#491: Bud Martin | The Lower Middle Market M&A Gap Nobody Talks About

#494: Ryan & Kim | How to Design an Annual Executive Compensation Plan

Watch on YouTube [https://www.youtube.com/watch?v=phixuhdebkA] You'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  [https://www.independencebydesign.com/]June 25 – 9 AM - 11am CST – Virtual, Live, Interactive: https://ryantansom.com/the-compensation-blueprint-workshop [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]https://ibd-ownership-os.mn.co/plans/1974651?bundle_token=e7ab472deac3881f18ad4399f1fe79d9 [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/]https://strategictalentpartners.com [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/]https://stratacloudaccountants.com [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]https://www.roberthalf.com/us/en/insights/salary-guide [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]https://independence-by-design.castos.com/episodes/493-ryan-kim-how-to-tie-everyones-compensation-to-your-ownership-goals [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]https://independence-by-design.castos.com/episodes/492-ryan-how-to-analyze-your-margins-and-gross-profit [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]https://independence-by-design.castos.com/episodes/481-nick-bradley-the-private-equity-operating-system [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]https://independence-by-design.castos.com/episodes/480-kim-clark-what-a-cro-does-to-create-predictable-revenue [https://independence-by-design.castos.com/episodes/480-kim-clark-what-a-cro-does-to-create-predictable-revenue]  Ryan Tansom Website [https://ryantansom.com/]: https://ryantansom.com/ [https://ryantansom.com/]

#493: Ryan & Kim | How to Tie Everyone's Compensation to Your Ownership Goals

Watch on YouTube [https://www.youtube.com/watch?v=PeRedlF4pjQ] This 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 1. Your comp plan keeps failing because you're paying people on outcomes they can't control. 2. Comp tied to gut feel breeds resentment, not productivity. The exact opposite of what you wanted. 3. Comp design starts with the owner. Not HR. Not your attorney. Not the insurance broker pitching annuities. 4. You can't build a comp plan without a five-year valuation target and a financial model in front of you. 5. Hiring a CFO before your model exists? Tie their first bonus to building the model. 6. Comp is a capital allocation decision, not a motivation problem. You're sharing future cash flow. 7. Normalized net operating income beats gross profit because a CRO can crush GP and crater operations by overhiring. 8. Your bonus pool is 10% of normalized NOI. Everything else is just how you split it. 9. Phantom stock is a legal contract and a real liability on the balance sheet. No cap table, no K-1. 10. 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 [https://ryantansom.com/the-compensation-blueprint-workshop]  Great Game of Business https://www.greatgame.com [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=ynChCIz6qvEfbIY [https://youtu.be/sInIywDALW4?si=ynChCIz6qvEfbIY8]Ep. 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_ [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=O9n5p0f0LIoJCc7b [https://youtu.be/6wF0PeKB-Fw?si=O9n5p0f0LIoJCc7b]Ep. 489 — Kim Clark: The Profit War Room https://youtu.be/mluEp7DGut8?si=iqAc8xxq0VVUUa0R [https://youtu.be/mluEp7DGut8?si=iqAc8xxq0VVUUa0R]Ep. 492 — Ryan Tansom: How to Analyze Your Margins and Gross Profit:  https://youtu.be/eqqsY4rJgrg?si=5ZH777BQVboQf2wy [https://youtu.be/eqqsY4rJgrg?si=5ZH777BQVboQf2wy]Ryan Tansom Website [https://ryantansom.com/]: https://ryantansom.com/ [https://ryantansom.com/]

#492: Ryan | How to Analyze Your Margins and Gross Profit

Watch on YouTube [https://www.youtube.com/watch?v=eqqsY4rJgrg] Most 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 1. Your three financial statements are a closed loop, and every operating decision ripples through all three. 2. Without a five-year plan, every margin decision is made in a vacuum. 3. Gross profit can grow every year while gross margins quietly shrink. 4. The blended company gross margin hides the line that's bleeding by averaging it with the line that's healthy. 5. Rates of change are your early warning system, before the trend shows up in cash. 6. If costs and revenue don't land in the same month, your gross margin is fiction. 7. Every product line needs a target margin and a floor, and the floor triggers the boardroom conversation. 8. Gross profit grew because you sold more, or because your margins expanded, and the split tells you whether the year was real. 9. The gross margin chart you're looking at this month is the input to your distribution next December. 10. 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 [https://ryantansom.com/coaching] Ep. 487 — Casey Brown: The Fear That's Eating Your Margins [https://youtu.be/FyS6ULL2zt4?si=PVepaFy0xQWtKECU] Ep. 489 — Kim Clark: Profit War Room Listen here [https://youtu.be/mluEp7DGut8?si=FY6t_sTzRqoJlWGK]Ep. 490 — Alex Chausovsky + Kim Clark: Supply Chains, Inflation, and Your Profit Battle Plan Listen here [https://youtu.be/saOQietQ5o0?si=OkDaX6P0m6UzTrcW]Ryan Tansom Website [https://ryantansom.com/] https://ryantansom.com/ [https://ryantansom.com/]

#491: Bud Martin | The Lower Middle Market M&A Gap Nobody Talks About

Watch on YouTube [https://www.youtube.com/watch?v=zFmcDI8UD-s] "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 [https://mandaconnect.com/]  Prairie Capital Advisors — Dave Deal's firm. Investment banking for the $4-5M+ EBITDA market. Referred Bud to the show. — prairiecap.com [https://www.prairiecap.com/]  PitchBook — Database tool Bud uses for building target buyer lists. — pitchbook.com [https://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 [https://www.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 [https://homeserviceexpert.com/]  Ep. 487 — Casey Brown: The Fear That's Eating Your Margins [https://youtu.be/FyS6ULL2zt4?si=PVepaFy0xQWtKECU]   Ep. 489 — Kim Clark: Profit War Room Listen here [https://youtu.be/mluEp7DGut8?si=FY6t_sTzRqoJlWGK]  Ep. 490 — Alex Chausovsky + Kim Clark: Supply Chains, Inflation, and Your Profit Battle Plan Listen here [https://youtu.be/saOQietQ5o0?si=OkDaX6P0m6UzTrcW]  LinkedIn:  [https://linkedin.com/in/kimberlyclark]linkedin.com/in/kimberlyclark [https://linkedin.com/in/kimberlyclark]   Ryan Tansom Website [https://ryantansom.com/] https://ryantansom.com/ [https://ryantansom.com/]

#490: Alex Chausovsky | Supply Chains, Inflation, and Your Profit Battle Plan

This 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 [https://www.youtube.com/watch?v=saOQietQ5o0]   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  [https://ibd-ownership-os.mn.co/plans/1975741?bundle_token=740293dc5f9bf7d9f4fd8f4c0356544e&utm_source=manual]Register here [https://ibd-ownership-os.mn.co/plans/1975741?bundle_token=740293dc5f9bf7d9f4fd8f4c0356544e&utm_source=manual] — 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.  [https://www.3dmconsulting.com/]3dmconsulting.com [https://www.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.  [https://www.waymo.com/]waymo.com [https://www.waymo.com/]  Allied Executives — Kurt Theriault's Twin Cities-based peer group organization. Alex is keynoting September 30.  [https://www.alliedexecutives.com/]alliedexecutives.com [https://www.alliedexecutives.com/]  Casey Brown / Boost Pricing —  [https://boostpricing.com/]boostpricing.com [https://boostpricing.com/] |  [https://caseybrown.com/]caseybrown.com [https://caseybrown.com/] — Pricing expert and author of the power statements framework for sales teams. Referenced throughout this episode; featured in Ep. 487.  ITR Economics —  [https://itreconomics.com/]itreconomics.com [https://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 —  [https://portwatch.imf.org/]portwatch.imf.org [https://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 —  [https://principles.com/]principles.com [https://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 [https://youtu.be/FyS6ULL2zt4?si=PVepaFy0xQWtKECU] — Previous episode referenced. Check your Castos dashboard for the link.  Ep. 489 — Kim Clark: Profit War Room Listen here [https://youtu.be/mluEp7DGut8?si=FY6t_sTzRqoJlWGK]  LinkedIn:  [https://linkedin.com/in/kimberlyclark]linkedin.com/in/kimberlyclark [https://linkedin.com/in/kimberlyclark]   Ryan Tansom Website [https://ryantansom.com/] https://ryantansom.com/ [https://ryantansom.com/]