According to the Bureau of Economic Analysis (BEA), the U.S. economy contracted by 0.3% in Q1 2025, the first quarterly decline since early 2022. At first glance, the drop might seem modest, but under the surface, it reveals important signals about shifting business behavior, the role of tariffs, and the resilience of the consumer economy.

The GDP calculation adds total consumer, business, and government spending, plus net exports (exports minus imports). In Q1, consumer spending, business investment, and exports all rose, typically signs of strength. However, a surge in imports, primarily driven by companies trying to get ahead of newly imposed tariffs, subtracted heavily from the overall GDP number.

Typically, such a pre-tariff import surge would be mirrored by a corresponding rise in inventories. But the BEA’s data suggests that inventory levels didn’t keep up. If not for the BEA's optimistic assumption that March inventories rose more than initially reported, GDP could have fallen by as much as 1.5%.

The 2025 NFL Draft is over, and 32 teams now believe that their talent development strategy will lead them to a Super Bowl victory next February.

Ultimately, only one team will hoist the Lombardi trophy like the Philadelphia Eagles did a few months ago. The Eagles' second Super Bowl Championship in seven years is a testament to the players on the field and the front office, which scouts and drafts the players and then coaches them to success.

The difference between a dynasty and a disaster usually starts with one thing: how well you draft and develop your team. In the NFL, and in business, championships aren’t won on game day; they’re won long before, when you pick and grow your talent.

One of the most recent trends in professional baseball has been hiring very smart, “Ivy League-educated” General Managers to run and lead the entire team’s strategy development and execution.

As a training and development professional, I must pause to ask the question, “Can leaders lead things they have never done?”

The reason for my question is that I work with some clients, and the progression to the C-suite takes 25+ years, doing work from the bottom up. The idea is that you can’t be an executive leader unless you have done the job and know how things really work. At the same time, I work with other clients who have a mandate for hiring fresh new thinking from “outside of the industry,” and the classic example of that is executives who worked in Consulting but have never actually been in the business.

I talked with senior leaders in my network to gain perspectives and ideas. I’m happy to share three reasons why they think it can work and three reasons why they don’t think it can work.

This week finds me conducting a really innovative Strategic Business Selling program for Strategic Account Managers.

This week's agenda includes best practices for email follow-ups, which is an opportunity to address something that I have noticed with many Sales Professionals during the last several months.

I’ve noticed too many Sales professionals starting their follow-up email with:

“I just wanted to follow up…”

It’s been bothering me for a while, so I conducted some research and am sharing my thoughts and findings.

Advantexe currently has two different pharmaceutical omnichannel business acumen simulations in development. We are also giving two of our other core pharmaceutical business simulations “facelifts” to integrate more omnichannel marketing decisions, issues, challenges, and opportunities.

As our design team conducts the research and talks with the subject matter experts within our client organizations about omnichannel marketing, we have noticed several interesting trends that I believe are blog-worthy.