OverPressure Podcast

OverPressure is a weekly podcast that brings authentic, unfiltered conversations from veterans,service members, entrepreneurs and advocates. Hosted by Austin Holmes, the show highlightsresilience, leadership, and the real challenges faced during and after military life. Each episodeoffers inspiration, practical advice, and powerful storytelling designed to empower the veteranand entrepreneur community.

OverPressure Podcast is a business podcast hosted by Austin Holmes, with 47 episodes on record and a Required Pod Score of 80.

Austin Holmes hosts OverPressure Podcast, a business show with 47 episodes published.

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  OverPressure Podcast

  OverPressure Podcast Kati Peterman & Austin

  Oct 1, 202649 min

  The Overpressure Podcast's latest episode features Katie, a Dallas-based operator and founder of FRX, a fractional operations firm whose 14 advisors have worked with about 3,200 companies in recent years. As a COO for different founders and visionaries, she kept running into the same two things. The traditional COO role was outdated, and new COOs walked into companies full of fear, where staff assumed layoffs and upheaval were coming. She also kept working herself out of a job by putting systems in place, which she notes is exactly what a good operator is supposed to do. A self-described number two, she loves taking someone else's vision and turning it into something a team can actually carry out. She built FRX to deliver that support month to month, with no contracts, so a small mom-and-pop business can get a right-hand operator without hiring a $300,000 executive. The best material isn't the founding story, though it's a smart one. It's her blunt diagnosis of why companies keep hiring the wrong people. Most job descriptions, she says, list a few duties, a little company history, the hours, and the pay, then ask people to apply. If all you talked about was salary and commission, you shouldn't be surprised when people show up only for a paycheck. That, she argues, is the owner's responsibility. A strong job description lays out the mission, core values, and culture as non-negotiables. It says who the role reports to and how big the team is. And it describes a real day in specific numbers: a daily huddle, outreach to 37 prospects, 11 follow-ups, three booked calls. That gives candidates something they can say yes to because they believe in it, not because of the money. Getting this wrong is expensive. Burn someone out in their first few weeks of onboarding, she warns, and it can take two to three years to rebuild their trust. Quick gems from the episode: → Sales skills don't automatically transfer. Phone sales, door-to-door, and live-event or high-ticket sales draw on different personalities, and a top performer who doesn't get an early win in the wrong environment will leave quickly. → Her view of AI in operations: if a founder already communicates poorly, AI won't fix that. It's like adding salt and pepper to a tomato. It seasons the tomato, but it won't turn it into an eggplant. → She predicts backlash over AI costs will bring back appreciation for human operators who understand every part of a company and can feel connected to the founder's original vision. → Most people don't really know what operations means. She compares it to foreigners who think every U.S. state is California or Texas. → A players aren't defined by pay level. What makes someone an A player is mindset, and in particular a commitment to keep improving their communication even if they aren't naturally good at it. She also says to verify track records, because a lot of people never check. → DISC profiles can shift over the years. A 25-year-old and that same person at 35 with new financial responsibilities may show up very differently. She recommends Predictive Index, which measures drives and needs that stay more stable over time, because you're hiring for output, not personality. → She doesn't want 30 advisors. As fractional work has become a buzzword over the past year and a half, clients increasingly want to pay less while still feeling like your only client. Her answer is to invest in tools that increase each advisor's output, not headcount, so her team can still enjoy family time at the end of the day. The thread connecting an operator who kept systematizing herself out of jobs, a firm designed to remove every barrier to getting help, and an insistence on painting an honest picture before anyone is hired is what makes this conversation land. It isn't a lecture on hiring tactics. It's an argument that most people problems in a business begin with what the founder failed to communicate. Check out the Overpressure Podcast for the full conversation.

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  OverPressure Podcast

  OverPressure Podcast Mart Ratliff & Austin

  Sep 29, 202645 min

  The Overpressure Podcast's latest episode features Mart, a Desert Storm-era veteran from Fort Worth, Texas, who is building Hero Haven, a nonprofit designed to treat veterans and their families in one place. His path there started with watching close military friends struggle with the aftermath of service. About seven years ago he joined a nonprofit serving veterans and first responders with PTSD. Through that work and his own experience with the VA, he kept seeing the same problem. Help exists, but it is fragmented and siloed, and it almost always leaves out the families who carry the weight of service alongside the veteran. The best material isn't the mission statement, though it's a compelling one. It's the personal experience behind it. When Mart left the military, the government and the VA were still denying that Gulf War Syndrome existed. He had to find a civilian doctor who had taken on the issue on his own and work out his treatment by himself. It was about 30 years after he got out before he got the help he needed. Hero Haven is built so no one else has to wait that long. The goal is a place where a veteran can say they are struggling without knowing exactly what with, ask for help, and hear yes, at no charge to the veteran or their family, ever. The organization is also designed to avoid the ways nonprofits typically fail. It will be veteran-run and fully transparent about money raised and spent. It will hold off spending until funding commitments reach a set level, so the project doesn't start, stall, and restart. And it will draw on foundations and corporate sponsors rather than depend on government money that rises and falls with politics. Quick gems from the episode: → His take on the military's famous phrase is "hurry up and wait," reversed: Hero Haven will wait until the funding is secured, then hurry up and move fast once it starts. → The plan calls for 300 to 500 acres in Texas. If the land turns out to be unavailable or unaffordable there, the change will be posted publicly on the website, following the idea that every plan exists only until first contact. → Long term, he envisions regional campuses that may each develop a specialty, such as mental health or limb restoration. He also sees partnerships with medical schools and openness to emerging treatments like psychedelic therapy, which the VA has recently started to consider. → He's telling his future board to pull him back "fast and hard" if he ever does something that threatens the mission. His reason: this isn't about a cult of personality, it's about helping veterans. → For him, leadership comes down to signal, and signal means consequences, not intentions. Good leaders exist only when followers hold them accountable. As an E6, he would pull his own platoon sergeant aside when he saw him slipping, and the good leaders always listened. → He has rethought "embrace the suck." Looking back, the leaders he would have charged a hill for weren't the ones who simply endured. They were disciplined NCOs who set clear expectations and treated their people right. → His approach to pressure is to make the plan, work the plan, and build in contingencies. Most pressure comes from making decisions in the moment, so the more decisions you make ahead of time, when there's no pressure, the calmer the mission becomes. The thread connecting a veteran who had to find his own Gulf War Syndrome treatment, a nonprofit designed around transparency and accountability from day one, and a belief that the veteran community will always show up for its own is what makes this conversation land. It isn't a fundraising pitch. It's an argument that when existing institutions let people down, the people who were failed are often the ones best equipped to build something better. Check out the Overpressure Podcast for the full conversation.

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  OverPressure Podcast

  OverPressure Podcast Peter Boolkah & Austin

  Sep 24, 202630 min

  The Overpressure Podcast's latest episode features Peter, a business coach joining from across the pond who spent 16 years at McDonald's, a company he calls the grandfather of the turnkey business, before buying and selling a restaurant of his own. He never planned to become a coach. Between careers, he agreed to explore a coaching franchise, did his due diligence, found the franchise partners uninspiring, and was ready to walk away. Out of commitment, he kept his last scheduled meeting with a man who lived nearby. That man became the mentor he needed, and the two worked together for 15 years. Twenty-one years and more than 60,000 coaching hours later, a total he says only about 1% of coaches reach, he now works with founders three to five years out from selling their companies. The best material isn't the career story, though it's an unlikely one. It's his blunt view of what really decides whether a business can be sold. Having been part of roughly 50 deals, he says the first question isn't how to get ready for an exit but who the buyer will be. A family succession, a private equity or VC buyer, a trade sale, and a management buyout each call for a differently structured business. He is just as direct about buyers: most skip real due diligence because they're "blinded by romance," and they accept being told they can't talk to the management team until the deal is signed. That, he says, is where the biggest discount appears, once the buyer finds out the management team is weak. His list of discount points is short. It covers the strength of the leadership team, how much the business depends on the founder, and client concentration. His best deals involve tired founders who now see the business as a liability rather than an asset. Those deals can close at around a 60% discount and pay for themselves by year two. Quick gems from the episode: → Chapter one of his book, Your Business Sucks, is called "The Mirror." If a founder keeps hiring bad people, he asks one question: who's doing the hiring? → In 2016 he changed his identity from a coach who did marketing to a marketer who coaches. He calls it the turning point of his career and argues that the colder your database, the harder you have to sell. → For finding acquisition targets, his advice is simple: research the companies and send them a letter. After six years of pandemic, inflation, supply chain problems, and war, he says many more owners are ready to sell than you'd expect. → Stepping out of the day-to-day doesn't mean stepping away. The founder's job moves to strategy and the next three to five years, with one goal: increasing the value of the business. → He argues the economy recognizes only two things, competency and incompetency. Competence gets rewarded and incompetence gets punished. → Every hour, about 11,000 startups launch worldwide, and 80% fail within five years. He blames founders who start with an idea but never study business. His office wall reads "the more you learn, the more you earn." → The book is the first of a planned eight-book series he describes as a Harry Potter for business. The second installment releases March 27, and the Kindle edition of book one is available for 99 cents. The thread connecting a McDonald's systems education, a franchise meeting he almost skipped, and five decades of deals and coaching hours is an argument that no one else is responsible for the business you've built. The mirror shows founders exactly what they created, and the ones who can look at it honestly are the ones who build something worth buying. Check out the Overpressure Podcast for the full conversation.

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  OverPressure Podcast

  OverPressure Podcast Nancy Jasin & Austin

  Sep 22, 202650 min

  The Overpressure Podcast's latest episode features Nancy, a retired nurse and author from the Toledo-Detroit border area who's been writing since she was four years old and still gets called back into nursing work decades after retiring. Her father was a charismatic government photographer with a photographic memory who danced at weddings and ran the church, yet something unspoken happened at home that she still hasn't fully resolved, only forgiven. Books thrown into her playpen as a baby became her first fascination with language, and her mother's Juilliard-trained musical talent shaped an artistic sensibility she carried straight into nursing. The best material isn't the biography, though it's a striking one. It's the night that defined her entire career: an 18-year-old nursing student, days into her first year, thrown into a chaotic ER after a small plane carrying a college football team crashed in dense fog. Told to treat a severely burned young man she had no training for, she found a vein by his foot, got an IV in, and shouted for Demerol from a stranger who turned out to be a well-known doctor. When the patient, barely able to speak, managed to say "don't let me die," something in her shifted permanently. She stopped being afraid and became, in her words, who she was always supposed to be. It's also the harder story she tells without flinching: decades later, as a head nurse on a neurology unit responsible for other people's lives, she was secretly battling alcoholism so severe that colleagues suspected cancer from her weight loss. She's now 42 years sober, and treats that survival not as a private victory but as an obligation to help other women fighting the same thing. Quick gems from the episode: → Her writing draws directly from lived experience treated like a recipe: real people, real settings, real sensory detail, then fictionalized and rearranged, sometimes with a source's direct permission to tell a story that's genuinely theirs. → Partial deafness in one ear taught her to read lips as a child, a skill that now surfaces in her fiction as a quiet ability certain characters have that others don't know about. → Her first book, The Tire Swing, began as a poem about swinging as high as she could as a child, trying to see down the block for parents who might or might not come back, a metaphor she carried into a full memoir decades later. → A stranger's offhand comment, "look, a rainbow in December," became the title of one of her books on the spot, proof that material shows up anywhere if you're paying attention. → Listening, she insists, is categorically different from hearing. Real listening means giving full attention without offering advice unless it's asked for, a distinction she says even her own children have had to remind her of. → She counsels women dealing with addiction and relationship struggles not as a credentialed therapist but as someone with a matching story, offering to share it only if they want to hear it, never imposing it. The thread connecting a terrified 18-year-old finding her purpose in a burn ward, a hidden battle with alcoholism survived through decades of quiet support, and a lifetime spent turning both into fiction that helps other people feel less alone is what makes this conversation land, not as a nursing career retrospective, but as an argument that the hardest nights of a life are often the ones that eventually become someone else's lifeline. Check out the Overpressure Podcast for the full conversation.

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  OverPressure Podcast

  OverPressure Podcast Faisal Ensaun & Austin

  Sep 17, 202652 min

  The Overpressure Podcast's latest episode features Faisal, a high-performance coach based in Canada who's worked with over 2,000 clients across 11 years, built on a personal history he doesn't shy away from sharing. In his early 20s, addiction and self-destructive behavior brought him to a moment outside a subway station, throwing up, seeing blood on the floor, and watching strangers walk past. He credits that pause, calling it grace, as the moment life slowed down enough for him to actually feel the pain he'd been avoiding rather than just reacting to it. The best material isn't the credential count, it's the mechanics underneath his coaching philosophy. He distinguishes sharply between anger as expression and anger as feeling: expressing it skips the actual layers, rage, frustration, disconnection, sadness, and underneath all of it, an old hurt often from childhood that was never processed because a child's mind isn't equipped to. His core insight is that the human mind doesn't tell the truth, not out of malice but as a survival mechanism, keeping people in an illusion of homeostasis rather than confronting what's actually happening. That's why he watches a client's body language more closely than their words in session, since the body, he argues, doesn't know how to lie the way the mind does. Quick gems from the episode: → Self-deprecation disguises itself as high standards but isn't the same thing. High standards mean working toward an ideal while accepting mistakes along the way; self-deprecation is just a mind that's learned a language of putting itself down. → Three questions replace the internal beating-yourself-up cycle entirely: what worked, what didn't work, what can I improve. No negativity required. → Gratitude isn't an obligation, it's a trained connection to what's already present. He treats it as a felt experience, not a checklist, walking through mornings noticing what he can already feel gratitude for rather than what he "should" list. → Depth comes from reflection, not accumulation. Someone who's visited five countries and closely examined how each one changed them will outgrow someone who's collected twenty countries as badges without reflecting on any of them. → A medieval philosopher observed that the hardest thing for a person is sitting in a room for thirty minutes without distraction a problem that's only intensified since phones and social media entered the picture. → His three-part coaching framework: does the client have a resolved relationship with their past, a clear vision for their future, and clarity about who influences them and who they influence in turn? Get those three right, and presence follows naturally. The thread connecting a moment of crisis outside a subway station, a decade and a half of quietly working through his own trauma before ever coaching anyone else, and a coaching practice built on creating space rather than dispensing advice is what makes this conversation land, not as a self-help pitch, but as an argument that the stories we've inherited about our own pain are often just protective fictions worth examining rather than facts worth defending. Check out the Overpressure Podcast for the full conversation.

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