The Surprising Science of "Decision Intelligence" With Simon Hill

Is your organisation actually innovating, or are you just participating in "innovation theater"? In this deeply analytical episode, Andy Lopata sits down with Simon Hill, CEO of Wazoku, to explore how leaders can close the gap between looking innovative and actually delivering measurable, future-proof value.Simon challenges the common wisdom of separating innovation from the core of the business, arguing instead that true transformation must happen from the inside out. Drawing fascinating parallels from sports analytics—specifically how Premier League clubs like Brentford balance massive data teams with old-school character scouting—Andy and Simon debate the tension between quantitative data and human intuition. Simon introduces his patent-pending algorithmic approach to "quantifying the qualitative," explaining how leaders can map their "problem landscapes" using synthetic data. Finally, they dive into the revolutionary concept of "Kill Credits," showing how organisations can turn failed, $10 million projects into tangible balance sheet assets that drive future success.About Our Guest:Simon Hill is the founder and CEO of Wazoku, a leading collective intelligence and innovation platform that works with global organizations including NASA, HSBC, and Shell. Simon is the author of Expected Value, a regular contributor to Forbes, and an Entrepreneur in Residence at the prestigious business school INSEAD. Under his leadership, Wazoku has run some of the most complex, large-scale innovation programs globally, focusing on turning innovation from a corporate slogan into a measurable science.What We Discussed In This EpisodeInnovation Theater vs. Performance: Why cultural gestures, mindsets, and learning are only valuable if they ultimately result in the creation of new and novel value for the future.The Sports Analytics Debate: A look at Premier League football clubs (like Brentford and Brighton) employing up to 100 data analysts, contrasted with traditional, relationship-driven managers who scout a player’s character by visiting their homes.Desirable, Feasible, Viable: Why the "best on paper" solution is rarely the one chosen, and how leaders can codify their unique organizational "special sauce" (culture, risk appetite, and leadership style) as a core dataset.The "Kill Credit" Concept: A revolutionary accounting mechanism that takes the expected value of a failed, terminated project and applies it as a temporary (12-month) balance sheet asset representing documented organizational learning.Bridging Strategy, Innovation, and Finance: Why the typical corporate disconnect between future-mapping (strategy), value-building (innovation), and funding (finance) is so damaging, and how a shared metric can align them.AI vs. HI (Human Interaction): Why artificial intelligence is not actually intelligent, but rather a tool designed to enhance human decision intelligence and drive more meaningful collaboration.Resources Mentioned in this Episode:Simon Hill’s Book: Expected Value: How to Quant the Qual and Avoid Innovation TheaterAlvin Turner’s Work: The concept of "Zombie Projects" Download the full episode to learn how to turn your qualitative ideas into quantitative business value!Connect with Andy & Simon HillConnect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTubeConnect with Simon Hill: Website |LinkedIn |The Financial Times Guide to Mentoring

Most salespeople shudder at the mention of CRM software. Why? Because too many platforms are implemented as administrative surveillance rather than tools that empower human connection.In this practical archive episode of Connected Leadership Bytes, Andy Lopata sits down with John Maguire, Regional VP of Sales at SugarCRM. John demystifies the real purpose of Customer Relationship Management, comparing great technology to a local butcher who greets you by name, anticipates your order, and spots when something is amiss.Addressing the staggering 37% global customer churn rate, John explores why disjointed systems alienate once-loyal buyers and how leaders can drive genuine software adoption by embedding data capture into the natural "flow of work." From the critical distinction between fear of missing out (FOMO) and the "fear of messing up" (FOMU) to the principles of ethical selling, John explains how technology should support human intimacy rather than automate it away.What You will Learn From This EpisodeThe Butcher Shop Test: What a small local business can teach multi-million-pound enterprises about customer intimacy and CRM value.The 37% Churn Leak: Why failing to connect customer service platforms with sales data leads to invisible customer losses.The "Single Truth" Mandate: Why senior leadership must live and breathe the rule that "there is only one truth, and that is in the CRM."FOMO vs. Fear of Messing Up: What recent sales research reveals about why buyers freeze, and why human rapport is the only antidote. Actionable InsightsIntegrate Data into the "Flow of Work": Stop forcing your team to do manual admin at the end of the day. Equip them with mobile tools, card scanners, and automatic logging so capturing meeting notes is seamless. Show sales reps the direct personal value of the data (such as automated daily priority lists) rather than framing it as executive oversight.Anchor Urgency to the Client’s Timeline: Never push artificial sales deadlines based on internal quotas. Ask deep, empathetic questions to tease out the client’s real timeline (e.g., contract end-of-life dates, system launches) and work backward to create a shared implementation schedule that serves their business outcomes.Start the Relationship After the Signature: Shift your organisational mindset so that contract signing is the beginning of the relationship, not the finish line. Schedule regular, value-driven check-ins throughout multi-year contracts so renewals and referrals happen naturally as a matter of course.Connect withAndy LopataJohn MaguireSugar CRM

Ever wondered what it takes to write comedy for Hollywood’s biggest stars five nights a week?In this lively archive episode of  Connected Leadership Bytes, Andy Lopata sits down with seven-time Emmy Award-winning comedy writer and stand-up comedian Beth Sherman (The Tonight Show with Jay Leno, Ellen, The Late Show with David Letterman, The Oscars).Beth pulls back the curtain on late-night television's relentless creative engine, where writers churn out 70 to 100 jokes every single morning just to produce a single 20-joke monologue. She reveals the art of writing authentically in someone else’s voice—explaining how the exact same comedic premise must be tailored to fit the distinct speech patterns and personas of different performers.Beyond comedy, Beth shares profound leadership lessons on creative collaboration under tight deadlines, the professional boundaries needed when working directly with celebrity "CEOs," and why the best writers' rooms deliberately recruit opposing political voices to challenge their own echo chambers.What You Will Learn In This EpisodeThe 100-Joke Daily Grind: Why top monologue writers must produce up to 100 jokes a day just to get two minutes of airtime—and what that teaches us about creative volume.The Voice-Mimic Technique: How skilled writers take one single idea and adapt its tone, cadence, and style to fit completely different personalities.The "Boss" Boundary: Why working closely with top-tier talent requires mutual professional respect and deference, rather than trying to become their best friend.The "Half-Baked" Brainstorm: How elite writers' rooms use unfinished, imperfect ideas as springboards for collaborative breakthroughs.The Echo Chamber Antidote: Why top comedy shows intentionally hire writers across the political spectrum to play devil's advocate and uncover the truth.Actionable InsightsAdopt the "Half-Baked Idea" Mindset in Brainstorming: In team ideation sessions, remove the pressure for everyone to pitch fully formed, perfect solutions. Encourage people to throw raw, half-baked concepts into the room so colleagues can catch, build upon, and refine them into winning ideas.Master the "Ear" for Other People's Voices: When communicating on behalf of an executive, client, or brand, study their existing body of work. Pay attention to their speech rhythm, vocabulary, and core values so you can adapt your core message into their authentic communication style.Bring Intellectual Opposites into the Room: Avoid groupthink by deliberately including people who hold different perspectives when developing strategies or key communications. Having a constructive devil's advocate in the room sharpens your arguments and prevents embarrassing blind spots.SELECTED LINKS FROM THE EPISODEConnect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTubeConnect with Beth Sherman: Website |LinkedIn |The Financial Times Guide to MentoringEpisode 189 Featuring Beth Sherman

Ever wondered what it takes to write comedy for Hollywood’s biggest stars five nights a week? In this lively archive episode of  Connected Leadership Bytes, Andy Lopata sits down with seven-time Emmy Award-winning comedy writer and stand-up comedian Beth Sherman (The Tonight Show with Jay Leno, Ellen, The Late Show with David Letterman, The Oscars). Beth pulls back the curtain on late-night television's relentless creative engine, where writers churn out 70 to 100 jokes every single morning just to produce a single 20-joke monologue. She reveals the art of writing authentically in someone else’s voice—explaining how the exact same comedic premise must be tailored to fit the distinct speech patterns and personas of different performers. Beyond comedy, Beth shares profound leadership lessons on creative collaboration under tight deadlines, the professional boundaries needed when working directly with celebrity "CEOs," and why the best writers' rooms deliberately recruit opposing political voices to challenge their own echo chambers. What You Will Learn In This Episode: The 100-Joke Daily Grind: Why top monologue writers must produce up to 100 jokes a day just to get two minutes of airtime—and what that teaches us about creative volume. The Voice-Mimic Technique: How skilled writers take one single idea and adapt its tone, cadence, and style to fit completely different personalities. The "Boss" Boundary: Why working closely with top-tier talent requires mutual professional respect and deference, rather than trying to become their best friend. The "Half-Baked" Brainstorm: How elite writers' rooms use unfinished, imperfect ideas as springboards for collaborative breakthroughs. The Echo Chamber Antidote: Why top comedy shows intentionally hire writers across the political spectrum to play devil's advocate and uncover the truth. Actionable Insights: Adopt the "Half-Baked Idea" Mindset in Brainstorming: In team ideation sessions, remove the pressure for everyone to pitch fully formed, perfect solutions. Encourage people to throw raw, half-baked concepts into the room so colleagues can catch, build upon, and refine them into winning ideas. Master the "Ear" for Other People's Voices: When communicating on behalf of an executive, client, or brand, study their existing body of work. Pay attention to their speech rhythm, vocabulary, and core values so you can adapt your core message into their authentic communication style. Bring Intellectual Opposites into the Room: Avoid groupthink by deliberately including people who hold different perspectives when developing strategies or key communications. Having a constructive devil's advocate in the room sharpens your arguments and prevents embarrassing blind spots. SELECTED LINKS FROM THE EPISODE Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube Connect with Beth Sherman: Website |LinkedIn | The Financial Times Guide to Mentoring Episode 189 Featuring Beth Sherman

Think great leaders have every conversation and presentation scripted to perfection? Think again. In this dynamic archive episode of Connected Leadership Bytes, Andy Lopata welcomes back comedy legend and author Neil Mullarkey (In The Moment). Neil dismantles the dangerous myth of "winging it"—revealing that panicking in the wings because you haven't prepared is the exact opposite of true improvisation. Real improv means preparing meticulously, and then having the emotional agility to let go of your agenda when reality shifts. Drawing on decades of performance with The Comedy Store Players, Neil explains why the modern workplace requires leaders to step away from the "mask of perfection." Learn why high-stakes client pitches fall apart when presenters cling rigidly to slide decks, and discover the creative trick used in the Friends writers' room to unlock breakthrough ideas. This episode is an essential guide to psychological safety, radical listening, and the art of leading without a script. What You Will Learn In This Episode: The "Winging It" Illusion: Why panicking in the wings is rooted in fear, and how true improvisation allows you to comfortably step into the "not knowing." The Slide Deck Trap: Why an elite consulting firm lost a massive deal by refusing to put down their prepared presentation, and how the "Yes, And" mindset prevents this disaster. The Friends Writers' Room Tactic: Why pitching a deliberately terrible idea during a meeting gives your team the psychological safety to innovate. The Lawyer's Revelation: Why 15 years of technical expertise proved that client retention has almost nothing to do with the advice, and everything to do with the relationship. Actionable Insights: Treat Objections as "Offers": When a client or team member rejects your proposal or interrupts your agenda, do not become defensive. In improv terms, treat their pushback as an "offer." Acknowledge their point immediately and pivot into curiosity: "That’s interesting—tell me more about why that approach won't work for you." Take the "Oxygen Pause": When caught off-guard by a challenging question, do not waffle. Take a deliberate, two-second breath. To you, the silence feels like an eternity; to the audience, it signals confidence, composure, and gravitas while giving your brain the oxygen it needs to formulate a thoughtful response. Role-Model Vulnerability in Brainstorming: If you want your team to speak up and offer unconventional solutions, you must lower the stakes. Intentionally float a rough, imperfect, or left-field idea early in the meeting. By showing that you don't fear being wrong, you remove the pressure of perfection from everyone else. SELECTED LINKS FROM THE EPISODE Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube Connect with Neil Mullarkey: Website |Instagram | The Financial Times Guide to Mentoring Episode 188 Featuring Neil Mullarkey

Think great leaders have every conversation and presentation scripted to perfection? Think again. In this dynamic archive episode of Connected Leadership Bytes, Andy Lopata welcomes back comedy legend and author Neil Mullarkey (In The Moment). Neil dismantles the dangerous myth of "winging it"—revealing that panicking in the wings because you haven't prepared is the exact opposite of true improvisation. Real improv means preparing meticulously, and then having the emotional agility to let go of your agenda when reality shifts. Drawing on decades of performance with The Comedy Store Players, Neil explains why the modern workplace requires leaders to step away from the "mask of perfection." Learn why high-stakes client pitches fall apart when presenters cling rigidly to slide decks, and discover the creative trick used in the Friends writers' room to unlock breakthrough ideas. This episode is an essential guide to psychological safety, radical listening, and the art of leading without a script. What You Will Learn In This Episode: The "Winging It" Illusion: Why panicking in the wings is rooted in fear, and how true improvisation allows you to comfortably step into the "not knowing." The Slide Deck Trap: Why an elite consulting firm lost a massive deal by refusing to put down their prepared presentation, and how the "Yes, And" mindset prevents this disaster. The Friends Writers' Room Tactic: Why pitching a deliberately terrible idea during a meeting gives your team the psychological safety to innovate. The Lawyer's Revelation: Why 15 years of technical expertise proved that client retention has almost nothing to do with the advice, and everything to do with the relationship. Actionable Insights: Treat Objections as "Offers": When a client or team member rejects your proposal or interrupts your agenda, do not become defensive. In improv terms, treat their pushback as an "offer." Acknowledge their point immediately and pivot into curiosity: "That’s interesting—tell me more about why that approach won't work for you." Take the "Oxygen Pause": When caught off-guard by a challenging question, do not waffle. Take a deliberate, two-second breath. To you, the silence feels like an eternity; to the audience, it signals confidence, composure, and gravitas while giving your brain the oxygen it needs to formulate a thoughtful response. Role-Model Vulnerability in Brainstorming: If you want your team to speak up and offer unconventional solutions, you must lower the stakes. Intentionally float a rough, imperfect, or left-field idea early in the meeting. By showing that you don't fear being wrong, you remove the pressure of perfection from everyone else. SELECTED LINKS FROM THE EPISODE Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube Connect with Neil Mullarkey: Website |Instagram | The Financial Times Guide to Mentoring Episode 188 Featuring Neil Mullarkey

How do you successfully transition into leading a highly regulated, technical industry like aviation with zero sector experience? In this wide-ranging and deeply personal episode, host Andy Lopata is joined by Charlie Whyman, Managing Director of aviation consultancy TGIS Aviation, to explore the reality of non-traditional leadership. Charlie shares how she used pure curiosity and relationship-building to navigate the complex world of engine asset management and convinced her co-owners to pivot their entire business strategy. She opens up about the realities of being a female leader in a male-dominated field, her late discovery of neurodivergence, and the "courage to be disliked." Charlie also shares a vulnerable, firsthand account of a professional character assassination, revealing how a call to a trusted friend in her personal network helped her identify her core values of fairness and justice. From workplace "love languages" to managing the balance of "Rock Stars" and "Superstars," this episode is a true masterclass in relational leadership. About Our Guest:Charlie Whyman helps highly capable people close the gap between knowing and doing by getting honest about the fear that keeps them stuck. An engineer by background, a sales and marketing expert by accident, and a Managing Director by invitation, Charlie has spent nearly two decades conducting live experiments in what fear actually does to capable people, and what it takes to move forward anyway. As one of the few female MDs in the aviation sector, Charlie’s frameworks—including Clear the AIR™ (Avoid, Ignore, React) and the OTTER Framework™—help technical specialists, engineers, founders, and leaders build momentum and challenge the core myth of personal development: that you need confidence before you can act. What we Discussed In This Episode: The Zero-Experience Jump: How Charlie approached her transition into managing an aviation business by securing dedicated time with the owners and using networking events to listen, learn, and ask questions. The Curiosity Approach to Sales: Why natural curiosity and a desire to learn, build deeper trust and generate more business than traditional, aggressive sales tactics. Code-Switching and Embracing Difference: Charlie’s 25-year history in male-dominated fields and how she stopped trying to blend in and started using her differences as a memorable asset. Leveraging Your Personal Network: The vital role that personal relationships play in professional life. The User Guide to Leadership: Charlie’s practical tool for her team—How to Work with Charlie Without Losing Your Mind—and how she navigates difficult conversations. Workplace Love Languages: Understanding how different team members psychologically give and receive praise, and why leaders must match those individual needs. Rock Stars vs. Superstars: Applying Kim Scott's framework to manage the balance between stable, execution-focused "Rock Stars" (who do not want promotions) and high-ambition, opportunity-seeking "Superstars." Resources Mentioned in this Episode: Charlie’s Frameworks: Clear the AIR™ (Avoiding, Ignoring, Reacting) and the OTTER Framework™ Book Mentioned: Nobody Believes You: Become a Leader People Will Follow by Jenny Field (Referencing the concept of being "likable, not liked") Book Mentioned: Radical Candor by Kim Scott (Referencing "Rock Stars" vs. "Superstars") Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube Connect with Charlie Whyman: Website |LinkedIn | The Financial Times Guide to Mentoring

How do you successfully transition into leading a highly regulated, technical industry like aviation with zero sector experience? In this wide-ranging and deeply personal episode, host Andy Lopata is joined by Charlie Whyman, Managing Director of aviation consultancy TGIS Aviation, to explore the reality of non-traditional leadership. Charlie shares how she used pure curiosity and relationship-building to navigate the complex world of engine asset management and convinced her co-owners to pivot their entire business strategy. She opens up about the realities of being a female leader in a male-dominated field, her late discovery of neurodivergence, and the "courage to be disliked." Charlie also shares a vulnerable, firsthand account of a professional character assassination, revealing how a call to a trusted friend in her personal network helped her identify her core values of fairness and justice. From workplace "love languages" to managing the balance of "Rock Stars" and "Superstars," this episode is a true masterclass in relational leadership. About Our Guest:Charlie Whyman helps highly capable people close the gap between knowing and doing by getting honest about the fear that keeps them stuck. An engineer by background, a sales and marketing expert by accident, and a Managing Director by invitation, Charlie has spent nearly two decades conducting live experiments in what fear actually does to capable people, and what it takes to move forward anyway. As one of the few female MDs in the aviation sector, Charlie’s frameworks—including Clear the AIR™ (Avoid, Ignore, React) and the OTTER Framework™—help technical specialists, engineers, founders, and leaders build momentum and challenge the core myth of personal development: that you need confidence before you can act. What we Discussed In This Episode: The Zero-Experience Jump: How Charlie approached her transition into managing an aviation business by securing dedicated time with the owners and using networking events to listen, learn, and ask questions. The Curiosity Approach to Sales: Why natural curiosity and a desire to learn, build deeper trust and generate more business than traditional, aggressive sales tactics. Code-Switching and Embracing Difference: Charlie’s 25-year history in male-dominated fields and how she stopped trying to blend in and started using her differences as a memorable asset. Leveraging Your Personal Network: The vital role that personal relationships play in professional life. The User Guide to Leadership: Charlie’s practical tool for her team—How to Work with Charlie Without Losing Your Mind—and how she navigates difficult conversations. Workplace Love Languages: Understanding how different team members psychologically give and receive praise, and why leaders must match those individual needs. Rock Stars vs. Superstars: Applying Kim Scott's framework to manage the balance between stable, execution-focused "Rock Stars" (who do not want promotions) and high-ambition, opportunity-seeking "Superstars." Resources Mentioned in this Episode: Charlie’s Frameworks: Clear the AIR™ (Avoiding, Ignoring, Reacting) and the OTTER Framework™ Book Mentioned: Nobody Believes You: Become a Leader People Will Follow by Jenny Field (Referencing the concept of being "likable, not liked") Book Mentioned: Radical Candor by Kim Scott (Referencing "Rock Stars" vs. "Superstars") Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube Connect with Charlie Whyman: Website |LinkedIn | The Financial Times Guide to Mentoring

Why do our best intentions so often backfire in communication? You enter a meeting with a positive goal, yet leave colleagues feeling micromanaged, disempowered, or completely misunderstood. In this episode from the archive, Andy Lopata has a conversation with leadership coach and author Catherine Stothart (How to Get On with Anyone). Catherine breaks down why personality models shouldn't be used for clumsy conversational tricks, but to bridge the "influence gap" between our intentions and our actual impact. From the everyday friction between "Directing" and "Informing" communication habits to the four core interaction styles—Mobiliser, Energiser, Navigator, and Synthesiser—Catherine reveals how teams at companies like Airbus and Google navigate interpersonal differences. Discover how understanding your instinctive behavioural drivers can immediately reduce workplace tension, prevent unnecessary conflict, and build deeper, more authentic professional relationships. What You Will Learn In This Episode: The Influence Gap: Why positive intentions often lead to negative reactions, and how to consciously align your impact with your intent. Directing vs. Informing: The subtle phrasing difference in how you ask questions that makes others feel either clear or manipulated. The 4 Interaction Archetypes: How Mobilisers, Energisers, Navigators, and Synthesisers operate—and why putting them in a room together without self-awareness causes instant friction.  Actionable Insights: Identify and Flex Your Communication Style (Directing vs. Informing): Recognise whether you instinctively give instructions directly ("Please have this done by 2:00") or provide context hoping others take the hint ("How long will that task take you?"). When speaking to direct communicators, be clear and explicit; when speaking to informing communicators, provide information and allow them the autonomy to determine their action. Set Clear Check-In Agreements When Delegating: If you have an action-oriented "Mobiliser" drive, resist the urge to chase people down 30 minutes after assigning a task. Agree on a specific completion time or update milestones upfront, and do not follow up until that agreed-upon moment arrives. Design Meetings for Multiple Processing Styles: Recognise that extroverted styles (Mobilisers/Energisers) want to talk through ideas immediately, while introverted styles (Navigators/Synthesisers) need space to analyse data and consult. Send agendas in advance to give reflective thinkers time to process, ensuring you get the best contributions from the whole team. SELECTED LINKS FROM THE EPISODE Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube Connect with Catherine Stothart: Website |LinkedIn | Episode 187 Featuring Catherine Storthart

Why do our best intentions so often backfire in communication? You enter a meeting with a positive goal, yet leave colleagues feeling micromanaged, disempowered, or completely misunderstood. In this episode from the archive, Andy Lopata has a conversation with leadership coach and author Catherine Stothart (How to Get On with Anyone). Catherine breaks down why personality models shouldn't be used for clumsy conversational tricks, but to bridge the "influence gap" between our intentions and our actual impact. From the everyday friction between "Directing" and "Informing" communication habits to the four core interaction styles—Mobiliser, Energiser, Navigator, and Synthesiser—Catherine reveals how teams at companies like Airbus and Google navigate interpersonal differences. Discover how understanding your instinctive behavioural drivers can immediately reduce workplace tension, prevent unnecessary conflict, and build deeper, more authentic professional relationships. What You Will Learn In This Episode: The Influence Gap: Why positive intentions often lead to negative reactions, and how to consciously align your impact with your intent. Directing vs. Informing: The subtle phrasing difference in how you ask questions that makes others feel either clear or manipulated. The 4 Interaction Archetypes: How Mobilisers, Energisers, Navigators, and Synthesisers operate—and why putting them in a room together without self-awareness causes instant friction.  Actionable Insights: Identify and Flex Your Communication Style (Directing vs. Informing): Recognise whether you instinctively give instructions directly ("Please have this done by 2:00") or provide context hoping others take the hint ("How long will that task take you?"). When speaking to direct communicators, be clear and explicit; when speaking to informing communicators, provide information and allow them the autonomy to determine their action. Set Clear Check-In Agreements When Delegating: If you have an action-oriented "Mobiliser" drive, resist the urge to chase people down 30 minutes after assigning a task. Agree on a specific completion time or update milestones upfront, and do not follow up until that agreed-upon moment arrives. Design Meetings for Multiple Processing Styles: Recognise that extroverted styles (Mobilisers/Energisers) want to talk through ideas immediately, while introverted styles (Navigators/Synthesisers) need space to analyse data and consult. Send agendas in advance to give reflective thinkers time to process, ensuring you get the best contributions from the whole team. SELECTED LINKS FROM THE EPISODE Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube Connect with Catherine Stothart: Website |LinkedIn | Episode 187 Featuring Catherine Storthart