POPULARITY
Categories
76 episodes with abb
85 episodes with abb
32 episodes with abb
21 episodes with abb
31 episodes with abb
15 episodes with abb
21 episodes with abb
9 episodes with abb
9 episodes with abb
10 episodes with abb
6 episodes with abb
7 episodes with abb
4 episodes with abb
13 episodes with abb
11 episodes with abb
9 episodes with abb
7 episodes with abb
6 episodes with abb
8 episodes with abb
7 episodes with abb
5 episodes with abb
6 episodes with abb
4 episodes with abb
3 episodes with abb
18 episodes with abb
15 episodes with abb
8 episodes with abb
4 episodes with abb
4 episodes with abb
5 episodes with abb
5 episodes with abb
4 episodes with abb
4 episodes with abb
8 episodes with abb
4 episodes with abb
4 episodes with abb
4 episodes with abb
5 episodes with abb
3 episodes with abb
4 episodes with abb
4 episodes with abb
7 episodes with abb
5 episodes with abb
4 episodes with abb
7 episodes with abb
4 episodes with abb
2 episodes with abb
8 episodes with abb
2 episodes with abb
3 episodes with abb
3 episodes with abb
3 episodes with abb
2 episodes with abb
59 episodes with abb
Abbaye Notre Dame de Timadeuc avec Père Benoit Briand (Père Abbé)
Cette semaine, les marchés ont battu des records historiques. Et puis vendredi matin, un rapport d'emploi américain trop bon — 172'000 créations de postes contre 85'000 attendus — a déclenché le plus grand massacre de capitalisation boursière de l'année dans le secteur des semiconducteurs. Plus de 1'000 milliards de dollars effacés. Le Nasdaq a vécu sa pire journée depuis 12 mois. Le VIX a explosé de 40%. Et Trump faisait la gueule sur X. Parce que oui — en 2026, une bonne nouvelle économique est une catastrophe boursière. Bienvenue dans ce monde. Dans ce Swiss Bliss, on revient sur les 5 sujets qui ont fait bouger la planète finance cette semaine :
Honeywell gehört zu den großen Namen der amerikanischen Industrie. Doch an der Börse blieb die Aktie in den vergangenen Jahren hinter vielen Wettbewerbern und auch hinter wichtigen Indizes zurück. Genau deshalb rückt die geplante Aufspaltung des Konzerns jetzt in den Mittelpunkt.Aus dem bisherigen Mischkonzern sollen klarere Einheiten entstehen: Honeywell Aerospace wird abgespalten, während sich das verbleibende Honeywell stärker auf Automatisierung, Gebäudetechnik und industrielle Technologien konzentriert. Für Anleger stellt sich damit eine spannende Frage: Wird der Aerospace-Spin-off zur großen Chance, oder zeigt die Aufspaltung vor allem, wie schwach das Wachstum im bisherigen Konzern zuletzt wirklich war?In dieser Honeywell Aktienanalyse 2026 geht es um die langfristige Kursentwicklung, den Vergleich mit Wettbewerbern wie Siemens, ABB, Schneider Electric und Howmet Aerospace, die Rolle des Luftfahrtgeschäfts, die Entwicklung von Umsatz, Gewinn, Dividende und Verschuldung sowie die aktuelle Bewertung der Honeywell Aktie.Besonders interessant ist der Aerospace-Bereich: Honeywell ist in vielen kommerziellen Flugzeugen, Business Jets sowie im Verteidigungs- und Raumfahrtbereich tief verankert. Gleichzeitig wächst genau dieser Bereich deutlich stärker als andere Teile des Konzerns. Die entscheidende Frage lautet daher: Sollte man die Honeywell Aktie bereits vor dem Spin-off kaufen, oder lieber warten, bis Honeywell Aerospace eigenständig an der Börse handelbar ist?
Auch diese Woche begrüßen wir euch unter dem Motto „3 Mikrofone, 3 Meinungen“ zu den folgenden Themen in dieser Ausgabe: ► Ferrari: Ich habe gekauft ► Deutsche Autobauer am Abgrund? ► Cybersecurity: Wie weit geht die Rallye? ► Bitcoin: +1.000% bis 2030? ► Aus diesen Aktien musst du raus! ► Hörerfrage von Magnus: Was halten wir vom Umbau bei Siemens? ► Quanten-Aktien: Ist das der große Gamechanger? ► Hier die brandneue BuyTheDip PLUS App herunterladen: https://www.buy-the-dip.de Sichere dir diese Vorteile: • Exklusive LIVE-Updates & Sessions • Detaillierte Aktien-Analysen & -Updates • Wöchentlicher Q&A-Podcast • Das BuyTheDip PLUS ETF-Depot • Watchlists: Aktien, ETFs, Krypto • Käufe & Verkäufe von Timo & Sebastian Ein wichtiger abschließender Hinweis: Aus rechtlichen Gründen dürfen wir keine individuelle Einzelberatung geben. Unsere geäußerte Meinung stellt keinerlei Aufforderung zum Handeln dar. Sie ist keine Aufforderung zum Kauf oder Verkauf von Wertpapieren. Die verwendete Musik wurde unter AudioJungle - Royalty Free Music & Audio lizensiert. Urheber: original_soundtrack. Offenlegung wegen möglicher Interessenkonflikte: Die Autoren sind in den folgenden besprochenen Wertpapieren bzw. Basiswerten zum Zeitpunkt der Veröffentlichung investiert: Ferrari, WisdomTree Cybersecurity ETF, Bitcoin, Alphabet, Investor AB, Iridium, ABB, Investor AB, D Wave
Most of the AI timeline debate happens in software. Benchmark scores, model releases, the shape of the capability curve. Jon Billow watches a different number for a living: lead times.Billow is on the leadership team at BNS, a firm that manufactures and installs electrical and communication infrastructure. The same critical power equipment his teams put into data centers also goes onto Navy and Coast Guard ships, more than 150 of them. He emailed John Sherman because he thinks the people forecasting AI's arrival are missing what he sees on the construction side every week. The buildout can only move as fast as its slowest part, and right now almost every part is backed up for years.That email is what got him on the show. Here is the heart of what he laid out.The constraint nobody prices inTo bring a large data center online, Billow says, a long list of things has to land at the same time: permitting, grid interconnect, critical power, cooling, and the compute itself. Miss one and the whole project waits. And nearly every item on that list carries a backlog measured in many months, sometimes years.The pinch point he keeps returning to is critical power equipment. According to Billow, the orders all funnel back to roughly five manufacturers, Eaton, ABB, Schneider, GE Vernova among them, and all of them are slammed. He notes that even the US government is having a hard time getting its allocation for ship programs, because it is standing in the same line as every hyperscaler. On top of that, more municipalities are now requiring data centers to bring their own behind-the-meter power generation, which adds another category of equipment backlog and a skill most operators have never needed before. Hooking up to the grid is one thing. Building gas turbines and finding electricians who can parallel generators is another, and the skilled trades are already stretched thin.A factor of five to sevenSherman pushed him to put a number on the gap. If a company says a project lands in a year, how far off is that really?Billow's read: the US has roughly 50 gigawatts of total data center capacity today, with about a quarter of it allocated to AI. Around five gigawatts are under active construction and another seven to twelve sit in backlog. Set that against the order-of-magnitude jumps the labs are talking about and his estimate is blunt. “If I was to be a betting man I would say it's in the order of five to seven years.” Whatever timeline you have been handed, in other words, multiply it.The tells from inside the labsHe pointed to two recent signals that the infrastructure is already the limiting factor. OpenAI walking back a large commitment tied to its Sora video product, which Billow reads as a company looking at finite compute and deciding where to spend it. And Anthropic delaying a model, which he attributes partly to security concerns and partly to the reality of constrained compute capacity. The software keeps leapfrogging. The ground underneath it does not move at the same speed.Why this could be good newsBillow does not frame any of this as a reason to relax. He frames it as time. If the physical buildout runs years behind the hype, that is runway to get governance and alignment right rather than scrambling after the fact. He drew the parallel Sherman's audience knows well, comparing the moment to how the world slowly built doctrine around nuclear risk, and argued the work now is to use the delay deliberately.His closing image stuck with us. He said he wants to tell his grandkids that we were building the car while it was going down the road at 55 miles an hour, but we had the presence of mind to put in seat belts because we knew who was in the back seat.Where they did not agreeThe conversation did not paper over the tension. Sherman described his time in Holly Ridge, Louisiana, a town of about 2,000 mostly elderly people living next to a data center he compared to the size of Manhattan, with construction dust in the air and water residents will not drink. He found it overwhelmingly sad. Billow sees the same structures differently, as a testament to human ingenuity that can be sited and built responsibly if we choose to. Both things sat in the room at once, and the episode is better for letting them.Going deeperWe pulled the headline argument into this piece. The full breakdown for paid subscribers goes into the parts that get more technical and more political:* Compute governance as the most feasible near-term guardrail, including chip tracking and why the industry pushes back hard* The anonymous-compute problem and why “confidential computing” worries safety researchers* China's narrow-AI approach and what it implies about the data center race* Recursive self-improvement, Jevons paradox, and whether you even need new data centers to reach the danger zone* The regulatory carve-out tech enjoys, and the NDA story coming out of LouisianaIf you want that version, upgrade your subscription and it lands in your inbox. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit theairisknetwork.substack.com/subscribe
“Activism” might be one of the less helpful terms in modern investing, a label that conjures everything from boardroom bust-ups, to terse exchanges between disgruntled shareholders and incumbent managements. However, in this conversation, Lars explains the early insights gained from collaborations with the great Carl Icahn, to building Cevian, and creating a long-term, extremely successful fund, investing in a small number of listed European and UK companies to help bring about significant, value-creating change. He explains the voyage from identification to ownership; from constructive engagement to taking a place on the board; to working to bring about change and improving the business' execution to driving improved shareholder returns through operational improvements. He contrasts their approach to that of private equity, discusses investing as they did to bring about change at ABB, to pondering on the question of “why more people don't do this?” The Money Maze Podcast is kindly sponsored by J.P. Morgan Asset Management*, IFM Investors, World Gold Council and LSEG.*During the episode we cite J.P. Morgan Asset Management as Europe's leading active ETF provider by assets under management. This is sourced from J.P. Morgan Asset management and Bloomberg, data as of 30 March 2026.
As geopolitical tensions rise and sustainability faces growing scrutiny, some long term investors are doubling down instead of pulling back. In this live episode of Sustainable Edge, Siri Sachs of the Wallenberg ecosystem and Johan H. Andresen of FERD explore how resilience, competitiveness, ethics, and sustainability shape investment decisions in a world where uncertainty has become the new normal.In this episodeSiri Sachs and Johan H. Andresen share how family ownership structures can enable long term thinking and why sustainability remains deeply tied to resilience and competitiveness, even in a more fragmented global landscape.Learn about:Long term investing in uncertain times Why some investors continue backing large scale green transitions despite market volatility and political uncertaintySustainability and competitiveness How climate investments are increasingly viewed as essential for future industrial strength and resilienceRisk taking and transformation: Why family owned businesses can take longer term bets that public markets often avoidPurpose beyond profit: How responsibility, social impact, and ethics influence investment decisions and talent attractionEngagement versus exclusion: Why active ownership and supplier engagement can sometimes drive more meaningful change than divestmentAI and ethical leadership: How investors are thinking about the opportunities and risks tied to artificial intelligence and autonomous systemsRegulation and execution: Why predictable frameworks matter, but overregulation can risk slowing competitiveness and innovationThe future of Nordic leadership: How collaboration, trust, and long term ownership models could help shape a more sustainable economyAbout Siri SachsSiri Sachs is a Board Member at Wallenberg Investments and part of the sixth generation of the Wallenberg family. The Wallenberg ecosystem includes foundations, industrial holdings, and global companies such as ABB, AstraZeneca, Ericsson, and SEB. Her work focuses on long term ownership, competitiveness, and ensuring that investments contribute to future resilience and innovation.About Johan H. AndresenJohan H. Andresen is the Owner and Chair of FERD, a family owned investment company focused on long term value creation and social impact. Under his leadership, FERD transformed from a tobacco business into a diversified investment platform with holdings across industry, technology, and sustainability focused ventures. Johan has also chaired the Ethics Council of Norway's sovereign wealth fund, helping shape ethical investment practices for one of the world's largest funds.
With global electricity demand on the rise, the need for reliable power is becoming increasingly critical. Nuclear power is fast emerging as a critical part of this future infrastructure, with small modular reactors, or SMRs, gaining particular attention. Scalable, flexible and able to provide consistently high load factors, SMRs are emerging as an important technology for a reliable, low-carbon energy system. In this episode of Industry Optimized, host Fran Scott speaks to Jacob Stedman, CEO of Blykalla, and Elova Ryegard, Nuclear Expert, Energy Industries at ABB. Together they discuss what a low-carbon future might look like, how SMRs can complement both renewable and conventional nuclear energy sources and why they’re increasingly seen as a practical pathway to expanding low-carbon energy capacity.See omnystudio.com/listener for privacy information.
As coal and gas plants retire, the energy transition conversation focuses on replacing their generation capacity. What gets far less attention is the loss of the physical properties those machines provided for free: inertia that stabilises frequency, fault current that supports voltage during disturbances, and reactive power that regulates voltage across the network. These services come from the physics of enormous spinning rotors synchronised to the grid, responding instantaneously, without sensors, software or control loops. As inverter-based resources replace them, that mechanical immune system disappears, and a new, extreme stress test is arriving at the same time in the form of AI data centres whose loads can swing by hundreds of megawatts in a fraction of a second.Host Bridget van Dorsten is joined by Kristina Carlquist, General Manager of Synchronous Condensers at ABB, and Christian Payerl, Sales Manager of Synchronous Condensers at ABB, to unpack why a technology that has existed for as long as the grid itself is now experiencing a revival.Christian explains the three ancillary services the grid is losing, inertia, short-circuit current and reactive power, and why inverter-based generation does not replace them. Grid-forming batteries can be programmed to simulate inertia, but each charge-discharge cycle degrades lifetime, overload capacity is limited to microseconds, and the models needed for accurate grid simulation are often tied up in manufacturer IP. Synchronous condensers respond on physics alone, in both directions, with no degradation and no modelling uncertainty. The recent blackout in Spain illustrates what happens when that gap is left unfilled.Kristina walks through the commercial traction. ABB's partnership with VoltaGrid on isolated data center microgrids has grown from an unexpected inbound enquiry in late 2024 to dozens of synchronous condensers delivered. On the grid-connected side, the Faroe Islands have deployed four units with a fifth on the way as part of their push toward 100% renewables, already achieving multi-day periods of fully renewable operation. ABB is also working with Korea's Jeju Island on its first flywheel-equipped deployment. The demand pattern is widening: islands integrating renewables, TSOs managing weak grid regions, mines electrifying operations, and now data centre developers who had never considered grid stability equipment before.The episode closes on regulation and standards. Christian, who participates in international standards work through CIGRE, notes that there is still no international standard for flywheel safety and that the treatment of inertia as a paid service varies dramatically by country. While inertia is compensated as a paid service in the UK, in Sweden it is treated as free – rotating machines providing it receive no income stream for doing so. As data center load grows faster than regulation can respond, both guests argue that the answer is not one technology but a combination, provided the industry, utilities and policymakers can align on what the grid actually needs to remain stable.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
The rush to capitalize on agentic capabilities is in full swing in enterprise, but there is caution in operational settings, like industrial control systems. Getting to autonomy in these environments requires a greater consideration in design and implementation and Cody Falcon of ABB joins host Eric Hanselman to continue a conversation that started at CERAWeek to explore the many aspects that should be in consideration. Risk is, of course, much greater in physical systems and AI requires more complex guardrails to manage it. But the greater challenge is in building trust. AI's ability to handle scope and scale can be tremendously valuable in control systems and the ready availability of telemetry and operational data give implementations a solid base to work from. The journey to autonomy is one that has to be built on proven successes. As with any new employee, agents will need to build trust. More S&P Global Content: The CERAWeek conference Next in Tech | Ep. 259: The RSAC Conference – Agents on The Loose AI in action: unleashing agentic potential 2026 Trends in Information Security For S&P Global subscribers: Redefining OT security and ensuring operational continuity in the age of hybrid, AI-driven OT Tech Trend in Focus: Digital twins in the oil and gas industry 2026 Trends in IoT, Edge & Digital Industries Key learnings from the CERAWeek Chief AI Officer Leadership Circle Credits: Host/Author: Eric Hanselman Guest: Cody Falcon, Global Digital Portfolio & Technology Leader, Energy Industries, ABB Producer/Editor: Feranmi Adeoshun Published With Assistance From: Sophie Carr, Kyra Smith, Dylan Scheible
Le S&P 500 au-dessus de 7 400. Le Dow qui retape les 50 000. Sept hausses hebdomadaires consécutives. Du jamais-vu depuis 2023. Champagne. Caviar. On a gagné. Bon… par contre. Le baril à 109 dollars. L'inflation américaine repartie à 3,8%. Le PPI à son plus haut depuis 4 ans. Le rendement du 30 ans à 5,12% — son plus haut depuis 2007. 2007. Vous vous souvenez de ce qui s'est passé après ? Vendredi, le marché s'est réveillé avec la gueule de bois. Et la grande question est devenue : on monte encore, ou ça craque ? Dans ce Swiss Bliss, on dissèque la semaine la plus schizophrène de l'année 2026 : ▸ Le retour brutal de l'inflation (CPI + PPI explosifs) ▸ Kevin Warsh qui prend les commandes d'une Fed menottée ▸ Le sommet Trump-Xi : beaucoup de paillettes, zéro contrat ▸ Le détroit d'Ormuz toujours fermé, le pétrole qui flambe ▸ Les bond vigilantes qui reviennent après 30 ans d'absence ▸ La folie DRAM : +107% en six semaines (la bulle dans la bulle) ▸ Cisco, Applied Materials et l'amuse-bouche avant NVIDIA mercredi Et toujours en seconde partie, le tour de Suisse : Zurich Insurance qui imprime du cash, Sonova qui souffre, ABB qui rachète l'Italie, et le grand bazar du marché élargi. Réponse "to krach or not to krach" : mercredi soir, avec Nvidia. ⚠️ D'ici là — méfiez-vous des vapeurs.
Rechenzentren bilden das Fundament unserer digitalen Gesellschaft. Gleichzeitig stehen Betreiber, Infrastrukturunternehmen und Projektverantwortliche vor immer größeren Herausforderungen. Der Bedarf wächst rasant, getrieben durch Cloud-Dienste, KI-Anwendungen und die fortschreitende Digitalisierung. Doch beim Ausbau stoßen viele Projekte an ihre Grenzen: fehlende Flächen, lange Genehmigungsverfahren, hohe Energieanforderungen und komplexe regulatorische Vorgaben. In dieser Folge von „Das Ohr am Netz“ sprechen Sidonie und Sven angesichts des eco Data Center Expert Awards und Summits 2026 über die Zukunft digitaler Infrastruktur in Europa. Im Mittelpunkt stehen die Fragen, wie Rechenzentren nachhaltig wachsen können, welche Rolle Energieversorgung und Resilienz spielen und warum rechtliche Rahmenbedingungen zunehmend entscheidend werden. Günter Eggers, Director Public bei NTT Datacenters, gibt Einblicke in die aktuelle Marktentwicklung aus Sicht eines Rechenzentrumsbetreibers. Im Gespräch geht es um steigende Nachfrage, neue Anforderungen durch KI-Anwendungen und die wachsende Bedeutung der Stromverfügbarkeit bei Standortentscheidungen. Außerdem thematisiert er regulatorische Vorgaben und warum Deutschland im europäischen Vergleich zunehmend unter Druck gerät. Sebastian Behr, Key Account Manager for Colocation Data Center, und Karsten Paeth, Director Sales & Solutions Central Europe, von ABB beleuchten die technischen Anforderungen moderner Rechenzentren und erklären, warum Energieversorgung und Ausfallsicherheit heute zentrale Infrastrukturthemen sind. Darüber hinaus diskutieren sie die steigenden Leistungsdichten durch KI, die zunehmende Geschwindigkeit neuer Projekte sowie die Rolle von Batteriespeichern für resiliente Systeme. Mit Micha Heise, Senior Associate bei Fieldfisher, spricht Sven über das Backbone des Internets und die rechtlichen Fragen hinter dem Ausbau digitaler Infrastruktur. Im Fokus stehen Glasfasertrassen, Wegerechte und die Herausforderungen beim Ausbau von Telekommunikationsnetzen über fremde Grundstücke. Das Interview gibt einen Vorgeschmack auf die Legal Fieldfisher Masterclass im Rahmen des Data Center Expert Summits 2026. Weitere Infos: Alle Informationen zum Data Center Award und Summit 2026: https://www.eco.de/events/data-center-expert-summit-2026/ Handelsblattsblatt Jahrestagung: Datacenter-Standort Deutschland: Datacenter-Standort Deutschland - Handelsblatt Live: https://live.handelsblatt.com/event/datacenter-standort-deutschland/ eco Umfrage zu Passwörtern: https://www.eco.de/presse/eco-umfrage-hat-das-passwort-bald-ausgedient-jeder-dritte-setzt-auf-neue-verfahren/ Eckpunktepapier zur Rechenzentrumsstrategie: https://www.eco.de/presse/eco-allianz-draengt-auf-umsetzung-der-rechenzentrumsstrategie/ — Redaktion: Christin Patricia Müller, Irmeline Uhlmann, Anja Wittenburg, Erik Jödicke Schnitt: David Grassinger Moderation: Sidonie Krug, Sven Oswald Produktion: eco – Verband der Internetwirtschaft e. V.
What if your electrical assets weren't just infrastructure — but strategic business drivers?In this episode, Berend Booms sits down with Matthew Wise, VP & Head of Strategy and Business Development at ABB Electrification Service, to unpack why the shift from input-based to outcome-based asset management is reshaping entire industries.Matt brings sharp insight from ABB's frontline — managing over 80 million assets across 50+ countries — on how converging technologies like AI, predictive analytics, and real-time monitoring are moving organizations from reactive maintenance to true system orchestration.What we cover:Why traditional service contracts are no longer fit for purposeWhere AI is genuinely adding value — and where it's falling shortHow to align sustainability and performance as complementary goalsThe organizational silos quietly killing asset optimizationWhat resilience looks like in an increasingly unpredictable worldIf you work in asset-intensive industries — this is essential listening.
Flera bolag har rapporterat bra för första kvartalet och trots orosmoment är börsindex upp. Panelen diskuterar även megatrender, köptips och säljtips.Aktierna vi nämner i aktiepodden denna gång är i tur och ordning Hansa, Bahnhof, Investor, Bravida, Huskvarna, Dometic, Enea, Apotea, Electrolux, Indutrade, Addnode, Sweco, Hexatronic, Yubico, ABB, SpaceX, Studsvik, SMP Global Water ETF, Munters, Lundin Mining, Plejd, H&M, AkerBP, Exchange Income, Anoto, Active Biotech, IPC, Alligo, Meren Energy, Epiroc och Alcadon. Börspanelens alla sajter hittar du här:shows.acast.com/tresmarta/aboutHernhag.seBorspsykologen.seSternersforlag.se Hosted on Acast. See acast.com/privacy for more information.
I dagens episode er Christoffer Callesen tilbake for å snakke om hvordan man finner vakre investeringer i selskaper som markedet har ødelagt eller undervurdert.Christoffer (f. 1988) er hovedforvalter av Fondsfinans Utbytte, som har vokst fra 450 millioner til over 7,5 milliarder kroner siden han overtok. Han er kjent for sin disiplinerte, analytiske stil og evne til å gå mot strømmen.I samtalen går vi tett på hvordan Christoffer jakter selskaper som reduserer sin kapitalintensitet. Som betyr selskaper som beveger seg fra kapitaltunge til kapitallette forretningsmodeller, og vi dykker dypt inn i flere av hans største og mest spennende posisjoner akkurat nå.Kongsberg Maritime – stort kjøp forrige uke og spin-off-casetValmet – kjøpsmulighet etter kursfall?Bravida – opp 38,7 % siden sist, hva driver oppgangen?Subsea 7, Equinor, Yara International, Storebrand, Wilhelmsen Holding, Röko, ABB, Investor AB, Aker, Accenture, Bouvet, og flereVi snakker også om SaaS-apokalypsen, durabele old economy-selskaper, gjentakende inntekter og hvilke endringer Callesen har gjort i porteføljen fra energi mot nordiske industriselskaper. En lærerik samtale om verdijakt i markedet akkurat nå.Ønsker du å lese mer om fondene han forvalter finner du det her:Fondsfinans Utbytte: https://www.fondsfinans.no/vare-fond/utbytte/?sel=dropdown1Fondsfinans Norden: https://www.fondsfinans.no/vare-fond/norden/ Episoden er spilt inn for informasjons- og underholdningsformål, og innholdet i episoden skal ikke anses som en investeringsanbefaling. Innholdet er ikke sponset av Fondsfinans Kapitalforvaltning. Christoffer ble invitert av StockUp.Vel lytt!Ønsker du å være med på discord?Gå hit: https://discord.gg/CsxNmyXGbE Hvis du ønsker å støtte podcasten, har vi satt opp en Patreon: https://www.patreon.com/StockUp831
In this episode of the ABB Solutions Podcast, host Mike Murphy is joined by Robert Boyce, ABB U.S. Division Manager for IEC Low Voltage Motors, to discuss how motors are designed to perform in aggressive applications like crushers in the aggregate industry.From heavy shock loads to extreme environmental conditions, crushers push motors to their limits. Robert shares how ABB designs motors to handle high starting torque, mechanical stress, vibration and contamination, all while maintaining reliability and efficiency.Tune in to hear insights on:Aggregate Applications: How conveyors, shaker screens and crushers impact motor performanceStarting Torque Demands: Why constant torque applications require higher locked rotor torque and overload capabilityOverbuilt Design: How larger shafts, reinforced materials and oversized bearings handle shock loadsVibration and Mechanical Stress: Why conduit box placement and internal components matter in aggressive environmentsEnvironmental Protection: How IP66 designs help protect against dust and moistureElectrical Reliability: Why terminal blocks provide stronger connections than flying leads in high vibration settingsEfficiency Standards: How these motors meet and exceed IE3 and IE4 efficiency requirementsBuilt for Survivability: Why durability and uptime are critical in crusher applicationsReferencesIf you would like to attend a training, head over to our U.S. Drives & PAC Automation Solutions Training page. Interested in learning more about ABB Drives? Join our Tech Tuesday webinars where our experts tackle topics from improving efficiency and reliability to solving maintenance issues.Podcast 1: Misconceptions Between NEMA and IEC Efficiencies – clearing up common misunderstandings around efficiency standards and how NEMA and IEC compare in real-world applications: https://www.buzzsprout.com/1770390/episodes/11049334Podcast 2: IEC and what it means in the US – a closer look at IEC standards and what they mean for U.S. operations, compliance, and motor selection: https://www.buzzsprout.com/1770390/episodes/10839306
Sophie Neate, Global Head of Digital Marketing and Content at ABB Electrification, explores how one of the world's leading technology companies balances precision account-based marketing with scalable campaign execution across more than 100 countries. Sophie brings a wealth of experience navigating complex, industrial buying cycles where purchase decisions involve multiple stakeholders and can stretch beyond a year. Her team has built a sophisticated marketing technology ecosystem, powered by tools such as Pardot, Demandbase, and Salesforce, that enables data-driven decision-making at every stage of the buyer's journey. She shares how ABB Electrification structures its campaigns around a clear three-phase funnel, awareness, consideration, and nurturing, while evolving toward a hybrid model that pairs account-based marketing precision with broader cross-functional campaign reach. The conversation goes deep into ABB's bold shift from marketing-qualified leads (MQLs) to marketing-qualified accounts (MQAs), including the nerve-wracking decision to remove personal email addresses from contact forms, a move that improved lead quality by 33 percent. Sophie explains how her team localizes content at scale using in-house AI tools, translation services, and marketing kits that empower regional teams to adapt global messaging without sacrificing brand consistency. What You'll Hear: • How ABB Electrification structures campaigns around a three-phase funnel (awareness, consideration, nurturing) with distinct teams and KPIs for each stage • Why shifting from marketing-qualified leads to marketing-qualified accounts can dramatically improve lead quality and sales alignment • How removing personal email addresses from contact forms increased lead quality by 33 percent and reduced competitor noise • The hybrid model that combines account-based marketing precision for strategic accounts with traditional cross-functional campaigns for broader market reach • How to localize content at scale across 100-plus countries using in-house AI, translation services, and flexible marketing kits • Why 80 percent of buyers research before visiting a company website, and how that shapes the decision to gate or ungate content
Les croisades c'est un sacré morceau d'Histoire, et ça nous a pas mal marqué. La preuve, quand on dit “Moyen Âge”, on pense très rapidement aux mots “chevaliers” et “croisades”. Je vous ai demandé sur les réseaux sociaux à quoi les croisades vous faisaient penser. Vous m'avez répondu, il y avait plein de trucs intéressants, et surtout beaucoup de clichés. Ça serait un grand choc des civilisations, la Chrétienté contre l'Islam, des fanatiques religieux qui se font la guerre de manière ultra violente, tout ça pour l'appât du gain. Il va donc falloir qu'on revoie tout ça en reposant un peu les bases ! Donc aujourd'hui, on s'y colle, et je vous réponds directement ! Bonne écoute !⚔️ Ne loupez pas mon livre collectif Les Chevaliers dispo en précommande jusqu'au 15 mai seulement : https://fr.ulule.com/chevaliers-notabene
Unser Partner Scalable Capital ist der einzige Broker, den deine Familie zum Traden braucht. Bei Scalable Capital gibt's nämlich auch Kinderdepots. Alle weiteren Infos gibt's hier: scalable.capital/oaws. SpaceX will Cursor für 60 Mrd. $ kaufen. Tesla bringt Zahlen. GE Vernova und Siemens Energy boomen dank Rechenzentren. ABB meldet Rekordbestellungen. Adobe kündigt 25 Mrd. $ Rückkauf an. Boeing liefert mehr als Airbus. ASML vs TSMC. Moncler (WKN: A1W66W) trotzt der Luxus-Krise. Gesamtumsatz plus 12 Prozent, während LVMH schrumpft. Stone Island wächst zweistellig, vor allem in Asien. Und die Bewertung liegt unter dem 5-Jahres-Schnitt. Coinbase (WKN: A2QP7J) startet einen App Store für KI-Agenten. Klingt futuristisch, aber die Aktie hängt weiter am Bitcoin. Und Kalshi und Polymarket greifen das Kerngeschäft an. Dazu: Mega-Hacks bei Drift und Aave. Und Anthropic bei PreStocks. Diesen Podcast vom 23.04.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices
Nos centramos hoy en Lufthansa, ASM International, ABB... Con Alberto Roldán, profesor de Finanzas de la Universidad Europea.
Is traditional hierarchy slowing organizations down in the AI era? In this CIO Talk Network conversation, Sanjog Aul is joined by Alexandre Kozlov of ABB, Andrea Heekelaar of Renault Dacia Brand, and Mahendra Beharie of DHL to explore how leadership models are evolving in response to AI, innovation, distributed teams, and changing workforce expectations. The panel discusses balancing agility with governance, enabling innovation without chaos, scaling AI initiatives responsibly, and redefining leadership for a hybrid human-AI future. Key themes include: Leadership beyond command-and-control structures Product-based and agile operating models Human-centered leadership in AI-driven organizations Controlled experimentation and governance Scaling AI across global enterprises Building cultures that embrace change and innovation Topics Covered AI and leadership evolution Organizational flexibility Product operating models Agile and SAFE frameworks AI governance and ownership Innovation enablement Human leadership qualities Future-ready organizations Time Stamps 00:00 Introduction 02:17 Leadership structures under pressure 08:37 Controlled chaos and innovation 12:05 Experimenting with organizational design 24:08 AI disruption and urgency 30:15 Risks of rushing AI adoption 41:12 Scaling AI in global enterprises 49:42 Leadership self-reflection 57:19 Closing thoughts Links ▶️ Watch the full video on YouTube https://www.youtube.com/@ciotalknetwork ▶️ Watch on Vimeo https://vimeo.com/ciotalknetwork
I veckans avsnitt av Analyspodden fortsätter vi att introducera nya bolag och lyfta fram de viktigaste insikterna från våra senaste analyser. Vi börjar med SaltX, som utvecklat en elektrisk kalcineringsteknologi för att möjliggöra fossilfri produktion av kalk och cement. Vi går igenom hur tekniken fungerar, bolagets kapitallätta affärsmodell, partnerskap med industrijättar som Holcim, ABB och SMA Mineral samt vägen mot kommersiell uppskalning genom testanläggningar och pilotprojekt.Därefter fördjupar vi oss i GiG Software, ett renodlat B2B iGaming techbolag som kom till börsen efter en Spin-off 2024. Vi går igenom plattformserbjudandet, affärsmodellen, skalbarheten och varför GiG nu befinner sig i en finansiell inflection point med förväntat positivt kassaflöde mot andra halvan av 2026.Länk till fullständiga analyser nedan.SaltX Technology: https://access.dnbcarnegie.com/companies/1628GiG Software: https://access.dnbcarnegie.com/companies/1613
Bu dəfə qonağımız ABB İnvest-in “Biznesin inkişafı” departamentinin direktoru Elçin Məmmədov oldu. Dolğun, bol-bol maraqlı və faydalı söhbətimizi dinləyin, paylaşın və şərh yazın ki, daha çox adama çataq
In this episode of the ABB Solutions Podcast, host Mike Murphy wraps up the motor starting methods series with a deep dive into variable frequency drives (VFDs). Joined by an ABB Drives expert, the conversation explores how VFDs provide advanced motor control by adjusting frequency, voltage, and torque to match application demands.Building on previous discussions around full voltage starters and soft starters, this episode highlights how VFDs go beyond startup—offering continuous control, improved efficiency, and significant energy savings in many applications.Tune in to hear insights on: • What Is a VFD: How variable frequency drives convert incoming power into controlled output to manage motor speed and performance• Speed & Torque Control: How VFDs allow precise control of speed, torque, and power across a wide operating range• Energy Savings Potential: How reducing speed can dramatically lower energy consumption, especially in pump and fan applications• How VFDs Work: A high-level look at how drives convert AC to DC and back to a controlled AC signal for the motor• VFD vs. Other Starting Methods: How VFDs compare to soft starters and full voltage methods in functionality and cost• Advanced Control Features: Capabilities like direct torque control (DTC), programmable settings, and system monitoring• Real-World Applications: Where VFDs provide the most value, including conveyors, pumps, fans, and high-efficiency systemsReferencesIf you would like to attend a training, head over to our U.S. Drives & PAC Automation Solutions Training page. Interested in learning more about ABB Drives? Join our Tech Tuesday webinars where our experts tackle topics from improving efficiency and reliability to solving maintenance issues.Podcast 1: Introduction to Motor Starting Methods – foundational overview of motor types and starting methods: https://www.buzzsprout.com/1770390/episodes/18739876-introduction-to-motor-starting-methods.mp3?download=truePodcast 2 — Motor Starting Methods: Soft Starters – understanding voltage control and reduced inrush current: https://www.buzzsprout.com/1770390/episodes/18871039Podcast 3 — Training with ABB Project Management – defining scope, scheduling, and resources for project success: https://www.buzzsprout.com/1770390/episodes/15697913Podcast 4: Setting and Achieving Goals – creating clarity, ownership, and direction in personal and professional growth: https://www.buzzsprout.com/1770390/episodes/17963852Podcast 5: Focus & Productivity – building habits and structure to stay consistent and avoid burnout: https://www.buzzsprout.com/1770390/episodes/18125609Podcast 6: Teambuilding – strengthening alignment, roles, and collaboration for high-performing teams: https://www.buzzsprout.com/1770390/episodes/17267078
Presented by Quiksilver The boys are back in studio (well remote at least) to chat all things ABB, Usher Cup, Newy Changa and Eternal MMA before diving into their thoughts on the prospects of the rookie class of 2026. Plus a look ahead to Bells, Fantasy Tips and more surf banter than you could ever possibly need. It's so surf it hurts - it's 10yrs of Lipped!
In this episode of the ABB Solutions Podcast, host Mike Murphy continues the motor starting methods series with a closer look at soft starters. Joined by Brion Flaningam, ABB Drives Technical Instructor, the conversation explores how soft starters regulate voltage, reduce inrush current, and provide a smoother alternative to traditional motor starting methods.Building on the fundamentals from the previous episode, this discussion highlights when soft starters are the right choice and how they compare to both full voltage starters and variable frequency drives.Tune in to hear insights on:What Is a Soft Starter: How soft starters use SCRs (thyristors) to gradually ramp voltage up and down during motor startupVoltage vs. Speed Control: Why soft starters control voltage—not speed—and what that means for your applicationInrush Current Reduction: How soft starters minimize the high current spikes seen in direct online startingSoft Starter vs. VFD: Key differences in cost, functionality, and when each solution makes senseBypass Contactors Explained: How bypass systems reduce wear and improve efficiency once the motor reaches full speedApplication Use Cases: Where soft starters work best, including conveyors, escalators, and simple applications where only startup control is neededAdvantages & Limitations: Lower cost and reduced mechanical stress vs. limited control over speedReferencesIf you would like to attend a training, head over to our U.S. Drives & PAC Automation Solutions Training page. Interested in learning more about ABB Drives? Join our Tech Tuesday webinars where our experts tackle topics from improving efficiency and reliability to solving maintenance issues.Podcast 1 — Introduction to Motor Starting Methods – foundational overview of motor types and starting methods: https://www.buzzsprout.com/1770390/episodes/18739876-introduction-to-motor-starting-methods.mp3?download=truePodcast 2 — Business Strategy – strategic planning fundamentals to support long-term success: https://www.buzzsprout.com/1770390/episodes/17631204Podcast 3: Training with ABB Project Management – defining scope, scheduling, and resources for project success: https://www.buzzsprout.com/1770390/episodes/15697913Podcast 4 — Setting and Achieving Goals – creating clarity, ownership, and direction in personal and professional growth: https://www.buzzsprout.com/1770390/episodes/17963852Podcast 5 — Focus & Productivity – building habits and structure to stay consistent and avoid burnout: https://www.buzzsprout.com/1770390/episodes/18125609Podcast 6 —Teambuilding – strengthening alignment, roles, and collaboration for high-performing teams: https://www.buzzsprout.com/1770390/episodes/17267078
In der heutigen Folge sprechen die Finanzjournalisten Nando Sommerfeldt und Holger Zschäpitz über Öl-Frachter-Deals mit dem Iran, das China-Lob des VW-Chefs und ein erfolgreiches Rüstungs-Debüt. Außerdem geht es um XPeng, Polestar, Vincorium, Rheinmetall, Yara, K+S, Mosaic, CF Industries, Nutrien, Archer-Daniels Midland, Bunge, Corteva, Deere, E.on, Enel, Siemens, ABB, Fastned. Wir freuen uns an Feedback über aaa@welt.de. Anzeige: Diese Folge enthält Werbung für Smartbroker+. Depot eröffnen & 60 € ETF sichern! Riesige ETF-Auswahl, flexible Trades & persönlicher Support bei Smartbroker+. Alle Informationen gibt es unter: https://get.smartbrokerplus.de/triple-aaa-podcast/ Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Hier könnt ihr den AAA-Newsletter abonnieren: https://www.welt.de/newsletter/article232797673/Alles-auf-Aktien-Der-taegliche-Boersen-Newsletter-fuer-WELTplus-Abonnenten.html Und - ganz neu: AAA gibt es jetzt auch auf Instagram: https://www.instagram.com/alles_auf_aktien/ Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html
n the Aramaic linguistic world, names are not arbitrary labels but vessels of essence, revelation, and vocation; they participate in the reality they signify. Rooted in a triliteral system, Aramaic names often encode theological claims about God's character and His relation to humanity. For example, יֵשׁוּעַ (Yešūaʿ) derives from the root ישׁע (y-š-ʿ), meaning “to save,” so the name itself proclaims salvation as an active, embodied reality rather than a distant doctrine. Similarly, שִׁמְעוֹן (Šimʿōn)—“he has heard”—reflects a theology in which God is responsive and attentive, embedding divine listening into personal identity. The name מַרְיָם (Maryam), often linked with “bitterness” or “rebellion,” carries the tension of suffering transformed into purpose, a recurring theological motif in Semitic thought. Even divine titles such as אַבָּא (ʾAbbāʾ) reshape theology: rather than a formal “father,” the term conveys immediacy, intimacy, and relational nearness, collapsing hierarchical distance. Thus, in Aramaic, to speak a name is to invoke a theology each utterance becomes a micro-confession, where identity, destiny, and divine action are inseparably intertwined. for more online courses check this link: https://www.twinsbiblicalacademy.com/paid-courses
Autonomous industrial operations might sound like something out of a sci-fi movie: a factory running in the dark, machines quietly humming and everything ticking along without a single person on the floor. But in reality, autonomy isn’t about replacing people. On the contrary: it’s about amplifying human expertise. In this episode, host Fran Scott sits down with Peter Terwiesch, President of Automation at ABB, and Dayan Rodriguez, Corporate Vice President for Global Manufacturing and Mobility at Microsoft, to take a closer look at what the journey towards autonomous industrial operations means in practice. This conversation is not about the hype, but rather about what’s real today and what’s coming next. Listen to or watch Industry Optimized from ABB on your favourite podcast platform, including Youtube and Spotify. See omnystudio.com/listener for privacy information.
In der heutigen Folge sprechen die Finanzjournalisten Anja Ettel und Holger Zschäpitz über Kahlschlag bei Meta, den Krisengewinner Bitcoin und das mögliche Ende der Quartalsberichterstattung. Außerdem geht es um Nebius, Meta, Micron, Sandisk, Western Digital, Dollar Tree, Dollar General, Circle Internet, UniCredit, Commerzbank, KUKA, Amazon, Microsoft, Alphabet, ABB, Uber, FANUC, ASML, Carl Zeiss Meditec, BlackRock und JPMorgan. Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Hier könnt ihr den AAA-Newsletter abonnieren: https://www.welt.de/newsletter/article232797673/Alles-auf-Aktien-Der-taegliche-Boersen-Newsletter-fuer-WELTplus-Abonnenten.html Und - ganz neu: AAA gibt es jetzt auch auf Instagram: https://www.instagram.com/alles_auf_aktien/ Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html
Junaid Shaikh: Product Owner Anti-Patterns, From Team Owner to Product Owner, And The PO Who Got It Right Junaid opens with a line that cuts straight to the most common PO anti-pattern: "You are the product owner, not the team owner." When he sees a PO slipping into command-and-control mode, he asks them one question: "What is your role?" They say "Product Owner." He says: "Exactly. You own the product, not the team. If you were meant to own the team, we'd call you a project manager." The worst case he witnessed: a PO who was so possessive of "his" team that he required approval on everything — processes, tools, even holiday requests. In sprint planning, he would assign stories to individual team members ("Mr. X, you take this one"). He'd estimate the work himself, and when developers pushed back, he'd override them: "I was a developer, I know how long this takes." For approaching PO anti-patterns, Junaid has a deliberate style: he doesn't confront upfront. He observes, takes notes, and starts by solving a smaller impediment to demonstrate he's there to help. Once trust is built, he brings in coaching tools — first teaching the basics ("this is what the PO role is in Scrum"), then gradually coaching on specific anti-patterns observed in practice. He targets 10-15% improvement at a time. Six months later, you've already achieved 30-40% improvement. The best PO Junaid has worked with had four qualities: clear, concise communication; an open mindset willing to be coached; courage to say "no" when needed; and the discipline to define the "what" and leave the "how" to the team. This PO started with five sources of truth — Excel tabs, whiteboards, JIRA, and other tools. When Junaid pointed out that five sources of truth is the opposite of transparency (one of Scrum's three pillars), the PO asked for help. Junaid's response: "I can't do the push-ups for you." Together, they consolidated everything into one tool. The team was happier, and the PO managed the backlog much better. The key lesson: great product owners trust their team, communicate clearly, prioritize ruthlessly, and have the courage to say no. And they don't try to own the team. You can link with Junaid Shaikh on LinkedIn. [The Scrum Master Toolbox Podcast Recommends]
Todos sabemos dónde está el golfo Pérsico, un mar semicerrado en Oriente Medio entre Irán al norte y una serie de emiratos árabes al sur. Su rasgo más distintivo es el estrecho de Ormuz, un paso de apenas 50 kilómetros que constituye la única salida al océano. Por su ubicación geográfica y, más recientemente, por sus recursos naturales siempre ha sido una zona de gran importancia estratégica. Sus aguas son poco profundas, extremadamente cálidas y muy saladas, condiciones que favorecieron la pesca de perlas, principal fuente de riqueza de sus comunidades costeras durante siglos. Desde la antigüedad, el golfo fue ruta esencial del comercio entre Mesopotamia, la India y África. Los portugueses llegaron a principios del siglo XVI buscando controlar ese mismo tráfico. Alfonso de Albuquerque conquistó Ormuz en 1515 y estableció una red de fortalezas costeras, algunas importantes como las de Mascate y Baréin. Pero Portugal era un pequeño reino que no podía mantener un imperio tan disperso. En 1622 una alianza entre el sha persa Abbás I y la Compañía Inglesa de las Indias Orientales expulsó a los portugueses de Ormuz. A a mediados del siglo XVII habían perdido ya todas sus factorías en el golfo. Los otomanos también intentaron proyectar su poder desde Basora, pero nunca lograron contar con presencia naval ya que su centro de gravedad era el Mediterráneo, no el Índico. El verdadero rival de los otomanos fue siempre la Persia safávida, con quien se disputaron fronteras e influencia durante más de dos siglos. A lo largo del siglo XVII ingleses y holandeses compitieron por los mercados del Pérsico, aunque los holandeses se retiraron pronto ya que sus posesiones en el sudeste asiático eran mucho más rentables. En el siglo XIX el Reino Unido se convirtió en la potencia hegemónica indiscutible. Mediante tratados de protección con los jeques locales, la Royal Navy transformó el golfo Pérsico en un lago británico: Kuwait, Baréin, Catar y los Estados de la Tregua (lo que hoy son los Emiratos Árabes Unidos) quedaron bajo su tutela. Estos acuerdos, que congelaron fronteras y legitimaron ciertas dinastías, sentaron las bases de los Estados que hoy conocemos. El verdadero punto de inflexión llegó con el petróleo. Tras el primer gran descubrimiento en Persia en 1908, los hallazgos se sucedieron por todos los territorios ribereños: Irak, Baréin, Arabia Saudita, Kuwait, Catar y los Emiratos. Pequeñas comunidades que vivían de las perlas y los dátiles se convirtieron en las más ricas del mundo. La fundación de la OPEP en 1960 y las nacionalizaciones de los años 70 trasladaron el control del crudo a los Estados productores. El embargo de 1973 reveló al mundo entero el enorme poder que esa riqueza les confería. Cuando los británicos se retiraron en 1971, Estados Unidos asumió el papel de garante de la seguridad local, algo que no ha abandonado desde entonces. Las últimas décadas han traído guerras y una gran transformación económica. Ciudades como Dubái o Doha son hoy prósperas metrópolis. La población de sus costas ha pasado de unos 700.000 habitantes a principios del siglo pasado a los 40 millones de la actualidad. El golfo Pérsico sigue siendo una zona en tensión permanente. El estrecho de Ormuz es su talón de Aquiles y el petróleo su razón de ser. Eso sí, todos los Estados que comparten sus costas saben que esa fuente de riqueza tiene fecha de caducidad. En El ContraSello: 0:00 Introducción 4:00 De las perlas al petróleo 20:39 O2 - o2online.es 1:21:37 José Rizal 1:28:40 La Real Expedición de la vacuna Bibliografía: “The Center of the World” de Allen James Fromherz - https://amzn.to/4uvAO76 “The Persian Gulf triangle” de Luíza Cerioli - https://amzn.to/4rma9Xn “The Persian Gulf” de Willem M. Floor - https://amzn.to/4roB8Sd · Canal de Telegram: https://t.me/lacontracronica · “Contra el pesimismo”… https://amzn.to/4m1RX2R · “Hispanos. Breve historia de los pueblos de habla hispana”… https://amzn.to/428js1G · “La ContraHistoria del comunismo”… https://amzn.to/39QP2KE · “La ContraHistoria de España. Auge, caída y vuelta a empezar de un país en 28 episodios”… https://amzn.to/3kXcZ6i · “Contra la Revolución Francesa”… https://amzn.to/4aF0LpZ · “Lutero, Calvino y Trento, la Reforma que no fue”… https://amzn.to/3shKOlK #FernandoDiazVillanueva #golfopersico Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals
Junaid Shaikh: How Scrum Masters Can Measure Their Own Impact, Practical Self-Assessment Metrics Junaid's favorite retrospective format? The vanilla: what went well, what could have gone better, what to do better next. He's tried many formats — the Three L's (liked, learned, lacked), the Three Little Pigs, the sailboat — but the core principle is always the same. His practical advice: stick with a consistent format so the team gets better at the process itself rather than constantly adjusting to new concepts. One addition he insists on for any format: an appreciation component. In the rush to analyze processes and outcomes, teams often skip acknowledging how another team member, PO, or Scrum Master helped during the sprint. That appreciation builds trust, respect, and openness that feeds into subsequent sprints. On defining success as a Scrum Master, Junaid starts with a Peter Drucker quote: "You cannot improve something you cannot measure." He proposes several practical self-assessment metrics: First, the Agile Team Maturity Index — a spider graph that shows where the team stands across multiple criteria, making gaps visible and actionable. Second, track retrospective action items. Create tiger teams for specific issues, run small iterative experiments, and measure in the next retrospective whether the trend is improving. Third, watch for shared sprint goals. Junaid once saw a team with nine sprint goals for a two-week sprint — those weren't goals, they were individual tasks. A real sprint goal should be something multiple team members work together to achieve. Fourth, self-organizing teams. If the team falls apart when the Scrum Master is absent for a sprint, there's a problem. Coach teams to self-organize, and their ability to function independently becomes a success metric. Fifth, communication patterns. Too many emails flying around can signal hidden conflicts or trust barriers. If communication happens through the right channels — dailies, direct interactions — you're likely in good shape. Sixth, Scrum event health. If events get canceled too frequently, the team may be reverting to traditional ways of working. [The Scrum Master Toolbox Podcast Recommends]
Haroon Inam is the CEO of DG Matrix, which just closed a $60M raise backed by ABB and Mitsubishi Heavy Industries to scale behind-the-meter power architecture for AI data centers. In this episode, he breaks down how a pre-scale startup wins deals measured in hundreds of megawatts, why channel partners became a balance sheet solution rather than just a distribution play, and the exact sequence he uses to move a nine-figure enterprise deal from disbelief to signed contract.Topics Discussed:Pivoting from fleet electrification to AI data center infrastructure after an inbound call from a major GPU manufacturerWhy utilities cannot solve AI data center power density and what "behind the meter" actually means for operatorsGo-to-market structure: direct enterprise, EPC partnerships, and large conglomerate channel dealsThe anatomy of a $50M to few-hundred-million dollar infrastructure dealUsing objection documentation as a structured closing motionBankability and insurability as enterprise sales blockers — and the white-label strategy to solve themManaging 24/7 operations across shifts without burning the core teamKey GTM Insights:Objection documentation is a closing system, not a soft skill. Most enterprise sales teams treat objection handling as something that happens in the room. Haroon runs it as a structured process: capture every objection, leave without reacting, return with methodical solutions. The deal follows the solved objections. This is particularly relevant when selling unproven technology into risk-averse infrastructure buyers who need to justify the decision internally. "My way of closing deals, Brett, is very simple. I close deals by objection handling. So when you listen to the objections from the customers, just note them down, don't freak out and come back and methodically solve those things in a solid fashion. And if there's a need, you'll get the order."The most common enterprise objection isn't price — it's scale proof. When buyers see the product, the reaction is positive. The blocker is deployment history. Buyers want to know if a startup can reliably deliver at gigawatt scale when it has only deployed at megawatt scale. DG Matrix's answer is pedigree transfer: aerospace-grade power electronics for Boeing aircraft and military programs. When you lack field scale, you redirect to adjacent evidence of engineering rigor in equally high-stakes environments. "We might have deployed a couple of megawatts, but we're not there yet. So then the objection is how do we know you'll be able to scale? ...We have to show them the pedigree of our screening that we do in the supply chain."Channel partners solve a balance sheet problem, not just a reach problem. The original GTM thesis was standard: go direct for enterprise, use channel for SMB. What surfaced in practice was that large buyers will not place nine-figure orders with a startup whose balance sheet can't absorb them — regardless of product quality. ABB and Mitsubishi Heavy Industries are now investors, and the strategic value is that they can carry orders on their books while providing global deployment and service infrastructure. "A lot of large customers have large orders to give and we won't have a balance sheet that'll allow us to take an order like that, not in their eyes. So we then have to adjust where we find channel partners to carry the orders on their books."// Sponsors: Front Lines — Silicon Valley's leading Podcast Production Studio. We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. Mention you are a listener and get a 10% discount. www.FrontLines.io/Podcast-as-a-ServiceTopics DiscussedKey GTM Insights
Junaid Shaikh: Managing Uncertainty As A Scrum Master, How Scrum's Rhythm Creates Stability In Unstable Times For this week's coaching conversation, Junaid brings a challenge that resonates well beyond any single team: dealing with uncertainty. He references the World Uncertainty Index report from February 2026, which showed the highest levels of global uncertainty ever recorded — surpassing both the COVID pandemic and the 2008 financial crisis. This uncertainty doesn't stay at the geopolitical level. It seeps into teams. People show up stressed, unsure about what the next month or three months will bring. As Scrum Masters, we need to be cognizant of where our team members are coming from. Vasco adds an important layer: uncertainty operates at multiple levels within organizations. A colleague you depend on might be out sick for two weeks. A supplier might not deliver on time. Every dependency is a source of uncertainty. The question becomes: what in our processes is designed to accept and adapt to that uncertainty? Junaid's answer is powerful in its simplicity: Scrum's rhythm. The sprint, the planning, the daily, the retrospective — these events at a defined cadence create internal predictability. "When you have a rhythm, when you have a known sequence of events in front of you, that takes away a lot of uncertainty." Vasco builds on this: Scrum creates a boundary — the sprint — that accepts uncertainty outside while reducing it inside. Internal versus external predictability. Inside the sprint, the team can fail in small ways without exposing every failure to the outside. Compare that with traditional project planning, where every task on the critical path has external visibility and impact. For practical tools, Junaid shares how he used the Eisenhower matrix with a team to convert uncertainty into actionable priorities. They listed all activities from recent sprints, plotted them on the matrix, and found they could delegate or deprioritize 20-25% of their work. That freed them to focus with certainty on the remaining 75%. Combined with timeboxing as an uncertainty management mechanism, teams can create pockets of predictability even in turbulent times. [The Scrum Master Toolbox Podcast Recommends]
What will the world’s most essential industries look like tomorrow? From energy and water to materials and transportation, how can technology help industries outrun – leaner and cleaner? Join scientist and host Fran Scott as she speaks with leading industry experts to uncover how automation, electrification and digitalization enable some of the largest and most complex industrial operations on the planet – and asks what will future of industry really look like? Listen or watch Industry Optimized; a podcast from ABB’s Automation business area, from Wednesday March the 11th.See omnystudio.com/listener for privacy information.
Junaid Shaikh: Why Teams Go Through The Motions of Agile Without Being Agile, And What To Do About It Junaid's book recommendation is The Culture Map by Erin Meyer. As a Scrum Master working at companies like Ericsson and ABB — organizations that are a "United Nations" of cultures — understanding cultural tendencies has been essential. But Junaid goes further: you can customize the Culture Map framework even within a team of people from the same country, using the parameters to map different personalities. It's about how you use the tool, not just where people come from. He also recommends Scrum Mastery: From Good to Great Servant Leadership by Geoff Watts for practical advice on the servant leadership role, and regularly visits Scrum Alliance and Scrum.org for real-world insights from the community. On the topic of teams that self-destruct, Junaid paints a picture that many listeners will recognize. He picked up a team's retrospective history and cumulative flow diagrams and found problems at every level: managers who declared "from tomorrow we're going agile" without understanding what that meant, then started comparing velocity across teams. Product owners who took PO training but reverted to command-and-control project management. A previous Scrum Master doing what Junaid calls "zombie Scrum" — implementing the framework mechanically without understanding its purpose. The pattern underneath it all: people enveloping their traditional mindset under an agile umbrella. The ceremonies happen, the daily standups run, but nobody is questioning why they're doing any of it. As Vasco observes, this zombie pattern isn't limited to Scrum — it happens with code reviews, architecture reviews, any process that gets adopted without critical thinking about its purpose. Junaid's insight: if you don't understand the basics with the right mindset, every event feels like overhead. Teams complain about "too many meetings" because they're running agile ceremonies on top of their old informal processes. "If you don't get out of your previous shell, you cannot get into a new shell." [The Scrum Master Toolbox Podcast Recommends]
Episode 140: Another 15 Million Unit LP, Long Time Since Phoenix Flew And More March 10, 2026 The ironies in life… This hour-long show just played on RadioFreeNashville.org and yesterday I was informed that Dickey Betts of the Allman Brothers Band had passed away peacefully. He was 80. Jaimoe is the soul survivor of the original ABB now. The irony being that this particular episode started off Wednesday on radiofreenashville.org talking about the Allman Brothers at Fillmore East sessions from the summer of 1971. In fact, the second and third tunes from that session, on this episode, are from those Fillmore East fabulous concerts. If you didn't catch it during the live radio show, I was living in South Florida and was hanging out with some people I would call cool and we were doing a lot of concerts (and a fair amount of extracurricular recreational things). The concerts were affordable, like five dollars to eight dollars and we didn't mind traveling an hour to the Miami Jai Alai fronton to see the Allman Brothers Band live. That allowed plenty of time to get our heads right. It was a big party! It was the Fillmore East sessions! We were blown away. And in the first three months that the double album was on the market, it's sold a half million copies. I still have mine and you probably know I'm in love with it! Stormy Monday is a killer, You Don't Love Me is a great jam and the four sides contain wall-to-wall great southern rock. Thanks for listening today. My email is talesvinyltells@gmail.com. If you want to hear a Tales Vinyl Tells when it streams live on RadioFreeNashville.org, we do that at 5 PM central time Wednesdays. The program can also be played and downloaded anytime at podbean.com, iHeart podcasts, Player FM podcasts, Listen Notes podcasts and many other podcast places. And of course you can count on hearing the Tales on studiomillswellness.com/tales-vinyl-tells anytime.
Junaid Shaikh: The Eager Scrum Master Trap, Why Proposing Solutions Too Early Can Backfire In this episode, Junaid shares a story from his early days as a Scrum Master when enthusiasm got ahead of experience. Fresh from a CSM certification and full of ideas, he walked into teams and started proposing solutions — "No, this is not how you should do it." It felt obvious. It wasn't. The wake-up call came when he proposed working agreements to a team that had been collaborating well for two years. The pushback was immediate: "Why do we need this?" He realized he was bringing a tool he'd seen elsewhere without first understanding whether the team actually had the problem that tool was meant to solve. This led to a key shift in his approach: stop assuming. Instead of going in with answers, Junaid started creating small tiger teams with the affected people, facilitating sessions where they owned the solution. The result? Much higher acceptance and genuine continuous improvement. These days, Junaid tests his ideas before bringing them to the full team. He connects with individual team members first — his "closer allies" — to validate whether his analysis matches reality. Only when a few people confirm "yes, this is a real problem" does he bring the proposal to the group. As Vasco puts it: not all tools are appropriate at all times for all people. The same working agreements that were wrong for one team at one moment might be exactly right for a different team, or the same team at a different moment. [The Scrum Master Toolbox Podcast Recommends]
How do you scale employer branding when multiple teams, stakeholders and regions are involved?Whether you work in a global company or a growing organisation with several departments, employer branding quickly becomes complex.In this episode, Chris Le'cand-Harwood speaks with Jane Mehringer, Global Head of Talent Attraction at ABB, about how organisations bring employer branding together across teams, stakeholders and locations.While ABB operates globally, the challenges Jane describes are familiar to any organisation trying to coordinate employer branding across different parts of the business.This conversation explores how to:- Align multiple stakeholders and departments- Maintain consistent employer branding across teams or regions- Balance global guidelines with local flexibility- Build processes that help teams collaborate- Use technology and platforms to scale employer branding- Prove the value of employer branding to the wider business- Build internal communities that drive adoption and momentumThe key lesson:Scaling employer branding is about aligning people, processes and technology across the organisation.This episode is part of a series supported by Cliquify - the Employer Branding Operating System for organisations - featuring conversations with in-house practitioners about how employer branding really works inside organisations.Find out more about Cliquify here: https://www.cliquify.me/Subscribe to the Employer Content Marketing Newsletter here: https://www.employercontent.marketing/Connect with Jane here: https://www.linkedin.com/in/janemehringer/
In this episode of the ABB Solutions Podcast, host Mike Murphy is joined by Brion Flaningam, ABB Drives Technical Instructor, to break down the fundamentals of motor starting methods. Based on a recent webinar, this episode walks through the basics of motor types, full voltage starters, and reduced voltage starting methods. Brian explains how different starters manage inrush current, how traditional direct online methods compare to more advanced approaches, and why Y delta starters are commonly used in certain applications. Tune in to hear insights on:Types of Motors: A high-level overview of asynchronous, synchronous, and permanent magnet motors, along with key differences in speed and configuration.Three Phase Focus: Why this discussion centers on three phase motors and the importance of adhering to NEC requirements.Inrush Current Explained: What happens during motor startup and why managing inrush current is critical for performance and protection.Full Voltage Starters: How direct online, reversing, and two-speed starters operate and where they are typically used.Reversing and Two-Speed Control: How phase swapping and multiple windings allow for direction changes and speed selection.Advantages and Limitations: Why full voltage starters provide strong starting torque but introduce high current and heat.Y Delta Starters: How changing motor winding configuration reduces inrush current and when this method is most appropriate.Timing Considerations: Why proper transition timing in Y delta starters is critical to avoid transients and performance issues.ReferencesIf you would like to attend a training, head over to our U.S. Drives & PAC Automation Solutions Training page. Interested in learning more about ABB Drives? Join our Tech Tuesday webinars where our experts tackle topics from improving efficiency and reliability to solving maintenance issues.Podcast 1: Business Strategy – strategic planning fundamentals to support long-term success: https://www.buzzsprout.com/1770390/episodes/17631204Podcast 2: Training with ABB Project Management – defining scope, scheduling, and resources for project success: https://www.buzzsprout.com/1770390/episodes/15697913Podcast 3: Setting and Achieving Goals – creating clarity, ownership, and direction in personal and professional growth: https://www.buzzsprout.com/1770390/episodes/17963852Podcast 4: Focus & Productivity – building habits and structure to stay consistent and avoid burnout: https://www.buzzsprout.com/1770390/episodes/18125609Podcast 5: Teambuilding – strengthening alignment, roles, and collaboration for high-performing teams: https://www.buzzsprout.com/1770390/episodes/17267078
Podcast: Automation World Gets Your Questions Answered (LS 26 · TOP 10% what is this?)Episode: How ABB Is Digitally Transforming Legacy Control Systems Without Disrupting ProductionPub date: 2026-02-27Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationIn this episode, we connect with Stefan Basenach, senior vice president of automation technology at ABB, to learn how ABB's new dual-environment architecture, called Automation Extended, enables the integration of AI, predictive maintenance and cybersecurity upgrades while protecting reliable core control functions in the distributed control system.The podcast and artwork embedded on this page are from Automation World, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.
In this episode, we connect with Stefan Basenach, senior vice president of automation technology at ABB, to learn how ABB's new dual-environment architecture, called Automation Extended, enables the integration of AI, predictive maintenance and cybersecurity upgrades while protecting reliable core control functions in the distributed control system.
====================================================SUSCRIBETEhttps://www.youtube.com/channel/UCNpffyr-7_zP1x1lS89ByaQ?sub_confirmation=1==================================================== DEVOCIÓN MATUTINA PARA MENORES 2026“HEROES Y VILLANOS”Narrado por: Tatania DanielaDesde: Juliaca, PerúUna cortesía de DR'Ministries y Canaan Seventh-Day Adventist Church21 de FebreroEl héroe adoptado«Pues ustedes no han recibido un espíritu de esclavitud que los lleve otra vez a tener miedo, sino el Espíritu que los hace hijos de Dios. Por este Espíritu nos dirigimos a Dios, diciendo: "¡Abbá! ¡Padre!"» (Romanos 8: 15).Steve Jobs, el cofundador de Apple, fue dado en adopción poco después de nacer y fue criado por Paul y Clara Jobs, una pareja de California. A pesar de ser amado y cuidado por sus padres adoptivos, Steve Jobs luchó durante muchos años para aceptar su condición de hijo adoptado y para reconciliar su identidad con su historia familiar.Según relatos biográficos y entrevistas, sus padres adoptivos le informaron acerca de su adopción cuando era un niño. Se dice que le contaron la verdad sobre su origen de una manera honesta y amorosa, explicándole que lo habían elegido y amado como a un hijo propio.Aunque inicialmente la noticia de su adopción pudo haber sido impactante para Steve, se dice que sus padres adoptivos siempre le brindaron un ambiente de amor, de apoyo y de comprensión para que pudiera procesar esa información. Con todo, a lo largo de su vida, Jobs experimentó sentimientos de abandono, de rechazo y de búsqueda de identidad, los cuales influyeron en su personalidad y en su forma de relacionarse con los demás. A pesar de tener una relación cercana con sus padres adoptivos, Steve Jobs anhelaba conocer más sobre sus orígenes biológicos y sobre la familia que lo había dado en adopción.Con el tiempo, logró superar sus conflictos internos y encontró la manera de integrar su historia de adopción en su identidad. Aprendió a valorar el amor y el apoyo incondicional que recibió de sus padres adoptivos, reconociendo que la familia no se limita a los lazos de sangre, sino que se construye a través del amor, del respeto y de la conexión emocional. Steve Jobs expresó su agradecimiento y amor hacia sus padres adoptivos, reconociendo el papel fundamental que desempeñaron en su crianza y en su desarrollo como persona.La adopción puede plantear desafíos emocionales y de identidad; también puede ser una oportunidad para crecer, aprender y fortalecer los lazos familiares. Lo mismo sucede en el campo espiritual. Cuando aceptamos a Jesús como salvador, no solo recibimos el perdón de nuestros pecados, sino que también recibimos el espíritu de adopción. Es decir, entramos en una relación familiar tan cercana con Dios que le da un nuevo sentido a la vida. Vernos como hijos de Dios nos permite reflexionar sobre la importancia de la aceptación, de la gratitud y del amor en la relación con Dios, algo que nos hará crecer a la semejanza de nuestro Padre celestial.
Edvin Resebo has grown in LPBF as LPBF has grown, starting at Siemens and then the Alfred Nobel Science Park. Now he heads up AMEXCI, an effort to industrialize Additive Manufacturing. AMEXCI can design, optimize, test, and print parts from prototypes to volume production. Working across exacting industries, the firm is trying to take its partners Atlas Copco, Electrolux, ABB, Husqvarna, Hoganas, Saab, Scania, SKF, Stora Enso & Wartsila. But it works with other firms also in a collaborative approach that could be a method for other regions, clusters, or alliances to industrialize additive. This episode of the 3DPOD is brought to you by Continuum Powders, industry leaders in sustainable metal powder production. From aerospace to energy, Continuum delivers high-performance powders made from reclaimed materials without compromising quality.
Infrastructure was passé…uncool. Difficult to get dollars from Private Equity and Growth funds, and almost impossible to get a VC fund interested. Now?! Now, it's cool. Infrastructure seems to be having a Renaissance, a full on Rebirth, not just fueled by commercial interests (e.g. advent of AI), but also by industrial policy and geopolitical considerations. In this episode of Tech Deciphered, we explore what's cool in the infrastructure spaces, including mega trends in semiconductors, energy, networking & connectivity, manufacturing Navigation: Intro We're back to building things Why now: the 5 forces behind the renaissance Semiconductors: compute is the new oil Networking & connectivity: digital highways get rebuilt Energy: rebuilding the power stack (not just renewables) Manufacturing: the return of “atoms + bits” Wrap: what it means for startups, incumbents, and investors Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Gonçalves Pedro Introduction Welcome to episode 73 of Tech Deciphered, Infrastructure, the Rebirth or Renaissance. Infrastructure was passé, it wasn’t cool, but all of a sudden now everyone’s talking about network, talking about compute and semiconductors, talking about logistics, talking about energy. What gives? What’s happened? It was impossible in the past to get any funds, venture capital, even, to be honest, some private equity funds or growth funds interested in some of these areas, but now all of a sudden everyone thinks it’s cool. The infrastructure seems to be having a renaissance, a full-on rebirth. In this episode, we will explore in which cool ways the infrastructure spaces are moving and what’s leading to it. We will deep dive into the forces that are leading us to this. We will deep dive into semiconductors, networking and connectivity, energy, manufacturing, and then we’ll wrap up. Bertrand, so infrastructure is cool now. Bertrand Schmitt We're back to building things Yes. I thought software was going to eat the world. I cannot believe it was then, maybe even 15 years ago, from Andreessen, that quote about software eating the world. I guess it’s an eternal balance. Sometimes you go ahead of yourself, you build a lot of software stack, and at some point, you need the hardware to run this software stack, and there is only so much the bits can do in a world of atoms. Nuno Gonçalves Pedro Obviously, we’ve gone through some of this before. I think what we’re going through right now is AI is eating the world, and because AI is eating the world, it’s driving a lot of this infrastructure building that we need. We don’t have enough energy to be consumed by all these big data centers and hyperscalers. We need to be innovative around network as well because of the consumption in terms of network bandwidth that is linked to that consumption as well. In some ways, it’s not software eating the world, AI is eating the world. Because AI is eating the world, we need to rethink everything around infrastructure and infrastructure becoming cool again. Bertrand Schmitt There is something deeper in this. It’s that the past 10, even 15 years were all about SaaS before AI. SaaS, interestingly enough, was very energy-efficient. When I say SaaS, I mean cloud computing at large. What I mean by energy-efficient is that actually cloud computing help make energy use more efficient because instead of companies having their own separate data centers in many locations, sometimes poorly run from an industrial perspective, replace their own privately run data center with data center run by the super scalers, the hyperscalers of the world. These data centers were run much better in terms of how you manage the coolings, the energy efficiency, the rack density, all of this stuff. Actually, the cloud revolution didn’t increase the use of electricity. The cloud revolution was actually a replacement from your private data center to the hyperscaler data center, which was energy efficient. That’s why we didn’t, even if we are always talking about that growth of cloud computing, we were never feeling the pinch in term of electricity. As you say, we say it all changed because with AI, it was not a simple “Replacement” of locally run infrastructure to a hyperscaler run infrastructure. It was truly adding on top of an existing infrastructure, a new computing infrastructure in a way out of nowhere. Not just any computing infrastructure, an energy infrastructure that was really, really voracious in term of energy use. Nuno Gonçalves Pedro There was one other effect. Obviously, we’ve discussed before, we are in a bubble. We won’t go too much into that today. But the previous big bubble in tech, which is in the late ’90s, there was a lot of infrastructure built. We thought the internet was going to take over back then. It didn’t take over immediately, but there was a lot of network connectivity, bandwidth built back in the day. Companies imploded because of that as well, or had to restructure and go in their chapter 11. A lot of the big telco companies had their own issues back then, etc., but a lot of infrastructure was built back then for this advent of the internet, which would then take a long time to come. In some ways, to your point, there was a lot of latent supply that was built that was around that for a while wasn’t used, but then it was. Now it’s been used, and now we need new stuff. That’s why I feel now we’re having the new moment of infrastructure, new moment of moving forward, aligned a little bit with what you just said around cloud computing and the advent of SaaS, but also around the fact that we had a lot of buildup back in the late ’90s, early ’90s, which we’re now still reaping the benefits on in today’s world. Bertrand Schmitt Yeah, that’s actually a great point because what was built in the late ’90s, there was a lot of fibre that was built. Laying out the fibre either across countries, inside countries. This fibre, interestingly enough, you could just change the computing on both sides of the fibre, the routing, the modems, and upgrade the capacity of the fibre. But the fibre was the same in between. The big investment, CapEx investment, was really lying down that fibre, but then you could really upgrade easily. Even if both ends of the fibre were either using very old infrastructure from the ’90s or were actually dark and not being put to use, step by step, it was being put to use, equipment was replaced, and step by step, you could keep using more and more of this fibre. It was a very interesting development, as you say, because it could be expanded over the years, where if we talk about GPUs, use for AI, GPUs, the interesting part is actually it’s totally the opposite. After a few years, it’s useless. Some like Google, will argue that they can depreciate over 5, 6 years, even some GPUs. But at the end of the day, the difference in perf and energy efficiency of the GPUs means that if you are energy constrained, you just want to replace the old one even as young as three-year-old. You have to look at Nvidia increasing spec, generation after generation. It’s pretty insane. It’s usually at least 3X year over year in term of performance. Nuno Gonçalves Pedro At this moment in time, it’s very clear that it’s happening. Why now: the 5 forces behind the renaissance Maybe let’s deep dive into why it’s happening now. What are the key forces around this? We’ve identified, I think, five forces that are particularly vital that lead to the world we’re in right now. One we’ve already talked about, which is AI, the demand shock and everything that’s happened because of AI. Data centers drive power demand, drive grid upgrades, drive innovative ways of getting energy, drive chips, drive networking, drive cooling, drive manufacturing, drive all the things that we’re going to talk in just a bit. One second element that we could probably highlight in terms of the forces that are behind this is obviously where we are in terms of cost curves around technology. Obviously, a lot of things are becoming much cheaper. The simulation of physical behaviours has become a lot more cheap, which in itself, this becomes almost a vicious cycle in of itself, then drives the adoption of more and more AI and stuff. But anyway, the simulation is becoming more and more accessible, so you can do a lot of simulation with digital twins and other things off the real world before you go into the real world. Robotics itself is becoming, obviously, cheaper. Hardware, a lot of the hardware is becoming cheaper. Computer has become cheaper as well. Obviously, there’s a lot of cost curves that have aligned that, and that’s maybe the second force that I would highlight. Obviously, funds are catching up. We’ll leave that a little bit to the end. We’ll do a wrap-up and talk a little bit about the implications to investors. But there’s a lot of capital out there, some capital related to industrial policy, other capital related to private initiative, private equity, growth funds, even venture capital, to be honest, and a few other elements on that. That would be a third force that I would highlight. Bertrand Schmitt Yes. Interestingly enough, in terms of capital use, and we’ll talk more about this, but some firms, if we are talking about energy investment, it was very difficult to invest if you are not investing in green energy. Now I think more and more firms and banks are willing to invest or support different type of energy infrastructure, not just, “Green energy.” That’s an interesting development because at some point it became near impossible to invest more in gas development, in oil development in the US or in most Western countries. At least in the US, this is dramatically changing the framework. Nuno Gonçalves Pedro Maybe to add the two last forces that I think we see behind the renaissance of what’s happening in infrastructure. They go hand in hand. One is the geopolitics of the world right now. Obviously, the world was global flat, and now it’s becoming increasingly siloed, so people are playing it to their own interests. There’s a lot of replication of infrastructure as well because people want to be autonomous, and they want to drive their own ability to serve end consumers, businesses, etc., in terms of data centers and everything else. That ability has led to things like, for example, chips shortage. The fact that there are semiconductors, there are shortages across the board, like memory shortages, where everything is packed up until 2027 of 2028. A lot of the memory that was being produced is already spoken for, which is shocking. There’s obviously generation of supply chain fragilities, obviously, some of it because of policies, for example, in the US with tariffs, etc, security of energy, etc. Then the last force directly linked to the geopolitics is the opposite of it, which is the policy as an accelerant, so to speak, as something that is accelerating development, where because of those silos, individual countries, as part their industrial policy, then want to put capital behind their local ecosystems, their local companies, so that their local companies and their local systems are for sure the winners, or at least, at the very least, serve their own local markets. I think that’s true of a lot of the things we’re seeing, for example, in the US with the Chips Act, for semiconductors, with IGA, IRA, and other elements of what we’ve seen in terms of practices, policies that have been implemented even in Europe, China, and other parts of the world. Bertrand Schmitt Talking about chips shortages, it’s pretty insane what has been happening with memory. Just the past few weeks, I have seen a close to 3X increase in price in memory prices in a matter of weeks. Apparently, it started with a huge order from OpenAI. Apparently, they have tried to corner the memory market. Interestingly enough, it has flat-footed the entire industry, and that includes Google, that includes Microsoft. There are rumours of their teams now having moved to South Korea, so they are closer to the action in terms of memory factories and memory decision-making. There are rumours of execs who got fired because they didn’t prepare for this type of eventuality or didn’t lock in some of the supply chain because that memory was initially for AI, but obviously, it impacts everything because factories making memories, you have to plan years in advance to build memories. You cannot open new lines of manufacturing like this. All factories that are going to open, we know when they are going to open because they’ve been built up for years. There is no extra capacity suddenly. At the very best, you can change a bit your line of production from one type of memory to another type. But that’s probably about it. Nuno Gonçalves Pedro Just to be clear, all these transformations we’re seeing isn’t to say just hardware is back, right? It’s not just hardware. There’s physicality. The buildings are coming back, right? It’s full stack. Software is here. That’s why everything is happening. Policy is here. Finance is here. It’s a little bit like the name of the movie, right? Everything everywhere all at once. Everything’s happening. It was in some ways driven by the upper stacks, by the app layers, by the platform layers. But now we need new infrastructure. We need more infrastructure. We need it very, very quickly. We need it today. We’re already lacking in it. Semiconductors: compute is the new oil Maybe that’s a good segue into the first piece of the whole infrastructure thing that’s driving now the most valuable company in the world, NVIDIA, which is semiconductors. Semiconductors are driving compute. Semis are the foundation of infrastructure as a compute. Everyone needs it for every thing, for every activity, not just for compute, but even for sensors, for actuators, everything else. That’s the beginning of it all. Semiconductor is one of the key pieces around the infrastructure stack that’s being built at scale at this moment in time. Bertrand Schmitt Yes. What’s interesting is that if we look at the market gap of Semis versus software as a service, cloud companies, there has been a widening gap the past year. I forgot the exact numbers, but we were talking about plus 20, 25% for Semis in term of market gap and minus 5, minus 10 for SaaS companies. That’s another trend that’s happening. Why is this happening? One, because semiconductors are core to the AI build-up, you cannot go around without them. But two, it’s also raising a lot of questions about the durability of the SaaS, a software-as-a-service business model. Because if suddenly we have better AI, and that’s all everyone is talking about to justify the investment in AI, that it keeps getting better, and it keeps improving, and it’s going to replace your engineers, your software engineers. Then maybe all of this moat that software companies built up over the years or decades, sometimes, might unravel under the pressure of newly coded, newly built, cheaper alternatives built from the ground up with AI support. It’s not just that, yes, semiconductors are doing great. It’s also as a result of that AI underlying trend that software is doing worse right now. Nuno Gonçalves Pedro At the end of the day, this foundational piece of infrastructure, semiconductor, is obviously getting manifest to many things, fabrication, manufacturing, packaging, materials, equipment. Everything’s being driven, ASML, etc. There are all these different players around the world that are having skyrocket valuations now, it’s because they’re all part of the value chain. Just to be very, very clear, there’s two elements of this that I think are very important for us to remember at this point in time. One, it’s the entire value chains are being shifted. It’s not just the chips that basically lead to computing in the strict sense of it. It’s like chips, for example, that drive, for example, network switching. We’re going to talk about networking a bit, but you need chips to drive better network switching. That’s getting revolutionised as well. For example, we have an investment in that space, a company called the eridu.ai, and they’re revolutionising one of the pieces around that stack. Second part of the puzzle, so obviously, besides the holistic view of the world that’s changing in terms of value change, the second piece of the puzzle is, as we discussed before, there’s industrial policy. We already mentioned the CHIPS Act, which is something, for example, that has been done in the US, which I think is 52 billion in incentives across a variety of things, grants, loans, and other mechanisms to incentivise players to scale capacity quick and to scale capacity locally in the US. One of the effects of that now is obviously we had the TSMC, US expansion with a factory here in the US. We have other levels of expansion going on with Intel, Samsung, and others that are happening as we speak. Again, it’s this two by two. It’s market forces that drive the need for fundamental shifts in the value chain. On the other industrial policy and actual money put forward by states, by governments, by entities that want to revolutionise their own local markets. Bertrand Schmitt Yes. When you talk about networking, it makes me think about what NVIDIA did more than six years ago when they acquired Mellanox. At the time, it was largest acquisition for NVIDIA in 2019, and it was networking for the data center. Not networking across data center, but inside the data center, and basically making sure that your GPUs, the different computers, can talk as fast as possible between each of them. I think that’s one piece of the puzzle that a lot of companies are missing, by the way, about NVIDIA is that they are truly providing full systems. They are not just providing a GPU. Some of their competitors are just providing GPUs. But NVIDIA can provide you the full rack. Now, they move to liquid-cool computing as well. They design their systems with liquid cooling in mind. They have a very different approach in the industry. It’s a systematic system-level approach to how do you optimize your data center. Quite frankly, that’s a bit hard to beat. Nuno Gonçalves Pedro For those listening, you’d be like, this is all very different. Semiconductors, networking, energy, manufacturing, this is all different. Then all of a sudden, as Bertrand is saying, well, there are some players that are acting across the stack. Then you see in the same sentence, you’re talking about nuclear power in Microsoft or nuclear power in Google, and you’re like, what happened? Why are these guys in the same sentence? It’s like they’re tech companies. Why are they talking about energy? It’s the nature of that. These ecosystems need to go hand in hand. The value chains are very deep. For you to actually reap the benefits of more and more, for example, semiconductor availability, you have to have better and better networking connectivity, and you have to have more and more energy at lower and lower costs, and all of that. All these things are intrinsically linked. That’s why you see all these big tech companies working across stack, NVIDIA being a great example of that in trying to create truly a systems approach to the world, as Bertrand was mentioning. Networking & connectivity: digital highways get rebuilt On the networking and connectivity side, as we said, we had a lot of fibre that was put down, etc, but there’s still more build-out needs to be done. 5G in terms of its densification is still happening. We’re now starting to talk, obviously, about 6G. I’m not sure most telcos are very happy about that because they just have been doing all this CapEx and all this deployment into 5G, and now people already started talking about 6G and what’s next. Obviously, data center interconnect is quite important, and all the hubbing that needs to happen around data centers is very, very important. We are seeing a lot movements around connectivity that are particularly important. Network gear and the emergence of players like Broadcom in terms of the semiconductor side of the fence, obviously, Cisco, Juniper, Arista, and others that are very much present in this space. As I said, we made an investment on the semiconductor side of networking as well, realizing that there’s still a lot of bottlenecks happening there. But obviously, the networking and connectivity stack still needs to be built at all levels within the data centers, outside of the data centers in terms of last mile, across the board in terms of fibre. We’re seeing a lot of movements still around the space. It’s what connects everything. At the end of the day, if there’s too much latency in these systems, if the bandwidths are not high enough, then we’re going to have huge bottlenecks that are going to be put at the table by a networking providers. Obviously, that doesn’t help anyone. If there’s a button like anywhere, it doesn’t work. All of this doesn’t work. Bertrand Schmitt Yes. Interestingly enough, I know we said for this episode, we not talk too much about space, but when you talk about 6G, it make me think about, of course, Starlink. That’s really your last mile delivery that’s being built as well. It’s a massive investment. We’re talking about thousands of satellites that are interconnected between each other through laser system. This is changing dramatically how companies can operate, how individuals can operate. For companies, you can have great connectivity from anywhere in the world. For military, it’s the same. For individuals, suddenly, you won’t have dead space, wide zones. This is also a part of changing how we could do things. It’s quite important even in the development of AI because, yes, you can have AI at the edge, but that interconnect to the rest of the system is quite critical. Having that availability of a network link, high-quality network link from anywhere is a great combo. Nuno Gonçalves Pedro Then you start seeing regions of the world that want to differentiate to attract digital nomads by saying, “We have submarine cables that come and hub through us, and therefore, our connectivity is amazing.” I was just in Madeira, and they were talking about that in Portugal. One of the islands of Portugal. We have some Marine cables. You have great connectivity. We’re getting into that discussion where people are like, I don’t care. I mean, I don’t know. I assume I have decent connectivity. People actually care about decent connectivity. This discussion is not just happening at corporate level, at enterprise level? Etc. Even consumers, even people that want to work remotely or be based somewhere else in the world. It’s like, This is important Where is there a great connectivity for me so that I can have access to the services I need? Etc. Everyone becomes aware of everything. We had a cloud flare mishap more recently that the CEO had to jump online and explain deeply, technically and deeply, what happened. Because we’re in their heads. If Cloudflare goes down, there’s a lot of websites that don’t work. All of this, I think, is now becoming du jour rather than just an afterthought. Maybe we’ll think about that in the future. Bertrand Schmitt Totally. I think your life is being changed for network connectivity, so life of individuals, companies. I mean, everything. Look at airlines and ships and cruise ships. Now is the advent of satellite connectivity. It’s dramatically changing our experience. Nuno Gonçalves Pedro Indeed. Energy: rebuilding the power stack (not just renewables) Moving maybe to energy. We’ve talked about energy quite a bit in the past. Maybe we start with the one that we didn’t talk as much, although we did mention it, which was, let’s call it the fossil infrastructure, what’s happening around there. Everyone was saying, it’s all going to be renewables and green. We’ve had a shift of power, geopolitics. Honestly, I the writing was on the wall that we needed a lot more energy creation. It wasn’t either or. We needed other sources to be as efficient as possible. Obviously, we see a lot of work happening around there that many would have thought, Well, all this infrastructure doesn’t matter anymore. Now we’re seeing LNG terminals, pipelines, petrochemical capacity being pushed up, a lot of stuff happening around markets in terms of export, and not only around export, but also around overall distribution and increases and improvements so that there’s less leakage, distribution of energy, etc. In some ways, people say, it’s controversial, but it’s like we don’t have enough energy to spare. We’re already behind, so we need as much as we can. We need to figure out the way to really extract as much as we can from even natural resources, which In many people’s mind, it’s almost like blasphemous to talk about, but it is where we are. Obviously, there’s a lot of renaissance also happening on the fossil infrastructure basis, so to speak. Bertrand Schmitt Personally, I’m ecstatic that there is a renaissance going regarding what is called fossil infrastructure. Oil and gas, it’s critical to humanity well-being. You never had growth of countries without energy growth and nothing else can come close. Nuclear could come close, but it takes decades to deploy. I think it’s great. It’s great for developed economies so that they do better, they can expand faster. It’s great for third-world countries who have no realistic other choice. I really don’t know what happened the past 10, 15 years and why this was suddenly blasphemous. But I’m glad that, strangely, thanks to AI, we are back to a more rational mindset about energy and making sure we get efficient energy where we can. Obviously, nuclear is getting a second act. Nuno Gonçalves Pedro I know you would be. We’ve been talking about for a long time, and you’ve been talking about it in particular for a very long time. Bertrand Schmitt Yes, definitely. It’s been one area of interest of mine for 25 years. I don’t know. I’ve been shocked about what happened in Europe, that willingness destruction of energy infrastructure, especially in Germany. Just a few months ago, they keep destroying on live TV some nuclear station in perfect working condition and replacing them with coal. I’m not sure there is a better definition of insanity at this stage. It looks like it’s only the Germans going that hardcore for some reason, but at least the French have stopped their program of decommissioning. America, it seems to be doing the same, so it’s great. On top of it, there are new generations that could be put to use. The Chinese are building up a very large nuclear reactor program, more than 100 reactors in construction for the next 10 years. I think everybody has to catch up because at some point, this is the most efficient energy solution. Especially if you don’t build crazy constraints around the construction of these nuclear reactors. If we are rational about permits, about energy, about safety, there are great things we could be doing with nuclear. That might be one of the only solution if we want to be competitive, because when energy prices go down like crazy, like in China, they will do once they have reach delivery of their significant build-up of nuclear reactors, we better be ready to have similar options from a cost perspective. Nuno Gonçalves Pedro From the outside, at the very least, nuclear seems to be probably in the energy one of the areas that’s more being innovated at this moment in time. You have startups in the space, you have a lot really money going into it, not just your classic industrial development. That’s very exciting. Moving maybe to the carbonization and what’s happening. The CCUS, and for those who don’t know what it is, carbon capture, utilization, and storage. There’s a lot of stuff happening around that space. That’s the area that deals with the ability to capture CO₂ emissions from industrial sources and/or the atmosphere and preventing their release. There’s a lot of things happening in that space. There’s also a lot of things happening around hydrogen and geothermal and really creating the ability to storage or to store, rather, energy that then can be put back into the grids at the right time. There’s a lot of interesting pieces happening around this. There’s some startup movement in the space. It’s been a long time coming, the reuse of a lot of these industrial sources. Not sure it’s as much on the news as nuclear, and oil and gas, but certainly there’s a lot of exciting things happening there. Bertrand Schmitt I’m a bit more dubious here, but I think geothermal makes sense if it’s available at reasonable price. I don’t think hydrogen technology has proven its value. Concerning carbon capture, I’m not sure how much it’s really going to provide in terms of energy needs, but why not? Nuno Gonçalves Pedro Fuels niche, again, from the outside, we’re not energy experts, but certainly, there are movements in the space. We’ll see what’s happening. One area where there’s definitely a lot of movement is this notion of grid and storage. On the one hand, that transmission needs to be built out. It needs to be better. We’ve had issues of blackouts in the US. We’ve had issues of blackouts all around the world, almost. Portugal as well, for a significant part of the time. The ability to work around transmission lines, transformers, substations, the modernization of some of this infrastructure, and the move forward of it is pretty critical. But at the other end, there’s the edge. Then, on the edge, you have the ability to store. We should have, better mechanisms to store energy that are less leaky in terms of energy storage. Obviously, there’s a lot of movement around that. Some of it driven just by commercial stuff, like Tesla a lot with their storage stuff, etc. Some of it really driven at scale by energy players that have the interest that, for example, some of the storage starts happening closer to the consumption as well. But there’s a lot of exciting things happening in that space, and that is a transformative space. In some ways, the bottleneck of energy is also around transmission and then ultimately the access to energy by homes, by businesses, by industries, etc. Bertrand Schmitt I would say some of the blackout are truly man-made. If I pick on California, for instance. That’s the logical conclusion of the regulatory system in place in California. On one side, you limit price that energy supplier can sell. The utility company can sell, too. On the other side, you force them to decommission the most energy-efficient and least expensive energy source. That means you cap the revenues, you make the cost increase. What is the result? The result is you cannot invest anymore to support a grid and to support transmission. That’s 100% obvious. That’s what happened, at least in many places. The solution is stop crazy regulations that makes no economic sense whatsoever. Then, strangely enough, you can invest again in transmission, in maintenance, and all I love this stuff. Maybe another piece, if we pick in California, if you authorize building construction in areas where fires are easy, that’s also a very costly to support from utility perspective, because then you are creating more risk. You are forced buy the state to connect these new constructions to the grid. You have more maintenance. If it fails, you can create fire. If you create fire, you have to pay billions of fees. I just want to highlight that some of this is not a technological issue, is not per se an investment issue, but it’s simply the result of very bad regulations. I hope that some will learn, and some change will be made so that utilities can do their job better. Nuno Gonçalves Pedro Then last, but not the least, on the energy side, energy is becoming more and more digitally defined in some ways. It’s like the analogy to networks that they’ve become more, and more software defined, where you have, at the edge is things like smart meters. There’s a lot of things you can do around the key elements of the business model, like dynamic pricing and other elements. Demand response, one of the areas that I invested in, I invest in a company called Omconnect that’s now merged with what used to be Google Nest. Where to deploy that ability to do demand response and also pass it to consumers so that consumers can reduce their consumption at times where is the least price effective or the less green or the less good for the energy companies to produce energy. We have other things that are happening, which are interesting. Obviously, we have a lot more electric vehicles in cars, etc. These are also elements of storage. They don’t look like elements of storage, but the car has electricity in it once you charge it. Once it’s charged, what do you do with it? Could you do something else? Like the whole reverse charging piece that we also see now today in mobile devices and other edge devices, so to speak. That also changes the architecture of what we’re seeing around the space. With AI, there’s a lot of elements that change around the value chain. The ability to do forecasting, the ability to have, for example, virtual power plans because of just designated storage out there, etc. Interesting times happening. Not sure all utilities around the world, all energy providers around the world are innovating at the same pace and in the same way. But certainly just looking at the industry and talking to a lot of players that are CEOs of some of these companies. That are leading innovation for some of these companies, there’s definitely a lot more happening now in the last few years than maybe over the last few decades. Very exciting times. Bertrand Schmitt I think there are two interesting points in what you say. Talking about EVs, for instance, a Cybertruck is able to send electricity back to your home if your home is able to receive electricity from that source. Usually, you have some changes to make to the meter system, to your panel. That’s one great way to potentially use your car battery. Another piece of the puzzle is that, strangely enough, most strangely enough, there has been a big push to EV, but at the same time, there has not been a push to provide more electricity. But if you replace cars that use gasoline by electric vehicles that use electricity, you need to deliver more electricity. It doesn’t require a PhD to get that. But, strangely enough, nothing was done. Nuno Gonçalves Pedro Apparently, it does. Bertrand Schmitt I remember that study in France where they say that, if people were all to switch to EV, we will need 10 more nuclear reactors just on the way from Paris to Nice to the Côte d’Azur, the French Rivière, in order to provide electricity to the cars going there during the summer vacation. But I mean, guess what? No nuclear plant is being built along the way. Good luck charging your vehicles. I think that’s another limit that has been happening to the grid is more electric vehicles that require charging when the related infrastructure has not been upgraded to support more. Actually, it has quite the opposite. In many cases, we had situation of nuclear reactors closing down, so other facilities closing down. Obviously, the end result is an increase in price of electricity, at least in some states and countries that have not sold that fully out. Nuno Gonçalves Pedro Manufacturing: the return of “atoms + bits” Moving to manufacturing and what’s happening around manufacturing, manufacturing technology. There’s maybe the case to be made that manufacturing is getting replatformed, right? It’s getting redefined. Some of it is very obvious, and it’s already been ongoing for a couple of decades, which is the advent of and more and more either robotic augmented factories or just fully roboticized factories, where there’s very little presence of human beings. There’s elements of that. There’s the element of software definition on top of it, like simulation. A lot of automation is going on. A lot of AI has been applied to some lines in terms of vision, safety. We have an investment in a company called Sauter Analytics that is very focused on that from the perspective of employees and when they’re still humans in the loop, so to speak, and the ability to really figure out when people are at risk and other elements of what’s happening occurring from that. But there’s more than that. There’s a little bit of a renaissance in and of itself. Factories are, initially, if we go back a couple of decades ago, factories were, and manufacturing was very much defined from the setup. Now it’s difficult to innovate, it’s difficult to shift the line, it’s difficult to change how things are done in the line. With the advent of new factories that have less legacy, that have more flexible systems, not only in terms of software, but also in terms of hardware and robotics, it allows us to, for example, change and shift lines much more easily to different functions, which will hopefully, over time, not only reduce dramatically the cost of production. But also increase dramatically the yield, it increases dramatically the production itself. A lot of cool stuff happening in that space. Bertrand Schmitt It’s exciting to see that. One thing this current administration in the US has been betting on is not just hoping for construction renaissance. Especially on the factory side, up of factories, but their mindset was two things. One, should I force more companies to build locally because it would be cheaper? Two, increase output and supply of energy so that running factories here in the US would be cheaper than anywhere else. Maybe not cheaper than China, but certainly we get is cheaper than Europe. But three, it’s also the belief that thanks to AI, we will be able to have more efficient factories. There is always that question, do Americans to still keep making clothes, for instance, in factories. That used to be the case maybe 50 years ago, but this move to China, this move to Bangladesh, this move to different places. That’s not the goal. But it can make sense that indeed there is ability, thanks to robots and AI, to have more automated factories, and these factories could be run more efficiently, and as a result, it would be priced-competitive, even if run in the US. When you want to think about it, that has been, for instance, the South Korean playbook. More automated factories, robotics, all of this, because that was the only way to compete against China, which has a near infinite or used to have a near infinite supply of cheaper labour. I think that all of this combined can make a lot of sense. In a way, it’s probably creating a perfect storm. Maybe another piece of the puzzle this administration has been working on pretty hard is simplifying all the permitting process. Because a big chunk of the problem is that if your permitting is very complex, very expensive, what take two years to build become four years, five years, 10 years. The investment mass is not the same in that situation. I think that’s a very important part of the puzzle. It’s use this opportunity to reduce regulatory state, make sure that things are more efficient. Also, things are less at risk of bribery and fraud because all these regulations, there might be ways around. I think it’s quite critical to really be careful about this. Maybe last piece of the puzzle is the way accounting works. There are new rules now in 2026 in the US where you can fully depreciate your CapEx much faster than before. That’s a big win for manufacturing in the US. Suddenly, you can depreciate much faster some of your CapEx investment in manufacturing. Nuno Gonçalves Pedro Just going back to a point you made and then moving it forward, even China, with being now probably the country in the world with the highest rate of innovation and take up of industrial robots. Because of demographic issues a little bit what led Japan the first place to be one of the real big innovators around robots in general. The fact that demographics, you’re having an aging population, less and less children. How are you going to replace all these people? Moving that into big winners, who becomes a big winner in a space where manufacturing is fundamentally changing? Obviously, there’s the big four of robots, which is ABB, FANUC, KUKA, and Yaskawa. Epson, I think, is now in there, although it’s not considered one of the big four. Kawasaki, Denso, Universal Robots. There’s a really big robotics, industrial robotic companies in the space from different origins, FANUC and Yaskawa, and Epson from Japan, KUKA from Germany, ABB from Switzerland, Sweden. A lot of now emerging companies from China, and what’s happening in that space is quite interesting. On the other hand, also, other winners will include players that will be integrators that will build some of the rest of the infrastructure that goes into manufacturing, the Siemens of the world, the Schneider’s, the Rockwell’s that will lead to fundamental industrial automation. Some big winners in there that whose names are well known, so probably not a huge amount of surprises there. There’s movements. As I said, we’re still going to see the big Chinese players emerging in the world. There are startups that are innovating around a lot of the edges that are significant in this space. We’ll see if this is a space that will just be continued to be dominated by the big foreign robotics and by a couple of others and by the big integrators or not. Bertrand Schmitt I think you are right to remind about China because China has been moving very fast in robotics. Some Chinese companies are world-class in their use of robotics. You have this strange mix of some older industries where robotics might not be so much put to use and typically state-owned, versus some private companies, typically some tech companies that are reconverting into hardware in some situation. That went all in terms of robotics use and their demonstrations, an example of what’s happening in China. Definitely, the Chinese are not resting. Everyone smart enough is playing that game from the Americans, the Chinese, Japanese, the South Koreans. Nuno Gonçalves Pedro Exciting things are manufacturing, and maybe to bring it all together, what does it mean for all the big players out there? If we talk with startups and talk about startups, we didn’t mention a ton of startups today, right? Maybe incumbent wind across the board. But on a more serious note, we did mention a few. For example, in nuclear energy, there’s a lot of startups that have been, some of them, incredibly well-funded at this moment in time. Wrap: what it means for startups, incumbents, and investors There might be some big disruptions that will come out of startups, for example, in that space. On the chipset side, we talked about the big gorillas, the NVIDIAs, AMDs, Intel, etc., of the world. But we didn’t quite talk about the fact that there’s a lot of innovation, again, happening on the edges with new players going after very large niches, be it in networking and switching. Be it in compute and other areas that will need different, more specialized solutions. Potentially in terms of compute or in terms of semiconductor deployments. I think there’s still some opportunities there, maybe not to be the winner takes all thing, but certainly around a lot of very significant niches that might grow very fast. Manufacturing, we mentioned the same. Some of the incumbents seem to be in the driving seat. We’ll see what happens if some startups will come in and take some of the momentum there, probably less likely. There are spaces where the value chains are very tightly built around the OEMs and then the suppliers overall, classically the tier one suppliers across value chains. Maybe there is some startup investment play. We certainly have played in the couple of the spaces. I mentioned already some of them today, but this is maybe where the incumbents have it all to lose. It’s more for them to lose rather than for the startups to win just because of the scale of what needs to be done and what needs to be deployed. Bertrand Schmitt I know. That’s interesting point. I think some players in energy production, for instance, are moving very fast and behaving not only like startups. Usually, it’s independent energy suppliers who are not kept by too much regulations that get moved faster. Utility companies, as we just discussed, have more constraints. I would like to say that if you take semiconductor space, there has been quite a lot of startup activities way more than usual, and there have been some incredible success. Just a few weeks ago, Rock got more or less acquired. Now, you have to play games. It’s not an outright acquisition, but $20 billion for an IP licensing agreement that’s close to an acquisition. That’s an incredible success for a company. Started maybe 10 years ago. You have another Cerebras, one of the competitor valued, I believe, quite a lot in similar range. I think there is definitely some activity. It’s definitely a different game compared to your software startup in terms of investment. But as we have seen with AI in general, the need for investment might be larger these days. Yes, it might be either traditional players if they can move fast enough, to be frank, because some of them, when you have decades of being run as a slow-moving company, it’s hard to change things. At the same time, it looks like VCs are getting bigger. Wall Street is getting more ready to finance some of these companies. I think there will be opportunities for startups, but definitely different types of startups in terms of profile. Nuno Gonçalves Pedro Exactly. From an investor standpoint, I think on the VC side, at least our core belief is that it’s more niche. It’s more around big niches that need to be fundamentally disrupted or solutions that require fundamental interoperability and integration where the incumbents have no motivation to do it. Things that are a little bit more either packaging on the semiconductor side or other elements of actual interoperability. Even at the software layer side that feeds into infrastructure. If you’re a growth investor, a private equity investor, there’s other plays that are available to you. A lot of these projects need to be funded and need to be scaled. Now we’re seeing projects being funded even for a very large, we mentioned it in one of the previous episodes, for a very large tech companies. When Meta, for example, is going to the market to get funding for data centers, etc. There’s projects to be funded there because just the quantum and scale of some of these projects, either because of financial interest for specifically the tech companies or for other reasons, but they need to be funded by the market. There’s other place right now, certainly if you’re a larger private equity growth investor, and you want to come into the market and do projects. Even public-private financing is now available for a lot of things. Definitely, there’s a lot of things emanating that require a lot of funding, even for large-scale projects. Which means the advent of some of these projects and where realization is hopefully more of a given than in other circumstances, because there’s actual commercial capital behind it and private capital behind it to fuel it as well, not just industrial policy and money from governments. Bertrand Schmitt There was this quite incredible stat. I guess everyone heard about that incredible growth in GDP in Q3 in the US at 4.4%. Apparently, half of that growth, so around 2.2% point, has been coming from AI and related infrastructure investment. That’s pretty massive. Half of your GDP growth coming from something that was not there three years ago or there, but not at this intensity of investment. That’s the numbers we are talking about. I’m hearing that there is a good chance that in 2026, we’re talking about five, even potentially 6% GDP growth. Again, half of it potentially coming from AI and all the related infrastructure growth that’s coming with AI. As a conclusion for this episode on infrastructure, as we just said, it’s not just AI, it’s a whole stack, and it’s manufacturing in general as well. Definitely in the US, in China, there is a lot going on. As we have seen, computing needs connectivity, networks, need power, energy and grid, and all of this needs production capacity and manufacturing. Manufacturing can benefit from AI as well. That way the loop is fully going back on itself. Infrastructure is the next big thing. It’s an opportunity, probably more for incumbents, but certainly, as usual, with such big growth opportunities for startups as well. Thank you, Nuno. Nuno Gonçalves Pedro Thank you, Bertrand.
Send us a textWe sit down with April Whitson, Global VP of HR for ABB and author of The Stay Challenge, to unpack seven leadership regrets and how intentional habits prevent them. From regrettable retention to culture drift, we share practical moves that raise standards, protect trust, and improve results.• work–life integration replacing identity-through-work• regrettable retention and the cost of keeping disengagement• silent complicity and fear of conflict• asking for and giving useful feedback• missed growth through lack of stretch assignments• intentional leadership over adding more tasks• values as observable behaviors, not posters• clarifying purpose and aligning with company values• team-level culture shaped by daily leader habits• emotional blind spots and practical EQ• decision drift and timely hard calls• burnout betrayal and modeling healthy limits• culture drift and keeping hands on the wheelHighly suggest you get her book, The Stay Challenge, and subscribe to her newsletter. Follow April on LinkedIn for updates on the Intent2Lead app launching by April 1. Support the showI ♥ my podcast host @Buzzsprout. This link will get us both a $20 credit if you upgrade! https://www.buzzsprout.com/?referrer_id=1087190 The Scott Townsend Show Merchandise https://teespring.com/stores/tsts-2Resources and Links--------------------------------------------My contact info:LinkedIn https://bit.ly/2ZZ4qweTwitter https://bit.ly/3enLDQaFacebook https://bit.ly/2Od4ItOInstagram https://bit.ly/2ClncWlSend me a text: 918-397-0327Executive Producer: Ben TownsendCreative Consultant: Matthew Blue TownsendShot with a 1080P Webcam with Microphone, https://amzn.to/32gfgAuSamson Technologies Q2U USB/XLR Dynamic Microphone Recording and Podcasting Pack https://amzn.to/3TIbACeVoice Actor: Britney McCulloughLogo by Angie Jordan https://blog.angiejordan.com/contact/Theme Song by Androzguitar https://www.fiverr.com/inbox/androzguitar
Earnings season is in full swing, and this week on Dividend Talk it's all about what recent earnings and dividend announcements really mean for long-term dividend investing. The conversation covers major earnings from companies likeMicrosoft, SAP, LVMH, Apple, Texas Instruments, Visa, Starbucks, UnitedHealth, and Altria, alongside a wave of European dividend increases from ASML, Deutsche Bank, Sanofi, ABB, KPN, and others. We break down what's driving big price drops, where valuation expectations may have run ahead of reality, and how dividend growth investors should think about volatility during earnings season.
Applied Digital CEO Wes Cummins joins Data Center Frontier Editor-in-Chief Matt Vincent to break down what it takes to build AI data centers that can keep pace with Nvidia-era infrastructure demands and actually deliver on schedule. Cummins explains Applied Digital's “maximum flexibility” design philosophy, including higher-voltage delivery, mixed density options, and even more floor space to future-proof facilities as power and cooling requirements evolve. The conversation digs into the execution reality behind the AI boom: long-lead power gear, utility timelines, and the tight MEP supply chain that will cause many projects to slip in 2026–2027. Cummins outlines how Applied Digital locked in key components 18–24 months ago and scaled from a single 100 MW “field of dreams” building to roughly 700 MW under construction, using fourth-generation designs and extensive off-site MEP assembly—“LEGO brick” skids—to boost speed and reduce on-site labor risk. On cooling, Cummins pulls back the curtain on operating direct-to-chip liquid cooling at scale in Ellendale, North Dakota, including the extra redundancy layers—pumps, chillers, dual loops, and thermal storage—required to protect GPUs and hit five-nines reliability. He also discusses aligning infrastructure with Nvidia's roadmap (from 415V toward 800V and eventually DC), the customer demand surge pushing capacity planning into 2028, and partnerships with ABB and Corintis aimed at next-gen power distribution and liquid cooling performance.
© 2020-2026 Ivy Podcast Discovery LLC
