and its underlying causes Supporting employees through personal and professional transitions Developing people who later become leaders Leadership legacy and generational influence Measuring success through human impact Timeline 00:00 Welcome to Sages of Industry 00:48 Introduction to Nicole Jansen 01:34 Nicole’s leadership, business, and human-behavior experience 02:05 How the business landscape is changing 02:28 Frustration with corruption and profit-centered leadership 03:18 Integrity, values, and changing employee expectations 04:10 Why established leadership methods are no longer working 05:05 Purpose-driven business and attracting the right people 06:28 AI and the changing leadership environment 07:20 Why AI cannot replace independent judgment 08:18 Technology fatigue and the demand for human interaction 09:30 Business cycles, adaptation, and organizational change 10:46 Mission, team, and individual priorities 14:34 Choosing partners who share the same values and direction 15:28 Business impact versus financial success alone 17:34 Why real transformation begins beneath behavior 19:32 Behavior modification versus genuine change 20:18 Awareness, choice, and action 21:22 Recognizing the unique value each person brings 22:35 Conformity, unused ability, and employee disengagement 23:58 Empowering people rather than merely directing them 24:42 Intrinsic motivation, fulfillment, and meaningful work 26:22 Discovering and developing employee potential 27:16 Why employees mentally check out 31:12 Helping people use their gifts to solve problems 32:20 Business as a way to create meaningful world impact 33:24 Integrity in operations, service, and selling 35:12 Why future leaders must develop other leaders 36:18 Supporting people even when their next step is elsewhere 39:06 Lessons from both strong and poor leadership
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015 The Ripple Effect: Future Leaders Series- Strategic Foresight as an Early Advantage
07/28/2026
015 The Ripple Effect: Future Leaders Series- Strategic Foresight as an Early Advantage
In this solo episode of The Ripple Effect, Lynne Brodie continues the Future Leaders Series by examining strategic foresight—the ability to recognize where conditions are moving before the resulting change becomes obvious. Lynne begins by connecting strategic foresight to the previous episode on pattern recognition. Pattern recognition helps leaders identify what is repeating beneath visible events. Strategic foresight takes that perception further by asking what those patterns, pressures, and emerging signals are likely to become. A central point in the episode is that most organizations respond to change only after its effects are already visible. By that point, competitors may already be adapting, customer expectations may have shifted, internal resistance may have increased, or an innovation opportunity may have narrowed. Future-ready leaders learn to identify these developments earlier. Lynne explains that strategic foresight is not fortune-telling and is not dependent on predicting one exact outcome. It is a disciplined form of perception that involves observing multiple signals, understanding their significance, and preparing for several credible possibilities. She encourages leaders to ask more precise questions: What trends are beginning to appear? Which long-standing assumptions are becoming less reliable? What early signals are being dismissed because they are not yet measurable? What changes are underway before they become widely recognized? What options can be created now rather than after circumstances force a response? Where is the organization operating according to someone else’s timing? The episode also focuses on inflection points—moments when existing conditions begin shifting toward a different reality. These moments rarely announce themselves clearly. They first appear through subtle changes in customer expectations, team dynamics, decision-making, technology, market behavior, organizational pressure, and the usefulness of existing solutions. Lynne explains that leaders can detect these shifts by paying attention to momentum. They should examine where momentum is increasing, where it is decreasing, where resistance is building, where decisions are repeatedly delayed, and where conversations are being revisited without resolution. Strategic foresight therefore requires more than collecting information. It requires interpreting pressure, movement, coherence, resistance, and timing across a larger system. The episode closes by showing how the Future Leaders capabilities work together. Pattern recognition identifies the structures and behaviors that are repeating. Strategic foresight interprets where those patterns may lead. Emotional calibration—the next capability in the series—helps leaders understand the human and emotional forces influencing whether change will accelerate, stall, or be resisted. Together, these capabilities allow leaders to sense meaningful shifts before others can fully articulate what is changing. Key Takeaways Strategic foresight is the ability to recognize where conditions are moving before the resulting change becomes obvious. Most organizations react after change is measurable. Future-ready leaders identify emerging signals while there is still time to create options. Pattern recognition and strategic foresight are closely aligned. Pattern recognition identifies what is repeating; strategic foresight evaluates what those patterns are becoming. Strategic foresight is not about predicting one exact future. It is about preparing for several credible possibilities. Leaders should examine trends, weakening assumptions, overlooked signals, changing customer expectations, team dynamics, technology, and market behavior. Inflection points rarely announce themselves directly. They reveal themselves through changes in pressure, momentum, resistance, coherence, and decision patterns. Repeated delays, unresolved conversations, declining usefulness of existing solutions, and increasing resistance can all be early indicators of a larger shift. Better foresight does not necessarily require more information. It requires more accurate interpretation of the information and conditions already present. Strategic foresight gives leaders time to create options before circumstances reduce their choices. Pattern recognition, strategic foresight, and emotional calibration operate as an integrated leadership-perception system. Discussed Topics Introduction to strategic foresight Recap of pattern recognition How pattern recognition and foresight work together Why organizations respond after change becomes obvious Recognizing emerging market shifts Cultural changes and organizational friction Innovation opportunities and early signals Strategic foresight versus prediction Working with multiple signals simultaneously Questioning assumptions that are becoming unreliable Preparing for possibilities rather than forecasting one outcome Creating strategic options before they are urgently needed Inflection points in markets and organizations Changes in customer expectations and team dynamics Technology acceleration and market movement Increasing and decreasing momentum Resistance, delay, and repeatedly revisited decisions Solutions that are becoming less useful Sensing change before it can be fully explained The relationship between foresight and emotional calibration Leadership perception as a competitive advantage Timeline 00:00 Welcome to Sages of Industry 00:42 Introduction to The Ripple Effect and the Future Leaders Series 01:08 Recap of pattern recognition 01:28 Introducing strategic foresight 01:48 Why most organizations respond after change becomes obvious 02:08 Recognizing emerging market shifts and cultural changes 02:28 Organizational friction and innovation opportunities 02:48 Strategic foresight is not prediction 03:08 Interpreting multiple signals and their significance 03:28 Which trends are beginning to appear? 03:48 Which assumptions are becoming less reliable? 04:08 Early signals leaders and organizations often dismiss 04:28 Preparing for possibilities rather than forecasting one outcome 04:48 Creating options before change forces a response 05:08 Understanding organizational and market inflection points 05:28 Customer expectations, team dynamics, and accelerating technology 05:48 Reading increasing and decreasing momentum 06:08 Resistance, delayed decisions, and repeated conversations 06:28 Why inflection points rarely announce themselves 06:48 Recognizing changing conditions beneath surface events 07:08 Which existing solutions are becoming less useful? 07:28 Sensing change before it can be fully explained 07:48 How pattern recognition and strategic foresight align 08:08 Preview of emotional calibration 08:28 Integrating the Future Leaders capabilities 08:48 Recognizing meaningful change before others articulate it 09:08 Future Leaders Series information and practical application 09:32 Closing invitation and episode wrap-up Apple: iHeart: Spotify: Amazon Music: YouTube: Blog Detail:
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014 The Ripple Effect Future Leaders Series- Leadership Precision Using Pattern Recognition as a Strategic Asset
07/14/2026
014 The Ripple Effect Future Leaders Series- Leadership Precision Using Pattern Recognition as a Strategic Asset
In this solo Ripple Effect episode, Lynne Brodie narrows the Future Leaders Series to one specific executive capability: pattern recognition. The episode’s core argument is that many leadership failures do not come from a lack of intelligence, effort, or even strategy. They come from misreading what is actually repeating inside the system. Lynne frames pattern recognition as the ability to detect the recurring structures, behaviors, pressures, and incentives that sit beneath visible events. That fits her public Future Leader framing, which argues that advanced leadership now depends on reading complexity beyond surface form. A major theme in the episode is that most leaders are trained to respond to symptoms, while future-ready leaders learn to read the recurrence underneath the symptoms. Instead of reacting to isolated incidents, Lynne focuses on identifying what keeps happening across meetings, teams, decisions, market behavior, and organizational dynamics. In that sense, pattern recognition is not intuition as guesswork. It is disciplined perception: seeing the same structure reappear through different forms. That aligns with her public description of pattern recognition as part of a broader perceptive system that also includes strategic foresight, rapid synthesis, and timing. The episode also connects pattern recognition directly to leadership precision. Once a leader sees what is repeating, they can intervene earlier, interpret situations more accurately, and avoid wasting energy on surface-level fixes. Lynne’s public Future Leaders Series framing makes the same point in broader terms: leaders now need to recognize emerging patterns, read organizational dynamics, understand hidden incentives, and sense momentum shifts before they become obvious to everyone else. Another strong thread is that pattern recognition changes the quality of decision-making. Rather than collecting more and more information, the future leader learns to see which signals matter, what they connect to, and what they are likely to become. The series moves beyond conventional analysis into better interpretation under complexity. Overall, this episode presents Lynne’s ability to provide pattern recognition as a foundational future-leader skill. It is not just a cognitive gift. It is a strategic advantage: the ability to see what is actually shaping the system before the rest of the room has language for it. Key Takeaways This is a short, snackable solo Ripple Effect episode focused specifically on pattern recognition within the broader Future Leaders Series. Lynne frames leadership breakdowns as problems of misperception, not only problems of talent, planning, or effort. Pattern recognition is presented as the capacity to detect recurring structures beneath surface events. Future-ready leaders do not just notice isolated events. They identify repeated behaviors, recurring friction, hidden incentives, and momentum shifts. The episode links pattern recognition to earlier intervention, better decisions, and more accurate interpretation under complexity. This capability fits Lynne’s larger public model of multidimensional leadership, which includes structural, emotional, cognitive, energetic, and temporal perception. Discussed Topics Introduction to the Future Leaders Series Why pattern recognition matters now Symptoms versus recurring structures Why conventional leadership often misreads complexity Repetition across teams, meetings, and decisions Pattern recognition in complex systems Reading organizational dynamics beneath the surface Hidden incentives and repeating friction Seeing what is emerging before it becomes obvious Better interpretation rather than more information Decision quality under uncertainty Pattern recognition as a strategic leadership advantage Timeline 00:00 Welcome to The Ripple Effect 00:18 Introduction to this Future Leaders episode 00:42 The focus of this episode: pattern recognition 01:10 Why leaders often misread what is happening 01:42 Symptoms versus the deeper recurring structure 02:15 What pattern recognition actually means in leadership 02:52 Seeing repetition across people, teams, and decisions 03:30 Why reacting to isolated events leads to poor intervention 04:05 Reading what keeps repeating beneath visible problems 04:42 Pattern recognition in complex systems and organizations 05:18 Hidden incentives, recurring friction, and structural signals 05:55 How pattern recognition improves decision-making 06:32 Why better interpretation matters more than more data 07:08 Detecting shifts earlier than the rest of the room 07:42 Pattern recognition as a future-leader advantage 08:18 Closing reflections on leadership and perception 08:46 Episode wrap-up Get more detail my Blog at Or listen in on: Hosted: Apple: iHeart: Spotify: Amazon Music: YouTube:
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013 The Ripple Effect Future Leaders Series Detail
07/07/2026
013 The Ripple Effect Future Leaders Series Detail
In this solo Ripple Effect episode, Lynne Brodie lays out the core premise behind her Future Leaders Series: traditional leadership models are no longer enough for the level of complexity leaders now face. She argues that many organizations still rely too heavily on analysis, planning, process, and conventional management tools, even though the real breakdown often happens at the level of perception. The issue is not always capability or strategy. It is that complexity has outpaced the leader’s ability to read what is actually happening beneath the surface. A major theme in the episode is that the future leader must become multidimensional. Lynne describes leadership as no longer purely analytical, but structural, emotional, cognitive, energetic, and temporal all at once. She explains that the leaders creating disproportionate impact are learning to interpret patterns, recognize momentum shifts, understand emotional dynamics, read hidden incentives, and act with precision under pressure. Those same ideas appear in Lynne’s recent public framing of “The Future Leader,” where she argues that advanced leadership now requires leaders to perceive what others cannot yet articulate. She also uses the episode to define the specific perceptual and strategic demands of next-generation leadership. The future leader is presented not simply as a better planner, but as someone who can detect emerging patterns early, anticipate future scenarios, sense invisible friction, interpret system behavior, and make decisions under uncertainty. This episode positions those capacities as practical business competencies rather than abstract personal-development ideas. Another strong thread is that leadership development itself must change. Lynne contrasts older leadership models built around strategic planning, financial analysis, operational management, and process optimization with the newer requirements of a more interconnected environment. In her framing, these older skills still matter, but they are no longer sufficient by themselves. What matters now is how information is interpreted, not just how much information is collected. That emphasis closely matches the public “Future Leader” piece tied to the same concepts. The episode closes by moving from diagnosis to invitation. Lynne frames the Future Leaders Series as a way of developing the deeper perceptual capacities that let leaders see beyond visible events, improve decision quality, and accelerate execution. The overarching message is clear: the future belongs to leaders who can see beyond the obvious and respond to complexity with greater depth, accuracy, and timing. Key Takeaways This is a short solo Ripple Effect episode focused on the Future Leaders Series and what future-ready leadership actually requires. Lynne argues that the real leadership bottleneck is often perception, not a lack of talent, funding, or formal strategy. She describes advanced leadership as multidimensional: structural, emotional, cognitive, energetic, and temporal. The future leader must be able to recognize emerging patterns, anticipate future scenarios, read organizational dynamics, understand hidden incentives, sense momentum shifts, and make decisions under uncertainty. These exact themes align with Lynne’s public “Future Leader” framing and her rare gifts and abilities which activates Strategic flow to open your Genius Zone. Traditional leadership capabilities such as planning, operations, finance, and process remain important, but they are no longer enough on their own. The competitive advantage belongs to leaders who can interpret what others cannot yet articulate. The Future Leaders Series is presented as a pathway to expanding perception so decision-making and execution improve. Discussed Topics Introduction to the Future Leaders Series Why traditional leadership models are no longer sufficient Complexity outpacing conventional leadership perception The difference between capability problems and perception problems Advanced leadership as multidimensional Structural, emotional, cognitive, energetic, and temporal leadership Pattern recognition in complex systems Anticipating future scenarios Reading organizational dynamics Understanding hidden incentives Sensing momentum shifts Decision-making under uncertainty Invisible friction inside organizations Why interpretation matters more than more information Strategic Flow Activation and becoming the leader of the future Timeline 00:00 Welcome to The Ripple Effect 00:18 Introduction to the Future Leaders Series 00:45 Why this conversation matters now 01:10 A leadership scenario: clear strategy, clear opportunity, but execution still slipping 01:45 The real issue is not always capability — it is perception under complexity 02:20 Why traditional leadership models rely too heavily on analysis 02:55 Advanced leadership now requires more than planning, finance, operations, and process 03:30 The future leader as multidimensional 04:05 Structural, emotional, cognitive, energetic, and temporal leadership 04:45 Recognizing emerging patterns before they become obvious 05:20 Anticipating future scenarios and reading what is developing 05:55 Understanding organizational dynamics and hidden incentives 06:30 Sensing momentum shifts and making decisions under uncertainty 07:05 Why the goal is better interpretation, not just more information 07:40 Reflection questions for leaders facing invisible friction 08:25 How Strategic Flow Activation supports future-ready leadership 09:05 The future belongs to leaders who can see beyond the obvious 09:35 Closing thoughts and wrap-up
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012 Human Centered Innovation, Strategy Execution, and The Conditions for Real Change with Pate Moore, CEO of Humangood
06/30/2026
012 Human Centered Innovation, Strategy Execution, and The Conditions for Real Change with Pate Moore, CEO of Humangood
In this episode, Lynne Brodie speaks with Pate Moore about why so many organizations struggle to turn strategy into real execution, even when the plan itself looks sound. The conversation centers on the idea that the real bottleneck is often not the strategy, but the human system carrying it. From there, the discussion expands into employee experience, leadership behavior, internal culture, ownership, and what it actually takes to create an environment where people can do meaningful, innovative work. A major theme in the episode is that innovation is not just a toolkit or workshop exercise. Pate frames it as an ecosystem. He talks about the need to design conditions where people can contribute fully, where trust and ownership rise, and where execution does not depend on constant top-down pressure. The conversation treats innovation as something that must be embedded into the daily work environment rather than isolated in a separate initiative. Another strong thread is the distinction between surface solutions and deeper structural realities. Lynne and Pate keep returning to the invisible conditions underneath performance: how people experience work, how they relate to one another, how safe or constrained they feel, and whether the system is actually built for contribution. The episode positions these factors not as soft side topics, but as central drivers of execution, transformation, and growth. The discussion also moves into a more human view of leadership and design. Rather than focusing only on process, tools, or accountability, Pate emphasizes internal conditions, emotional truth, and the importance of connecting head and heart. The result is a conversation about building organizations that are not only more innovative, but more alive, more coherent, and more capable of sustaining change over time. Key Takeaways Strategy often fails at the point of human execution, not at the point of planning. The episode frames culture, employee experience, and internal conditions as performance variables, not secondary concerns. Innovation is treated as an ecosystem that must be built into everyday work, not a one-off exercise. Ownership rises when systems are designed for contribution rather than protection or compliance. Leadership pressure is not the same as scale; when everything still depends on the leader, the system is not yet truly working. The conversation points toward a more integrated model of innovation that includes mindset, emotional capacity, trust, and structural design. A recurring idea is that meaningful transformation requires both capability and capacity, not just skill or process. Discussed Topics Pate Moore’s background and Humangood Human-centered innovation ecosystems The gap between strategy and execution Why execution problems are often human-system problems Employee experience as a business-performance issue Culture, trust, and ownership Designing conditions for contribution Innovation beyond workshops and tools Leadership dependence versus true scale Internal constraints that limit change Heart-centered innovation and deeper human connection The relationship between design, emotion, and execution Sustainable transformation inside organizations Building organizations where human potential can emerge Timeline 00:00 Welcome and introduction to Pate Moore 00:42 Pate’s background and the work behind Humangood 01:45 What human-centered innovation ecosystems actually mean 03:00 Why strategy often fails in execution 04:20 The human system beneath organizational performance 05:35 Employee experience, culture, and service delivery 06:50 Why innovation cannot live only in workshops or special programs 08:05 Building conditions where ownership and contribution emerge 09:25 Trust, pressure, and the limits of compliance-based leadership 10:45 When growth still depends on the leader 12:00 The deeper architecture of transformation 13:15 Capability, capacity, and human readiness for change 14:40 Why internal conditions matter as much as strategy 16:00 Heart-centered innovation and connecting head and heart 17:30 Emotional truth, leadership, and meaningful design 18:45 What sustainable change looks like in practice 20:00 Implications for leaders, teams, and scaling organizations 21:20 Final reflections and where this work leads 22:15 Closing Top of Form Contact Pate More at: Bottom of Form
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011 The Soul of Business with Blaine Bartlett
06/23/2026
011 The Soul of Business with Blaine Bartlett
In this episode, Lynne Brodie speaks with Blaine Bartlett about leadership as something deeper than technique, title, or management mechanics. The conversation centers on the idea that leadership begins with the internal architecture of the leader: how they position themselves, how they think, how they decide, and what kind of field they create around them. A major thread in the episode is that leaders do not create different outcomes until they begin making different kinds of decisions. The discussion points repeatedly toward mindset as the root system beneath action. Rather than focusing only on visible strategy, Blaine frames leadership as an inside-out process in which identity, awareness, and internal alignment shape the quality of choices, influence, and long-term organizational direction. Another strong theme is the soul of business. The conversation presents business not as a machine for extraction, but as a living force that should create value for people, organizations, and the wider world. That aligns closely with Blaine’s public work, which describes “Compassionate Capitalism” as an economic model that allows individuals, organizations, society, and the planet to thrive in a generative and sustainable way. The episode also moves into Blaine’s leadership-development work more concretely. He speaks about a longer-term curriculum for leaders and about how they position themselves, so they are not merely reacting, but leading from a more deliberate center. Blaine describes his public Leadership Mindset programs and mastermind offerings as going beyond skills into decision-making, resilience, communication, and sustained leadership transformation. Overall, this episode is about leadership maturity. It is about how leaders think, what they serve, how they hold power, and how business can become a vehicle for meaningful human and organizational impact instead of simply output. Key Takeaways Leadership is framed as an internal state and positioning issue, not just a technical skill set. Better leadership results require different kinds of decisions, which come from a different mindset. The conversation links leadership effectiveness to deeper alignment, clarity, and self-awareness. Business is discussed as something that should have a soul, not just a structure. A major idea in the episode is that capitalism can be practiced in a more humane, generative way — consistent with Blaine’s concept of Compassionate Capitalism. The episode also points toward longer-form leadership development, not one-off inspiration. Blaine’s public materials describe both a foundational masterclass and longer mastermind-style programs built around leadership mindset, decision-making, communication, and sustainable impact. The larger message is that leaders shape outcomes by the quality of consciousness, intention, and context they bring into the system. Discussed Topics Blaine Bartlett’s leadership philosophy Leadership mindset versus surface-level management Why decision quality changes when mindset changes How leaders position themselves internally The soul of business Compassionate Capitalism Business as a force for human and organizational good Internal alignment and external influence Leadership presence and responsibility Long-term leadership development Curriculum and mastermind-style leader formation Sustainable impact in organizations Moving from reaction to deliberate leadership The relationship between business success and human thriving YouTube-Style Timeline 00:00 Welcome and introduction to Blaine Bartlett 00:40 Blaine’s background and why his leadership perspective matters 01:35 Leadership as more than role, title, or technique 02:35 Why leaders must make different kinds of decisions 03:40 Mindset as the source of action and influence 05:00 What it means to position yourself as a leader 06:20 Internal alignment and the effect it has on teams and organizations 07:45 The deeper architecture beneath visible leadership behavior 09:10 Business as a living system, not just a machine 10:35 The soul of business and what that actually means 12:05 Compassionate Capitalism and a more generative model of business 13:45 Why leadership development must go beyond tactics 15:05 How leaders sustain growth, clarity, and resilience over time 16:35 Long-form leadership curriculum and deeper transformation 18:20 Decision-making, communication, and leadership maturity 20:00 What leaders must embody, not just understand 21:45 Business impact, human impact, and organizational responsibility 23:20 Practical implications for executives and founders 24:50 Final reflections on leadership, service, and sustainable success 26:10 Closing thoughts and episode wrap-up Contact Information Personal Website: Company Website: Email: bbartlett@avatar-resources.com Social and Media Links Facebook: https://www.facebook.com/OfficialBlaineBartlett LinkedIn: https://www.linkedin.com/in/blainebartlett Twitter: https://twitter.com/blainebartlett YouTube: https://www.youtube.com/c/blainebartlett1 Instagram: https://www.instagram.com/blainebartlett Bluesky: https://bsky.app/profile/blainebartlett.bsky.social Podcast: Soul of Business with Blaine Bartlett TEDx: Nature As The Ultimate Business Guru
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010 The Ripple Effect: Executive Perception Beyond Conventional Analysis
06/16/2026
010 The Ripple Effect: Executive Perception Beyond Conventional Analysis
In this episode, Lynne Brodie describes a distinct set of executive-level perceptive and strategic capacities that operate together in real time. Rather than speaking about performance in broad terms, she names specific abilities she uses when working with leaders, systems, and fast-moving environments: pattern recognition, strategic foresight, emotional calibration, cognitive mirroring, energetic presence, persuasive resonance, rapid synthesis, and intuitive timing. A major theme of the episode is that these are not isolated traits. Lynne explains them as an aligned internal system. Pattern recognition allows her to detect what is repeating underneath visible events. Strategic foresight extends that recognition forward, showing where the system is likely moving before the outcome is obvious. Emotional calibration allows her to read the emotional tone of people and groups without becoming destabilized by it. Cognitive mirroring lets her meet people where they are mentally, reflect back what they are actually processing, and help them recognize what they have not yet fully articulated. She also describes energetic presence and persuasive resonance as practical forms of influence. Energetic presence is not presented as performance or personality, but as the ability to stabilize, clarify, and shift a room through the way she enters and holds it. Persuasive resonance is the point where language, timing, and internal coherence line up strongly enough that people do not just hear a message — they feel its rightness and respond to it. Lynne positions this as especially important in leadership, transformation, and moments when teams or markets are on the edge of movement but have not yet crossed the threshold. Another key part of the episode is the way Lynne describes reading systems within systems. She talks about seeing the architecture beneath the surface form — not just the visible structure of a company, team, or market, but the deeper arrangement of forces, tensions, incentives, patterns, and momentum underneath it. She presents this as a way of perceiving beyond appearance into actual operating reality. The episode also emphasizes atmosphere and momentum. Lynne explains that she can feel the atmosphere of rooms, markets, and industries, and sense a shift in momentum before other people can articulate what is changing. In her framing, this is not guesswork. It is the result of integrated perception: reading pattern, tone, pressure, coherence, velocity, and timing together. That combination allows her to identify inflection points early and respond before the rest of the system catches up. The overall message of the episode is that advanced leadership perception is not just analytical. It is structural, emotional, cognitive, energetic, and temporal all at once. Lynne presents these capabilities as part of how she works with leaders and organizations to identify what is really happening, what is about to happen, and what must align for movement to occur. Key Takeaways Lynne identifies a specific integrated capability set: pattern recognition, strategic foresight, emotional calibration, cognitive mirroring, energetic presence, persuasive resonance, rapid synthesis, and intuitive timing. She presents these capacities as aligned, not separate. Each one strengthens the others. Pattern recognition reveals what is repeating beneath surface events. Strategic foresight extends those patterns forward to anticipate where a system is moving. Emotional calibration helps her read the emotional field of people, teams, and environments accurately. Cognitive mirroring allows her to reflect back what others are thinking, processing, or missing in a way they can recognize immediately. Energetic presence is described as the ability to affect clarity, coherence, and movement simply by how she holds a room. Persuasive resonance is the alignment of message, timing, and internal coherence that causes people to respond at more than just an intellectual level. Rapid synthesis lets her connect many signals quickly into a usable understanding. Intuitive timing is the ability to sense the right moment to speak, intervene, redirect, or accelerate. She describes reading systems within systems and seeing the deeper architecture beneath visible form. She also describes sensing the atmosphere of rooms, markets, and industries, and recognizing momentum shifts before others can name them. Discussed Topics Executive perception beyond conventional analysis Pattern recognition and hidden repetition in systems Strategic foresight and seeing what is coming next Emotional calibration and reading the emotional field Cognitive mirroring and reflecting back what others cannot yet name Energetic presence and influencing a room without force Persuasive resonance and message alignment Rapid synthesis across multiple live signals Intuitive timing and knowing when to act Systems within systems Architecture beneath the surface form Reading atmosphere in rooms, markets, and industries Sensing momentum shifts before they become explicit Alignment of inner perception and outer strategy Leadership intervention at points of inflection Timeline 00:00 Welcome and framing for the episode 00:22 Introduction to Lynne’s executive perceptive capacities 00:52 Pattern recognition: seeing what repeats beneath visible events 01:30 Strategic foresight: recognizing where a system is moving next 02:08 Emotional calibration: reading tone, pressure, and emotional signal 02:48 Cognitive mirroring: reflecting back what others are processing but have not fully named 03:28 Energetic presence: how a person can stabilize or shift a room 04:08 Persuasive resonance: when message, coherence, and timing align 04:50 Rapid synthesis: connecting multiple signals into immediate strategic understanding 05:28 Intuitive timing: sensing the moment to intervene, speak, or redirect 06:05 How these capacities align and work together 06:42 Reading systems within systems 07:15 Seeing architecture beyond the surface form 07:48 Feeling the atmosphere of rooms, markets, and industries 08:20 Sensing momentum shifts before others articulate them 08:55 Why this matters in leadership, strategy, and transformation 09:22 Closing reflections and wrap-up Social Media Website: YouTube: @lynnebrodieinternational4608 X: LI: FB : Telegram : @LynneBrodie IG Podcast Platforms: Hosted: Apple: iHeart: Spotify: Amazon Music:
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009 Justin Gordon of Amramp: Freedom, Dignity and Independence through Mobility
06/09/2026
009 Justin Gordon of Amramp: Freedom, Dignity and Independence through Mobility
Justin Gordon is the CEO of Amramp Accessibility, a family-owned company founded by his father, Julian Gordon, in 1998. Amramp provides wheelchair ramps, stair lifts, vertical platform lifts, and other accessibility solutions, and public company materials say Justin joined the business in 2013, started as an installer, and later became the company’s second CEO. Episode Summary In this episode, Lynne Brodie speaks with Justin Gordon about building a business around accessibility, independence, and practical human impact. The conversation starts with Justin’s role at Amramp and quickly moves into the deeper purpose behind the company’s work: helping people regain access to their homes, routines, and daily lives when mobility becomes difficult. A major thread in the episode is that accessibility is not just about equipment. Justin talks about it as freedom, dignity, and the ability to stay connected to the places and people that matter most. The discussion makes it clear that the work is deeply personal. What Amramp provides may look like ramps, lifts, and modifications on the surface, but the real outcome is restored movement, confidence, and quality of life. The episode also explores Justin’s path into the business. Lynne asks about the company’s founding and the role Justin’s father played in creating it when he assisted Christopher Reeves become mobile again. From there, the conversation turns to succession, responsibility, and how Justin grew into leadership by learning the company from the ground up. That background shapes the way he leads now: with an emphasis on service, humility, and support for the people closest to the customer. Another strong theme is leadership culture. Justin describes a model where leadership exists to support the headquarters team, the headquarters team supports franchise partners, and franchise partners support customers. The episode presents this as a practical leadership philosophy rather than a slogan. It is tied directly to how the business grows, how people are treated, and how the mission stays intact as the company expands. The interview also includes concrete examples of customer impact. Some of the most meaningful stories are not dramatic in a corporate sense, but deeply significant in human terms: getting out the front door safely, moving freely at home, or simply reaching the mailbox again. Those examples ground the entire conversation in the real value of the work. Key Takeaways Accessibility is ultimately about independence, dignity, and freedom of movement. The episode frames Amramp’s work as practical service with emotional and social impact, not just product installation. Justin’s leadership perspective is shaped by having worked his way through the business rather than stepping directly into the top role. A core theme is service-centered leadership: support the people closest to the customer so they can deliver well. The conversation treats company culture as operational, not abstract. Accountability, care, and consistency are part of how the mission is delivered. The franchise model is discussed as a way to expand impact while staying close to local communities. The most memorable examples of impact are often simple acts of restored access that change a person’s daily life. The episode connects business growth with meaningful human benefit, which fits the broader Sages of Industry theme. Discussed Topics Justin Gordon’s role and background What Amramp Accessibility does Accessibility as dignity, freedom, and quality of life The founding of the company by Justin’s father Family business succession and leadership transition Justin’s move into the business and learning it from the ground up The human side of mobility challenges Supporting people who want to remain in their homes Leadership philosophy and the “inverted pyramid” model Supporting frontline teams and franchise partners Company culture, service, and accountability National expansion and franchise growth Customer stories and real-world examples of impact Simple forms of independence that matter deeply Referrals, awareness, and encouraging people to ask for help sooner Leadership as service in a mission-driven business YouTube-Style Timeline 00:00 Welcome and episode introduction 00:45 Introduction to Justin Gordon 01:05 What Amramp Accessibility does 01:45 Why accessibility work matters beyond the product itself 02:40 The company’s founding and Justin’s father’s role 03:20 Justin’s path into the family business 04:20 Learning the business from the ground up 00:05:15 Carrying the mission forward as the next-generation leader 06:10 Helping people stay connected to home, community, and daily life 07:05 Leadership as service, not hierarchy 08:00 The inverted-pyramid leadership philosophy 08:50 Supporting the people closest to the customer 09:40 Culture, accountability, and consistency 10:30 Expanding across the U.S. and Canada through franchise partners 11:20 Customer stories that stay with Justin 12:10 Accessibility as restored independence 13:00 Real-life example of regaining everyday mobility 14:00 Why people often wait too long to ask for help 15:00 Family support, referrals, and community awareness 16:00 What meaningful leadership looks like in this business 17:00 Where listeners can learn more 17:40 Closing reflections 18:20 Episode wrap-up · Website: · Instagram: · Facebook: · LinkedIn: · YouTube:
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008 The Ripple Effect: Tapping Into Personal Power + Flow Activation
06/02/2026
008 The Ripple Effect: Tapping Into Personal Power + Flow Activation
In this short solo episode of The Ripple Effect, Lynne Brodie shifts from explanation into experience. The focus of the episode is personal power — not as a motivational phrase, but as something listeners can begin to access directly. Lynne opens by framing the episode as a continuation of the larger conversation around flow, performance, and internal capacity. She asks a deeper set of questions: Do you know your path? Do you know how to access your own power? Do you know how to stand fully in it and use it intentionally? From there, the episode moves into a brief guided activation. Rather than only talking about inner access, Lynne invites listeners into a short experiential exercise designed to help them become more open, present, and receptive. She gives simple guidance around posture, breath, sound, and quiet attention, creating a short pause for listeners to notice what they feel, sense, or become aware of. A central message in the episode is that personal power is not abstract. It can be accessed, felt, and developed. Lynne positions this kind of inner activation as relevant not only for personal growth, but for clarity, decision-making, insight, and the ability to move through life and work with greater direction and confidence. She closes by encouraging listeners to keep exploring the Ripple Effect series and to continue opening access to the intelligence, creativity, and strength already within them. Key Takeaways This is a short solo Ripple Effect episode focused on personal power and inner access. Lynne frames personal power as something practical and experiential, not just conceptual. The episode moves beyond discussion into a short guided activation. Breath, posture, openness, and focused attention are used to help listeners become more receptive. A major theme is that people often have glimpses of their deeper power, but do not know how to access it intentionally. Lynne connects personal power to clarity, confidence, direction, and fuller expression in work and life. The episode suggests that even a brief activation can begin to open new awareness and insight. The tone is invitational, experiential, and foundational for deeper work to come. Discussed Topics Introduction to this Ripple Effect solo episode Personal power as an accessible inner capacity Questions of path, direction, and deeper knowing Why many people do not fully access their own power A brief guided activation experience The role of posture, breath, and sound Openness, receptivity, and inner awareness Noticing what you feel, sense, or receive The difference between hearing about power and experiencing it Personal power in relation to life, work, and decision-making Opening to greater clarity and internal intelligence Invitation to continue the journey through future episodes YouTube-Style Timeline 00:00 Welcome to Sages of Industry 00:15 Introduction to this Ripple Effect solo episode 00:40 The focus: personal power and inner access 01:05 Questions about path, direction, and knowing 01:35 Do you know how to tap into your personal power? 02:05 Why brief activation matters 02:30 Setting up the exercise and listener guidance 03:00 Safety note and getting into an open position 03:20 Guided breath and sound activation begins 04:10 Quiet space for receiving and noticing 05:00 Reflecting on what you felt or sensed 05:40 Going a little deeper into the experience 06:15 Another quiet activation phase 07:10 Interpreting what may be coming through 08:00 Personal power as a usable resource in life and work 08:40 The value of a fuller activation process 09:15 Bringing this awareness into all aspects of life 09:45 Closing invitation, subscribe, and share 10:10 Final thanks and wrap-up Social Media Apple: iHeart: Spotify: Facebook: X: Instagram: @lynnesbrodie YouTube: of FormBottom of Form
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007 Jackie Russell, of Teak Media, Discusses B-Corp Values-Based Business PR
05/26/2026
007 Jackie Russell, of Teak Media, Discusses B-Corp Values-Based Business PR
Jackie Russell is the founder and president of Teak Media + Communication, a firm she started in 1997 to help nonprofit organizations and socially responsible companies gain wider recognition, grow revenue, and advance their missions. Russell previously worked as a newspaper reporter, including at the Eagle-Tribune and Connecticut Post. Episode Summary In this episode, Lynne Brodie speaks with Jackie Russell about public relations as a force multiplier for organizations trying to do meaningful work in the world. The conversation begins with Jackie’s professional path from journalism into public relations and the founding of Teak Media. From there, the episode moves into the deeper purpose behind her work: helping nonprofits and responsible companies get the visibility, credibility, and recognition they need in order to grow and make a larger impact. A major thread in the episode is that good work alone is not enough. Jackie makes the case that organizations solving real problems still need strategic communication if they want to be seen, trusted, funded, and supported. The discussion frames PR not as image management, but as a serious business and growth function for mission-driven organizations. The episode also explores values-based business. Jackie talks about the importance of working with organizations whose ethics align with her own, and the conversation connects that to the larger B Corp and conscious business movement. A related theme is authenticity: if a business or organization is going to speak publicly about its values, it needs to mean it, stand by it, and communicate it clearly. Another strong part of the conversation is Jackie’s origin story. She reflects on early experiences that shaped Teak’s direction, including working with nonprofit causes and learning from Jerry Greenfield of Ben & Jerry’s. Those experiences appear to have reinforced two long-term ideas that carry through the episode: stay close to your values, and do not wait until you feel perfectly prepared before building something meaningful. Key Takeaways Jackie Russell founded Teak Media + Communication in 1997 after beginning her career in journalism. Teak is built around serving nonprofits and socially responsible companies, helping them gain recognition and increase revenue through strategic communications. A core message of the episode is that public relations matters because mission-driven organizations still have to compete for attention in a noisy environment. Jackie treats business as a force for good, and the conversation connects PR to wider social, environmental, health, and education issues. Values matter in both client selection and public messaging. The episode emphasizes authenticity over opportunistic branding. The discussion also points to the risks of vague or performative messaging, including greenwashing and taking public positions a company is not prepared to stand behind. Jackie’s early mentorship from Jerry Greenfield appears as an important influence on how she thinks about values, courage, and building a purpose-driven company. Discussed Topics Jackie Russell’s background in journalism Founding Teak Media + Communication Why Jackie chose to focus on nonprofits and responsible businesses Early client work and how Teak got started Learning from Jerry Greenfield and early mentorship PR as a strategic growth tool, not just promotion Why mission-driven organizations still need visibility and recognition Business as a force for good The B Corp movement and responsible business Authenticity in messaging and brand values Greenwashing and the risk of empty positioning Helping causes stand out in a crowded media environment Supporting work in education, healthcare, poverty, environment, and community impact What leaders need to understand about communications and influence Timeline 00:00 Welcome and introduction to Jackie Russell 00:45 Jackie’s background and the founding of Teak Media 01:45 From newspaper reporting to public relations 03:00 Early client work and how the business began 04:10 Working with nonprofits and discovering her real calling 05:15 Jerry Greenfield’s influence and lessons on values 06:30 Building a purpose-driven business before that language was common 07:35 The B Corp movement and business as a force for good 08:45 Why PR matters for nonprofits and responsible companies 10:00 Recognition, credibility, and revenue for mission-driven organizations 11:20 Why good work alone is not enough to get noticed 12:30 Helping organizations working in education, healthcare, poverty, and environmental impact 13:45 Authenticity, values, and public messaging 15:00 The danger of greenwashing and performative positioning 16:10 Standing by your values even when there is resistance 17:10 What makes this work meaningful for Jackie 18:00 Closing reflections and episode wrap-up Social Media Website: Instagram: Twitter/X: Facebook: Company LinkedIn: LinkedIn:
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006 The Ripple Effect: Flow as a Force Multiplier
05/19/2026
006 The Ripple Effect: Flow as a Force Multiplier
The podcast’s opening episode introduced The Ripple Effect as Lynne Brodie’s recurring solo series focused on imagination, innovation, and impact. Episode Summary In this short solo episode, Lynne Brodie introduces the first Ripple Effect segment and centers the conversation on flow — not as a vague ideal, but as a practical state that can expand performance, clarity, and creative output. A major theme of the episode is that many people have heard of flow, but think of it as accidental, elusive, or reserved for unusual moments. Lynne reframes it as something leaders, professionals, and teams can learn to access more intentionally. She presents flow as a force multiplier that enhances personal power, productivity, innovation, and the ability to move ideas forward. The episode also links flow to business outcomes. Rather than treating it as a personal-development concept only, Lynne positions it as relevant to creation, intelligence, decision-making, and faster progress in work that matters. The broader message is that when people access deeper internal capacity, they do not just feel better — they perform differently. Lynne closes by previewing future Ripple Effect episodes and inviting listeners to continue exploring how flow can shape imagination, innovation, and impact in practical ways. Key Takeaways This is a short host-led Ripple Effect episode rather than a guest interview. Lynne presents flow as a usable, trainable state rather than a rare or mysterious experience. A central message is that flow acts as a force multiplier for clarity, creativity, and productivity. The episode connects flow to practical business value, including better thinking, stronger execution, and forward momentum. Lynne frames access to flow as a way to expand personal power and unlock more of one’s natural capabilities. The episode sets up future solo segments that will continue exploring flow, performance, and impact. The tone is invitational and foundational: this episode introduces the concept and opens the larger conversation. Discussed Topics Introduction to the first Ripple Effect solo episode Why Lynne chose to talk about flow Common misunderstandings about flow Flow as a practical, accessible state Personal productivity and personal power Creativity, intelligence, and innovation in flow Why flow functions as a force multiplier Business relevance of internal cognitive state Moving ideas forward with greater ease and speed Preview of future Ripple Effect episodes Invitation to continue the conversation YouTube-Style Timeline 00:00 Welcome to The Ripple Effect 00:18 Introduction to this first solo episode 00:40 Why Lynne is focusing on flow 01:05 The common belief that flow is elusive or hard to access 01:35 Reframing flow as something practical and available 02:05 Flow as a force multiplier 02:35 Personal productivity, personal power, and creative capacity 03:05 How flow supports innovation and better performance 03:35 Why this matters for leaders, professionals, and teams 04:05 Getting more access to what is already within you 04:35 What future Ripple Effect episodes will explore 05:00 Invitation to subscribe, share, and stay connected 05:30 Closing Social Media: Apple: iHeart: Spotify: Facebook: X: Instagram: @lynnesbrodie YouTube:
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005 Globe Aware: How 'Voluntourism" Provides Ethical, Responsible Impact
05/12/2026
005 Globe Aware: How 'Voluntourism" Provides Ethical, Responsible Impact
Kimberly Haley-Coleman the founder and executive director of Globe Aware, a US- and Canada-based nonprofit that organizes short-term international volunteer programs. Globe Aware works in more than 25 countries, serves individuals as well as family, school, church, and corporate groups, and is built around cultural awareness, sustainability, and working side-by-side with communities “as equals.” Episode Summary In this episode, Lynne Brodie speaks with Kimberly Haley-Coleman about building a business and nonprofit model around meaningful short-term international service. The conversation begins with Kimberly’s background and then moves into the origin of Globe Aware: a practical response to the fact that many adults want to serve abroad but cannot leave their jobs, families, or responsibilities for six to eight weeks at a time. From there, the episode explores how Globe Aware created a more accessible model for service travel without losing depth, cultural immersion, or meaningful contribution. Globe Aware is a structured, short-term, community-oriented service model designed for adults, families, and groups. A major theme in the episode is that the experience is not just about helping others. Kimberly emphasizes perspective change, human connection, and what happens when people step outside routine, screens, and comfort zones to work alongside others in a very different environment. The conversation repeatedly frames service travel as experiential learning: something that changes how participants see their own lives, habits, assumptions, and possibilities. The episode also addresses ethical questions directly. Kimberly distinguishes Globe Aware’s model from more superficial or extractive forms of voluntourism by stressing local leadership, community-driven projects, dignity, and the importance of working with people rather than “for” them in a top-down way. Another strong thread in the episode is applicability for families, companies, and multigenerational groups. Kimberly talks about who participates, why employers are increasingly open to supporting these experiences, and how shared service can build gratitude, engagement, and perspective in ways that typical travel does not. Globe Aware’s trips are for families, schools, and corporate groups, and recent interviews describe them as powerful for team building, leadership development, and cross-cultural learning. Key Takeaways Globe Aware was built around practical insight: many people want to serve internationally, but most cannot commit to traditional long-form volunteer models. The episode presents short-term service travel as a serious alternative to ordinary tourism when it is structured well and rooted in local partnership. Kimberly frames the experience as mutual: communities’ benefit, but participants are also changed by the work, the relationships, and the exposure to another way of living. Ethical design matters. A recurring point is that projects should be locally guided, dignity-centered, and genuinely useful. The conversation highlights families, companies, and older adults as meaningful participants in this kind of work, not just students or gap-year travelers. One of the clearest messages in the episode is that connection matters as much as contribution. The value is not only in what gets built or delivered, but in what gets understood. Discussed Topics Kimberly Haley-Coleman’s background and leadership path The founding idea behind Globe Aware Why short-term service travel fills an important gap Business travel, exposure to other countries, and the search for meaningful engagement Working alongside communities as equals What Globe Aware trips actually look like in practice Examples of projects in different countries Logistics, safety, accommodations, and program cost The difference between service travel and ordinary tourism Perspective shift, gratitude, and experiential learning Conscious business, world good, and nonprofit impact Families, companies, and employer-supported volunteering Ethical concerns around voluntourism Community-led design and responsible project selection Memorable stories from the field How people can get started with Globe Aware Timeline 00:00 Welcome and introduction to Kimberly Haley-Coleman 01:00 Kimberly’s background and leadership experience 01:55 What Globe Aware is and the kind of work it does 03:00 How the idea began through international business travel 04:20 Why Kimberly created a short-term service model 05:10 Working alongside communities rather than above them 06:00 What the trips look like and examples of projects 07:20 Cost, logistics, accommodations, and safety 08:40 How this differs from ordinary tourism or superficial volunteering 10:00 Why these experiences change perspective so deeply 11:30 Joy, meaning, and the human value of service travel 12:40 Who typically participates in Globe Aware programs 14:00 Employers, matching programs, and the business case for supporting service 15:20 Why “voluntourism” can be the wrong label 16:30 Preparing participants and designing accessible experiences 17:45 Families, children, and learning beyond screens 19:00 Ethical concerns, power imbalance, and community-led projects 20:20 Surprising demographics and the role of older volunteers 21:15 Favorite experiences and memorable stories from the field 23:00 Why connection matters more than charity alone 24:20 How to choose a destination or type of project 25:15 Where to find Globe Aware and how to get started 26:10 Closing reflections and episode wrap-up Social Media- Website Facebook LinkedIn Podcasts Instagram YouTube: X Twitter: LinkedIn: TikTok: Wikipedia: Bluesky: Pinterest:
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004 Fibre52 How Clean Cotton Saves Water and Energy
05/05/2026
004 Fibre52 How Clean Cotton Saves Water and Energy
Graham Stewart is described as a long-time textile industry leader and the EVP/founder behind Fibre52, a process designed to improve how cotton-rich fabrics are prepared and dyed. Fibre52 as a drop-in solution for existing mill equipment that aims to reduce water, electricity, and steam/gas use while replacing harsher chemistry with bio-based inputs. Episode Summary In this episode, Lynne Brodie speaks with Graham Stewart about what it takes to change an industry that has been doing things essentially the same way for decades. The conversation centers on textile manufacturing, cotton processing, and the commercial challenge of making sustainability practical rather than theoretical. Graham explains how his background in dyeing and textile production led him to question why cotton preparation and dyeing still rely so heavily on heat, water, and aggressive chemistry. From there, he walks through the thinking behind Fibre52 and why he believed there had to be a better way. That framing aligns with public descriptions of Fibre52 as a process intended to reduce the environmental burden of cotton dyeing while remaining workable inside existing manufacturing systems. A major theme in the episode is that sustainability only scales when it also makes business sense. Rather than presenting environmental improvement as a side issue, Graham discusses it as an operational and commercial issue: less energy, less water, less process intensity, and a better end result for mills and brands. Fibre52 similarly emphasizes that the process is meant to work without additional machinery and has been presented as reducing processing time, energy usage, and water use, while making cotton perform differently than conventionally processed fabric. The conversation also broadens into industry change itself. Lynne and Graham discuss the skepticism that new ideas face in traditional sectors, the realities of working with global mills and supply chains, and the importance of proving that a better process is not only cleaner, but repeatable, affordable, and commercially adoptable. The result is a grounded discussion about innovation inside manufacturing: how meaningful change happens, why outdated systems endure, and what it takes to move a large industry toward better practices without losing sight of profitability. Key Takeaways Graham Stewart’s perspective is shaped by decades in textile production, dyeing, marketing, and leadership across international markets. The episode focuses on cotton preparation and dyeing as a major area where sustainability and profitability intersect. A core message is that traditional industries do not change just because a new idea is cleaner; they change when it is operationally credible and commercially workable. Fibre52 is publicly described as a drop-in process that works with existing machinery rather than requiring mills to make major capital investments. Public materials describe the process as reducing resource intensity, including savings in water, electricity, steam/gas, and processing time. The conversation treats sustainability not as branding language, but as a manufacturing, supply-chain, and business-performance issue. Another recurring theme is patience: changing an entrenched global industry requires proof, repetition, and persistence. Discussed Topics Graham Stewart’s background in textiles and dyeing Why conventional cotton processing needed to be challenged The origin and purpose of Fibre52 Harsh chemistry, heat, water, and process intensity in manufacturing Making sustainability commercially viable Why profitability and environmental improvement do not have to conflict Working with mills, factories, and existing machinery Adoption barriers in traditional industries Skepticism, proof, and repeatability in manufacturing innovation Fashion, supply chains, and global textile production Better materials and the future of cotton processing What it takes to scale a practical industry innovation YouTube-Style Timeline 00:00:00 Welcome and introduction to Graham Stewart 00:00:38 Graham’s role in textiles and the mission behind Fibre52 00:01:28 The problem with conventional cotton preparation and dyeing 00:02:20 Graham’s background in dyeing and textile production 00:04:05 What he saw in industry recipes that had not meaningfully changed 00:05:18 Why he decided to develop a better cotton-processing method 00:06:42 Sustainability and profitability as part of the same business problem 00:08:04 Building a process that can work inside existing mill infrastructure 00:09:32 Adoption challenges in a traditional manufacturing industry 00:10:48 The environmental cost of current textile-processing methods 00:12:16 Why brands, mills, and the broader market are starting to care more 00:13:52 Product quality, cotton performance, and why process design matters 00:15:10 Educating the market and working across the supply chain 00:16:36 The practical realities of implementation and scaling 00:18:02 Where the industry can go from here 00:19:24 Broader reflections on innovation, persistence, and commercial change 00:20:36 Final thoughts on better manufacturing and better materials 00:21:32 Where to learn more and episode close Website: Instagram: Twitter/X: Facebook: Company LinkedIn: Your LinkedIn: Bottom of Form
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003 Zen Leadership Institute Founder and Past NASA Executive Explores How Energy is Everything
04/28/2026
003 Zen Leadership Institute Founder and Past NASA Executive Explores How Energy is Everything
Dr. Ginny Whitelaw as a former NASA senior leader, founder of the Institute for Zen Leadership, and co-developer of the FEBI framework, which focuses on four mind-body energy patterns in leadership. Episode Summary In this episode, Lynne Brodie speaks with Dr. Ginny Whitelaw about leadership, human potential, and the deeper internal capacities that shape how people lead, create, and influence the world around them. The conversation begins with Ginny’s professional journey, including her time at NASA and the turning points that led her into leadership development work. From there, the discussion expands into larger questions about what traditional leadership training often misses, why internal state matters, and how leaders can become more effective by working with energy, embodiment, and awareness rather than relying on cognition alone. A major thread in the episode is the relationship between leadership and world impact. Ginny explains that meaningful change does not come only from strategy or analysis, but also from the way leaders are internally organized and how they show up in moments of pressure, complexity, and responsibility. The conversation touches on healthcare, systems change, and the kinds of large-scale problems that require leaders to develop greater depth, flexibility, and presence. The episode also explores Ginny’s work around energy patterns in the nervous system and how these patterns affect personality, behavior, collaboration, and leadership effectiveness. Rather than treating leadership as a purely intellectual function, the conversation frames it as something embodied and trainable. The result is a thoughtful discussion about how leaders expand their range, access more of themselves, and become better equipped to serve organizations, teams, and broader society. Key Takeaways Leadership development is not only about skills, frameworks, and strategy. It also depends on internal capacity, embodiment, and presence. Dr. Ginny Whitelaw’s path from NASA into leadership work reflects a move from technical and organizational complexity into deeper human-development questions. The episode argues that many leadership models are incomplete because they overemphasize the mind and underemphasize the body, energy, and lived patterns of response. Leaders create better outcomes when they can shift how they show up instead of repeating a single habitual pattern. The conversation links leadership quality to real-world impact, especially in areas where systems are strained or change is urgently needed. A recurring theme is that leadership range matters: effective leaders can access different modes of action, not just their default style. The discussion points toward a more integrated model of leadership that includes clarity, embodiment, purpose, and measurable action. Discussed Topics Dr. Ginny Whitelaw’s professional background NASA and early leadership-development experiences Why conventional leadership training can fall short Leaving a traditional career path to pursue deeper leadership work Purpose, personal power, and meaningful contribution Leadership in times of systemic stress and disruption Healthcare and examples of human-centered systems change Energy, embodiment, and leadership effectiveness Nervous-system patterns and how they affect behavior The importance of expanding beyond default leadership habits Working with leaders, teams, and organizations at multiple levels Zen leadership and moving beyond ego-based leadership YouTube-Style Timeline 00:00:00 Welcome and introduction to Dr. Ginny Whitelaw 00:00:35 Dr. Whitelaw’s background and the arc of her work 00:01:25 NASA experience and early exposure to leadership development 00:02:20 What traditional leadership training often leaves out 00:03:25 Leaving NASA and moving toward deeper leadership work 00:04:25 Purpose, personal power, and making a meaningful contribution 00:05:45 Leadership in a time of larger world and systems challenges 00:07:25 Healthcare as an example of human-centered leadership change 00:08:50 How leaders create impact beyond formal authority 00:10:05 Energy, resonance, and leadership presence 00:11:20 Leadership as more than cognition or analysis 00:12:30 Universal energy patterns and how they shape behavior 00:13:40 Expanding leadership range beyond default habits 00:14:50 How different leadership patterns show up in practice 00:15:50 Measuring and understanding go-to leadership tendencies 00:17:00 Working with leaders and organizations across contexts 00:18:10 Zen leadership and leading beyond ego 00:19:15 Practical application for leaders, teams, and organizations 00:20:20 Where to learn more and closing reflections Website: Instagram: Facebook: Company LinkedIn: Your LinkedIn: YouTube:
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002 Sawyer Think: How a Small Company Disrupts Markets and Changes the World
04/20/2026
002 Sawyer Think: How a Small Company Disrupts Markets and Changes the World
Kurt Avery is the founder, owner, and president of Sawyer Products. His work focuess on outdoor protection, water filtration, first aid, and a long-standing commitment to expanding access to clean water around the world. He is also the author of Sawyer Think: How a Small Company Disrupts Markets and Changes the World. Episode Summary In this episode, Lynne Brodie speaks with Kurt Avery about building a company that competes successfully in the marketplace while also solving real human problems at scale. The conversation centers on Sawyer Products, the path from a small product business into a globally recognized brand, and the mindset required to stay committed to innovation over decades. Kurt’s background aligns closely with those themes: he founded Sawyer in 1984, started with a snakebite kit, expanded into outdoor protection and water filtration, and has repeatedly framed the company around solving real problems rather than simply adding more products to a catalog. A major theme in the episode is that impact and business performance do not have to be in conflict. The discussion connects product innovation, commercial discipline, and humanitarian reach, especially around clean water. Clean water has a huge impact on the health of children being able to return to school, families being able to return to work, which results in a pivot from their poverty and educational levels. Thus, it changes a country’s economy and GDP. Company materials describe Sawyer’s water work as both a major business success and a vehicle for large-scale global impact, with Avery consistently emphasizing practical usefulness, durable product design, and a mission larger than retail sales alone. The episode also points toward a broader business philosophy: long-term persistence, disciplined marketing, category disruption, and a refusal to build second-rate products. Avery returns to those same ideas, including the company’s early years of struggle, its focus on innovation over imitation, and the belief that a small company can change markets and lives if it solves meaningful problems better than larger competitors. Key Takeaways Kurt Avery built Sawyer Products from a narrow starting point into a company known for water filtration, insect repellent, sunscreen, and first aid. A core message of the episode is that real innovation begins with solving a genuine problem, not launching a “me too” product. Clean water access is central to Kurt’s public mission and to the company’s larger global impact story. Clean water has a huge impact on the health of children being able to return to school, families being able to return to work, which results in a pivot from their poverty and educational levels. Thus, it changes a country’s economy and GDP. Discussed Topics Kurt Avery’s background and the origin of Sawyer Products Starting with a focused niche product and expanding strategically Why product quality and usefulness matter more than trend-driven growth Water filtration and the business of solving life-and-death problems Clean water, global need, and large-scale humanitarian impact Persistence through difficult years of business building Innovation inside a small company Sustainability as a practical business issue, not just branding How small companies disrupt larger markets Mission, profitability, and long-term business thinking Product development, market trust, and customer education What business leaders can learn from Avery’s operating philosophy YouTube-Style Timeline 00:00:00 Welcome and introduction to Kurt Avery 00:00:42 Kurt’s background and the story behind Sawyer Products 00:02:25 Starting the company and the early snakebite kit foundation 00:04:18 Building around useful products instead of imitation 00:06:05 Expanding into water filtration and broader product innovation 00:08:10 Clean water as both a business and humanitarian mission 00:10:35 What solving real-world problems looks like in practice 00:12:45 Sustainability, usefulness, and business viability 00:14:55 The long road of persistence before major success 00:17:05 Marketing, trust, and educating the market 00:19:25 Product development and how small companies compete 00:21:35 Scaling impact through adoption, partnerships, and reach 00:23:55 Business lessons and the ideas behind Sawyer Think 00:26:20 Leadership, mission, and long-term decision-making 00:28:40 Disrupting markets while staying focused on service 00:30:45 Final reflections on business, impact, and world good 00:32:20 Where to learn more and episode close
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001 Introducing Sages of Industry: Sparking Business for World Good in You
04/20/2026
001 Introducing Sages of Industry: Sparking Business for World Good in You
In this opening episode, Lynne Brodie introduces Sages of Industry and explains the purpose behind the podcast. She positions the show as a platform for conversations with leaders who build companies, products, and services that do three things at once: serve clients, engage employees, and solve real-world problems. Lynne also shares the professional perspective that led her to create the show. Drawing on decades in corporate America, she reflects on what she has observed inside large organizations: strong ideas often exist, but meaningful follow-through, innovation, and broader impact do not always happen at the level they could. This podcast is designed to explore the people and thinking behind businesses that do create that kind of impact. The episode also introduces the larger themes that will carry through the series: innovation, leadership, imagination, measurable impact, and the role of higher-level thinking and flow in creating extraordinary business outcomes. Lynne closes by previewing future interviews and her solo segment, The Ripple Effect. Key Takeaways Sages of Industry is focused on leaders building businesses that combine performance with real-world contribution. The show centers on companies that simultaneously serve clients, engage employees, and solve world problems. Lynne created the podcast to spotlight how meaningful innovation is actually conceived, built, and scaled. Her corporate background shapes the lens of the show: many organizations have resources and talent, but fewer achieve aligned execution and broader impact. The podcast will explore not just what leaders built, but how they think, decide, and create. A recurring solo series, The Ripple Effect, will focus on activating imagination, innovation, and measurable impact. The broader message of the episode is that business can be a vehicle for both commercial success and world good. Discussed Topics Introduction to the Sages of Industry podcast Lynne Brodie’s host perspective and business background Why the podcast was created The definition of “business for world good” Leaders and companies worth spotlighting Innovation, creation, and executive thinking Employee engagement and broader business purpose Flow, imagination, and measurable impact Preview of future guest interviews Introduction to The Ripple Effect solo episodes YouTube-Style Timeline 00:00:00 Welcome to Sages of Industry 00:00:16 Podcast mission and the kind of leaders featured 00:00:40 Introduction to Lynne Brodie and the purpose of the episode 00:00:56 What defines the companies highlighted on the show 00:01:20 Lynne’s corporate background and what she observed in business 00:02:00 Why strong ideas often fail to become meaningful impact 00:02:40 Curiosity about extraordinary leaders and how they create 00:03:20 What listeners will learn from future interviews 00:03:36 Introduction to The Ripple Effect solo series 00:03:52 Imagination, innovation, flow, and measurable impact 00:04:24 Invitation to listen, learn, and follow the show 00:04:40 Closing message on building a better world through business www.LynneBrodie.com
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