Podcasts about 3Com

22º Domingo do Tempo Comum Anúncio do Evangelho (Mc 7,1-8.14-15.21-23) Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos'. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 14Em seguida, Jesus chamou a multidão para perto de si e disse: “Escutai, todos, e compreendei: 15o que torna impuro o homem não é o que entra nele vindo de fora, mas o que sai do seu interior. 21Pois é de dentro do coração humano que saem as más intenções, imoralidades, roubos, assassínios, 22adultérios, ambições desmedidas, maldades, fraudes, devassidão, inveja, calúnia, orgulho, falta de juízo. 23Todas estas coisas más saem de dentro, e são elas que tornam impuro o homem”. — Palavra da Salvação.

22º Domingo do Tempo Comum Anúncio do Evangelho (Mc 7,1-8.14-15.21-23) Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos'. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 14Em seguida, Jesus chamou a multidão para perto de si e disse: “Escutai, todos, e compreendei: 15o que torna impuro o homem não é o que entra nele vindo de fora, mas o que sai do seu interior. 21Pois é de dentro do coração humano que saem as más intenções, imoralidades, roubos, assassínios, 22adultérios, ambições desmedidas, maldades, fraudes, devassidão, inveja, calúnia, orgulho, falta de juízo. 23Todas estas coisas más saem de dentro, e são elas que tornam impuro o homem”. — Palavra da Salvação.

Investors have pumped capital into emerging markets since the beginning of civilization. Egyptians explored basic mathematics and used their findings to build larger structures and even granaries to allow merchants to store food and serve larger and larger cities. Greek philosophers expanded on those learnings and applied math to learn the orbits of planets, the size of the moon, and the size of the earth. Their merchants used the astrolabe to expand trade routes. They studied engineering and so learned how to leverage the six simple machines to automate human effort, developing mills and cranes to construct even larger buildings. The Romans developed modern plumbing and aqueducts and gave us concrete and arches and radiant heating and bound books and the postal system.  Some of these discoveries were state sponsored; others from wealthy financiers. Many an early investment was into trade routes, which fueled humanities ability to understand the world beyond their little piece of it and improve the flow of knowledge and mix found knowledge from culture to culture.  As we covered in the episode on clockworks and the series on science through the ages, many a scientific breakthrough was funded by religion as a means of wowing the people. And then autocrats and families who'd made their wealth from those trade routes. Over the centuries of civilizations we got institutions who could help finance industry.  Banks loan money using an interest rate that matches the risk of their investment. It's illegal, going back to the Bible to overcharge on interest. That's called usury, something the Romans realized during their own cycles of too many goods driving down costs and too few fueling inflation. And yet, innovation is an engine of economic growth - and so needs to be nurtured.  The rise of capitalism meant more and more research was done privately and so needed to be funded. And the rise of intellectual property as a good. Yet banks have never embraced startups.  The early days of the British Royal Academy were filled with researchers from the elite. They could self-fund their research and the more doing research, the more discoveries we made as a society. Early American inventors tinkered in their spare time as well. But the pace of innovation has advanced because of financiers as much as the hard work and long hours. Companies like DuPont helped fuel the rise of plastics with dedicated research teams. Railroads were built by raising funds. Trade grew. Markets grew. And people like JP Morgan knew those markets when they invested in new fields and were able to grow wealth and inspire new generations of investors. And emerging industries ended up dominating the places that merchants once held in the public financial markets.  Going back to the Venetians, public markets have required regulation. As banking became more a necessity for scalable societies it too required regulation - especially after the Great Depression. And yet we needed new companies willing to take risks to keep innovation moving ahead., as we do today And so the emergence of the modern venture capital market came in those years with a few people willing to take on the risk of investing in the future. John Hay “Jock” Whitney was an old money type who also started a firm. We might think of it more as a family office these days but he had acquired 15% in Technicolor and then went on to get more professional and invest. Jock's partner in the adventure was fellow Delta Kappa Epsilon from out at the University of Texas chapter, Benno Schmidt. Schmidt coined the term venture capital and they helped pivot Spencer Chemicals from a musicians plant to fertilizer - they're both nitrates, right? They helped bring us Minute Maid. and more recently have been in and out of Herbalife, Joe's Crab Shack, Igloo coolers, and many others. But again it was mostly Whitney money and while we tend to think of venture capital funds as having more than one investor funding new and enterprising companies.  And one of those venture capitalists stands out above the rest. Georges Doriot moved to the United States from France to get his MBA from Harvard. He became a professor at Harvard and a shrewd business mind led to him being tapped as the Director of the Military Planning Division for the Quartermaster General. He would be promoted to brigadier general following a number of massive successes in the research and development as part of the pre-World War II military industrial academic buildup.  After the war Doriot created the American Research and Development Corporation or ARDC with the former president of MIT, Karl Compton, and engineer-turned Senator Ralph Flanders - all of them wrote books about finance, banking, and innovation. They proved that the R&D for innovation could be capitalized to great return. The best example of their success was Digital Equipment Corporation, who they invested $70,000 in in 1957 and turned that into over $350 million in 1968 when DEC went public, netting over 100% a year of return. Unlike Whitney, ARDC took outside money and so Doriot became known as the first true venture capitalist. Those post-war years led to a level of patriotism we arguably haven't seen since. John D. Rockefeller had inherited a fortune from his father, who built Standard Oil. To oversimplify, that company was broken up into a variety of companies including what we now think of as Exxon, Mobil, Amoco, and Chevron. But the family was one of the wealthiest in the world and the five brothers who survived John Jr built an investment firm they called the Rockefeller Brothers Fund. We might think of the fund as a social good investment fund these days. Following the war in 1951, John D Rockefeller Jr endowed the fund with $58 million and in 1956, deep in the Cold War, the fund president Nelson Rockefeller financed a study and hired Henry Kissinger to dig into the challenges of the United States. And then came Sputnik in 1957 and a failed run for the presidency of the United States by Nelson in 1960.  Meanwhile, the fund was helping do a lot of good but also helping to research companies Venrock would capitalize. The family had been investing since the 30s but Laurance Rockefeller had setup Venrock, a mashup of venture and Rockefeller. In Venrock, the five brothers, their sister, MIT's Ted Walkowicz, and Harper Woodward banded together to sprinkle funding into now over 400 companies that include Apple, Intel, PGP, CheckPoint, 3Com, DoubleClick and the list goes on. Over 125 public companies have come out of the fund today with an unimaginable amount of progress pushing the world forward. The government was still doing a lot of basic research in those post-war years that led to standards and patents and pushing innovation forward in private industry. ARDC caught the attention of a number of other people who had money they needed to put to work. Some were family offices increasingly willing to make aggressive investments. Some were started by ARDC alumni such as Charlie Waite and Bill Elfers who with Dan Gregory founded Greylock Partners. Greylock has invested in everyone from Red Hat to Staples to LinkedIn to Workday to Palo Alto Networks to Drobo to Facebook to Zipcar to Nextdoor to OpenDNS to Redfin to ServiceNow to Airbnb to Groupon to Tumblr to Zenprise to Dropbox to IFTTT to Instagram to Firebase to Wandera to Sumo Logic to Okta to Arista to Wealthfront to Domo to Lookout to SmartThings to Docker to Medium to GoFundMe to Discord to Houseparty to Roblox to Figma. Going on 800 investments just since the 90s they are arguably one of the greatest venture capital firms of all time.  Other firms came out of pure security analyst work. Hayden, Stone, & Co was co-founded by another MIT grad, Charles Hayden, who made his name mining copper to help wire up the world in what he expected to be an increasingly electrified world. Stone was a Wall Street tycoon and the two of them founded a firm that employed Joe Kennedy, the family patriarch, Frank Zarb, a Chairman of the NASDAQ and they gave us one of the great venture capitalists to fund technology companies, Arthur Rock.  Rock has often been portrayed as the bad guy in Steve Jobs movies but was the one who helped the “Traitorous 8” leave Shockley Semiconductor and after their dad (who had an account at Hayden Stone) mentioned they needed funding, got serial entrepreneur Sherman Fairchild to fund Fairchild Semiconductor. He developed tech for the Apollo missions, flashes, spy satellite photography - but that semiconductor business grew to 12,000 people and was a bedrock of forming what we now call Silicon Valley. Rock ended up moving to the area and investing. Parlaying success in an investment in Fairchild to invest in Intel when Moore and Noyce left Fairchild to co-found it.  Venture Capital firms raise money from institutional investors that we call limited partners and invest that money. After moving to San Francisco, Rock setup Davis and Rock, got some limited partners, including friends from his time at Harvard and invested in 15 companies, including Teledyne and Scientific Data Systems, which got acquired by Xerox, taking their $257,000 investment to a $4.6 million dollar valuation in 1970 and got him on the board of Xerox. He dialed for dollars for Intel and raised another $2.5 million in a couple of hours, and became the first chair of their board. He made all of his LPs a lot of money. One of those Intel employees who became a millionaire retired young. Mike Markulla invested some of his money and Rock put in $57,000 - growing it to $14 million and went on to launch or invest in companies and make billions of dollars in the process.  Another firm that came out of the Fairchild Semiconductor days was Kleiner Perkins. They started in 1972, by founding partners Eugene Kleiner, Tom Perkins, Frank Caufield, and Brook Byers. Kleiner was the leader of those Traitorous 8 who left William Shockley and founded Fairchild Semiconductor. He later hooked up with former HP head of Research and Development and yet another MIT and Harvard grad, Bill Perkins. Perkins would help Corning, Philips, Compaq, and Genentech - serving on boards and helping them grow.  Caufield came out of West Point and got his MBA from Harvard as well. He'd go on to work with Quantum, AOL, Wyse, Verifone, Time Warner, and others.  Byers came to the firm shortly after getting his MBA from Stanford and started four biotech companies that were incubated at Kleiner Perkins - netting the firm over $8 Billion dollars. And they taught future generations of venture capitalists. People like John Doerr - who was a great seller at Intel but by 1980 graduated into venture capital bringing in deals with Sun, Netscape, Amazon, Intuit, Macromedia, and one of the best gambles of all time - Google. And his reward is a net worth of over $11 billion dollars. But more importantly to help drive innovation and shape the world we live in today.  Kleiner Perkins was the first to move into Sand Hill Road. From there, they've invested in nearly a thousand companies that include pretty much every household name in technology. From there, we got the rise of the dot coms and sky-high rent, on par with Manhattan. Why? Because dozens of venture capital firms opened offices on that road, including Lightspeed, Highland, Blackstone, Accel-KKR, Silver Lake, Redpoint, Sequoia, and Andreesen Horowitz. Sequoia also started in the 70s, by Don Valentine and then acquired by Doug Leone and Michael Moritz in the 90s. Valentine did sales for Raytheon before joining National Semiconductor, which had been founded by a few Sperry Rand traitors and brought in some execs from Fairchild. They were venture backed and his background in sales helped propel some of their earlier investments in Apple, Atari, Electronic Arts, LSI, Cisco, and Oracle to success. And that allowed them to invest in a thousand other companies including Yahoo!, PayPal, GitHub, Nvidia, Instagram, Google, YouTube, Zoom, and many others.  So far, most of the firms have been in the US. But venture capital is a global trend.  Masayoshi Son founded Softbank in 1981 to sell software and then published some magazines and grew the circulation to the point that they were Japan's largest technology publisher by the end of the 80s and then went public in 1994. They bought Ziff Davis publishing, COMDEX, and seeing so much technology and the money in technology, Son inked a deal with Yahoo! to create Yahoo! Japan. They pumped $20 million into Alibaba in 2000 and by 2014 that investment was worth $60 billion. In that time they became more aggressive with where they put their money to work. They bought Vodafone Japan, took over competitors, and then the big one - they bought Sprint, which they merged with T-Mobile and now own a quarter of the combined companies. An important aspect of venture capital and private equity is multiple expansion. The market capitalization of Sprint more than doubled with shares shooting up over 10%. They bought Arm Limited, the semiconductor company that designs the chips in so many a modern phone, IoT device, tablet and even computer now. As with other financial firms, not all investments can go great. SoftBank pumped nearly $5 billion into WeWork. Wag failed. 2020 saw many in staff reductions. They had to sell tens of billions in assets  to weather the pandemic. And yet with some high profile losses, they sold ARM for a huge profit, Coupang went public and investors in their Vision Funds are seeing phenomenal returns across over 200 companies in the portfolios. Most of the venture capitalists we mentioned so far invested as early as possible and stuck with the company until an exit - be it an IPO, acquisition, or even a move into private equity. Most got a seat on the board in exchange for not only their seed capital, or the money to take products to market, but also their advice. In many a company the advice was worth more than the funding. For example, Randy Komisar, now at Kleiner Perkins, famously recommended TiVo sell monthly subscriptions, the growth hack they needed to get profitable. As the venture capital industry grew and more and more money was being pumped into fueling innovation, different accredited and institutional investors emerged to have different tolerances for risk and different skills to bring to the table. Someone who built an enterprise SaaS company and sold within three years might be better served to invest in and advise another company doing the same thing. Just as someone who had spent 20 years running companies that were at later stages and taking them to IPO was better at advising later stage startups who maybe weren't startups any more. Here's a fairly common startup story. After finishing a book on Lisp, Paul Graham decides to found a company with Robert Morris. That was Viaweb in 1995 and one of the earliest SaaS startups that hosted online stores - similar to a Shopify today. Viaweb had an investor named Julian Weber, who invested $10,000 in exchange for 10% of the company. Weber gave them invaluable advice and they were acquired by Yahoo! for about $50 million in stock in 1998, becoming the Yahoo Store.  Here's where the story gets different. 2005 and Graham decides to start doing seed funding for startups, following the model that Weber had established with Viaweb. He and Viaweb co-founders Robert Morris (the guy that wrote the Morris worm) and Trevor Blackwell start Y Combinator, along with Jessica Livingston. They put in $200,000 to invest in companies and with successful investments grew to a few dozen companies a year. They're different because they pick a lot of technical founders (like themselves) and help the founders find product market fit, finish their solutions, and launch. And doing so helped them bring us Airbnb, Doordash, Reddit, Stripe, Dropbox and countless others. Notice that many of these firms have funded the same companies. This is because multiple funds investing in the same company helps distribute risk. But also because in an era where we've put everything from cars to education to healthcare to innovation on an assembly line, we have an assembly line in companies. We have thousands of angel investors, or humans who put capital to work by investing in companies they find through friends, family, and now portals that connect angels with companies.  We also have incubators, a trend that began in the late 50s in New York when Jo Mancuso opened a warehouse up for small tenants after buying a warehouse to help the town of Batavia. The Batavia Industrial Center provided office supplies, equipment, secretaries, a line of credit, and most importantly advice on building a business. They had made plenty of money on chicken coops and though that maybe helping companies start was a lot like incubating chickens and so incubators were born.  Others started incubating. The concept expanded from local entrepreneurs helping other entrepreneurs and now cities, think tanks, companies, and even universities, offer incubation in their walls. Keep in mind many a University owns a lot of patents developed there and plenty of companies have sprung up to commercialize the intellectual property incubated there. Seeing that and how technology companies needed to move faster we got  accelerators like Techstars, founded by David Cohen, Brad Feld, David Brown, and Jared Polis in 2006 out of Boulder, Colorado. They have worked with over 2,500 companies and run a couple of dozen programs. Some of the companies fail by the end of their cohort and yet many like Outreach and Sendgrid grow and become great organizations or get acquired. The line between incubator and accelerator can be pretty slim today. Many of the earlier companies mentioned are now the more mature venture capital firms. Many have moved to a focus on later stage companies with YC and Techstars investing earlier. They attend the demos of companies being accelerated and invest. And the fact that founding companies and innovating is now on an assembly line, the companies that invest in an A round of funding, which might come after an accelerator, will look to exit in a B round, C round, etc. Or may elect to continue their risk all the way to an acquisition or IPO.  And we have a bevy of investing companies focusing on the much later stages. We have private equity firms and family offices that look to outright own, expand, and either harvest dividends from or sell an asset, or company. We have traditional institutional lenders who provide capital but also invest in companies. We have hedge funds who hedge puts and calls or other derivatives on a variety of asset classes. Each has their sweet spot even if most will opportunistically invest in diverse assets. Think of the investments made as horizons. The Angel investor might have their shares acquired in order to clean up the cap table, or who owns which parts of a company, in later rounds. This simplifies the shareholder structure as the company is taking on larger institutional investors to sprint towards and IPO or an acquisition. People like Arthur Rock, Tommy Davis, Tom Perkins, Eugene Kleiner, Doerr, Masayoshi Son, and so many other has proven that they could pick winners. Or did they prove they could help build winners? Let's remember that investing knowledge and operating experience were as valuable as their capital. Especially when the investments were adjacent to other successes they'd found. Venture capitalists invested more than $10 billion in 1997. $600 million of that found its way to early-stage startups. But most went to preparing a startup with a product to take it to mass market. Today we pump more money than ever into R&D - and our tax systems support doing so more than ever. And so more than ever, venture money plays a critical role in the life cycle of innovation. Or does venture money play a critical role in the commercialization of innovation? Seed accelerators, startup studios, venture builders, public incubators, venture capital firms, hedge funds, banks - they'd all have a different answer. And they should. Few would stick with an investment like Digital Equipment for as long as ARDC did. And yet few provide over 100% annualized returns like they did.  As we said in the beginning of this episode, wealthy patrons from Pharaohs to governments to industrialists to now venture capitalists have long helped to propel innovation, technology, trade, and intellectual property. We often focus on the technology itself in computing - but without the money the innovation either wouldn't have been developed or if developed wouldn't have made it to the mass market and so wouldn't have had an impact into our productivity or quality of life.  The knowledge that comes with those who provide the money can be seen with irreverence. Taking an innovation to market means market-ing. And sales. Most generations see the previous generations as almost comedic, as we can see in the HBO show Silicon Valley when the cookie cutter industrialized approach goes too far. We can also end up with founders who learn to sell to investors rather than raising capital in the best way possible, selling to paying customers. But there's wisdom from previous generations when offered and taken appropriately. A coachable founder with a vision that matches the coaching and a great product that can scale is the best investment that can be made. Because that's where innovation can change the world.

The Internet is not a simple story to tell. In fact, every sentence here is worthy of an episode if not a few.  Many would claim the Internet began back in 1969 when the first node of the ARPAnet went online. That was the year we got the first color pictures of earthen from Apollo 10 and the year Nixon announced the US was leaving Vietnam. It was also the year of Stonewall, the moon landing, the Manson murders, and Woodstock. A lot was about to change. But maybe the story of the Internet starts before that, when the basic research to network computers began as a means of networking nuclear missile sites with fault-tolerant connections in the event of, well, nuclear war. Or the Internet began when a T3 backbone was built to host all the datas. Or the Internet began with the telegraph, when the first data was sent over electronic current. Or maybe the Internet began when the Chinese used fires to send messages across the Great Wall of China. Or maybe the Internet began when drums sent messages over long distances in ancient Africa, like early forms of packets flowing over Wi-Fi-esque sound waves.  We need to make complex stories simpler in order to teach them, so if the first node of the ARPAnet in 1969 is where this journey should end, feel free to stop here. To dig in a little deeper, though, that ARPAnet was just one of many networks that would merge into an interconnected network of networks. We had dialup providers like CompuServe, America Online, and even The WELL. We had regional timesharing networks like the DTSS out of Dartmouth University and PLATO out of the University of Illinois, Champaign-Urbana. We had corporate time sharing networks and systems. Each competed or coexisted or took time from others or pushed more people to others through their evolutions. Many used their own custom protocols for connectivity. But most were walled gardens, unable to communicate with the others.  So if the story is more complicated than that the ARPAnet was the ancestor to the Internet, why is that the story we hear? Let's start that journey with a memo that we did an episode on called “Memorandum For Members and Affiliates of the Intergalactic Computer Network” sent by JCR Licklider in 1963 and can be considered the allspark that lit the bonfire called The ARPANet. Which isn't exactly the Internet but isn't not. In that memo, Lick proposed a network of computers available to research scientists of the early 60s. Scientists from computing centers that would evolve into supercomputing centers and then a network open to the world, even our phones, televisions, and watches. It took a few years, but eventually ARPA brought in Larry Roberts, and by late 1968 ARPA awarded an RFQ to build a network to a company called Bolt Beranek and Newman (BBN) who would build Interface Message Processors, or IMPs. The IMPS were computers that connected a number of sites and routed traffic. The first IMP, which might be thought of more as a network interface card today, went online at UCLA in 1969 with additional sites coming on frequently over the next few years. That system would become ARPANET. The first node of ARPAnet went online at the University of California, Los Angeles (UCLA for short). It grew as leased lines and more IMPs became more available. As they grew, the early computer scientists realized that each site had different computers running various and random stacks of applications and different operating systems. So we needed to standardize certain aspects connectivity between different computers.  Given that UCLA was the first site to come online, Steve Crocker from there began organizing notes about protocols and how systems connected with one another in what they called RFCs, or Request for Comments. That series of notes was then managed by a team that included Elizabeth (Jake) Feinler from Stanford once Doug Engelbart's project on the “Augmentation of Human Intellect” at Stanford Research Institute (SRI) became the second node to go online. SRI developed a Network Information Center, where Feinler maintained a list of host names (which evolved into the hosts file) and a list of address mappings which would later evolve into the functions of Internic which would be turned over to the US Department of Commerce when the number of devices connected to the Internet exploded. Feinler and Jon Postel from UCLA would maintain those though, until his death 28 years later and those RFCs include everything from opening terminal connections into machines to file sharing to addressing and now any place where the networking needs to become a standard.  The development of many of those early protocols that made computers useful over a network were also being funded by ARPA. They funded a number of projects to build tools that enabled the sharing of data, like file sharing and some advancements were loosely connected by people just doing things to make them useful and so by 1971 we also had email. But all those protocols needed to flow over a common form of connectivity that was scalable. Leonard Kleinrock, Paul Baran, and Donald Davies were independently investigating packet switching and Roberts brought Kleinrock into the project as he was at UCLA. Bob Kahn entered the picture in 1972. He would team up with Vint Cerf from Stanford who came up with encapsulation and so they would define the protocol that underlies the Internet, TCP/IP. By 1974 Vint Cerf and Bob Kahn wrote RFC 675 where they coined the term internet as shorthand for internetwork. The number of RFCs was exploding as was the number of nodes. The University of California Santa Barbara then the University of Utah to connect Ivan Sutherland's work. The network was national when BBN connected to it in 1970. Now there were 13 IMPs and by 1971, 18, then 29 in 72 and 40 in 73. Once the need arose, Kleinrock would go on to work with Farouk Kamoun to develop the hierarchical routing theories in the late 70s. By 1976, ARPA became DARPA. The network grew to 213 hosts in 1981 and by 1982, TCP/IP became the standard for the US DOD and in 1983, ARPANET moved fully over to TCP/IP. And so TCP/IP, or Transport Control Protocol/Internet Protocol is the most dominant networking protocol on the planet. It was written to help improve performance on the ARPAnet with the ingenious idea to encapsulate traffic. But in the 80s, it was just for researchers still. That is, until NSFNet was launched by the National Science Foundation in 1986.  And it was international, with the University College of London connecting in 1971, which would go on to inspire a British research network called JANET that built their own set of protocols called the Colored Book protocols. And the Norwegian Seismic Array connected over satellite in 1973. So networks were forming all over the place, often just time sharing networks where people dialed into a single computer. Another networking project going on at the time that was also getting funding from ARPA as well as the Air Force was PLATO. Out of the University of Illinois, was meant for teaching and began on a mainframe in 1960. But by the time ARPAnet was growing PLATO was on version IV and running on a CDC Cyber. The time sharing system hosted a number of courses, as they referred to programs. These included actual courseware, games, convent with audio and video, message boards, instant messaging, custom touch screen plasma displays, and the ability to dial into the system over lines, making the system another early network. In fact, there were multiple CDC Cybers that could communicate with one another. And many on ARPAnet also used PLATO, cross pollinating non-defense backed academia with a number of academic institutions.  The defense backing couldn't last forever. The Mansfield Amendment in 1973 banned general research by defense agencies. This meant that ARPA funding started to dry up and the scientists working on those projects needed a new place to fund their playtime. Bob Taylor split to go work at Xerox, where he was able to pick the best of the scientists he'd helped fund at ARPA. He helped bring in people from Stanford Research Institute, where they had been working on the oNLineSystem, or NLS and people like Bob Metcalfe who brought us Ethernet and better collusion detection. Metcalfe would go on to found 3Com a great switch and network interface company during the rise of the Internet. But there were plenty of people who could see the productivity gains from ARPAnet and didn't want it to disappear. And the National Science Foundation (NSF) was flush with cash. And the ARPA crew was increasingly aware of non-defense oriented use of the system. So the NSF started up a little project called CSNET in 1981 so the growing number of supercomputers could be shared between all the research universities. It was free for universities that could get connected and from 1985 to 1993 NSFNET, surged from 2,000 users to 2,000,000 users. Paul Mockapetris made the Internet easier than when it was an academic-only network by developing the Domain Name System, or DNS, in 1983. That's how we can call up remote computers by names rather than IP addresses. And of course DNS was yet another of the protocols in Postel at UCLAs list of protocol standards, which by 1986 after the selection of TCP/IP for NSFnet, would become the standardization body known as the IETF, or Internet Engineering Task Force for short. Maintaining a set of protocols that all vendors needed to work with was one of the best growth hacks ever. No vendor could have kept up with demand with a 1,000x growth in such a small number of years. NSFNet started with six nodes in 1985, connected by LSI-11 Fuzzball routers and quickly outgrew that backbone. They put it out to bid and Merit Network won out in a partnership between MCI, the State of Michigan, and IBM. Merit had begun before the first ARPAnet connections went online as a collaborative effort by Michigan State University, Wayne State University, and the University of Michigan. They'd been connecting their own machines since 1971 and had implemented TCP/IP and bridged to ARPANET. The money was getting bigger, they got $39 million from NSF to build what would emerge as the commercial Internet.  They launched in 1987 with 13 sites over 14 lines. By 1988 they'd gone nationwide going from a 56k backbone to a T1 and then 14 T1s. But the growth was too fast for even that. They re-engineered and by 1990 planned to add T3 lines running in parallel with the T1s for a time. By 1991 there were 16 backbones with traffic and users growing by an astounding 20% per month.  Vint Cerf ended up at MCI where he helped lobby for the privatization of the internet and helped found the Internet Society in 1988. The lobby worked and led to the the Scientific and Advanced-Technology Act in 1992. Before that, use of NSFNET was supposed to be for research and now it could expand to non-research and education uses. This allowed NSF to bring on even more nodes. And so by 1993 it was clear that this was growing beyond what a governmental institution whose charge was science could justify as “research” for any longer.  By 1994, Vent Cerf was designing the architecture and building the teams that would build the commercial internet backbone at MCI. And so NSFNET began the process of unloading the backbone and helped the world develop the commercial Internet by sprinkling a little money and know-how throughout the telecommunications industry, which was about to explode. NSFNET went offline in 1995 but by then there were networks in England, South Korea, Japan, Africa, and CERN was connected to NSFNET over TCP/IP. And Cisco was selling routers that would fuel an explosion internationally. There was a war of standards and yet over time we settled on TCP/IP as THE standard.  And those were just some of the nets. The Internet is really not just NSFNET or ARPANET but a combination of a lot of nets. At the time there were a lot of time sharing computers that people could dial into and following the release of the Altair, there was a rapidly growing personal computer market with modems becoming more and more approachable towards the end of the 1970s. You see, we talked about these larger networks but not hardware.  The first modulator demodulator, or modem, was the Bell 101 dataset, which had been invented all the way back in 1958, loosely based on a previous model developed to manage SAGE computers. But the transfer rate, or baud, had stopped being improved upon at 300 for almost 20 years and not much had changed. That is, until Hayes Hayes Microcomputer Products released a modem designed to run on the Altair 8800 S-100 bus in 1978. Personal computers could talk to one another.  And one of those Altair owners was Ward Christensen met Randy Suess at the Chicago Area Computer Hobbyists' Exchange and the two of them had this weird idea. Have a computer host a bulletin board on one of their computers. People could dial into it and discuss their Altair computers when it snowed too much to meet in person for their club. They started writing a little code and before you know it we had a tool they called Computerized Bulletin Board System software, or CBBS. The software and more importantly, the idea of a BBS spread like wildfire right along with the Atari, TRS-80, Commodores and Apple computers that were igniting the personal computing revolution. The number of nodes grew and as people started playing games, the speed of those modems jumped up with the v.32 standard hitting 9600 baud in 84, and over 25k in the early 90s. By the early 1980s, we got Fidonet, which was a network of Bulletin Board Systems and by the early 90s we had 25,000 BBS's. And other nets had been on the rise. And these were commercial ventures. The largest of those dial-up providers was America Online, or AOL. AOL began in 1985 and like most of the other dial-up providers of the day were there to connect people to a computer they hosted, like a timesharing system, and give access to fun things. Games, news, stocks, movie reviews, chatting with your friends, etc. There was also CompuServe, The Well, PSINet, Netcom, Usenet, Alternate, and many others. Some started to communicate with one another with the rise of the Metropolitan Area Exchanges who got an NSF grant to establish switched ethernet exchanges and the Commercial Internet Exchange in 1991, established by PSINet, UUNet, and CERFnet out of California.  Those slowly moved over to the Internet and even AOL got connected to the Internet in 1989 and thus the dial-up providers went from effectively being timesharing systems to Internet Service Providers as more and more people expanded their horizons away from the walled garden of the time sharing world and towards the Internet. The number of BBS systems started to wind down. All these IP addresses couldn't be managed easily and so IANA evolved out of being managed by contracts from research universities to DARPA and then to IANA as a part of ICANN and eventually the development of Regional Internet Registries so AFRINIC could serve Africa, ARIN could serve Antarctica, Canada, the Caribbean, and the US, APNIC could serve South, East, and Southeast Asia as well as Oceania LACNIC could serve Latin America and RIPE NCC could serve Europe, Central Asia, and West Asia. By the 90s the Cold War was winding down (temporarily at least) so they even added Russia to RIPE NCC. And so using tools like WinSOCK any old person could get on the Internet by dialing up. Modems for dial-ups transitioned to DSL and cable modems. We got the emergence of fiber with regional centers and even national FiOS connections. And because of all the hard work of all of these people and the money dumped into it by the various governments and research agencies, life is pretty darn good.  When we think of the Internet today we think of this interconnected web of endpoints and content that is all available. Much of that was made possible by the development of the World Wide Web by Tim Berners-Lee in in 1991 at CERN, and Mosaic came out of the National Center for Supercomputing applications, or NCSA at the University of Illinois, quickly becoming the browser everyone wanted to use until Mark Andreeson left to form Netscape. Netscape's IPO is probably one of the most pivotal moments where investors from around the world realized that all of this research and tech was built on standards and while there were some patents, the standards were freely useable by anyone.  Those standards let to an explosion of companies like Yahoo! from a couple of Stanford grad students and Amazon, started by a young hedge fund Vice President named Jeff Bezos who noticed all the money pouring into these companies and went off to do his own thing in 1994. The companies that arose to create and commercialize content and ideas to bring every industry online was ferocious.  And there were the researchers still writing the standards and even commercial interests helping with that. And there were open source contributors who helped make some of those standards easier to implement by regular old humans. And tools for those who build tools. And from there the Internet became what we think of today. Quicker and quicker connections and more and more productivity gains, a better quality of life, better telemetry into all aspects of our lives and with the miniaturization of devices to support wearables that even extends to our bodies. Yet still sitting on the same fundamental building blocks as before. The IANA functions to manage IP addressing has moved to the private sector as have many an onramp to the Internet. Especially as internet access has become more ubiquitous and we are entering into the era of 5g connectivity.  And it continues to evolve as we pivot due to new needs and threats a globally connected world represent. IPv6, various secure DNS options, options for spam and phishing, and dealing with the equality gaps  surfaced by our new online world. We have disinformation so sometimes we might wonder what's real and what isn't. After all, any old person can create a web site that looks legit and put whatever they want on it. Who's to say what reality is other than what we want it to be. This was pretty much what Morpheus was offering with his choices of pills in the Matrix. But underneath it all, there's history. And it's a history as complicated as unraveling the meaning of an increasingly digital world. And it is wonderful and frightening and lovely and dangerous and true and false and destroying the world and saving the world all at the same time.  This episode is pretty simplistic and many of the aspects we cover have entire episodes of the podcast dedicated to them. From the history of Amazon to Bob Taylor to AOL to the IETF to DNS and even Network Time Protocol. It's a story that leaves people out necessarily; otherwise scope creep would go all the way back to to include Volta and the constant electrical current humanity received with the battery. But hey, we also have an episode on that! And many an advance has plenty of books and scholarly works dedicated to it - all the way back to the first known computer (in the form of clockwork), the Antikythera Device out of Ancient Greece. Heck even Louis Gerschner deserves a mention for selling IBM's stake in all this to focus on things that kept the company going, not moonshots.  But I'd like to dedicate this episode to everyone not mentioned due to trying to tell a story of emergent networks. Just because they were growing fast and our modern infrastructure was becoming more and more deterministic doesn't mean that whether it was writing a text editor or helping fund or pushing paper or writing specs or selling network services or getting zapped while trying to figure out how to move current that there aren't so, so, so many people that are a part of this story. Each with their own story to be told. As we round the corner into the third season of the podcast we'll start having more guests. If you have a story and would like to join us use the email button on thehistoryofcomputing.net to drop us a line. We'd love to chat!

Primeira Leitura: 1 Coríntios 15,1-8 Leitura da primeira carta de São Paulo aos Coríntios – 1Irmãos, quero lembrar-vos o Evangelho que vos preguei e que recebestes, e no qual estais firmes. 2Por ele sois salvos, se o estais guardando tal qual ele vos foi pregado por mim. De outro modo, teríeis abraçado a fé em vão. 3Com efeito, transmiti-vos, em primeiro lugar, aquilo que eu mesmo tinha recebido, a saber: que Cristo morreu por nossos pecados, segundo as Escrituras; 4que foi sepultado; que, ao terceiro dia, ressuscitou, segundo as Escrituras; 5e que apareceu a Cefas e, depois, aos Doze. 6Mais tarde, apareceu a mais de quinhentos irmãos de uma vez. Destes, a maioria ainda vive e alguns já morreram. 7Depois, apareceu a Tiago e, depois, apareceu aos apóstolos todos juntos. 8Por último, apareceu também a mim, como a um abortivo. – Palavra do Senhor. Salmo Responsorial: 18(19) Seu som ressoa e se espalha em toda a terra. 1. Os céus proclamam a glória do Senhor, / e o firmamento, a obra de suas mãos; / o dia ao dia transmite esta mensagem, / a noite à noite publica esta notícia. – R. 2. Não são discursos nem frases ou palavras, / nem são vozes que possam ser ouvidas; / seu som ressoa e se espalha em toda a terra, / chega aos confins do universo a sua voz. – R. Evangelho: João 14,6-14 Aleluia, aleluia, aleluia. Sou o caminho, a verdade e a vida, diz Jesus; / Filipe, quem me vê, igualmente vê meu Pai! (Jo 14,6.9) – R. Proclamação do Evangelho de Jesus Cristo segundo João – Naquele tempo, Jesus disse a Tomé: 6“Eu sou o caminho, a verdade e a vida. Ninguém vai ao Pai senão por mim. 7Se vós me conhecêsseis, conheceríeis também o meu Pai. E desde agora o conheceis e o vistes”. 8Disse Filipe: “Senhor, mostra-nos o Pai, isso nos basta!” 9Jesus respondeu: “Há tanto tempo estou convosco e não me conheces, Filipe? Quem me viu, viu o Pai. Como é que tu dizes: ‘Mostra-nos o Pai'? 10Não acreditas que eu estou no Pai e o Pai está em mim? As palavras que eu vos digo, não as digo por mim mesmo, mas é o Pai que, permanecendo em mim, realiza as suas obras. 11Acreditai-me, eu estou no Pai, e o Pai está em mim. Acreditai, ao menos, por causa dessas mesmas obras. 12Em verdade, em verdade vos digo, quem acredita em mim fará as obras que eu faço e fará ainda maiores do que estas, pois eu vou para o Pai. 13E o que pedirdes em meu nome, eu o realizarei, a fim de que o Pai seja glorificado no Filho. 14Se pedirdes algo em meu nome, eu o realizarei”. – Palavra da salvação.

Cellular providers boast that 75% of the US already has 5G coverage, but there's more than a little hyperbole there, and Russia is doing everything it can to discourage development in the US. In Short Circuits: You've probably used Google Translate, but there's a competing service from Germany that might be worth trying. • In 1992, Microsoft introduced Windows for Workgroups. The revolutionary Windows 95 was still a few years in the future, but Windows 3.11 finally offered useful features and better reliability. In Spare Parts (only on the website): It's possible to marginally improve a Windows 10 computer's speed with changes to some of the system settings. The improvements are usually modest, but perceptible. • It's questionable whether offices will ever be fully populated again, but collaboration spaces may be the next step for workers. • Twenty years ago: 3Com was in serious trouble and had begun the death spiral that saw it being acquired by HP about eight years later.

Torsten Kriening is my guest on Episode 86 of Inside Ideas with Marc Buckley. Publisher of SpaceWatch.Global (a ThorGroup GmbH brand) and CEO Torsten Kriening is a business development executive with academic and professional experience in space management, satellite communications, and broadcast technology. He has an electrical and telecommunications engineering background and studied information technology and computer science at the Technical College Berlin. Torsten began his career as a software developer, before moving into sales management and business development, working at companies including 3Com, Lucent Digital Video, SES Astra, Bertelsmann and PTScientists. A proud Berliner with a global outlook, Torsten expanded his horizons even further by attending the International Space University (ISU) and earning an Executive MBA. His ISU thesis analysed the capacity-building visions and opportunities of countries in the Gulf region, and he brings experience developing strong and lasting business relationships with Middle Eastern countries. At SpaceWatch.Global, Torsten is putting his business acumen to good use in his operations and business development role, specialising in international partnerships and information analysis. He has been instrumental in successfully identifying new market opportunities and takes pride in building strong customer relationships that benefit all partners, combining his business intelligence with an ability to understand complex technical information from the market and clients. Since beginning of 2020 he hosts a series of Space Café's virtually. His weekly Space Café WebTalk "33 minutes with…” hosts high level actors in the space community for an in-depth talk. He also produces the bi-weekly Space Café Podcast hosted by Markus Mooslechner. In 2021 the Space Café's branched out to various regions of the world. http://spacewatch.global

Antonio Buchanan is the Co-CEO and Chief Strategy Officer. He spent his career influencing some of the world's top brands. His career took off at Y&R Worldwide, where he quickly became a vice president of Strategic Planning working on American Express, Citigroup, Verizon, Evian, Disney and Club Med. He then served as a senior partner and head of Strategy and Planning at Ogilvy Worldwide, American Express and IBM Global Business with assignments in Mexico City, London, Singapore, Brazil and Sao Paolo.   In 1998, Antonio and his partner, Paris formed bang! Zoom, a global research and strategy consultancy with offices in San Francisco, Chicago and London. Their form oversaw research initiatives for 3Com, Lucent, BBC, Avaya, American Express and others before selling the company to MDC partners, (a Toronto-based communications holding company). Antonio has been named one of the top creative thinkers by AdAge, named on the top innovative thinkers list for Wall People Magazine and one of the top 100 executives on Black Enterprise’s BE 100 list.   Questions   Could you share a little bit about your journey, how it is you got to where you are today so we can get a better understanding of who Antonio is. So I can imagine strategy has been a bit challenging, maybe for you and your company during this pandemic period that the world is going through, can you share with us how that has been and how you guys have been able to navigate through this time? Do you find that it's been difficult just getting people motivated and inspired during this time, especially across cultures? Because Mexico City, would you say is a different kind of culture, a different set of mind-set people versus those in San Diego? Has it been different across the globe, in a different continent for example? Could you share with us if there is one website, tool or app that you absolutely cannot live without in your business? Could you share with us maybe one or two books that have had the biggest impact on you? It could be a book that you read a very long time ago, or it could be a book that you read recently, but it has had a great impact on you. So if you were in a room with one of these managers, or business owners, and you're sitting across the table from that person, what's the one piece of advice that you would give them to improve on the consistency of having motivated human capital? Could you share with us what's the one thing that's going on in your life right now that you're really excited about, it could be something that you're working on to develop yourself or your people. Where can listeners find you online? Do you have a quote or saying that during times of adversity or challenge, you will tend to revert to this quote, it kind of helps to maybe get you refocused and just get you back on track.   Highlights   Antonio’s Journey   Antonio shared that he started in the financial services industry, he was working as a trader at Merrill Lynch, the ad agency for Merrill Lynch was coming in to do a campaign on the company. And he was one of the people that was designated to be interviewed by the ad agency. And after that experience, he kind of looked at and went, “They seem to be having more fun that I am.” And so he literally switched careers and started from the bottom again. And, mentioned in the bio, started at Y&R and moved on to Ogilvy. He spent a significant amount of his career at Ogilvy with a lot of the international assignments, and then decided to start his own. And so, they've done it, this is the second time around. The first time as mentioned, they started an agency in about three years in, they were approached to sell it. And when their non-compete was over, on the day the non-compete was over, they launched Antonio in Paris. So he’s the Chief Strategy Officer, Paris was also his wife is the Chief Creative Officer, her experience comes out of McCann Worldwide on Microsoft. And so, he kind of do the strategy side, she does the creative side and they've been having a great time doing it. So it's good to be here.   Navigating Through a Pandemic   Me: So I can imagine strategy has been a bit challenging, maybe for you and your company during this pandemic period that the world is going through, can you share with us how that has been and how you guys have been able to navigate through this time?   Antonio shared that that's an understatement. So it's been interesting, he thinks like everybody, February, March of last year, everybody kind of went into a panic mode. His clients went into a panic mode, rightfully so, not many people knew. What do I do now? Business kind of stopped over that period of time. And they made the decision to really look at it, they could have stayed with how do they continue to help companies enhance their brands?   But that wasn't the right thing to do at that particular time, he thinks the right thing to do, in hindsight, was the fact that they decided that they're going to look at when was there something like this in the past? And how was it handled globally? And what should they be thinking about?   So they decided to start a research study globally, during COVID that every six to eight weeks they would go back into the marketplace and get indication on what were consumers thinking? What were they feeling? How engaged were they? How much more engaged were they going to be as it related to streaming videos and entertainment and working from home and what were their stress points?   And all of those things that they could kind of give that information to clients, and gauge when was the right time to get back into the marketplace.   They also started presenting this to clients and people who weren't clients, companies that they would have loved to work with. They set up calls with them, Zoom calls with them, things like that, and walked them through these results.   They also talked to them about let's talk about history as he said. When SARS happened, we had a front row seat into being able to see what happened in China and how it went from China, the resurgence, the comeback happened in Asia, through Europe, and then to the United States.   So we had a roadmap of how it happened. And so they are able to talk to people about it's probably going to happen the same way, which it did, we had the bounce back in Asia first, then Europe, then the US, unfortunately, we had a second round of COVID.   This is a perfect time for companies to kind of really think about how they're going to attack, how they're going to pivot, and change maybe something small all the way to their business model. So they started talking to companies about that, if you were to start your company today, how would you change it?   Because it's not going to ever be the same again. So they started working with companies and helping them change their company from a strategy perspective, too. So it's been an interesting ride but he thinks it’s the right thing to do, because many companies responded to us helping them figure a lot of that out.   Me: Where are you exactly based Antonio, are you in the United States?   Antonio stated that they are in San Diego. Currently, he’s in their Mexico City office. They've been working out of Mexico now for probably the past six months, but their headquarters is in San Diego.    Getting Your People Motivated and Inspired   Me: Do you find that it's been difficult just getting people motivated and inspired during this time, especially across cultures? Because Mexico City, would you say is a different kind of culture, a different set of mind-set people versus those in San Diego? Has it been different across the globe, in a different continent for example?   Antonio shared that what's interesting is about five years ago they went completely virtual, so prior to COVID they went virtual, the reason why they did it was because for a few reasons. One, they wanted to get the most talented people that they could get to work for their company, no matter where they lived. And so, that meant getting more senior people but in getting more senior people, it was good that they didn't have to uproot themselves. A lot of times, you want to hire somebody and they're in another place, and they don't want to move, their kids are in certain schools or their spouses or partners are kind of trenched in where they are so they're unable to move. But they're the right candidate for your company, from a culture perspective, from a talent perspective and they wanted that to go away. So they went completely virtual five years ago. So it's funny, because they were using Zoom before people knew what Zoom was and that was one reason.   The other reason is because it's a point that you're making. They thought that and it's turned out to be true, the culture, if they brought people into our organization from around the world, no idea would be US centric, or if he’s in Hong Kong, Hong Kong centric or things like that, but the idea’s that the agency would bring to their clients would kind of be from this diverse group of people, diverse culture, different attitudes and opinion and when you sit down to try to solve a problem, and all these people come to the table, you kind of ensure that you're coming at this from a global perspective with an open mind. And then when you start to take these ideas from one country to another, they happen to have people who understand exactly the way that people look into the consumer insight from country to country.   So that's helped a lot too, in terms of that, but it's a good question because he thinks so often people come to you, you're an American company, and you come at it from an American perspective, as opposed to being sensitive to other people's ethnicities and cultures.   Me: Agreed. Do you guys do business in Jamaica?   Antonio stated that they do not, and it's funny too, his family is from Jamaica and Panama. And they don't do business there but he would not have a problem to do business there at all.   Me: So you should probably look to expand, now is a great time to expand into new markets, especially with everybody doing things virtually.   App, Website or Tool that Antonio Absolutely Can’t Live Without in His Business   When asked about an online resource that he cannot live without in his business, Antonio shared that it's probably Zoom. Because they probably have in their organization, him alone, he doesn't even know what other people are doing, he probably has 8 to 10 Zoom calls a day. And they are with people from all over the world because they have clients in Belgium, they have clients in Hong Kong and in London and in the US and Mexico and things like that. So it's a challenge, where it used to be a challenge before, he had to get on a plane and go do all that. Now, it's a different challenge in terms of time zones and things, but it makes life easier. But he thinks that's the one thing. So, another one would be Basecamp. They use Basecamp in order to kind of give clients transparency. So when they get a new client, for instance, they just signed on new client a couple of days ago who's based in Hong Kong, one of the first things they do is open up a Basecamp file for them. It's kind of a pod, and that gives them the opportunity to drop anything that's relevant about their business into that pod. It also gives us the opportunity, anything that they do for them put into the pod, if there are schedules, they put those in there as well. And clients have the ability to go in and look at the schedules, make sure things are happening when they're supposed to be happening or if they need input from them, they can go there instead of having to deal if it's if it's 2:00 am in the morning their time, but some someplace else it's 3:00 pm in the afternoon, they can go to Basecamp and pretty much get a lot of answers before even having to speak to them. So he thinks those two are pretty valuable.    Books That Have Had the Greatest Impact on Antonio   When asked about books that have had the biggest impact, Antonio shared that Bob Iger’s book, The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company, the former CEO of Disney, amazing book gives us the ability to kind of look into a lot of the challenges that he had in growing Disney. And he likes to tell people, whether you're large organization, or small, many of the challenges that you face are the same, it's just the size of the company. And so, how he handled growth and strategy and how he handled disappointments. What he loves is he puts a lot of the disappointments in there, times that Disney tried to do something and fail, that's really important to him because he wants to see how a) You can imagine it's kind of cool knowing that Disney fails at something. But more importantly, how do they handle it? So that's one.   The other one is Barack Obama's book, A Promised Land. Fascinating, but also, as a business person when you look at it, the strategy and the planning that goes into running for the President of the United States, it's very similar to in a business when you're trying to launch something and everything that he had to go through, both from a personal perspective, which we can then move over to as an entrepreneur, you go through some personal things too to get your business up and running. From a business perspective, who are the right people that you're going to build for your team. Just like he had to go through what's the team he's going to pull together to help him win the election. And so, he thinks that's a fascinating book.   And then he’s reading now, Reed Hastings, the CEO of Netflix, No Rules Rules: Netflix and the Culture of Reinvention. And it's literally, you don't have to follow any of the rules, create what's right for you, which he did, and a lot of people talk a lot of smack about him. But now look who's laughing now, because he created an organization that was right for him and believed in it and it's worked pretty well. Those three.   Advice for Improving On The Consistency of Having Motivated Human Capital   Me: We also have a lot of listeners who are business owners and managers who feel from time to time that it's not that they have poor products, they believe they have great products and services. But one of their challenges is that they lack the constantly motivated human capital. So if you were in a room with one of these managers, or business owners, and you're sitting across the table from that person, what's the one piece of advice that you would give them to improve on the consistency of having motivated human capital?   Antonio stated that we have a tendency to break rules with our organization, and we do it not just because, we do it because we stop and we put ourselves in the situation of, before you were an entrepreneur, you worked for somebody and he’s sure you thought of the good and the bad with it and how you wanted to be treated.   It's more than motivation just from a salary perspective and a dollars and cents perspective. It's, “I'm respected, they understand that there's some other things that could help.”   So for instance, he'll give an example. During the summer, on Fridays, every other Friday they shut their business down. And the reason for that is people get three day weekends during the summer and if it's busy, and then a lot of people go, “Well, I can't do that, because I can't have my whole staff out.”   His advice would be if it's busy, split your staff in half and don't do half days because people end up not taking them. But split your staff in half and go, “Okay, this week on Friday, you guys are off and then next week, the other half is off.”   “You're giving them a head nod. In order to be productive, you need to be able to have time to think, experience, to live, to have balance. And when you give employees balance, when they feel like you trust them, a lot of times that's more important than the dollars and the sense, you can go to another company and make more money, maybe.”   But when you get the feeling that these people respect me and get it. Another thing they do don't have vacation time in their organization, if you need to take the time, take the time and realize you're part of a team. So they hire grownups and he thinks that's one of the things that you need to do is make sure you're hiring grownups, make sure you're hiring people that are passionate about what they do, and they know why you brought them in. If you hire people like that, then he doesn't care if you take days off or what you're doing and things like that, because those people overdo it anyway, those people give you their heart and soul anyway. So you need to take a day off to be with your kid, to be with your partner, whatever, go do it. And he doesn't care how much time it is, as long as your teammates are respected and they know that they're going to have to cover for you whatever that is.   So he thinks that the big thing is respect who you're working for, think about what you would want if you were a dedicated employee, a dedicated player in an organization, what are the things that would matter and he thinks these days especially with what's going on, with COVID and everything else, it's at how can you give up people work life balance, they're going to give it back to you, when they go and they have a vacation, they come back fresh and you benefit from it too. So he thinks that's what he would tell people.   What Antonio is Really Excited About Now!   Antonio shared that actually it's something that they're doing with a client that's really exciting. It has something to do with their people, too, because their people are so excited about doing this, that it's taken kind of the agency to a next level.   They have a client that is a museum, one of the largest museums in the United States, and they came to them and said, “We're about to celebrate a fairly significant birthday and we want to overhaul our brand. So the logo with the messaging, things like that.”   They went and did some consumer research, and realized that there were a couple of segments that they were missing out on and they would never get, quite honestly, because this segment is a segment that is not going to walk through the doors of a museum, but they want to deal on a digital basis more than walk through the door.   And so, they went back to the client said, “Well, here's what you asked us for in the first place. But if you're open, we have an idea.”   And they were like, What's the idea? They said, “We think that you should not see yourselves as a museum, but see yourselves as a content provider. And you should have a streaming service, like a Netflix, like a Hulu, like something like that, that is specific to the type of museum that you are.”   And that's a whole new revenue stream, that's a whole new way of looking at the customer experience. Because the customer experience is no longer when somebody walks through the door. Now the customer experience is 365, 24/7.   And they actually went, let's present it to the board, which he thought that head of marketing had a lot of nerve to be able to go Yep, I'm with you. Let's take it to the Board of Directors, and which they did.   And the board said, “We agree, go.” And so since then, for the last 2 years they've been helping them build out this streaming service and it's been really exciting. But what's happened is, is that it's pulled the team together with their team internally because it's this thing that's never been done before.   And so, when he’s done with this, he’s retired, that's it, what is he going to do that’s going to beat this after he’s done with this. And that's a good feeling that you have clients that will give him the opportunity to kind of swing for the fences.   Where Can We Find Antonio Online   Website – www.antonioandparis.com Twitter – @apbmoxie Instagram - @apbmoxie   Quote or Saying that During Times of Adversity Antonio Uses   When asked about a quote or saying that he tends to revert to, Antonio shared that he has a signature on his email that says, “Rules, I'm just not that interested.”   It reminds him of don't keep yourself in a box a lot of times and don't look at things and say, “Well, it hasn't been done before so I guess it can't be done because somebody would have done it. That's not true. We all bring something different to the table.” He likes to tell the story like Apple when they created the iPod, iPod was not the first gadget like that. There were mp3 players before and doing the pretty much the same thing. And someone would have probably looked at Apple and said, “Why do you need to do this, there's already a lot of them in the marketplace.” We hear about the iPhone. And so break the rules, if you're passionate about it, ignore the naysayers and do what you want to do.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners   Links   The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company by Robert Iger A Promised Land by Barack Obama No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings    The ABC’s of a Fantastic Customer Experience   Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC’s of a Fantastic Customer Experience.”   The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

575: Brand Creativity Antonio Buchanan, Antonio & Paris Brand Creativity Antonio Buchanan, Antonio & Paris – The Sharkpreneur podcast with Seth Greene Episode 575 Antonio Buchanan Antonio Patric Buchanan has spent his career influencing some of the world’s top brands. His career took off at Y&R Worldwide, where he quickly became a vice president of Strategic Planning, working on American Express, Citigroup, Verizon, Evian, Disney and Club Med. He then served as senior partner and head of strategy and planning on Ogilvy Worldwide’s American Express and IBM global business, with assignments in Mexico City, London, Singapore, Brazil and Sao Paolo. After heading FCB’s Global Integrated Strategy Division for clients like Lucent, Levi Strauss, 3Com, MTV, and overseeing a $370 million revenue growth, his entrepreneurial gene took control. In 1998, Antonio and his partner Paris formed bang!zoom, a global research and strategy consultancy with offices in San Francisco Chicago and London. Their firm oversaw research initiatives for 3Com, Lucent, BBC, Avaya, American Express, and others before selling the company to MDC Partners (a Toronto-based communications holding company). Finally, in 2003, Antonio & Paris was born. The global brand innovation and design firm operating has offices in San Francisco, Paris, London and Mexico City along with virtual staff around the globe. A&P has received tremendous praise for the creation of innovative tools, non-orthodox qualitative and quantitative insight breakthroughs, creative work and comprehensive brand initiatives. The firm’s clients include AT&T, MINI USA, Levi Strauss, Rubbermaid, Discover Card, Bausch & Lomb, State Farm, Paramount Pictures, Barco, Mayo Clinic, Tenet Health Care and Evolve Biosystems to name a few. Antonio has been named one of the top creative thinkers by AdAge, named on the top innovative thinkers list for Wallpaper Magazine and one of the top 100 executives on Black Enterprise’s BE 100 list. Listen to this illuminating Sharkpreneur episode with Antonio Buchanan about brand creativity. Here are some of the beneficial topics covered on this week’s show: ● Why it’s important to have a foothold in the regions your company operates in. ● How regular team communication is important for company growth. ● Why it’s important to use emotional drivers when trying to sell a product. ● How inspiration to build a brand can come from all over the world. ● Why mindsets drive people to make purchases and should be advertised to. Connect with Antonio: Guest Contact Info Twitter @antonioandparis Instagram @antonioandparis Facebook facebook.com/AntonioAndParis LinkedIn linkedin.com/company/antonioandparis Links Mentioned: antonioandparis.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Primeira Leitura (Gn 1,20–2,4a) Leitura do Livro do Gênesis. 1,20Deus disse: “Fervilhem as águas de seres animados de vida e voem pássaros sobre a terra, debaixo do firmamento do céu”. 21Deus criou os grandes monstros marinhos e todos os seres vivos que nadam, em multidão, nas águas, segundo as suas espécies, e todas as aves, segundo as suas espécies. E Deus viu que era bom. 22E Deus os abençoou, dizendo: “Sede fecundos e multiplicai-vos e enchei as águas do mar, e que as aves se multipliquem sobre a terra”. 23Houve uma tarde e uma manhã: quinto dia. 24Deus disse: “Produza a terra seres vivos segundo as suas espécies, animais domésticos, répteis e animais selvagens, segundo as suas espécies”. E assim se fez. 25Deus fez os animais selvagens, segundo as suas espécies, os animais domésticos segundo as suas espécies, e todos os répteis do solo segundo as suas espécies. E Deus viu que era bom................ - Palavra do Senhor. - Graças a Deus. Salmo Responsorial (Sl 8) — Ó Senhor nosso Deus, como é grande vosso nome por todo o universo! — Ó Senhor nosso Deus, como é grande vosso nome por todo o universo! — Contemplando estes céus que plasmastes e formastes com dedos de artista; vendo a lua e estrelas brilhantes, perguntamos: “Senhor, que é o homem, para dele assim vos lembrardes e o tratardes com tanto carinho?” — Pouco abaixo de Deus o fizestes, coroando-o de glória e esplendor; vós lhe destes poder sobre tudo, vossas obras aos pés lhe pusestes. — As ovelhas, os bois, os rebanhos, todo o gado e as feras da mata; passarinhos e peixes dos mares, todo ser que se move nas águas. Evangelho (Mc 7,1-13) — O Senhor esteja convosco. — Ele está no meio de nós. — PROCLAMAÇÃO do Evangelho de Jesus Cristo + segundo Marcos. — Glória a vós, Senhor. Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos'. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 9E dizia-lhes: “Vós sabeis muito bem como anular o mandamento de Deus, a fim de guardar as vossas tradições. 10Com efeito, Moisés ordenou: ‘Honra teu pai e tua mãe'. E ainda: ‘Quem amaldiçoa o pai ou a mãe deve morrer'. 11Mas vós ensinais que é lícito alguém dizer a seu pai e à sua mãe: ‘O sustento que vós poderíeis receber de mim é Corban, isto é, Consagrado a Deus'. 12E essa pessoa fica dispensada de ajudar seu pai ou sua mãe. 13Assim vós esvaziais a Palavra de Deus com a tradição que vós transmitis. E vós fazeis muitas outras coisas como estas”. — Palavra da Salvação. — Glória a vós, Senhor.

5ª Semana Comum | Terça-feira I09/02/2021Evangelho do dia (Mc 7,1-13)Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado.3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre.5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos’. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”.9E dizia-lhes: “Vós sabeis muito bem como anular o mandamento de Deus, a fim de guardar as vossas tradições. 10Com efeito, Moisés ordenou: ‘Honra teu pai e tua mãe’. E ainda: ‘Quem amaldiçoa o pai ou a mãe deve morrer’.11Mas vós ensinais que é lícito alguém dizer a seu pai e à sua mãe: ‘O sustento que vós poderíeis receber de mim é Corban, isto é, Consagrado a Deus’. 12E essa pessoa fica dispensada de ajudar seu pai ou sua mãe. 13Assim vós esvaziais a Palavra de Deus com a tradição que vós transmitis. E vós fazeis muitas outras coisas como estas”.Palavra da Salvação.Glória a vós, Senhor.

Homilia da 5ª Semana do Tempo Comum. Evangelho (Mc 7,1-13) Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos'. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 9E dizia-lhes: “Vós sabeis muito bem como anular o mandamento de Deus, a fim de guardar as vossas tradições. 10Com efeito, Moisés ordenou: ‘Honra teu pai e tua mãe'. E ainda: ‘Quem amaldiçoa o pai ou a mãe deve morrer'. 11Mas vós ensinais que é lícito alguém dizer a seu pai e à sua mãe: ‘O sustento que vós poderíeis receber de mim é Corban, isto é, Consagrado a Deus'. 12E essa pessoa fica dispensada de ajudar seu pai ou sua mãe. 13Assim vós esvaziais a Palavra de Deus com a tradição que vós transmitis. E vós fazeis muitas outras coisas como estas”. — Palavra da Salvação.

Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos’. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 9E dizia-lhes: “Vós sabeis muito bem como anular o mandamento de Deus, a fim de guardar as vossas tradições. 10Com efeito, Moisés ordenou: ‘Honra teu pai e tua mãe’. E ainda: ‘Quem amaldiçoa o pai ou a mãe deve morrer’. 11Mas vós ensinais que é lícito alguém dizer a seu pai e à sua mãe: ‘O sustento que vós poderíeis receber de mim é Corban, isto é, Consagrado a Deus’. 12E essa pessoa fica dispensada de ajudar seu pai ou sua mãe. 13Assim vós esvaziais a Palavra de Deus com a tradição que vós transmitis. E vós fazeis muitas outras coisas como estas”.

Evangelho (Mc 7,1-13)São Miguel Febres, rogai por nós. 09/02 Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos'. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 9E dizia-lhes: “Vós sabeis muito bem como anular o mandamento de Deus, a fim de guardar as vossas tradições. 10Com efeito, Moisés ordenou: ‘Honra teu pai e tua mãe'. E ainda: ‘Quem amaldiçoa o pai ou a mãe deve morrer'. 11Mas vós ensinais que é lícito alguém dizer a seu pai e à sua mãe: ‘O sustento que vós poderíeis receber de mim é Corban, isto é, Consagrado a Deus'. 12E essa pessoa fica dispensada de ajudar seu pai ou sua mãe. 13Assim vós esvaziais a Palavra de Deus com a tradição que vós transmitis. E vós fazeis muitas outras coisas como estas”. — Palavra da Salvação. --- Send in a voice message: https://anchor.fm/pe-jose-vicente/message

Hosts Brandon and Derick have the honor of interviewing Bill Krause and hearing some fascinating stories about the early days of Silicon Valley, including the origins of HP's first computer division, and how Bill (along with previous podcast guest Bob Metcalfe) took Ethernet from zero to one million ports ahead of their already-ambitious timeline.Bill is a tech luminary, having served as the CEO and President, and then Board Chairman, of 3Com, growing the business from a VC-backed startup to a publicly traded $1B company with global operations. Prior to 3Com, Bill was the GM of HP's first personal computer division, and grew that business exponentially as well. He's currently a board partner with Andreessen Horowitz as well as Chairman of the Board at Veritas, and he also serves on the boards of CommScope, SmartCar, and Forward Networks. Bill is a noted philanthropist; he and his wife Gay Krause have funded many national and local programs focusing on education, leadership, and ethics. Tune in and join us to hear Bill's amazing stories, his lessons learned, and his profound advice to young entrepreneurs.

Robert Taylor was one of the true pioneers in computer science. In many ways, he is the string (or glue) that connected the US governments era of supporting computer science through ARPA to innovations that came out of Xerox PARC and then to the work done at Digital Equipment Corporation's Systems Research Center. Those are three critical aspects of the history of computing and while Taylor didn't write any of the innovative code or develop any of the tools that came out of those three research environments, he saw people and projects worth funding and made sure the brilliant scientists got what they needed to get things done. The 31 years in computing that his stops represented were some of the most formative years for the young computing industry and his ability to inspire the advances that began with Vannevar Bush's 1945 article called “As We May Think” then ended with the explosion of the Internet across personal computers.  Bob Taylor inherited a world where computing was waking up to large crusty but finally fully digitized mainframes stuck to its eyes in the morning and went to bed the year Corel bought WordPerfect because PCs needed applications, the year the Pentium 200 MHz was released, the year Palm Pilot and eBay were founded, the year AOL started to show articles from the New York Times, the year IBM opened a we web shopping mall and the year the Internet reached 36 million people. Excite and Yahoo went public. Sometimes big, sometimes small, all of these can be traced back to Bob Taylor - kinda' how we can trace all actors to Kevin Bacon. But more like if Kevin Bacon found talent and helped them get started, by paying them during the early years of their careers…  How did Taylor end up as the glue for the young and budding computing research industry? Going from tween to teenager during World War II, he went to Southern Methodist University in 1948, when he was 16. He jumped into the US Naval Reserves during the Korean War and then got his masters in psychology at the University of Texas at Austin using the GI Bill. Many of those pioneers in computing in the 60s went to school on the GI Bill. It was a big deal across every aspect of American life at the time - paving the way to home ownership, college educations, and new careers in the trades. From there, he bounced around, taking classes in whatever interested him, before taking a job at Martin Marietta, helping design the MGM-31 Pershing and ended up at NASA where he discovered the emerging computer industry.  Taylor was working on projects for the Apollo program when he met JCR Licklider, known as the Johnny Appleseed of computing. Lick, as his friends called him, had written an article called Man-Computer Symbiosis in 1960 and had laid out a plan for computing that influenced many. One such person, was Taylor. And so it was in 1962 he began and in 1965 that he succeeded in recruiting Taylor away from NASA to take his place running ARPAs Information Processing Techniques Office, or IPTO.  Taylor had funded Douglas Engelbart's research on computer interactivity at Stanford Research Institute while at NASA. He continued to do so when he got to ARPA and that project resulted in the invention of the computer mouse and the Mother of All Demos, one of the most inspirational moments and a turning point in the history of computing.  They also funded a project to develop an operating system called Multics. This would be a two million dollar project run by General Electric, MIT, and Bell Labs. Run through Project MAC at MIT there were just too many cooks in the kitchen. Later, some of those Bell Labs cats would just do their own thing. Ken Thompson had worked on Multics and took the best and worst into account when he wrote the first lines of Unix and the B programming language, then one of the most important languages of all time, C.  Interactive graphical computing and operating systems were great but IPTO, and so Bob Taylor and team, would fund straight out of the pentagon, the ability for one computer to process information on another computer. Which is to say they wanted to network computers. It took a few years, but eventually they brought in Larry Roberts, and by late 1968 they'd awarded an RFQ to build a network to a company called Bolt Beranek and Newman (BBN) who would build Interface Message Processors, or IMPs. The IMPS would connect a number of sites and route traffic and the first one went online at UCLA in 1969 with additional sites coming on frequently over the next few years. That system would become ARPANET, the commonly accepted precursor to the Internet.  There was another networking project going on at the time that was also getting funding from ARPA as well as the Air Force, PLATO out of the University of Illinois. PLATO was meant for teaching and had begun in 1960, but by then they were on version IV, running on a CDC Cyber and the time sharing system hosted a number of courses, as they referred to programs. These included actual courseware, games, convent with audio and video, message boards, instant messaging, custom touch screen plasma displays, and the ability to dial into the system over lines, making the system another early network.  Then things get weird. Taylor is sent to Vietnam as a civilian, although his rank equivalent would be a brigadier general. He helped develop the Military Assistance Command in Vietnam. Battlefield operations and reporting were entering the computing era. Only problem is, while Taylor was a war veteran and had been deep in the defense research industry for his entire career, Vietnam was an incredibly unpopular war and seeing it first hand and getting pulled into the theater of war, had him ready to leave. This combined with interpersonal problems with Larry Roberts who was running the ARPA project by then over Taylor being his boss even without a PhD or direct research experience. And so Taylor joined a project ARPA had funded at the University of Utah and left ARPA.  There, he worked with Ivan Sutherland, who wrote Sketchpad and is known as the Father of Computer Graphics, until he got another offer. This time, from Xerox to go to their new Palo Alto Research Center, or PARC. One rising star in the computer research world was pretty against the idea of a centralized mainframe driven time sharing system. This was Alan Kay. In many ways, Kay was like Lick. And unlike the time sharing projects of the day, the Licklider and Kay inspiration was for dedicated cycles on processors. This meant personal computers.  The Mansfield Amendment in 1973 banned general research by defense agencies. This meant that ARPA funding started to dry up and the scientists working on those projects needed a new place to fund their playtime. Taylor was able to pick the best of the scientists he'd helped fund at ARPA. He helped bring in people from Stanford Research Institute, where they had been working on the oNLineSystem, or NLS.  This new Computer Science Laboratory landed people like Charles Thacker, David Boggs, Butler Lampson, and Bob Sproul and would develop the Xerox Alto, the inspiration for the Macintosh. The Alto though contributed the very ideas of overlapping windows, icons, menus, cut and paste, word processing. In fact, Charles Simonyi from PARC would work on Bravo before moving to Microsoft to spearhead Microsoft Word. Bob Metcalfe on that team was instrumental in developing Ethernet so workstations could communicate with ARPANET all over the growing campus-connected environments. Metcalfe would leave to form 3COM.  SuperPaint would be developed there and Alvy Ray Smith would go on to co-found Pixar, continuing the work begun by Richard Shoup.  They developed the Laser Printer, some of the ideas that ended up in TCP/IP, and the their research into page layout languages would end up with Chuck Geschke, John Warnock and others founding Adobe.  Kay would bring us the philosophy behind the DynaBook which decades later would effectively become the iPad. He would also develop Smalltalk with Dan Ingalls and Adele Goldberg, ushering in the era of object oriented programming.  They would do pioneering work on VLSI semiconductors, ubiquitous computing, and anything else to prepare the world to mass produce the technologies that ARPA had been spearheading for all those years. Xerox famously did not mass produce those technologies. And nor could they have cornered the market on all of them. The coming waves were far too big for one company alone.  And so it was that PARC, unable to bring the future to the masses fast enough to impact earnings per share, got a new director in 1983 and William Spencer was yet another of three bosses that Taylor clashed with. Some resented that he didn't have a PhD in a world where everyone else did. Others resented the close relationship he maintained with the teams. Either way, Taylor left PARC in 1983 and many of the scientists left with him.  It's both a curse and a blessing to learn more and more about our heroes. Taylor was one of the finest minds in the history of computing. His tenure at PARC certainly saw the a lot of innovation and one of the most innovative teams to have ever been assembled. But as many of us that have been put into a position of leadership, it's easy to get caught up in the politics. I am ashamed every time I look back and see examples of building political capital at the expense of a project or letting an interpersonal problem get in the way of the greater good for a team. But also, we're all human and the people that I've interviewed seem to match the accounts I've read in other books.  And so Taylor's final stop was Digital Equipment Corporation where he was hired to form their Systems Research Center in Palo Alto. They brought us the AltaVista search engine, the Firefly computer, Modula-3 and a few other advances. Taylor retired in 1996 and DEC was acquired by Compaq in 1998 and when they were acquired by HP the SRC would get merged with other labs at HP.  From ARPA to Xerox to Digital, Bob Taylor certainly left his mark on computing. He had a knack of seeing the forest through the trees and inspired engineering feats the world is still wrestling with how to bring to fruition. Raw, pure science. He died in 2017. He worked with some of the most brilliant people in the world at ARPA. He inspired passion, and sometimes drama in what Stanford's Donald Knuth called “the greatest by far team of computer scientists assembled in one organization.”  In his final email to his friends and former coworkers, he said “You did what they said could not be done, you created things that they could not see or imagine.” The Internet, the Personal Computer, the tech that would go on to become Microsoft Office, object oriented programming, laser printers, tablets, ubiquitous computing devices. So, he isn't exactly understating what they accomplished in a false sense of humility. I guess you can't do that often if you're going to inspire the way he did.  So feel free to abandon the pretense as well, and go inspire some innovation. Heck, who knows where the next wave will come from. But if we aren't working on it, it certainly won't come. Thank you so much and have a lovely, lovely day. We are so lucky to have you join us on yet another episode. 

Welcome to the What's Next! podcast with Tiffani Bova.     This week I am excited to welcome Doug Dennerline to the show. Doug began his technology career as an HP sales representative in the San Francisco Bay Area. He moved from there to 3Com where he held numerous leadership positions across 10 years. After transitioning to Cisco, Doug became the General Manager of Cisco WebEx and SVP/GM of the collaboration software group post the acquisition of WebEx. He spent 11 years at Cisco Systems and was responsible for running the 6000+ person enterprise sales organization, and growing their revenue to $9.5B. Since then, Doug served as the CEO of Alfresco for over 5 years, and is now the CEO of Betterworks where they seek to create organizational unity that also delivers results. I am absolutely thrilled to be speaking with Doug Dennerline on the What’s Next! Podcast!     THIS EPISODE IS PERFECT FOR… leaders struggling to lead their teams during this unprecedented time and team members feeling burned out and looking for ways to improve morale, productivity, and work-from-home practices.    TODAY’S MAIN MESSAGE… Doug shares his own experience tackling COVID-19 and the transition to work-from-home as a leader at a Silicon Valley tech company. He breaks down some of the lessons he and his team have learned, some video conferencing best practices, addressing work-life balance when everything is “from home,” and how he believes this transition has affected the future of work forever. Doug is a proponent of leading with empathy, putting employee safety first, and productivity increases as a result of enthusiastic efficient uses of remote conferencing and project management tools. Doug also affirms that finding the best team won’t be limited by geography anymore, moving forward it’ll be about doing the best with, and for, the best teams possible as we find ways to work efficiently with remote tools in a healthy and sustainable way. That’s Doug’s goal at Betterworks, where he and his team seek to create organizational unity that also delivers results.    WHAT  I  LOVE  MOST… The real-time, frontline insights into how leaders are responding during this time to keep their people safe, keep their well-being front and center, and how leaders like Doug are adjusting their goals and metrics to reflect the world we are living in.    Running time: 29:42     Subscribe on iTunes     Find Tiffani on social:  Facebook  Twitter  LinkedIn     Find Doug on social:  Twitter  LinkedIn  Betterworks 

  Dr. Wayne Pernell, (also known as “Dr P”), is a highly sought speaker, #1 International Best-Selling Author, and Global High-Performance Executive Coach bringing more than thirty-five years of experience in helping leaders set new strategic targets, gain clarity and confidence, and attain clear success. He is known for being insightful, engaging, and playful. He has been a guest of countless podcasts and has been seen on television around the country as well as contributed to Fast Company, Entrepreneur, and the NY Times, among others.  After earning his doctorate in clinical psychology, Dr. Pernell began working with leaders across a broad array of organizations including Schwab, 3Com, Whole Foods Market, and AAA in addition to running a $6.5M organization and holding executive level positions in Organization Development. Dr P notes that his “superpower” is getting people and organizations unstuck by bringing clarity to the Vision and building bridges between line staff and leadership. In so doing, organizational efficiency ensues. Today Dr. P and I discuss his journey and how he transitioned from a clinical psychologist helping couples with their relationship to helping businesses perform better. We discuss leadership qualities and how to recognize them in yourself. Enjoy our conversation with us.  “To the new entrepreneur or the seasoned entrepreneur, you need to think bigger. You have given your message at this level - broadcast bigger.“ - Dr. Wayne Pernell Today on the podcast: Why “what do you want on your pizza” can be a life shattering question The importance of defining what you value Advice to entrepreneurs starting out and seasoned entrepreneurs The key to balancing everything Would you like to connect with Dr. Wayne Pernell? You can find him on Facebook at: www.Facebook.com/WaynePernell Instagram @Dr_Wayne_Pernell or Twitter @WaynePernell www.WaynePernell.com is the place to "Download Dr. Pernell's #1 Best Selling Book, THE SIGNIFICANCE FACTOR"   Subscribe, Rate & Share Your Favorite Episodes! Thanks for tuning into today’s episode of Seriously Uncork Yourself with your host, Lynn Kuhn. If you enjoyed this episode, share, rate and review on your favorite podcast listening app. Learn more about Lynn: Website: www.lynnkuhn.com Facebook: https://www.facebook.com/lynndkuhn/ Twitter: https://twitter.com/lynnk2010 YouTube: https://www.youtube.com/channel/UCSMEHRYu69z8PAK3_C0IiMw Instagram: https://www.instagram.com/lynnkuhn15/ LinkedIn: https://www.linkedin.com/in/lynnkuhn15/

Pamela Slim is an author, community builder, consultant and former corporate director of training and development at Barclays Global Investors. She focused her first decade in business on creating and delivering training programs for large companies such as HP, Charles Schwab, 3Com, Chevron and Cisco Systems. Since 2005, Pam has advised thousands of entrepreneurs as well as companies serving the small business market such as Infusionsoft, Progressive Insurance, Constant Contact and Prezi. Pam partnered with author Susan Cain to build and launch the Quiet Revolution and the Quiet Leadership Institute. Pam is best known for her book Escape from Cubicle Nation (named Best Small Business and Entrepreneur book of 2009 from 800 CEO Read) along with her follow up book Body of Work. Both were published by Penguin/Portfolio. Her upcoming book The Widest Net will be published by McGraw Hill in October, 2021. In 2016, Pam launched the Main Street Learning Lab in Mesa, Arizona, a grassroots, community-based think tank for small business economic acceleration. http://pamelaslim.com/ke She is frequently quoted as a business expert in press such as The New York Times, The Wall Street Journal, BusinessWeek, Forbes, Entrepreneur, Information Week, Money Magazine and Psychology Today. In today's episode you will learn: - Community and relationship focused life and business - Resisting or leaning in to our roots - Focus on the basics - Be willing to learn and have a growth mindset - Stand up for your beliefs in your business - Support one another in business - Believe good things will come Learn more about Pam at: https://pamelaslim.com/

Primeira Leitura (1Cor 15,1-11) Leitura da Primeira Carta de São Paulo aos Coríntios. 1Irmãos, quero lembrar-vos do evangelho que vos preguei e que recebestes, e no qual estais firmes. 2Por ele sois salvos, se o estais guardando tal qual vos foi pregado por mim. De outro modo teríeis abraçado a fé em vão. 3Com efeito, transmiti-vos, em primeiro lugar, aquilo que eu mesmo tinha recebido, a saber: que Cristo morreu por nossos pecados, segundo as Escrituras; 4que foi sepultado; que, ao terceiro dia, ressuscitou, segundo as Escrituras; 5e que apareceu a Cefas e, depois, aos Doze. 6Mais tarde, apareceu a mais de quinhentos irmãos, de uma vez. Destes, a maioria ainda vive e alguns já morreram. 7Depois, apareceu a Tiago e, depois, apareceu aos apóstolos todos juntos. 8Por último, apareceu também a mim, como a um abortivo. 9Na verdade, eu sou o menor dos apóstolos, nem mereço o nome de apóstolo, porque persegui a Igreja de Deus. 10É pela graça de Deus que eu sou o que sou. Sua graça para comigo não foi estéril: prova é que tenho trabalhado mais do que os outros apóstolos – não propriamente eu, mas a graça de Deus comigo. 11É isso, em resumo, o que eu e eles temos pregado e é isso o que crestes - Palavra do Senhor. - Graças a Deus. Salmo Responsorial (Sl 117) Evangelho (Lc 7,36-50) — O Senhor esteja convosco. — Ele está no meio de nós. — PROCLAMAÇÃO do Evangelho de Jesus Cristo + segundo Lucas. — Glória a vós, Senhor. Naquele tempo, 36um fariseu convidou Jesus para uma refeição em sua casa. Jesus entrou na casa do fariseu e pôs-se à mesa. 37Certa mulher, conhecida na cidade como pecadora, soube que Jesus estava à mesa, na casa do fariseu. Ela trouxe um frasco de alabastro com perfume, 38e, ficando por detrás, chorava aos pés de Jesus; com as lágrimas começou a banhar-lhe os pés, enxugava-os com os cabelos, cobria-os de beijos e os ungia com o perfume. 39Vendo isso, o fariseu que o havia convidado ficou pensando: “Se este homem fosse um profeta, saberia que tipo de mulher está tocando nele, pois é uma pecadora”. 40Jesus disse então ao fariseu: “Simão, tenho uma coisa para te dizer”. Simão respondeu: “Fala, mestre!” 41“Certo credor tinha dois devedores; um lhe devia quinhentas moedas de prata, o outro cinquenta. 42Como não tivessem com que pagar, o homem perdoou os dois. Qual deles o amará mais?” 43Simão respondeu: “Acho que é aquele ao qual perdoou mais”. Jesus lhe disse: “Tu julgaste corretamente”. 44Então Jesus virou-se para a mulher e disse a Simão: “Estás vendo esta mulher? Quando entrei em tua casa, tu não me ofereceste água para lavar os pés; ela, porém, banhou meus pés com lágrimas e enxugou-os com os cabelos. 45Tu não me deste o beijo de saudação; ela, porém, desde que entrei, não parou de beijar meus pés. 46Tu não derramaste óleo na minha cabeça; ela, porém, ungiu meus pés com perfume. 47Por esta razão, eu te declaro: os muitos pecados que ela cometeu estão perdoados porque ela mostrou muito amor. Aquele a quem se perdoa pouco mostra pouco amor”. 48E Jesus disse à mulher: “Teus pecados estão perdoados”. 49Então, os convidados começaram a pensar: “Quem é este que até perdoa pecados?” 50Mas Jesus disse à mulher: “Tua fé te salvou. Vai em paz!” — Palavra da Salvação. — Glória a vós, Senhor. --- Send in a voice message: https://anchor.fm/cassiordl/message

Today it’s our pleasure to introduce you to Philip Martin. Philip is CEO of Cora Systems, a company he co-founded in 1999. Drawing on 30 years' experience in the portfolio and project management industry, he has built a global client base across Europe, the Middle East and USA. He previously held positions with major US multinationals, including 3Com, Tellabs, DSC and Pulse Engineering. In this bonus Project Management Paradise Podcast episode, which is a recording taken from a webinar, Philip Martin, the CEO and founder of Cora Systems, discusses : “Planning for Post Pandemic Success”.  During the session Philip highlights the importance of Portfolio Planning and you can download his Guidebook on the subject at corasystems.com/portfolio-planning-guide

Todays guest is Randy Richter Randy Richter is Chairman and Price to Win Director at Richter & Company, Competitive analysis and market research firm focused on the Federal market. Previously, Randy was a Senior Consultant at CAI/SISCo, served as Vice President, Strategic Business Development for Integrated Communication Solutions, responsible for the capture and operation of long-term programs within the Federal government. Randy received a B.S. from Cornell University and M.S. from the State University of New York at Cortland. He has completed sales and technical certifications from Cisco, Nortel Networks, 3Com, and Unisphere Networks (now Juniper Networks). Randy has been a featured speaker at federal conferences, telecommunications industry association events and is an active member of SCIP and APMP. Randy is also founder and president at Western Maryland Lacrosse Officials AssociationIn this most powerful and inspirational episode, we will discuss Randy's Early life and Career Uncle huge influence on himImpact with the Lacrosse community Thoughts on capture, price to win and competitive analysisEntrepreneur journey with Richter and Co Stage singing experience at the APMP Conference Passion in Barbeque Powerful supporting words on Governmemnt colleagues tackling the pandemic Few surprise Qs How would you change your life today if the average life expectancy was 400 years?If you had to be renamed after one of the planets in the solar system, which would you pick? If you were the captain of a pirate ship, what would you name your ship? And what would your title be? What would win a fight between a rhinoceros and hippopotamus? Why do we drive on parkways and park on driveways? Why are there no ‘B’ batteries?If your five-year-old self suddenly found themselves inhabiting your current body, what would your five-year-old self do first?Get to know the human side of capture and competitive analysis expert, Randy Richter

Buck Gee is a pioneer in helping to improve Asian representation in business and technology. Buck retired in 2008 from Cisco Systems, where he was Vice President and General Manager of the Data Center Business Unit. He joined Cisco with its 2004 acquisition of Andiamo Systems where Mr. Gee was President and CEO. In 2010, he co-founded the Advanced Leadership Program for Asian American Executives, an executive education program at the Stanford Graduate School of Business; and he is also a co-founder of the Corporate Executive Initiative, a national network of Asian American executives. He teaches executive leadership workshops for Ascend, a pan-Asian professional organization. He is a board member of the Angel Island Immigration Station Foundation and co-chair of the Donor Advisory Board of Silicon Valley Community Foundation. Mr. Gee is a co-founding board member of the Chinese American Community Foundation and serves on the board of Ascend/Northern California, the advisory board of the Asia Society/Northern California, and the advisory board of the Asian Pacific American Leadership Institute. Previously, he held management positions in engineering, marketing, and business development at Hewlett Packard, National Semiconductor, 3Com, Crescendo Communications, Com21, and Iospan Wireless. He has also taught computer and electrical engineering courses at Stanford University and Howard University. He holds BS and MS degrees in electrical engineering from Stanford University and an MBA from the Harvard Business School. On this episode, I chat with Buck about how his upbringing as one of the few Asians in his community shaped his life, the one thing that has motivated him throughout his career, and the top skill that Asians need to develop to be more successful in their career. If you are interested in learning more about Buck's pioneering work be sure to check out: HBR article by Buck "Asian Americans Are the Least Likely Group in the U.S. to Be Promoted to Management" : https://hbr.org/2018/05/asian-americans-are-the-least-likely-group-in-the-u-s-to-be-promoted-to-management Buck's research on "The Illusion of Asian Success" published by Ascend: https://cdn.ymaws.com/www.ascendleadership.org/resource/resmgr/research/theillusionofasiansuccess.pdf Buck's interview on the podcast 'Asian Women of Power' https://podcasts.apple.com/ca/podcast/the-asians-glass-ceiling-in-america-with-buck-gee/id1377363433?i=1000436606339

Today we're going to look at the history of the Palm.  It might be hard to remember at this point, but once upon a time, we didn't all have mobile devices connected to the Internet. There was no Facebook and Grubhub. But in the 80s, computer scientists were starting to think about what ubiquitous computing would look like. We got the Psion and the HP Jaguar (which ran on DOS). But these seemed much more like really small laptops. And with tiny keyboards.  General Magic spun out of Apple in 1990 but missed the mark. Other devices were continuing to hit the market, some running PenPoint from Go Corporation - but none really worked out. But former Intel, GRiD, and then Tandy employee Jeff Hawkins envisioned a personal digital assistant and created Palm Computing to create one in 1992. He had been interested in pen-based computing and worked with pattern recognition for handwriting at UC Berkeley. He asked Ed Colligan of Radius and Donna Dubinsky of Claris to join him. She would become CEO. They worked with Casio and Tandy to release the Casio Zoomer in 1993. The Apple Newton came along in 1993 and partially due to processor speed and partially due to just immaturity in the market, both devices failed to resonate with the market. The Newton did better, but the General Magic ideas that had caught the imagination of the world were alive and well. HP Jaguars were using Palm's synchronization software and so they were able to stay afloat.  And so Hawkins got to work on new character recognition software. He got a tour of Xerox PARC, as did everyone else in computing and they saw Unistrokes, which had been developed by David Goldberg. Unistrokes resembled shorthand and required users to learn a new way of writing but proved much more effective. Hawkins went on to build Graffiti, based on that same concept and as Xerox patented the technology they would go into legal battles until Palm eventually settled for $22.5 million.  More devices were coming every year and by 1995 Palm Computing was getting close to releasing a device. They had about $3 million dollars to play with. They would produce a device that had less buttons and so a larger screen size than other devices. It had the best handwriting technology on the market. It was the perfect size. Which Hawkins had made sure of by carrying around a block of wood in his pocket and to meetings to test it. Only problem is that they ran out of cash during the R&D and couldn't take it to market. But they knew they hit the mark.  The industry had been planning for a pen-based computing device for some time and US Robotics saw an opening. Palm ended up selling to US Robotics, who had made a bundle selling modems, for $44 million dollars. And they got folded into another acquisition, 3Com, which had been built by Bob Metcalfe, who co-invented Ethernet. US Robotics banked on Ethernet being the next wave. And they were right. But they also banked on pen computing. And were right again! US Robotics launched the Palm Pilot 1000 with 128k of RAM and the Palm Pilot 5000 with 518k of RAM in 1996. This was the first device that actually hit the mark. People became obsessed with Graffiti. You connected it to the computer using a serial port to synchronize Notes, Contacts, and Calendars. It seems like such a small thing now, but it was huge then. They were an instant success. Everyone in computing knew something would come along, but they didn't realize this was it. Until it was! HP, Ericsson, Sharp, NEC, Casio, Compaq, and Philips would all release handhelds but the Palm was the thing.  By 1998 the three founders were done getting moved around and left, creating a new company to make a similar device, called Handspring. Apple continued to flounder in the space releasing the eMate and then the MessagePad. But the Handspring devices were eerily similar to the Palms. Both would get infrared, USB, and the Handspring Visor would even run Palm OS 3. But the founders had a vision for something more. They would take Handspring public in 2000. 3Com would take Palm public in 2000. Only problem is the dot com bubble. Well, that and Research in Notion began to ship the Blackberry OS in 1999 and the next wave of devices began to chip away at the market share. Shares dropped over 90% and by 2002 Palm had to set up a subsidiary for the Palm OS. But again, the crew at Handspring had something more in mind. They released the Tree in 2002. The Handspring Treo was, check this out, a smart phone. It could do email, SMS, voice calls. Over the years they would add a camera, GPS, MP3, and Wi-Fi. Basically what we all expect from a smartphone today.  Handspring merged with Palm in 2003 and they released the Palm Tree 600. They merged back the company the OS had been spun out into, finally all merged back together in 2005. Meanwhile, Pilot pens had sued Palm and the devices were then just called Palm. We got a few, with the Palm V probably being the best, got a few new features, lots and lots of syncing problems, when new sync tools were added.  Now that all of the parts of the company were back together, they started planning for a new OS, which they announced in 2009. And webOS was supposed to be huge. And they announced the Palm Pre, the killer next Smartphone.  The only problem is that the iPhone had come along in 2007. And Android was released in 2008. Palm had the right idea. They just got sideswiped by Apple and Google.  And they ran out of money. They were bought by Hewlett-Packard in 2010 for 1.2 billion dollars. Under new management the company was again split into parts, with WebOS never really taking off, the PRe 3 never really shipping, and TouchPads not actually being any good and ultimately ending in the CEO of HP getting fired (along with other things). Once Meg Whitman stepped in as CEO, WebOS was open sourced and the remaining assets sold off to LG Electronics to be used in Smart TVs.  The Palm Pilot was the first successful handheld device. It gave us permission to think about more. The iPod came along in 2001, in a red ocean of crappy MP3 handheld devices. And over time it would get some of the features of the Palm. But I can still remember the day the iPhone came out and the few dozen people I knew with Treos cursing because they knew it was time to replace it. In the meantime Windows CE and other mobile operating systems had just pilfered market share away from Palm slowly. The founders invented something people truly loved. For awhile. And they had the right vision for the next thing that people would love. They just couldn't keep up with the swell that would become the iPhone and Android, which now own pretty much the entire market.  And so Palm is no more. But they certainly left a dent in the universe. And we owe them our thanks for that. Just as I owe you my thanks for tuning in to this episode of the history of computing podcast. We are so lucky to decided to listen in - you're welcome back any time! Have a great day!

Tom Yorton is the Founder & CEO of Shyne Advisors. He and his team help quiet leaders learn to play to their strengths and become confident & authentic communicators.Tom is also the co-author (with Kelly Leonard) of Yes, And: How Improvisation Reverses "No, But" Thinking and Improves Creativity and Collaboration--Lessons from The Second City.Tom Yorton has been CEO of Second City Works, the b2b arm of The Second City, he worked in advertising and marketing, at agencies like Ogilvy, Grey, and Hal Riney, before jumping to the client-side, with stints as a marketing VP at Sears and 3Com.To learn more about Tom and his work, visit him on his website at https://www.shyneadvisors.com/Click here to connect with Tom on LinkedInClick here to listen to Dave Chappelle Acceptance Speech | 2019 Mark Twain Prize on YouTube.The SuccessInSight Podcast is a production of Fox Coaching, Inc. and First Story Strategies.

Evangelho (Mc 7,1-13) — O Senhor esteja convosco. — Ele está no meio de nós. — PROCLAMAÇÃO do Evangelho de Jesus Cristo + segundo Marcos. — Glória a vós, Senhor. Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos’. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 9E dizia-lhes: “Vós sabeis muito bem como anular o mandamento de Deus, a fim de guardar as vossas tradições. 10Com efeito, Moisés ordenou: ‘Honra teu pai e tua mãe’. E ainda: ‘Quem amaldiçoa o pai ou a mãe deve morrer’. 11Mas vós ensinais que é lícito alguém dizer a seu pai e à sua mãe: ‘O sustento que vós poderíeis receber de mim é Corban, isto é, Consagrado a Deus’. 12E essa pessoa fica dispensada de ajudar seu pai ou sua mãe. 13Assim vós esvaziais a Palavra de Deus com a tradição que vós transmitis. E vós fazeis muitas outras coisas como estas”. — Palavra da Salvação. — Glória a vós, Senhor. --- Send in a voice message: https://anchor.fm/cassiordl/message

Evangelho: Marcos 7,1-13 – Naquele tempo, 1os fariseus e alguns mestres da lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos'. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 9E dizia-lhes: “Vós sabeis muito bem como anular o mandamento de Deus a fim de guardar as vossas tradições. 10Com efeito, Moisés ordenou: ‘Honra teu pai e tua mãe'. E ainda: ‘Quem amaldiçoa o pai ou a mãe deve morrer'. 11Mas vós ensinais que é lícito alguém dizer a seu pai e à sua mãe: ‘O sustento que vós poderíeis receber de mim é Corban, isto é, consagrado a Deus'. 12E essa pessoa fica dispensada de ajudar seu pai ou sua mãe. 13Assim vós esvaziais a palavra de Deus com a tradição que vós transmitis. E vós fazeis muitas outras coisas como estas”. – Palavra da salvação.

Naquele tempo, 1os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5Os fariseus e os mestres da Lei perguntaram então a Jesus: “Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?” 6Jesus respondeu: “Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: ‘Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos’. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens”. 9E dizia-lhes: “Vós sabeis muito bem como anular o mandamento de Deus, a fim de guardar as vossas tradições. 10Com efeito, Moisés ordenou: ‘Honra teu pai e tua mãe’. E ainda: ‘Quem amaldiçoa o pai ou a mãe deve morrer’. 11Mas vós ensinais que é lícito alguém dizer a seu pai e à sua mãe: ‘O sustento que vós poderíeis receber de mim é Corban, isto é, Consagrado a Deus’. 12E essa pessoa fica dispensada de ajudar seu pai ou sua mãe. 13Assim vós esvaziais a Palavra de Deus com a tradição que vós transmitis. E vós fazeis muitas outras coisas como estas”.

Today, more than 80% of the Fortune 500 and over 20,000 enterprises (and 18M end-points) and service providers across every vertical entrust Pulse Secure to empower their mobile workforce to securely access applications and information in the data center and Cloud while ensuring business compliance. Sudhakur Ramakrishna is CEO of Pulse Secure and joins me on Tech Talks Daly to talk about a variety of security trends that will be impacting the tech industry in 2020. We discuss the impact that the Bring Your Own Device (BYOD) trend is having on security in the enterprise and What Zero Trust is going to mean to the enterprise in 2020. We also talk about the evolution of security, SaaS, and Cloud before tackling Hybrid IT and the expanded attack surface too. Meanwhile, I learn more about how Pulse Secure provides software-driven Secure Access solutions that provide visibility and seamless, protected connectivity between users, devices, things, and services. Sudhakar Ramakrishna is CEO of Pulse Secure, where he oversees all aspects of business strategy and execution. With nearly 25 years of experience across the Cloud, mobility, networking, security, and collaboration markets, Sudhakar joined Pulse Secure from Citrix. At Citrix, Sudhakar served as the senior vice president and general manager for the Enterprise and Service Provider Division, where he had profit and loss responsibility for approximately a $2.5 billion portfolio of virtualization, cloud networking, mobile platforms, and cloud services solutions. Before Citrix, he was at Polycom and was president of products and services. Sudhakar has also held senior leadership roles at Motorola, 3COM, and US Robotics and brings significant experience in strategic planning and execution, organization development, and incubating and scaling new businesses to Pulse Secure. Sudhakar earned his master’s degree in Computer Science from Kansas State and an MBA from Northwestern University’s Kellogg School of Management. Sudhakar is a member of the board of directors at Health iPass. He has significant experience as a board member and advisor of Public and Private companies.

The History Of Cisco Welcome to the History of Computing Podcast, where we explore the history of information technology. Because understanding the past prepares us to innovate (and sometimes cope with) the future! Today we're going to talk about the history of Cisco. They have defined the routing and switching world for decades. Practically since the beginning of the modern era. They've bought companies, they've grown and shrunk and grown again. And their story feels similar in many ways to the organizations that came out of the tail end of the grants tossed around by DARPA. These companies harnessed the incredibly innovative ideas and technology to found the companies who commercialized all of that amazing research and changed the world. These companies ushered in a globally connected network, almost instantaneously transmitting thoughts and hopes and dreams and failures and atrocities. They made money. Massive, massive truckloads of money. But they changed the world for the better. Hopefully in an irrevocable kind of way. The Cisco story is interesting because it symbolizes a time when we were moving from the beginnings of the Internet. Stanford had been involved in ARPAnet since the late 60s but Vint Cerf and Bob Kahn had been advancing TCP and IP in the 70s, establishing IPv4 in 1983. And inspired by ALOHAnet, Bob Metcaffe and the team at Xerox PARC had developed Ethernet in 74. And the computer science research community had embraced these, with the use of Email and time sharing spurring more and more computers to be connected to the Internet. Raw research being done out of curiosity and to make the world a better place. The number of devices connected to the growing network was increasing. And Stanford was right in the center of it. Silicon Valley founders just keep coming out of Stanford but this one, they were professors, and early on. They invented the multi-protocol router and finance the startup with their own personal credit cards. Leonard Bosack and Sandy K. Lerner are credited for starting Cisco, but the company rose out of projects to network computers on the Stanford campus. The project got started after Xerox PARC donated some Alto workstations and Ethernet boards they didn't need anymore in 1980, shortly after Metcaffe left Xerox to start 3COM. And by then Cerf was off to MCI to help spur development of the backbones faster. And NSFnet came along in 1981, bringing even more teams from universities and private companies into the fold. The Director of Computer Facilities, Ralph Gorin, needed to be able to get longer network cables to get even more devices connected. He got what would amount to a switch today. The team was informal. They used a mother board from Andy Bechtolsheim, later the founder of Sun Microsystems. They borrow boards from other people. Bosack himself, who had been an ARPAnet contributor, donated a board. And amongst the most important was the software, which William Yeager wrote, which had a little routing program that connected medical center computers to the computer science department computers and could use the Parc Universal Packet (PUP), XNS, IP and CHAOSNet.. The network linked any types of computers, from Xerox Altos to mainframes using a number of protocols, including the most important for the future, IP, or the Internet Protocol. They called it the Blue Box. And given the number of computers that were at Stanford, various departments around campus started asking for them, as did other universities. There were 5,000 computers connected at Stanford by the time they were done. Seeing a potential business here, Bosack, then running the computers for the Computer Science department, and Lerner, then the Director of Computer Facilities for the Graduate School of Business, founded Cisco Systems in 1984, short for San Francisco, and used an image of the Golden Gate Bridge a their logo. You can see the same pattern unfold all over. When people from MIT built something cool, it was all good. Until someone decided to monetize it. Same with chip makers and others. By 1985, Stanford formally started a new project to link all the computers they could on the campus. Yeager gave the source to Bosack and Kirk Lougheed so they could strip out everything but the Internet Protocol and beef that up. I guess Yeager saw routers as commercially viable and he asked the university if he could sell the Blue Box. They said no. But Bosack and Lougheed were plowing ahead, using Stanford time and resources. But Bosack and Lerner hadn't asked and they were building these routers in their home and it was basically the same thing as the Blue Box, including the software. Most of the people at Stanford thought they were crazy. They kept adding more code and logic and the devices kept getting better. By 1986, Bosack's supervisor Les Earnest caught wind and started to investigate. He went to the dean and Bosack was given an ultimatum, it was go the wacky Cisco thing or stay at Stanford. Bosack quit to try to build Cisco into a company. Lougheed ran into something similar and quit as well. Lerner had already left but Greg Satz and Richard Troiano left as well, bringing them up to 5 people. Yeager was not one of them, even though he'd worked a lot on the software, including on nights and weekends. But everyone was learning and when it was to benefit the university, it was fine. But then when things went commercial, Stanford got the lawyers involved. Yeager looked at the code and still saw some of his in there. I'm sure the Cisco team considered that technical debt. Cisco launched the Advanced Gateway Server (AGS) router in 1986, two years after the Mac was released. The software was initially written by Yeager but improved by Bosack and Lougheed, as the operating system, later called Cisco IOS. Stanford thought about filing a criminal complaint of theft but realized it would be hard to prosecute, and ugly especially given that Stanford itself is a non-profit. They had $200,000 in contracts and couldn't really be paying all this attention to lawsuits and not building the foundations of the emerging Internet. So instead they all agreed to license the software and the imprint of the physical boards being used (known as photomasks), to the fledgling Cisco Systems in 1987. This was crucial as now Cisco could go to market with products without the fear of law suits. Stanford got discounts on future products, $19,300 up front, and $150,000 in royalties. No one knew what Cisco would become so it was considered a fair settlement at the time. Yeager, being a mensch and all, split his 80% of the royalties between the team. He would go on to give us IMAP and Kermit, before moving to Sun Microsystems. Speaking of Sun, there was bad blood between Cisco and Stanford, which I always considered ironic given that a similar thing happened when Sun was founded in some part, using Stanford intellectual property and unused hardware back in 1982. I think the difference is trying to hide things and being effusive with the credit for code and inventions. But as sales increased, Lougheed continued to improve the code and the company hired Bill Graves to be CEO in 1987 who was replaced with John Mordridge in 1988. And the sales continued to skyrocket. Cisco went public in 1990 when they were valued at $224 million. Lerner was fired later that year and Bosack decided to join her. And as is so often the case after a company goes public, the founders who had a vision of monetizing great research, were no longer at the startup. Seeing a need for more switching, Cisco acquired a number of companies including Grand Junction and Crescendo Communications which formed like Voltron to become the Cisco Catalyst, arguably the most prolific switching line in computing. Seeing the success of Cisco and the needs of the market, a number of others started building routers and firewalls. The ocean was getting redder. John Mays had the idea to build a device that would be called the PIX in 1994 and Branley Coile in Athens, Georgia programmed it to become a PBX running on IP. We were running out of IP addresses because at the time, organizations used public IPs. But NAT was about to become a thing and RFC 1918 was being reviewed by the IETF. They brought in Johnson Wu and shipped a device that could run NAT that year, ushering in the era of the Local Area Network. John T. Chambers replaced Mordridge in 1995 and led Cisco as its CEO until 2015. Cisco quickly acquired the company and the Cisco PIX would become the standard firewall used in organizations looking to get their computers on the Internets. The PIX would sell and make Cisco all the monies until it was replaced by the Cisco ASA in 2008. In 1996, Cisco's revenues hit $5.4 billion, making it one of Silicon Valley's biggest success stories. By 1998 they were up to $6B. Their stock peaked in 2000. By the end of the dot-com bubble in the year 2000, Cisco had a more than $500 billion market capitalization. They were building an industry. The CCNA, or Cisco Certified Network Associate, and CCNE, Cisco Certified Network Engineer were the hottest certifications on the market. When I got mine it was much easier than it is today. The market started to fragment after that. Juniper came out strong in 1999 and led a host of competitors that landed in niche markets and expanded into core markets. But the ASA combined Cisco's IPS, VPN concentration, and NAT functionality into one simpler box that actually came with a decent GUI. The GUI seemed like sacrilege at the time. And instead of sitting on top of a network operating system, it ran on Linux. At the top end they could handle 10 million connections, important once devices established and maintained so many connections to various services. And you could bolt on antivirus and other features that were becoming increasingly necessary at various layers of connectivity at the time. They went down-market for routing devices with an acquisition of Linksys in 2003. They acquired Webex in 2007 for over $3 billion dollars and that became the standard in video conferencing until a solid competitor called Zoom emerged recently. They acquired SourceFire in 2013 for $2.7B and have taken the various services offered there to develop Cisco products, such as the anti-virus to be a client-side malware scanning tool called Cisco AMP. Juniper gave away free training unlike the Cisco training that cost thousands of dollars and Alcatel-Lucent, Linksys, Palo Alto Networks, Fortinet, SonicWall, Barracuda, CheckPoint, and rising giant Huawei led to a death by a thousand competitors and Cisco's first true layoffs by 2011. Cisco acquired OpenDNS in 2015 to establish a core part of what's now known as Cisco Umbrella. This gives organizations insight into what's happening on increasingly geographically distributed devices; especially mobile devices due to a close partnership with Apple. And they acquired Broadsoft in 2017 to get access to even more sellers and technology in the cloud communication space. Why? Because while they continue to pump out appliances for IP connectivity, they just probably can't command a higher market share due to the market dynamics. Every vendor they acquire in that space will spawn two or more new serious competitors. Reaching into other spaces provides a more diverse product portfolio and gives their sellers more SKUs in the quiver to make quotas. And pushes the world forward with newer concepts, like fog computing. Today, Cisco is still based in San Jose and makes around $50 billion a year in revenue and boasts close to 75,000 employees. A lot has happened since those early days. Cisco is one of the most innovative and operationally masterful companies on the planet. Mature companies can have the occasional bumps in the road and will go through peaks and valleys. But their revenues are a reflection of their market leadership, sitting around 50 billion dollars. Yes, most of their true innovation comes from acquisitions today. However, the insights on whom to buy and how to combine technologies, and how to get teams to work well with one another. That's a crazy level of operational efficiency. There's a chance that the Internet explosion could have happened without Cisco effectively taking the mantle in a weird kind of way from BBN for selling and supporting routing during the storm when it came. There's also a chance that without a supply chain of routing appliances to help connect the world that the whole thing might have tumbled down. So consider this: technological determinism. If it hadn't of been Cisco, would someone else have stepped up to get us to the period of the dot com bubble? Maybe. And since they made so much money off the whole thing I've heard that Cisco doesn't deserve our thanks for the part they played. But they do. Without their training and appliances and then intrusion prevention, we might not be where we are today. So thank you Cisco for teaching me everything I know about OSI models and layers and all that. And you know… helping the Internet become ubiquitous and all. And thank you, listener, for tuning in to yet another episode of the history of computing podcast. We are so very lucky to have you. Have a great day!

I was talking to a friend the other day, and he said, “I can’t believe it’s already the year 2020. It seems like it turned the year 2000 just yesterday.” Indeed, it does seem hard to believe that the whole Y2K hysteria was twenty years ago. One of the common themes you’ll hear associated with the year 2020 is the concept of vision. It’s a play on words because “20/20” also refers to perfect eyesight. I can’t think of a better guest to help us think about the power of vision and seeing what our lives can become. His name is Dr. Wayne Pernell, and he’s going to walk us through some ways to increase the power of our lives through what he calls The Significance Factor. I think you’ll love this powerful conversation. Dr. Wayne Pernell, (also known as “Dr P”), is a highly sought speaker, #1 International Best-Selling Author with five books, and he's a Global High-Performance Executive Coach who brings more than thirty-five years of experience in helping leaders set new strategic targets, gain clarity and confidence, and attain heightened success.  He has been a guest of countless podcasts and has been seen on television around the country as well as contributed to Fast Company, Entrepreneur, and the NY Times, among others. After earning his doctorate in clinical psychology, Dr. Pernell began working with leaders across a broad array of organizations including Schwab, 3Com, Whole Foods Market, and AAA in addition to running a $6.5M organization and holding executive level positions in Organization Development.  In our conversation, you’ll hear about a life-transforming moment that he experienced around pizza (!), his approach to writing, why The Significance Factor is such an important topic, and also his “Starts with One” movement, of which I’m a huge fan. To read the full show notes, visit http://kentsanders.net/124.

LEITURAS DA S. MISSA 26/10/2019 Primeira Leitura (Rm 8,1-11) Leitura da Carta de São Paulo aos Romanos. Irmãos, 1não há mais condenação para aqueles que estão em Cristo Jesus. 2Pois a lei do Espírito que dá a vida em Jesus Cristo te libertou da lei do pecado e da morte. 3Com efeito, aquilo que era impossível para a Lei, já que ela estava enfraquecida pela carne, Deus o realizou; tendo enviado seu próprio Filho numa condição semelhante àquela da humanidade pecadora, e por causa justamente do pecado, condenou o pecado em nossa condição humana, 4para que toda a justiça exigida pela Lei seja cumprida em nós que não procedemos segundo a carne, mas segundo o Espírito. 5Os que vivem segundo a carne aspiram pelas coisas da carne; os que vivem segundo o Espírito, aspiram pelas coisas do Espírito. 6Na verdade, as aspirações da carne levam à morte e as aspirações do Espírito levam à vida e à paz. 7Tudo isso, porque as tendências da carne são inimizade contra Deus: não se submetem – nem poderiam submeter-se – à Lei de Deus. 8Os que vivem segundo a carne não podem agradar a Deus. 9Vós não viveis segundo a carne, mas segundo o Espírito, se realmente o Espírito de Deus mora em vós. Se alguém não tem o Espírito de Cristo, não pertence a Cristo. 10Se, porém, Cristo está em vós, embora vosso corpo esteja ferido de morte por causa do pecado, vosso espírito está cheio de vida, graças à justiça. 11E, se o Espírito daquele que ressuscitou Jesus dentre os mortos mora em vós, então aquele que ressuscitou Jesus Cristo dentre os mortos vivificará também vossos corpos mortais por meio do seu Espírito que mora em vós. Responsório (Sl 23) — É assim a geração dos que buscam vossa face, ó Senhor, Deus de Israel. — É assim a geração dos que buscam vossa face, ó Senhor, Deus de Israel. — Ao Senhor pertence a terra e o que ela encerra, o mundo inteiro com os seres que o povoam; porque ele a tornou firme sobre os mares, e sobre as águas a mantém inabalável. — “Quem subirá até o monte do Senhor, quem ficará em sua santa habitação?” “Quem tem mãos puras e inocente coração. — Quem não dirige sua mente para o crime. Sobre este desce a bênção do Senhor e a recompensa de seu Deus e Salvador”. “É assim a geração dos que o procuram, e do Deus de Israel buscam a face”. Evangelho (Lc 13,1-9) 1Naquele tempo, vieram algumas pessoas trazendo notícias a Jesus a respeito dos galileus que Pilatos tinha matado, misturando seu sangue com o dos sacrifícios que ofereciam. 2Jesus lhes respondeu: “Vós pensais que esses galileus eram mais pecadores do que todos os outros galileus, por terem sofrido tal coisa? 3Eu vos digo que não. Mas se vós não vos converterdes, ireis morrer todos do mesmo modo. 4E aqueles dezoito que morreram, quando a torre de Siloé caiu sobre eles? Pensais que eram mais culpados do que todos os outros moradores de Jerusalém? 5Eu vos digo que não. Mas, se não vos converterdes, ireis morrer todos do mesmo modo”. 6E Jesus contou esta parábola: “Certo homem tinha uma figueira plantada na sua vinha. Foi até ela procurar figos e não encontrou. 7Então disse ao vinhateiro: ‘Já faz três anos que venho procurando figos nesta figueira e nada encontro. Corta-a! Por que está ela inutilizando a terra?’ 8Ele, porém, respondeu: ‘Senhor, deixa a figueira ainda este ano. Vou cavar em volta dela e colocar adubo. 9Pode ser que venha a dar fruto. Se não der, então tu a cortarás’”.

In this episode, you will learn: • Brian's brief background • Brian's role in his full-time career • What Brian currently does in Spain • Brian’s goal for walking in the mountains for thirty days • Brian’s horizontal and vertical income • What Brian’s personal expenses look like • The activities that Brian does to stay fit and healthy • Brian’s top five bucket list items • The five greatest events that changed the course in Brian’s life • How Brian’s life would be like when he turns forty-six • Brian’s most challenging business partners • Plus, so much more! After a childhood spent tinkering on subjects such as Java programming and Linux, Brian’s professional experience started with VoIP testing at 3Com in suburban Chicago. He then spent two years studying Computer Engineering at Purdue University before leaving to pursue freelance consulting in Los Angeles. Following several years of freelancing, he developed his expertise in enterprise infrastructure and cloud computing by working for a variety of startups and large corporations. Later, he completed a Bachelor’s in I.T. while working at Citrix. Brian is currently working on Citrix’s Cloud Engineering and Systems Architecture team in Santa Barbara, California.

"Invention is a flower. Innovation is a weed," innovator Bob Metcalfe explains his famous quote during in this special bonus episode. Metcalfe also shares his experiences as a founder at 3Com, the company culture that allowed him to invent Ethernet, and why big companies should work with startups.

Jon Zilber, the co-author of a new book about 3Com, tells Jefferson Graham why we should remember the Internet pioneer that is pretty much forgotten today, on #Talking Tech.

Ms. Teo has held senior roles in Acer, IBM, 3Com and CSL Hong Kong. She was Yahoo! Singapore’s first general manager in 1999 and launched the world’s first Windows-based smartphone O2 built by HTC in 2002. She has actively taken part in the global start-up scene since 2016, launching other initiatives such as Asia Corporate Women and Startup Asia Women. She is also the Director of PortXL, world's first maritime startup accelerator. As an accelerator, we are empowering startups and in the maritime space, the best chance at success for startups is to engage maritime conglomerates to proof their "product".Discover more details here. Some of the highlights from the episode:How PortXL accelerate startups?How PortXL helps a startup get the attention of Maritime companies.Memorable startup stories like Magnetic.Every startup will get very interesting feedback from 20 companies and more than 60 professionals at one goal with PortXL."Scale-up for us are companies who are already generating a revenue of $750,000 and more.""90% or 95% of our startups are founded by people who have been in the industry.""It is so important in every corporate culture to empower the employees with a "test and learn attitude."Follow us on:Instagram: http://bit.ly/2Wba8v7Twitter: http://bit.ly/2WeulzXLinkedin: http://bit.ly/2w9YSQXFacebook: http://bit.ly/2HtryLd

What does FedEx, Pfizer, Wachovia, 3Com, Mellon Financial, Shurgard Storage, Sempra Energy and Proctor & Gamble have in common? Technology decisions will outlive the tenure of the management team making those decisions.  No one rejects, dislikes, or avoids pleasure itself, because it is pleasure, but because those who do not [...]

Episode 129: Cultivating Energy with QiGong  with Lee Holden   Effortless power... sounds too good to be true, right? Well, a QiGong practice, one of the five branches of Chinese medicine, harnesses the natural energy of the body to increase power and decrease pain and stress. On today's episode, you'll learn about:    the three keys to experience flow-state  an easy movement to feel your own qi  why this ancient practice is deeply radical how this energy moves determines the quality of our life    Lee Holden first discovered the healing power of QiGong and tai chi after experiencing injuries that nearly sidelined his Varsity Soccer career at the University of California, Berkeley. Impressed at how these ancient practices healed his body and allowed him to return to playing, he made their study a priority. Today, he is an internationally known instructor in meditation, tai chi, and Qi Gong, as well as a licensed acupuncturist, herbalist, and author (7 Minutes of Magic, Penguin 2007). His popular library of Qi Gong DVDs have made him a regular fixture on American Public Television and over 105 PBS stations throughout the U.S.and Canada. Lee's unique QiGong programs have been seen in over 50 million households. Lee's expertise and down-to-earth teaching style have made him a popular speaker and workshop facilitator. He's worked with world-famous healer Deepak Chopra as well as Mantak Chia, a widely revered QiGong expert. Holden is also a stress management consultant to top Silicon Valley corporations like Apple, 3Com and Cisco, and has been the on-set wellness consultant for several Hollywood film productions. Lee is a graduate of U.C., Berkeley, with a BA in Psychology. Lee , a "Doctor of Chinese Medicine," is a graduate of Five Branches Institute in Santa Cruz, a leading acupuncture college in the U.S.   Work with Lee Holden: https://www.holdenqigong.com/   Work with Brodie: http://brodiewelch.com/level-up   Get Our Self-Care Manifesto You have the right to take care of yourself, even before all the work is done and everyone else's needs are met. When you take care of yourself first, everyone around you will benefit and will let you get more done in less time. If you need a reminder, visit https://brodiewelch.comand your free Right to Take Care of Yourself Manifesto. Print it out and hang it on your wall or fridge to remind you that taking care of yourself is not selfish; it's essential.   Satisfy Your Healthy Curiosity Like what you heard? Subscribe for free and new episodes will find you every week, and don't forget to share this episode with your people on social media. Wanna show some love? It's easy!—just take a moment to leave a rating and/or a review in iTunes, as it helps other people find the show. I so appreciate every listener, rating, and review!  

IT marketing legend Regis McKenna joins host Mark Amtower on this week's Amtower Off Center for a wide ranging discussion of his marketing philosophy and his experiences in working with clients Apple, Intel, 3Com and other companies in Silicon Valley.

Today’s Extraordinary Women Radio guest – Maria Popo is an entrepreneur, globally recognized for launching five successful startups inside Foxconn, 3Com and 3M plus two companies from the ground up. Her approach as a woman raising capital is creative and inspirational – as she’s taken an intrepreneurial route, which she tells us all about in today’s interview! AND Maria will be joining us as one of our Circle of Inspiration Facilitators at the September 18th Extraordinary Women Connect event. I’m super excited about this particular event, as we’re going to be focusing on women raising capital! With only 2% of venture capital funding going to women owned businesses, I’m excited to bring our 4 Circle Inspiration Facilitators to the room to talk about their journeys raising capital! For the full line up, jump out to my Extraordinary Women Connect page! Extraordinary Women connect is all about connecting great women to great women. I love the connections that happen – and even more so – I love the lasting relationships. I aim to give every attendee time with our Circle of Inspiration Facilitators in one-on-one conversation – and there are so many relationships that occur when great women come together in collaboration like this! I hope you’ll join us – and have the opportunity to meet women like our guest today- Maria Popo. Maria is known for developing and growing businesses- from small regional companies to large multinationals with over one million employees. In 2016, Maria founded AMP10x to provide a cornerstone for education and innovation programs of impact. The AMP10x mission is to bridge inclusion and leadership gaps in technology for those of all socioeconomic backgrounds. Prior to AMP10x, Maria was CEO and President of Ubee Interactive Americas, a manufacturer of wireless broadband solutions. Maria grew Ubee from a startup of zero dollars to over a billion dollars in revenue. Her success was validated in 2012 when Ubee ranked #8 as noted in the Wall Street Journal’s “Top 50 Fastest Growing Women-Led Companies.” Maria was recently recognized by Boulder Bits in May 2018 as one of 20 Female Founders to Watch in Colorado. To learn more about Maria, you can follow her on Twitter or LinkedIn. "Use audacity as a career tool, and make it a habit to be uncomfortable." ~Maria Popo Let’s meet Maria Popo!

22º Domingo do Tempo Comum Mc 7,1-8.14-15.21-23 Naquele tempo: 1 Os fariseus e alguns mestres da Lei vieram de Jerusalém e se reuniram em torno de Jesus. 2Eles viam que alguns dos seus discípulos comiam o pão com as mãos impuras, isto é, sem as terem lavado. 3Com efeito, os fariseus e todos os judeus só comem depois de lavar bem as mãos, seguindo a tradição recebida dos antigos. 4Ao voltar da praça, eles não comem sem tomar banho. E seguem muitos outros costumes que receberam por tradição: a maneira certa de lavar copos, jarras e vasilhas de cobre. 5 Os fariseus e os mestres da Lei perguntaram então a Jesus: 'Por que os teus discípulos não seguem a tradição dos antigos, mas comem o pão sem lavar as mãos?' 6Jesus respondeu: 'Bem profetizou Isaías a vosso respeito, hipócritas, como está escrito: 'Este povo me honra com os lábios, mas seu coração está longe de mim. 7De nada adianta o culto que me prestam, pois as doutrinas que ensinam são preceitos humanos'. 8Vós abandonais o mandamento de Deus para seguir a tradição dos homens'. 14Em seguida, Jesus chamou a multidão para perto de si e disse: 'Escutai todos e compreendei: 15o que torna impuro o homem não é o que entra nele vindo de fora, mas o que sai do seu interior. 21Pois é de dentro do coração humano que saem as más intenções, imoralidades, roubos, assassínios, 22adultérios, ambições esmedidas, maldades, fraudes, devassidão, inveja, calúnia, orgulho, falta de juízo. 23Todas estas coisas más saem de dentro, e são elas que tornam impuro o homem'. — Palavra da Salvação. — Glória a vós, Senhor.

Tom is a speaker, author and entrepreneur who helps leaders turn their communication “shortcomings” into competitive advantage. Tom’s entire career has been about identifying, reaching and winning over audiences.  In his first career, he did that first as an advertising executive with Ogilvy, Grey and Hal Riney, and as a marketing VP for Sears and 3Com.  In Tom’s second career as CEO of Second City Works, the B2B arm of the famous Second City comedy theatre, he got whole new perspective on winning audiences.  There, he turned the company’s corporate entertainment side hustle into a groundbreaking communications and executive education consultancy.  Over Tom’s 14-year tenure, he and his team used comedy and improvisation to help tens of thousands of leaders improve creativity, communication and collaboration.  He also co-wrote the top selling leadership book: Yes, And How Improvisation Reverses “No But” Thinking and Improves Creativity and Collaboration (Harper Business). Tom just began his third career with the launch of Shyne Advisors, an innovative executive communication company that helps quiet, introverted leaders become confident, original communicators. Tom is a past IncubatorEdu mentor and the proud father of two sons, one of whom is an IncubatorEdu alum. In this interview, Tom and Cindra talk about: The “Yes, And” Strategy What gets in the way of communication Why comparison is a roadblock in communication How we can build our strengths into our communication The big questions you should ask yourself when you don’t want to speak up And how you speaking up impacts the culture of your organization You can find a full description of the Podcast at cindrakamphoff.com/tomyorton

Zipcar’s first investor, Jean Hammond, is Boston’s indispensable angel. Her hands-on approach has been pivotal to the success of her startup and several others. She co-founded the leading accelerator for educational technology startups, LearnLaunch. The interview was great fun and hugely instructive to me. Don’t miss it! Here are some highlights: Sal Introduces Jean Hammond From Studying Biology at Boston University to Running a Food Warehouse Jean Decides She Needs a Rigorous MBA – Goes to MIT Sloan Moved to Edinburgh & Worked at Fast-Growing Computer Networking Startup “By the time I left there [Spyder], I felt like I'd done all the different functions in a little startup and done it while growth was going on.” Jean Hammond Founds AXON “AXON was four years old when 3Com acquired it and had grown quite rapidly to a pretty good business, and we got a pretty good price.” Jean Hammond’s Second Startup, Quarry, Suffered from Bottlenecks in Telecom Infrastructure “We live in a magic world of technology today that just things you wouldn't have imagined could happen are happening every day.” “First, I wish to thank listener Phillip L. 36 for this great review on iTunes” Jean Hammond Becomes Zipcar’s First Investor “By coming back into town and talking to everybody, I found out that I was an angel investor. I didn't even know that all of that time.” This Is Why We Call Her the Indispensable Angel Jean Hammond Invests Widely with Boston’s Angel Community Golden Seeds & Teaching Angel Investing Jean Hammond Starts the Activity that Would Lead to the Founding of LearnLaunch, the Ed Tech Accelerator “Education is a really interesting industry. It's the last of the giant industries, well over five trillion globally, maybe six, to digitize.” “Qstream is based on technology that actually understands how memories are fixed.” “…learning science is quite clear that we need to be striving, taking a little bit harder than you took the last time.” “…some of our most excited investors in the LearnLaunch accelerator are coming in from India and China and Japan because they want to be a part of these changes.” Jean Hammond’s Thoughts on the Importance of Boards to Startups “Being a board member for a startup is actually quite a challenging job…” Jean Hammond’s Parting Thoughts

Facebook de l'émission : https://www.facebook.com/surlaroutelive/ Youtube Sur la Route : http://bit.ly/youtube_surlaroute Site internet de l'émission : https://www.surlaroute.tv/ Chaque semaine, Nicolas Quilliet rencontre des entrepreneurs de France et d'ailleurs pour une discussion animée au volant sur leur parcours, leur expérience, ou bien leur conception de la vie. Pour ce premier épisode, c'est Jean-Michel Flamant, cofondateur de Idees-3com qui s’assoit côté passager.

Bob Metcalfe (@BobMetcalfe) is an MIT-Harvard-trained engineer-entrepreneur who became an Internet pioneer in 1970, invented Ethernet in 1973, and founded 3Com Corporation in 1979. About 1.2B Ethernet ports were shipped last year — 400M wired and 800M wireless (Wi-Fi).3Com went public in 1984, peaked at $5.7B in annual sales in 1999, and after 30 years became part of HP last year. Bob was a publisher-pundit for IDG-InfoWorld for about 10 years and a venture capitalist for about 10 years with Polaris Venture Partners, where he continues as a Venture Partner.Bob is a member of the National Academy of Engineering and a recipient of the National Medal of Technology.In this conversation, we talk about everything from how he toasts when drinking with friends, how he learned to recruit and fire, what he does to scale businesses, different approaches to talent evaluation, critical decisions and mistakes made, how he has gotten through dark times, and much more. Please enjoy!This episode is brought to you by WeWork. I haven’t had an office in almost two decades, but working from home and coffee shops isn’t always what it’s cracked up to be. When I moved to Austin, one of the first things I did was get a space at WeWork, and I could not be happier. It’s dog friendly and serves the best cold-brew coffee on tap I’ve ever had!WeWork is a global network of work spaces where companies and people grow together — in fact, more than ten percent of Fortune 500 companies use WeWork. The idea is simple: you focus on your business, and WeWork takes care of the rest — front desk service, utilities, refreshments, and more. WeWork now has more than 200 locations all over the world, so chances are good there’s one near you. Check out we.co/tim to become a part of the global WeWork community!This podcast is also brought to you by Peloton, which has become a staple of my daily routine. I picked up this bike after seeing the success of my friend Kevin Rose, and I’ve been enjoying it more than I ever imagined. Peloton is an indoor cycling bike that brings live studio classes right to your home. No worrying about fitting classes into your busy schedule or making it to a studio with a crazy commute.New classes are added every day, and this includes options led by elite NYC instructors in your own living room. You can even live stream studio classes taught by the world’s best instructors, or find your favorite class on demand.Peloton is offering listeners to this show a special offer. Visit onepeloton.com and enter the code TIM at checkout to receive $100 off accessories with your Peloton bike purchase. This is a great way to get in your workouts, or an incredible gift. Again, that’s onepeloton.com and enter the code TIM.***If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts/iTunes? It takes less than 60 seconds, and it really makes a difference in helping to convince hard-to-get guests. I also love reading the reviews!For show notes and past guests, please visit tim.blog/podcast.Sign up for Tim’s email newsletter (“5-Bullet Friday”) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Interested in sponsoring the podcast? Please fill out the form at tim.blog/sponsor.Discover Tim’s books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissFacebook: facebook.com/timferriss YouTube: youtube.com/timferriss

Bob Finocchio teaches the Introduction to Business course at Santa Clara and currently serves on the boards of five Silicon Valley companies. Finocchio worked at influential tech companies Rolm and 3Com in the 80’s and 90’s and served as CEO of Informix for two years before beginning the second stage of his career as a professor and start-up director. In this conversation, we cover why Finocchio chose to attend Santa Clara, how he got his career started in Silicon Valley, the opportunities and decisions that propelled him to business success, and the best investments of time he has made. Personally, Professor Finocchio has been one of my favorite teachers at Santa Clara, and I hope you enjoy this conversation as much as I did. See acast.com/privacy for privacy and opt-out information.

In this episode of Intel Shift on SMACtalk, Daniel Newman speaks with Armughan Ahmad, Dell’s Senior VP of Hybrid Cloud and Ready Solutions. In this fast paced conversation Newman and Ahmad discuss Dell’s recent IoT announcements at their IQT day in New York City. Ahmad shared how Dell is making a massive investment in their IoT Group and what this will mean for customers and consumers as this investment is rolled out over the next three years. Additionally, this conversation sheds a light on the rapid expansion of Dell Technologies and points listeners in the right direction of better understanding the impact of the rapidly growing Edge Computing and how it will tie into current Cloud Strategies. For this and so much more, download and listen to this don’t miss podcast from Intel Shift. Armughan Ahmad - Senior Vice President and General Manager, Hybrid Cloud & Ready Solutions Armughan Ahmad serves as Senior Vice President and General Manager of Hybrid Cloud & Ready Solutions at Dell EMC, where he leads solutions and technology alliance teams globally that deliver innovative Hybrid Cloud, Software-defined, High Performance Computing (HPC), Big Data and Analytics, and Business Applications workload solutions for large enterprise, public institutions, small and medium business customers and partners. Prior to joining Dell, Armughan served as Vice President at Hewlett-Packard, where he led the growth of HP’s Enterprise group, delivering converged and secured infrastructure solutions through partner channels. Previously, Armughan held executive management roles at 3Com, Enterasys, Cabletron and other technology firms ranging from $10M start-up’s to $100bn large corporations delivering hardware, software and services solutions for vertical industries globally. Armughan is a graduate of Sheridan College, where he studied computer science. He serves on numerous non-profits boards as a passionate promoter of third world economic trade and development initiatives.

Eric Benhamou, Managing Partner of Benhamou Global Ventures, was the CEO of 3Com, a pioneer in the networking space, and the key competitor to Cisco. He also ran Palm, the first Smartphone maker, that 3Com acquired, then spun out and took public. He provides an insightful window into the opportunities in the enterprise cloud infrastructure space, and in Cyber Security, and also explains why he is not necessarily looking for Unicorn companies to invest in. This, I might point out, is a highly unusual perspective in today’s VC universe, so you may want to pay attention to his analysis of the market.

Bob Metcalfe is an Internet pioneer, Ethernet inventor, 3COM founder, former venture capital partner with Polaris Partners in Boston, former pundit and publisher with InfoWorld and now professor of Innovation at the Cockrell School of Engineering at the University of Texas at Austin. In this interview, he discusses how he invented Ethernet and founded 3Com.   Just so know: We recorded this interview at Galvanize in the 2nd Street District in downtown Austin and construction workers were creating a cafe on the first floor. We were in a conference room on the fourth floor, but you can still occasionally hear the buzzing of the construction workers below. Just wanted listeners to know what that sound is. Also, the first couple minutes of the interview are not in stereo because I had to use the backup recording from my iPhone. But after that it goes back to stereo recording. The interview is really good so please listen. 

Overview: Sean K. Murphy has an accomplished career in a variety of industries, including software engineering, project management and business development. In this episode we talk about leadership, resilience and reliability from an entrepreneurial standpoint. I am firmly convinced that all leaders need to understand something about entrepreneurism and how entrepreneurial skills may help leaders to develop more resilient organizations. Sean has some outstanding advice for leaders, regardless of their industry. Sean’s Biography: Sean Murphy has worked in a variety of roles in the last twenty-five years: software engineer, engineering manager, project manager, business development, product marketing, and customer support. Companies he has worked directly for include Cisco Systems, 3Com, AMD, MMC Networks, and VLSI Technology. He has a BS in Mathematical Sciences and an MS in Engineering-Economic Systems from Stanford. Show Notes: Changes make things obsolete so organizations need room to experiment in environments that are safe to fail in. A degree if failure has to be tolerated if organizations want to seek improvement and build resiliency.  Organizations need to plan for iteration. Organizations should consider a stream of small failures and include resilience and recovery plans for overlapping repair. Startup organizations should have 2-3 backup plans ready. Leaders need to review and critique their own performance in order to improve. They also need to be willing to say, “I don’t know.” Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Time-Stamped Show Notes 0:35-Randy introduces Sean Murphy and describes who he is, including reading his biography. 3:30- Randy asks Sean, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 8:02-Randy and Sean discuss the concept of going all in with one course of action and having no backup options, and the potential dangers of not having backup plans. 18:00-Randy asks Sean about some of the reasons for business failure, such as giving up too early or scaling too quickly and Sean provides his perspective. 25:29-Randy asks Sean about an “Aha moment” that shaped his outlook on business and leadership. Sean describes the book The Inner Game of Tennis by Timothy Gallwey. 32:15-Randy describes Crew Resource Management training and the benefits. 33:40-Randy asks Sean, “What area(s) in leadership or organization development do you think needs disruption and why?”  Resources: Article about avoiding backup plans: http://www.inc.com/deborah-petersen/elizabeth-holmes-avoid-backup-plans.html  Book Recommendations: Secrets of Consulting by Gerald Weinberg, The E-Myth by Michael Gerber, and Effectual Entrepreneurship by Sara Sarasvathy Contact: Web: www.skmurphy.com (includes blog and contact info)      

“I am my own undoing. But there have been many positives to come out of it.”Tom HardinThis week we explore some very new terrain.Let's kick it off with the Greek myth of Icarus.As the story goes, Daedalus — a master craftsman best known for building King Minos' labyrinth to trap the Minotaur — plied his talent to construct a pair of wax and feather wings to help him and his son Icarus escape from Minos' vendetta (it's a long story) and Crete altogether.Being the good father he was, Daedalus pled with his son not to fly too close to the sun for fear that the heat would melt the wings. But as sons are wont to do, Icarus ignored his father’s advice.The rest is history. The heat indeed melted Icarus' wings, sending him into a deathly free fall collision with the sea which today bears his name, the Ikarian Sea near Ikaria — ironically one of the Blue Zones as described in my recent podcast conversation with Dan Buettner.As most know, this is an age-old remonstration about ambition. A tragic allegory about the perils of hubris, particularly when fueled by a sense of entitlement, and perhaps sprinkled with a light dusting of denial.These are all very human traits of course. And if today's guest is anything, he is quite human indeed.Tom Hardin was a highly motivated young guy with a big bright future and Wall Street aspirations. After graduating from the prestigious Wharton School of Business, he was on track to achieve his dream when he landed in the fast paced hedge fund world and quickly rose through the ranks.But it wasn’t long before Tom felt he was falling behind – lacking that mysterious competitive ‘edge’ so many others seemed to freely enjoy (without repercussion) to their reward in untold millions.What was that edge? If you ask Tom, he will tell you the not so secret to success within the insular hedge fund world meant having a network of inside sources willing to share reliable confidential information about companies they worked for or with.Everybody's doing it. Nobody's getting caught. I'm falling behind.Then one day Tom got a call from an investor colleague named Roomy Khan – a woman with some pretty juicy insider tips.The timing was right. Tom was primed. And that fateful moment arose. That moment when you make a decision to take a very small step over a very important line. A decision you simply cannot undo. Not now, not ever.For Tom, it started with taking a few small crumbs off the table. An imperceptible insider trade here, another one there. Until one day, the previously unthinkable became easy. Almost too easy.Capitalizing on a handful of secrets fed by Khan and others about companies like Google, 3Com and Hilton Hotels, Tom's flight towards the sun escalated to the tune of $1.7 million in gains for his fund and $46K in personal profits.Then in July 2008, while dropping of his dry cleaning one morning, Tom felt a tap on the shoulder. A tap that would alter the trajectory of his life forever.Like a scene out of a movie, Tom turned to face two FBI agents boxing him in with with a Hobson's choice – either get in the back of the black sedan for a trip downtown, or start providing actionable information on those higher up the food chain.Panicked and heart pounding, he immediately opted for the latter.Ultimately, Tom became one of the most prolific informants in securities fraud history. Soon infamous as the mysterious, unnamed Tipper X, Tom spent the next several years wiretapping and documenting the illegal misdeeds of friends and c... See acast.com/privacy for privacy and opt-out information.

Anthony Sanchez and Mike Harrishttp://archive.org/download/ProjectCamelot/Project-Camelot-32k-013013_Mike_Harris_and_Anthony_Sanchez.mp3Anthony F. Sanchez received his BSc. in Computer Information Systems from Western Governors University of Salt Lake City, UT. In addition to being a Software Consultant for the State of California through his own company, Anthony has been employed for 16 years as a Software Engineer working for 3Com, Intel, Acer, Netscape Communications, and Hewlett Packard performing high level software development supporting scientific engineering and business intelligence projects.He became interested in UFOs back in 1989, at the time Area 51 surfaced as a public phenomenon. Since 2000 he has researched the subject matter thoroughly employing various scientific methods and hands on approaches, thus compiling over 20 years worth of UFO related research data.For the purposes of augmenting his knowledge on Human Origins, Anthony has also studied in detail, ancient Hebrew religious texts such as the Old Testament Bible, and gospels from the the Dead Sea Scrolls such as the 'book of Giants', and 'book of Enoch'. He has also studied famous Sumerian-Babylonian translations such as the Enuma Elish, and the Atra-Hasis as well as numerous Akkadian Mesopotamian cylinder seals and Akkadian cuneiform inscriptions.http://ufohighway.com/anthony_sanchez.htmlMike Harris spent 20 years in China and Russia and the Far East working on mergers acquisitions, specializing in technology development and transfers. He has managed projects as simple as power plants and as complex as the Pershing 2 missile. He is currently with Swiss based Adamus group, and serves on project team for the next generation $1.6 trillion dollar hyper collider. Mike is a lifelong Republican, and former candidate for governor of AZ, Mike also served as Republican Party Finance Chairman. Mike Supported Ron Paul for the 2012 primary campaign.http://www.renseradio.com/hosts.htm

Audio File:  Download MP3Transcript: An Interview with Judy Estrin President and CEO, Packet Design, LLC Date: September 13, 2007 NCWIT Interview with Judy Estrin BIO: Judy Estrin, CEO, JLABS, LLC. and author, Closing the Innovation Gap is a networking technology pioneer and Silicon Valley leader. Since 1981, she has co-founded eight technology companies and served as CTO of Cisco Systems. As CEO of JLABS, LLC, she is an advisor and speaker in the areas of entrepreneurship, leadership and innovation. In May 2000 she co-founded Packet Design, LLC, a network technology company. Prior to co-founding Packet Design, LLC, Estrin was Chief Technology Officer for Cisco Systems. Beginning in 1981 Estrin co-founded three other successful technology companies with Bill Carrico. Bridge Communications, founded in 1981, was a vendor of internetwork routers and bridges that went public in 1985 and merged with 3Com Corp. in 1987; Estrin served as Engineering Vice President and Executive Vice President of Bridge, and later ran the Bridge Communications Division at 3Com. Network Computing Devices, a maker of X terminals and PC-UNIX integration software, was founded in 1988 and went public in 1992; Estrin started with NCD as Executive Vice President and became CEO in 1993. Estrin served as CEO of Precept Software from the company's 1995 founding as a maker of streaming video software until Cisco Systems acquired Precept in 1998, and she became Cisco's Chief Technology Officer until April 2000. Estrin has been named three times to Fortune Magazine's list of the 50 most powerful women in American business. She sits on the boards of directors of The Walt Disney Company and The Federal Express Corporation as well as two private company boards -- Packet Design, Inc. and Arch Rock. She also sits on the advisory councils of Stanford's School of Engineering and Stanford's Bio-X initiative. She holds a B.S. degree in math and computer science from UCLA, and an M.S. in electrical engineering from Stanford University. Lucy Sanders: Hi, this is Lucy Sanders, the CEO of the National Center for Women and Information Technology, or NCWIT. Today we have another great interview with a fabulous woman entrepreneur. And with me is Larry Nelson from w3w3.com. Hi, Larry. Larry Nelson: Hello, I'm so excited to be here. Lucy: Why don't you tell us a little bit about w3w3.com, since the podcast series will be also syndicated on your site? Larry: Yes, and we've started already, and it's really popular so far. At w3w3.com, have it all set it where they can download it as a podcast, they can listen to it on their computer, and it's having great reception. Lucy: That's great! Also here is Lee Kennedy who is an NCWIT director and also, in an exciting new twist of events, is starting yet another new company called Tricallex. Welcome, Lee. Lee Kennedy: Thanks, I'm so glad to be here. Lucy: Well, and today we're interviewing somebody who is just somebody I'm thrilled to talk to because she loves data networking. Now you guys don't get on my case about this. I'm sure that she loves lots of other things, but I know she gets network congestion, and TCIP, and all those great packet protocols. Judy Estrin, welcome. Judy Estrin: It's nice to be here. Lucy: Judy is the co‑founder and chairman of Packets Design. And she sits on the board of the Walt Disney Company and also Federal Express. So, Judy, you know you certainly have done a lot in the area of networking, and not just networking but route analytics and all the different algorithms. Why don't you tell us a little bit about Packet Design first, and then we'll get into the interview? Judy: OK, Packet Design has actually evolved over the last five years. It started out in 2000 as a company that we started to target what we called medium term innovation. So we didn't want to just focus on one product area. We started a number of projects, and the idea was to either license technology or spin out companies. Now, we all know what happened in 2001 and 2002 in the networking market; actually and in the technology market, in general. So it was an interesting time to start a company like that. But we did spinout three companies: Verneer Network, Packet Design, Inc., and Precision IO. A couple of years ago, we changed the business model and stopped doing new projects and just focused our time on the spinouts that existed. So Packet Design, itself, is really somewhat of a shell company at this point. Packet Design, Inc., which I'm chairman of the board of (but not CEO), is in the route analytics business. Verneer is in the network security business. And Precision IO, unfortunately, ended up getting shut down because of, I would say, running out of patience in the eccentric community. Lucy: When you mention route analytics, tell us a little bit about what that entails. Judy: The products that Packet Design, Inc., which is really the spin off that most of the people from Packet Design, LLC went to, the products they provide, probably the easiest way to describe it, is allow you to get more information about an IP network, so that you can manage, diagnose, and plan more effectively. And it gives you information about the routing itself, which is why it is called route analytics, as well as the products that give you information about the traffic that goes on the network and correlates that traffic with the routing. And previously there'd not been products that understood the routing the way this product did. Lucy: Well, and that maybe gets us to our first question around technology because, certainly, I know enough about networking protocols to know that route analytics is an extremely difficult technology. How did you first get into technology? And as you look out into the future, what technologies do you think are going to be especially important? Judy: So, this is kind of a funny answer to have to how did I first get into technology, I would say I was born into it. And today it's common to have second‑generation computer scientists. But when I was growing up, it was not so common. But my father worked with Flid Noiman at the Institute for Advanced Studies, and they started the Computer Science Department at UCLA. My mother is also a Ph.D. in electrical engineering, and was one of the very early biomedical engineers. So I grew up in an environment filled with science and technology. I had a very strong aptitude toward math. And I used to joke that if computers hadn't been invented, I might have ended up being a statistician. So I'm very lucky that computers were invented. When I think of myself and what I really like to do, it's solving problems. And if you think of about technology and computer science, specifically, it really is about solving problems. And I, very early in my career, moved from being a dedicated engineer into management. And I was, in essence, an individual contributor for probably a couple of years before I started managing. And what I found is the same problem solving techniques that I learned in computer science worked very well in the world of solving overall problems, whether it was organizational or people or technological. So I was exposed to technology very early, and I loved it. When you ask me what technologies I think are cool today, as I look forward, some of the most interesting technologies I think are the ones that are, what I would call, interdisciplinary, essentially applying information technology to different things. So whether it's to the consumer market, when you look at entertainment or social networking or any of the other problems that technology is solving in that arena. The increase of mobility, so looking at the problems of trying to take everything we've done that runs so well on personal computers and make that information available on mobile devices. One of the areas that I'm very interested in, my sister happens to run this center at UCLA in this area, and I'm on a board of a startup, is something called sensor‑nets, which is the area of bringing the physical world, or being able to monitor the physical world, and bring information about the physical world into your information systems. Because you now can combine processors, sensors, and wireless together in a very small device that can be sprinkled around, and allow you to get information about the physical world that might be used for environmental needs, or energy, in data centers, in monitoring the elderly at home. There's a whole range of applications. So I think that is another interesting application. I think the application of information technology to healthcare and education will be very important areas, because both of those are areas we have big problems in. And I believe technology can really help solve them. And then last, it's a broad area, but anything having to do with what people call clean techs. So the whole area of energy efficiency as well as new forms of energy I think are going to be very interesting. And technology, information technology will play a role in solving those problems. Lee: Well, the area of sensors is also particularly interesting to me and us at NCWIT. Just a plug for a future NCWIT summit we're going to have at the University of Illinois, Urbana Champagne will be exactly, Judy, what you were just talking about. And we're talking about the future of computing and how it's driven from multiple disciplines. Judy: Great. Lucy: And Judy you may have already answered our next question when you talked about your love to solve problems. But the question is: why are you an entrepreneur? And what is it about it that makes you tick? Judy: You know it's interesting, a lot of entrepreneurs will tell you stories about how when they were kids they had a lemonade stand or they started a business, and I don't have any stories like that. When I was growing up, I don't think I ever imagined that I would become an entrepreneur. But when I graduated with my master's from Stanford, I had offers from a number of different technology companies. I was interviewing at Intel, at HP, Xerox, the classic large companies. But I also interviewed at a very small company with 50 people called XLog, which was a spinout of Intel. And I decided to go there, because a friend of my parents told me that the smartest people that he knew worked at that company. So I started off my career at a small company. And just became very passionate about what you could do in small groups. And how quickly we were able to move. And how innovative the environment was. And I realized, also, how much I enjoyed building my own culture, developing groups, developing an organization. So out of that XLog experience, I think, was probably what made me start to think that, you know, maybe I'd like to start something on my own. And the other thing is, because I went to a small company, I was able to move into management much more quickly than I think if I'd gone to a larger, more hierarchical company. And I found I loved managing and so the non‑technical side. I always stayed deep in the technology. But the business side of entrepreneurship, I've found that I really enjoyed. One benefit of being an entrepreneur: when you're building a company, you get a choice to stay involved in the technology and do the higher level executive functions. And you have a very broad scope. And I found that that was something that interested me. When you end up at a large company, you end up having to make a decision of either being at the top, and being very far away from the technology, or staying technical, and not being able to necessarily exercise the management side as much. So I think what about entrepreneurship makes me tick. It's a passion for an idea. Every company we started was because we were passionate about an idea and about solving a problem in the marketplace. Most of the companies were pretty ahead of their time. So we tended to look forward a lot in what we were doing. And I keep saying we. The companies that I was involved in, I co‑founded with my ex‑husband Bill Carrico. So that's the "we" that I'm saying there. Larry: Judy, you know I thought it's interesting that it was obvious since the very beginning of time for you, IT was going to be part of your life. But it wasn't until after you got your master's degree that you really started thinking about the possibility of being an entrepreneur. And by the way, this is Lucy's favorite question, having to do with: Who were the people in your life that shepherded you through this career path? And who were your mentors? Judy: Early on, as I was growing up, my parents were really my role models. And that is what led me toward science and to become a computer scientist. But both of them are academics. And so I was not at all exposed early on to the business world. And it really was at XLog that I first became exposed to the business world. And I would say my first mentor was Bill, my ex‑husband, because he came to XLog and was the one who promoted me into a management position. So I would say, if I had to pick an early mentor, it was Bill. But the reason I don't like the question is: I think as I have gone through my career, there are so many people that have influenced me. I watched everybody, whether it's people who have worked for me who have taught me things. I have people I have worked for. I sit on the boards of directors of some incredible companies with just terrific leaders. And watching them and how they lead influenced me. Watching people who I don't like the way they lead at times influences me, saying I don't want to be like that. So I would say that I really can't identify a small set, or a set of role models. I think I've pretty much built my career and have always taken a strategy of just learning from everyone around me. Again, from those people who have worked for me and those people I have worked for. Larry: I think you answered that question quite well. Lucy: Right. Judy: You know, I'm asked these days... People often ask will I mentor, get together and ask for help. And one of the things I like to tell people is that when you're looking around, and when you're looking to someone who has experience, and hearing about hearing about their experiences, don't listen to what they say and just say, "OK, I have to do it that way." What you need to do is listen to other people's experiences and then filter. And decide which of those things feel right for you. Because in the end, and I think this is probably the most important thing about mentoring and role models, one is most successful when you're being yourself and developing your own capabilities. That doesn't mean you don't learn along the way. But when you try to act like somebody else, and if it's not natural to your own personality and skills, it always backfires. Lucy: Well, and I think that's really well said as well. We certainly do learn from everybody around us. And I think you had a brilliant answer for that. The next question we have for you is maybe on the other end of your experiences, in terms of the tough times in your career and the challenges you've had. What was the toughest thing that you've had to face in your career so far? Judy: I'm going to say two things. They were kind of tied together. The Packet Design Model involved spinning out these companies, and then hiring executives to run them and getting back your investment for them. And it involved then me learning how to let go. Because if you spinout a company, the company has to become independent. The CEO of that company has to run the company. You can't have two CEOs. So one of the very interesting things for me was one: I learned how hard it is to find good executives, to find good leadership and that process of learning how to let go, which I think I have developed as a board member and is one of the things that makes me more effective as a board member today, is that I have learned when to suggest, when it's my business to poke in, and when not. And how to question in a way that helps the CEO think, and helps hold them accountable without meddling in their business or trying to do their job. So that's number one. But I would say, by far, the hardest thing that I had to do was being involved in the shutting down of Precision IO. It was the first time that one of the companies that I helped start had to outright fail. And we couldn't navigate an exit strategy for it. Every other time when there was something that didn't go exactly the way we wanted, we were able to navigate an exit. And whether it is acquisition or partnership or changing strategy, here, because of the timing, because of execution, leadership, the venture dynamic, we ended up just shutting it down. And having to let people go that I've been involved in hiring was just very tough for me. Lucy: It really is tough, I think, for anybody. And it's tough for the people on the receiving end. It's interesting how a lot of times; those are the changes in people's lives where they go off to do wonderful, exciting things. Judy: Right. And I'm happy to say that the core team that got let go, those that I have continued to touch base with, are all in great places. They were all terrific people and very employable. But it doesn't make it any easier to make that decision. Lucy: So, Judy, one of the reasons we are doing these interviews with women like you is we're hoping that a number of young people will listen to these, and learn, and get inspired to go off and, potentially, be entrepreneurs in their career. So if you were sitting there, what would be some of the best advice you would give them? Judy: Well, I guess a couple of things. One is: do it for passion, not for money. So it's wonderful to make money if you're successful. But if you're doing it for the money, and the money is what you're doing it for first, I guarantee you won't come up with as good an idea or be as successful. So every entrepreneur I've seen that is doing whatever they're doing (a new product, a new service), because they are passionate about solving a problem with a new type of technology, those are the ones that are most successful. I'm not going to say that having a company go public, or get bought, and making money from it is not great. And that has to also be a motivator, because the venture guys want you to want to make money, because they want to make money. But the passion has to be there. And that should be the number one. So I guess that's one piece. The second is: you have to be ready to fail. You have to be ready to fail, pick yourself up, and try again. I think that sometimes we get confused because it was such a long time of growth and opportunity in the IT business, that so many companies were so successful, that people forget how hard it is to really build a successful company. And more companies fail than succeed. And so you really have to be ready to fail. And everybody says it, but you have to be ready to do it and pick yourself up and try again. The third thing is: that when I think about what it takes to be an entrepreneur, I already talked about the passion. It takes flexibility and persistence. You really have to be willing to keep going and plow through obstacles. But you also have to have a sense of judgment and flexibility to know when that obstacle... Sometimes you need to push through the obstacle. Sometimes that obstacle is telling you something. And what it's telling you is: you need to be flexible enough to change your strategy a little bit. And so this balance between persistence that just has you pushing forward, ignoring the naysayers and just knowing that your vision is right, but the flexibility and the open mindedness, to be able to say to yourself, "You know what? Maybe it's not 100 percent right. And maybe I just learned something new that I have to change slightly or change dramatically." So that balance between persistence and flexibility. And then last, there are lots of people out of school that want to go right from school to being the CEO of a company. My advice is get experience first because it will make you a better entrepreneur. Again, I think everybody thinks it's easier to build a company that it really is. Now that experience might be at another entrepreneurial company where you go work somewhere and watch someone else do it. It doesn't have to be 10 years of experience but getting some experience first I think will make you a much better entrepreneur. I think the trend of get your degree and start a company is actually not a good one. Some people can do it but I think it's better to be able to watch others a little bit first. Lucy: I can really echo this notion of passion. Last night I listened to the three‑minute pitches of 10 young entrepreneurial teams here in Boulder. I got to be the judge. The ones that really were in love with their idea and passionate about it ‑ and you could really see that there was a subset that was and then a subset if I would have said, "Why don't you make black white?" they would have said OK. [laughs] Larry: Hmm. Lucy: So it was just kind of an interesting experience. You have given us a lot of, I think, great characteristics of entrepreneurs. I know that they are your personal characteristics as well in terms of flexibility and persistence and having good judgment. Do you have any other personal characteristics that you haven't shared with us so far that you think have given you an advantage as an entrepreneur? Judy: I work very hard. [laughs] So that's part of that persistence. I'm really willing to roll up my sleeves and work very hard. We have talked about passion. Communication skills ‑ I think that one thing that I have always been able to do is communicate my passion and my vision to a broad range of people, so whether it is to the customer, to the marketplace, to employees. It's not enough just to have the passion and vision. You have to be able to communicate it and get other people excited about it also, for instance, raising money. So, I think my communication skills probably have helped me. The other is that I tend to be very forward‑looking. I am always willing to question. I'm very open‑minded. So in terms of when you try to think about, "Well, how did you decide to start a company in this area?" that whole notion of being able to look at what is available and what isn't and how can you take technologies that exist and maybe do something different with them. So the whole arena of being able to question what is out there, question myself, be honest, and do kind of a self‑assessment about where I or the company is at any certain time, I think has helped. There are some entrepreneurs that go in one direction until they hit a wall. The ability to self assess and question oneself and what you're doing without becoming wishy‑washy, but just a healthy amount of it, I think is important. Then last I would say leadership. I love building teams of people and leading teams of people. I think the teams of people that have worked for me appreciate the relationship and the environment or the culture that we created. So I would say leadership is probably the last. Lucy: That's great. I sense you have learned a ton through all the startups you have built. Judy: I have. I would say leadership style is really what I am talking about. Lucy: So, one of the things about which we are always curious is, being an entrepreneur, especially with the phenomenally successful companies you have built or as an executive at Cisco, how have you brought balance into your personal and professional life. Judy: I would say that until I had my son, which was in 1990, in our second company, I didn't. All I did was work. I had no balance in my personal/professional life. The only reason it worked is Bill and I cofounded the companies together. So our personal and professional lives just melded into one. We didn't do anything except work. Having a child forced me to have balance because my son became my number one priority. It doesn't mean the companies weren't important. But there was no question in my mind about what my number one priority was. Then I had to begin to juggle. I think that what I always tell people is that you can do it but the first thing you have to realize this is really hard to acknowledge to yourself because you can't do everything. So you have to prioritize and figure out what you are not going to do. You know, I couldn't be at every event at his school. I could pick the ones I wanted to be at. I had to make trade‑offs and establish routines where I would leave work at 5:30 in order to be able to spend time with my son. But then I, at 8:30 or 9:00 would go back to email and work some more. So an analogy I like to give people is when you're juggling, good jugglers know how many balls they can juggle. They don't ever pick up any more than that. I think the mistake people make is at each stage of your life, if you have children at each stage of their lives, the number of balls you can juggle changes because the balls change in size. The different phases of the company take different amounts of attention. So in six month increments in my life, I have always said, "OK. How many balls can I be juggling?" because if you pick up one more than you know how to juggle, they all fall down. So you're much better off putting one down so that you can continue to juggle than having the whole thing fall apart. The other thing is learning to ask for help. That was very hard for me to learn how to do. Whether it's getting help in your personal life or getting help at work and delegating and getting other people to do things that maybe inside you know or think you could do better, usually it's just that you think you could do better and other people can do them just as well and you need to learn how to do it. Now that I am older and I'm in a different phase of my life, I try to more consciously balance personal and professional. I think for 25 years when I was running companies it was coping. Now I'm spending more time consciously saying I need to make sure that I pay attention to myself as well as others. Lucy: So, I think juggling is a wonderful way to describe it. It's a wonderful analogy. We have talked with a number of people who have also talked about integration and we have had other words. I think juggling is terrific. So you have really achieved a lot. There is a lot about your career at that we haven't even touched on in this interview. But we always like to ask our interviewees what's next for them. What is next for Judy Estrin? Judy: It's been an interesting couple of years in terms of changes in my life. For the first time I'm not running a company. A couple of years ago, I picked up my head and said, "What's next?" and decided that I wanted what's next to be something very different, that I do not want to start another company at this point in time. I do have my Board seats, which I spend a lot of time on and love. But I decided to write a book. I started about a year and a half ago and hope to have it in bookstores in the August timeframe, August '08. That is a very, very different type of endeavor than running a company. But the reason I did it was the same reason. It was passion for a topic. The book has to do with innovation. But it has not specifically targeted it as 'here is how to make your business more innovative', which is what most of the innovation books are about. It more looks at how you create cultures of innovation for science and technology and where we are as a country and the fact that we have lost some of the elements that made us so successful have eroded. So it's really a little bit of a broader perspective on not just businesses but the country and what we need to do to cultivate sustainable innovation looking forward. Lucy: Well, I've had the pleasure of seeing some of your early remarks that you gave a group a couple of months ago. I'm very much looking forward to the book because you have had very thoughtful ideas. So hurry up and finish it. Judy: I'm working as fast as I can. Larry: All right. Lucy: Really, thanks a lot, Judy for your time. I know you're really busy and we really appreciate you taking time out to talk to us. Larry: I want to thank you so much. You echoed one of my feelings that over the years we have learned more from our mistakes and failings than we have from our successes. Judy: No question. One of the big things in my book is that you need to failure as a step to success and not an end in itself. So if you're not willing to fail then you never try anything. Larry: That's right. Judy, I want to thank you for joining us today. By the way, you listeners out there, would you please pass this interview along to people that you know, that would be interested and maybe even should be interested. It's an excellent story. Just go to www.ncwit.org and that's where you can see all of the different interviews along with w3w3.com. Thank you much. Lucy: Thanks Judy. Judy: Bye‑bye. Series: Entrepreneurial HeroesInterviewee: Judy EstrinInterview Summary: For Judy Estrin, an interest in science and technology is in the blood: her older sister is an MD; her younger sister is a professor of computer science; and her parents both have PhDs in electrical engineering. Release Date: September 13, 2007Interview Subject: Judy EstrinInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 27:36

It has become apparent that the greatest threat toward the survival of peer to peer, and especially file sharing, networks is the openness of the peers themselves towards strangers. So called "darknets"-encrypted networks where peers connect directly only to trusted friends-have been suggested as a solution to this. Some, small-scale darknet implementations such a Nullsofts WASTE have already been deployed, but these share the problem that peers can only communicate within a small neighborhood. Utilizing the small world theory of Watts and Strogatz, Jon Kleinbergs algorithmic observations, and our own experience from working with the anonymous distributed data network Freenet, we explore methods of using the dynamics of social networks to find scalable ways of searching and routing in a darknet. We discuss how the results indicating the human relationships really form a "small world", allow for ways of restoring to the darknet the characteristics necessary for efficient routing. We illustrate our methods with simulation results. This is, to our knowledge, the first time a model for building peer to peer networks that allow for both peer privacy and global communication has been suggested. The deployment of such networks would offer great opportunities for truly viable peer to peer networks, and a very difficult challenge to their enemies. Ian Clarke is the architect and coordinator of The Freenet Project, and the Chief Executive Officer of Cematics Ltd, a company he founded to realise commercial applications for the Freenet technology. Ian is the co-founder and formerly the Chief Technology Officer of Uprizer Inc., which was successful in raising $4 million in A-round venture capital from investors including Intel Capital. In October 2003, Ian was selected as one of the top 100 innovators under the age of 35 by the Massachusetts Institute of Technology's Technology Review magazine. Ian holds a degree in Artificial Intelligence and Computer Science from Edinburgh University, Scotland. He has also worked as a consultant for a number of companies including 3Com, and Logica UK's Space Division. He is originally from County Meath, Ireland, and currently resides in Edinburgh, Scotland. Oskar Sandberg is a post graduate student at the Chalmers Technical University in Gothenburg, Sweden. He is working on a PhD about the mathematics of complex networks, especially with regard to the small world phenomenon. Besides this he has an active interest in distributed computer networks and network security, and has been an active contributor to The Freenet Project since 1999.

It has become apparent that the greatest threat toward the survival of peer to peer, and especially file sharing, networks is the openness of the peers themselves towards strangers. So called "darknets"-encrypted networks where peers connect directly only to trusted friends-have been suggested as a solution to this. Some, small-scale darknet implementations such a Nullsofts WASTE have already been deployed, but these share the problem that peers can only communicate within a small neighborhood. Utilizing the small world theory of Watts and Strogatz, Jon Kleinbergs algorithmic observations, and our own experience from working with the anonymous distributed data network Freenet, we explore methods of using the dynamics of social networks to find scalable ways of searching and routing in a darknet. We discuss how the results indicating the human relationships really form a "small world", allow for ways of restoring to the darknet the characteristics necessary for efficient routing. We illustrate our methods with simulation results. This is, to our knowledge, the first time a model for building peer to peer networks that allow for both peer privacy and global communication has been suggested. The deployment of such networks would offer great opportunities for truly viable peer to peer networks, and a very difficult challenge to their enemies. Ian Clarke is the architect and coordinator of The Freenet Project, and the Chief Executive Officer of Cematics Ltd, a company he founded to realise commercial applications for the Freenet technology. Ian is the co-founder and formerly the Chief Technology Officer of Uprizer Inc., which was successful in raising $4 million in A-round venture capital from investors including Intel Capital. In October 2003, Ian was selected as one of the top 100 innovators under the age of 35 by the Massachusetts Institute of Technology's Technology Review magazine. Ian holds a degree in Artificial Intelligence and Computer Science from Edinburgh University, Scotland. He has also worked as a consultant for a number of companies including 3Com, and Logica UK's Space Division. He is originally from County Meath, Ireland, and currently resides in Edinburgh, Scotland. Oskar Sandberg is a post graduate student at the Chalmers Technical University in Gothenburg, Sweden. He is working on a PhD about the mathematics of complex networks, especially with regard to the small world phenomenon. Besides this he has an active interest in distributed computer networks and network security, and has been an active contributor to The Freenet Project since 1999.

Lately there seems to be an explosion of press hype around the possibility of hackers exploiting Voice-over-IP networks and services (Skype, Vonage, etc.). VoIP Spam, Caller ID Spoofing, Toll Fraud, VoIP Phishing, Eavesdropping, and Call Hijacking are just some of the terms being thrown around that seem to cause a fair share of fear and uncertainty in the market. We set out to write "Hacking Exposed VoIP" in part to combat this FUD, and also in order to help admins prioritize and defend against the most prevalent threats to VoIP today through real exploitation examples. This presentation is the byproduct of our research for the book. In it, we describe and demonstrate many real-world VoIP exploitation scenarios against SIP-based systems (Cisco, Avaya, Asterisk, etc.), while providing a sense of realism on which attacks are likely to emerge into the public domain. Also, we will unveil several VoIP security tools we wrote to facilitate the exploiting and scanning of VoIP devices, along with a few 0-days we discovered along the way. As VoIP is rolled out rapidly to enterprise networks this year, the accessibility and sexiness of attacking VoIP technology will increase. The amount of security research and bug hunting around VoIP products has only reached the tip of the iceberg and we predict many more vulnerabilities will begin to emerge. David Endler is the director of security research for 3Com's security division, TippingPoint. In this role, he oversees 3Com's internal product security testing, VoIP security center, and TippingPoint’s vulnerability research teams. Endler is also the chairman and founder of the industry group Voice over IP Security Alliance (VOIPSA). VOIPSA's mission is to drive adoption of VoIP by promoting the current state of VoIP security research, testing methodologies, best practices, and tools. Prior to TippingPoint, Endler led the security research teams at iDEFENSE. In previous lives, he has performed security research working for Xerox Corporation, the National Security Agency, and Massachusetts Institute of Technology. Endler is the author of numerous articles and papers on computer security and holds a Masters degree in Computer Science from Tulane University. Mark Collier, CTO for SecureLogix Corporation, is responsible for research and related intellectual property. Previously, Mr. Collier was with the Southwest Research Institute for 14 years, where he contributed to and managed software research and development projects in a wide variety of fields, including information warfare. Mr. Collier has been working in the industry for 20 years, and has spent the past decade working in security, telecommunications, and networking. He is a frequent author and presenter on the topic of voice and VoIP security and holds a Bachelor of Science degree in Computer Science from St. Mary’s University."

"Lately there seems to be an explosion of press hype around the possibility of hackers exploiting Voice-over-IP networks and services (Skype, Vonage, etc.). VoIP Spam, Caller ID Spoofing, Toll Fraud, VoIP Phishing, Eavesdropping, and Call Hijacking are just some of the terms being thrown around that seem to cause a fair share of fear and uncertainty in the market. We set out to write "Hacking Exposed VoIP" in part to combat this FUD, and also in order to help admins prioritize and defend against the most prevalent threats to VoIP today through real exploitation examples. This presentation is the byproduct of our research for the book. In it, we describe and demonstrate many real-world VoIP exploitation scenarios against SIP-based systems (Cisco, Avaya, Asterisk, etc.), while providing a sense of realism on which attacks are likely to emerge into the public domain. Also, we will unveil several VoIP security tools we wrote to facilitate the exploiting and scanning of VoIP devices, along with a few 0-days we discovered along the way. As VoIP is rolled out rapidly to enterprise networks this year, the accessibility and sexiness of attacking VoIP technology will increase. The amount of security research and bug hunting around VoIP products has only reached the tip of the iceberg and we predict many more vulnerabilities will begin to emerge. David Endler is the director of security research for 3Com's security division, TippingPoint. In this role, he oversees 3Com's internal product security testing, VoIP security center, and TippingPoint’s vulnerability research teams. Endler is also the chairman and founder of the industry group Voice over IP Security Alliance (VOIPSA). VOIPSA's mission is to drive adoption of VoIP by promoting the current state of VoIP security research, testing methodologies, best practices, and tools. Prior to TippingPoint, Endler led the security research teams at iDEFENSE. In previous lives, he has performed security research working for Xerox Corporation, the National Security Agency, and Massachusetts Institute of Technology. Endler is the author of numerous articles and papers on computer security and holds a Masters degree in Computer Science from Tulane University. Mark Collier, CTO for SecureLogix Corporation, is responsible for research and related intellectual property. Previously, Mr. Collier was with the Southwest Research Institute for 14 years, where he contributed to and managed software research and development projects in a wide variety of fields, including information warfare. Mr. Collier has been working in the industry for 20 years, and has spent the past decade working in security, telecommunications, and networking. He is a frequent author and presenter on the topic of voice and VoIP security and holds a Bachelor of Science degree in Computer Science from St. Mary’s University."

Barry Weinman merged and then took his first company public in the 1970s, making his first nine employees millionaires. Barry then became a venture capitalist helping start-ups become public companies, some of which included Palm, 3Com and Medscape. He co-founded Allegis Capital, HiBeam and Dragon Bridge Capital with much knowledge and skill in the investment industry up his sleeves.