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Hello Youtube Members, Patreons and Pacific War week by week listeners. Yes this was intended to be an exclusive episode to join the 29 others over on my Youtube Membership and Patreon, but since we are drawing to the end of the Pacific War week by week series, I felt compelled to make some special episodes to answer some of the bigger questions. Why did Japan, or better said, why did Emperor Hirohito decide to finally surrender? It seems obvious on the face of it, but there is actually a lot more to it than bombs or Soviet invasions. I guess you can call this episode a teaser or a shameless plug for going over to my Youtube Membership or Patreon. There's honestly a lot of interesting subjects such as ‘why was the japanese army so brutal”, “Hirohito's war time responsibility”, “the 4 part Kanji Ishiwara series”. Thus if you liked this one please show some love and check out my other stuff on my Youtube Membership or over at www.patreon.com/pacificwarchannel.   Stating all of that lets just jump right into it.   We first need to start off briefly looking at Emperor Hirohito.    Upon taking the throne, Emperor Hirohito in 1926 Hirohito inherited a financial crisis and a military that was increasingly seizing control of governmental policies. From the beginning, despite what many of you older audience members may have been told, Hirohito intensely followed all military decisions. Hirohito chose when to act and when not to. When the Kwantung Army assassinated Zhang Zuolin, he indulged their insubordination. This emboldened them to invade Manchuria in 1931, whereupon Hirohito was furious and demanded they be reigned in. Attempts were made, but they were heavily undermined by radicals. Hirohito could have put his foot down, but he chose not to. On September 22nd, at 4:20pm Hirohito said to the IJA Chief of General staff, Kanaya Hanzo “although this time it couldn't be helped, the army had to be more careful in the future”. Thus Hirohito again acquiesced to the military, despite wanting them to stop or at least localize the conflict. The military had disregarded his wishes, they should have been severely punished. Why did Hirohito not take a firmer stance?    Again for older audience members you may have heard, “hirohito was a hostage at the whim of his own military”. This narrative made it seem he was some sort of hostage emperor, but this is not the case at all. In fact Hirohito was instrumental in many military decisions from 1931-1945. The reason this, I will call it “myth” , went on was because after Japan's surrender, the US basically rewrote the Japanese constitution and covered up the Emperor's involvement in all the nasty stuff, to maintain control over Japan. Yeah it sounds a bit conspiracy esque, but I assure you it was indeed the case. This narrative held firm all the way until Hirohito's death, when finally meeting notes and personal accounts from those close to him came out, illuminating a lot. Though to this day, many records are still red -tapped.   The reason Hirohito did not stamp his foot down has to do with the Kokutai.    The Kokutai   So before I carry on, I have to explain what exactly is the Kokutai.    The Kokutai, loosely translated as "national essence," refers to the qualities that distinguish the Japanese identity. However, this concept is remarkably vague and poorly defined; even Japanese historians acknowledge this ambiguity. In contrast to Kokutai is seitai, or "form of government." While the Kokutai embodies the eternal and immutable aspects of Japanese polity—rooted in history, traditions, and customs centered around the Emperor—Japan's seitai has evolved significantly throughout its extensive history. For instance, shoguns governed for over 700 years until 1868, when the Meiji Restoration reinstated direct imperial rule.   Nevertheless, Emperor Meiji's direct authority came to an end with the adoption of the Meiji Constitution in 1889, which established a constitutional monarchy, introducing significant complexities into the governance system.   Article 4 of the constitution declares: “The Emperor is the head of the Empire, combining in Himself the rights of sovereignty, uniting the executive, legislative, and judicial branches of government, although subject to the consent of the Imperial Diet.” Under this framework, the Emperor alone possessed the power to appoint or dismiss ministers of state, declare war, negotiate peace, conclude treaties, direct national administration, and command the army and navy.   A glaring flaw in this arrangement is the inherent ambiguity of the Meiji Constitution. While it established a democratic parliament, it simultaneously afforded the Emperor absolute authority to usurp it. The document failed to clearly define the relationships between the executive, legislative, and judicial branches, and its language was intentionally vague. Most critically, the military—the army and navy—were not directly accountable to the civilian government.    So with the kokutai, the Emperor is a divine figure who embodies the state's sovereignty. It was not necessarily the Emperor's job to surrender on behalf of the official government of Japan, but he most certainly could do so, given the Japanese people still remained faithful to the kokutai.    Now Hirohito did not live an ordinary life. According to the imperial custom, Japanese royals were raised apart from their parents, at the age of 3 he was placed in the care of the Kwamura family who vowed to raise him to be unselfish, persevering in the face of difficulties, respectful of the views of others and immune to fear. One thing that was absolutely indoctrinated into him was to defend the kokutai. It became his top mission as a monarch, it was the only mission in many ways. At the very core of how he saw the world and how he acted, it was always to protect the kokutai.    So when the Japanese military began these insubordinate acts, Hirohito's primary concern was to the kokutai, ie: anything that threatened his imperial authority and the imperial institution itself. Although the military usurped his authority, the operations had been successful. Hirohito was not at all opposed to seeing his empire expand. He understood the value of manchuria, he was fully onboard with the military plans to eventually seize control over it, but these radicals were accelerating things to quickly for everyone's liking. He turned a blind eye, dished light punishments and carried on. However the local conflict escalated. It traveled to Shanghai by 1932 and here Hirohito took action. He understood Shanghai was full of western powers. Nations like Britain and America could place economic sanctions on Japan if things were allowed to get out of hand here. So he ordered General Yoshinori Shirakawa to bring the Shanghai expedition to a close.    During this period, two factions emerged within the Japanese military: the Kodoha, or “Imperial Way,” and the Toseiha, or “Control” faction. The Kodoha was founded by General Sadao Araki and his protégé, Jinzaburo Masaki. Their primary objective was a Shōwa Restoration aimed at purging Japan of corrupt politicians and businessmen, especially those associated with the zaibatsu. Composed mainly of young army officers, the Kodoha espoused a romanticized and radical interpretation of Bushido, idealizing pre-industrial Japan, which Araki believed had been tainted by Western influences. To achieve their goals, they resorted to assassinations and planned a coup d'état.   In response, the Toseiha faction was formed, initially led by Lt. General Tetsuzan Nagata and later by Hideki Tojo. Like the Kodoha, the Toseiha sought a Shōwa Restoration but adopted a more moderate and conservative approach. They recognized the importance of preserving traditional values while integrating Western ideals, advocating for a balanced perspective. The Toseiha promoted pragmatic military strategies to navigate the complexities of modern warfare. Although they acknowledged the existence of corrupt politicians and zaibatsu, they preferred to work within the existing political system, anticipating that future total wars would necessitate a strengthened industrial and military capacity. Their ranks primarily included promising graduates from the Imperial Japanese Army (IJA) Academy, Army Staff College, and select naval members. The most significant distinction between the two factions was that the Toseiha explicitly rejected the use of a coup d'état in pursuit of their goals.   Between 1932-1936 radical officers, mostly of the Kodoha faction assassinated politicians and military leaders trying to usher in a showa restoration. You might be led to believe this was in the interest of Hirohito, you would be mistaken. Hirohito did not want a military dictatorship at the whim of the cult of the emperor. Ironic to say, given how WW2 turns out mind you. This really would have been a hostage situation. Hirohito wanted to maintain the exact ambiguous situation that was Showa Era Japan pre 1945. He saw this as the most ideal structure to defend the kokutai, because blame could not be placed solely upon his shoulders. He always maintained a get out of jail free card one could say.    The February 26 incident of 1936, was the climax of the Kodoha faction. They performed a mutiny trying to usher in a SHowa restoration. They assumed when their messenger came to the emperor he would join them and take direct rule. Instead Hirohito was furious. His first thought was the mutineers were trying to enlist his brother Chichibu to overthrow him. He dragged his brother who was a fraternizer amongst the kodoha members mind you, into a meeting, demanding he never associate with them again nor attempt to challenge him. Then Hirohito furious demanded the mutineers be dealt with. At one point he even threatened to lead the imperial guards to put them down. The coup failed, the kodoha faction was destroyed. Ironically the toseiha faction were the ones to do it and thus they became the defacto ruling clique.    The military, especially the kwantung army did not stop with their insubordination.    On July 8th of 1937 the Kwangtung army performed the Marco Polo Bridge incident, ushering in the second sino-japanese war. This was one of many false flag operations they had pulled off over the years. Upon being told about this Hirohito's first response was whether the USSR would invade Manchukuo over the matter. This is what he said to Prime Minister Konoe and army minister Sugiyama “What will you do if the Soviets attack us from the rear?” he asked the prince. Kan'in answered, “I believe the army will rise to the occasion.” The emperor repeated his question: “That's no more than army dogma. What will you actually do in the unlikely event that Soviet [forces] attack?” The prince said only, “We will have no choice.” His Majesty seemed very dissatisfied. Hirohito furious demanded to know what contingency plans existed and his advisors told him before he gave his red seal of approval to invade northern china.   Henceforth he micromanaged a lot of the military decisions going forward and he oversaw the forming and dissolving of numerous cabinets and positions when things went his way or did not in the military and political scene.  Emperor Hirohito was presented with several opportunities to cause cease-fires or peace settlements during the war years. One of the best possible moments to end it all came during the attack on Nanking when Chiang Kai-sheks military were in disarray. On July 11 of 1938, the commander of the 19th division fought a border clash with the USSR known to us in the west as the battle of Lake Khasan. It was a costly defeat for Japan and in the diary of Harada Kumao he noted Hirohito scolded Army minister Itagaki “Hereafter not a single soldier is to be moved without my permission.” When it looked like the USSR would not press for a counter attack across the border, Hirohito gave the order for offensives in China to recommence, again an example of him deciding when to lay down the hammer.   By 1939 the US began threatening sanctions for what Japan was doing in China. Hirohito complained to his chief aide de camp Hata Shunroku on August 5th “It could be a great blow to scrap metal and oil”. Hirohito was livid and scolded many of his top officials and forced the appointment of General Abe to prime minister and demanded of him “to cooperate with the US and Britain and preserve internal order”.   Fast forward a bit, with war raging in Europe Hirohito, on June 19th of 1940 Hirohito asked if chief of staff Prince Kan'in and Army Minister Hata “At a time when peace will soon come in the European situation, will there be a deployment of troops to the Netherlands Indies and French Indochina?” This question highlighted Hirohito's belief at that time that Germany was close to achieving victory, which led him to gradually consider deploying troops to French Indochina and the Dutch East Indies since neither of those parent nations was in a position to protect their territories and vital resources. Regarding the war in China, the Japanese aimed to stop the flow of materials entering China from places like Hong Kong. Hirohito received reports indicating that Britain would not agree to block the shipment of materials into China via Hong Kong. The military recognized that an invasion of Hong Kong might be necessary, which would mean declaring war on Britain. When this was communicated to him, Hirohito responded, “If that occurs, I'm sure America will enforce an embargo, don't you think?” In response, Kido, the lord of the privy seal, reassured him by stating, “The nation must be fully prepared to resist, proceeding with caution and avoiding being drawn into events instigated by foreign interests.”   Hirohito went through countless meetings, but eventually signed order number 458 authorizing the invasion of French Indochina, knowing full well the consequences. The US,UK and Netherlands began embargoes of oil, rubber and iron. In the words of Admiral Takagai “As time passes and this situation continues, our empire will either be totally defeated or forced to fight a hopeless war. Therefore we should pursue war and diplomacy together. If there is no prospect of securing our final line of national survival by diplomatic negotiations, we must be resolved to fight.” Hirohito understood the predicament full well, that each day Japan was wasting its oil reserves, if they were to strike it had to be quickly.   On October 13th Hirohito told his closest advisor Koichi Kido “In the present situation there seems to be little hope for the Japan–U.S. negotiations. If hostilities erupt this time, I think I may have to issue a declaration of war.”   The reason I am bringing up all this stuff is to solidify, Hirohito had agency, he was micromanaging and forming decisions. After the war broke out with the west, Hirohito did have the ability to stamp his foot down. Of course there could have been wild repercussions, his military could have usurped him with Chichibu, it was definitely possible. But you need to keep this mind set, as far as why Hirohito acts or doesn't, its always to protect the Kokutai. Thus one of the levers for peace, solely rested on Hirohito's perception if the kokutai could be retained or not.    From the outset of the Pacific War, Hirohito believed Germany was going to defeat the USSR. In line with his military leaders, they all believed Japan had to seize everything they could in the asia-pacific and thwart off the US until a negotiated peace could be met. Hirohito committed himself to overseeing the war, determined to achieve victory at any cost. He was a very cautious leader, he meticulously analyzed each campaign, anticipating potential setbacks and crafting worst-case scenario predictions. He maintained a skeptical view of the reports from his senior officials and was often harshly critical of high commanders.   While he did not frequently visit the front lines like other commanders in chief, Hirohito wielded significant influence over theater operations, shaping both planning and execution whenever he deemed necessary. Similar to his approach during the war in China, he issued the highest military orders from the Imperial Headquarters, conducted audited conferences, and made decisions communicated under his name. He regularly welcomed generals and admirals to the imperial palace for detailed briefings on the battlefront and visited various military bases, battleships, and army and naval headquarters. His inspections encompassed military schools and other significant military institutions, adding to his comprehensive involvement in the war effort.   Now the war went extremely well for Japan until the battle of Midway. This was as major setback, but Japan retained the initiative. Then the Guadalcanal campaign saw Japan lose the initiative to the Americans. Upon receiving the initial report of the Ichiki detachment's destruction, Hirohito remarked, “I am sure it [Guadalcanal] can be held.” Despite the numerous reports detailing the devastating effects of tropical diseases and starvation on his troops, he persistently demanded greater efforts from them. Hirohito exerted continuous pressure on his naval and land commanders to retake the island. On September 15th, November 5th, and November 11th, he requested additional Imperial Japanese Army (IJA) troops and aircraft to be allocated to the cause.   General Sugiyama expressed concerns about dispatching more IJA pilots due to their inexperience in transoceanic combat, preferring to reinforce the North China Army for an attack on Chongqing instead. Hirohito pressed the issue again, but Sugiyama responded that the IJA had diverted its air resources to New Guinea and Rabaul. Undeterred by the objections from senior commanders, Hirohito persisted in his demands. By late November, it became evident that Guadalcanal was a lost cause.   At an Imperial Headquarters conference on December 31st, 1942, the chiefs of staff proposed canceling the attempts to recapture Guadalcanal. Hirohito sanctioned this decision but stated, “It is unacceptable to just give up on capturing Guadalcanal. We must launch an offensive elsewhere.” He insisted on this point, leading to the selection of new strategic targets in the Solomons, north of New Georgia, and in the Stanley Range on New Guinea. Hirohito even threatened to withhold authorization for withdrawing troops from Guadalcanal until a new plan was established. He later opposed the withdrawal from Munda Airfield, as it contradicted the newly defined defensive line.   As the defensive perimeter in the central and northern Solomons began to crumble, Hirohito continued to insist that the navy engage in decisive battles to regain the initiative, allowing for the transport of supplies to the many soldiers trapped on various islands. When he learned of the navy's failure to reinforce Lae on March 3rd, he asked, “Then why didn't you change plans immediately and land at Madan? This is a failure, but it can teach us a good lesson and become a source of future success. Do this for me so I can have peace of mind for a while.” The phrase “Do this for me” would come to be his signature rallying cry.   After Guadal canal, it was loss after loss for Japan. By February of 1944, Hirohito forced Sugiyama to resign so Hideki Tojo could take his position as chief of the general staff, note Tojo was prime minister and army minister at this point. Hirohito worked alongside Tojo to plan some last ditch efforts to change the war situation. The most significant one was Operation Ichi-Go. As much damage as they did to China with that, Chiang Kai-Shek's government survived. Hirohito watched as island by island fell to the Americans. When the Americans were poised to take Saipan he warned Tojo “If we ever lose Saipan, repeated air attacks on Tokyo will follow. No matter what it takes, we have to hold there.” Saipan fell, so Hirohito stopped supporting Tojo and allowed his rivals to take down his cabinet by june 18th of 1944.    Hirohito remained resolute in his determination to wrest victory from the Allies. On October 18th, the Imperial Headquarters ordered a decisive naval engagement, leading to the Battle of Leyte Gulf. After the war, Hirohito publicly stated, "Contrary to the views of the Army and Navy General Staffs, I consented to the showdown battle at Leyte, believing that if we launched an attack and America hesitated, we might find an opportunity to negotiate." Leyte Gulf didnt work. The military began the kamikaze program. On new years day of 1945 Hirohito inspected the special last meal rations given to departing kamikaze units. Iwo Jima fell. Okinawa remained, and Hirohito lashed out “Is it because we failed to sink enemy transports that we've let the enemy get ashore? Isn't there any way to defend Okinawa from the landing enemy forces?” On the second day of Okinawa's invasion Hirohito ordered a counter landing by the 32nd army and urged the navy to counterattack in every way possible. It was a horrible failure, it cost the lives of up to 120,000 Japanese combatants, 170,000 noncombatants. The Americans lost 12,500 killed and 33,000 wounded. An absolute bloodbath.    The Surrender time   Now we come to the time period where Japan seriously began looking for ways to surrender. In Europe Germany was heading to its defeat and Japan knew this. As for Japan, their army in Burma had been annihilated. Their forces in China were faring better after Operation Ichi-go, having opened up a land corridor along the main railway from Beiping to Wuhan and from throughout Guangdong but still stuck in a deadlock stalemate, facing a guerrilla war that was costing them 64% of their military expenditures. They deeply feared once the Soviets finished up with Germany, they would undoubtedly turn east against Manchuria. With the Soviets attacking from the north, the US would attack from the south, perhaps landing in Shanghai and the home islands. The Kamikaze tactics were proving formidable, but not nearly enough. By 1945, 43% of the IJA were now stationed in Japan, Korea and Formosa, bracing for the final stand. Former prime minister Reijiro Wakatsuki came out of retirement in may of 1945, having heard Germany collapsed, to urge Hirohito and the Prime Minister Kantaro Suzuki to open negotiations with the US as soon as possible. However he also said “the enemy must first be made to see the disadvantages of continuing the war”. To this Hirohito's chief counselor Makino Nobuaki said that “the ultimate priority is to develop an advantageous war situation.” Advisor admiral Kesiuke Okada said Japan should wait for “a moment favorable for us,” then make peace. Advisors Kiichiro Hiranuma and Koki Hirota advised the emperor to fight on until the end.   Now I want to bring in a key player to the surrender decision, that of Prince Konoe. Konoe was very close to Hirohito and understood the emperors mentality, especially how he viewed things in relation to the kokutai.    The senior statesman Prince Konoe had been consulting with Hirohito for over 18 months at this point trying to convey the message that if the war continued it would threaten the kokutai. Many months prior, he confided in the emperor's brother, Prince Takamatsu, that the army was suffering from “a cancer” in the form of the Toseiha faction. However, he noted that “Kido and others” did not share his perspective, while “his Majesty is relatively unconcerned with ideological issues.” For the past four years, he continued, the emperor had been advised and still believed that “the true extremists are the Kodoha faction.” In reality, the greater threat to the kokutai arose from the Toseiha faction. Konoe further asserted that if the war escalated, they would attempt to alter the kokutai.   Konoe speculated that whether the threat originated from communists within the nation, primarily referring to left-wing radicals in the Toseiha faction, or from the “Anglo-American enemy,” both would seek to preserve the emperor while pushing towards the country's communization.In his written report to the emperor on February 14, which Kido listened to attentively, Konoe elaborated on his conspiracy theory. He asserted that the Soviet Union regarded Japan as its primary threat in East Asia. The Soviets had allied with the Chinese Communists, the largest and most formidable Communist party in Asia, and were collaborating with the United States and Britain to drive Japan out of China. He warned that they would enter the war when the opportunity arose.   Defeat, he cautioned the emperor, was inevitable if the conflict persisted. However, he emphasized that a far greater fear was the potential destruction of the kokutai. The ongoing war was eroding the domestic status quo, unleashing forces that threatened Japan and its imperial institution from within as much as from external adversaries. The real danger lay in the emperor's and Kido's trust in the generals of the Toseiha faction, who were unintentionally facilitating the communization of Japan. Konoe implored for a swift peace settlement before a Communist revolution emerged, making the preservation of the kokutai impossible. Hirohito agreed with Konoe but stated “ To end the war would be “very difficult unless we make one more military gain.” Konoe allegedly replied, “Is that possible? It must happen soon. If we have to wait much longer, . . . [a mere battle victory] will mean nothing.” Hirohito replied “If we hold out long enough in this war, we may be able to win, but what worries me is whether the nation will be able to endure it until then.”   On February 15th of 1945, Hirohito's intelligence warned the Soviet Union would likely abrogate its Neutrality Pact with Japan. Even Tojo conceded there was a 50/50 chance the USSR would invade Manchuria. In March, the US began B-29 incendiary bombing raids over Tokyo, turning 40% of the capital into ash. On March 18th, Hirohito with some aides drove around the capital to witness the devastation. The civilians looked exhausted and bewildered to Hirohito. Factory production was collapsing, absenteeism was rising, instances of lese majeste were running rampant. For the next 5 months imperial family members and senior statesmen all began speaking to Hirohito about the “crises of the kokutai”. The threat Konoe had warned about for months was becoming the main talking point. It seemed like the Japanese people within the countryside and urban areas remained steadfast in the resolve to obey their leaders, work and sacrifice for their nation, but for how long would they feel so?    It was only after the battle for Okinawa was lost and 60 Japanese cities had been leveled by American incendiary bombs that Hirohito openly indicated he wanted to negotiate a surrender.   Kido's diary reveals the first clear indication that the emperor might be urged to consider an early peace on June 8, 1945, when Kido drafted his “Draft Plan for Controlling the Crisis Situation.” This marked a pivotal moment. It followed the unintentional bombing of the Imperial Palace, the complete loss of hope for saving Okinawa, and coincided with the day the Supreme War Leadership Council adopted the “Basic Policy for the Future Direction of the War.” With the fighting in Europe concluded, Japan found itself entirely isolated. Kido's plan, although vague, proposed seeking the Soviet Union's assistance as an intermediary to help Japan gain leverage in negotiations with its adversaries. By drafting this plan, Kido signaled the end of his long alliance with the military hard-liners. Hirohito's acceptance of it indicated his readiness for an early peace.   Hirohito was moved to an underground bunker in the mountains of Matsushiro in Nagano prefecture where upon those around him noted he fell into a deep depression. On June 22nd  Hirohito informed the Supreme War Leadership Council he wanted them to open diplomatic maneuvers to end the war. In early July Soviet Ambassador Jacob Malik broke off inconclusive talks with Hirota. Hirohito stepped in immediately and ordered a new special envoy be sent to Moscow. However Hirohito nor the Suzuki government had concrete plans on how to mediate a surrender through the Soviets. The only things they did prioritize was a guarantee of the emperors political position and retainment of the imperial system, ie the kokutai. This was taken into consideration rather than ending the war as quickly as possible to save the lives of millions.    From April 8, 1945, until Japan's capitulation, the Suzuki government's chief war policy was “Ketsugo,” an advanced iteration of the “Shosango” (Victory Number 3) plan for defending the homeland. The hallmark of this strategy was a heavy reliance on suicide tactics, including deploying a massive number of kamikaze “special attack” planes, human torpedoes launched from submarines, dynamite-stuffed “crash boats” powered by truck engines, human rocket bombs carried by aircraft, and suicide assaults by specially trained ground units.   While preparations for Operation Ketsu progressed, the Imperial Diet convened on June 9 to pass a Wartime Emergency Measures Law, along with five additional measures aimed at mobilizing the entire nation for this final battle. On the same day, the emperor, who had yet to initiate efforts to end the war, issued another imperial rescript in conjunction with the Diet's convocation, instructing the nation to “smash the inordinate ambitions of the enemy nations” and “achieve the goals of the war.” Concurrently, the controlled press launched a daily die-for-the-emperor campaign to foster gratitude for the imperial benevolence and, from around mid-July onward, initiated a campaign to “protect the kokutai.”   The Americans countered with their own propaganda aimed at breaking Japan's will to fight. B-29 bombers dropped millions of leaflets written in Japanese, announcing the next scheduled targets for bombing raids and urging surrender, while using the emperor to challenge the militarists. Leaflets bearing the chrysanthemum crest criticized the “military cliques” for “forcing the entire nation to commit suicide” and called on “everyone” to “exercise their constitutional right to make direct appeals [for peace] to the Emperor.” They asserted that “even the powerful military cliques cannot stop the mighty march for peace of the Emperor and the people.” One notable batch of seven million leaflets conveyed the terms of the “joint declaration” issued by the United States, Great Britain, and China. “Today we come not to bomb you,” they stated. “We are dropping this leaflet to inform you of the response from the United States government to your government's request for conditions of surrender.... Whether the war stops immediately depends on your government. You will understand how to end the war if you read these two official notifications.”   Amid pressures from imperial edicts to continue preparations for a final battle and focus solely on victory, the Japanese people were also subjected to an intense American psychological warfare campaign in addition to aerial bombardment. During late July and August, prefectural governors, police chiefs, and officers of the “special higher police” submitted reports to the Home Ministry detailing the rapidly deteriorating national morale.    Now on the other side, Roosevelt made it known back in January of 1943 at the Casablanca conference, the allies would only accept unconditional surrender. By 1945, the allies understood the predicament this left Japan with. On May 8th of 1945, Truman added “Japan's surrender would not mean the extermination or enslavement of the Japanese people” trying to indicate a non vindictive spirit. However the Kokutai question always remained ambiguous. State Department Joseph Grew, the former ambassador to Japan, began arguing to Truman they needed to make public a clear definition of the terms to persuade Japan to surrender. As he argued to Truman: Emperor Hirohito was seen as the key figure in Japan's surrender, likened to a "queen bee in a hive... surrounded by the attentions of the hive." Throughout the war, he was characterized in various ways—as a “puppet” of the militarists, a constitutional monarch, and a pacifist. Grew had immense faith in the influence exerted by what he referred to as the “moderates” surrounding the Japanese throne.    However many of Grew's colleagues argued the future existence of the monarchy was intolerable as it was akin to fascism. Many wanted to punish the emperor. Truman was in a tug of war. The Potsdam declaration issued on July 26th of 1945 came in the form of a ultimatum aiming to quicken japans surrender. Truman clarified the terms for the unconditional surrender at the end of its terms: "We call upon the government of Japan to proclaim now the unconditional surrender of all Japanese armed forces, and to provide proper and adequate assurances of their good faith in such action. The alternative for Japan is prompt and utter destruction." Zero mention of the emperor. Grew had argued to add “this may include a constitutional monarchy under the present dynasty.” But it was deleted from the article. The status of the emperor was not guaranteed, the kokutai was thus up in the air.    The next day, the Suzuki cabinet rejected the terms. The Japanese leadership and Hirohito were still banking and awaiting Soviet replies to their terms.    Lets talk about the Soviet talks now   Back on July 12th ambassador Naotake Satō sent this message to the Soviets: “His Majesty the Emperor, mindful of the fact that the present war daily brings greater evil and sacrifice upon the peoples of all the belligerent powers, desires from his heart that it may be quickly terminated. But so long as England and the United States insist upon unconditional surrender, the Japanese Empire has no alternative but to fight on with all its strength for the honor and existence of the Motherland”.  However the Soviets had made commitments to their allies, promising in fact to invade Japan to aid them.    As for the Soviets their primary objective was to ensure unrestricted access to the Pacific Ocean. The year-round ice-free areas of the Soviet Pacific coastline, particularly Vladivostok, could be blockaded by air and sea from Sakhalin Island and the Kurile Islands. Securing these territories to guarantee free access to the Soya Strait was their main goal. Secondary objectives included acquiring leases for the Chinese Eastern Railway, the Southern Manchuria Railway, as well as gaining control over Dairen and Port Arthur.   To achieve these aims, Stalin and Molotov prolonged negotiations with the Japanese, creating a false sense of hope for a Soviet-mediated peace. Simultaneously, in their discussions with the United States and Britain, the Soviets insisted on strict adherence to the Cairo Declaration, which had been reaffirmed at the Yalta Conference. This declaration stipulated that the Allies would not accept a separate or conditional peace with Japan; thus, the Japanese would need to surrender unconditionally to all the Allies. The Soviets aimed to prolong the war by opposing any efforts to dilute this requirement. This approach would provide the Soviets with the necessary time to complete the transfer of their troops from the Western Front to the Far East and to conquer Manchuria, Inner Mongolia, northern Korea, South Sakhalin, the Kuriles, and potentially Hokkaidō, starting with an assault on Rumoi. AUGUST 1945   Thus we come to at last the critical point, August of 1945.    The Americans prepared for the deployment of atomic bombs and for an invasion of southern Kyushu, known as Operation Olympic, scheduled to commence on November 1. At 8:15 A.M. on August 6, a single B-29 bomber, the Enola Gay dropped little boy, devastating much of the undefended city of Hiroshima, instantly killing an estimated 100,000 to 140,000 people and leading to the deaths of possibly another 100,000 over the next five years. At the epicenter of the explosion, “a light appeared 3,000 times brighter than the sun,” creating a fireball that emitted thermal radiation capable of “instantly scorching humans, trees, and houses.” As the air heated and rushed upward, cold air surged in to ignite a firestorm. Hours later, a whirlwind escalated the flames to their peak until more than eight square miles were virtually reduced to cinders. Subsequently, black, muddy rain filled with radioactive fallout began to fall. Two days later, using Japan's rejection of the Potsdam Declaration as a pretext, the Soviet Union declared war on Japan. Then on August 9, the United States dropped a second atomic bomb on Nagasaki, resulting in the immediate deaths of approximately 35,000 to 40,000 people and injuring more than 60,000.   Meanwhile, in Tokyo, during the critical period between the Potsdam Declaration and the atomic bombing of Hiroshima, Emperor Hirohito remained silent about accepting the Potsdam terms. However, on July 25 and 31, he explicitly conveyed to Kido that the imperial regalia must be defended at all costs. The three sacred objects—a mirror, a curved jewel, and a sword—symbolized the legitimacy of his rule through the northern court and were integral to his identity as the divine sovereign. Hirohito's focus was on protecting these symbols of office, as he insisted on having them brought to the palace. This fixation on maintaining his symbols occurred during a pivotal moment when the pressing issue was whether to accept immediate capitulation. Reflecting on this, he was unprepared to seize the opportunity to end the war himself.   Prime Minister Suzuki, following his initial rejection of the Potsdam ultimatum, also saw no need for further action. His Cabinet Advisory Council, which included the president of Asano Cement, the founder of the Nissan consortium, the vice president of the Bank of Japan, and other representatives from the nation's leading business interests that had profited significantly from the war, convened on the morning of August 3. They recommended accepting the Potsdam terms, arguing that the United States would permit Japan to retain its non-military industries and continue participating in world trade.    Here are some reactions to the two bombs and invasion of Manchuria.    Yonai Mitsumasa said to admiral Takagi Sokichi, on August 12, that “I think the term is perhaps inappropriate, but the atomic bombs and the Soviet entry into the war are, in a sense, gifts from the gods [tenyu, also “heaven-sent blessings”]. This way we don't have to say that we quit the war because of domestic circumstances. I've long been advocating control of our crisis, but neither from fear of an enemy attack nor because of the atomic bombs and the Soviet entry into the war. The main reason is my anxiety over the domestic situation. So, it is rather fortunate that we can now control matters without revealing the domestic situation”.    Konoe's characterized the Soviet involvement in the war as “a godsend for controlling the army,”. Kido viewed of both the atomic bombings and the Soviet entry into the conflict as “useful” elements for ensuring a smooth transition. A nascent power struggle was unfolding, rendering the potential death toll—whether one hundred thousand or two hundred thousand—immaterial to those involved, as long as their desired outcome was achieved: an end to the war that would leave the monarchy intact and capable of managing the discontent that defeat would inevitably provoke. Throughout the final acts of this wartime drama, the Japanese “moderates” found it easier to capitulate to external pressures than to take decisive action on their own to conclude the war.   Another illuminating looks at Japan's elite's perspective on surrender terms was the document titled “Essentials of Peace Negotiations” (wahei kosho no yoryo). Drafted by Konoe and his adviser, retired Lt. Gen. Sakai Koji, after Konoe had reluctantly accepted a mission to Moscow, this document, stipulated the preservation of the emperor system, along with most of the imperial prerogatives, as the absolute minimum condition for peace. It defined the “original” or “essential homeland” as including the southern half of the Kurile Islands but showed a willingness to concede all overseas territories to the enemy, including Okinawa and the American-occupied Bonin Islands, as well as the southern half of Sakhalin. The “Essentials” also accepted complete disarmament for an unspecified period, thereby compromising on the issues of demobilizing and disarming the armed forces. More significantly, an “explanation” attached to the “Essentials” emphasized that “the main aim is to secure the imperial line and maintain the political role of the emperor.”    Why Japan surrendered   We come to it atleast after a long podcast. Why did Japan ultimately surrender?   The twin psychological shocks of the first atomic bomb and the Soviet entry into the war, combined with Kido's and the emperor's concern over escalating public criticism of the throne and its occupant, fueled an almost paranoid fear that, sooner or later, the populace would react violently against their leaders if the war persisted much longer. These factors ultimately led Hirohito to accept, in principle, the terms of the Potsdam Declaration.   At the first meeting of the six member constituents of the Supreme War Leadership Council, held from 10:30 A.M. to 1:00 P.M. on August 9, Army Minister Anami Korechika, Chiefs of Staff Umezu Yoshijiro, representing the army, and Yonai, representing the navy, along with Tōgō, from the Foreign Ministry, were expected to discuss the acceptance of the Potsdam Declaration. Instead, the conversation revolved around whether to attempt a conditional surrender—specifically, should they insist on one condition, the preservation of the kokutai, or four?   After Suzuki addressed the assembly regarding the atomic bombing of Hiroshima and the Soviet attack, Yonai, as recounted by Navy Chief of Staff Toyoda, was the first to speak, framing the issue in terms of four conditions. “Let's start to talk, Do we accept the Potsdam Declaration with no conditions? If not, and we wish to insist on attaching hopes and conditions, we may do so this way. First, preservation of the kokutai; then for the rest, the main items in the Potsdam Declaration: treatment of war criminals, method of disarmament, and the matter of sending in an army of occupation.” Thus, the participants identified what they perceived to be the ambiguous points within the Potsdam Declaration and used them as the foundation for their discussions.   The army insisted on four conditions: First, the preservation of the kokutai, which they considered distinct from the Potsdam Declaration itself. The other conditions proposed were, second, that the Imperial Headquarters assume responsibility for disarmament and demobilization; third, a prohibition on occupation; and fourth, the delegation of the punishment of war criminals to the Japanese government. The army equated the kokutai with the emperor's right of supreme command. Their self-serving desire for autonomous war crimes trials was based on the belief that the Allies would use such trials to politically indict the military. Consequently, army leaders aimed to preempt the activities of any international tribunal by conducting their own trials—similar to the approach taken by the uninvaded and unrepentant Germans after World War I.   Supporting the military's views during cabinet meetings that day were three civilian members of the Suzuki cabinet: Justice Minister Matsuzaka Hiromasa, Home Minister Yasui Toji, and Minister of Health Okada Tadahiko. At the imperial conference that night, which extended into the early hours of the tenth, Foreign Minister Tōgō's interpretation of the “preservation of the kokutai” referred solely to the safeguarding of the Imperial House or dynasty, rather than the continuation of Hirohito's reign.   Hiranuma, another advocate for the single condition, interpreted the kokutai as the “emperor's sovereign right to rule the state [not] deriving from national law. Even if the entire nation is sacrificed to the war, we must preserve both the kokutai and the security of the imperial house.” This discrepancy illustrated that there was no completely unified understanding of what the kokutai entailed; the debate over one condition versus four represented conflicting visions for the future of the Japanese state and masked the competition for political power that was already unfolding.   It remains doubtful whether the emperor and Kido initially sided with Tōgō against the four conditions proposed by the senior military leaders. A more likely inference is that both men retained sympathies for the hardliners, both military and civilian, who preferred to continue the futile war rather than surrender immediately and unconditionally. This may explain why, on August 9, Konoe had Hosokawa Morisada approach Navy General Headquarters to urge the emperor's brother, Prince Takamatsu, to pressure Hirohito (through Kido) to accept the Potsdam terms. Later that afternoon, Konoe enlisted the help of diplomat Shigemitsu Mamoru to persuade Kido to reconsider his stance on the four conditions. Ultimately, at the urging of Takamatsu and Shigemitsu, Kido did shift to support Tōgō's position.   At the end of the war, as at its beginning and throughout every stage of its progression, Emperor Hirohito played a highly active role in supporting the actions carried out in his name. From the very beginning of the Asia-Pacific war, the emperor played a significant role in the unfolding events around him. Prior to the Battle of Okinawa, he consistently advocated for a decisive victory. Afterward, he acknowledged the necessity of pursuing an early peace, although he did not favor an immediate cessation of hostilities. Instead, he wavered, steering Japan toward ongoing warfare rather than direct negotiations with the Allies. When the final crisis fully unfolded, the only option left was unconditional surrender. Even then, he continued to procrastinate until the atomic bomb was dropped and the Soviets launched their attack. The wartime emperor ideology that once sustained morale made it exceedingly difficult for Japan's leaders to accept the act of surrender. Aware of their objective defeat, yet indifferent to the suffering the war inflicted on their own people—as well as on the populations of Asia, the Pacific, and the West whose lives they had disrupted—the emperor and his military leaders sought a means to lose without appearing to lose. They aimed to mitigate domestic criticism following surrender while preserving their power structure.   Blinded by their fixation on the fate of the imperial house and committed to an overly optimistic diplomacy toward the Soviet Union, Japan's leaders missed several opportunities to end their lost war. Would Japan's leaders have surrendered more promptly if the Truman administration had “clarified” the status of the emperor before the cataclysmic double shocks of the atomic bomb and the Soviet entry into the war? Probably not. However, it is likely they would have surrendered to prevent the kokutai from being destroyed from within. The evidence suggests that the first atomic bomb and the Soviet declaration of war led Hirohito, Kido, and other members of the court to believe that continuing the war would inevitably result in that destruction. They recognized that the populace was war-weary and despondent, with rising hostility toward the military and the government, accompanied by increasing criticism of the emperor himself. More specifically, Kido and Hirohito were privy to Home Ministry reports, which contained information from governors and police chiefs nationwide. These reports indicated that citizens were beginning to label the emperor as an incompetent leader responsible for the deteriorating war situation.   This is the third variable, never spoken about. Many first look at the atomic bombs. Bigger brain people turn to the Soviet Invasion of Manchuria. But hardly anyone reads about how the collapse of Japan's social fabric, scared the shit out of the Emperor and his closest advisors. You can't have a kokutai, without a populace that worshiped you.    When the emperor expressed in February, “What worries me is whether the nation [could] endure” long enough to achieve victory, he was not merely voicing concern for the suffering of his subjects; rather, he feared that such suffering could lead to social upheaval—in short, revolution. At that time, he referred to the ordinary, war-related hardships of food shortages, air raids, devastated cities, destruction of homes, and the omnipresent grief from the loss of loved ones. The atomic bomb escalated death, pain, and suffering to unimaginably higher levels, intensifying the threat from within. After the bombings of Japan and two atomic bombs, Hirohito was in a dark way, given a golden get out of jail free card. Hirohito could now save his suffering people from further anguish by surrendering, allowing him to deflect responsibility for leading them into misery while adopting an air of benevolence and care. Indeed, Hirohito did care—though not primarily for the Japanese people, but rather for the survival of his own imperial house and throne.   After the bombing of Hiroshima, Hirohito delayed for a full two days before instructing Kido, shortly before 10 A.M. on August 9, to “quickly control the situation” because “the Soviet [Union]” had declared war. Kido immediately communicated with Prime Minister Suzuki, who began arrangements for an Imperial Conference scheduled for later that night. Following the seidan of August 10, Chief Cabinet Secretary Sakomizu took charge of drafting the “Imperial Rescript Ending the War” based on Hirohito's directives. Assisted by two scholars of the Chinese classics, Kawada Mizuho and Yasuoka Masahiro, Sakomizu worked tirelessly for over three days before submitting a version of the rescript to the Suzuki cabinet. After six hours of contentious discussion on the night of August 14, the cabinet modified and approved the document. Hirohito promptly signed it, and Shimomura and Kido persuaded him to record a suitably opaque final version for broadcast to the nation.   On the night of August 14, the Suzuki government notified the United States and other Allied nations that it had accepted both the Potsdam Declaration and the Byrnes letter of August 11. Accelerating the emperor's actions during this climactic moment of the unconditional surrender drama was the American psychological warfare campaign. When a leaflet dropped from B-29 bombers came into Kido's possession on the night of August 13 or the morning of the fourteenth, he conferred with the emperor and explained the gravity of the situation. The latest enemy leaflets were informing the Japanese people of the government's notification of surrender under one condition, along with the full text of Byrnes's response. If this continued, it would undermine the imperial government's reliance on secrecy to obscure the true nature of the lost war and the reasons for the prolonged surrender delay.   Given Kido's and the emperor's concerns about rising signs of defeatism, including criticism of the throne, immediate action was necessary to prevent the populace from acting on their own initiative. Thus, the second seidan was convened. At noon on August 15, the Japanese people gathered around their radio receivers and heard, for the first time, the high-pitched voice of their emperor telling them:    “After pondering deeply the general trends of the world and the actual conditions obtaining in Our Empire today, We have decided to effect a settlement of the present situation by resorting to an extraordinary measure. We have ordered Our Government to communicate to the Governments of the United States, Great Britain, China and the Soviet Union that Our Empire accepts the provisions of their Joint Declaration. To strive for the common prosperity and happiness of all nations as well as the security and well-being of Our subjects is the solemn obligation which has been handed down by Our Imperial Ancestors and which lies close to Our heart. Indeed, We declared war on America and Britain out of Our sincere desire to ensure Japan's self-preservation and the stabilization of East Asia, it being far from Our thought either to infringe upon the sovereignty of other nations or to embark upon territorial aggrandizement. But now the war has lasted for nearly four years. Despite the best that has been done by everyone—the gallant fighting of the military and naval forces, the diligence and assiduity of Our servants of the State, and the devoted service of Our one hundred million people—the war situation has developed not necessarily to Japan's advantage, while the general trends of the world have all turned against her interest. Moreover, the enemy has begun to employ a new and most cruel bomb, the power of which to do damage is, indeed, incalculable, taking the toll of many innocent lives. Should we continue to fight, not only would it result in an ultimate collapse and obliteration of the Japanese nation, but also it would lead to the total extinction of human civilization. Such being the case, how are We to save the millions of Our subjects, or to atone Ourselves before the hallowed spirits of Our Imperial Ancestors? This is the reason why We have ordered the acceptance of the provisions of the Joint Declaration of the Powers... The hardships and sufferings to which Our nation is to be subjected hereafter will be certainly great. We are keenly aware of the inmost feelings of all of you, Our subjects. However, it is according to the dictates of time and fate that We have resolved to pave the way for a grand peace for all the generations to come by enduring the unendurable and suffering what is unsufferable”.   Clearly Hirohito sought to justify his decision to surrender by citing the dropping of the atomic bombs. He wanted to become the saviour of the Japanese people. Hirohito wanted to obfuscate the issue of accountability, to prevent expressions of strife and anger and to strengthen domestic unity around himself, to protect and raise the kokutai.  Interestingly, the surrender declaration to the civilian population was not the same one sent to the military. On August 17th Hirohito issued a second “rescript to soldiers and sailors” throughout the asia-pacific.   “ Now that the Soviet Union has entered the war against us, to continue . . . under the present conditions at home and abroad would only recklessly incur even more damage to ourselves and result in endangering the very foundation of the empire's existence. Therefore, even though enormous fighting spirit still exists in the Imperial Navy and Army, I am going to make peace with the United States, Britain, and the Soviet Union, as well as with Chungking, in order to maintain our glorious national polity”.   The lesser-known August 17 rescript to the army and navy specified Soviet participation as the sole reason for surrender, while maintaining the kokutai as the primary aim. Dissembling until the end—and even beyond—it was noted that the emperor presented two different justifications for his delayed surrender. Both statements were likely true.   Months later Hirohito's said this about his decision to surrender “The main motive behind my decision at that time was that if we . . . did not act, the Japanese race would perish and I would be unable to protect my loyal subjects [sekishi—literally, “children”]. Second, Kido agreed with me on the matter of defending the kokutai. If the enemy landed near Ise Bay, both Ise and Atsuta Shrines would immediately come under their control. There would be no time to transfer the sacred treasures [regalia] of the imperial family and no hope of protecting them. Under these circumstances, protection of the kokutai would be difficult. For these reasons, I thought at the time that I must make peace even at the sacrifice of myself.”    There exists this sort of childish argument today whether it was the atomic bombs or the Soviet Invasion that caused Japan to surrender. However, this overlooks as I think I've explained in 9000 words jeez, the influence of the kokutai. Defending the kokutai was Hirohito's number one priority. The Soviets threatened it. Communism threatened it. What Japan perceived to be “democracy” threatened it. American victory threatened it. And the destruction of Japan's social fabric threatened it. I love this one piece of history, that I have only come across in one book, that being the main one I am using here.   On August 12th, Hirohito came to the imperial family to tell them he had made the decision to surrender. His uncle Prince Yasuhiko Asaka asked him whether the war would be continued if the kokutai could not be preserved. Hirohito replied “of course”.

CoreWeave (CRWV) got an upgrade from JMP Securities as it sees its GPU-as-a-service business as a benefit in an evolving A.I. trade. Marley Kayden adds that its recent $6.3 billion contract with Nvidia (NVDA) offers another line of defense for the stock. Tim Biggam offers an example options trade for the company.======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

In a world where personal brands are built overnight, AI is replacing personality, and “six-figure months” are promised in DMs… this conversation is different. Join Mark Coles and Rachel Godfrey, two of the most respected voices in the fitness and coaching industry, for a raw, real, and vulnerable conversation on: What it really takes to last 10+ years in the fitness business How to stop chasing numbers and start building a brand you're proud of Identity evolution, burnout, spiritual misalignment, and rediscovering your “true north” The difference between followers and legacy Coaching as a calling vs coaching as a shortcut If you're a personal trainer, online coach, or entrepreneur who cares more about reputation, results, and impact than vanity metrics… This isn't just a podcast, it's a mirror. Subscribe for more content on long-term business growth, identity-driven leadership, and coaching mastery. @MarkColesM10 @TheRachelGodfrey @ChaseLifeConsulting CONNECT WITH US! At Chase Life Consulting our mission is to empower half a million female entrepreneurs and executives globally to embrace and fulfil their true potential, unapologetically.  We aim to inspire them to courageously pursue their passions, knowing who they are, what they stand for and where they are going in life.  To optimise their physical and cognitive health; elevate performance standards and ultimately become a better version of themselves. Our commitment is to support their transformation into a physically fit, compassionate, resilient, influential leader and high value woman. Accelerating their journey toward an amazing body, improved health, wealth, fulfilment and impact while creating a deeply fulfilling and inspiring life for themselves and their family. Welcome to the team - www.chaselifeconsulting.com xx

The threat landscape is moving faster than ever—and traditional response playbooks aren't keeping up. In this live Field Notes episode, Eric Brown and Nick Mellum dive into the surge of recent cyberattacks hitting state governments, transit systems, and critical infrastructure across the U.S.From Nevada's complete state office shutdown to Maryland's Metro Transit paralysis, the hosts explore why organizations still "clam up" during breaches instead of sharing crucial threat intelligence. Drawing from their firsthand experience with the St. Paul incident and military-grade preparedness principles, they reveal the uncomfortable truth: you're not building higher walls anymore—you're planning for someone who's already inside.Key Topics Covered:Recent state-level cyberattacks in Nevada and MarylandWhy threat intelligence sharing fails when we need it mostThe human cost of breach response chaos and endless meetingsHow AI is being weaponized in sophisticated supply chain attacksMilitary mindset for cybersecurity: "Semper Gumby, always flexible"Don't wait for the next headline. Subscribe for more unfiltered cybersecurity discussions that bridge the gap between technical reality and human preparation.#cybersecurity #infosec #breach #threatintelligence #fieldnotes #livecast #CISO #cybersecuritynews

In this episode of “The Business of Blueberries,” Inez Be, director of marketing at the U.S. Highbush Council (USHBC) and the North American Blueberry Council (NABC), is joined by VentureFuel Founder and CEO Fred Schonenberg. VentureFuel is an innovation advisory firm that helps major brands, such as Netflix and General Mills, unlock growth through startup collaborations. The USHBC has partnered with VentureFuel to launch the Blueberry Boost Accelerator, a first-of-its-kind program supporting emerging brands using blueberries as a prominent ingredient. Schonenberg is a frequent speaker at top industry events like SXSW and Shoptalk, and holds executive education credentials from Harvard, MIT Sloan and Columbia Business School. He shares the value and purpose of such an innovative program and the benefit it can offer blueberry stakeholders.“  Really, it's a programmatic and high-speed way to take very promising ideas and accelerate their growth to some sort of impact. And what's really cool about what we're doing in the blueberry industry is this idea that the blueberries are the heart of this, they're the platform of innovation.” – Fred Schonenberg Topics covered include: An introduction to Shonenberg and his work at VentureFuel.A description of the Blueberry Boost Accelerator and what it hopes to achieve. The impact this intensive program can have for innovative startups with a blueberry focus.Learn more about the Blueberry Boost Accelerator today and meet the finalists – and sample their products – at the upcoming Blueberry Convention! Crop ReportThe Blueberry Crop Report is an update on crop conditions and markets throughout important blueberry growing areas. Today you'll hear from Alan Schreiber in Washington, Caylan Huddleston in Oregon and Luis Vegas in Peru. This was recorded on September 4, 2025.

Generative AI and Agentic AI are now raising the stakes on how companies deliver customer value and innovate to stay one step ahead. Accelerating with AI comes down to the long game: technology infrastructure, data, and talent. This episode will focus on practical insights into how top enterprise leaders should approach AI for long term investment, including building a modern tech stack, creating enterprise platform capabilities, proprietary data and AI solutions, and building and cultivating world-class AI talent. These best practices will be shared through the lens of Capital One's AI journey. 

In this episode of Curing with Sound, we speak with Patrick Hope, Executive Director of AdvaMed's Medical Imaging Division, about the critical but often unseen world of medical technology policy and advocacy that makes innovative treatments like focused ultrasound accessible to patients. Patrick shares how AdvaMed, an advocacy organization for the med tech industry, collaborates on initiatives to increase awareness among policymakers, improve reimbursement, and champion legislation that accelerates patient access to lifesaving innovations. Discussion highlights: Breakthrough Policy Initiative: Hear about upcoming legislation that could transform how focused ultrasound and other technologies reach patients by eliminating the lengthy CMS reimbursement process, and providing 4-5 years of Medicare coverage for breakthrough medical devices immediately after FDA approval. Patient-Centered Advocacy Strategy: Learn about AdvaMed's unique "Right Scan, Right Time" campaign, which has over 30,000 patient advocates, and its powerful Capitol Hill fly-in events, where patients, providers, and companies work together to share compelling stories with lawmakers. These include dramatic before-and-after videos that show the life-changing impact of treatments like focused ultrasound for essential tremor. EPISODE TRANSCRIPT ---------------------------- QUESTIONS? Email podcast@fusfoundation.org if you have a question or comment about the show, or if you would you like to connect about future guest appearances.  Email info@fusfoundation.org if you have questions about focused ultrasound or the Foundation.  FUSF SOCIAL MEDIA LinkedIn X Facebook Instagram TikTok YouTube FUSF WEBSITE https://www.fusfoundation.org SIGN UP FOR OUR FREE NEWSLETTER https://www.fusfoundation.org/newsletter-signup/ READ THE LATEST NEWSLETTER https://www.fusfoundation.org/the-foundation/news-media/newsletter/ DOWNLOAD "THE TUMOR" BY JOHN GRISHAM (FREE E-BOOK) https://www.fusfoundation.org/read-the-tumor-by-john-grisham/

As the development of self-driving technologies picks up speed in Japan, agricultural machinery is not being left behind.

In this episode of Tea Leaves, Kelly Magsamen, Senior Advisor at The Asia Group, sits down with Abe Denmark, TAG Partner and former Senior AUKUS Advisor to the Secretary of Defense, to unpack the strategic significance of AUKUS Pillar II. They explore how the U.S., U.K., and Australia can fast-track defense innovation across autonomy, long-range strike, and integrated air defense. The conversation highlights opportunities for industrial collaboration, bold new trilateral initiatives, and the critical role of speed in delivering next-generation capabilities. Tune in for insights on how governments and industry can work together to shape the future of Indo-Pacific security through next-generation deterrence.

You're very familiar with Amazon. Have you ever thought about selling on Amazon…B2B? It's not as crazy as it sounds. In fact, Amazon can be an incredibly powerful platform for B2B sales, as well. We wanted you to hear from a pro who can help you get super tactical on Amazon, so we welcomed on Carolyn Lowe, CEO & Founder of ROI Swift. They help brands scale smarter & faster on Amazon. For more about ForthRight Business by ForthRight People or for 1:1 consultation, check us out at ForthRight-Business.com And as always, if you need Strategic Counsel, don't hesitate to reach out to us at: ForthRight-People.com FACEBOOK https://www.facebook.com/forthrightpeople.marketingagency INSTAGRAM https://www.instagram.com/forthrightpeople/ LINKEDIN https://www.linkedin.com/company/forthright-people/ RESOURCES https://www.forthright-people.com/resources VIRTUAL CONSULTANCY https://www.forthright-people.com/shop

On this episode of Accelerating Government, host Dave Wennergren talks with Kendall Holbrook, Malcolm Harden and John Janek about the federal technology market and leadership during times of change. Guests:Kendall Holbrook, CEO, Dev Technology Group and executive vice chair for the Industry Advisory Council. https://www.linkedin.com/in/kendall-holbrook-0852062/ Malcolm Harden, chief strategy officer, DRT Strategies and immediate past chair for the Industry Advisory Council. https://www.linkedin.com/in/malharden/ John Janek, chief technologist, Dev Technology Group and former Foreign Service Officer at the State Department. https://www.linkedin.com/in/johnjanek/ Additional Resources:To learn more about ACT-IAC, please visit our website: https://www.actiac.org/ See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The 2025 Chainalysis Global Crypto Adoption Index shows APAC grew 69% year-over-year, adding nearly US$1 trillion in transaction volume. India, Vietnam, and Pakistan are driving grassroots adoption, while Singapore jumps into the top 20 globally when adjusted for population. Stablecoins are exploding in use cases. Meanwhile, Bitcoin remains the top fiat on-ramp. We break down the findings, U.S. policy shifts, and Asia’s regulatory edge with Chengyi Ong, Head of Policy APAC at Chainalysis. Hosted by Michelle Martin, this episode explores the opportunities and risks shaping the next wave of global crypto adoption.See omnystudio.com/listener for privacy information.

Send us a textCristina Durán is President of Evinova ( https://evinova.com/ ), a healthtech company empowering global life sciences organizations to accelerate better health outcomes with a suite of globally scaled digital health solutions, empowering sites, sponsors and contract research organizations to optimize the entire clinical development lifecycle.Prior to launching Evinova in November 2023, Cristina led AstraZeneca's Digital Health function in Research & Development (R&D) across key therapy areas: Oncology; Cardiovascular, Renal and Metabolism; and Respiratory and Immunology.Cristina previously held senior leadership roles at AstraZeneca across global commercial, in-country commercial, finance and R&D, and led a global transformation in clinical development across R&D functions, focusing on patients' experiences and outcomes with benefits delivered globally.Before joining AstraZeneca, Cristina was a senior management consultant at Accenture, leading large transformation programs, including the set up, from scratch, of a new joint venture between two technology companies, which is now a major business for a top retailer, as well as guiding business transformation strategy reviews and implementing global change initiatives for large telecoms.Cristina is passionate about innovation and increasing enterprise value by inspiring organizations to change for the future and has spoken about using innovative technologies to transform patients' lives at conferences, including the Digital Health World Congress, HLTH EU, BiotechX EU, and the Financial Times Global Pharmaceutical and Biotechnology Conference. Cristina is a chartered accountant (CIMA) and has completed the Massachusetts Institute of Technology Leading Enterprise Transformation program.#CristinaDuran #Evinova #AstraZeneca #DigitalHealth #ClinicalTrials #PatientExperience #RemoteMonitoring #DecentralizedClinicalTrials #MachineLearning #ArtificialIntelligence #Innovation #Science #Technology #Research #ProgressPotentialAndPossibilities #IraPastor #Podcast #Podcaster #Podcasting #ViralPodcastSupport the show

Mining Stock Daily welcomes Marley Palin of BHP to delve into the innovative BHP Xplor program, an accelerator designed to fuel mineral exploration. Marley, with a background in tech and innovation rather than traditional mining, explains how her expertise helps shape this unique program that blends exploration with a venture capital approach. The program focuses on three key pillars: building sustainable business strategies, providing deep technical expertise from BHP, and identifying projects with world-class scale potential. It offers early-stage exploration companies equity-free funding and a crucial six-month period to refine their projects away from immediate market pressures. Marley emphasizes the program's collaborative nature, fostering a strong community among cohort members rather than competition. BHP Explore is also a hub for technological advancement, actively seeking and implementing innovations like AI and machine learning in mineral systems, exemplified by partnerships with companies like Equivest. The program balances a broad application approach for "wild cards" with BHP's strategic interests, such as a deep-seated focus on copper and exploring new jurisdictions. Learn how companies can apply for this transformative opportunity and fast-track their path to a strategic partnership with a major mining companyThis episode of Mining Stock Daily is brought to you by... Revival Gold is one of the largest pure gold mine developer operating in the United States. The Company is advancing the Mercur Gold Project in Utah and mine permitting preparations and ongoing exploration at the Beartrack-Arnett Gold Project located in Idaho. Revival Gold is listed on the TSX Venture Exchange under the ticker symbol “RVG” and trades on the OTCQX Market under the ticker symbol “RVLGF”. Learn more about the company at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠revival-dash-gold.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Vizsla Silver is focused on becoming one of the world's largest single-asset silver producers through the exploration and development of the 100% owned Panuco-Copala silver-gold district in Sinaloa, Mexico. The company consolidated this historic district in 2019 and has now completed over 325,000 meters of drilling. The company has the world's largest, undeveloped high-grade silver resource. Learn more at⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠https://vizslasilvercorp.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Equinox has recently completed the business combination with Calibre Mining to create an Americas-focused diversified gold producer with a portfolio of mines in five countries, anchored by two high-profile, long-life Canadian gold mines, Greenstone and Valentine. Learn more about the business and its operations at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠equinoxgold.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Integra is a growing precious metals producer in the Great Basin of the Western United States. Integra is focused on demonstrating profitability and operational excellence at its principal operating asset, the Florida Canyon Mine, located in Nevada. In addition, Integra is committed to advancing its flagship development-stage heap leach projects: the past producing DeLamar Project located in southwestern Idaho, and the Nevada North Project located in western Nevada. Learn more about the business and their high industry standards over at integraresources.com

According to the State of Sales Enablement 2024, 31% of industry leaders see consistent pipeline generation as a key priority. So how can you effectively leverage your tech stack to drive pipeline growth and maximize revenue generation? Riley Rogers: Hi, and welcome to the Win-Win podcast. I’m your host, Riley Rogers. Here to discuss this topic is Alyssa Sigafus, sales enablement and host B2B marketing manager at Lifetouch. Thank you so much for joining us, Alyssa. As we get started, I’d love if you could just tell us a little bit about yourself, your background, and your role at Lifetouch today.  Alyssa Sigafus: Sounds good. Thanks Riley. Super excited to be here. So my name’s Alyssa Fuss. I’ve been at Lifetouch for the past three years as our sales enablement marketing manager focusing on the host side, which is like our schools and B2B side of the business. Personally, I have one daughter, two dogs, my husband and I, we live in central, Northern Minnesota. So we love the winter in the cold. Something I like to do in my free time, I make a lot of sourdough bread. But I’ve been in sales enablement for the past little over a decade now, and sales support is kind of the thing that I just really have loved and have loved working with all of the tools and things like that, and just seeing teams succeed from support. RR: Amazing. Well, we are so excited to have you today because of that experience and because of that passion for just helping people succeed, we wanna know how you’re doing it. So we’ve got a lot to talk about starting maybe with some of the priorities that are top of mind for you today. So in your work at Lifetouch, what are some of those key go-to-market initiatives that you’re focused on driving for the business? AS: Awesome. Yeah. At Lifetouch, some of my go-to market focus is all about driving growth and equipping our sales team to essentially, you know, win. This means arming sellers with right tools, messaging, and using data to fine tune our approach, keeping our sales, marketing and operations like tightly aligned and pulled together. This has really helped us build that go to market motion that’s really fast focus and most importantly, customer driven. RR: Awesome. I think, you know, you ask anyone in a go-to-market role about their priorities and things like growth, pipeline revenue, those are the things that are gonna come up. It’s inevitable. They’re core to the business and they’re what’s gonna be top of mind for you. So knowing that, of course those are top of mind for you, what are maybe some of those common recurring challenges that organizations like yours maybe face when trying to achieve those goals? AS: Good question. I think the real challenge isn’t necessarily generating leads. It’s consistently attracting the right ones and moving them to close quickly. So building on this, for our business, specifically Lifetouch school photography, we have a defined set of leads. For example, there are only so many schools in US and Canada, so we have focused on creating like email templates, content that help sellers identify what content the leads are interested in that help that move quickly through their sales cycle and to close. RR: Yeah, I think that’s really interesting knowing that you’re, you know, you’re kind of constrained in a way that some businesses aren’t, so you need to work a little bit more strategically and a little bit smarter to find those right candidates, essentially. From your experience, what are some of the tactics that you’ve seen work to overcome those challenges and enable reps to create more opportunities and achieve those goals that, you know, everyone is thinking about? AS: Hmm, yeah, to help reps create more of those opportunities and then boost those conversion rates. I really focus on a few key practices. The first one’s targeted collateral. We really try to ensure that our reps have UpToDate marketing aligned materials that support their conversations by persona, by industry and stage of the funnel. For us, it’s truly just, you know, education schools, that kind of thing. The second is peer learning. I’ve kind of call it our monthly level up that we do every month with our sellers. And we kind of share best practices. We talk about what’s working, we share what tools have come out or pieces of collateral that have come out in the last month, what we’re looking forward to. Um, sometimes we bring other operations members or other marketing members in to talk about some of the things that are continuing to help support them. And then the last part I really focus on is content alignment. So we regularly audit. Update our sales content to ensure consistency with current messaging and our campaign priorities. RR: Well, it seems like you guys are kind of checking the box on all of the key things to build that really functional engine. We try. It’s always a process and it’s always that never feel like we’re doing enough, but we have heard that you guys are doing some really cool things and we are gonna dig into that in a second, but one thing I did wanna touch on is something that you mentioned earlier of one of the things that drew you to enablement and that you enjoy is the tooling and figuring out what works. So on the subject of enablement technology, what would you say is that strategic advantage of a unified platform in all of the work that you just talked us through? AS: Unified enablement platform accelerates revenue by putting the right content, tools and insights in the rep’s hands when they need them. So really equipping them at the right times, at the right materials. It ensures like consistent messaging, driving that efficiency and gives teams the data, which is something that a lot of people miss, uh, the highest value opportunities that they have. It also gives us a consistent way to measure their success that reps have. The content that we’re using to best share those practices amongst the leaders in the areas so everyone can benefit. RR: I think that all sounds great. I know one thing that you are doing specifically is using digital rooms to scale your outreach. We’ve heard that your reps have, and these are some kind of crazy numbers, just to preface for our listeners, we’ve heard that your reps have created over 2, 600 digital rooms and seen over a hundred thousand external views. Two things there that I’d love to know. How has this strategy kind of impacted your outreach and then for those who would wanna replicate it, how did you do it? How’d you make that happen? AS: Oh, well, using digital rooms have scaled our personalized outreach, driving that higher engagement and faster pipeline movement. Key best practices for us include that tailoring content, keeping our messaging clear, and using analytics to boost results and guide the sellers conversations and timing of their outreach. For an example, we found some of our sellers. Will share a digital room before they have a presentation with a customer, and then the seller will look to see the content that’s being viewed, and then they can tailor their presentation to see what that customer has been looking at. Mostly to make sure in their presentation that they are talking about those points that they’re really digging into. RR: Amazing. I would just love to know, how did you build that high adoption? How did you get reps bought in? I know it’s never easy to drive that behavior change, but how did you get them seeing the value of this? AS: I think honestly the way that we did training is we really built those steps of starting at pitching, moving to some of those other higher like video recording and talking about that really personalized approach. And then we kind of ended with the training part of digital rooms as like the crown jewel of the things that they have access to and they really got excited about it having those months. Like connections, really taking the time to meet with them regularly. When we first implemented this to our entire sales team, we met with them every single week for, you know, an hour with each chin of the us, which we split it into three. So they got an hour with the enablement team every single week, and then continued to meet, we still continued to meet monthly with all of the teams, um, and showing those things. But the digital rooms, they were so excited about. It’s personal. They can, you know. Co-brand them with the school and have those logos on there and auto enable feature that you have where if we update a piece of content, it’ll automatically just push through as we update the version. It’s been such a game changer for them. They love it. RR: Well, it sounds like you’ve really done a good job then of. Building that confidence. They saw the value, but you’ve taught them to use it well, and you’ve put a lot of work into doing so, and you’re seeing that kind of impact now. And that kind of feeds into the next question I had for you, which is that something that underlies successful buyer engagement is rep confidence. And you’ve shared that you’ve seen a. 77% increase in rep confidence after leveraging Highspot. So could you walk us through how you achieved that and then maybe how that boost in confidence is helping reps perform better when they’re having these conversations with schools. AS: So by giving them that instant access to the right content and guidance through Highspot, this is really just. Resulted in more of that effective buyer interactions, that faster pipeline progression, and which moves to the higher conversion rates. When they see that someone has opened their email and they’re already looking at that content with that pitch, or they’ve already gone into that digital room, it really just makes them excited. So they’re just more eager to continue to jump in. They can instantly have that instant gratification and you know. Excited about and keep going. RR: Awesome. Well, I think that’s one of those things that tends to work right for your sales folks is you’re doing the right thing. It’s helping you achieve what you want to, and now you know that you can go run and continue pursuing it. And they see it.  AS: They see it in action. It’s been really fun. RR: Yeah. I mean, I know when I share my digital rooms, you get that ping and you’re like, ah, I can go do the thing. It’s amazing, right? I think that, you know, more confident reps is kind of what everybody is trying to achieve. Better buyer engagement. They’re all key goals. It seems like you guys are making progress against those goals, but I’d be curious to know how you’re using data insights, all of the things that Highspot allows you to do to inform and maybe improve these programs that you’re leading. AS: The insights have led us track engagement, optimize our messaging and focus reps on the opportunities that matter the most, turning data into faster pipeline growth and higher conversions. So we had said, I said earlier, we do those monthly level ups. So not only do we connect on the content and pieces that are, you know, working and not working, we also connect on the data and work with our sales team to make sure everyone understands their performance. How the content is performing, what’s working, what’s not, and then additionally seeing the things that are not working to help tailor their approach and help improve and shape the way that they’re using their Digital Rooms and just pitching in general with the content that we provide. RR: Okay, so thinking then of, of. Data and these monthly syncs that you do to kind of check, Hey, what are we doing well? What do we need to kind of pull back on? I’d love to know, since implementing Highspot and as you’ve been doing these continual gut checks, what results have you seen? What successes have you encountered and maybe any wins you could share or achievements that you’re particularly proud of? AS: So there’s a couple of sides to this. So there’s obviously the physical data side, right? And then the emotional side of it for our sellers, the first one we’ve really been digging into our sales force and kind of comparing and trying to get some more deeper data. Highspot has really helped with some of those pieces. The number one thing I think has been most exciting is seeing that sales cycle shorten, cut it in half is the most common that we’ve seen, but. There’s been times it’s gone down to even from start to finish within 48 hours, and that’s not every single sales, but I’ve actually watched it gone out and done my own ride-alongs and seen they’ve sent the digital room in the pitch and it goes to like, we’re talking about this and we’ve got a contract in your hand. So it’s been really exciting for them to have that. Sales cycle, shorten, they can use their time more effectively and things like that. And then the emotional side, you just really see them, the morale of it, the improved morale. It’s helping them feel supported by their operations, marketing, sales enablement teams, and, and it just really helps us be really great teamwork together and move forward faster. RR: I love that kind of twofold breakdown of what are we actually seeing and then how are we feeling with it? I’m so happy to hear that both sides are positive. The data’s helping you track up and everybody’s feeling a little bit more confident in their work. So for other enablement and marketing leaders that are looking to use digital rooms in the way that life touches, to streamline that outreach, create more opportunities, drive better pipeline growth, what is one, two pieces of advice you’d give them to really help them be successful? AS: My advice is to really take the time to fully explore the platform, support your team throughout the rollout, and then thoughtful deployment and building user confidence will drive adoption and impact regular check-ins. Sharing best practices will lead to that long-term success. RR: Amazing advice. Tidy, short, to the point. Be thoughtful, be intentional. It’s gonna lead you to success every time. Well, I have to, before we close this out, just again say thank you so much for joining us. This is a really great conversation. You guys are doing such incredible work and I’m really happy we got to dig into it a little bit.  AS: Well, thank you, Riley, we have been so excited to have Highspot and it’s been really a game changer for us. So thank you guys.  RR: Incredible. To our audience, thank you so much for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

Morgan Evans is a biomechanical engineer, serial medtech entrepreneur, and angel investor. She shares her journey from aspirations of becoming a doctor, to working in mergers and acquisitions at Medtronic, to co-founding/founding six companies, including Agitated Solutions and Avio Medtech Consulting. Morgan discusses the importance of supporting startups in accelerating market entry, the challenges and opportunities with innovative medtech development, and the value of servant leadership.   Guest links: www.aviomedtech.com Charity supported: Polaris Project Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen Producer: Velentium   EPISODE TRANSCRIPT Episode 063 - Morgan Evans [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I'm excited to introduce you to my guest, Morgan Evans. Morgan is a serial medtech entrepreneur and investor, which means her passion is launching new businesses. She's a biomechanical engineer by training, went to business school and worked for Medtronic in corporate development before jumping fully into the world of startups. Over the past 10 years, she has founded or co-founded six companies: two medical device companies, two medtech accelerators, and two venture investing vehicles. She spends most of her time with Agitated Solutions, which is developing several innovations related to contrast and ultrasound, and Avio Medtech Consulting, which helps lower the barriers to entry for new ideas and new medtech companies. All right. Well thank you so much for joining us today, Morgan. I'm so excited to speak with you. [00:01:42] Morgan Evans: Thank you again for having me. Pleasure to be here. [00:01:45] Lindsey Dinneen: Of course. Well, I'd love if you wouldn't mind starting off by sharing just a little bit about yourself, your background, and maybe what led you to medtech. [00:01:53] Morgan Evans: Sure, of course. Originally from Houston, I went to school in the Bay Area and studied to be a biomechanical engineer. I originally thought that I was gonna be a doctor, and wanted to start in heart lung transplant of all things. Did an internship between my freshman and sophomore year and quickly learned two things. One is that I love people a bit too much to distance myself emotionally, so it would've really been a hard career for me, I think being on the front lines with that. But the second important thing I learned as well was there was a lot of technologies that existed in the medtech side of the world, just trying to buy people time and give options. And so I fell in love with medtech as a career relatively early. Started working for my first startup in the neuromodulation space before I even graduated undergrad, and loved that. Wore a ton of hats ranging from engineering, clinical commercial. I did some vertical line integrations in there and I started before we were even at 10 employees, left at 55. Thought it was massive 'cause we had middle management. Then toward the tail end of that, started studying to go to business school 'cause I realized I was getting further and further away from my engineering degree. And then I went to Kellogg at Northwestern and when I was there, co-founded my first startup with a clinician that had a great idea, didn't really know how to navigate the regulatory side of the world, and we co-founded that company together. And toward the tail end of that, was recruiting for formal kind of post-business school. Where am I gonna land? What am I gonna do? And decided to go to Medtronic and do mergers and acquisitions within the corporate development team. Did that for about two years. Loved it, learned a lot. The team was great. But big company was a huge change, especially as I just mentioned, you know, I thought 55 was large with middle management. And then you go to 90,000 at the time and deal teams of that. And kind of felt like my calling was going back to startups, so left in 2016 and have been innovating and building companies ever since. [00:03:53] Lindsey Dinneen: Wow. Okay. Well, thank you for sharing a little bit about your background and everything that's led you to where you are today. I really appreciate it, and so I am so intrigued. Okay, so you were on track in, in theory, initially to be a doctor and to go that route and then decided, "Okay, well, maybe this isn't for me," which is so great that you learned earlier rather than later, of course. But so as you were processing through making this transition into medtech and going, "Oh my goodness, there's actually a whole lot here." Were there any particular things that really stood out as being the most intriguing? Were you just kind of interested in the industry as a whole, or were there specific things where you thought, "Oh gosh, I really wanna learn about X, Y, and Z." [00:04:37] Morgan Evans: Yeah. Two things happened in relatively short order that I think landed me in my love, right? The first is, when I was doing this internship, they actually had some preclinical research going on in the basement of the hospital. And I, it's a long story, but I randomly ended up wandering into this place and figuring out it existed, and saw some of the early preclinical research happening live where they actually had a pig that they were trying to induce a heart attack in to then do a treatment for. And this pig actually coded in the middle of the procedure and they literally come out with paddles. And I'm just like, "This is the coolest thing in the world, this is actually how innovation is done and people learn." So that kind of, "Oh, cardiovascular sounds really interesting," was where I originally started. And then, at the time when I was at Stanford, I was playing on the basketball team as well, and I went to a event with some supporters of the program. And the person at my table was Chairman of the Board of a neuromodulation startup, autonomic technologies. And the one thing I at least love that I'm not afraid to ask questions. And so I just was like peppering him with like, "What is this? How does that work?" And that actually led to my first job. And it's kind of fortuitous that you're in the right place at the right time, but then just get exposure, and that was in pain and pain's a hard space. The type of treatment we were doing was treating condition that was known as a suicide headache. And so I think that was helpful to see the impact of the work we can do so early on. And then I, like I said, I've been hooked ever since. [00:06:05] Lindsey Dinneen: Yeah. Yeah, that's great. And those are great stories. I love the synchronicity and how those moments sometimes just play out perfectly and lead you to your next right step. So now you are in a position where you are advising startups, but you have lots of things going on. I feel like when I was looking at your LinkedIn, there were multiple different organizations you're a part of and participating in. So could you share just a little bit about all the wonderful things you're up to these days? [00:06:31] Morgan Evans: Yeah, for sure. So my day job, as I call it, but where I spend by far majority of my time is I am co-founder and CEO of a company called Agitated Solutions. And we say that we're unlocking the potential of diagnostic ultrasound. So we have multiple products that include a contrast agent that's revolutionary and that it has a temporary micro bubble, looking for holes or flaps known as a patent foramen ovale in the heart that's highly associated with cryptogenic stroke. So we have contrast side, and then we also have some software as a way to have better prediction of what our high risk shunts and what could cause stroke. That had a company spin out of it called Moonshot Medical that is more of a traditional incubator where we put all of the IP and ideas that weren't quite ready to be full-blown companies, but we knew there were some things there that I also technically lead. So those are the two that I'm CEO of. I founded a company called Avio, that I'm very passionate about, that is really focused on trying to help get these medical technologies to market faster. The work we do is on the backend of medtech, so quality systems, regulatory, R&D project management. But just in the theory that there's so much paperwork that is behind any innovation, like how do we get better at that paperwork so that we can keep innovators doing what they do best. And then we're just really that helping hand alongside. I joke, all of the things I'm involved in, this was my happy accident. I felt like I was building what I needed for my own startups. Literally no intent of anyone else ever seeing this or offering that as a service. And I just remember distinctly, I woke up one day shortly before my son was born and I was like, "Oh, I think there's actually a business here. Maybe I should run it like one." So that's another one. And then passionate about angel investing in early stage as well. When I fundraised for the first time, I was 29. I'm now 37. I get asked that a lot, although you're not supposed to ask a woman her age. When I fundraised for the first time, especially in these early stage rounds, no one looked like me, both in gender or age. And so I'm one of those believers, "Put your own money where your mouth is," even if they were baby checks to start, they were something. And that's been another area that I also spend some time. [00:08:48] Lindsey Dinneen: Yeah. Wow. Okay. So you've got a lot going on to, put it mildly, which is fantastic. You mentioned something that really stood out to me. You're trying to help these startups bring their medical technology to market faster. And I'm curious, are there maybe one or two things that you see a lot of startup companies perhaps either accidentally overlook, or delay too long, or something like that, where, at the beginning, if they had done X, Y, and Z, they could have gotten their technology to market faster. [00:09:21] Morgan Evans: Yeah, a couple thoughts. One is I think people underestimate the amount of time that it takes to formally document all of the things that go into getting your device compliant and on the market. For example, I've had a client before that came to us that had a product that was working. He had tested it, he'd done all these things and it was a software, and ready to go, and submit to the FDA. And then you're like, "Well, we need user needs and product requirements, and your design schema," which, you know, there is a reason that these processes exist and I think they can make you have a better product at the end of it. But I think, you know, people assume, "Let's build the right product first and then worry how to document it." And then you forget sometimes why certain decisions were made or you know, is this actual requirement or was that done because it was an off the shelf thing? And so there is a lot of learning that I think can be lost by waiting. Now all that said, the other part of it would be that if people kind of shore up too fast, so you overbuild the team, you have a quality person, a regulatory person day one that feel like they need to be doing all of the things and justify their full-time job, then you end up documenting and revising. So there is some healthy balance and tension between the two. So it's not easy to get it perfect. But I would say those are the two areas that come to mind. [00:10:37] Lindsey Dinneen: Yeah, that makes a lot of sense. And I can see where the polar opposites could be challenging. So staying happily in the middle, working with an expert such as yourself, is a really wonderful way to go about that. You mentioned angel investing and being passionate about helping. It sounded like based on your own experience, you're very passionate about helping the next generation of leaders and entrepreneurs in this space create the products and bring what they envision to market. As you've gone about this, and even as you learned for yourself how to fundraise, maybe feeling like, "Hey, nobody else looks like me, is my age," or whatever, what are some learning lessons that you've experienced that you would suggest for somebody who's maybe in a similar situation that you were in? [00:11:28] Morgan Evans: Yeah. Some of it is just to be a little bit fearless, I would say. There's a lot of people that have told me over the years, "Pick one. I don't understand how you do all these things." My least favorite question I've ever gotten is, "Do you ever see your kids?" Yeah. But people ask you that, you know? And I think it's easy to let other people tell you what you should be or what your product should look like or your path should be. And I think I have been fortunate to find some wonderful mentors that empowered me to be my own version. I didn't have an example of someone that had built the things in the way that I had built them or that had a couple of them at one time. But I also knew very confidently that I wasn't dropping a ball and I was doing the right thing by the companies I was building and supporting. And it was helpful to have the army behind me that just loved me for me and supported me in that, in developing it. And I think that next generation of entrepreneur, if you can find the same, that's willing to lean in just for you and there's no ulterior motive other than just to see you be successful, hold on with both hands and then pay it forward to the next one. [00:12:38] Lindsey Dinneen: Yeah. Yes. That's great advice and insight. So when you're thinking about your own career and the companies you're leading, what are some things that you're looking forward to in the future as you yourself continue to evolve and develop your own skill sets and whatnot, and also for your companies that you're leading? What are you excited about? [00:12:59] Morgan Evans: Yeah, I think for me, I'm excited about building that next generation of entrepreneur, which we've talked about a little bit. And how do I influence and build and develop those things without me being the one actively leading them? That's been a new learning that I'm continuing to kind of dabble in and grow personally, which is leading through the art of board work or questions or advising, which is different than leading a company by physically being the head of that company. And thinking about how to train and develop and give people enough of a leash to go and run and be them, but yet have that support system that you're still within their appropriate guardrails that-- I'm kind of mixing metaphors, but I think you get it. You know, it's an art, not a science, and one that I'm enjoying learning and growing and developing in this next phase too. [00:13:53] Lindsey Dinneen: Yeah. Well, and speaking to that in general, so I'm sure you've had a mixture as most of us have had, of good experiences with leadership and poor experiences with leadership, and I'm curious how that has shaped your own leadership style now, especially as you're in this new phase of further developing your leadership skills to look a little different than perhaps they have in the past. But what do you draw from and what's your inspiration when you've developed your own leadership style? [00:14:23] Morgan Evans: Yeah. As I mentioned earlier, I've had a wonderful network of mentors that I think have really leaned in and and done it in the right way for the right reason. And I hope to emulate that myself, of being there to grow people and the technologies and the businesses that you're doing and giving them those chances to shine. As a leader, I believe very much in servant leadership. I never want someone to work a weekend that I'm not working as well. But then you kind of realize that isn't always feasible and can feel uncomfortable sometimes. And how I've evolved to give other people those opportunities, but recognize I'm not gonna be in the weeds enough to help them in the same way, it's a journey. I'd love to say I'm at the destination. I'm one of those, I love iterative improvement. I don't think I'm ever at a destination. But just really trying to lead through the art of question, for example, as opposed to coming with thoughts and opinions, has been a big one for me in the last couple months in particular. [00:15:20] Lindsey Dinneen: Yeah. So approaching with curiosity, it sounds like in an effort to understand and or provoke even perhaps that person taking additional ownership or responsibility in their own creative solutions to perhaps what they're coming up with. Are there particular questions you've found that are really helpful as you're shaping these conversations, helping people understand their next right step? [00:15:46] Morgan Evans: Yeah, I, it's funny because one of my mentors that's been coaching me on this is, she's kind of had that progression of learning to shift from, in the absence of leadership, lead, to leading someone else through that. I actually text her periodically and ask her for guidance of, "Hey, they came to me with... This is what I would normally say. How do I frame this in a question such that I'm giving them enough direction, but not leading the horse to water." So it the art of the question is in, in fact, itself an art. In general, I would think about asking something in the framework of, "Have you thought about the ramifications of?" or, " What is the key thing that we should focus on this week?" It's almost trying to pick out what I would focus as being the main thematic issue or next step, and giving them enough of a carrot that they can get there, but not quite telling them exactly how it should be done. [00:16:44] Lindsey Dinneen: Okay. Yeah. So in general those sort of probing questions that might suggest, "Hey, have you thought about X, Y, and Z? Or, what are your thoughts about X, Y, and Z related to this?" And letting them continue to take ownership and responsibility for that. That's really great. One thing I noticed, and I don't know if this is something you currently still do or not, but I was noticing on your LinkedIn that at least at one point you had a Medtech Startup CEO Bootcamp, which just sounds awesome and I would love, if you don't mind, sharing a little bit more about that and what that looks like. [00:17:17] Morgan Evans: Well, the good news is we are doing it, we're doing another one, I think in June. I'm happy to say I don't know the exact date 'cause that means I'm not in it enough to know exactly the dates. So in the spirit of me trying to take myself up a level -- success. But no, it's interesting because I had worked in medtech for five years before business school, went and got a traditional, you know, learning in all things business, right? Graduated, went to Medtronic, did M&A, and then came and did my first startup. And I remember day one it was like, "Do I form an LLC or C corp?" No one had taught me that. And it's funny because, now you can understand the nuance of the question, but I can't imagine how much money I spent on the first attorney. And yes, there's pass through income, but you know, is that appropriate for investors for me to take a disproportionate loss or there's 1202 tax code and all these other nuance. So I started realizing that a lot of just taking the first step where things that you have to learn on your own or find a really awesome board member, advisor, et cetera, to lean in and help you too. Other examples would be, you know, "How much stock options do you normally give your board?" Or, " Should I do a convertible note or a safe? What is a quality system," right? I knew entrepreneurs that had no idea what those things were. So the thought was, "How do I give enough detail to these other entrepreneurs, so where they at least feel that they can ask the right question?" Because to think that I can teach someone the nuance of verification, of validation strategy in an hour or four, versus someone that has done nothing but R&D for 15 years, right? That's not gonna happen. But if you could teach them enough to then say, "Hey, my CTO or contract design partner, should we dry run this test first? Or what test should we dry run?" Right? If we can give those people just enough there to phone a friend, that was the goal of the program. So just giving people that lay of the land and enough of a roadmap. And a lot of this too, like we literally have an acronym sheet because medtech is full of acronyms, and it's funny that like our acronyms can mean something completely different in other people's spaces. And so just even learning the lingo day one, like what's an SOP or CMO or CDO? [00:19:40] Lindsey Dinneen: That's incredible. I love that. That's so great that you have a cheat sheet because I remember that being such a learning curve when I first got into the industry of, " You just said an entire paragraph worth of acronyms and I would love to understand what you're talking about, but I don't yet." so learning how to decipher all of that was great. I'm thankful for it, but yeah, that's wonderful. A cheat sheet sounds fantastic. You know, it's interesting 'cause you mentioned, with this bootcamp, first of all, I'd love that you offer that. What a fantastic offering for anyone in that position who's just needing that support and that extra guidance, and having something that's so specific to the industry is great. Do we just go to your website for details if anyone's interested in that? [00:20:24] Morgan Evans: Yeah, it would be on the aviomedtech.com website. And then I believe there's a tab that is regard to the bootcamp. And yeah, like I said, it's all the stuff that I wish I would have learned or I learned. It took me way too much time and money, that I just want people to know where the landmines are that I had to step on. And if we can just accelerate that learning and that s-curve for the next entrepreneur, we can get these products to market a lot faster. [00:20:50] Lindsey Dinneen: Yes. I love that you offer that. You've gotten to have an amazing career where you've been diving into the industry itself and working for other people, and then of course being a leader in your own companies now as well. I'm wondering if there are any stories that stand out to you as really just affirming, "You know, I really am in the right place at the right time in the right industry"? [00:21:12] Morgan Evans: Yeah, it's funny. I don't get to reflect on this very often, but I co-founded Agitated Solutions and I founded Avio within one week of each other. I didn't know, again, that I was building what I was building on Avio's side. But what's been so much fun is that as I build and grow this awesome company, that's being an entrepreneur myself, being able to take learnings where I see them and try to pull them thematically into Avio so that you kind of have that flywheel effect. So I'm learning that I enjoy both operating within these technology companies, but also trying to figure out what of the system, or the process, doesn't make sense. Like I know other people might do it this way, but why? And, being able to innovate on the system and the output at the same time has been super fulfilling for me. And like I said, it's kind of a little bit of coincidence that it was within one week of each other, but that's part of where I've learned for myself that I don't think I'm fulfilled by just being in one company or one thing fully, and in fact, me being in something else is part of what makes me better at the other thing. So I feel really fortunate to have found that and to know where my passion lies. [00:22:41] Lindsey Dinneen: Yes. That's very cool. And definitely a gift. And you know how things sort of translate into each other-- I was thinking about this earlier because-- I noticed, and you also mentioned that basketball was, and is as my understanding, a core part of your life. And so you've been both a player, you've been a coach. How has basketball played a role in either life lessons, life skills that you've drawn from it, and or how does it just incorporate into your life? [00:23:11] Morgan Evans: You know, it's actually a really fitting question. So first of all, as an athlete, it taught me I cannot stand to be the weakest link on a team. And when you think about that servant leadership, or that hustle or that grit, I was tall, but I was not the most naturally gifted athlete. And so a lot of where I excelled in basketball was on fundamentals, just solid, putting in the time and doing it. And then I got to the point in my career where I could not outwork other people. I could put all the time in the world in there and I was not going-- like I played behind All American Centers when I was at Stanford, and everybody was an All American coming in to play basketball. And it was a good evolution for me to learn a little bit of "How else can I then play a role if I'm not the most gifted athlete?" and to recognize that a team can function well with all those pieces regardless, right? So I don't need to be the leading score to still have an impact on the team was kind of a good mental awareness of how talent gets pulled together to make effective teams. The other thing on the coaching side, so I actually had career ending surgeries between my junior and senior year. And basketball was, and still is, a big love of my life. And to then have my playing days over unexpectedly was a big transition, and I got to see basketball from the sidelines my senior year. And my job then was to make the other players more effective, to study scouting report, to teach, to try to do what I could to get the team ready, knowing I would never step foot on the court. And if you think about some of the parallels we've already just talked about, which is leading through the art of question or being able to lead and guide, but not being able to be out there, running around with everybody else in and of, in itself is a very similar transition to what I'm going through and continue to go through. I coach young women. I did except for this last year. It's been hard with two kiddos, in particular on my husband, especially, you know, we would do travel tournaments and things like that. But coaching young women too, and realizing it's the end result, but it's also wanting them to be good people and life lessons and skills through it. And how do you have them help respond in adversity? All of that, I think, makes me a better leader, and there's a lot of parallels to the working place, for sure. [00:25:35] Lindsey Dinneen: Yeah. Yeah, that's wonderful. And having a gift like that, even when it looks different and morphs over time, I love that you've been able to draw from it such inspiration and application to other areas of life. I think that's really special. Such a cool aspect of being an athlete. So yeah, thank you for sharing about that. [00:25:51] Morgan Evans: Of course. [00:25:53] Lindsey Dinneen: So, pivoting the conversation a little bit just for fun. Imagine that you are to be offered a million dollars to teach a masterclass on anything you want-- could be within your industry, doesn't have to be-- what would you choose to teach? [00:26:07] Morgan Evans: I would teach something on scrappiness. From my experience, I think there's a lot of people that would know the industry really well, but the how to get things done atypically for less money faster. And that's some of the thematic elements that I hope I'm-- not for a million dollars-- but, you know, starting to teach in our bootcamp. Some of the belief that I think sometimes you get these companies in medtech in particular that are kind of overbuilt, too much too soon. And now they have a really high burn rate and everybody has to leave, essentially a unicorn exit or bust. And how can you burn down and mitigate risk with little dollars and making sure you're spending your dollars in the right places early on? I continue to learn from others in that too, I should mention, but I think it's an area with a lot of impact. [00:26:59] Lindsey Dinneen: Yeah, absolutely. And so relevant and helpful for startups that have no choice but to be scrappy and learn how to be creative on a dime. I think that's fantastic. Great. And then how do you wish to be remembered after you leave this world? [00:27:16] Morgan Evans: Yeah. I hope it's something to do with innovating on technologies that improve and help patients, but also innovating with people and process, that hopefully on all of this, that we're leaving the world a little better than we found it. [00:27:33] Lindsey Dinneen: Yeah. Yeah, absolutely. And then final question, what is one thing that makes you smile every time you see or think about it? [00:27:42] Morgan Evans: Definitely my family. I have two kiddos, Marley and Mason. So my daughter's three months, my son is three. And then my husband Matt. It's hard to do all the things that I do without having an amazing support system. And, you know, you can have the hardest, most stressful day and you come home and my son's like, "Do you wanna play with me?" Or, "Let's play hide and seek" or something. And it's just funny how instantly all that stress kind of melts away. Very grateful for my family. [00:28:10] Lindsey Dinneen: Yeah, family is such a gift. Wonderful. Well, this has been such a great conversation, Morgan. I really appreciate you spending some time with us today, and thank you for sharing about your life and your story and your advice. I am excited to see how you could just continue to grow and thrive. I love the fact that you are just a total boss with all the things that you're doing. So thank you for contributing your gifts to the world, and gosh, I just wish you the most continued success as you work to change lives for a better world. [00:28:42] Morgan Evans: Thank you again for having me. I appreciate you. [00:28:45] Lindsey Dinneen: Of course, and we are so honored to be making a donation on your behalf as a thank you for your time today to the Polaris Project, which is a non governmental organization that works to combat and prevent sex and labor trafficking in North America. So thank you for choosing that organization to support. Thank you also to our listeners for tuning in, and if you're feeling as inspired as I am right now, I'd love it if you'd share this with a colleague or two, and we'll catch you next time. [00:29:16] Ben Trombold: The Leading Difference is brought to you by Velentium. Velentium is a full-service CDMO with 100% in-house capability to design, develop, and manufacture medical devices from class two wearables to class three active implantable medical devices. Velentium specializes in active implantables, leads, programmers, and accessories across a wide range of indications, such as neuromodulation, deep brain stimulation, cardiac management, and diabetes management. Velentium's core competencies include electrical, firmware, and mechanical design, mobile apps, embedded cybersecurity, human factors and usability, automated test systems, systems engineering, and contract manufacturing. Velentium works with clients worldwide, from startups seeking funding to established Fortune 100 companies. Visit velentium.com to explore your next step in medical device development.

In today’s fast-evolving cybersecurity landscape, organizations face bigger and bolder threats that have wide-reaching implications − from financial and customer data breaches, to third-party infiltration and disruption far down the supply chain. Hacking has become an organized business, and AI and quantum technologies are as much a part of the threat as they are the solution. Charlie Lewis leads our North American and European cyber practices and is a partner in our Stamford office. He supports clients on strategic cyber transformations. In this episode, Charlie speaks with Sean Brown about the critical role of CFOs in their organization’s cyber operations, the core foundations of cybersecurity, and the importance of organizations collaborating on improving security in a world of crime that has no borders. Related insights Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile WorldRepelling the cyberattackers (book excerpt) McKinsey Insights on Strategy & Corporate Finance McKinsey Strategy & Corporate Finance on LinkedInSupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Getting Smart with AI and PNM: The Operator's New Edge Let's not sugarcoat it—HFC networks, for all their engineered resilience, are still full of difficult-to-uncover problems. Under the surface, impairments like amplitude variation, ingress, and corrosion sneak in or often explode in. These impairments negatively impact throughput and cause avoidable truck rolls. Lately, though, The post AI Accelerating DOCSIS Troubleshooting for Cable Operators appeared first on Volpe Firm.

With just weeks to go until COP30 in Belém, Brazil, the world's attention is turning to how global climate commitments can move from promise to practice. Investors are central to this shift — from financing the transition to engaging with policymakers - all of which we'll be discussing at PRI in Person in São Paulo, just days before COP30 kicks off. In this episode, Tamsin Ballard, Chief Investor Initiatives Officer at the PRI, speaks to Ana Toni, CEO of COP30, about the critical role of the investment community in shaping outcomes at this year's UN Climate Conference.OverviewCOP30 marks a pivotal moment: the first time all elements of the Paris Agreement's “full cycle” come into play. Countries must submit their decarbonisation and adaptation plans through to 2035, setting the framework that will guide both public and private capital flows. Against the backdrop of worsening climate impacts — and all this as the Amazon rainforest hosts — the stakes for implementation have never been higher.Ana Toni outlines her three cross-cutting priorities for COP30:Protecting the multilateral system to ensure global cooperation.Connecting global negotiations to everyday realities of consumption, financing, and business.Accelerating implementation — shifting from frameworks to real-world action.Detailed CoverageWhy COPs matter: From the Paris Agreement to carbon market reforms, COP outcomes shape financial systems, consumer choices, and long-term investor strategies.Decade after Paris: Governments now must present their 2035 climate plans, providing clarity and certainty for private sector investment.The finance dimension: COP30 will build on COP29's focus on climate finance, aiming to mobilise far greater flows of capital — especially to developing countries.Risks and opportunities for investors: Climate change presents both physical and financial risks, but also growth opportunities in renewable energy, agriculture, sustainable infrastructure, and emerging markets.Investor engagement: COP30 is positioned as a platform for matchmaking — connecting regulators, private sector innovators, and financiers to accelerate solutions in areas like SAF, green hydrogen, and agriculture.From promise to practice: Both PRI in Person (São Paulo) and COP30 (Belém) are highlighted as forums where investors can move beyond commitments into specific, scalable solutions.Chapters00:43 – Setting the stage: COP30 and investor relevance02:31 – Role of the COP30 CEO and the negotiation process04:09 – Why COP decisions affect finance and daily life06:37 – Priorities and hopes for COP3010:17 – 2035 plans and Paris Agreement “full cycle”12:51 – Risks and opportunities for investors16:54 – Practical ways investors can engage with COP3019:14 – PRI in Person as a platform for dialogue22:27 – The responsibility of investing: acting now for the long termFor more information on PRI in person, or its plans for COP30, please visit the following links:PRI in Person 2025 - 4-6 NovemberThe Road to COP30KeywordsCOP30, UN Climate...

In Episode 40, of Season 5 of Driven by Data: The Podcast, Kyle Winterbottom was joined by Carlos Soares, SVP Data, Analytics & AI at Brenntag, where they discuss how Brenntag is reshaping global operations by applying data, analytics, and AI to drive measurable business value. From tackling transformation through dual streams to building a data culture rooted in EBITDA impact, this conversation uncovers the practical realities and hidden complexities of delivering scalable value with data, which includes;Why defining the true problem statement is the most important part of successful transformation. Why many confuse the problem statement and pain points.The importance of hiring ‘purple' people and building ‘purple teams for transformation.Why data and analytics work should deliver EBITDA impact and why that's an issue for our industry. Building models and controls groups to measure value creation but more importantly drive it internally.The two streams of successful D&A transformation. How quick wins can deliver commercial returns to drive credibility and further investment.Why low-hanging fruit often gets overlooked.Why cross-collaboration and working in partnership with business stakeholders is the only way to succeed.The phenomenal success of their ‘Customer Growth Engine' that's delivered insane results. Why AI will augment human-decision making not automate it. Why the association to IT limits strategic potential and value creation.Why we need to reskill for relevance in an AI enabled world.Plus, much more. For more information on our upcoming Driven by Data LIVE event;...

Send us a textSpencer Jones began his healthcare career as a registered nurse in Little Rock, Arkansas, where he witnessed firsthand the clinical need that sparked his first device: SafeBreak® Vascular, a patented solution to prevent IV line dislodgement. As a nursing alumnus of the University of Arkansas, Spencer led SafeBreak from idea to FDA approval in 2022, drawing on early mentorship from Innovate Arkansas and a successful accelerator experience with ZeroTo510.In 2015 he founded Lineus Medical as co‑founder and CTO, securing multiple U.S. and international patents while raising seed and Series A funding. In 2020 he began consulting with Lapovations, the University of Arkansas‑spawned medtech startup behind AbGrab®, a suction‑based tool enabling safer and more consistent abdominal entry in laparoscopy.Since officially joining Lapovations in October 2022, Spencer has served as CTO, VP of Sales and now CEO, leading efforts like a national sales rollout, Series A financing, SBIR IIB grant, and the Class I FDA launch of AbGrab across 18 states. Beyond product development, he's an active mentor and ecosystem builder through XO Medtech, ComboSpine, and educational partnerships.Spencer is passionate about democratizing clinical innovation—especially for nurses, physicians, and students—and now leverages AI tools to accelerate medtech startup growth. Recognized by Nurse.org as “Nurse Innovator of the Year,” he is a powerhouse blending clinical insight, technical execution, fundraising prowess, and ecosystem leadership. LINKS:Guest LinkedIn: https://www.linkedin.com/in/spencer-jones-5a008672/Guest website: https://xomedtech.com/ Aaron Moncur, hostClick here to learn more about simulation solutions from Simutech Group.

Oliver Shen is the Co-Founder of GATA AI (https://gata.xyz), a pioneering decentralized AI infrastructure platform transforming the trillion-dollar AI economy with tools like GataGPT, DataAgent, and decentralized model inference. Backed by YZiLabs, Gate Ventures, IDG Blockchain, and others, GATA is breaking data and compute monopolies to empower community-driven AI innovation. In this episode, Oliver shares his journey from conceptualizing Aggregata to launching GATA, overcoming challenges in decentralized data curation, and building a privacy-first, on-chain ecosystem where users retain data ownership. He discusses Gata's innovative product matrix, including GataGPT's intelligent interaction layer and DataAgent's decentralized validation, alongside strategic partnerships like Mind Network for enhanced privacy via Fully Homomorphic Encryption. Oliver also highlights GATA AI's roadmap, positioning GATA AI as a leader in scalable, censorship-resistant AI infrastructure.

Shoot us a Text.Episode #1133: Cox Automotive Chief Economist Jonathan Smoke joins Paul to talk tariffs, pent-up demand, and why Q3 might be best experienced with a little Abba. It's a data-rich conversation with serious implications for dealers navigating policy shifts, EV adoption, and consumer behavior.ASOTU's coverage of the 45th Annual NAMAD Annual Meeting is brought to you by Connected Dealer Services.Jonathan Smoke, Chief Economist at Cox Automotive, offers a deep dive into today's economic headwinds and consumer sentiment:Tariffs Echo the 1930s: Jonathan compares today's tariffs to policies that sparked the Great Depression, but says their current impact is more of a "roller coaster" than a collapse.Stabilization Surprises: Despite the policy shakeups, consumer spending has rebounded this summer. July auto sales were stronger than expected and August showed continued momentum.7 Million Buyers Still Waiting: Pent-up demand remains real. First-party data from AutoTrader, KBB, and dealer websites shows strong shopping interest, even among buyers still hunting for affordable payments.Best Time in 4 Years to Buy (If You Have Credit): Incentives, leasing deals, and EV discounts make this a prime moment for well-qualified buyers—especially for electrified vehicles.EV Adoption Is Not Slowing Down: July marked the highest market share ever for EVs in the U.S. at 9.1%. EVs are now priced lower than ICE vehicles, and the replacement cycle is kicking in.Electrification Is Inevitable: Jonathan predicts most multi-car households will have at least one EV. He drives a PHEV himself and sees plug-ins as an optimal choice for daily commutes.China May Be the Wildcard: Smoke believes Chinese EVs entering the U.S. market is a matter of when, not if—and that it may be the key to returning to a consistent 17M SAAR.Bonus Track: For Q3, Jonathan's playlist is inspired by ABBA's Gold—think "Money, Money, Money" meets “Gimme! Gimme! Gimme!” as a soundtrack to the Big Beautiful Bill (BBBBA).Join Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

Bitcoin price dipped to $108k but new data shows the mother of all supply shocks is on the horizon!► Bitcoin Well: bitcoinwell.com/simplybtc► Ledn: https://learn.ledn.io/simplySimply Bitcoin clients get 0.25% off their first loan► SAT123: https://sat123.com/simplybitcoinUse code SIMPLY for 15% off► Stamp Seed: www.stampseed.comPROMO CODE: SIMPLY for a 15% discount► HIVE Digital Technologies: hivedigitaltech.com► Casa: casa.io/simplyPROMO CODE: SIMPLY for 5% OFF your first year of Casa Standard or Premium ► BitcoinBen: bitcoinben.ioFOLLOW US► https://twitter.com/SimplyBitcoinTV► https://twitter.com/bitvolt► https://twitter.com/Optimistfields► Nostr: npub1vzjukpr2vrxqg2m9q3a996gpzx8qktg82vnl9jlxp7a9yawnwxfsqnx9gcJOIN OUR TELEGRAM, GIVE US A MEME TO REVIEW!► https://t.me/SimplyBitcoinTVSUBSCRIBE TO OUR YOUTUBE► https://bit.ly/3QbgqTQSUPPORT US► On-Chain: bc1qpm5j7wsnk46l2ukgpm7w3deesx2mdrzcgun6ms► Lightning: simplybitcoin@walletofsatoshi.com#bitcoin #bitcoinnews #simplybitcoinDISCLAIMER: All views in this episode are our own and DO NOT reflect the views of any of our guests or sponsors.Copyright Disclaimer under section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, education and research. If you are or represent the copyright owner of materials used in this video and have a problem with the use of said material, please contact Simply Bitcoin.

Heritage of Faith  Ministries International || Witbank    Pastor John Bendixen Preaching at Heritage of Faith Ministries International Witbank on.    2025-08-24 Accelerating Into Our Future Part 31 - Ps John Bendixen For more information: https://hofmi.net/ 

Today's guest on the ‘AI in Financial Services' podcast is Charleyne Biondi, Associate Vice President of Moody's Ratings in the Digital Economy Team. Charleyne brings a broad perspective on how AI adoption is unfolding in financial services and the wider global economy. She explains how generative AI has lowered adoption barriers, accelerating experimentation while raising new challenges around integration, risk, and reliability. While many businesses see immediate efficiency gains at the individual level, Charleyne notes that true productivity impact requires deeper organizational transformation—connecting AI to legacy IT systems, retraining staff, and ensuring secure and reliable outputs. Want to share your AI adoption story with executive peers? Click emerj.com/e2 for more information and to be a potential future guest on Emerj's flagship' AI in Business' podcast! If you've enjoyed or benefited from some of the insights of this episode, consider leaving us a five-star review on Apple Podcasts, and let us know what you learned, found helpful, or liked most about this show!

Big Attack on Modi Coming from Trump | Is Trump Accelerating Dedollarisation | Vijay Sardana Decodes

Dr. Vonda Wright is an orthopedic surgeon, author and renowned longevity expert.  Today on the show we discuss: the 30 second habit that helps with aging and accelerates fat loss, Why most people struggle to see results with weight loss (and how to fix it), Dr. Wright's proven formula for fat loss and longevity, the critical role that hormones play in longevity and body composition, her thoughts on healing and trauma for aging, practical strategies to live stronger, longer, and healthier and much more.   ⚠ WELLNESS DISCLAIMER ⚠ Please be advised; the topics related to mental health in my content are for informational, discussion, and entertainment purposes only. The content is not intended to be a substitute for professional advice, diagnosis, or treatment. Always seek the advice of your mental health professional or other qualified health provider with any questions you may have regarding your current condition. Never disregard professional advice or delay in seeking it because of something you have heard from your favorite creator, on social media, or shared within content you've consumed. If you are in crisis or you think you may have an emergency, call your doctor or 911 immediately. If you do not have a health professional who is able to assist you, use these resources to find help: Emergency Medical Services—911 If the situation is potentially life-threatening, get immediate emergency assistance by calling 911, available 24 hours a day. National Suicide Prevention Lifeline, 1-800-273-TALK (8255) or https://suicidepreventionlifeline.org.  SAMHSA addiction and mental health treatment Referral Helpline, 1-877-SAMHSA7 (1-877-726-4727) and https://www.samhsa.gov Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode, Nick is joined by John Tough, the Managing Partner of Energize Capital, a leading venture capital firm that invests in climate solutions across sectors, including energy and the grid, as well as industrial operations, electrification in mobility, and more. Listen in as Nick and John chart Energize Capital's journey and break down its investment and portfolio company support strategies. Further, Nick and John discuss the state of climate tech markets in the U.S. and Europe in 2025, make predictions for the coming decades, and home in on positives even as uncertainty abounds with shifting U.S. policy. Further, Nick and John dive into: Technology trends and market dynamics in the energy transition in 2025: Nick and John discuss major shifts in electrification and how climate tech 2.0 differs from cleantech 1.0, including a focus on mass adoption of EVs and related infrastructure, the increasing role of digital tools within traditional energy sectors, and the emergence of V2G technologies in markets like Europe. They also emphasize how cross-market learning can inform strategy and how cost declines in hardware (solar, batteries) create new opportunities for growth and innovation.The role of specialized venture capital and investment strategies in climate tech: Their conversation highlights the importance of specialist investors in the climate tech market, distinguishing Energize Capital's research-driven and hands-on approach to investing and supporting portfolio companies, the evolution of its funds, and why deep understanding of industry problems—rather than just technologies—is critical for successful investments and scaling businesses.Resilience amidst uncertainty, and longer-term outlook for the climate sector: The podcast also pays significant attention to diagnosing and making prognosis for the unique moment climate tech, both in the U.S. and elsewhere, is in in 2025, with nods to political and financial uncertainty (e.g., policy shifts, interest rates), and the importance of keeping a long-term perspective. The conversation addressed risks related to fundraising and capital allocation, as well as the effects of negative headlines, and offers pragmatic advice for founders and prospective entrepreneurs to prioritize survival and adaptability.Timestamps:00:01:52 - Introductions00:02:39 - Announcement of $430 million fundraise00:03:57 - Growth and trajectory of Energize Capital00:04:43 - John's background and early career00:09:03 - Echoes of Cleantech 1.0 in Climate Tech 2.000:11:15 - Energize Capital's approach to supporting portfolio companies00:15:07 - Commoditization trends in core climate technologies00:16:59 – Energize Capital's electrify everything focus00:20:03 - Challenges of marrying consumer behavioral change to climate mitigation00:23:44 - Geographic diversity in climate tech investments00:26:39 - Navigating uncertainty in the U.S. markets00:29:43 - Record energy demand as a catalyst for innovation00:31:11 – A focus on positive developments in climate tech00:31:38 - Upgrading the electricity grid for resilience00:34:57 - Importance of a complete perspective on the climate capital stack00:36:21 - Advice for founders and climate curious individuals alike00:38:07 - Highlighting Energize Capital portfolio companiesLearn more about John's work and Energize Capital by following both on LinkedIn and exploring Energize Capital's website and portfolio here: https://www.linkedin.com/company/energize-cap + https://www.linkedin.com/in/johnjtough/ +

LOCK IN THE EARLY BIRD PRICE DISCOUNT FOR THE THOUGHTFUL MONEY FALL CONFERENCE AT https://thoughtfulmoney.com/conferenceIn today's video, we discuss a new chart showing the top 1% running away with America's wealth.This is massive challenge facing our society. Some would call it a calamity.At what point does the bottom 90% hit its breaking point?And what can we, as individuals, do to decrease our odds of coming out of the wrong side of this growing wealth disparity?We discuss that in today's video, as well offically announce the upcoming Thoughtful Money Fall online conference on Saturday, October 18th. To lock in your ticket at the Early Bird price discount (our lowest), go to https://thoughtfulmoney.com/conference#wealthgap #wealthinequality #fourthturning _____________________________________________ Thoughtful Money LLC is a Registered Investment Advisor Promoter.We produce educational content geared for the individual investor. It's important to note that this content is NOT investment advice, individual or otherwise, nor should be construed as such.We recommend that most investors, especially if inexperienced, should consider benefiting from the direction and guidance of a qualified financial advisor registered with the U.S. Securities and Exchange Commission (SEC) or state securities regulators who can develop & implement a personalized financial plan based on a customer's unique goals, needs & risk tolerance.IMPORTANT NOTE: There are risks associated with investing in securities.Investing in stocks, bonds, exchange traded funds, mutual funds, money market funds, and other types of securities involve risk of loss. Loss of principal is possible. Some high risk investments may use leverage, which will accentuate gains & losses. Foreign investing involves special risks, including a greater volatility and political, economic and currency risks and differences in accounting methods.A security's or a firm's past investment performance is not a guarantee or predictor of future investment performance.Thoughtful Money and the Thoughtful Money logo are trademarks of Thoughtful Money LLC.Copyright © 2025 Thoughtful Money LLC. All rights reserved.

Python's data stack is getting a serious GPU turbo boost. In this episode, Ben Zaitlen from NVIDIA joins us to unpack RAPIDS, the open source toolkit that lets pandas, scikit-learn, Spark, Polars, and even NetworkX execute on GPUs. We trace the project's origin and why NVIDIA built it in the open, then dig into the pieces that matter in practice: cuDF for DataFrames, cuML for ML, cuGraph for graphs, cuXfilter for dashboards, and friends like cuSpatial and cuSignal. We talk real speedups, how the pandas accelerator works without a rewrite, and what becomes possible when jobs that used to take hours finish in minutes. You'll hear strategies for datasets bigger than GPU memory, scaling out with Dask or Ray, Spark acceleration, and the growing role of vector search with cuVS for AI workloads. If you know the CPU tools, this is your on-ramp to the same APIs at GPU speed. Episode sponsors Posit Talk Python Courses Links from the show RAPIDS: github.com/rapidsai Example notebooks showing drop-in accelerators: github.com Benjamin Zaitlen - LinkedIn: linkedin.com RAPIDS Deployment Guide (Stable): docs.rapids.ai RAPIDS cuDF API Docs (Stable): docs.rapids.ai Asianometry YouTube Video: youtube.com cuDF pandas Accelerator (Stable): docs.rapids.ai Watch this episode on YouTube: youtube.com Episode #516 deep-dive: talkpython.fm/516 Episode transcripts: talkpython.fm Developer Rap Theme Song: Served in a Flask: talkpython.fm/flasksong --- Stay in touch with us --- Subscribe to Talk Python on YouTube: youtube.com Talk Python on Bluesky: @talkpython.fm at bsky.app Talk Python on Mastodon: talkpython Michael on Bluesky: @mkennedy.codes at bsky.app Michael on Mastodon: mkennedy

Heritage of Faith  Ministries International || Witbank    Pastor John Bendixen Preaching at Heritage of Faith Ministries International  Witbank on.    2025-08-17 Accelerating Into Our Future Part 30 - Ps Sharon Bendixen    For more information: https://hofmi.net/ 

Send us a textIn this episode of WTR Small Cap Spotlight, host Tim Gerdeman, Vice Chair, Co-Founder and Chief Marketing Office of Water Tower Research is joined with Alex Verge, President & CEO of Journey Energy and Managing Director in Energy, Chris Degner for a discussion on Journey's growth investments in the in the Duvernay Shale. The conversation covers the economics of recent wells brought online, the depth of inventory for growth, underpinned with a stable, free cash flow generating production base and recent developments in the Canadian energy sector 

 Peter Akerley, CEO of Erdene Resource Development (OTCQB: ERFCF | TSX: ERD) sees the continued trend of countries looking to settle trades outside of the US Dollar, and the BRICS nations keep ramping up their gold reserves, the perfect storm for both the metal and the mining stocks is forming, one that could result in a bull run for the ages. Peter discusses how Erdene Resource Development fits into the picture, with near-term production in 2025 on the horizon at their Bayan Khundii gold project in Mongolia.Erdene Resource Development Website: https://erdene.comFollow Erdene on X: https://x.com/ErdeneResDisclaimer: Commodity Culture was compensated by Erdene Resource Development for producing this interview. Jesse Day is not a shareholder of Erdene Resource Development. Nothing contained in this video is to be construed as investment advice, do your own due diligence. Follow Jesse Day on X: https://x.com/jessebdayCommodity Culture on Youtube: https://youtube.com/c/CommodityCulture

Dr Drew, coming-of-age icon for Generation X, joins the program to examine the profound cultural changes shaping our world. We discuss what these shifts mean for our future—and how they're fundamentally impacting young people in ways that cannot be ignored. From the crushing economic conditions facing the younger generation to the unrealistic expectations society places on them, Dr. Drew breaks down the cultural and financial pressures fueling today's mental health crisis. This is a powerful, insightful conversation you won't want to miss.Follow Dr. Drew at https://DrDrew.com

In this groundbreaking episode, I'm joined by Dr. Marcus Weller — visionary entrepreneur, inventor, and CEO of DeepInvent.ai — to explore how AI can accelerate the pace of human innovation for the benefit of all. Deep Invent's AI platform can generate patent-ready ideas in minutes, identify untapped “white space” in any field, and even improve its own architecture. Learn about The Deep Invent for Good contest — $10,000 for the best open-sourced invention to benefit humanity (closes August 21, 2025).Deep Invent for Good — Learn more and enter to win the contest: https://deepInvent.ai (closes August 21, 2025)Follow Dr. Marcus Weller on LinkedIn: https://www.linkedin.com/in/marcusweller/We discuss:How AI is moving beyond data analysis to creative inventionWhy embedding human cognitive heuristics into AI changes the gameThe Deep Invent for Good contest — $10,000 for the best open-sourced invention to benefit humanityEthical guardrails to ensure innovations serve people and planetHow to make AI innovation more energy-efficient and sustainable You'll also hear inspiring real-world examples of AI-generated inventions, from augmented reality e-readers to sustainable tech breakthroughs.Time Stamped Chapters:00:00 – Introduction / Welcome to Care More Be Better — today's guest, Dr. Marcus Weller of DeepInvent.ai01:05 – Meet Dr. Marcus Weller - Early curiosity, tinkering with appliances, and the movie Short Circuit03:45 – How AI Becomes a Creative Partner - From data processing to human-like cognitive heuristics07:15 – Identifying “White Space” for Innovation - How Deep Invent maps the innovation landscape and generates new patents10:55 – Beyond “Fail Fast” - Starting with complete context to build the right thing the first time12:50 – Augmented Reality E-Reader Example - An AI-generated invention inspires a career pivot15:05 – What Is Superintelligence? Domain-specific superintelligence for innovation16:40 – AI Agents and Self-Improving Systems - The story of Deep Invent patenting its own architecture19:00 – Deep Invent for Good Contest - How to enter, win $10K, and open-source your idea for humanity22:45 – Examples of Contest Submissions - From cancer therapies to adaptive prosthetics25:05 – Open Source vs. Patenting Your Own Ideas - Why the campaign focuses on shared innovation27:35 – Ethical Guardrails for AI Innovation - Preventing harmful inventions and ensuring benefit to humanity29:55 – AI, Personality, and Human Connection - Training AI with psychometric data for a natural feel34:00 – Energy Efficiency & Sustainable Computing - How Deep Invent optimizes compute use and supports clean tech innovation38:00 – Marcus's Optimistic 10-Year Vision - A radically accelerated positive future40:30 – Inspiring the Next Generation - Marcus's one-minute message to a classroom of 12-year-olds42:00 – Closing Thoughts & Invitation to Participate - Why now is the time to innovate for good44:00 – Outro & Tree-Planting Update BUILD A GREENER FUTURE with CARE MORE BE BETTER Subscribe to our newsletter, and we'll plant a tree in your honor! Subscribe and rate us wherever you listen, and we'll plant another tree Together, we've planted 25,788 trees in 2025 through our partnership with ForestPlanet. Follow, subscribe, or join our newsletter to help us keep growing! Follow us on social media:YouTube: https://www.youtube.com/c/caremorebebetter TikTok: https://www.tiktok.com/@caremorebebetter Instagram: https://www.instagram.com/caremorebebetterFacebook: https://www.facebook.com/CareMoreBeBetter LinkedIn: https://www.linkedin.com/company/care-more-be-better

In the GovClose Certification Program, our students learn the government contracting skills to:Start their own consulting business that can earn up to $400k as a “solopreneur” advising businesses that sell to the government.Land high-paying sales executive jobs with companies selling to the government.From Special Ops to the Pentagon: Forrest Underwood on AI, Startups, and the Future of Defense ContractingForrest Underwood's career spans flying MC-130Js for Special Operations, standing up new squadrons overseas, embedding with SOCOM on urgent missions, working with Silicon Valley venture capital firms, and now serving as Chief of Joint Investment Strategies at the Office of the Secretary of Defense and the CEO of Evergreen IndustriesIn this conversation, Forrest explains:How AI, cyber, and space tech companies can break into defense contracting.Why “product–mission fit” is the key to winning contracts without wasting resources.The cultural speed gap between Special Operations and traditional acquisition.How the Forged Act, Speed Act, OTAs, and acquisition reform will change the landscape.Why the best product doesn't always win — and how to fix it.If you're a founder, tech leader, or government contracting professional, this episode is packed with actionable insights to help you navigate — and win in — the defense market.Connect with Forrest on LinkedIn: https://www.linkedin.com/in/forrestunderwood/Timestamps / Chapters00:00 – The calm before the storm in defense acquisitions00:40 – AI writing proposals for AI: The growing noise problem01:15 – Special Ops speed: Delivering tech in under 24 hours02:00 – Forrest Underwood: From pilot to defense tech strategist03:00 – The grocery store encounter that launched an Air Force career04:00 – Air Force Academy prep school: Building future officers05:00 – Pilot training pipeline and aircraft assignments07:00 – C-130J missions in Europe and Africa09:00 – Standing up an MC-130J squadron in Okinawa11:00 – Transitioning to joint staff roles in Stuttgart14:00 – SOCOM immersion in Silicon Valley venture capital15:00 – Working with VC firms on AI, cyber, and space tech17:00 – The cultural speed gap in acquisitions19:00 – Overnight integration of mission-critical tech22:00 – Moving into acquisitions leadership at OSD23:00 – Managing $200B in annual defense investments24:00 – Founding Evergreen Industries and product–mission fit28:00 – Navigating the valley of death in defense innovation29:00 – OTAs, SBIRs, DIU, and accelerating acquisition30:00 – Forged Act, Speed Act, and acquisition reform32:00 – Why quality beats volume in proposals34:00 – Non-traditionals vs. primes in the new acquisition era36:00 – Cybersecurity compliance and small business challenges39:00 – Why the best product doesn't always win40:00 – Mapping capabilities to joint warfighting needs42:00 – Accelerating serious companies into DOD contracts45:00 – Sell it first, build it second in defense tech46:00 – Validating demand before developing solutions47:00 – Discovery-driven selling in the DOD49:00 – Understanding frustrations on both sides of the process50:00 – How acquisitions officers evaluate new tech53:00 – Where defense tech funding is headedJOIN the GovClose CommunityFollow me on LinkedIn for our free GovClose Newsletter and real-world GovCon insights

On this episode of Accelerating Government, we bring out from the archives our talk with award-winning author Barry Johnson about his ground-breaking work in polarity management, helping us recognize that while we are extremely adept at identifying and solving problems, many times in life we are actually faced with a polarity of two related things that must be managed together. Guest:Barry Johnson, award winning author and founder of Polarity Partnerships, LLC. His new books are “And – Volume 1: Foundations,” and the companion volume, “And – Volume 2: Applications.” https://www.linkedin.com/in/barry-johnson-32871056/ Additional Resources:To learn more about Polarity Management and Polarity Partnerships, visit Barry's website: https://www.polaritypartnerships.com/ Barry's books are available on his website and elsewhere on-line.To learn more about ACT-IAC, please visit our website: https://www.actiac.org/ See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

New inflation figures showed signs that President Trump’s tariffs are starting to have an impact on consumer prices. Overall inflation held steady, but core inflation, which is closely watched by the Fed and does not include volatile food and energy prices, ticked up. Amna Nawaz discussed tariffs and inflation with Michael Strain of the American Enterprise Institute. PBS News is supported by - https://www.pbs.org/newshour/about/funders

On Today's The Transfer Show Podcast, Dave Davis & Trev Downey talk all about the latest Liverpool Transfer News Stories over the last 24 hours for the Reds! Learn more about your ad choices. Visit podcastchoices.com/adchoices

NEW PAGE: Trump Assassination Attempt The Cowboy's Take Most Recent Video(s): August 12th, 2025 Video The Cowboy's Take Rumble Channel CRITICAL, CURRENT ARTICLES RAT-A-TAT-TAT TRUMP RESISTANCE TAKE ACTION NOW: PRESIDENTIAL 2024 ALT LEFT CHINA OUR ENEMY CLIMATE CHANGE CONSTITUTION CORRUPTION COVID/COVID LITIGATION ECONOMY ELECTION FRAUD FAMILY SAFETY FINANCIAL & PHYSICAL […] The post Making Sense Of The Accelerating Chaos–A Summary Of The Key Events Of Last Two Weeks…The Ranch Story And A Quote From Charles Darwin…Grand Jury Convenes On The Obama Cabal appeared first on On the Right Side Radio.

#370 In this episode, Guy welcomed Pamela Downes, a trance channeler, who shared her profound journey from entrepreneurship to spiritual awakening. Pamela discussed her experiences with psychic abilities, past life traumas, awakening through ayahuasca ceremonies, and channeling high-frequency beings. The conversation covered insights into the future, spiritual preparedness, and the importance of elevating frequency and vibration. Pamela emphasized the shift from religious confines to universal spirituality and the role of premonitions in guiding humanity through upcoming changes. She also highlighted the significance of an evolving spiritual community and resources to support individuals on their spiritual path. About Pamela: Pamela's story is one of a spiritual awakening, sparked by the mysteries of life after death and a yearning to explore the spiritual world. Following her father's passing, Pamela immersed herself in a quest for meaning, navigating the realms of energy healing, the law of attraction, and the boundless potential of the human spirit. Fueled by psychic encounters, synchronicities, and the revelation of her reality-shaping abilities, Pamela heeded an inner call to embrace a path of self-discovery.  Her transformation unfolded through shamanic journeys, Reiki healing, Akashic records block release, and a profound connection with psychic medium Rich B – a spiritual friend who guided her for eight transformative years. The pinnacle of this period arrived when Pamela recognized that Ayahuasca and Rythmia Life Advancement Center were the next steps in her journey, catapulting her into an experience that heightened her psychic abilities and awakened all her Clare senses. Key Points Discussed:  (00:00) - Channeled Insights on What's Coming — And Why Your Awakening Is Accelerating (00:50) - Introduction to the Podcast and Guest (03:02) - Pamela's Spiritual Journey and Awakening (05:03) - The Impact of Spirituality on Daily Life (07:20) - Life Challenges and Spiritual Realizations (11:01) - Discovering and Embracing Spiritual Gifts (18:19) - Ayahuasca Journey and Enhanced Psychic Abilities (23:38) - Channeling and Spiritual Guidance (35:28) - Recurring Dreams and Premonitions (36:25) - Natural Disasters and Intergalactic Society (37:55) - Channeling Messages for the Community (40:16) - Visions and Predictions for 2025 (44:15) - Navigating Fear and Elevating Frequency (47:39) - Experiences with the Council (50:10) - Integrating High Frequencies (57:13) - Creating Meditations and Helping Others (59:46) - Upcoming Events and Final Thoughts How to Contact Pamela Downes:spirit-calling.com sandiegotranscendenceretreat.com   About me:My Instagram: www.instagram.com/guyhlawrence/?hl=en Guy's websites:www.guylawrence.com.au www.liveinflow.co

Peter Schiff examines gold market dynamics, critiques Trump's economic policies, and discusses investment strategies amidst rising market trends.This episode is sponsored by HIMs. Start your free online visit today at https://hims.com/goldIn this episode of The Peter Schiff Show, host Peter Schiff dives deeply into the current dynamics of the gold market, highlighting the significant impact of tariffs and Trump's economic policies on gold and its stocks. Listeners will gain insights into the asymmetric opportunities within gold stocks, the performance of Bitcoin compared to gold, and the ongoing de-dollarization trend. Schiff emphasizes the importance of recognizing the risks and rewards in today's market, urging investors to consider their strategies carefully. With a focus on international markets and the future of U.S. manufacturing, this episode encapsulates Schiff's unyielding perspective on economic realities, making it a must-listen for those seeking to navigate the complexities of investment in a turbulent financial landscape.

CFRA's Ken Leon believes Walt Disney (DIS) is "moving on its front foot" in streaming. He says the company is now utilizing all arms of entertainment, adding that a "reenergized" ESPN will give Disney shares more room to run. Gerald Sparrow adds that Disney's other businesses, like parks and cruises, adds a value cushion to the stock. Newly-merged Paramount Skydance (PSKY) is also making moves with its seven-year deal with UFC, worth $1.1 billion per year.======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

Nearly 60 Texas Democrat state representatives have fled the Lone Star state, abandoning their legislative offices, their districts, and their constituents, all to prevent the legislature from having the quorum to carry on business.The reason? The majority Republicans intend to vote for a redistricting plan that would cost the states Democrat representatives to the US House several seats—perhaps as many as five—and in particular would likely drive Progressive idols Jasmine Crockett and Al Green out of office. Governor Greg Abbott isn't taking any of this laying down, however, and he's using every legal means at his disposal to hold these run-away, feckless and cowardly Democrat representatives accountable for having fled their responsibilities and their constituents, and for locking up the entire Texas legislature from also voting out desperately needed aid for the victims of the terrible recent floods. Abbott has now turned to the Texas Supreme Court with a demand that they find these representatives have abandoned their legislative seats—with particular specificity for the Chair of the Texas House Democratic Caucus, Representative Gene Wu, who fled the state with other Democrats. Having these runaway Democrat reps declared absent  would create an instant quorum of the remaining representatives present in the state house.  The Supreme Court, in turn, has demanded a substantive response from Representative Wu by 5PM tomorrow—OR ELSE. The #1 guide for understanding when using force to protect yourself is legal. Now yours for FREE! Just pay the S&H for us to get it to you.➡️ Carry with confidence, knowing you are protected from predators AND predatory prosecutors➡️ Correct the common myths you may think are true but get people in trouble​➡️ Know you're getting the best with this abridged version of our best-selling 5-star Amazon-rated book that has been praised by many (including self-defense legends!) for its easy, entertaining, and informative style.​➡️ Many interesting, if sometimes heart-wrenching, true-life examplesGet Your Free Book: https://lawofselfdefense.com/getthebook

In speed events, being able to accelerate and maintain forward momentum through a turn can make all the difference. In this episode, I'm sharing some recent experiences with horses I'm currently training, and the foundational skills we've been focusing on to help them stay balanced, responsive, and confident while carrying speed through a turn. Whether you're working a barrel pattern or tracking cattle, these principles can help you take your horse's performance to the next level.

What if the tools you use to sell solar are setting you up to fail?That's the uncomfortable truth Jason Steinberg, CEO of Scanifly, is tackling head-on.In this episode recorded live at NABCEP 2025, Jason and Nico dig into the disconnect between sales and operations in solar—where remote designs sell the dream, but outdated imagery and manual measurements leave teams scrambling on install day.Jason shares how his team is transforming the design process by putting drones and data at the center of solar workflows. The result? Fewer change orders, faster permitting, and a safer, smarter job site.Expect to learn:

- Interview with Matt Kim on VPN Privacy and Surveillance (0:10) - Speculation on Trump's Provocation of Russia (2:46) - Trump's Nuclear War Threats and Their Implications (19:44) - The Role of Israel and the Deep State in US Politics (29:57) - The Economic and Political Impact of Trump's Policies (40:44) - The Depopulation Agenda and Health Concerns (1:00:40) - The Role of Health Insurance and Personal Responsibility (1:07:59) - The Broader Implications of US Foreign Policy (1:18:11) - The Role of Media and Public Perception (1:18:30) - The Future of US-China Relations and Global Power Dynamics (1:18:50) - Surviving Modern Challenges and Bio-Weapons Documentary (1:19:08) - Promoting Health and Supporting Free Speech (1:27:38) - Historical Bio-Weapons Experiments and Government Deception (1:30:34) - Modern Bio-Weapons and Vaccine Risks (1:33:29) - Government Agencies and Depopulation Agenda (1:37:44) - Introduction of Matt Kim and VP.Net (1:41:51) - Technical Details and User Trust (1:50:26) - Privacy Challenges and Market Strategy (1:58:29) - Legal and Ethical Considerations (2:13:23) - Future Plans and Broader Impact (2:13:40) - Encouraging Independent Thought and Activism (2:18:04) - Discussion on Naming and Language Models (2:35:46) - Introduction of VP.net and Decentralization (2:43:00) - Political and Ethical Implications of VPNs (2:46:44) - Financial Transactions and Asset Protection (2:47:47) - Introduction to UNAs and Their Benefits (2:56:11) - Health Ranger Store and Product Recommendations (3:06:35) - Decentralization and the Impact of Decentralized TV (3:18:55) - Conclusion and Future Plans (3:21:50) For more updates, visit: http://www.brighteon.com/channel/hrreport NaturalNews videos would not be possible without you, as always we remain passionately dedicated to our mission of educating people all over the world on the subject of natural healing remedies and personal liberty (food freedom, medical freedom, the freedom of speech, etc.). Together, we're helping create a better world, with more honest food labeling, reduced chemical contamination, the avoidance of toxic heavy metals and vastly increased scientific transparency. ▶️ Every dollar you spend at the Health Ranger Store goes toward helping us achieve important science and content goals for humanity: https://www.healthrangerstore.com/ ▶️ Sign Up For Our Newsletter: https://www.naturalnews.com/Readerregistration.html ▶️ Brighteon: https://www.brighteon.com/channels/hrreport ▶️ Join Our Social Network: https://brighteon.social/@HealthRanger ▶️ Check In Stock Products at: https://PrepWithMike.com