In this episode of On the Surface, Seth sits down with Brad Marotti to unpack the real-world impact of geopolitics on businesses—from tariffs and trade policies to wars, supply chain disruptions, and volatile fuel prices.

What starts as a simple question—“What is geopolitics?”—quickly turns into a practical discussion about how global events ripple through industries, affecting everything from input costs and logistics to financing and long-term planning. Seth and Brad break down the concept in plain terms, framing geopolitics as not just distant policy decisions, but everyday forces that directly shape how businesses operate.

A major focus of the conversation is how rising input costs affect operations. Using relatable examples—from lumber price spikes during COVID to current increases in fuel, steel, and asphalt—they explain how even small shifts in global supply and demand can drastically change the cost structure of a business. Through their own experience in construction materials, they illustrate how a 50% increase in fuel can translate into millions of dollars in additional annual cost.

The discussion also explores how supply chain disruptions and trade restrictions force companies to adapt. Whether it’s navigating tariffs, rerouting logistics, or dealing with limited access to key materials like semiconductors, businesses must continuously adjust to an unpredictable global environment. Seth and Brad highlight how these challenges often require quick decision-making and creative problem solving just to maintain stability.

They also dive into the broader financial implications, including how uncertainty impacts lending, investment strategies, and access to capital. As global volatility increases, companies and investors alike tend to shift toward safer, more stable options—often at the expense of growth opportunities. This shift creates ripple effects that influence everything from expansion plans to hiring decisions.

Another key theme is the role of government policy and infrastructure funding. In industries tied closely to public investment, changes in things like fuel taxes or federal funding can significantly alter the amount of available work. Seth and Brad walk through how even well-intentioned policies—like temporarily reducing fuel taxes—can create unintended consequences for businesses that rely on those funds.

Throughout the episode, they emphasize the importance of communication, adaptability, and proactive planning. From using pricing indexes to manage volatility, to staying connected with industry associations and policymakers, they outline practical ways companies can navigate uncertainty while protecting both their business and their customers.

It’s a grounded, insightful conversation that connects global headlines to day-to-day business realities—showing how geopolitics isn’t just something happening “out there,” but a constant force shaping decisions, costs, and opportunities at every level.

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In this episode of On the Surface, Seth sits down with Jeff Hotop and Blake Lingle for a candid, wide-ranging conversation about career paths, leadership development, and the roles that shape how organizations grow and operate.

Jeff and Blake share how their careers unexpectedly led them into finance and banking—starting with small-town roots, early jobs, and moments where natural strengths began to reveal themselves. From Jeff’s transition from the banking world into a CFO role in a construction-adjacent business, to Blake’s progression into senior lending and leadership, they unpack what it really means to evolve professionally and take calculated risks along the way.

A central theme of the conversation is the distinction between visionaries and implementers, and how both roles are essential to a healthy organization. They explore how visionaries think long-term and focus on direction, while implementers translate those ideas into actionable steps. Through real-world examples, they highlight how self-awareness plays a key role in understanding where you fit—and why high-performing teams need both perspectives working together.

The discussion also dives into mentorship and leadership, with Jeff and Blake reflecting on the people who shaped their approach—both good and bad. They examine the differences between managers and true leaders, the importance of trust and autonomy, and how leadership styles must adapt to the individual rather than applying a one-size-fits-all approach. From servant leadership to people-first leadership, they share how their philosophies have evolved through experience.

Together, they also explore how relationships and culture influence performance, why working with the right team matters as much as the work itself, and how authenticity plays a critical role in leading effectively. They share personal insights on accountability, growth, and the mindset shifts that come from stepping into new responsibilities or environments.

It’s an honest, thoughtful conversation about taking risks, understanding your strengths, and growing into leadership over time—one that reinforces a simple truth: careers rarely follow a straight line, and the most meaningful growth comes from learning who you are and having the courage to act on it.

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In this episode of On the Surface, Seth sits down with Brad and Taylor for an honest, practical conversation about one of the toughest challenges leaders face: building the right team. Using a culture‑versus‑skills quadrant as the framework, they unpack how employees typically fall into four categories—and why where someone lands matters more than leaders often realize.

Seth, Brad, and Taylor break down each quadrant in real‑world terms, from high‑culture, high‑skill “stars” to low‑culture, low‑skill “dead weight,” and the dangerous middle ground of high‑skill, low‑culture employees who can quietly undermine a team. They discuss what culture really looks like in practice—not just surface‑level friendliness, but values, integrity, accountability, and how people show up when no one’s watching.

The conversation dives into hiring decisions leaders wrestle with every day: whether to hire for skill or culture, how urgency often drives rushed choices, and why “no help” can be better than bad help. Brad and Taylor share insight into why skills are often more teachable than attitude, how behavioral‑based interview questions can reveal far more than technical checklists, and why the elusive “purple unicorn” hire is rarely realistic.

Together, they also explore how generational perspectives influence workplace culture, how attitudes and expectations have shifted over time, and why swinging too far toward either culture or performance can hurt a business. They examine the importance of ongoing evaluation, self‑awareness, and giving leaders the space to step back and assess what their team looks like today—and where it needs to be tomorrow.

It’s a grounded, thought‑provoking discussion about leadership, accountability, and making tough people decisions—one that reinforces a simple but powerful truth: great teams aren’t built by accident, and culture and skills must grow together if a business is going to succeed.

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