This episode explores the often-misaligned relationship between sales and marketing, breaking down the causes, phases, and solutions for better collaboration. The hosts—one coming from a sales background, the other from marketing—discuss how alignment changes based on a company's growth stage, why it's so hard to measure ROI in marketing, and how tools like EOS’s Proven Process and the VTO can create harmony across teams. Packed with practical stories and strategic insights, this is a guide for founders, agency leaders, and growth-stage teams trying to sync their messaging, leads, and long-term goals.
Key Topics:
- The definition and interdependence of sales and marketing.
- Aligning sales and marketing through EOS tools like the VTO and Proven Process.
- Growth stages: seeker → starter → builder → grower → giver.
- Marketing as more than just lead gen—brand, awareness, internal alignment.
- Experimental vs. systematic sales approaches.
- Why tracking ROI takes 18+ months.
- Missteps: promoting top reps to sales leaders, splitting the functions too soon.
- Importance of empathy, shared vision, and aligned metrics.
Chapters:
00:00 – Sales couch vs. marketing chair: kicking off the tension.
01:20 – What does sales really need from marketing?
03:00 – When to turn on marketing: before or after product-market fit?
05:45 – Seeker to starter: why selling comes before scaling.
09:00 – The buyer’s journey and why marketing takes time.
13:00 – Using EOS's Proven Process as a unifying framework.
17:00 – Marketing’s role in experimentation and brand consistency.
22:00 – Marketing vs. lead gen: defining and separating the two.
27:00 – Sales reacting without marketing: broken expectations.
30:00 – Collateral control and the shared role of storytelling.
35:00 – Tech stack, CRM, and the 18-month maturity window.
40:00 – Brick-by-brick: aligning growth stages with infrastructure.
44:00 – Common pitfalls: rushing ROI, promoting top reps, wrong expectations.
46:00 – Final take: Smart work takes time. Trust the process.
In this episode, the hosts explore what it means to lead and live with an abundance mindset, especially in contrast to scarcity, fear, and control. Through personal stories, faith-based reflections, and entrepreneurial experiences, they unpack how abundance shows up in decision-making, team dynamics, competition, finances, and time. The discussion is rich with vulnerability, wisdom from past failures, and an evolving understanding of trust, curiosity, courage, and what it takes to let go of fear while leading with generosity. The conversation ultimately reveals how a culture of abundance within teams and communities can spark growth, trust, and meaningful collaboration.
Key Topics:
- Abundance vs. scarcity mindset in leadership.
- Scarcity as fear; abundance as trust and faith.
- Letting go of control, embracing curiosity.
- Scarcity around time, money, and competition.
- How faith and past trauma (e.g. 2008 financial crisis) affect mindset.
- Shifting from protection to openness in business.- Building abundant communities and company cultures.
- The role of courage in shifting to abundance.
- Practical examples of abundance in hiring, planning, and collaboration.
- Living "above the line": detaching from outcomes.
Chapters:
00:00 – Defining abundance: the opposite of fear and control.
01:46 – Personal leadership lessons: father, husband, entrepreneur.
03:00 – Scarcity in early-stage business: a victim mindset.
05:45 – Scarcity in time and money, and helping others anyway.
06:50 – True abundance: giving without expecting anything in return.
09:03 – How fear of 2008 shaped mindset—and how it finally lifted.
13:00 – Leading annual planning with a heart of abundance.
15:14 – Quitting corporate to heal family: the leap into trust.
16:22 – Curiosity vs. being right: letting go of control.
18:00 – A heart change and rebuilding trust.
20:00 – The ripple effect of abundance in community and co-working.
22:01 – The power of abundant leadership teams.
23:20 – Courage as the tipping point from scarcity to abundance.
24:08 – Final reflections: letting go of “what’s in it for me”.
In this episode, the team reflects on their recent annual planning offsite, sharing key takeaways from implementing EOS over the past year. They explore how intentional planning, alignment, and vulnerability create a stronger leadership team and clearer vision. Personal stories, team dynamics, and bonding moments—like poker and skeet shooting—bring the planning process to life. The episode opens with a heartfelt segment about raising awareness for breast cancer through the “Men Wear Pink” campaign.
Key Topics:
- EOS annual planning structure and benefits.
- Team alignment and the value of vulnerability.
- Using offsite retreats for strategic clarity.
- Managing tension vs. drama in leadership.
- How issues lists drive long-term goals.
- The power of reflection and forecasting.
Chapters:
00:00 – Men Wear Pink: Breast cancer awareness + personal story.
03:06 – Annual planning kickoff in Boone, NC.
06:14 – Vision-first planning vs. departmental silos.
11:04 – When to hold annual planning: October vs. January.
15:01 – Offsite benefits: trust, bonding, team health.
22:02 – Forecasting from three-year picture to 90-day rocks.
26:09 – Issues list: turning obstacles into priorities.
32:04 – Commitments to team health and clarity.
35:05 – Poker, personality, and bonding: the unseen benefits.
In this episode of Inside the 90, Jami and Andrew explore how to build and strengthen a healthy leadership team within an EOS-run organization. They break down why nearly every team experiences leadership turnover during implementation, the three phases of leadership team growth (forming, adjusting, maturing), and how accountability, structure, and shared ownership evolve throughout that journey. The conversation highlights key leadership principles such as “Team One vs. Team Two,” acting for the greater good, and using the accountability chart as a living tool to define clarity and alignment.
Key Topics:
- Why leadership team changes are natural when implementing EOS.
- How to form and define the leadership team using the accountability chart.
- The three phases of leadership team growth: forming, adjusting, and maturing.
- Understanding “Team One vs. Team Two” and the greater good mindset.
- Establishing leadership team charters and truisms for healthy dynamics.
- Building vulnerability and trust to foster open and honest discussion.
- Ensuring right people, right seats, and leadership team accountability.
- How and when to make leadership team adjustments or transitions.
- The importance of quarterly reviews to evaluate structure and roles.
- Why leadership is about clarity, ownership, and timing, not titles.
Chapters:
0:00 – Introduction to leadership team development and why it matters.
0:45 – The surprising stat: 80% of leadership teams change early in EOS.
1:20 – Why leadership team turnover is a natural part of clarity and accountability.
2:00 – The three phases of leadership team growth: forming, adjusting, maturing.
2:25 – Using the accountability chart to build your leadership structure.
3:10 – How the first EOS session defines and reshapes leadership roles.
4:00 – Why the accountability chart becomes a living, evolving tool.
4:30 – Defining the aura of leadership: responsibility beyond the role.
5:10 – The “Team One vs. Team Two” mindset and why it’s essential.
6:00 – The danger of prioritizing your department over the organization.
6:35 – Building vulnerability-based trust on the leadership team.
7:15 – The difference between guarding your team and serving the greater good.
8:00 – Truisms of great teams: act with the greater good in mind.
8:35 – The Doc Rivers principle: making decisions through the lens of winning.
9:15 – How leadership maturity looks in practice—open, honest, and non-defensive.
10:00 – Accountability: measuring results, scorecards, and leadership performance.
10:40 – “Get it, want it, capacity” and wanting the betterment of the whole.
11:10 – Adjusting and evolving your leadership team as the business grows.
11:45 – Adding, splitting, or consolidating functions at the leadership level.
12:10 – Leadership transitions: when stepping off isn’t a demotion.
12:45 – The balance between promoting too early vs. waiting too long.
13:20 – Why cultural alignment should come before leadership promotion.
13:50 – Deciding leadership changes during quarterly reviews and IDS sessions.
14:20 – How to assess structure by role and responsibility, not just names.
14:50 – Closing reflections on leadership, clarity, and building lasting teams.
In this episode of Inside the 90, Jami and Andrew explore what it takes to build a high-functioning marketing system inside EOS-run companies. Jami shares the journey that led him to founding Wonder, highlighting lessons learned across decades in agency and corporate roles.
They break down the difference between marketing and brand, how to build alignment between sales and marketing, and why cadence and clarity are essential for long-term success.
The episode introduces Wonder’s “Next 90” process — a strategic 90-day onboarding system that aligns marketing with EOS goals and creates lasting marketing momentum. From mapping the first 90 days to creating messaging that can last a decade, this is a masterclass in integrating marketing strategy into the EOS framework.
Key Topics:
- Jami’s 25-year journey from agency to founding Wonder.
- EOS’s three major business functions: sales/marketing, operations, and finance.
- Aligning marketing and sales priorities within an EOS-run organization.
- Wonder’s “Next 90” onboarding process.
- How to move from reactive marketing to strategic clarity.
- Brand vs. marketing: understanding their distinct roles.
- How to build a brand that reflects vision, values, and long-term goals.
- Creating messaging that lasts 10 years, not 10 weeks.
- Why clarity and cadence matter more than flashy campaigns.
- Wonder’s 18-month maturity guarantee for marketing teams.
Chapters:
0:12 – Jami’s agency background and early career in CRM-driven marketing.
1:33 – From letters to lead gen: the tech bend in Jami’s marketing approach.
2:26 – Why brand awareness must precede effective lead gen.
2:59 – Aligning sales and marketing for measurable growth.
3:34 – Entering EOS: discovering alignment potential.
4:20 – Stereotypes about marketing agencies in tech.
5:03 – Why sales needs “currency” and structure to work with marketing.
6:24 – Authority of the recent: reacting vs. planning.
7:42 – How EOS tools create marketing-sales alignment.
8:39 – Starting Wonder: focusing on EOS-run organizations.
9:26 – What Wonder delivers: the marketing operating system.
10:07 – Shared language: diagnosing marketing issues in EOS terms.
11:22 – Jami’s experience as a VP of Marketing in complex B2B orgs.
12:04 – The 6-9 month reality of ramping into marketing roles.
13:09 – Wrapping the “thing” in thinking: Wonder’s process explained.
14:21 – Introducing the MAP Brief and 3-year picture planning.
15:33 – Quarterly realignment and how Wonder adapts with the client.
16:26 – Connecting department priorities with organizational rocks.
17:39 – Using “currency” to prioritize agency resources.
18:35 – Guaranteeing momentum in 90 days and maturity in 18 months.
20:42 – Turning the VTO into messaging and brand language.
21:46 – Why Wonder exists: activating brands from the inside out.
22:10 – Capturing essence before perfect wording.
23:10 – Translating vision into language customers can feel.
24:16 – Making brand messaging last the decade.
25:23 – Clarifying brand vs. marketing roles.
26:41 – Core values as the foundation of internal and external messaging.
27:19 – Case study: 1M subscriptions target and “push possible”.
29:02 – Bringing the VTO to life through visual storytelling.
30:02 – Realizing the core value “We Got Your Back”.
30:50 – Clarity and cadence: keys to client-agency trust.
31:52 – Casting vision and aligning teams brick by brick.
32:31 – State of the company meetings as rhythm for rollout.
33:25 – Embracing drafts and progress, not perfection.
34:29 – Why leaders must repeat themselves.
35:22 – Mimicking great leaders: say the same things with clarity.
36:12 – Lou Holtz and “What’s important now?” as a guiding EOS principle.
37:19 – Why your team needs to hear it again.
In this episode of Inside the 90, Jami and Andrew unpack one of the most common questions they hear as EOS Implementers: “Why do some teams fail to get traction with EOS?” Drawing from Andrew’s experience with over 50 leadership teams, they identify the top three reasons companies struggle — lack of health and openness as a team, not using EOS tools to solve issues, and failing to run on one unified operating system. Through real-life examples and practical advice, they explore how teams can build trust, use EOS tools to find clarity, and fully commit to one framework to achieve true vision, traction, and health.
Key Topics:
- Why some EOS teams fail to gain traction.
- The difference between being smart and healthy as an organization.
- Vulnerability-based trust and team candor.
- Using EOS tools (VTO, Rocks, Scorecard, Accountability Chart, Meetings) to solve issues.
- Aligning on one operating system across all teams.
- Avoiding “halfway” EOS implementation.
- Tips for diagnosing team challenges and regaining momentum.
- EOS as a lifelong commitment, not a one-time event.
Chapters:
0:12 – Monday morning kickoff & clarity breaks.
1:12 – The question that started it all: “Why do some EOS teams fail?”
2:32 – Three main causes of EOS breakdowns.
3:00 – Defining “Smart” vs. “Healthy” organizations.
4:57 – Building trust and embracing vulnerability.
6:24 – Why honesty and candor drive accountability.8:19 – The courage to speak up and simplify communication.
8:50 – Challenge #2: Not using EOS tools to answer issues.
9:19 – Foundational EOS tools: VTO, Rocks, Scorecard, Meetings, Accountability Chart.
10:47 – Example: Sales-to-operations handoff issue.
12:14 – Discovering the root cause using proven and core processes.
13:39 – Using EOS tools to clarify, not complicate.
15:28 – Tracking issues through the Scorecard and VTO.
16:35 – Real story: Using the tools to find clarity.
17:55 – How flagship teams use EOS tools for great traction.
18:24 – Challenge #3: Running on multiple operating systems.
19:23 – Aligning EOS with Agile, Lean, or other frameworks.
21:42 – The “halfway” EOS problem: leadership only.
23:29 – Top-down vision vs. bottom-up execution.24:21 – Getting buy-in beyond the leadership team.
25:18 – How real teams embrace EOS company-wide.
26:16 – Reflections on team feedback and culture magic.
28:24 – When issues arise, the answers are in the tools.
29:48 – How to use the IDS process effectively.
31:16 – Diagnosing your team: three self-assessment questions.
32:57 – EOS as a lifelong operating system, not an event.
33:56 – Closing reflections and commitment to the process.
In this episode of Inside the 90, Jami and Andrew dive deep into the misunderstood topic of process within the EOS (Entrepreneurial Operating System) framework. They clarify the difference between proven processes, core processes, and work instructions, explaining how each contributes to organizational clarity, alignment, and execution. Using real-world examples (including Wonder’s own marketing agency model), they outline how to build, document, and implement scalable processes — and most importantly, how to ensure they are actually followed by all. The episode delivers both strategic insight and practical guidance for leaders looking to simplify complexity and build systems that scale.
Key Topics:
- Difference between proven process, core process, and work instructions.
- EOS definitions: where process fits into the VTO and Six Key Components.
- Building a proven process that aligns with sales and customer experience.
- Documenting core processes using the “20% of steps that drive 80% of results” rule.
- The Followed By All (FBA) checklist and quarterly cadence for process review.
- Using scorecards to measure process compliance.
- Leveraging tools like AI and simple visuals to simplify and accelerate documentation.
- Franchising your business model with standardized, simplified process architecture.
- Recommendations for rollout timeline and sequencing (accountability chart → proven → core).
- Helpful EOS resources like the book Process by Mike Paton.
Chapters:
0:00 – Intro: Why process always feels heavy.
1:40 – Defining “proven process” vs. “core process” in EOS.
3:20 – EOS examples: Domino’s Pizza tracker, agency 4D process, Wonder’s Next 90.
6:00 – How proven process builds external credibility and internal alignment.
8:15 – Transitioning from sales to delivery using core processes.
10:40 – Step-by-step framework to build core processes (identify, document, package).
13:00 – How to workshop your processes with note cards and milestone mapping.
16:30 – Documenting the “happy path” and simplifying complexity.
19:00 – Where to store process docs and how to keep them accessible.
21:30 – How Wonder uses a process chart to identify pain points and scorecard metrics.
25:00 – Introducing the FBA cadence: train, measure, manage, update.
28:30 – Common bottlenecks and how to expose them with process scorecards.
30:45 – Bridging implementation and reinforcement through EOS L10 meetings.
34:00 – Using AI to draft and refine processes faster.
36:10 – Linking proven process, core processes, and work instructions.
38:30 – How to roll out FBA over time and across teams.
40:00 – Suggested rollout order: Accountability Chart → Proven → Core.
42:00 – Resources: EOS blog, Mike Paton’s Process book, Wonder’s blog post.
43:30 – Final thoughts and action plan.
In this episode of Inside the 90, Jami and Andrew break down EOS (Entrepreneurial Operating System) — what it is, who it’s for, and how it transforms businesses. They explain EOS as a simple, proven framework that helps organizations gain clarity, accountability, and alignment across teams. The conversation is designed for people new to EOS, especially those wanting to introduce the concept to their company or leadership team. Listeners walk away with a clear understanding of EOS's core tools, structure, benefits, and the cultural shift it can bring to entrepreneurial organizations.
Key Topics:
- What is EOS, really?
- Vision, Traction, Healthy: the three outcomes of EOS.
- Six Key Components of any business.
- Who EOS is for (10–250 employee companies).
- The visionary and integrator roles.
- What it feels like to “hit the ceiling”.
- 90-day world and rhythms of execution.
- The VTO (Vision/Traction Organizer).
- Common EOS books: Traction, Get a Grip, Rocket Fuel.
- How to implement EOS — and why it’s not bureaucracy.
Chapters:
0:00 – Welcome and setting the stage: "What is EOS?"
1:30 – EOS defined: an operating system for business.
4:15 – Language, structure, and community culture.
6:00 – Why A-players want high accountability.
8:20 – Who EOS is for: target company profiles.
10:40 – Solving root-cause issues with six key components.
13:00 – Misconceptions about EOS and industry fit.
14:15 – The meaning of "entrepreneurial" in EOS.
15:30 – Recommended books: Traction, Get a Grip.
17:00 – What it means to hit a ceiling (and how to break through).
19:50 – Visionary vs. integrator dynamic explained.
23:10 – Building a 90-day cadence: “Inside the 90” explained.
26:00 – Introducing the VTO: long-term vision clarity.
28:00 – How employees can introduce EOS to leaders.
30:20 – How to get started: implementer, software, or self.
32:40 – Final encouragements and where to go next.
This episode of Inside the 90 dives deep into the EOS (Entrepreneurial Operating System) concept of GWC—which stands for Gets it, Wants it, and Capacity to do it. The hosts explore how GWC serves as a framework to evaluate whether someone is in the right seat on the accountability chart. Using personal anecdotes, organizational examples, and practical tools like Kolbe assessments and “delegate and elevate,” they show how to apply GWC to hiring, role alignment, leadership, and team health. The episode emphasizes clarity, alignment, and empowerment as critical drivers for organizational success.
Key Topics:
- GWC: Gets it, Wants it, Capacity to do it.
- Accountability charts and defining roles.
- Role clarity vs. traditional job descriptions.
- Delegation vs. task dumping.
- Using energy and motivation to guide role alignment.
- Quarterly conversations & leadership alignment.
- Integrating Kolbe assessments for team dynamics.
- Visionary vs. Integrator responsibilities in EOS.
Chapters:
0:00 – Introduction and surprise Taylor Swift appearance.
1:30 – Defining GWC: Gets it, Wants it, Capacity to do it.
3:00 – “Gets it”: Understanding roles innately and instinctively.
7:20 – “Wants it”: Internal motivation vs. functional responsibility.
10:45 – “Capacity to do it”: Mental, physical, and skill capacity.
14:30 – Self-assessment and manager assessment using GWC.
19:30 – Using quarterly conversations (5-5-5 model).
24:00 – Roles clarity through accountability charts.
27:40 – Delegation and Elevation: Doing it right.
32:30 – Multiple hats & challenges for founders.
37:30 – Personal story of role misalignment and correction.
44:00 – Energy, Zone of Genius, and team assessments.
49:00 – Introducing Kolbe for deeper team alignment.
55:00 – GWC for hiring, onboarding, and role design.
58:20 – Final reflections and call to action.
This episode is a deep dive into compartmentalization through the EOS (Entrepreneurial Operating System) framework, highlighting how leaders and teams can manage the chaos of day-to-day business by structuring goals, tasks, and issues into clearly defined categories. The speakers explore the importance of breaking down business priorities into four main components—goals, rocks, to-dos, and issues—and how this structure empowers clarity, ownership, and strategic execution. They also touch on the concept of Delegate and Elevate for personal productivity and leadership development.
Mentioned Link: https://www.eosworldwide.com/compartmentalize
Additional Information:
https://www.youtube.com/watch?v=0G4qHw1PtSI
Key Topics:
- The four compartments in EOS: Goals, Rocks, To-Dos, Issues.
- Structuring thinking and execution in a business setting.
- The rhythm of annual and quarterly planning.
- Using issues as the input funnel for prioritization.
- Delegate and Elevate: empowering teams and avoiding burnout.
- Benefits of structure: clarity, reduced anxiety and less drama.
Chapters:
00:00 – Introduction to compartmentalization in leadership.
00:40 – Overview of EOS tools: Goals, Rocks, To-Dos, and Issues.
02:30 – Setting one-year goals with a 10-year vision in mind.
05:00 – Mapping goals to quarterly priorities (Rocks).
06:36 – Weekly To-Dos and the power of consistent follow-up.
08:18 – Short-term vs. long-term Issues: the intake funnel.
10:00 – How issues transform into action, visibility, and engagement.
12:00 – Personal life examples of compartmentalization.
13:00 – The drama-reducing benefits of EOS structure.
14:00 – Introduction to Delegate and Elevate.
15:00 – Recommended EOS blog and YouTube video for visual learners.
16:00 – Episode wrap-up and light-hearted outro.
This episode explores how to implement and scale Level 10 (L10) meetings across different types of teams within an organization. The hosts highlight how EOS empowers bottom-up issue solving while aligning with top-down vision. They discuss strategies for integrating L10s into field teams, hybrid roles, and existing systems like Agile, and emphasize the value of consistency, accountability, and team health in making EOS truly effective.
Key Topics:
- Vision top-down, execution bottom-up.
- The power of the issues list.
- Structuring L10s using the accountability chart.
- Custom rollouts for trades, remote teams, and Agile workflows.
- Handling overlapping roles and multiple L10 memberships.
- Fair issue prioritization and facilitation.
- EOS vs. meeting overload and tool fatigue.
- The importance of a 90-day commitment cycle.
- Visionary vs. integrator responsibilities.
- EOS as a cultural operating system.
Chapters:
00:00 – Vision and execution: top-down vs. bottom-up.
02:00 – L10 structures across various team types.
04:20 – EOS is caught, not taught.
05:30 – 90-day leadership team rollout.
08:00 – Accountability chart and L10 mapping.
13:00 – Examples from trades and manufacturing.
15:30 – Cadence: weekly vs. biweekly.
17:10 – Balancing voices in issue prioritization.
22:10 – Passing issues across teams and levels.
23:40 – Field-based L10 adaptations.
25:00 – Vision, traction, and culture.
27:00 – Avoiding EOS in a silo.
29:00 – Visionary vs. integrator responsibilities.
31:00 – EOS as a living operating system.
33:00 – Trust the rhythm: draft, commit, reassess.
This podcast episode is a deep dive into the mechanics, value, and structure of the Level 10 (L10) Meeting, a core component of the Entrepreneurial Operating System (EOS). The hosts break down not only how an L10 meeting functions but also why it's essential for maintaining strategic alignment, accountability, and consistent communication in a company. They cover everything from setting the tone with a “segue” to managing a live issues list, all with the goal of transforming low-value internal meetings into strategic sessions rated a "10" by participants.
The episode emphasizes consistency, team vulnerability, and rhythm as critical elements of success. The conversation is energetic, filled with real-world examples and actionable tips, making it especially valuable for leaders adopting or optimizing EOS in their organizations.
Key Topics:
- Purpose and structure of Level 10 (L10) meetings.
- Role of EOS (Entrepreneurial Operating System) in driving accountability.
- Meeting cadence and rhythm as the heartbeat of an organization.
- Practical walkthrough of the L10 agenda.
- Building and managing a living issues list.
- Tips for engagement, team health, and scaling L10s across departments.
- Differentiating between measurables and metrics.
- Handling resistance and fostering team vulnerability.
Chapters:
00:00 – Casual intro and transition from golf to business.
00:28 – Introduction to the Level 10 (L10) meeting concept.
01:30 – EOS Meeting Pulse and 90-day world overview.
03:05 – The L10 as a “calm in the chaos” of business.
04:50 – Consistency and rhythm: never skip L10s.
06:00 – Anatomy of an L10: The fixed 90-minute agenda.
08:00 – IDS (Identify, Discuss, Solve): Heart of the meeting.
09:55 – How L10 meetings avoid bureaucracy and improve decisions.
11:02 – Sucking the drama out of business through transparency.
13:00 – The Segue: Strategic mindset shift and team health.
14:52 – Scorecard breakdown and metrics tracking.
17:07 – Rock Review: How to meaningfully assess 90-day goals.
21:00 – Customer & Employee Headlines: More than just updates.
26:00 – Accountability patterns and warning signs in early L10 stages.
28:00 – Working through the issues list without becoming a victim to it.
31:14 – IDS in depth: The “who-who-one-sentence” technique.
35:00 – Running L10s in hybrid environments: Zoom and visibility.
38:43 – Managing carryover issues, long-term lists, and solving scale.
41:00 – Meeting conclusion steps: Recap, cascade, and rating.
44:00 – Team trust and honesty in giving feedback.
45:00 – Closing thoughts and tee-up for Part Two.
In this deeply insightful episode of Inside the 90s, Jami and Andrew dig into the heart of organizational core values. Not just as buzzwords on a wall, but as foundational drivers of culture, behavior, hiring, accountability, and brand. Through personal stories and structured EOS (Entrepreneurial Operating System) processes, they explore how to discover authentic core values, evolve them through lived experience, and embed them in every touchpoint of a company’s daily rhythm. Listeners are taken behind the scenes of Wonder’s own core value journey, with actionable insights on implementation, reinforcement, and the courageous leadership needed to hold teams to those values.
Key Topics:
- Discovery vs. Prescription of Core Values.
- The EOS Core Value Workshop Framework.
- Why Values Must Be Tested and Marinated.
- Wonder’s Core Value Evolution (Make it Happen, Be Curious, Be Courageous, Be Generous, Outshine).
- Operationalizing Values: Slack, Visuals, Weekly Shares.
- Accountability: Hiring, Feedback, and Letting Go.
- Leadership Traits: Courage and Repetition.
- The Role of Visionaries and Value Obsession.
- Brand as Interaction Rooted in Values.
Chapters:
0:00 – Introduction: Revisiting the theme of core values across the series.
3:00 – Core values must be discovered, not prescribed.
6:30 – Building values with the team: EOS process explained.
12:00 – How Jami's team landed on 4 core values—and added the fifth: Outshine.
19:30 – The power of marinating values and behavioral observation.
24:00 – Reinforcing values: Slack channels, visual cues, and storytelling.
29:00 – Accountability: Living the values authentically and calling out behavior.
36:30 – Embedding values in hiring and the “Core Value Speech”.
44:00 – When values misalignment means it’s time for change.
50:00 – Visionary leadership: Jami’s five obsessions and creative-led culture.
58:00 – Culture, brand, and the cult-like nature of strong core values.
1:02:00 – Closing thoughts and appreciation for the EOS framework.
This episode explores how brand strategy and leadership changes are the fastest ways to shift company culture. By building a clear Vision/Traction Organizer (VTO) and activating it internally through strong values and messaging, companies can align their team and lay the foundation for authentic external branding. Wonder’s Marketing Operating System blends quick execution with long-term strategy, helping businesses turn vision into action and drive lasting growth.
Key Topics:
- Culture Shifts: Driven by leadership changes or brand updates.
- Brand as Strategy: Long-term identity rooted in company vision.
- EOS & VTO: Framework for defining brand direction and values.
- Internal Activation: Aligning team through values, messaging, and rituals.
- Core Values: Actionable, culture-specific values that resonate.
- External Branding: Translating internal culture into customer experience.
- Marketing OS: Wonder’s 90-day insights + 3-year brand/sales alignment.
- Sales-Marketing Alignment: Bridging teams with shared brand language.
- “New” Branding: Focus on brand evolution, not rebranding.
- Getting Started: Begin with an objective-driven discovery call.
Chapters:
0:00 Introduction of the two fastest ways to shift culture: leadership and brand updates.
2:30 Story of early branding success with BMW and the importance of language longevity.
5:40 Relationship between EOS’s VTO and brand strategy formation.
9:15 Activating the brand internally and rallying employees.
15:00 Turning VTO insights into an actionable brand platform.
21:00 Proven process and defining internal and external experiences.
26:30 Core values must be unique and culturally specific ("Make it happen" vs "Get it done").
33:45 Transitioning from internal branding to external activation.
37:10 Wonder’s six-month brand process and the rejection of "rebranding" as a concept.
41:00 Wonder’s Marketing Operating System: 90-day insight + 3-year vision planning.
46:30 The power of synchronizing fast execution with long-term brand alignment.
50:00 Opportunity-based branding, not just issue-driven branding.
53:15 Final recommendations and how to engage Wonder’s services.
The episode introduces a new format inspired by a road trip conversation between hosts Andrew Geisel and Jami Mullikin. It explores topics related to living in a 90-day EOS world, focusing on implementation, mental readiness, and organizational alignment.
Key Topics:
- Human Energy: Aligning team energy like synchronized rowing instead of chaotic movement.
- Frustration Signals: Leadership burnout, lack of traction, or everyone sprinting but not advancing.
- Letting Go: Founders must release control and elevate leaders, not just delegate.
- Mental Maturity: Openness, curiosity, and willingness to be vulnerable are prerequisites for success.
Chapters:
0:00 Introduction to the podcast format; origin story from the road trip.
2:00 What EOS is and who it's for: companies with 10–250 employees and product-market fit.
5:00 Signs of hitting a ceiling, personal founder experiences, energy alignment metaphor.
10:00 Common frustrations: feeling indispensable, founder burnout.
13:00 Mindset shifts: curiosity, accountability, and letting go of ego.
17:00 Getting started with EOS from day one; personal stories of early implementation.
22:00 Mental maturity and coachability as key enablers; visionaries must commit.
28:00 Common fears: past failures, team response, needing to "clean house" first.
33:00 EOS provides clarity and accountability—what high performers crave.
37:00 Sports team analogy for structure + high performance; cadence = calm in chaos.
42:00 EOS for creatives: not bureaucracy but a liberating structure.
47:00 Compartmentalization reduces chaos and enhances team dynamics.
50:00 First steps: read books, attend a 90-minute meeting with an implementer.
This episode of Inside the 90™ features Jake Vancalbergh, Vice President of Operations at Production Saw and Machine, a family-owned CNC machining shop in Clark Lake, Michigan. The discussion explores Jake’s career trajectory, the evolution of the family business, and the transformative journey of implementing the Entrepreneurial Operating System (EOS). Jake shares candid reflections on EOS adoption—from initial skepticism and missteps to eventual alignment, organizational health, and operational traction. The conversation also delves into cultural dynamics in family businesses, leadership roles, core values, and scaling EOS across teams.
Key Topics:
- Family Business Legacy: Third-generation leadership in a 50-year-old CNC manufacturing firm.
- Career Path: Jake’s journey from aspiring medical professional to CNC operator to VP of Operations.
- EOS Implementation Journey: Discovery through podcasts, initial team resistance, and eventual buy-in with core value development and leadership restructuring.
- Organizational Impact of EOS: Improved accountability, structured operations, and a unified company culture.
- Key EOS Tools: People Analyzer, Accountability Chart, L10 Meetings, Scorecards, and Rocks.
- Challenges and Insights: Leadership transitions, team health evolution, and defining performance metrics in technical roles.
Chapters:
0:00 – Intro to Jake & Production Saw
5:00 – Finding Passion in CNC
10:00 – Discovery of EOS
17:00 – Early EOS Adoption
25:00 – Building Core Values
33:00 – Scaling EOS Company-Wide
41:00 – Family Business Leadership
50:00 – Vision & Sales Team Creation
59:00 – Gaining Traction & Trust
1:08:00 – Living the Core Values
1:17:00 – Metrics & Scorecards
1:24:00 – People Analyzer Tool
1:33:00 – Final Reflections & Advice
Tony Chiappetta, CEO of Modern IT, shares a deeply personal and professional journey, evolving from a solo IT troubleshooter to building a people-first, EOS-powered MSP. The conversation explores themes of leadership, accountability, scaling through structure, and re-centering on purpose.
Key Topics:
- Purpose drives everything: Tony’s desire to help people led both his mistakes and successes. His evolution came from aligning intention with structure.
- EOS is transformative when done right: Self-implementing got him far, but hiring a certified implementer made all the difference.
- Accountability isn’t harsh — it’s supportive: Objective data (scorecards) fosters fairness, transparency, and clarity.
- Human-centered IT is a differentiator: Teams Tuesdays, automation, and productivity-focused services reframe IT as a value-driver, not a cost center.
Chapters:
00:00 Introduction & IT Nation Story
03:30 Starting the Business
08:45 Organic Growth & Early Chaos
14:00 First Major Breaking Point
17:30 Discovering EOS (Traction)
21:00 Fixing the Business with EOS
26:00 Operational Standards
30:15 EOS Tools in Practice
35:30 Hiring & Culture Shift
40:00 Adopting Strategy + Data Strategy
44:15 Scorecard Metrics for the CEO
47:30 The Value of a Great EOS Implementer
51:00 Modern IT’s Ideal Client
53:00 Purpose Comes Full Circle
In this episode, EOS Implementer Dave Feidner joins the show to explore two key themes: the power of core values and the concept of the flywheel, borrowed from Jim Collins’ Good to Great. Dave shares personal reflections and professional insights on how organizations can use EOS tools to build traction and create meaningful, sustainable momentum.
He emphasizes the importance of intellectual discipline, clarity, and iterative refinement—especially when it comes to defining a company’s purpose and values. Host Jamie shares his own EOS journey and how Wonder’s core values evolved over time, reinforcing the idea that values should be tested, lived, and continuously refined.
Together, they discuss how authentic culture, consistent alignment, and leadership humility are essential to building strong internal brands and long-lasting organizational health.
Key Topics:
- The flywheel is different from the proven process—it’s your business model’s virtuous cycle.
- Intellectual discipline is required to define a flywheel effectively.
- Core values are often misunderstood or misapplied; they must be lived, not just stated.
- Level 5 Leadership includes humility and vulnerability—leaders must invite accountability.
- EOS tools like Delegate & Elevate and Clarity Breaks are underused but powerful for growth.
Chapters:
0:18 – Intro to Dave Feidner and EOS freestyle conversation kickoff
1:10 – Dave introduces the concept of the flywheel and why it matters
2:14 – Dave’s EOS background and experience in building companies
4:06 – Clarifying the difference between the EOS proven process and the flywheel
5:05 – When teams are ready for the flywheel: only after core EOS tools are solid
6:30 – Amazon’s flywheel example and the role of intellectual discipline
9:00 – Dave’s personal flywheel: wisdom → relationships → referrals → clients
12:06 – Aligning unique ability with flywheel design for sustainable energy
14:09 – Jamie shares his journey building brands from the inside out
16:01 – How core values are the foundation of a company’s brand and identity
23:00 – Real core values show up (or disappear) during moments of team conflict
25:00 – Story of “diplomacy” being misused as avoidance in a client team
28:00 – The importance of precise wording: values like “courageous conversation”
30:00 – Level 5 Leadership in action: visionaries inviting accountability
34:00 – Wonder’s evolution: changing a core value from “own it” to “get it done”
37:00 – EOS creates the structure to revisit, refine, and recommit to core values
40:00 – Strong values reduce organizational drama and misalignment
41:27 – Most underrated EOS tools: Clarity Breaks and Delegate & Elevate
44:06 – Dave’s ideal clients: growth-focused, purpose-driven leaders; how to reach him
In this episode of Inside the 90, Alec Broadfoot (Founder of Vision Spark) and John Vidosh (Integrator at Vision Spark) join the conversation to discuss what it’s like to live in a 90-day EOS (Entrepreneurial Operating System) world. Alec shares the origin story of Vision Spark, which was born out of hiring challenges and transformed through the use of assessments. The duo reflects on their EOS implementation journey, highlighting the transition from self-implementation to working with certified implementers. John shares his path to becoming an integrator and how Vision Spark’s thorough hiring process ultimately led to his role. The episode also explores Vision Spark’s unique recruiting process, their “People Plan” service, and practical advice for companies scaling with EOS. Emphasis is placed on data-driven hiring, cultural alignment, and strategic planning to ensure right people are in the right seats.
Key Topics:
- Founding story rooted in fixing bad hires with science-based assessments.
- Transition from self-implementation to successful EOS adoption.
- John’s journey from EOS-curious to Vision Spark integrator.
- Vision Spark’s 90-day integrator hiring process & retention guarantee.
- Importance of vision-aligned leadership and structured recruiting.
- “People Plan” for strategic scaling and leadership team planning.
- Why hiring the right integrator early is key to EOS success.
Chapters:
[0:42] – Alec shares the founding story of Vision Spark
[2:10] – How assessments transformed their hiring success
[4:09] – Early EOS challenges and hitting a revenue ceiling
[5:29] – Hiring a professional EOS implementer changed everything
[8:07] – John’s journey to discovering EOS and becoming an integrator
[10:27] – John applies and is hired through Vision Spark’s rigorous process
[14:58] – Why Alec chose to hire an integrator instead of a finance lead
[20:26] – Challenges of applying EOS at a small scale
[23:03] – Legacy employee misalignment and leadership turnover
[25:36] – John’s aha moment: hiring based on values and assessment, not résumé
[28:07] – Vision Spark’s structured leadership search methodology
[34:00] – 90-day hiring timeline and dual placement/retention guarantees
[37:07] – “People Plan” as a strategic planning service for scaling
[42:28] – Evaluating whether individuals can scale with the company
[43:50] – Vision Spark developing new tools for visionary-integrator fit
[44:12] – Final advice: use assessments, trust data, hire with GWC in mind
This episode of Inside the 90 features a conversation between host Jami Mullikin and guest Tracy Brown from the company YourSix, a startup in the physical security space. Tracy shares her journey within the startup environment, including the implementation of the Entrepreneurial Operating System (EOS), especially with the help of an external implementer, Andrew Geil.Tracy details how EOS brought strategic clarity, structured accountability, and internal alignment—particularly around marketing and sales. The episode highlights how structured planning (like VTO, scorecards, L10s) and clear communication transformed the organization, helping them transition from reactive chaos to proactive execution.
Key Topics:
- Tracy’s leadership journey and the culture of a remote startup.
- Transition from self-implementing to professionally guided EOS adoption.
- Strategic clarity through the Vision/Traction Organizer (VTO) and scorecards.
- Improved marketing and sales alignment using EOS frameworks.
- Organizational focus, accountability, and reduced internal friction.
- Unique leadership dynamics with multiple visionaries and one integrator.
- Benefits of expert EOS implementation and flexible adoption.
Chapters:
[0:00] Intro & Background – Tracy shares her startup journey and role at YourSix.
[1:56] Discovering EOS – Initial exposure to EOS through Traction and early efforts.
[3:24] Hiring an Implementer – Decision to bring in Andrew Geil to guide EOS rollout.
[4:08] Marketing & EOS Alignment – How EOS improved collaboration and brand clarity.
[7:49] Focus Day & VTO Creation – Strategic planning sessions leading to a clear vision.
[15:02] Vision to Execution – Marketing aligns with long-term business goals.
[21:01] Expanding EOS Company-Wide – Rolling out L10s and EOS tools across teams.
[27:03] Accountability Clarity – New structure defines roles and ownership.
[29:32] Visionary/Integrator Model – Unique leadership setup fosters innovation.
[32:19] Reduced Friction – EOS minimizes drama through structure and clarity.
[35:56] Aligned Sales & Marketing – Shared goals improve collaboration.
[41:14] Targeting Ideal Customers – Narrowing focus to high-fit markets.
[44:15] Favorite Tools – VTO and L10s stand out as most impactful.
[46:00] Adapting the Framework – EOS works best when flexed to fit the team.
[50:20] Final Advice – Embrace EOS fully and get expert help early.