Podcast
Independence by Design™
Hosted by Ryan Tansom · EN
Independence by Design™ is a framework to help owner-operators get out of the weeds and lead from the boardroom.
I built it because I lived this trap. In 2009, I joined my dad in our $21M family business. We turned it around and sold it for eight figures in 2014 — enough to pay off debt, cover taxes, let my dad retire, and leave me with a chunk of cash at 27.
But the sale gutted our team, systems, and identity. It looked like a win, but it didn’t feel like freedom. I bawled in the driveway.
After 450+ interviews, thousands of owners, and multiple ventures, I saw the real issue: we didn’t know the difference between being owners and operators. Our goals weren’t aligned. And we had no framework to guide us.
That’s why I built iBD — to help owners avoid regret, reclaim their time, grow real equity value, and build a business that gives them freedom — whether they stay, scale, or sell.
This show is the one I wish I had.
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This is a co-hosted episode with Kim Clark, iBD's Chief Revenue Officer. Kim spent years at ITR Economics before joining iBD, and her background in economic forecasting and revenue operations runs all through this conversation. Ryan and Kim recorded this as both a standalone episode and an introduction to the Profit War Room workshop — and yes, the protein powder story that opens it came from a real text exchange with Ryan's buddy Michael the week before recording.
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#494: Ryan & Kim | How to Design an Annual Executive Compensation Plan
1w ago01:05:47Tap to summarizeWatch on YouTubeYou're paying highly paid people to take problems off your plate. Instead they're handing you back monkeys, drama, and a deal you end up pricing yourself. Sales and Operations are at war over what got sold and what can actually be delivered. Finance is caught in the middle. You're the referee. You're not bad at this. The comp plan is. Each leader gets paid on their own win, so winning at a peer's expense pays, and the monkeys land back on your desk by the end of the day. In this episode I walk you through the annual executive comp plan I installed at my family's business and have put in with clients since. The move is to tie your top leaders to each other through the income statement and to your ownership goals at the same time. Half of their variable rides on their own seat. A quarter rides on each peer. Now winning at a peer's expense stops paying. Now the monkeys stay where they belong. Now you get to do the work only you can do, the strategic, the big, the broken things that are actually interesting to you. Kim and I get into the bonus pool sized top-down off normalized net operating income so it's always affordable, the multipliers that run both directions, and why one of our clients ran the math and decided not to hire the $500,000 CEO he was about to go find. He wanted the seat back. The seat got worth wanting again. Top 10 Takeaways You're paying highly paid people to take problems off your plate. They're handing you back monkeys. The drama isn't your team. It's the comp plan paying each of them only on their own win. Tie your top leaders to each other through the income statement. Three buckets, three seats: revenue, margins, SG&A and cash. The 50/25/25 model ropes them together. Half their variable on their own seat, a quarter on each peer's. Now winning at a peer's expense stops paying. The monkeys stay where they belong. Comp each executive on numbers they actually control. Not on a peer's leadership growth. Size the bonus pool top-down. A fixed slice of normalized net operating income. Bottom-up reconciles to it. Run multipliers on every seat. 1.1x to 1.2x up, 0.8x to 0.7x down, with a floor where the piece stops paying. The company's cash flow and your ownership goals set what comp is affordable. Title doesn't. Wish doesn't. Get the comp right and you get the work back: the strategic, the big, the broken things only you can do. Chapters: (00:00) Ryan and Kim on designing the annual executive comp plan (02:33) The drama isn't your team — it's the comp plan paying on their own win (03:21) The 50/25/25 model: tying top leaders to each other through the income statement (10:30) Size the bonus pool top-down off normalized net operating income (12:20) Cash flow and ownership goals set what comp is affordable — title doesn't (18:00) Comp each executive on numbers they actually control, not a peer's growth (20:43) Total inversion: monkeys stay where they belong, you get the work back (21:06) Run multipliers on every seat: 1.1x up, 0.8x down, with a floor (53:46) Fractional leaders: can they actually own the outcome of the seat (1:05:20) You've got to do the work — comp grounded in data, goals, and financials This episode was produced by Castos Productions. Resources: Executive Comp Workshop June 25 – 9 AM - 11am CST – Virtual, Live, Interactive: https://ryantansom.com/the-compensation-blueprint-workshop 90-Day Boardroom Blueprint Ryan's onboarding program that walks owners through the IBD Ownership OS, three-statement financial model, budget, and forecast — the foundation required before designing any executive comp plan. https://ibd-ownership-os.mn.co/plans/1974651?bundle_token=e7ab472deac3881f18ad4399f1fe79d9 Strategic Talent Partners — Mike Frommelt, a Minnesota-based executive search and leadership assessment firm. Ryan's recommended resource for C-suite recruiting, leadership team roadmap assessments, and real market compensation data. https://strategictalentpartners.com Strata Cloud Accountants Ryan's named preferred IBD partner for fractional CFO services — specifically called out as one of the only firms that actually delivers the three-statement financial model. https://stratacloudaccountants.com Robert Half Salary Guide Published compensation benchmark data Ryan referenced as one starting data point for executive base pay research. https://www.roberthalf.com/us/en/insights/salary-guide Ep. 493 — Ryan & Kim: How to Tie Everyone's Compensation to Your Ownership Goals Last week's episode. The Module 8 foundation this episode builds directly on. https://independence-by-design.castos.com/episodes/493-ryan-kim-how-to-tie-everyones-compensation-to-your-ownership-goals Ep. 492 — Ryan Tansom: How to Analyze Your Margins and Gross Profit The margins and gross profit groundwork behind the COO's bucket in the income statement. https://independence-by-design.castos.com/episodes/492-ryan-how-to-analyze-your-margins-and-gross-profit Ep. 481 — Nick Bradley: The Private Equity Operating System The private equity conversation Ryan referenced when walking through the three-buckets framing of the income statement. https://independence-by-design.castos.com/episodes/481-nick-bradley-the-private-equity-operating-system Ep. 480 — Kim Clark: What a CRO Does to Create Predictable Revenue Background on the CRO's KPIs, predictable revenue scoring, and the functional assessment referenced in this episode. https://independence-by-design.castos.com/episodes/480-kim-clark-what-a-cro-does-to-create-predictable-revenue Ryan Tansom Website: https://ryantansom.com/
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#493: Ryan & Kim | How to Tie Everyone's Compensation to Your Ownership Goals
2w ago00:46:08Tap to summarizeWatch on YouTubeThis is the kickoff of a multi-episode arc on Module 8 (Executive Compensation) of the iBD Ownership OS. Kim Clark, iBD's CRO and business partner, runs the interview; she spent years designing sales and revenue comp at ITR Economics before joining iBD. Module 8 is Ryan's territory, so the format flips: Kim asks, Ryan teaches the system. The next two episodes go deeper on short-term incentive design (annual exec bonuses, cascade math, KPI architecture) and long-term phantom stock mechanics (vesting, valuation triggers, the M9 transition bridge). The companion workshop where you actually build your own plan is June 25, 2026. You have a $40,000 executive comp plan sitting on your desk and you don't know if it's the right one. Your insurance broker pitched it. Your attorney drafted it. Your HR person was distracted. And it's tied to absolutely nothing that matters. The first call I had with that client, he asked me, "Should I sign this?" I asked back: What's your five-year valuation target? Cash flow goals? Do you have a financial model? Three nos in a row. That's where most owners are. Comp gets treated as an HR motivation problem when it's actually a capital allocation decision that has to trickle down from the owner's goals. Kim and I open Module 8 with the reframe and the cascade: why this module only works after Modules 1 through 7 are installed, why normalized net operating income beats gross profit and net income for the bonus pool, what 10% of NOI looks like split across the executive team and the company, and why phantom stock does most of what real equity does without putting anyone on your cap table. When the goals are clear and the rules are clear, the executive team runs the field. When subjectivity rules, everyone is just guessing.Top 10 Takeaways Your comp plan keeps failing because you're paying people on outcomes they can't control. Comp tied to gut feel breeds resentment, not productivity. The exact opposite of what you wanted. Comp design starts with the owner. Not HR. Not your attorney. Not the insurance broker pitching annuities. You can't build a comp plan without a five-year valuation target and a financial model in front of you. Hiring a CFO before your model exists? Tie their first bonus to building the model. Comp is a capital allocation decision, not a motivation problem. You're sharing future cash flow. Normalized net operating income beats gross profit because a CRO can crush GP and crater operations by overhiring. Your bonus pool is 10% of normalized NOI. Everything else is just how you split it. Phantom stock is a legal contract and a real liability on the balance sheet. No cap table, no K-1. When the goals are clear and the rules are clear, the executive team runs the field. Subjectivity is exhausting. Chapters:(00:00) Introduction to Module 8: executive compensation and why it exists(01:46) Your comp plan keeps failing because you're paying on outcomes they can't control(04:15) Comp tied to gut feel breeds resentment, not productivity(07:21) Comp design starts with the owner, not HR, your attorney, or the insurance broker(10:38) Why this module only works after Modules 1 through 7 are installed(16:24) Comp is a capital allocation decision, not a motivation problem(19:25) Normalized NOI beats gross profit and net income for the bonus pool(26:20) Your bonus pool is 10% of normalized NOI — here's how you split it(32:42) Phantom stock is a legal contract and a real balance sheet liability — no cap table, no K-1(44:25) When the goals are clear, the executive team runs the field This episode was produced by Castos Productions.Resources:Executive Comp Workshop June 25 – 9 AM - 11am CST – Virtual, Live, Interactive: https://ryantansom.com/the-compensation-blueprint-workshop Great Game of Business https://www.greatgame.com Open-book management system referenced by Ryan and Kim, developed by Jack Stack. Connects every employee to the company's financial performance through shared visibility of the income statement. Ep. 222 — The Ultimate Guide to Executive Compensation Plans — Foundational episode on aligning short- and long-term incentives to value creation. https://youtu.be/sInIywDALW4?si=ynChCIz6qvEfbIYEp. 336 — Craig Rutledge: How to Create the Best Executive Compensation Plan with VisionLink — Craig's foundational interview. Reference for the phantom equity primer. https://youtu.be/gAi0s8jtBls?si=HkE2UPCyiTp7hjf_Ep. 404: Design a CEO Compensation Plan Tied to Your Cash Flow & Valuation Goals with Craig Rutledge: https://youtu.be/6wF0PeKB-Fw?si=O9n5p0f0LIoJCc7bEp. 489 — Kim Clark: The Profit War Room https://youtu.be/mluEp7DGut8?si=iqAc8xxq0VVUUa0REp. 492 — Ryan Tansom: How to Analyze Your Margins and Gross Profit: https://youtu.be/eqqsY4rJgrg?si=5ZH777BQVboQf2wyRyan Tansom Website: https://ryantansom.com/
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#492: Ryan | How to Analyze Your Margins and Gross Profit
3w ago00:53:58Tap to summarizeWatch on YouTubeMost owners stare at the same gross profit number every month and feel good about it, and the chart underneath it is telling a completely different story. Revenue is up. Gross profit dollars are up. You feel good for about ten seconds. Then you notice the gross margin percentage is creeping the wrong way and you don't know if it matters. Your CPA does taxes. Your banker manages the line. Nobody is sitting at the chart with you asking the next question. That next question is what this episode is for. We get into how to read the gross margin chart by product line, where to set the floor that triggers the boardroom conversation, what the rate of change is actually telling you before the trend shows up in cash, and how the same chart asks one question if you're wearing the COO hat and a completely different one if you're wearing the owner hat. The owner question is where most operators get stuck, because almost nobody runs the seats separately. Real example from my old copier business, real numbers from the case study, and the honest version of how messy it is to get your data clean enough to actually believe. Top 10 Takeaways Your three financial statements are a closed loop, and every operating decision ripples through all three. Without a five-year plan, every margin decision is made in a vacuum. Gross profit can grow every year while gross margins quietly shrink. The blended company gross margin hides the line that's bleeding by averaging it with the line that's healthy. Rates of change are your early warning system, before the trend shows up in cash. If costs and revenue don't land in the same month, your gross margin is fiction. Every product line needs a target margin and a floor, and the floor triggers the boardroom conversation. Gross profit grew because you sold more, or because your margins expanded, and the split tells you whether the year was real. The gross margin chart you're looking at this month is the input to your distribution next December. The COO seat asks how to operate around the margin, and the owner seat asks what to do with the cash it produces. Chapters: (00:00) Three financial statements are a closed loop; every decision ripples through all three (03:00) Without a five-year plan, every margin decision is made in a vacuum (07:30) Gross profit can grow every year while gross margins quietly shrink (11:00) Rates of change are your early warning system before the trend shows up in cash (12:30) If costs and revenue don't land in the same month, your gross margin is fiction (19:30) The blended gross margin hides the line that's bleeding (26:30) Every product line needs a target, a floor, and the floor triggers the boardroom conversation (35:00) The split tells you whether the year was real: revenue growth or margin expansion (43:00) The gross margin chart this month is the input to your distribution next December (49:00) The COO seat asks how to operate; the owner seat asks what to do with the cash This episode was produced by Castos Productions.Resources:Boardroom Blueprint — The 90-day program where Ryan walks owners through installing the financial model, business valuation, and iBD Ownership OS™. — ryantansom.com/coaching Ep. 487 — Casey Brown: The Fear That's Eating Your Margins Ep. 489 — Kim Clark: Profit War Room Listen hereEp. 490 — Alex Chausovsky + Kim Clark: Supply Chains, Inflation, and Your Profit Battle Plan Listen hereRyan Tansom Website https://ryantansom.com/
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#491: Bud Martin | The Lower Middle Market M&A Gap Nobody Talks About
4w ago00:47:46Tap to summarizeWatch on YouTube "I want the seller to level with me. I don't want to be his priest or pastor, but I want honesty, and I don't want any surprises down the road." - Bud Martin, Bud Martin once watched a son kill his parents' deal by telling every buyer tour the company would never make it without him. I told Bud I was 27 when we sold our family business — and I knew I could have done the same thing. I almost did. That story is the human core under every M&A advisory conversation we don't talk about enough. Bud Martin runs controlled auctions for businesses in the $1M-$3M EBITDA range — a no man's land for owners. Too complex for brokers. Too small for the big banks. We get into what a real sell-side process actually looks like at this level, why most lower middle market deals are cash-at-closing strategic bolt-ons (not earnouts), the family dynamic that kills more deals than bad numbers ever will, and the philosophical question I keep coming back to: build a cash-flow business that gives you choices, or chase a third-party strategic deal that maximizes cash at closing. Both work. They're just not the same. Top 10 Takeaways The $1M-$3M EBITDA range is no man's land — too complex for brokers, too small for the big banks, and most owners get the worst sell-side representation right when they need the best. A controlled auction is non-negotiable — multiple bidders keep buyers honest, drive pace, and protect your leverage; day 92 close is the goal, day 180 is a red flag. Most lower middle market deals are cash at closing because strategic buyers write checks from the balance sheet — no banks involved, faster closes, cleaner deal structures. Earnouts in this segment are shifting from financial metrics to integration milestones — one of Bud's current deals is 95% cash, 5% tied to a six-month CRM integration. The family dynamic kills more deals than bad numbers — if your partners aren't on the same page before you call a banker, the deal is already dead. Build a cash-flow business and you have choices — ESOP, internal transfer, third-party, PE — but if you go straight to a strategic buyer, cash at closing goes through the roof and the cultural trade-offs come with it. The buyer who already knows your industry isn't the best buyer — the aligned-industry buyer who wants to be in your space is, because that's where 2+2 = 5 or 6. A $3M revenue fire safety business landed a $5 billion publicly-traded buyer because the industry was consolidating and Bud reached out to everyone — including the companies that looked too big. Bud gives sellers a conservative valuation so they're surprised on the upside — if the seller isn't in the same area code on number, he walks away from the engagement. Geopolitical risk lands on the deal table — a strategic buyer pulled out of one of Bud's deals in February because the Iran situation spooked their backlog and changed the math. Bud Martin is the founder of M&A Connect, a lower middle market M&A advisory firm based in the Chicago area. William (Bud) Martin has over 20 years of M&A experience. Prior to founding M&A Connect, he was with a highly regarded Midwestern M&A firm and was the leading broker by revenue and transactions closed during his seven years there. Bud has been the lead advisor on dozens of middle market transactions and is a current board member of Dynamic Rubber Inc. near Chicago. Before M&A, Bud owned a contract manufacturer of precision-machined components serving OEMs in aerospace, automotive, and business machine industries. He started his career as a runner on the Chicago Board of Trade and traded options on the CBOE through the 1987 crash. He learned business brokerage from his father-in-law in Florida before bringing the practice north to Chicago. Dave Deal at Prairie Capital Advisors referred Bud to the show — Prairie focuses on $4-5M+ EBITDA, and they refer sellers below that threshold to Bud because they trust him to run a real process at the lower middle market level. Chapters: (00:00) Introduction of Bud Martin - From CBOE options, trading, and family manufacturing to lower middle market M&A (05:00) The underserved gap between business brokers and big banks (07:25) The controlled auction: how Bud goes to market versus just listing on bulletin boards (09:33) No man's land — $1M–$3M EBITDA, too complex for brokers, too small for banks (18:18) A controlled auction is non-negotiable: multiple bidders, deal pace, day 92 vs. day 180 (20:00) Most lower middle market deals are cash at closing because strategic buyers write checks from the balance sheet (27:03) Hot sectors right now: manufacturing, distribution, and mandated recurring-revenue businesses (28:52) The family dynamic kills more deals than bad numbers (47:00) Geopolitical risk lands on the deal table — Iran spooks a buyer and changes the math This episode was produced by Castos Productions. Resources: M&A Connect — Bud Martin's firm. — mandaconnect.com Prairie Capital Advisors — Dave Deal's firm. Investment banking for the $4-5M+ EBITDA market. Referred Bud to the show. — prairiecap.com PitchBook — Database tool Bud uses for building target buyer lists. — pitchbook.com \LindFast Solutions Group — Public-company-style consolidator in the fastener space. Acquired Big Bolt in late 2024. The example Bud used to ground his $5B-buyer / $3M-seller story. — lindfastgrp.com Tommy Mello (A1 Garage Door / Home Service Expert podcast) — Home services entrepreneur Ryan referenced. Rolled up garage door companies, added $40M EBITDA, sold half for $150M. — homeserviceexpert.com Ep. 487 — Casey Brown: The Fear That's Eating Your Margins Ep. 489 — Kim Clark: Profit War Room Listen here Ep. 490 — Alex Chausovsky + Kim Clark: Supply Chains, Inflation, and Your Profit Battle Plan Listen here LinkedIn: linkedin.com/in/kimberlyclark Ryan Tansom Website https://ryantansom.com/
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#490: Alex Chausovsky | Supply Chains, Inflation, and Your Profit Battle Plan
Apr 2301:14:40Tap to summarizeThis interview is about why the old playbook of waiting for certainty is dead, and what owners need to do instead. Alex Chausovsky walks through how supply chain shocks, inflation, and a broken global system are hitting real P&Ls right now — input costs moving, margins under pressure, and customers who may or may not have the money to keep buying. Kim Clark and I then turn it into the owner's next move: three decision vectors (pricing, inventory, supply chain), pricing as an ownership decision — not a sales problem, segment your customers so a 12% increase doesn't blow up your tier-one relationships, and communicate the move in a way that builds trust instead of burning it. Build the battle plan before you need it — because by the time you need it, it's too late to build. Watch on YouTube Top 10 Takeaways Stop waiting for clarity and start building scenarios — pricing, inventory, and supply chain are the three decision vectors you stress-test now, not when the crisis hits. Every CEO should have a filing cabinet of pre-built scenarios. When the Strait closes, you open the folder. You don't start planning. A 2% global disruption is not a 2% hit — Qatar LNG, aluminum, diesel trucking, and fertilizer all chain off the same chokepoint, and the tail kills the whole machine. Availability is becoming a bigger moat than price — "I can get it to you when you need it" is worth more than being ten cents cheaper. Pricing is an ownership decision, not a sales problem — the math runs through your valuation, distributions, and cash flow, which makes it a boardroom conversation. A 12% increase dropped in a week without a "why" reads like collusion; the same 12% broken into transportation, material, and wages lands. Don't push uniform pricing across every customer — your Tier 1 relationships can absorb what Tier 2 and below cannot, and segmentation is where the margin gets protected. The top 20% drives 60% of US consumption — be honest about whether your customer actually has the money to keep buying what you sell. You're not in business to grow revenue — you're in business to make a profit, and that means running your P&L by customer and product line. The five-year forecast is the destination — scenario planning is how you course-correct to actually get there when the world gets loud. Alex Chausovsky is the President of 3DM Consulting. He is a highly experienced market researcher and analyst with more than two decades of expertise across subjects including economics, manufacturing, automation, advanced technology trends, and business cycle analysis. He has consulted and advised companies throughout the US and Canada, Europe, South America, and Asia. Alex has delivered over a thousand presentations, webinars, and workshops to small businesses, trade associations, and Fortune 500 companies across a spectrum of industries, and is the go-to source of industry data and insights for business owners and leaders. Alex's analysis has been featured in the Wall Street Journal, on the BBC, and on NPR, and he is a Top Voice on LinkedIn. Chapters: (00:00) Introduction of Alex Chausovsky, President of 3DM Consulting, economist and geopolitical analyst (03:30) Alex's lens: geopolitics as geography plus leadership personalities driving global policy (16:00) A 2% disruption is not a 2% hit — Qatar LNG, aluminum, diesel, and fertilizer all chain off the same chokepoint (24:16) Availability is becoming a bigger moat than price — "I can get it when you need it" beats ten cents cheaper (28:48) Stop waiting for clarity: every CEO needs a filing cabinet of pre-built scenarios for pricing, inventory, and supply chain (42:32) A 12% increase without a "why" reads like collusion; broken into transportation, materials, and wages, it lands (48:40) You're not in business to grow revenue — profit runs through the P&L by customer and by product line (58:32) Waymo, 3D printing, and the exponential curve — humans are poor forecasters, and that's the whole point (1:06:00) The biggest blocker is fear of mistakes — embrace them as signposts on the path to the goal (1:09:22) Alex launches 3DM Consulting: the five-year forecast is the destination, scenario planning is how you course-correct to get there This episode was produced by Castos Productions. Resources: iBD Profit War Room Workshop — April 27, 2026 | 9:00 AM–12:00 PM CT | $100 Register here — Half-day working session with Ryan Tansom, Kim Clark, and economic speaker Alex. Morning session on the geopolitical landscape, afternoon breakouts to build your own input cost tracking and pricing communication plan. 3DM Consulting — Alex Chausovsky's firm, launched January 2026. Economics, geopolitics, talent, and strategy advisory for businesses. 3dmconsulting.com Waymo — Alex's first autonomous vehicle ride in Phoenix, used as a lens for exponential change and industries that won't survive the disruption intact. waymo.com Allied Executives — Kurt Theriault's Twin Cities-based peer group organization. Alex is keynoting September 30. alliedexecutives.com Casey Brown / Boost Pricing — boostpricing.com | caseybrown.com — Pricing expert and author of the power statements framework for sales teams. Referenced throughout this episode; featured in Ep. 487. ITR Economics — itreconomics.com — Economic forecasting firm where Kim Clark and workshop speaker Alex both built their forecasting backgrounds. The 3-12 and 12-12 rates of change methodology comes from ITR's analytical framework. IMF PortWatch — portwatch.imf.org — Live shipping traffic data including the Strait of Hormuz. Ryan pulls this up daily to get an objective read on what is actually moving through the strait versus what is being reported. Ray Dalio — principles.com — Referenced for his framing of the current geopolitical conflict as a generational shift in the world order. Ep. 487 — Casey Brown: The Fear That's Eating Your Margins — Previous episode referenced. Check your Castos dashboard for the link. Ep. 489 — Kim Clark: Profit War Room Listen here LinkedIn: linkedin.com/in/kimberlyclark Ryan Tansom Website https://ryantansom.com/
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#489: Ryan & Kim | The Profit War Room. Inflation Is Coming. Do You Have a Battle Plan?
Apr 1601:09:05Tap to summarizeMy protein powder went from $62 to $122. The company's response was a mass email that started with "we understand your frustration." That is exactly how most businesses handle price increases. No plan. No segmentation. Just a surprise and an apology nobody asked for. Watch on YouTube Kim Clark and I sat down to talk about pricing. Not theory. The real conversation that happens when your input costs are moving and you have to decide what to do about it. We started with a protein powder subscription that went from $62 to $122 in a single month with no warning, no communication plan, and a mass apology email nobody asked for. From there we got into why pricing is an ownership decision that runs through valuation, cash flow, and distributions. I walked through the income statement to balance sheet to ownership decision chain the way I do it in a quarterly board meeting. Kim broke down rates of change analysis on your input costs as the early warning system, the customer segmentation framework for who gets a phone call, who gets a personal email, and who gets the mass communication, and how to give your sales team the "why" and the training to hold the line. We also talked about what is happening right now with the Strait of Hormuz, what that means for supply chains, and why this is different from every other inflationary cycle most of us have lived through. Top 10 Takeaways Pricing is an ownership decision. The math runs through valuation, distributions, and cash flow. That conversation belongs in the boardroom, not with your VP of Sales. The Strait of Hormuz is closed right now. Twenty percent of the world's oil and fifty percent of its helium are not flowing. Pull up IMF PortWatch and see for yourself. You cannot print molecules. Money printing is one problem. Physical supply chain disruption is a different problem. Both are happening at the same time. The boiling frog kills more businesses than the crisis. A container going from $2,500 to $20,000 gets an emergency call. Margins sliding from 43% to 37% over seven months gets ignored. Rates of change on your input costs are the early warning system. The 3-month rate leads the 12-month rate. When those diverge, your tire pressure light just came on. Build tiered battle plans before you need them. If input costs hit 8%, here is Plan A. If they hit 12%, here is Plan B. Do the math now so you are not doing it in a panic. Your salesperson is caught between company pressure, customer pressure, and the fear of losing the deal that pays their mortgage. Without the "why" and the tools, you are sending them into an impossible position. Segment your customers before you communicate a price increase. Tier 1 gets a personal visit. Tier 2 gets a personalized email from leadership. Tier 3 gets the mass communication. State what is NOT changing before you discuss what IS changing. Casey Brown calls these power statements. Anchor the customer on the value that continues, then explain the adjustment. Run at least one full pricing analysis per year and rotate which customer segments get increases. Pricing discipline is a cadence, not a crisis response. Kim Clark- This is a co-hosted episode with Kim Clark, iBD's Chief Revenue Officer. Kim spent years at ITR Economics before joining iBD, and her background in economic forecasting and revenue operations is all over this conversation. Ryan and Kim recorded this as both a standalone episode and an introduction to the Profit War Room workshop (April 27, 2026). The protein powder story that opens the episode came from a real text exchange with Ryan's buddy Michael the week before recording. Chapters: (00:00) Introduction - pricing and margins (01:27) The boiling frog: margins sliding from 43% to 37% ignored (05:11) Build tiered battle plans before you need them (06:06) The Strait of Hormuz is closed; you cannot print molecules (13:57) Pricing belongs in the boardroom, not with your VP of Sales (35:37) The math runs through valuation, distributions, and cash flow (41:05) Rates of change on input costs: the early warning system (49:51) Segment your customers before you communicate a price increase (55:15) State what is NOT changing; empower salespeople with the "why" (1:09:41) Profit War Room Workshop: April 27th, 9–noon, $100 This episode was produced by Castos Productions. Resources: iBD Profit War Room Workshop — April 27, 2026 | 9:00 AM–12:00 PM CT | $100 Register here — Half-day working session with Ryan Tansom, Kim Clark, and economic speaker Alex. Morning session on the geopolitical landscape, afternoon breakouts to build your own input cost tracking and pricing communication plan. Casey Brown / Boost Pricing — boostpricing.com | caseybrown.com — Pricing expert and author of the power statements framework for sales teams. Referenced throughout this episode; featured in Ep. 487. ITR Economics — itreconomics.com — Economic forecasting firm where Kim Clark and workshop speaker Alex both built their forecasting backgrounds. The 3-12 and 12-12 rates of change methodology comes from ITR's analytical framework. IMF PortWatch — portwatch.imf.org — Live shipping traffic data including the Strait of Hormuz. Ryan pulls this up daily to get an objective read on what is actually moving through the strait versus what is being reported. Lyn Alden — lynalden.com — Macroeconomist Ryan follows for supply chain analysis, global liquidity, and US dollar dynamics. Referenced for the "upside-down pyramid" framing of the global financial system. Luke Gromen / FFTT — fftt-llc.com — Macroeconomist and founder of Forest for the Trees. Ryan references Gromen's morning Strait of Hormuz chart-check habit and his analysis of petrodollar dynamics. Ray Dalio — principles.com — Referenced for his framing of the current geopolitical conflict as a generational shift in the world order. Shoe Dog by Phil Knight — Amazon — Ryan's recommended business memoir. The "what do I know to be true?" decision-making framework Phil Knight uses throughout the book is the lens Ryan applies to navigating uncertainty. Ep. 487 — Casey Brown: The Fear That's Eating Your Margins — Previous episode referenced. Check your Castos dashboard for the link. LinkedIn: linkedin.com/in/kimberlyclark Ryan Tansom Website https://ryantansom.com/
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#488: Dr. Sabrina Starling | $10,000/Hour Work and the 4-Week Vacation Test
Apr 901:06:45Tap to summarizeDr. Sabrina Starling is the founder of Tap the Potential and the author of The Four Week Vacation. This is her second time on the show. We got into what $10,000/hour work actually means for the owner and for every person on their team. Watch on YouTubeWe talked about how AI is accelerating the opportunity to delegate. How A-players are 900 to 1,200% more productive than average performers. Why delegation always goes down the org chart, never up. And the 4-week vacation test as the single best forcing function for figuring out what you are still holding onto that someone else should be doing. Sabrina works 10 hours a week now. Her team of 7 part-time A-players produces what people assume takes 20 full-time staff. Two years ago her husband passed away suddenly and she was out for six weeks. Her team never missed a beat. We also got into something most owners do not talk about: the friendships, the hobbies, the life outside the business that disappears when work becomes the only identity you have. Top 10 Takeaways $10,000/hour work is not about billing rate. It is any activity where you are working from your strengths and making everything else easier for yourself or others. If it does not meet that test, it should not be on your calendar. 41% of a knowledge worker's week goes to discretionary tasks that could be delegated or automated. In a 50-hour week, that is 20 hours you are giving away for free. The 4-week vacation test is not a perk. It is a diagnostic. Take four weeks completely unplugged. Whatever breaks is what you have not actually delegated yet. Once you delegate something and it works, do not take it back. The moment you pull it back, you just told your best person their growth has a ceiling. A-players try three things before they ask for help. When they do ask, they show you what they already tried. If your team leads with "what should I do?" you have a hiring problem, not a training problem. You cannot afford not to hire the more expensive person. Sabrina's framing: treat the hire as a loan to yourself. The right person frees hours immediately that are worth more than their salary. Five direct reports. That is the cap. More than that and your weekly one-on-ones become status updates instead of actual development conversations. A-players are 900 to 1,200% more productive than average performers. Before AI. Sabrina's team of 7 part-time people produces what outsiders assume requires 20 full-time employees. Boredom is the prerequisite for creativity. Every time you pick up your phone when you have nothing to do, you kill the process before it starts. Cal Newport calls scrolling "Doritos for your brain." The owner who cannot sit still for 10 minutes without checking email is the same owner who says they never have any good ideas. Q-Storming: instead of brainstorming answers, brainstorm questions. The right question reframes the entire problem. Most rooms full of smart people are solving the wrong thing. Dr. Sabrina Starling is the founder of Tap the Potential, a business coaching firm that helps entrepreneurs build businesses that run without them. She is the author of the How to Hire the Best series and The Four Week Vacation, and co-hosts the Profit by Design podcast. Sabrina's work centers on building A-player teams, delegating effectively, and helping owners identify and protect their $10,000/hour work. She was previously on this podcast in Episode 335. Chapters: (00:00) Dr. Sabrina Starling and what $10,000/hour work actually means for owners and every team member (03:21) Narratives that create glass ceilings and block true delegation (06:35) A-players, strengths-based roles, and Leadership Bootcamp at Tap the Potential (16:20) Time audits reveal 41% of work is discretionary and ready to delegate (19:33) The 4-week vacation test as the best forcing function for delegation (29:31) Friendships, hobbies, and building a real life outside the business (35:52) Boredom is the prerequisite for creativity; why scrolling short-circuits ideas (48:43) A-players are 900 to 1,200% more productive; building lean and mighty teams (1:04:32) Q-Storming: brainstorm questions, not answers, to solve the right problems This episode was produced by Castos Productions.Resources:$10,000/Hour Activities Chart (free download): https://tapthepotential.com/10KTap the Potential (website): https://tapthepotential.comProfit by Design Podcast: https://tapthepotential.com/podcastThe Four Week Vacation (book): https://tapthepotential.com/the-four-week-vacationHow to Hire the Best (book series): https://tapthepotential.com/how-to-hire-the-bestLeadership Bootcamp (Tap the Potential program): https://tapthepotential.com/leadership-bootcampDopamine Nation by Anna Lembke (mentioned): https://www.annalembke.com/dopamine-nationDeep Work / Cal Newport (referenced on boredom and junk food scrolling): https://calnewport.comThe Road Less Stupid — Keith Cunningham Recommended by Sabrina as a source of powerful thinking-time questions. Ryan references Cunningham's concept of the "dumb tax" — the cost of avoidable mistakes. Independence by Design — Episode 335 (Dr. Sabrina Starling's first appearance)Ryan Tansom Website https://ryantansom.com/
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#487: Casey Brown | The Fear That's Eating Your Margins
Apr 201:17:32Tap to summarizeMost owners plan their transition around money. Pete Walker thinks that's why so many of them end up with regret.Watch on YouTube Episode Summary: Your pricing strategy is probably a B+. Your team's ability to hold the line is a C-. That gap is where the real money lives. I brought Casey Brown back for a third time because one of my clients just went through her program and watched his entire sales team transform how they handle pricing conversations. Casey is the founder of Boost Pricing, author of Fearless Pricing, and has a TEDx talk with over 4 million views. She has spent 25 years helping over 1,000 companies generate more than $1 billion in incremental profits. In this episode, we got into why fixing execution captures 80% of the benefit at a fraction of the cost of fixing strategy. Why fear, not skill, is the real reason your team discounts. How your personal "money story" from childhood quietly sabotages every pricing conversation. And why quarterly strategic pricing reviews are the discipline most companies have never heard of, let alone implemented. Top 10 Takeaways Turning your pricing strategy from a B to an A is expensive and slow. Turning your team's execution from a C- to a B+ is fast, cheap, and captures 80% of the upside. Every company Casey has worked with, over 1,000 of them, has been underpriced somewhere. Not one has ever been charging the maximum the market would bear. Fear, not skill, is the dominant emotion in pricing decisions. Salespeople know what to say. They just panic when the customer pushes back and discount anyway. Everyone has a "money story" from childhood that affects how they sell. Casey grew up in a family of seven on $32,000 a year. The first time she quoted $35,000 for a project, her stomach went tight because that number meant something personal. Asymmetrical feedback destroys pricing confidence. Nobody ever says "Wow, that's a deal!" but you hear "that's too expensive" ten times a day. Even when you are not too expensive. The real framework is not "say this when they say that." It is: illuminate the blind spot, create a path for practice, then reinforce with accountability. Beliefs precede behaviors precede results. If you make pricing weird, it gets weird. Dogs and prospects can smell fear. Desperation breath eliminates your pricing power faster than anything. Stop selling features. A valve with seven pressure settings means nothing. $180,000 per quarter in savings that lets them hire four people? Now you are speaking their language. Quarterly strategic pricing reviews should be the default. Lock your senior leadership in a room, assign one person to argue prices are too low and another to argue they are too high. Debate it. Profitable decisions will come out of it. If you anchor your pricing to your costs, you are telling the customer that the only reason they should pay you is for your inputs. You are admitting zero value added. Price from value, not from cost. A company with 85% gross margins still has pricing upside because 100% of every price increase flows straight to profit. Sound Bites "100% of the companies on the planet that I've ever met are underpriced. Meaning in some corner of the business, there's something you could charge more for." — Casey Brown [00:19:44]. After being asked how she knows if a company is underpriced. She has never been proven wrong across 1,000+ engagements. "Fear is the dominant emotion present for pricing decisions and negotiations. Not anything else. Fear." — Casey Brown [00:38:34]. Explaining why traditional skill-based sales training fails. People know what to say but cannot execute when the amygdala takes over. "The most my dad ever made in his life in a year was like 32 grand. And the first time I ever quoted a project for 35, all I could think about is my entire family of seven on that amount for a year." — Casey Brown [00:43:24]. The pricing expert herself revealing how personal money stories never fully go away. They just have to stop running the show. Resources Mentioned Boost Pricing — boostpricing.com Casey Brown Media — caseybrown.com Fearless Pricing by Casey Brown — Available at caseybrown.com Casey Brown TEDx Talk — 4M+ views, findable at caseybrown.com Ep. 346 — The Power of Pricing with Casey Brown — YouTube Ep. 411 — Mastering the Art of Pricing with Casey Brown — Castos Ep. 480 — Kim Clark: What a CRO Does to Create Predictable Revenue — Castos Sandler Training — Referenced as a sales training framework that Boost bolts onto Challenger Sale — Referenced as a sales training framework SPIN Selling — Referenced as a sales training framework Good to Great by Jim Collins — Referenced for the "bullets before cannonballs" concept Alex Hormozi — Referenced for the insight that charging more increases client commitment and outcomes Ray Dalio — Quoted: "If you're worrying, you don't need to worry. If you're not worrying, you should worry." Alan Beaulieu / Prosperity in the Age of Decline — Referenced by Ryan for long-term economic forecasting Jobs to Be Done framework / Bob Moesta — Referenced for the "what is this actually trying to do" approach to value Gino Wickman / EOS / Traction — Referenced for the operating system many of Ryan's clients run Guest Contact Info Website: boostpricing.com Personal site: caseybrown.com LinkedIn: linkedin.com/in/caseybrownboost Email: casey@boostpricing.com Book: Fearless Pricing
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#486: Pete Walker | Your Business Built This Community. What Happens to It When You're Gone?
Mar 2601:26:58Tap to summarizeMost owners plan their transition around money. Pete Walker thinks that's why so many of them end up with regret. Watch on YouTubePete grew up on a 100-acre potato farm in a community of 90 people in Prince Edward Island. When his dad shut the farm down, 15 neighbors lost their seasonal jobs, local businesses lost a customer, and the tax base shrank. That story is now playing out across thousands of communities in the U.S. and Canada as owner-operators approach retirement without a plan. Pete spent 14 years at TD Bank, served in Canadian government economic development, and now runs Boughton Riverview Consulting, where he helps owners figure out what they actually want before a crisis forces a binary choice. We got into his "story of you" framework, why employee ownership is gaining traction in Canada, and how to normalize the hardest conversation most owners will ever have. Top 10 Takeaways If you don't decide what happens to your business, someone else will. And you probably won't like their version. The false choice between maximizing sale price and preserving legacy is eating owners alive. If you plan early enough, it doesn't have to be binary. Pete asks every owner one question: "What is the story of you that you're trying to create?" Most have never been asked. Their eyes bug out because they don't have an answer. When Pete's dad shut the family farm, 15 neighbors lost their jobs, local businesses lost a customer, and the tax base shrank. That's what happens when a business leaves a community without a plan. Multiply that by thousands of retiring owners across the U.S. and Canada. Employee ownership isn't charity. It's a strong economic case. 8-12% more productive. More resilient in downturns. Faster loan paybacks. Employees retire with roughly twice the wealth. Private equity isn't evil, but the incentive structure is baked in. Shorter hold periods, higher leverage, and a built-in need to sell create a fundamentally different game than employee ownership. Canada just launched an Employee Ownership Trust with a $10M capital gains tax exemption for sellers. But the incentive sunsets at the end of 2026 if it doesn't get made permanent. The advisory ecosystem is broken for the lower middle market. Fees have tripled. Minimums have gone up. The $2-3M EBITDA company with 120 employees can barely get anyone to return their calls. Most owners conflate cash flow and wealth. Separating the two, and understanding how time connects them, is the first step toward making a confident decision instead of a panicked one. If you or your advisor even hint at projecting a decision onto the owner, it won't work. It's their story. Your job is to help them write it. Pete Walker is the principal consultant at Boughton Riverview Consulting and a board member of Employee Ownership Canada. He is a Certified Exit Planning Advisor (CEPA) who helps business owners figure out what they actually want from their transition before they get pushed into a decision by a crisis or an unsolicited offer. Pete grew up on a 100-acre potato and cattle farm in St. George's, Prince Edward Island, a community of 90 people, where his family had been on the same land since the 1800s. He attended Yale University (BA) and Ivey Business School (MBA, Honours). His career spans three acts: political advisor for Atlantic Canadian economic development, 14 years as an executive at TD Bank in Canada, and now business transition planning and employee ownership advocacy. He is passionate about keeping businesses locally owned, operated, and thriving in their communities through the generational transition of business ownership. Chapters: (00:00) Pete Walker and the employee ownership movement in Canada (04:07) From a PEI potato farm to Yale to TD Bank: Pete's three-act career (08:39) Community values thread through every career decision Pete ever made (12:00) Defining community: shared place, values, working for everyone's benefit (16:00) Capital flows, the unbundling of community, and where ESOPs fit in (20:29) Employee ownership isn't charity — it's a strong economic business case (26:35) When Pete's dad closed the farm, 15 neighbors lost their jobs (31:46) Private equity vs. employee ownership: the incentive structure is baked in (37:00) "What is the story of you that you're trying to create?" (47:31) Identity, personal loss, and the story that changed Pete's career path (57:11) Owners aren't executives: if you don't decide, someone else will (1:01:37) Most owners conflate cash flow and wealth — separating the two (1:19:58) Canada's Employee Ownership Trust and the $10M capital gains tax exemption (1:25:20) Pete's mission: tens of thousands of Canadians becoming owners This episode was produced by Castos Productions. Resources: Employee Ownership Canada https://employee-ownership.ca The national organization advocating for employee ownership in Canada. Pete Walker serves on the board. The site covers all forms of employee ownership, including transition vehicles and share structures. Employee Ownership Trust (EOT) — Canada.ca Government Overview https://www.canada.ca/en/revenue-agency/programs/about-canada-revenue-agency-cra/federal-government-budgets/budget-2023-made-canada-plan-strong-middle-class-affordable-economy-healthy-future/employee-ownership-trusts.html Canada's newest employee ownership model, effective 2024. Offers a $10M capital gains tax exemption for qualifying sellers. The personal tax incentive is set to sunset at the end of 2026 if not made permanent. Boughton Riverview Consulting — Pete Walker https://www.linkedin.com/in/peter-e-walker/ Pete Walker's business transition planning and employee ownership advisory practice. Helps owners clarify what they actually want before a crisis forces a decision. Ep. 113 — Daniel Goldstein / Foliance: Building a 134-Year-Old Company Using The Purest Form of Capitalism https://www.youtube.com/watch?v=USNi_PKpcuE Ryan's earlier episode on ESOPs as the purest form of capitalism, featuring Daniel Goldstein and the ESOP holding company Foliance, referenced during the conversation on why employee ownership aligns economic and human incentives. Ep. 481 — Nick Bradley: The Private Equity Operating System https://ryanmtansom.castos.com/episodes/nick-bradley-private-equity-operating-system Ryan's recent episode with Nick Bradley on how private equity operates, referenced as context for the PE vs. employee ownership incentive structure discussion. Ep. 343 — Josh Golden: The Decision-Making Process of Selling TXI to an ESOP https://www.youtube.com/watch?v=38az-0A_-Tg Ryan's episode with Josh Golden, the mutual connection who introduced Ryan and Pete. Josh converted his Chicago software firm TXI into an ESOP and is referenced throughout this episode as a real-world example of the legacy-over-top-dollar decision. Family Business Atlantic https://www.familybusinessatlantic.ca Canadian organization supporting family-owned businesses in Atlantic Canada. Pete hosted a fireside chat with Josh Golden here on employee ownership and the question of "what is enough." Doughnut Economics by Kate Raworth https://www.amazon.com/Doughnut-Economics-Seven-Ways-21st-Century/dp/1603587969 Referenced by Ryan as a framework for understanding how incentive structures embedded in economic systems drive wealth inequality — directly relevant to the PE vs. employee ownership discussion. Makers and Takers by Rana Foroohar https://www.amazon.com/Makers-Takers-Rise-Finance-American/dp/0553447238 Also referenced by Ryan alongside Doughnut Economics, examining how financialization has reshaped the American economy and pulled value away from workers and communities. Andrew Huberman & Jordan Peterson — Noble Aim and Dopamine Framework <a href="https://www.youtube...
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#485: Steve Moss | You Found the Leader. Now How Do You Make Them Stay?
Mar 1901:17:07Tap to summarizeSteve Moss has spent his career figuring out why senior executive hires blow up. It almost never has to do with whether they can do the job. Watch on YouTube If you are thinking about hiring your first real C-suite leader, or you have already been burned by one who didn't work out, this conversation is going to hit close to home. Steve runs Executive Springboard. He matches new executives with mentors who have sat in that exact chair, and his retention rate is 95% over 18 months. We got into the real stuff. Why coachability matters more than IQ. What Steve calls the "passed over and pissed off" problem. Why he thinks the CHRO is the missing seat at the table. And how to build a leadership bench when your company can't afford the price tag of an off-the-shelf C-suite. Top 10 Takeaways 50% of senior executives fail within 18 months. And it's almost never because they can't do the job. Mentoring is not coaching. Mentors share their scars. Coaches ask questions. Consultants tell you what to do. The "passed over and pissed off" problem will blow up your culture if you don't address it head on. Consider building before buying. Your internal person who knows the culture might beat an external hire who takes six months to find and another six to ramp. The CHRO is the missing seat at the leadership table. Not open enrollment. Strategic talent and culture as a counterweight to the CFO's numbers focus. Executive presence is character, substance, and style. Change your style to fake presence and everyone will smell it. AI adoption is lumpy. Most organizations know they're behind. The real risk is employees adopting unsanctioned tools while leadership sits on their hands. AI doesn't replace the need for leaders who can think. It amplifies whatever's already there. Clear goals or confusion. Coachability is the number one predictor of executive success. Not functional skill. Not IQ. The willingness to ask for feedback and act on it. Managing change is managing other people's grief. Go too fast and you'll turn the corner to find nobody followed you. Steve Moss is the founder and president of Executive Springboard, a network of 100+ current and former C-suite executives who mentor leaders to help them excel in new roles. Before founding Executive Springboard, Steve was the chief marketing officer at Pillsbury International, Nestle Ice Cream, and Imation. He reversed Smirnoff's decline in Canada and set the brand on six consecutive years of growth, expanded Goldschlager from the US to 20+ countries and four continents, and has had 50+ direct reports go on to become VPs or presidents. Steve holds a BA from Georgetown University and an MBA from The Wharton School. Executive Springboard offers structured 8-month mentoring programs for senior onboarding, promotion readiness, executive engagement, off-boarding, and outplacement. The company works with organizations from $20M to $10B in revenue across all industries. Steve previously lived in Minnesota for 26 years and now operates from Maryland. Learn more at ExecSpringboard.com. Chapters: (00:00) Steve Moss, founder of Executive Springboard - AI roundtables reveal most organizations know they're already behind (03:21) Executive Springboard expands from onboarding to full executive career lifecycle (16:00) 50% of senior executives fail in 18 months — almost never the job skills (18:24) The "passed over and pissed off" problem will blow up your culture (22:42) Mentoring is not coaching: mentors share their scars, coaches ask questions (34:00) The CHRO is the missing seat at the leadership table (50:46) Executive presence is character, substance, and style — fake it and everyone smells it (59:49) AI adoption is lumpy: employees go rogue while leadership sits on their hands (1:09:21) Build before buying: coachability beats IQ, managing change means managing grief Resources: Executive Springboard — ExecSpringboard.com Kevin Cashman / Korn Ferry — Vice Chairman, CEO & Enterprise Leadership. Definition: "Leadership is authentic self-expression that adds value." — Korn Ferry Profile | CashmanLeadership.com Leadership from the Inside Out by Kevin Cashman — Amazon The AI-Driven Leader by Geoff Woods — Referenced by Ryan as a first-principles framework for AI adoption — Amazon Ben Bomar / Lithyus Group — Institutional knowledge retention and off-boarding (Minnesota-based) — Lithyus.com | LinkedIn Meg Gold / Bonde Community — Referenced for the authenticity gap between corporate leaders and owner-operators — JoinBonde.com Cyndi Gave / The Metis Group — Referenced for Job Scorecards and Watson-Glaser Critical Thinking Test — TheMetisGroup.com Ep. 260 — Steve Moss (previous episode) — YouTube Kim Clark — CRO and Predictable Revenue expert, iBD collaborator — Ep. 480 Pat Hobby — Fractional CFO, iBD collaborator — Ep. 438 Nick Bradley — Private equity expert ($5B in deals), recent iBD podcast guest — Ep. 481 Ikigai — Japanese concept: what you love, what you're good at, what you can be paid for, what the world needs Leadership IQ Study — Research on why executives fail: coachability, EQ, motivation, personality, functional competence (only 11%) — LeadershipIQ.com Kubler-Ross Change Curve — Reframed from grief model to change management model Ryan Tansom Website https://ryantansom.com/
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