Podcasts about Adept

This week's Highways Voices comes from CRASH 26, an event which brought together road safety professionals, local authorities, suppliers and infrastructure specialists for a day of live demonstrations showing what really happens when vehicles collide with roadside equipment.The event gives delegates the opportunity to see products perform in realistic scenarios while discussing how the lessons learned can improve future road design and safety.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.In this podcast, organiser Andy Pledge explains how the event has gone from showcasing passive safety products into promoting the wider Safe System approach, bringing together experts from across road safety, emergency services, traffic management and industry to encourage better-informed decision making.You can watch the crashes here.We hear from Magnus Backholm of Swedish manufacturer Jerol, Neil Levett representing Multipatcher, Olly Samways of Westcotec, Ash Starkey from AS Safety and Technology, Ian McDonald from Hydro and Peter Hoban from Innovative Road Safety Solutions, each demonstrating products designed to reduce the consequences of road traffic collisions or improve the safety of those working on or alongside the highway.The conversations cover everything from passive-safe signposts and rapidly deployable crash barriers to remotely managed roadside technology, inflatable work zone protection systems, passive-safe lighting columns and innovative products that combine environmental benefits with practical roadside infrastructure.Together the interviews provide a fascinating snapshot of how innovation is helping move the industry closer to Vision Zero, demonstrating that improving road safety isn't simply about developing better products, it's about sharing knowledge, understanding real-world performance and ensuring everyone involved in designing, maintaining and operating the road network has the information they need to make safer decisions.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

Do letošního ročníku se přihlásilo celkem 22 měst a obcí, mnohé z nich vůbec poprvé. Plzeňský kraj letos podporu pro celou soutěž zdvojnásobil na dva miliony korun.

Dans ce nouveau numéro de Carrément Business sur Radio RPA, Aïmed Badereddine reçoit Martine Ruffer, fondatrice de Adeptôzen, un univers entièrement dédié au bien-être et à l'art du soin. Réflexologue et facialiste certifiée par deux écoles à la renommée internationale — l'IIR-France Méthode Originale Ingham® et l'École du Kobido® — Martine Ruffer propose des pratiques mêlant traditions, expertise et relaxation profonde. À travers son activité, elle accompagne celles et ceux qui souhaitent retrouver équilibre, détente et mieux-être grâce à la réflexologie plantaire et palmaire, mais aussi à différentes techniques de massages facialistes anti-âge.

Civil engineer Elizabeth Orchard believes Britain has been looking at the potholes crisis the wrong way – and in this edition of Highways Voices she explains why – and finishes with an interesting idea to fund the solution.Rather than focusing on political arguments over who is to blame, she explores the engineering behind deteriorating roads, from freeze-thaw cycles and aging infrastructure to the impact of changing weather patterns, utility works and decades of underinvestment.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.Drawing on her experience as a Chartered Civil Engineer and founder of consultancy Endelevu, in conversation with Paul Hutton, Mrs Orchard tackles some of the biggest misconceptions surrounding road maintenance. She explains why heavier electric vehicles are not the villain many people assume, why simply resurfacing a road often fails to solve the problem, and why maintenance strategies need to be tailored to local conditions rather than relying on one-size-fits-all solutions.The discussion also examines the pressures facing local authorities, from shrinking engineering teams to the challenge of maintaining thousands of miles of highway with limited resources. Mrs Orchard argues that rebuilding technical expertise within councils could save money in the long term while creating more resilient highway networks.Perhaps the most thought-provoking section comes towards the end of the conversation, when she suggests Britain should stop treating roads as a financial liability and start viewing them as valuable assets capable of generating income through the intelligent use of data. She points to examples from Europe where anonymised vehicle and infrastructure data are already helping to fund maintenance and improve network management."There are solutions, and there are ways of making money - other people in the rest of the world are already doing it [and] it's time Britain catches up," she explains, arguing that a smarter approach to highway data could transform how roads are maintained for decades to come.This episode offers a refreshing perspective on one of the UK's most talked-about infrastructure challenges. Rather than simply discussing potholes, it explores the engineering, economics and innovation that could provide lasting answers, making it essential listening for anyone interested in the future of Britain's roads.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

This week's Highways Voices podcast takes you from connected vehicle data that's finally moving beyond endless pilot projects to artificial intelligence that can identify road defects before they become a problem, as we bring you chat from the LCRIG Innovation and Learning Festival, where the latest ideas aren't just being talked about – they're being put into practice.Host Paul Hutton catches up with some of the sector's leading thinkers and innovators, including White Willow Consulting's Andy Graham explaining why connected vehicle technology has reached the point where authorities can simply get on and use it, Nicander's Sam Brierley demonstrating how AI is transforming highway asset management, and Steve Walton revealing how Via East Midlands is preparing to deliver a huge maintenance programmes.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.There's also a first for the podcast as Paul interviews Luka the robot, while leading industry consultant Neil Levett highlights the technologies that caught his eye around the festival. Anna Blake and Christopher Long from Solar Gates explain how smarter temporary traffic management is reducing costs, cutting carbon and improving safety, and Jordan Cowley looks ahead to the huge opportunities presented by the ITS World Congress Birmingham 2027.It's a programme packed with practical examples of how technology is making highways safer, more efficient and better connected – and why the conversations taking place at events like this are helping to shape the future of our industry.Our guests:Andy Graham, White Willow ConsultingSam Brierley, NicanderLuka, RobotNeil Levett, Levett Business Services chatting with Highways News's Libby McMahonSteve Walton, Via East MidlandsAnna Blake and Christopher Long, Solar GatesJordan Cowley, Transport for West MidlandsAlso don't forget to check out the winners of the 2026 DfT Special Recognition Apprentice Awards, as mentioned by Paul in the podcast.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

We're excited to have Databricks join us at AIEWF, among hundreds of the top companies in the AI Engineer ecosystem. LS subscribers can use their discount to get past the late bird pricing and access over $50k in sponsor offers! Everyone is still talking about Satya's Frontier Ecosystems post, but few have actually built a (now $175 billion) frontier ecosystem and cloud like our guests today.From open-sourcing the layer above coding agents to rethinking databases for the agent era, Databricks cofounders Matei Zaharia and Reynold Xin are pushing the company beyond the lakehouse into a full data-and-AI operating system. In this episode, Matei and Reynold join swyx at the 2026 Data + AI Summit to unpack Omnigent, LTAP, Lakebase, agent security, open formats, Mosaic, and why databases may matter more than ever once AI agents start doing real work.We go deep on Omnigent: Databricks' open-source meta-harness for combining, controlling, and sharing agents across Claude Code, Codex, Cursor, Pi, custom agents, and internal tools. Matei explains why coding agents and enterprise agents run into the same problems: portability, collaboration, session history, security, spend controls, and the need for a common API above every harness.Then Reynold walks through Databricks' database dream: why CDC is brittle enough to joke that it means “continuous data corruption,” why HTAP has been the holy grail of database engineering, and why Databricks thinks LTAP gets most of the benefits by unifying the storage layer instead of collapsing every query engine. We also cover Databricks' infrastructure scale, the culture behind rapid prototyping, the difference between tech and enterprise customers, Databricks vs Snowflake, whether vector databases should have ever existed, the Mosaic model strategy, Genie, AI Runtime, RL fine-tuning, and the thesis that traditional software gets rewritten once the data is in the right place and agents sit on top.Databricks began as a company for the big data era. The origination of Spark from the Berkeley AMPLab which eventually turned into the product Lakehouse convinced enterprises that they didn't need a separate data lake, warehouse, ML platform, and governance layer. They just needed one open foundation where all of their data could live and be reasoned over.Since then a lot has changed, but data has only become more important. Data is no longer something you keep track of and analyze ad hoc, it's the necessary context agents need in order to act. So the framing has shifted from “where do we put all of our data?” to “how do we expose the right slice of state, history, permissions, and business logic to an AI system at the exact moment it's doing work?”If frontier model performance becomes commoditized, the durable advantage then becomes the company-specific context around them: proprietary data, governed access, operational state, transaction logs, workflows, and feedback loops. Which makes Databricks positioned perfectly.Now coming fresh off the Data + AI Summit 2026, the company is moving just as fast to keep up, announcing Genie One, Omnigent, LTAP, and many more, indicating a central mission in its newer work: Databricks is trying to become the operating system for enterprise agents.Models are getting good enough, but agents are only useful if they have the right context, permissions, memory, state, cost controls, and access to live business data. Fundamentally it appears that significantly better model performance in production is a systems problem, one that data guys like us are remarkably well prepared to solve!We discuss:* Why Databricks built Omnigent as a meta-harness above existing AI agents* Why coding agents and custom enterprise agents need the same infrastructure* The common API for agent sessions, files, streams, tool calls, and cancellation* Why persistent sessions, cloud sandboxes, sharing, search, and collaboration matter* Why Databricks open-sourced Omnigent instead of keeping it proprietary* Databricks' internal agent usage, cloud sandboxes, and coding workflows* The scale of Databricks: 50–60 million virtual machines a day and exabytes before breakfast* Why agent security needs contextual and stateful policies* How an agent could read confidential docs, install a compromised npm package, and leak data* Why spend control matters when an agent can burn $500 reading logs* Startup opportunities around coding-agent analytics, quality, skills, and spend* LTAP, Lakebase, and why Databricks wants to rethink the database stack* OLTP vs OLAP, CDC, and why data pipelines break at 3 a.m.* Why HTAP has historically been the holy grail of database engineering* Why Databricks thinks LTAP is “HTAP done right”* How writing transactional data into column-oriented formats changes analytics* Why agents need live operational context from databases, not just telemetry* How Databricks prototypes strategic systems without endless process* Enterprise vs tech customers, governance, procurement, and DIY culture* The “second system syndrome” risk of rewriting a database engine* Building a database engine from a decade of traces and quadrillions of data points* Why vector databases should never have been a separate category* Why open formats and AI changed the race with Snowflake* The Mosaic story, DBRX, Genie, document parsing models, and specialized model training* Why model customization and RL fine-tuning may become mainstream* Why “get the data there, slap some agent on top” may rewrite traditional softwareMatei Zaharia* LinkedIn: https://www.linkedin.com/in/mateizaharia* X: https://x.com/matei_zahariaReynold Xin* LinkedIn: https://www.linkedin.com/in/rxin* X: https://x.com/rxinDatabricks* Website: https://www.databricks.com* X: https://x.com/databricksTimestamps00:00:00 Introduction00:02:22 Omnigent and the Agent Infrastructure Layer00:08:39 Agent Clouds, Common APIs, and Open Source00:16:52 Databricks Scale and Internal AI Workflows00:18:03 Agent Security, Governance, and Spend Controls00:27:34 LTAP and the Database Dream00:30:30 CDC, HTAP, and Why Data Pipelines Break00:34:05 Lakebase, Parquet, and Live Data for Agents00:36:47 Databricks' Culture of Fast Prototyping00:43:40 The Dream Engine and Rewriting the Database Stack00:51:02 Vector Databases, Query Engines, and LTAP00:52:36 Databricks vs Snowflake00:57:48 Mosaic, DBRX, Genie, and Specialized Models01:03:11 Context, AI Runtime, and RL Fine-Tuning01:06:15 Why Data + Agents May Rewrite Software01:07:09 Closing ThoughtsTranscriptIntroduction: Databricks, Data + AI Summit, and Founder DynamicsSwyx [00:00:00]: Matei and Reynold from Databricks, welcome to Latent Space.Reynold Xin [00:00:06]: Hey, thanks for having us.Swyx [00:00:07]: Yeah.Matei Zaharia [00:00:08]: Yeah, thanks so much.Swyx [00:00:09]: thanks for taking time out. You have your Databricks, Data AI Summit going on. You were just telling me how the first summit that you guys ran was just 50 peopleReynold Xin [00:00:17]: Yeah, it wasSwyx [00:00:17]: in BerkeleyReynold Xin [00:00:18]: little meetup at Berkeley, I thinkMatei Zaharia [00:00:19]: YeahReynold Xin [00:00:19]: put togetherMatei Zaharia [00:00:20]: We were doing these tutorials and, yeah, just teach people Spark.Swyx [00:00:23]: Yeah. obviously now it's like, I think like the headline number's like 100,000 people around the world, 30,000 in person.Swyx [00:00:30]: it's a crazyMatei Zaharia [00:00:31]: AmazingSwyx [00:00:31]: community. Well, I just saw the keynote.Swyx [00:00:35]: Ali's just. Did was it obvious or that back when that Ali would be, like, such a great, like, CEO? LikeReynold Xin [00:00:42]: OhSwyx [00:00:42]: such a great presenter?Reynold Xin [00:00:43]: What do you think?Matei Zaharia [00:00:44]: I think among our group of founders it was clear that, I think he'd be the best at this.Swyx [00:00:50]: Yeah.Matei Zaharia [00:00:50]: And yeah, it turned out great. And he's, he's ramped up on so many topics growing a company. He would just go in and, like, study it and, be talk to all the experts. Like, even if he can't hire the person, learn enough about, like, finance and sales and whatever it was, and, and go from there. Yeah.Swyx [00:01:09]: Yeah.Reynold Xin [00:01:10]: he's obviously very high IQ and a very high EQ, but it wasn't. Like, Ali today is quite different from Ali from, like 10 years ago. I think there's a lot of work that he put in to, get to this point.Swyx [00:01:20]: Yeah. no, to me the most appealing thing about him is that he's funny. And like, it, it's, it'Matei Zaharia [00:01:26]: It's true, yeahSwyx [00:01:26]: it's hard to make jokes about, data warehousesReynold Xin [00:01:30]: About serious topicsSwyx [00:01:31]: securityMatei Zaharia [00:01:32]: YeahSwyx [00:01:32]: what have you.Matei Zaharia [00:01:33]: Oh, yeah. That's for sure.Swyx [00:01:34]: Yeah. So you guys launched a whole bunch of things. I'll, I'll just name check briefly, the stuff because we're not gonna cover everything. Omnigentt, your baby. LTAP, your baby, your dream engine.Swyx [00:01:47]: we're also gonna cover Genie, cover CustomerLake, you acquired PantherMatei Zaharia [00:01:52]: YeahSwyx [00:01:52]: Open Sharing, and there's Unity AI Gateway. A lot of these, I think, like, are things that you would expect a Databricks to do. It's, it's like part of the roadmap. Everyone in your category has similar things. But I think, probably the two of you are leading the two most unique and differentiated initiativesOmnigent and the Agent Infrastructure LayerSwyx [00:02:09]: on, in the landscape. Maybe we'll start with, Omnigentt we'll, we'll, we'll, we'll go into it. I do think that a lot of people are exploring this meta harness concept.Matei Zaharia [00:02:21]: Yeah, totally.Swyx [00:02:21]: What led you to it?Matei Zaharia [00:02:22]: Yeah. There were a couple of, like, converging lines, which I think is a good sign that you need something new. So on the one hand, there's all the coding agent info internally. We have really great, dev infra team. they built something called Isaac, that's like a wrapper on Claude Code and Codex, and, lets you use them either on the web in, like, sandboxes or, just on your dev machine or on your laptop or whatever. And then, they were adding all kinds of stuff there. And we saw all the more advanced engineers like, were building their own workflows with tons of agents, and they were building their own UIs and stuff on top or even on top of that. And then the other one was, like, us building agents. We ship this, like, data science agent called Genie on the research team, which I lead. We also build a lot of internal ones for various things, and then we have all the customer ones. And all of them running into this thing of like, “Oh, I need to switch model and harness and so on,” every few months. Plus the agent is, like, completely useless if you can't share sessions with someone and have history and have search and all this, like, layer on top of it for collaboration. I thought a bit about it from both contexts and, at first people thought it was weird. They're like, “Why are you doing coding agents and custom agents in the same thing?” But I said it's, it's the same problems and, you just wanna build the stuff that lets you deliver the agent, maybe control it if you care about security, and, make it portable across things. And then we prototyped some things as experiments. We saw, yeah, we can make it work, and then we built that for real.Swyx [00:04:06]: I'm wondering if this let's call it architectureMatei Zaharia [00:04:11]: YeahSwyx [00:04:11]: maps to anything in your careers in the past. like I always think about how a lot of things just tie back to operating systems.Swyx [00:04:18]: A lot of operatingMatei Zaharia [00:04:19]: YeahSwyx [00:04:20]: systems tie back to databases,Matei Zaharia [00:04:21]: SoSwyx [00:04:21]: or the other way aroundMatei Zaharia [00:04:22]: so the thing, I do think it ties a lot to, like, network protocols, internet protocol. we alsoSwyx [00:04:29]: Communication between entities.Matei Zaharia [00:04:30]: Yeah. We did stuff with, like, data sharing also, which is probably, most viewers probably won't know unless they'Swyx [00:04:36]: Yeah, open protocol is the term.Matei Zaharia [00:04:37]: Yeah.Swyx [00:04:38]: Open sharing. Open sharing.Matei Zaharia [00:04:38]: Open sharing.Swyx [00:04:39]: Yes.Matei Zaharia [00:04:39]: Yeah. So it's like you have a company, you maintain some table, like let's say like a Walmart or something. They have like the, inventory and what's been sold in each store. And then you also have suppliers, and they would love to produce more things and ship them, like, exactly the moment you need them. So they would love, like, real-time access to your table. So instead of like sending emails around or Excel sheets or phone calls, why can't you share like a view of that table in real time with them? Then they query, they, join it with their data, and they decide what to send. So it's one of these things where you, like you might ask like today since we can vibe code anything so fast, why do we even need to design like protocols or APIs or software? Why can't you just vibe code things on demand? But for this type of interoperability where multiple parties that are moving at different speeds are building stuff and you still want some layer on top to coordinate, you do wanna design it and build it. So it reminds me of that, like agents talking to each other and, users talking to agents and tools.Agent Clouds, Cloud Sandboxes, and Keeping Sessions AliveSwyx [00:05:42]: Reynold, any other comments alternative viewpoints?Reynold Xin [00:05:46]: I think, by the way, we had a debate on exactly which set of benefits would, matter a lot, and I think around the time we decided to do this thing I was telling Matei, “Hey,” it just happened to be there's a particular week that I was coding nonstopSwyx [00:06:00]: from the moment I woke up to, like, the moment I went to bed, I was, like, looking at my Claude sessions, my Codex sessions. And one of the things that was particularly annoying was having to keep my laptop open.Swyx [00:06:12]: I was driving to a doctor's appointment, and I remember because I wanted to make sure the whole thing continues working.Matei Zaharia [00:06:18]: But by the way, it's so comforting to hear you say that because I'm like, “I don't know if I'm a clown and I'm doing this or like.”Swyx [00:06:25]: Yeah. Like honestly, I was driving and I was tethering my laptop to my phone.Matei Zaharia [00:06:29]: huh.Swyx [00:06:29]: Keeping it on the side. Whenever I hit a red light, I started looking at what's going on my laptop.Matei Zaharia [00:06:35]: Yeah.Swyx [00:06:35]: And I just felt that was ridiculous.Matei Zaharia [00:06:37]: Yeah.Swyx [00:06:37]: It felt like we went back to the dark agesMatei Zaharia [00:06:39]: YeahSwyx [00:06:40]: programming. the productivity you gain from all this coding age is amazing, but, yeah.Matei Zaharia [00:06:45]: Have you heard of cloud?Swyx [00:06:47]: Yeah.Swyx [00:06:48]: It was crazy to me.Matei Zaharia [00:06:49]: Oh, the thing you were working on was the sandboxes or was this before that?Swyx [00:06:52]: It was a sandbox.Matei Zaharia [00:06:53]: Okay.Swyx [00:06:54]: I was workMatei Zaharia [00:06:54]: So you were inSwyx [00:06:55]: So I was approaching from a very different angle. I wanted to, “Hey, we're gonna have cloud sandboxes that doesn't shut down. You can get one very quickly,” but not just for running agentic sessions.Matei Zaharia [00:07:06]: Yeah.Swyx [00:07:06]: It's also for running development. So I was personally building that week, and through building that, I ran into all these issues, and then I wroteMatei Zaharia [00:07:15]: YeahSwyx [00:07:15]: a document for Matei, it's like, “Here's my wish list of what the actual environment should do.” And I think he ended up almost implementingMatei Zaharia [00:07:22]: YeahSwyx [00:07:22]: every single one of them.Matei Zaharia [00:07:23]: Yeah, I remember Reynolds saying, ‘cause my first prototype of this had just chats with your agent and he said, “I have to be able to open a shell, like my own shell and like list files and like tail them and stuff.” SoSwyx [00:07:36]: So SSH into a mainframe.Matei Zaharia [00:07:37]: Yeah. it has that now.Swyx [00:07:39]: Tailing my log.Matei Zaharia [00:07:40]: Yeah.Matei Zaharia [00:07:41]: Yeah.Swyx [00:07:41]: And also another thing I think I asked was, I had. I still use cursor for the sole purpose of rendering markdown files.Matei Zaharia [00:07:48]: huh. Yes.Swyx [00:07:49]: So I said, “If you just give me a way to see my markdown files and renderMatei Zaharia [00:07:53]: YeahSwyx [00:07:53]: them properly, I don't need a separate tool anymore.”Matei Zaharia [00:07:55]: Yeah.Swyx [00:07:56]: And I think you also built that in.Matei Zaharia [00:07:57]: Yeah, we, yeah, we did that, yeah. Yeah, we had a lot of engineers building, their own vibe coding setup. But then the other thing they all said is like, “Hey, I built something that's amazing for me, but, like, no one else on the team can use it ‘cause I don't have a server to collaborate.” And this is why we tried to set up, Omnigent, so you can have a server and have the security, set up in there. So, like log in with Google or whatever and, like securely share stuff. which. And that's where we've seen a lot of other agents like hit things. Like people think they prototyped an awesome agent, but it's not allowed to connect to like some really important data or whatever because of the security team.Omnigent Architecture, Open Source, and Common APIsSwyx [00:08:38]: Yeah.Matei Zaharia [00:08:38]: So yeah.Swyx [00:08:39]: Yeah. At this point, so for those watching along on YouTube, we're gonna putting up a image of the structure here, and we can talk a little bit of the architecture. I think I just want to have people understand, ‘cause like when we're talking about software, it can be very abstract and like here is what we're talking about. You've worked out in open source this entire platform and there's a runner component and server component with a uniform API that you've, you've figured out. any other element and obviously you can plug in all this, persistence layers and compute layers. This is a whole cloud. It's an agent cloud.Matei Zaharia [00:09:12]: Yeah. It's, it's got these components to work with it. The, a lot of the action happens like on the machine where you deploy your agent too. So whatever you've got on there, you can run. But yeah, it's, I think it's the minimal thing you want to have hosted, like collaborative agents and to have that server. And one of the reasons we open sourced it is, anyone building agents, this gives them an app they can start with and customize, which we were seeing in Databricks too. Like someone would make a nice, agent app and then other teams would ask, “Oh, can I just use yours for my agent?”Swyx [00:09:45]: Yeah, I think we had like five or six different agentic frameworksMatei Zaharia [00:09:48]: YeahSwyx [00:09:48]: built by every different team. They do all do more or less the same thing. Yeah, you need to. people wanna take something that works in Forkit, and you might as well have something open source. Yeah, which also was another question, which is interesting for Databricks. Like what do you choose to open source? What do you choose to make it proprietary? It's in. this goes back to Spark, right?Matei Zaharia [00:10:05]: Yeah.Matei Zaharia [00:10:06]: One, so one of the reasons to open source something is if you think it's a layer that will there'll be some network effect, it'll benefit from many, people collaborating, on it. So, for example, with Spark, I don't know if when Spark came out, we also focused a lot on letting you have libraries on top. So like there used to be differentSwyx [00:10:28]: EcosystemMatei Zaharia [00:10:28]: distributed computing engines for like machine learning and graph computation. We said they should all be libraries that you can compose. And we made it super easy to add connectors to data sources too. And then we benefit because, we don't have the time to write like connectors to like, 1,000 like different databases and file formats, but we can just use the ones people make, and of course they benefit from joining, this thing. So that's like one of these as it. Another way to think about it is like imagine, we our thing wasn't open. We had some agent hosting thing, but it's not open and then there is an open one. if you're. Which one's gonna win in the long run? So like here, because there is this benefit from like people writing integrations, it'll be, it'll be that. And then there are other things that like you just can't, even deliver as open source that are things the company does. Like for example, how do you make sure you're like streaming, jobs or your Lakebase database doesn't like, lose all your data at night? Well, that requires an operational team that's gonna sit there. There's no way it has to be a service. So like we wanna make sure as a company we're really good at those infra services and then we're as open as we can in terms of like what you build on top.Swyx [00:11:42]: speaking from a benefits, I think we are already seeing pull requestsMatei Zaharia [00:11:45]: YeahSwyx [00:11:45]: of all kinds of ecosystem integration, even though it was only released on Saturday.Matei Zaharia [00:11:50]: Yeah, Saturday. Yeah. So someoneSwyx [00:11:51]: Let's see, let's see what's going on. Yeah, you can look at the merge ones. I asked Sam Nigon this morning aboutMatei Zaharia [00:11:59]: 400 merge already?Matei Zaharia [00:12:00]: Yeah. I think Recent quite, I would guess around half are not from our team. but for example, someone added support for running it on Kubernetesrnetes. people added, many cloud sandboxes, so this can launch a cloud sandbox and run your agent in there, which is great for sharing too, ‘cause it's not, like, on your laptop and someone's, like, running scary code on there. so yeah, many startups have put those in, and, we expect to see more of them. We also have more agent harnesses already. Cursor, CLI, and Antigravity also.The Modern Data Stack and the Emerging AI StackMatei Zaharia [00:12:34]: Yeah. That's all, beautiful. And I, I feel like the last time this happens, there was the rise of the modern data stack.Matei Zaharia [00:12:42]: I don't know if it's that useful. I'm, I'm curious in your postmortem.Matei Zaharia [00:12:46]: I think most peopleSwyx [00:12:47]: AgreeMatei Zaharia [00:12:47]: will agree that it is finally dead. but maybe this arises to a new modern AI stack that, like, does the same thing.Matei Zaharia [00:12:52]: I don't know.Reynold Xin [00:12:54]: I think the modern data stack was a pretty useful thing, probably even up until this day. I think what, maybe for the audience who don't understand the history, I think the modern data stack is effectively decomposed into you need a layer to ingest the data in, you need a layer to transform your data, and then all of this are run, and then you need a layer to maybe visualize your data. And all of this runs on some data warehouse, or later on, as we're doing data warehouse or lakehouse.Reynold Xin [00:13:21]: I think that concepts are all very powerful and very useful. They enable a lot of workloads. What people eventually run into is a question of unification and consolidation is, hey, do you really need to chop all this into different pieces and work with so many different vendors and platforms in order to get, like, a very simple visualization done, right? So I think, like, over time, everybody started realizing that customers are pushing us. We started, we can realize that, so we started building more and more capabilities and trying to consolidate. And at the end of the day now, customers don't have to worry about having me hook up five different systems in orderMatei Zaharia [00:13:55]: YeahReynold Xin [00:13:55]: produce a chart. But the. I think, honestly, something like this is probably happening, in how many different frameworks do you want to hook up together in order to produce, like do a very simple agent.Matei Zaharia [00:14:06]: Just to be clear, I would say the core of this is this common API on top of all the harnesses. So the API is like, you've got an agent session, and you can send in a message or, like, a file. That's what you can send in, and then you get out, these streams as it's streaming text or as it's doing tool calls. And, or the other thing you can send in is you can, like, tell it to cancel a turn. So that's the API. Now, the thing we did is we could get you that on top of, like, cloud code running in a terminal, Codex, Py, OpenAI SDK, all that stuff. We map them all to that same interface. So that is something that you'd have to maintain yourself if you built your own, like, agent orchestrator, and then whenever cloud changes its API, you gotta, tweak your thing or it's gonna lose some messages. So that's the thing that's valuable to maintain. Then on top of that, like, we built a few apps. I think we built a pretty cool UI and stuff, but that's, And we built a security and control piece, which I'm excited about. But it's that common interface, so we don't. We. That doesn't try to be a stack. And in fact, you could plug in your own UI on top of this, server. That, and that's one of the use cases we care a lot about, ‘cause we want to use this in our own products.Compute, Sandboxes, and Databricks ScaleSwyx [00:15:20]: Yeah. It should be everywhere.Matei Zaharia [00:15:22]: Yeah.Swyx [00:15:22]: I think one of those things that is really interesting to me is, like, well, first of all, I'll, I'll endeavor to do everything and not call it the modern AI stack because like it needs a different name.Matei Zaharia [00:15:32]: Yeah.Swyx [00:15:32]: But like, yes, like, so one of the first people that told me about compute, sandboxing was Nikita from Neon.Swyx [00:15:39]: Because a lot of people think about Neon as like, well, it's serverless Postgres with, like, the separation of compute and storage and, instant branching and all those things. But every database company is also a compute company.Matei Zaharia [00:15:51]: Yeah. Yeah.Swyx [00:15:52]: And so he was showing to me his whole, his sandboxing solution. I don't think he have ever launched it.Matei Zaharia [00:15:57]: So our sandbox solution, the reason we could build it so quickly was because we realized if you just take the actual Lakebase architectureSwyx [00:16:05]: YeahMatei Zaharia [00:16:05]: and remove the database from it, by the coming from NeonSwyx [00:16:08]: Exactly, rightMatei Zaharia [00:16:09]: you have this sandboxSwyx [00:16:09]: Every database company has it already, yeah.Matei Zaharia [00:16:11]: Now, there are some differences. For example, in the one to support this particular workflow, it's important to have local persistence,Swyx [00:16:19]: YeahMatei Zaharia [00:16:19]: because you want your state to persist. Your libraries, you don't have to install your library every time, right?Matei Zaharia [00:16:24]: whereas the Neon architecture, because of the separation of storage from compute, you don't need persistent local disk.Swyx [00:16:30]: Yeah.Matei Zaharia [00:16:30]: So there's some differences.Swyx [00:16:32]: Yeah.Matei Zaharia [00:16:32]: But the, at the end of the day, yeah, it's, Yeah, so this is when you run, like, a coding sandbox. Like, if I use it, yeah, we have the dev env internally at Databricks. There's, like, many, like, tens of gigabytes of data just for, like, all the source code and, like, artifacts and stuff that I built, and I want that to come back next time, so.Matei Zaharia [00:16:51]: Yeah.Matei Zaharia [00:16:51]: But yeah.Matei Zaharia [00:16:52]: Before the show, we was talking about some statistics that might be surprising at the adoption.Matei Zaharia [00:16:56]: It could be internal, it could be external, whatever comes to mind, just to impress people the scale this is happening.Swyx [00:17:02]: So we, on the analytics side, I think we launchedReynold Xin [00:17:06]: Maybe 50 or 60 million virtual machines a day across all three clouds, so we're one of the biggest compute orchestrators out there.Reynold Xin [00:17:13]: Stuff for sure for CPU compute.Swyx [00:17:14]: Yeah.Matei Zaharia [00:17:14]: Yeah.Reynold Xin [00:17:15]: the. And all of this process, I think exabytes of data, I joked about depending on which time zone you are, typically before you have breakfast, Databricks would have processed exabytes of data already on that day. and on Neon, it's pretty interesting, too. It's launching, I think, 13 million databasesSwyx [00:17:34]: YeahReynold Xin [00:17:34]: a day now.Swyx [00:17:35]: Yeah, to me that was, like, aReynold Xin [00:17:36]: And that's just likeSwyx [00:17:37]: Like, what do you mean?Matei Zaharia [00:17:38]: Yeah. And that's the point.Reynold Xin [00:17:40]: And a lot of those were thanks to agent- agents and branching experimentationSwyx [00:17:44]: YeahReynold Xin [00:17:44]: because we made it so easy and so quickly, and thanks a lot to Nikita's team, to launch databases. It's, the. So it's changing the way people use databases.Swyx [00:17:54]: Yeah. Okay, we're gonna go into more database talk in a bit, but I wanna make sure we close up anything on Omnigentt. you mentioned, you were excited about the securityOmnigent Security, Contextual Policies, and Spend ControlsSwyx [00:18:03]: control side.Matei Zaharia [00:18:04]: Yeah.Swyx [00:18:04]: a lot of companies are figuring that out right now, as well as the spend side.Matei Zaharia [00:18:08]: Yep.Swyx [00:18:09]: what have you found there?Matei Zaharia [00:18:11]: Yeah, so I spent quite a bit of time talking to internal users, developers, security team, managers, and also lots of customers, and there's a few things. Like, first of all, one thing, that immediately was. became obvious is for security, there's this tension between, like, usability and security. And, the way people do. Like, a lot of coding agents today have very basic things like you can tell me which tool patterns I'll allow or disallow or whatever. It's like yes or no. But that puts you in a very tough spot. So just as an example, like, should my agent be able to read, some confidential documents, or let's say, should it be able to install new packages from npm, which, maybe it's compromised. Yes or no? Like, maybe I wanna allow it. Should my agent be able to publish stuff to the company website? Well, if I'm using it to code on the website, yes. But should it be able to do both, so it can, like grab a confidential document and be prompt injected and leak it? Probably not. So the thing we decided we need is stateful or what we call contextual policies where you keep track of the state of that session. It's not like is it allowed to push to the marketing site or not, but, like, hey, if it did a risky thing, like it installed, a old package from npm, or it read, like, 1,000 confidential docs, then no. Then don't, don't do it. Otherwise, maybe it's okay. That's one example of, like, moving that trade-off so it's both more secure and more useful by having a more powerful engine, essentially. This requires tracking sessions. The other piece that was interesting there is, like, there are these very level events it's doing, and you want some libraries on top that parse them. Like, for example, we have a, MCP server on Google Drive internally. It's got 60 API calls. like, how do I know which of those, like, will share a document with stuff on the internet and which ones won't? It's, it's annoying. So we designed in Omnigentt the policy layer so that it's functions and you can have libraries. Like, someone can make something that maps the level events to high-level ones, and then you write a policy about the high-level things that came out. so and thatSwyx [00:20:25]: This is related to the Panther,Matei Zaharia [00:20:27]: Yeah, Panther is. will help with that. PantherSwyx [00:20:30]: YeahMatei Zaharia [00:20:30]: a similar idea on the event processing side, and it's Python-based versus a weird custom language. this is more, as in realSwyx [00:20:39]: I didn't even know we were good yeah.Matei Zaharia [00:20:41]: Those things are happening, yeah.Swyx [00:20:42]: Yeah.Matei Zaharia [00:20:42]: So yeah, but these are the cool things. I think the contextual or stateful part, and then the way it can be libraries, and that was another reason to make it open source because others will write libraries and, like, we and our customers can use them. And the final thing, because it's stateful, one of the states we track is how much you spent in that session. So I can. I've had, like, I ask an agent to debug something, and it spent $500 because it decided to read a lot of log files and burn a lot of tokens. but I can literally say, “Okay, launch a agent to do this and cap it to spending $5.” Like, ask me for permission if it needs more. And because we're counting that within that session, it'll pop up and tell me, “Okay, you spent five, $5. Do you wanna go on?”Reynold Xin [00:21:27]: So important context here. Matei spent the last five years, a lot of his time was architecting Unity Catalog at DatabricksMatei Zaharia [00:21:34]: YeahReynold Xin [00:21:34]: which is the governance layer for data.Matei Zaharia [00:21:35]: That's right, yeah.Reynold Xin [00:21:36]: And he's combining expertise at that layer together with all the AI governance he knows.Matei Zaharia [00:21:41]: Yeah.Swyx [00:21:41]: DoMatei Zaharia [00:21:41]: But I also spent a lot of time being annoyed by coding agents and getting prompts.Matei Zaharia [00:21:46]: And also as theReynold Xin [00:21:48]: All the aboveMatei Zaharia [00:21:48]: I don't want to end up on the front page as, like, I installed some weird npm package and leakedSwyx [00:21:53]: YeahMatei Zaharia [00:21:53]: all the code, so I'm especially paranoid. But also I have very little time, so I don't want to sit there approving, like, do you want to run a 20-line, bash script, yes or no? so that's why I spend a lot of time figuring out, like, how can I make it as safe as possible and not annoying?Swyx [00:22:10]: Yeah. Is safety and mmm, let's call it security a bigger concern than token maxing or token budgets? which one is, likeMatei Zaharia [00:22:19]: Oh, yeah, they're both there. I don't know. I guess it depends on the type of company you are. So I think, some companies, like, the budget is, limited and, they really care about thatSwyx [00:22:34]: you can be Uber and still be concerned?Matei Zaharia [00:22:36]: Yeah. Oh, yeah, totally. Yeah. If you haveReynold Xin [00:22:38]: for us, securityMatei Zaharia [00:22:39]: YeahReynold Xin [00:22:40]: super paramount.Matei Zaharia [00:22:40]: For us, security is absolutely critical as a, cloud provider. It's, it's the most important thing, and, token maxing, we're not so worried about it yet, but I've seen the Like, for example, I talked to some consulting companies. They have, like, 100,000 employees who are all coding for customers. If those each spend, like, an extra $1,000 a month, that's, that's not fun.Swyx [00:23:04]: YeahMatei Zaharia [00:23:04]: we have, like, only a few thousand engineers.Swyx [00:23:06]: What's the policy in Databricks? Is it just unlimited or what'Matei Zaharia [00:23:08]: It's, it's unlimited, but we do. we use our own product to, like, analyze the traces and stuff, and we have a team that'looking to optimize and to see if anyone's doing something weird. And, we had some really cool insights just from analyzing current traces, like whichSwyx [00:23:24]: YeahMatei Zaharia [00:23:25]: models are better at, say, Rust versus like TypeScript or whatever. So yeah, at least in our code base.Swyx [00:23:31]: Yeah. Amazing. Obviously, I have to ask the token question, obviously.Matei Zaharia [00:23:34]: Yeah.Swyx [00:23:34]: I think it'sReynold Xin [00:23:34]: YeahSwyx [00:23:34]: it's a key thing. But yes, security and control above that, and figuring out a sane layer there you can have some autonomy, but, not too much.Matei Zaharia [00:23:43]: Yeah. Yeah, and we wanna make it super easy. As a engineer, you should set a thing. So in Omnigentt, you can ask your agent, “Set a policy on yourself to do this.” So it can likeSwyx [00:23:52]: But if there's something I should be showingMatei Zaharia [00:23:53]: YeahSwyx [00:23:53]: I don't, I don't see it on the GitHub, but,Matei Zaharia [00:23:55]: Oh, yeahSwyx [00:23:56]: there's justMatei Zaharia [00:23:56]: Well, in the docs there's something.Swyx [00:23:57]: Yeah, this is it.Matei Zaharia [00:23:58]: You can look at it later.Swyx [00:23:59]: Okay. Yeah.Matei Zaharia [00:23:59]: Just look in the docsSwyx [00:24:00]: YeahMatei Zaharia [00:24:00]: contextual policies if you wanna see.Swyx [00:24:04]: I just like to point peopleMatei Zaharia [00:24:05]: look at the built-in policies.Swyx [00:24:06]: Yeah.Reynold Xin [00:24:06]: Yeah.Swyx [00:24:06]: If you want to, follow up on this is exactly where to look, right?Reynold Xin [00:24:10]: Yeah.Matei Zaharia [00:24:10]: Yeah. yeah, and the story of these is, like, I just wrote, like, I wrote a doc with like 10 ideas for things before as you were working on them. Well, that was, like, my wish list of things people asked, and I told the team, like, “Hey, can you do like at least five of these for the launch?” And then they just got back with all of them, so.Swyx [00:24:29]: Oh, wow.Matei Zaharia [00:24:29]: so you can come up with more, but them- some of them are just meant to be examples. really you can intercept, like, any event the agent is making, and you can then either block or force it to ask the user or, like, allow, and you can update state to keepSwyx [00:24:45]: YeahMatei Zaharia [00:24:45]: track stuff.Swyx [00:24:46]: Yeah, ‘cause ultimately you're, I think of you as, like, a systems designer.Swyx [00:24:50]: You let people plug in, right? That's the wholeMatei Zaharia [00:24:51]: YeahSwyx [00:24:52]: modus operandi of what you do.Matei Zaharia [00:24:53]: Yeah.Swyx [00:24:54]: It's likeMatei Zaharia [00:24:54]: And we care a lot about also composab- like, can someone else write a library that others use, whichSwyx [00:24:59]: YeahMatei Zaharia [00:24:59]: this is meant to.Reynold Xin [00:25:00]: There's also a batteries included philosophy hereMatei Zaharia [00:25:03]: YesReynold Xin [00:25:03]: probably very similar to how you did Spark, which is you could just start using.Swyx [00:25:06]: Yeah.Matei Zaharia [00:25:06]: Yeah, that's right. It has to be good out of the box at certain things, and then you can build your own things on top that, like, we don't wanna do. But in Spark, if you just wanna like, I don't know, like read a table or do, like, a aggregation, it should be awesome at that out of the box.Building on Omnigent: Contributions, Startups, and AnalyticsSwyx [00:25:23]: Yeah. People wanna catch up on Omnigentt, they should watch your keynote.Swyx [00:25:26]: they should go through the GitHub and the docs. If they wanted to contribute, or they want to build on this ecosystem what would you call out as the most high-leverage places get involved?Matei Zaharia [00:25:36]: Yeah, do get involved in the Discord and in GitHub. Our team is there, is monitoring, and, some of the things people ask for we just built ourselves. Some of them, we're, we're collaborating with them to build it. and also tell us, likeSwyx [00:25:49]: Yeah, they're gonna be veryMatei Zaharia [00:25:49]: how you would like to use it because I think especially for developers, like, everyone wants it to work their own way, and a really good developer tool, like you have to hear the feedback on all the ways and figure out the abstractions and how to let people customize. So we'd love to hear, like, if you think, “Hey, I, I don't want it to work this way,” tell us. We really just wanna get that compatibility layer across agents and then let you do stuff on top.Swyx [00:26:14]: Yeah. is there any, in terms of like the startup side, I'm, I'm a founder.Swyx [00:26:18]: I wantMatei Zaharia [00:26:18]: YeahSwyx [00:26:18]: I see an opportunity, I wanna get in front of you. What's your request for, like, a startup that, like, I wish someoneMatei Zaharia [00:26:23]: Oh, like you wanna integrate with us?Swyx [00:26:24]: someone was working on this.Matei Zaharia [00:26:26]: Oh, for a startup?Swyx [00:26:27]: Yeah.Swyx [00:26:28]: Like, your, you got your own startup. It's doing well.Matei Zaharia [00:26:30]: Yeah.Swyx [00:26:30]: But like, if you weren't working on your own startup, what is, like, obvious that you should You advise many startups too, obviously.Matei Zaharia [00:26:37]: I do think, just as a company with a lot of engineers, like anything that helps me make sense of how people are usingSwyx [00:26:46]: SpendMatei Zaharia [00:26:46]: coding agents and,Swyx [00:26:48]: Yeah. AnalyticsMatei Zaharia [00:26:48]: spend, but also quality or like you should write, you should add this skill, or you should write this thing, or your agents are really horrible at tasks involving this service, so I go spend time. That would be nice. yeah.Swyx [00:27:00]: Yeah. The closest I've found is, this team, GitAI.Matei Zaharia [00:27:03]: Oh, cool. Yeah.Swyx [00:27:04]: They started with, like, we will just do, code and human attribution, but they're building the analytics layer on top of that.Matei Zaharia [00:27:12]: Yeah.Swyx [00:27:12]: I do think, like, there are a bunch of, like, artificial analysis is obviously,Matei Zaharia [00:27:18]: Yeah, they have their benchmarksSwyx [00:27:18]: doing super wellMatei Zaharia [00:27:19]: YeahSwyx [00:27:19]: with their stuff. so there's, there will be people. I think this is like the domain of consultants first, but then peopleMatei Zaharia [00:27:26]: YeahSwyx [00:27:26]: will build software that, let's say, it's kinda like the management planeMatei Zaharia [00:27:29]: YeahSwyx [00:27:30]: for coding agents.Matei Zaharia [00:27:30]: Yeah, I think there'll be a lot of insights there. You have it in other areas.Swyx [00:27:34]: Okay. Well, and then the other, big thing is your dream engine.LTAP: Lake Transactional/Analytical ProcessingSwyx [00:27:39]: maybe you wanna tell the story of, LTAP.Reynold Xin [00:27:45]: So, and background with. I'm, I'm gonna make people listen to our Ankur Goyal episode where we talked about SingleStore, HTAPMatei Zaharia [00:27:52]: YeahReynold Xin [00:27:52]: and all that history.Matei Zaharia [00:27:52]: Yeah. The LTAP idea is pretty simple. so if people have heard of the, Ankur's, talk about HTAP, it's effectively the world of databases. Sorry, there's like maybe a lot of context needs to be injected here. The world of databasesSwyx [00:28:06]: I am happy to be the database podcast that I'm forcing people to, like, learn your databases, guys.Swyx [00:28:11]: You cannot vibe code with just markdown files.Reynold Xin [00:28:13]: Yeah.Swyx [00:28:13]: Like,Reynold Xin [00:28:14]: It's one of the most important fundamental systems technologies out there. But the world of database effectively split into roughly two halves. There's what we call OLTP databases, which are transactional, and think of your Postgres, your MySQL, your Oracle databases, and the other side is what we call analytics, and sometime might refer to term OLAP. And the difference is on OLTP, you typically have maybe run some transaction on some event that looks up at one specific row. We update that row, right? It's a very oriented data structure. And on analytics, you're trying to reason on the data. You're trying to compute, “Hey, what's my revenue per store? What's my. How's my website doing every day?” And then you, eventually want to probably end up running anal- machine learning on it to predict, “Hey, how will my maybe sales be going in the future?” they are so very different architecture, and everybody start with OLTP databases. Every app, when you become serious enough, that needs more than markdown files, you need to have a database. You want to lose your data, you want to have some transactional consistency. But once you want to reason on the data, if you only have like- A hundred rows, it's probably okay to run it on your Postgres or your own, your MySQL database. But once you have more data and want to run more complicated analysis, the very analysis might crush your Postgres database. So you start doing, getting data out of the OLTP databaseSwyx [00:29:35]: Replication.Reynold Xin [00:29:36]: Replicate them into the analytic systems and just startSwyx [00:29:39]: Yeah, which for people, Elasticsearch is, like, aReynold Xin [00:29:42]: Yeah. So some of them get into Elasticsearch for, like, blocked analysis. A lot of our customers obviously get into Databricks to run more sophisticated things.Swyx [00:29:51]: Yeah.Reynold Xin [00:29:51]: And there's this term called CDC, whichMatei Zaharia [00:29:54]: Change data captureReynold Xin [00:29:55]: change data capture. and what it does, it reads the binlog of the database, and if you don't understand what binlog is, it's fine. The, but it's a little delta of the data, and it reconstructs based on the delta, the state of the database, on the analytics side. But CDC is, like, a very painful thing. It's how standard in the industry, everybody uses it, but, it ends up being. I think many data engineers ends up being waken up at, like, 3:00 a.m, because there's some pipeline thing.Swyx [00:30:22]: my explanation is, like, Airbyte is like a, became a $5 billion company just doing CDC.Reynold Xin [00:30:27]: Yeah, exactly.Reynold Xin [00:30:28]: CDC is, like, a veryMatei Zaharia [00:30:30]: It's hard.Reynold Xin [00:30:30]: It's one of the most boring but one of the most fundamental operations, like, powering modern society.Matei Zaharia [00:30:37]: huh.Reynold Xin [00:30:37]: But it's so brittle that, we joke that it's, should be called continuous data corruption, because you might change your schema on your OLTP database, and then the CDC pipeline fails to handleSwyx [00:30:48]: YeahReynold Xin [00:30:48]: the schema change.Swyx [00:30:49]: Yeah.Reynold Xin [00:30:49]: And then everything goes out.Swyx [00:30:51]: And there's all sorts of tricks that you can do, like, you add in, like, some versioning or whatever, but yeah.Reynold Xin [00:30:55]: Yeah, but it's a very, in general, very complicated. Like, I think at my keynote, I asked the audience put up their hand if they love their CDC pipeline. Only, like, maybe two people put it up. So if single store, like, about maybe a decade ago, I think the industry had this idea, hey, what if I built a single database that can handle both workloads? Now I don't.Swyx [00:31:12]: Which, like, by the way, every database person ever has ever always dreamed about this.Reynold Xin [00:31:15]: Yes. Yes.Reynold Xin [00:31:16]: This is the holy grail of database engineering is why not build a single system that can do both of this? But it ends up just being a lot of compromises. one, I think one of the first issue is that, hey, each. they say Postgres has a massive ecosystem, right? You want to be using the tools that's built for Postgres. And Spark, for example, had a massive ecosystem. There's a lot of libraries you want to use. If you were to create now a new thing, you don't have a ecosystem. You tend to create a new, smaller proprietary API, and you're lacking both, and it's also very difficult to make it performance-wise to be, comparable on either side. So it ends up being sucking on both. And our whole idea of LTAP, it's obviously a wordplay on the term HTAP, is that we think this is HTAP done right. HTAP wants to build a single engine for both. We think you can get 99% of what you need by unifying the storage, and just have a single storage layer. And once you have the single storage layer, if your Postgres databases are writing data in a column-oriented format, everything analytics can just go read that data directly without any delay, right? There's no pipeline in between, so all the data will immediately be available for reasoning analytics. I think I was telling some customers earlier, hey, when we talked about this is gonna be super useful for agents, I at first didn't really believe in it myself, even though we wrote that positioning.Lakebase, Agents, and Live Operational DataMatei Zaharia [00:32:39]: Yeah.Reynold Xin [00:32:40]: But then last night I was having dinner with a Australian customer, and they told me, “Oh, hey, one of the big issue we have is we have all these logs from our services, and we see SLA dips and want to investigate. But then there's no way for those agents to even understand what's going on in the actual databases themselves. All we see is just, like, product telemetry of the database and the services.” It would make those agents 10 times more powerful if understand, for example, who's placing those orders, what is happening, what exactly are they doing. So now I'm sold on our own message.Swyx [00:33:13]: Yeah.Reynold Xin [00:33:14]: I think it's really. It gets you the almost all of the benefits of the HTAP holy grail, which is, hey, make the data available immediately for reasoning analyticsSwyx [00:33:26]: Yeah, I think,Reynold Xin [00:33:27]: without compromiseSwyx [00:33:28]: in the way that humans are generally intelligent and want to have the ability and access to query anythingReynold Xin [00:33:34]: YeahSwyx [00:33:35]: while they do the work, they also need history and need context.Swyx [00:33:38]: And, like, where else does they get context? That's it's an analytical workload.Reynold Xin [00:33:41]: Exactly.Matei Zaharia [00:33:42]: Yeah. Yeah. And I remember when we had incidents with our databases and engineers said, “Well, I can't just run a giant query on it to see what's going on because that's gonna bring down the database and hoard it even more.” Like, that's the stuff that this gets rid of, because you spin up a whole separate fleet of machines that's doing the analytics. You're not overloading, like, the main databaseReynold Xin [00:34:02]: RightMatei Zaharia [00:34:02]: that's still trying to serve stuff.Reynold Xin [00:34:04]: Yeah.Matei Zaharia [00:34:04]: Yeah.Why LTAP Works Now: Parquet, Postgres, and LakebaseSwyx [00:34:05]: So this has been a dream for a while. what had to get done in order to get to today? Like,Reynold Xin [00:34:11]: Yeah.Swyx [00:34:11]: I feel like, you have announced variants of this several times, but it wasn't as clear as LTAP.Reynold Xin [00:34:18]: Yeah.Swyx [00:34:18]: I think LTAP is like Like, okay, we've got it, guys.Matei Zaharia [00:34:21]: This thing, yeah.Reynold Xin [00:34:21]: I was talking to somebody at Meta, and then he was asking me, “Hey, what's the catch? Why is it possible now?” And I think the reality is we took a lot of time to work on the Lakebase architecture. obviously a lot of it came from the Neon team, which is a separation of storage from compute. And it turned out it was just a tiny little step away going from that to this LTAP idea, which is, hey, we just. in the Neon architecture and in Lakebase architecture, we're writing data in oriented format to the open data lake, but in there we're writing in Postgres pages. Ali and I were spending a lot of time debating, hey, can we just change that to write in column-oriented format? And we're just debating, and one day, one of our engineers who's, like, super smart came in, he's like, “Hey, I just prototyped it. It works.”Swyx [00:35:07]: Wait, it's, prototype what?Reynold Xin [00:35:09]: Prototype, instead of storing the data in the data lake in the oriented formatSwyx [00:35:15]: ColumnReynold Xin [00:35:15]: like Postgres pagesSwyx [00:35:15]: YeahReynold Xin [00:35:16]: write them in Parquet.Swyx [00:35:17]: Yeah.Reynold Xin [00:35:18]: and he just made the observation that, hey, our storage fleet has a lot of extra idle CPUs And we could use those CPUs to do the transcoding from row to column, where row is good for OLTP, but column is good for analytics. so let's do that transcoding at that time. And as a matter of fact, once you transcode the data compresses better. So from those services writing to, for example, S3 or other data lake, like object stores, you can write them faster ‘cause now they are now smaller.Matei Zaharia [00:35:49]: Yeah.Reynold Xin [00:35:49]: So there's no overhead, it's no compromise in performanceMatei Zaharia [00:35:52]: Some CPU overhead.Swyx [00:35:54]: Yeah, because,Matei Zaharia [00:35:55]: YeahSwyx [00:35:55]: we had extra CPUs anyway.Matei Zaharia [00:35:56]: We had that fleet anyway, yeah.Swyx [00:35:57]: so the debate ended. it's one of the classics of, tech, issue of a lot of debate, but then somebody went ahead and just tried to prototype it and it worked.Matei Zaharia [00:36:06]: But, like, something this strategicSwyx [00:36:07]: That's rightMatei Zaharia [00:36:07]: and important to the company, I expect there to be, like, a kickoff thing, like a design doc. Nothing like that.Swyx [00:36:13]: Nothing like that.Swyx [00:36:14]: He just. We were debating in many meetingsMatei Zaharia [00:36:17]: Yeah.Swyx [00:36:17]: and then we're just debating whether it's possible or not from first principle.Matei Zaharia [00:36:20]: YeahSwyx [00:36:20]: and then, somebody just did it.Matei Zaharia [00:36:23]: Yeah, if you set yourself up so people do that'll be great. And that happened a bit with Omnigentt too. I think if I just had a doc on, like, we can make these together, everyone would, would think, “Oh, what about this? What about this?” But then you. if you try it out, it helps. And then if you have real users and they bash it and, like, it's still working, or in this case, if you have the workload, what the workload looks like, you can just test the same pattern then.Databricks' Culture of Fast PrototypingSwyx [00:36:47]: Yeah.Matei Zaharia [00:36:47]: Yeah.Swyx [00:36:47]: Tech aside, which is very cool, this is, like, the most important thing, the culture of innovation, and you don't have to ask my permission, you don't have like, do a whole form- formal process, just do it?Matei Zaharia [00:36:59]: Well, especially these days, I think withSwyx [00:37:01]: YeahMatei Zaharia [00:37:01]: AI, it's easier to buildSwyx [00:37:02]: But so, likeMatei Zaharia [00:37:03]: a prototypeSwyx [00:37:03]: I think you are very I made a lot of suite of, like, large companies and, like, I think that at scale, things slow down, and I'm sure you felt it already, but somehow you have this core of people that, like, are exempt. How? I think we hire and we work with really good people, and that's a very important part of it, and empowering them, but also spending a lot of time, maybe us in the trenches matter a lot also.Matei Zaharia [00:37:28]: Yeah, I think, I think first, people can adapt to being in the larger company, so that helps. And we wanna make sure they know that they can try stuff and settle debates and have a lot of examples of how it was done before, or launch a thing in beta or whatever. and then the other thing I do think as a company, like despite the size, we don't launch that many, like, products. We try to keep it pretty coherent. That's, that was the whole, like, theory of the company, was like instead of having, like, 20 Amazon services you need to set up, like a analytics and machine learning stack, you just have one, and it's, like, the same API, the same semantics across all of them, the same copy of the data. So that requires, like, unification. And then we added one more thing at a time. Like, we added storage with Delta Lake. We didn't used to do any storage. Then we added SQL, we added, machine learning platform stuff. So, but yeah, don't, don't do too many, but do those things well and, that also helps, it helps keep it manageable.Reynold Xin [00:38:33]: Yeah. The other thing we encourage a lot is instead of building, boil the ocean for everything, let's figure out how do we do it incrementally, how do we do it very quickly. Like, many of our productsMatei Zaharia [00:38:43]: YeahReynold Xin [00:38:43]: they're built in the span of weeks, and then we go to, hey. Like, usually my first question to whoever team is building is who's the target customer? Who are you working with? Are you on a first-name basis with them? Are you texting with them? I think having that very tight loop,Matei Zaharia [00:38:59]: Can you bring up another launch that comes to mind when, in this thing? I just want to give examples.Reynold Xin [00:39:04]: Omnigentt itself happened that way.Reynold Xin [00:39:05]: Yeah.Matei Zaharia [00:39:06]: Who's the customer? That's a good oneReynold Xin [00:39:34]: storage layer we did. we had, our largest customer at the time said like, “Okay, I need some. I want something in the cloud ‘cause, I. if the rest of our network is compromised, like this thing needs to be separate to store and query the events.” And then, talked to us, he said, “Okay, this is the rate of events per second. This is, like, the freshness I want. Can you do it?” So that was, like, way larger than any workload we had, and we had our, engineer, working on that, Michael Armbrust, and he worked just to make this work. And once it worked for them, it worked for everyone else. Yeah. This was early in the company, probably like four years in or something.Matei Zaharia [00:40:24]: 20- 2018?Swyx [00:40:26]: Yeah, ‘17, ‘18.Matei Zaharia [00:40:28]: Few companiesSwyx [00:40:28]: Do you have other examples?Matei Zaharia [00:40:30]: there'Swyx [00:40:31]: Maybe you have othersMatei Zaharia [00:40:31]: yeah, Clean Room, which is how you share data in a way without sharingSwyx [00:40:35]: YeahMatei Zaharia [00:40:35]: underlying data, but you allow specific operations. Those were done effectively initially just for two customers. I think the industry has a sense of, hey, maybe if you overfit to, like, one or two customers, it's gonna be really bad for you. But I think the, downside of overfitting is much smaller than the upside itself. And if you try to be too ambitious and boil the ocean, it's a much bigger problem.Swyx [00:40:58]: Yeah. Yeah.Matei Zaharia [00:40:58]: ‘Cause you might end up having no customer.Swyx [00:41:00]: Yeah, that's more, that's the more likely outcome.Matei Zaharia [00:41:02]: Yeah.Tech Companies vs. EnterprisesSwyx [00:41:03]: than you can pivot from there. I do think there is such a thing as a bad customer that sometimes you should fire. Yeah.Matei Zaharia [00:41:08]: They could exist sometimes if you drive. well, one of the challenge I think we probably see, and maybe many AI, so newer generation companies are seeing is, so tech companies are very different from tech companies or traditional enterprises.Swyx [00:41:22]: Yeah.Matei Zaharia [00:41:22]: And, if you optimize everything just for tech companies, you might have various challengesSwyx [00:41:27]: OhMatei Zaharia [00:41:27]: scaling them outside of tech companies.Swyx [00:41:28]: Okay, what likeMatei Zaharia [00:41:30]: YeahSwyx [00:41:30]: what like top three differences that you always think about?Reynold Xin [00:41:33]: Governance is a big oneMatei Zaharia [00:41:34]: I think, yeah, a big one is like, yeah, security, data privacy, governance, all that stuff. So usually if you're building some kinda like B2B or developer tool, like your biggest market is gonna be enterprises, but it's just very different. A company that's existed for like, it's had some form of IT for like 30 years, they have so many legacy systems or they operate in a regulated space. whereas a startup or, even like a, like sorta more recent tech company, all the. everything is new and pristine. So yeah, it's just different, and if you've never worked with enterprises or been in one, you just won't know about it.Reynold Xin [00:42:13]: Yeah.Matei Zaharia [00:42:13]: Yeah.Reynold Xin [00:42:13]: And the procurement process is probably quite different. There's far more stakeholders.Matei Zaharia [00:42:17]: Yeah, that is one. Yeah.Matei Zaharia [00:42:18]: Another piece that's interesting is I think some tech companies, people, will say, “Oh, I can build that myself,” right? I'll just build that myself.Matei Zaharia [00:42:27]: So then you go,Reynold Xin [00:42:28]: I don't think people say that about Databricks, butMatei Zaharia [00:42:31]: yeah, it dependsReynold Xin [00:42:32]: They do.Matei Zaharia [00:42:32]: They do?Matei Zaharia [00:42:32]: Yeah, the. Yeah, and it depends on the teams and things. So, but, on the other hand, like many of the enterprises say, “I don't, I never wanna be in the business of building that.” Like, I don't want my, whatever, I'm a retailer or something, I never wannaReynold Xin [00:42:45]: Yeah, sell clothes,Matei Zaharia [00:42:46]: be down because like some weird like nerd like couldn't get streaming pipelines working.Matei Zaharia [00:42:51]: That is not what I'm doing.Reynold Xin [00:42:53]: Yeah.Reynold Xin [00:42:53]: Yeah. This makes them great customers, to be honest, right?Matei Zaharia [00:42:55]: Yeah. But you have to understand that it's hard without having worked there and stuff, like you may not appreciate.Reynold Xin [00:43:01]: Look, I think they're all great. don't get me wrong, they have different challenges. But the, many of the tech companies, for sure there's a lot, far more DIY.Matei Zaharia [00:43:10]: On the flip side, you have people who are. they're very much experts in their domain, like they're building airplanes, they're, designing medicines, whatever, and they just want to bridge the technology, where like they don't wanna learn, databases or whatever. As cool as we think it is, even as interesting as the average software engineer might think it is to read a little bit, like they just never wanna know. They just say, “I have a, giant like, matrix or whatever with my, clinical data, like how do I, how do I like cluster it or whatever?” So yeah.The Dream Engine and Rewriting the Database StackReynold Xin [00:43:40]: Yeah. That's true. Okay, so and then I wanted to build out the dream engine, vision. where does this all lead? So one of the thing we, realized maybe a couple years back is that every single database engine out there, especially on the analytics side, are a decade old. pretty much everything that have reasonable traction are about a decade old. And they all started targeting some very specific narrow use cases, and then over time it's become more and more successful. They have grown in their ambition, and then they try to support more and more use cases. But the fastest way to support those use cases tend to be hacked around the abstractions that were initially created, that were not for those use cases.Matei Zaharia [00:44:23]: Yeah.Reynold Xin [00:44:23]: And then, but you can support them more or less okay. And before it, after 10 years of organic evolution that way, it becomes a gigantic pile of s**t.Reynold Xin [00:44:31]: the. And, but that includes Databricks. And very few company or very few systems, I think, have the gut to say, let's go start from scratch. Let's go back to the drawing board and design, knowing everything we know today after a decade of workloads and probably billions in revenue, let's attempt to rewrite it from scratch and make sure it will work and it can support all of these use cases. So we started doing that, but it's a very ambitious project. by the way, you can search on Wikipedia, there's this thing called second system syndrome.Matei Zaharia [00:45:08]: Yeah, I know that. Yes.Reynold Xin [00:45:09]: Or second system effect.Matei Zaharia [00:45:11]: Every developer must know what a second syndrome is.Reynold Xin [00:45:12]: It's you built your first thing and it works out great, and the second one's bound to fail because you become too ambitious.Reynold Xin [00:45:19]: And then you ask so many requirements.Matei Zaharia [00:45:20]: Or like you think everythingReynold Xin [00:45:21]: YeahMatei Zaharia [00:45:21]: and then you're likeReynold Xin [00:45:22]: You justMatei Zaharia [00:45:22]: you're, “I'm gonna design the perfect system this time.”Reynold Xin [00:45:24]: Yeah. And it turned out it's not perfect, and then it start failing and you're too ambitious, never launch, and you get killed. The, and the engineering team that started this, they were brilliant. I think we hired some of the best database engineers, on the planet into Databricks, and they were brilliant. Thank God it's not their second system. Many of them have built more than two in the past.Matei Zaharia [00:45:44]: Ah, nice.Reynold Xin [00:45:45]: But they were still worried about this, hey, building a database engine from scratch, I think the conventional wisdom is gonna take like five years to mature. This would be a very long-term project. It could fail. I think one of the engineers jokingly said, “Hey, maybe we just call it Reynolds Stream Engine.” If we name after a founder, maybe we then may get canceled or killed. But I think they built something pretty remarkable. they went back to. They changed the way the database engines were built from a paradigm point of view. Usually when y

How can the highways sector deliver innovation faster while navigating tight budgets, procurement hurdles and increasing demands on road networks? That's the question explored in the latest episode of the Highways Voices podcast, recorded at SWARCO's User Group meeting in Coventry last week.Host Paul Hutton is joined by Derek McLean, Head of Product and Solutions at SWARCO, his colleague, SWARCO's Urban Systems Manager Andrea Newman, Richard Ling, Head of Parking and Traffic Management at Cambridgeshire County Council, and Peter Eccleson, Managing Director of smartmicro UK. Together they discuss how the industry's growing focus on collaboration is helping suppliers, local authorities and technology partners tackle common challenges and deliver better outcomes for road users.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.The panel examines the ongoing difficulties surrounding revenue funding, procurement regulations and asset renewal, while also highlighting opportunities created by emerging technologies. Richard Ling explains how authorities can make the case for investment by focusing on long-term savings, while Peter Eccleson argues that the sector must become quicker at embracing innovations that can improve network management and unlock the value of data.The discussion also explores how suppliers are responding to changing customer expectations. Derek McLean and Andrea Newman describe how SWARCO is working more closely with customers and partners to develop solutions that integrate with existing infrastructure, making it easier for authorities to adopt new technologies without major capital expenditure.Looking ahead, the conversation turns to artificial intelligence, data-driven decision making and the need for an industry-wide approach to innovation. Despite the challenges, all four guests strike an optimistic tone, arguing that stronger collaboration, open communication and a shared focus on solving customer problems are creating plenty of reasons to be positive about the future of highways and traffic management. Listen to the full episode now on Highways Voices.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

Join Paul & Alex, as they are joined by Poacher turned Game Keeper….Rick Flowers who recently joined Adept as technical services director   Alex's Linkedin - https://www.linkedin.com/in/alex-mcmahon-bb107877/ Paul's Linkedin - https://www.linkedin.com/in/paul-howard-095b1322b/ Adepts Linkedin - https://www.linkedin.com/company/adept-corporate-services Adept - https://www.adeptcorporateservices.co.uk/ Ricks Linkedin -  https://www.linkedin.com/in/rick-flowers-496b35147/  

Geoff shares how Gong cha grew from a single tea shop in Taiwan to over 2,200 locations across 33 countries by staying obsessive about product quality, franchisee passion, and delivering a personalized guest experience at every touchpoint. He breaks down what it takes to scale a globally loved brand into the US market, how Gong cha 2.0 is redefining the in-store experience with technology and design, and why consistency from the tea farm to the handoff moment is the foundation of lasting brand loyalty. Welcome to Elevating Brick and Mortar. A podcast about how operations and facilities drive brand performance. On today's episode, we talk with Geoff Henry, President of the Americas at Gong cha. With over 20 years in the beverage industry spanning Colgate-Palmolive, Coca-Cola, and Jamba Juice, Geoff brings a rare combination of global brand-building expertise and franchise operations know-how to one of the world's fastest-growing bubble tea concepts. Guest Bio: Geoff is a seasoned executive with over 20 years of experience leading many of the world's most recognized consumer brands, including Jamba, Coca-Cola, Colgate, Dasani, Dunkin' bottled coffee, and Gold Peak and Honest teas. Adept at scaling businesses and cultivating collaborative teams, Geoff joined Gong cha in 2023 as President of the Americas region—which includes over 400 locations in the territory, and 225 in the U.S. Under his leadership, Gong cha grew its U.S. store count by 19% YOY, was ranked #1 in the Tea category on Entrepreneur magazine's prestigious Franchise 500® list for the third consecutive year (2024), and awarded category winner of Top Food & Beverage Franchises in the Global Franchise Awards (2023). Prior to taking the helm at Gong cha, Geoff was President of Jamba, where he successfully integrated the company into Focus Brands and led its digital transformation. During his tenure, he returned the brand to growth—driving topline sales, and increasing its development pipeline. Prior to Jamba, Geoff was a senior executive with Coca-Cola for over twelve years, where he oversaw the company's portfolio of water, tea and coffee brands for the U.S. He transformed their tea portfolio to capture the #2 market share position, while also pioneering the company's entrance into the ready-to-drink coffee category. Geoff received his undergraduate degree from Duke University and his MBA from Harvard Business School. He currently serves on the board of advisors for PayQuicker, a global payments platform. TIMESTAMPS: 00:59 - About Gong cha: Brand, services & history 03:14 - Geoff's career journey: Coca-Cola, Jamba Juice & the path to Gong cha 07:36 - Gong cha's North Star 15:20 - Gong cha 2.0: New store design, kiosks, & technology 21:20 - Franchise selection & site strategy 32:37 - Macro trends: Pace of innovation, social media, & AI 38:51 - What's next for Gong cha: Path to 1,000 US locations, licensing & brand expansion SPONSOR: ServiceChannel brings you peace of mind through peak facilities performance. Rest easy knowing your locations are: Offering the best possible guest experience Living up to brand standards Operating with minimal downtime ServiceChannel partners with more than 500 leading brands globally to provide visibility across operations, the flexibility to grow and adapt to consumer expectations, and accelerated performance from their asset fleet and service providers. LINKS: Connect with Geoff Henry on LinkedIn Follow Gong cha on Instagram Follow Gong cha on LinkedIn Connect with Sid Shetty on Linkedin Check out the ServiceChannel Website Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Road safety and intelligent transport solutions specialist Rennicks is celebrating its 50th anniversary, and this Highways Voices podcast marks the milestone, featuring Rennicks Chairman Michael Flanagan and Director Robert Tait.Mr Flanagan reflects on the company's journey from its origins in Ireland in the mid-1970s to becoming a recognised name in traffic signs, vehicle registration plate systems and intelligent transport technologies. He recounts how founders Robin and Maureen Rennicks identified an opportunity in reflective materials before expanding into traffic signage and eventually the wider road safety market.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.The podcast also explores some of the biggest challenges the company has faced, including a patent dispute that temporarily removed a key product line and threatened a significant proportion of the business. We hear how the setback forced Rennicks to diversify and innovate, helping lay the foundations for future growth.Looking to the future, Mr Tait discusses the growing role of intelligent transport systems, connected vehicle technologies and data-driven solutions. He highlights the opportunities presented by the government's RIS3 investment programme and the move towards digitally enabled road networks, while explaining how Rennicks is developing technology-led products to meet emerging customer needs.Throughout the discussion, Mr Flanagan returns to the themes that have underpinned Rennicks' success over the past five decades: putting customers first, investing in people and maintaining the agility to adapt to changing markets. As the company looks ahead to its next chapter, the podcast provides a fascinating insight into the growth of one of the UK's longest-established road safety businesses.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

What does it really take to hire and retain people across a workforce that's part office, part shop floor? Jason Lerner, HR Director at Groundwater Treatment and Technology, has spent his career doing exactly that. He's grown his current company from fewer than 300 employees to more than 500 across six states, and he's cracked the code on attracting, developing, and keeping talent in grey industries, where blue-collar and white-collar work exist side by side. In this episode, Jason and Dr. Shari Simpson dig into the skills gap hiding in plain sight, why Gen Z is more suited for grey-collar work than most people think, and how accountability is actually a retention tool, not a threat. Key takeaways: • Why candidates with non-traditional backgrounds may be your best hire, and how to screen for it in the interview. • How to build clear career paths that satisfy Gen Z's need for growth without overpromising. • Why holding people accountable is one of the best things you can do for your top performers. Timestamps [00:00:00] Intro from The HR Mixtape announcer [00:00:41] Jason's non-traditional path: from sales to childcare to HR [00:03:10] Defining grey industries and why they matter right now [00:04:39] Skills transfer: helping candidates see their own potential [00:05:09] Real example of a shop employee who moved into engineering [00:08:35] Reformatting the interview process for non-traditional candidates [00:09:41] Taking candidates on a PPE tour before making an offer [00:11:23] Succession planning and why Gen Z fits into grey industries [00:13:32] Setting expectations and using accountability as a retention tool [00:17:00] Why credibility in the shop matters as much as HR expertise Guest Bio Motivating teams, building consensus, and creating a culture of honest and open communication are the tenets that have defined Jason Lerner's professional life. With a nuanced understanding of human behavior and a high degree of emotional intelligence, Jason leads by example and champions the performance and success of his team. Adept at transforming ideas into actionable programs and breaking down complex concepts into understandable parts, Jason is known as an agent of change and an executive who gets things done. He currently leads the HR function for a privately held transportation and logistics company, overseeing its expansion from fewer than 300 to more than 500 employees across six states. Committed to positioning HR as a strategic business partner, Jason collaborates with finance and executive leaders to advance the mission of the organization. Brought to You by Paylocity Paylocity is the fastest growing unified platform for HR, Finance, and IT. Paylocity brings your people, processes, and data together in one place so HR leaders can spend less time managing systems and more time doing the work that actually moves their organizations forward. Learn more at paylocity.com Keywords: grey industries, blue-collar hiring, white-collar hiring, workforce development, Gen Z retention, skills transfer, non-traditional candidates, succession planning, accountability, HR strategy, career pathing, grey-collar work, employee retention, interview process

What happens when you have the right idea at the right time… but still fail?In this thought-provoking episode of Highways Voices, Paul Hutton sits down with Andrew Caleya Chetty, founder of Starling Technologies, for a candid conversation about innovation, ambition, and the harsh realities of bringing new technology into the transport sector.Less than two years ago, Starling Technologies was generating excitement with its vision for smarter, more responsive traffic management. The company appeared perfectly positioned to help local authorities harness the power of AI and machine learning to improve network performance. Yet despite strong interest in the technology and a clear market need, the business ultimately closed its doors.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.So, what went wrong?Andrew shares the deeply personal story behind Starling's rise and fall, revealing why success in the intelligent transport sector requires far more than great technology. He discusses the challenges of lengthy procurement cycles, delayed project delivery, uncertain funding streams, and the difficulties of sustaining a start-up while waiting for opportunities to convert into contracts.But this is about much more than one company's story.The conversation explores the wider barriers facing innovation across transport and asks some difficult questions. If the industry wants to benefit from rapid advances in AI, data analytics and digital services, are current procurement and funding models fit for purpose? How can local authorities and suppliers work together to create an environment where innovators can thrive rather than struggle to survive?Despite the disappointment, Andrew remains remarkably optimistic about the future and passionate about creating better, more efficient cities through technology.Whether you're a local authority leader, technology supplier, consultant or anyone interested in the future of transport innovation, this episode offers valuable lessons, honest reflections and important insights into how the sector can avoid losing the next generation of game-changing ideas.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

Send us Fan MailJoin us as we return to our discussion on the fascinating ADePT trial in Glioblastoma brain tumours with the wonderful Dr Faye Robertson from the Western General Hospital, Edinburgh.We discuss how TGX-007 developed with TROGENIX with its super enhancers, dual payload and delivery system hopes to bring a break through in High grade Gliomas.We talk about how could this technology be 'rolled out' if successful. What level of success would be needed to develop the specialism for this kind of treatment.Could this therapy be adapted to be used in other cancer types such as pancreatic cancer etc ?With only 1 human trial patient clearly this is early days but we hope to follow this trial's progress on The Simply Oncology Podcast.Even if the survival outcomes of the trial were negative this trials move the dial in terms of what is possible from drug development and delivery.

Send us Fan MailSometimes we hear about a vision for a trial that is so novel and exciting that it takes you back a bit.This is one such moment.Join us as we talk to the amazing Dr Faye Robertson from the Edinburgh cancer Centre about the ingenious ADePT trial.DUAL PAYLOAD GENE THERAPY.Led by Trogenix and the University of Edinburgh, it tests a breakthrough "Trojan horse" gene therapy designed to destroy cancer cells and stimulate the immune system.TGX-007 is a drug developed with Tregonix that:How it Works: It uses dual-payload technology to deliver two distinct therapeutic agents:HSV-tk: Converts an orally administered antiviral drug (valaciclovir) into a toxic agent that directly kills proliferating tumour cells.IL-12: Acts as an immune-stimulating cytokine that turns the tumour into an in-situ vaccine, training the body's immune system to attack the cancer and prevent recurrence.We have had many false dawns in GBM trials but we are very excited by the results so far with TGX-007.Part 1 of 2 and this is a trial story we want to follow through.Enjoy!!!

ADEPT's Live Labs 2 programme has spent the last three years tackling one of highways' biggest challenges: how do you decarbonise roads, street lighting and maintenance without increasing risk, blowing budgets or frightening local authorities away from innovation?That's the subject of this week's Highways Voices podcast, where ADEPT's Giles Perkins gives an unusually candid insight into how the sector is trying to move from climate ambition to practical delivery.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.The conversation goes well beyond the standard “net zero” conversation. Mr Perkins explains that while the industry has focused heavily on reducing tailpipe emissions, Live Labs 2 is looking at “everything else” - the carbon generated by the infrastructure itself, from pothole repairs and asphalt production to verge maintenance, lighting and procurement processes.One of the most insightful parts of the discussion centres on risk. Mr Perkins describes how many local authorities are reluctant to be first movers because of fears around liability, standards and unintended consequences. Host Paul Hutton recalls conversations around East Riding of Yorkshire's street lighting trials where officers worried that removing lighting, even with alternative safety measures in place, could expose them to criticism or even coroners' investigations after collisions.The podcast explores how Live Labs 2 is trying to “de-risk” innovation by generating evidence authorities can trust. Projects discussed include low-carbon asphalt trials, carbon-negative road upgrades in Devon, Liverpool's work on procurement reform, and experiments turning highways grass cuttings into biofuels.We also learn why the programme's newly funded fourth year is perhaps the most important phase yet. Rather than building more demonstrators, the focus is now on dissemination: helping councils, contractors and suppliers understand what has worked and how it can be scaled nationwide. For example, applying some of the East Riding street lighting principles nationally could save around 100,000 tonnes of carbon and cut £1 billion from public spending.For anyone working in highways, local government, infrastructure innovation or transport policy, this episode provides a rare opportunity to hear how the sector is attempting to turn sustainability from isolated pilots into “business as usual”. It is also a revealing look at the cultural, procurement and behavioural barriers that still stand in the way of faster change.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

This week on Highways Voices, we tackle one of the most important issues facing transport professionals today: road safety.To discuss whether the industry is truly serious about Vision Zero, we're joined by Jamie Hassall, Executive Director of PACTS, the Parliamentary Advisory Council for Transport Safety, who delivers a frank and thought-provoking challenge to many of the assumptions drivers, policymakers and even transport professionals hold about safety on the road network.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.In the conversation, he argues that Britain's national speed limit system is outdated, particularly on rural roads, and explains why “safe speed” is often very different from the number shown on a sign. The conversation explores the backlash against 20mph limits, why compliance with speed limits remains so poor, and whether technologies like Intelligent Speed Assistance, telematics and autonomous vehicles could fundamentally change driver behaviour.We also discuss why road safety investment still struggles to secure funding despite crashes – including many which are preventable - costing the UK economy billions each year, and whether organisations that repeatedly claim “safety is our number one priority” are genuinely backing those words with meaningful action.Perhaps most importantly, Jamie Hassall makes the case for a major focus on work-related road safety, arguing that fleet operators and employers could play a transformative role in reducing deaths and serious injuries on Britain's roads.This is a conversation guaranteed to spark debate across the highways and transport technology sector.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

As the Government prepares to introduce a new pay-per-mile charging scheme for electric vehicles from 2028, the debate is heating up and you'll hear the latest thinking on today's Highways Voices.In this recorded inside the Houses of Parliament, industry leaders, campaign groups, technology experts and motoring representatives come together to tackle one of the biggest questions facing the future of transport funding: how do we replace fuel duty in an electric future, and can it be done fairly and effectively?Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.With warnings of a £27 billion hole in Treasury finances as drivers move away from petrol and diesel, supporters argue EV road charging is inevitable. But concerns remain around privacy, public trust, fairness for drivers without home charging, and whether the technology, and politics, are ready.This episode explores:Why EV road charging is now firmly on the political agendaWhy simple odometer charging is not necessarily enough, or if smarter location-based systems are neededThe lessons the UK can learn from countries already operating road user chargingFears around a lower EV uptakeConcerns around driver privacy, public acceptance and implementation timescalesWhy the real challenge isn't technology, but political courageYou'll hear passionate arguments from across the sector, including advocates for smarter road pricing, warnings from EV drivers themselves, and hard-earned lessons from those who've delivered complex charging systems before.Whether you work in highways, transport policy, mobility technology or simply want to understand how the UK pays for roads in a post-fuel-duty future, this is a conversation you won't want to miss.Listen now and join the debate on the future of road charging in the UK.You'll hear from:Ben Plowden – CEO, Campaign for Better TransportSilviya Barrett - Director of Strategy and Research, Campaign for Better TransportTim Wray – UK & Ireland Sales Director. KapschMax Sugarman – Chief Executive, Intelligent Transport Systems UK (ITS-UK)Richard Sallnow – Associate, PA ConsultingVicky Edmonds – CEO, EVA EnglandSteve Gooding, RAC Foundation, DirectorHighways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

In this episode, Nick and Dan sit down with Mahesh and Eshan Jituri of Adept USA. Learn how a contracted software project for an American casino group pivoted the company toward becoming a premier innovator in gaming dispatch solutions. Listen-in as father & son discuss their diverse application portfolio, their experience supporting both resort and route operators, and the emerging trends set to redefine the dispatch landscape. Also in this episode, the Iran conflict and delays at Al Marjan Island.  © 2015 -2026 RM Holdings B.V. and ReelMetrics B.V. All rights reserved.For transcripts of ReelCast episodes, please see https://www.reelmetrics.com/reelcast.For legal statements apropos of this and other ReelMetrics content / "Materials", please see https://www.reelmetrics.com/legal

Helen Clifford's story is remarkable enough on its own: in 1984, she became London Transport's first female mechanic, walking into a world of workshop pin-up calendars, no women's changing facilities and a culture that simply wasn't designed for women, and she's now been recognised for it.In this edition of Highways Voices, recorded at the London Transport Museum during celebrations marking the unveiling of a blue plaque in her honour, she reflects with warmth and humour on what it was really like to break barriers in one of Britain's most male-dominated industries.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.But this episode is about far more than one pioneering career. Transport for London's Director of Buses, Lorna Murphy, explains why inclusivity matters to the future of transport, why the industry still has a long way to go, and how getting more women into buses and highways ultimately creates better services for everyone.The conversation also broadens into a discussion about the future of public transport itself. Murphy shares TfL's thinking on how cities can encourage more people onto buses through affordable fares, seamless interchange and giving public transport priority on increasingly crowded roads. She also offers practical advice for local authorities taking greater control of their bus networks, arguing that successful regulation must focus relentlessly on what passengers actually need, from frequency and reliability to waiting environments and easy connections.Alongside reflections on joining the industry from Highways News's new recruit, Libby McMahon, this uplifting episode celebrates progress, challenges assumptions and explores how buses remain central to cleaner, better-connected cities.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

The final battle!Also on YT: https://www.youtube.com/live/MsiFICHxRZM?si=-uqYz_-grqWmTq2RSupport this podcast at — https://redcircle.com/magick-without-fears-frater-r-c-hermetic-podcast/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this week's Highways Voices we discover how connected vehicle data is transforming the way we understand and manage our roadsIndustry veteran Steve Isaacs is Paul Hutton's guest to explore an innovative solution from Swedish firm Nira Dynamics, using data from hundreds of thousands of Volkswagen Group vehicles to deliver real-time insights into road conditions.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.By measuring friction where the tyre meets the road, this technology can identify hazards like standing water, ice, and snow as they happen, offering a powerful new tool for highway authorities.From smarter winter maintenance and reduced salt usage to proactive drainage and asset management, Steve Isaacs explains how the potential benefits are significant. With continuous, network-wide monitoring replacing traditional one-off surveys, this could mark a step-change in efficiency, safety, and cost-effectiveness.Listen now to get a fascinating look at how everyday vehicle data can unlock unprecedented visibility of the road network.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

Here's our third episode of Highways Voices the ITS European Congress in Istanbul, and today there's a clear eye on the future, as anticipation builds for the ITS World Congress in Birmingham 2027.Host Paul Hutton brings together a mix of expert insight, industry conversation and on-the-ground perspective from one of the sector's key global gatherings. At the heart of the episode is a thoughtful overview from Chief Rapporteur Professor Eric Sampson, who distils the major themes emerging from the Congress. From data-driven safety management and inclusive mobility design, to the challenges of integrating transport modes and scaling up autonomous vehicle deployment, his reflections highlight both how far the industry has come, and how much work still lies ahead.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.There's a strong sense that intelligent transport systems are evolving rapidly, but not always smoothly. Discussions around user behaviour, equity, and affordability underline the importance of designing solutions that work for real people, while innovations in logistics, like remotely assisted electric delivery vehicles, show how technology is tackling urban challenges in new ways. At the same time, big questions remain, particularly around the business case and real-world impact of autonomous vehicles.Away from the conference sessions, the podcast captures the buzz of the exhibition floor and the value of international collaboration. A chance encounter with industry expert Neil Levett reveals how traditional civil engineering and cutting-edge technology are increasingly converging, with innovations like fibre-optic traffic monitoring systems pointing to a safer, more efficient future.The episode also explores the wider economic and social value of the ITS sector. ITS UK CEO Max Sugarman shares his research showing the industry is worth far more than previously thought, supporting tens of thousands of jobs and delivering significant economic impact, while also highlighting efforts to inspire the next generation.Running throughout the podcast is a growing excitement about what comes next, with strong international interest already building for Birmingham 2027, and you'll hear lots about this, plus get a flavour of a special reception for UK companies with the local British Chamber of Commerce.Overall, this episode is a compelling snapshot of a sector full of innovation, collaboration and ambition, and a great way to get a feel for the conversations shaping the future of transport.For additional information about Birmingham 2027 or to make enquiries and bookings, interested parties are invited to contact salescongress@mail.ertico.com or go to: https://2027.itsworldcongress.com/Jordan Cowley – Jordan.Cowley@tfwm.org.ukJasvinder Sidhu – j.sidhu@ertico.mail.comHighways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

To put an exclamation on the end of this book has been amazing! Was it all a dream, illusion or out of body experience or did she actually experience the mystical realm of the Adept's? Stay Weird!To Follow Us On Patreon—> https://www.patreon.com/c/MetaMysticsEmail Us!—> MetaMystics@yahoo.comSubscribe to our Youtube—> http://www.youtube.com/@MetaMysticsTo Follow Us On TikTok—> https://www.tiktok.com/@metamysticsGive us a follow on Instagram—> @MetaMystics111Become a supporter of this podcast: https://www.spreaker.com/podcast/meta-mystics--5795466/support.You Don't Know What You Don't Know!

Longtime BWU member, professional miniatures painter, and generally cool person, Jamie Daggers returns to the podcast this month to talk about her first published miniatures game, Lyctor!Lyctor is a low model count skirmish game that puts you in the role of an Adept of the Necromantic arts in a battle-beyond-death-match to ascend to Lyctorhood and achieve profane powers.Jamie and I chatted about what it was like bringing this game to life (unlife?) all the way from its earliest concept through playtest and publication with Black Site Studios and its prerelease at Adepticon 2026 where it sold out by Saturday!Follow Jamie on her Instagram, Twitch, and Bluesky, and check out her other work like the RPG mini-game, Lacksmith, now.As usual, this podcast was shared exclusively to Brush Wielders Union members for a few days before being released to general audiences.brushwieldersunion.com

Connected vehicle technology is no longer a future concept, it's already embedded in the cars people drive and the networks we operate. So why does deployment still feel slow and fragmented?Recorded at the ITS European Congress in Istanbul, this panel discussion focuses on the real challenge facing the sector: how to move from capability to widespread implementation. Bringing together leaders from government, industry and local authorities, the discussion explores what's holding progress back, and what's starting to unlock it.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.Hear from:Joost Vantomme, CEO of ERTICO – ITS EuropeDarren Capes, Head of Road Infrastructure Technology at the Department for TransportKerry Winstanley, Managing Director of LCRIGMax Sugarman, CEO of ITS UKTheir message is clear: the technology largely exists, deployment is the challenge.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

We're in Istanbul for the 2026 ITS European Congress this week, and we kick off our series of podcasts with our “pitwalk”, where we chat to the exhibitors on the UK Pavilion.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.Paul Hutton talks to ten guests in 25 minutes to underline to you how, from AI-powered cameras to radar-based incident detection, there's a huge amount of innovation here and now across the sector and that, more and more, data and AI are at the heart of modern mobility.Our guests are:Inada Penman, AECOMNora Ali, Clearview IntelligenceMurat Hayri Serafettinoglu, Fides (Clearview's Turkish partner)Giorgio Potenza, AGD SystemsHelen Garrett, MAV SystemsThomas Greene, Q-FreeLuis Miranda Hevia, Q-FreeGraham Jennings, Navtech RadarRichard Owen, AgilysisJordan Cowley, Transport for West MidlandsYou'll hear how collaboration is driving progress globally, with our UK companies working closely with international partners, sharing expertise and scaling solutions across borders.This highlights how connected the ITS ecosystem has become, and this isn't stuff of the future, it's here and now and making our lives better.Highways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

Today on Highways Voices we find out how improving performance in an industry can come down to an overlooked skill – communication.For decision makers in highways and transport operations, maintaining reliable, customer-focused services while hitting performance targets is a constant challenge.Subscribe to Highways Voices on your favourite podcast platform and never miss an episode.So this episode explores how a shift in recruitment strategy, focusing on communication and customer service skills rather than traditional operational backgrounds, and how it's helping one operation reduce complaints and improve relationships between different staff members.We're talking to Annette Pratten-Lane, Control Centre Manager at Arriva's Purley Way bus hub in London, whose rethink of recruitment strategy has led to a fourfold increase in female controllers – rising from 5% to 20% – by targeting candidates with strong communication skills rather than traditional bus industry experience.Reflecting wider industry efforts supported by the organisation Women in Bus and Coach, she's explained to Paul Hutton how diversifying your workforce can directly improve operational performance and reduce customer complaintsIn today's episode you'll learn why communication skills, and not a technical background, are becoming the most critical asset in control room environments and see how fresh perspectives from outside the industry can challenge outdated practices and drive better outcomesHighways Voices is brought to you with our podcast partners the Transport Technology Forum, LCRIG, ITS UK and ADEPT.

Q&A Grabnik 2026

Alex & Paul are on location again! This time in Manchester at the ABC Dome, ahead of the 2026 Adept A-Grade Service Awards Night! Check in as well as two familiar faces don the microphones again making a welcome return!! Alex's Linkedin -   / alex-mcmahon-bb107877   Paul's Linkedin -   / paul-howard-095b1322b   Adepts Linkedin -   / adept-corporate-services   Adept - https://www.adeptcorporateservices.co.uk

This week's Highways Voices features one of the most important people in the highways and transport technology industries - Michael Schuch, the CEO of SWARCO.He sat down with Paul Hutton for an in-depth chat about the industry during Intertraffic Amsterdam and they discussed sustainability, the challenges around, and the state of the industry globally, plus, of course, AI and cyber security.Subscribe to Highways Voices free on Apple Podcasts, Spotify, Amazon Music or Pocket Casts and never miss an episode!By listening to this podcast you'll hear an industry leader explain why, while sustainability might not be grabbing the headlines as often these days, for SWARCO, it's a non-negotiable.You'll also hear why many of the biggest challenges in our industry aren't about the technology at all, they're about the systems around it and why mobility in the 2020s is definitely about making better use of what we've already got.This isn't the sort of podcast you get elsewhere where someone tells you how great his company is, it's about a real piece of thought leadership about our industry and where it's heading.Highways Voices is brought to you with our partners the Transport Technology Forum, LCRIG, ADEPT and ITS UK.

This episode is sponsored by Airia. Get started today at ⁠⁠⁠⁠⁠⁠⁠⁠⁠airia.com⁠⁠⁠⁠⁠⁠⁠⁠⁠. Jason Howell and Jeff Jarvis break down Claude Opus 4.6's new role as a financial‑research engine, discuss how GPT‑5.3 Codex is reshaping full‑stack coding workflows, and explore Matt Shumer's warning that AI agents will touch nearly every job in just a few years. We unpack how Super Bowl AI ads are reframing public perception, examine Waymo's use of DeepMind's Genie 3 world model to train autonomous vehicles on rare edge‑case scenarios, and also cover OpenAI's ad‑baked free ChatGPT tiers, HBR's findings on how AI expands workloads instead of lightening them, and new evidence that AI mislabels medical conditions in real‑world settings. Note: Time codes subject to change depending on dynamic ad insertion by the distributor. Chapters: 0:00 - Start 0:01:59 - Anthropic Releases New Model That's Adept at Financial Research Anthropic releases Opus 4.6 with new ‘agent teams' 0:10:00 - Introducing GPT-5.3-Codex 0:14:42 - Something Big Is Happening 0:33:25 - Can these Super Bowl ads make Americans love AI? 0:36:52 - Dunkin' Donuts digitally de-aged ‘90s actors and I'm terrified 0:39:47 - AI.com bought by Crypto.com founder for $70mn in biggest-ever website name deal 0:42:11 - OpenAI begins testing ads in ChatGPT, draws early attention from advertisers and analysts 0:48:27 - Waymo Says Genie 3 Simulations Can Help Boost Robotaxi Rollout 0:53:30 - AI Doesn't Reduce Work—It Intensifies It 1:02:08 - As AI enters the operating room, reports arise of botched surgeries and misidentified body parts 1:04:48 - Meta is giving its AI slop feed an app of its own 1:06:53 - Google goes long with 100-year bond 1:09:18 - OpenAI Abandons ‘io' Branding for Its AI Hardware Learn more about your ad choices. Visit megaphone.fm/adchoices

Claude Opus 4.6 arrives to crown Anthropic's very good week, at least, for them it was good. You thought tech was spending big to build out for AI, but this week we've seen how big. Crypto seems to have really hit a sharp bear market. And in the Weekend Longreads Suggestions, tv piracy is back, baby! Anthropic Releases New Model That's Adept at Financial Research (Bloomberg) Anthropic debuts new model with hopes to corner the market beyond coding (The Verge) Big Tech to Spend $650 Billion This Year as AI Race Intensifies (Bloomberg) Europe Accuses TikTok of ‘Addictive Design' and Pushes for Change (NYTimes) Bitcoin Falls Below $70,000 as Market Faces a ‘Crisis of Faith' (Bloomberg) Weekend Longreads Suggestions: Inside Elon Musk's $1.25 Trillion AI and Space Megamerger (WSJ) Everyone is stealing TV (The Verge) Learn more about your ad choices. Visit megaphone.fm/adchoices

As part of our official DealFlow Discovery Conference Interview Series, produced by Mission Matters, along with our partner DealFlow Events, we're showcasing the innovative companies presenting at the upcoming DealFlow Discovery Conference (January 28-29, at the Borgata in Atlantic City) and the executives behind them. In this episode, Adam Torres interviews Carolyn Myers, CEO of FendX Technologies Inc., about the company's mission to prevent pathogen transmission, its surface-coating and AI-driven solutions, and the next phase of growth as FendX moves toward commercialization ahead of the Deal Flow Discovery Conference. This interview is part of our effort to help investors discover compelling companies ahead of the event — and to help CEOs introduce their story to the 1500+ conference attendees. Learn more about the event and presenting companies:https://dealflowdiscoveryconference.com/ About Carolyn Myers Senior executive with extensive experience creating value and increasing profitability in the pharmaceutical industry. A leader with broad general management, business development and commercial expertise in US and global markets. Adept at developing strategic plans and translating them into actionable objectives that drive performance and growth. About FendX Technologies Inc. FendX Technologies Inc. is a technology company dedicated to enhancing public safety through advanced surface protection and pathogen detection. The company specializes in developing novel surface coatings and AI-powered solutions to help ensure surfaces remain clean and hygienic. FendX Technologies' products are designed for high-touch surfaces and Foley catheters, utilizing proprietary technology to provide robust protection against contamination. In addition, the company is committed to sustainability, with eco-friendly disinfectants currently in development to support effective surface cleaning. Together, FendX Technologies strives to make environments safer and healthier for everyone. Follow Adam on Instagram at https://www.instagram.com/askadamtorres/ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: https://missionmatters.lpages.co/podcastguest/ Visit our website: https://missionmatters.com/ More FREE content from Mission Matters here: https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

Stephen Hawley Martin is the author of over 30 books. His publishing company has published dozens more. We discuss his recent book which is about almost everything the human mind and the hive mind that we actually share via some type of cloud. Some call this the Akashic Field. Others simply call it the Universe. The scientific field studying it is called Noeticism.Martin was also an Adept in the Rosicrucian Order. We discuss the myths and truths of this secret society. We also discuss the tenets and other aspects. From Pharonic Egypt through the Enlightenment to the present.

Dimitri Staelens spent 15 years directing quality across a range of breweries owned by Duvel Moortgat in Europe and North America. Along the way, he built a deep understanding of ingredients and process across a diverse range of styles and recipes. In 2020, however, he chose to scale down, launching Adept (https://desmederijwinksele.be/nl/brouwen-proeven)—a small brewery in Winksele, Belgium, attached to a restaurant and meeting space not far from where he lives. Now, he brews with the locals in mind, exploring unorthodox ingredients in his Belgian blond ale—wuch as Simcoe hops and flaked rice—while pushing the envelope of malt flavor with imperial raw ales that often spend time in spirits barrels. In this episode, Staelens discusses: designing Belgian ales for diverse occasions whirlpool-hopping with Simcoe and blending with Noble hops building expansive grist bills with wheat, flaked rice, Munich malt, pils malt, and sugar sourcing Belgian-grown and -malted barley challenges in 2023 with changing gelatinization temperatures brewing no-boil raw ales, both dark and light avoiding DMS in raw ales the importance of carbon dioxide in Belgian beers And more. This episode is brought to you by: G&D Chillers (https://gdchillers.com): G&D Chiller's Elite 290 series chiller uses propane as a natural refrigerant with extremely low global warming potential and will help lower your facility's energy costs and impact on the environment. Visit gdchillers.com to learn more! Berkeley Yeast (https://berkeleyyeast.com). Dry Tropics London delivers the soft, pillowy mouthfeel and juicy character you'd expect from a top-tier London Ale strain, but with a serious upgrade: a burst of thiols that unleash vibrant, layered notes of grapefruit and passionfruit. Order now at berkeleyyeast.com. Old Orchard (https://www.oldorchard.com/brewer) can formulate custom blends featuring specialty ingredients. Whether trending flavor additions or nostalgic favorites, the next best thing is around the corner at Old Orchard. More information and free samples are waiting at oldorchard.com/brewer. Indie Hops. (https://indiehops.com) Give your customers a pleasant surprise with Audacia in your next IPA. This descendant of Strata brings her own flare of catchy lilac/lavender aroma, and flavors of sweet-tart berries with tangy lychee. Life is short. Let's make it flavorful! Five Star Chemical (https://fivestarchemicals.com) Looking for a powerful, no-rinse sanitizer that gets the job done fast? Meet Saniclean PAA Pro from Five Star Chemicals. This EPA-registered, PAA-based acid sanitizer is tough on beerstone and perfect for everything from kegs to packaging lines. Learn more at fivestarchemicals.com. PakTech (https://paktech-opi.com) PakTech's handles are made from 100% recycled plastic and are fully recyclable, helping breweries close the loop and advance the circular economy. With a minimalist design, durable functionality you can rely on, and custom color matching, PakTech helps brands stand out while staying sustainable. To learn more, visit paktech-opi.com. Hart Print, (https://hartprint.com) the original in digital can printing.With three locations across North America, the Hart Print team has your back from concept to can. Get ten percent off your first can order when you mention the Beer & Brewing podcast. Open an account at hartprint.com or email info@hartprint.com for details. Brightly Software (https://brightlysoftware.com) is a complete asset management and operations software that enhances organizational sustainability, compliance, and efficiency through data-driven decision making. Streamline maintenance, simplify capital planning, and optimize resources. Learn more at brightlysoftware.com. Visit Flanders (https://visitflanders.com) In Flanders, beer is more than a drink—it's a cultural thread woven through history, cuisine, and community. Come to Flanders in 2026 to celebrate the 10th anniversary of UNESCO recognition, and sample this unique combination of creative brewing tradition and culinary exploration.

Good morning from Pharma Daily: the podcast that brings you the most important developments in the pharmaceutical and biotech world. Today, we're diving into a series of pivotal events and breakthroughs shaping the future of this dynamic industry.The pharmaceutical and biotech sectors are experiencing a wave of significant advancements, regulatory shifts, and strategic maneuvers. Recently, Bristol Myers Squibb faced a delay in their Alzheimer's psychosis treatment, Cobenfy, due to site irregularities detected in the ADEPT-2 study. This highlights the critical importance of rigorous clinical trial management. The postponement could influence stakeholders' confidence in timelines for breakthrough treatments in neuropsychiatric disorders.Richard Pazdur, M.D., is preparing to retire from his leadership role at the FDA's Center for Drug Evaluation and Research. This transition period could have profound implications for how new therapies are evaluated, potentially altering approval processes and timelines. His departure marks a significant shift within an agency renowned for its role in drug approvals and regulatory oversight.On the scientific front, Cosmo Pharmaceuticals has reported promising results from two Phase 3 trials of clascoterone, a topical cream designed to treat male-pattern hair loss. The findings suggest that clascoterone could become a transformative treatment by offering a novel mechanism to address androgenetic alopecia through the inhibition of dihydrotestosterone activity at the follicular level. This development underscores an expanding focus on dermatological conditions within biopharma research and offers new hope to millions affected by hair loss.In legal developments, Daiichi Sankyo's successful appeal in its antibody-drug conjugate (ADC) patent dispute with Seagen marks a significant victory with substantial financial implications. The overturning of a $41.8 million verdict illustrates the competitive dynamics in ADC technology, which plays a crucial role in targeted cancer therapies. This case emphasizes the importance of robust intellectual property strategies in maintaining competitive advantages in innovative therapeutic modalities.On the funding front, Excelsior Sciences has secured $95 million to enhance its "smart bloccs" platform for small molecule discovery and production. This investment aims to support advancements in chemical synthesis technologies crucial for accelerating drug development pipelines and fostering collaborations across therapeutics and materials science sectors. Such initiatives underscore the growing emphasis on technological innovation to streamline drug discovery processes.The European Union is making strides toward bolstering supply chain resilience with new regulations aimed at preventing drug shortages. By diversifying local biopharma supply chains and encouraging domestic production, these measures address vulnerabilities exposed by recent global disruptions. This policy shift could lead to more sustainable drug manufacturing practices within Europe, ensuring better preparedness against future crises.Pharvaris has achieved a significant milestone with its Phase 3 trial of deucrictibant meeting primary endpoints. This sets the stage for regulatory filings as a competitor to KalVista Pharmaceuticals' Ekterly in hereditary angioedema treatment. This progress highlights ongoing innovation in addressing rare genetic diseases and fostering competitive therapeutic landscapes.The FDA's approval of Cleveland Diagnostics' IsoPSA test marks a notable advancement in prostate cancer diagnostics. By detecting specific PSA protein variants associated with malignancy risk, IsoPSA represents a step forward in precision medicine. It offers enhanced diagnostic accuracy and potentially improves patient outcomes through early intervention strategies.Overall, these developments reflect the dynamic nature of the pharmacSupport the show

1/4. Market Adaptations, Fossil Fuels, and Physical Limits of Renewables — Terry Anderson (Editor) — Andersonintroduces Adapt and Be Adept, examining market-driven responses to climate change while applying Pascal's Wageranalytical framework. The book emphasizes the necessity of localized control in climate adaptation strategies, exemplified by Alaskan Native Villages implementing place-based solutions. Anderson details Mark Mills' argument that hydrocarbons remain essential to industrial civilization due to the extreme economic costs and insurmountable physical limitations of renewable energy sources, particularly regarding solar and wind power generation, compounded by critical battery storage capacity constraints. 1968

BLACK FRIDAY ENDS TOMORROW AT MIDNIGHT: friday.magick.me This episode goes out on the final day of the Black Friday sale for a reason. What you're about to hear is Eliphas Levi's chapter on The Magician from Transcendental Magic (1856)—the first chapter of the first modern book on ceremonial magic ever written. Levi is going to lay out exactly what it takes to become an adept—"a person who is achieved by will and by work." He's going to talk about the four powers of the Sphinx: To know, to dare, to will, to keep silence. He's going to talk about why most people never make it. And he's going to say something that hit me hard when I first read it: "Those qualified for initiation no longer finding initiators, and the leaders of conscience becoming in the laps of time as uninstructed as the vulgar, the blind have grown weary of following the blind." That's the problem I've spent ten years trying to solve. That's why Magick.Me exists. That's why I built The Adept Initiative. Listen to Levi. Really listen. And then decide: Are you ready? KEY PASSAGES: • "To know, to dare, to will, to keep silence—such are the four words of the magus" • "Those qualified for initiation no longer finding initiators, the blind have grown weary of following the blind" • "Once started, we must reach the end or perish. To doubt is to lose one's reason, to pause is to fail, to recoil is to plunge into an abyss" BLACK FRIDAY ENDS TUESDAY MIDNIGHT: → The Adept's Path — $397 Adept Initiative I & II + Solstice Working (Dec 20-21) This is where Levi would tell you to start. → Complete Mastery — $997 (Limited spots available) Everything + 12-month library access + Solstice If you want to go deep—if you want the complete toolkit—this is it. → ULTIMATE — $1,797 (Limited spots available) Complete Mastery + year of direct mentorship with Jason This is for people who heard what Levi said and thought: "I'm ready. I want an initiator."

BLACK FRIDAY ENDS TOMORROW AT MIDNIGHT: friday.magick.me This episode goes out on the final day of the Black Friday sale for a reason. What you're about to hear is Eliphas Levi's chapter on The Magician from Transcendental Magic (1856)—the first chapter of the first modern book on ceremonial magic ever written. Levi is going to lay out exactly what it takes to become an adept—"a person who is achieved by will and by work." He's going to talk about the four powers of the Sphinx: To know, to dare, to will, to keep silence. He's going to talk about why most people never make it. And he's going to say something that hit me hard when I first read it: "Those qualified for initiation no longer finding initiators, and the leaders of conscience becoming in the laps of time as uninstructed as the vulgar, the blind have grown weary of following the blind." That's the problem I've spent ten years trying to solve. That's why Magick.Me exists. That's why I built The Adept Initiative. Listen to Levi. Really listen. And then decide: Are you ready? KEY PASSAGES: • "To know, to dare, to will, to keep silence—such are the four words of the magus" • "Those qualified for initiation no longer finding initiators, the blind have grown weary of following the blind" • "Once started, we must reach the end or perish. To doubt is to lose one's reason, to pause is to fail, to recoil is to plunge into an abyss" BLACK FRIDAY ENDS TUESDAY MIDNIGHT: → The Adept's Path — $397 Adept Initiative I & II + Solstice Working (Dec 20-21) This is where Levi would tell you to start. → Complete Mastery — $997 (Limited spots available) Everything + 12-month library access + Solstice If you want to go deep—if you want the complete toolkit—this is it. → ULTIMATE — $1,797 (Limited spots available) Complete Mastery + year of direct mentorship with Jason This is for people who heard what Levi said and thought: "I'm ready. I want an initiator."

Welcome back to The Talent Development Hot Seat! In today's episode, host Andy Storch sits down with Eric Nielsen, founder and CEO of YUI Consulting. With over 20 years of experience working with Fortune 500 companies—including a 17-year stint at Verizon—Eric is a recognized expert in organizational development and leadership transformation.This episode dives deep into the challenges and opportunities of designing truly effective training and development programs. Eric shares powerful insights into trends like experiential learning, the importance of focusing on root causes rather than symptoms, and how to build a training culture that drives high performance—rather than delivering “flavor-of-the-month” programs that fade from memory.We'll also hear about common pitfalls in change management, why many soft skills trainings only scratch the surface, and how Eric's unique ADEPT framework is helping organizations achieve dramatically better results—in customer and employee experience, engagement, and hard metrics like cost savings.If you're in talent development and want to move beyond order-taking to real business impact, or you're curious about what makes learning stick for the long term, this conversation is packed with practical advice and bold challenges to rethink your approach.Ready to unlock the untapped performance hiding in your organization? Let's jump into this enlightening conversation with Eric Nielsen.Order Own Your Brand, Own Your Career on AmazonApply to Join us in the Talent Development Think Tank Community!This episode is also sponsored by LearnIt, which is offering a FREE trial of their TeamPass membership for you and up to 20 team members of your team. Check it out here.Connect with Andy here: Website | LinkedInConnect with Eric: Website I LinkedIn—They discuss:The biggest trends and opportunities in talent development, including experiential learning and the shift towards AI (Yes, it's shaking things up!).Why so much corporate training fizzles out within months—and how to ensure learning lasts and drives real behavior change.The importance of focusing on root causes, not just surface-level issues, to create solutions employees truly run towards.Eric's unique "ADEPT" framework for advanced soft skills and de-escalation—delivering powerful results like reduced escalations, higher employee engagement, and even fewer absences!The often-overlooked risks companies face when cutting back on training in uncertain times.The real reason employees resist change (spoiler: it's not just “people hate change!”), and how leaders can effectively manage and communicate through organizational change.The staggering cost of delivering “okay” or generic training versus programs that create lasting WOW experiences.Eric challenges the industry to ditch checking the box on training hours and instead measure real outcomes—with the bold promise of guaranteed results....

What does it take to keep a family business thriving for generations? In this episode of Unstoppable Mindset, I talk with Jan Southern, a seasoned business advisor who helps family-owned companies build long-term success through structure, trust, and clarity. We explore why so many family firms lose their way by the third generation—and what can be done right now to change that story. Jan shares how documenting processes, empowering people, and aligning goals can turn complexity into confidence. We unpack her “Three Ps” framework—People, Process, and Product—and discuss how strong leadership, accountability, and smart AI adoption keep growth steady and sustainable. If you've ever wondered what separates businesses that fade from those that flourish, this conversation will show you how to turn structure into freedom and process into legacy. Highlights: 00:10 – Why unexpected stories reveal how real businesses grow. 01:39 – How early life in Liberal, Kansas shaped a strong work ethic. 07:51 – What a 10,000 sq ft HQ build-out teaches about operations. 09:35 – How a trading floor was rebuilt in 36 hours and why speed matters. 11:21 – Why acquisitions fail without tribal knowledge and culture continuity. 13:19 – What Ferguson Alliance does for mid-market family businesses. 14:08 – Why many family firms don't make it to the third generation. 17:33 – How the 3 Ps—people, process, product—create durable growth. 20:49 – Why empowerment and clear decision rights prevent costly delays. 33:02 – The step-by-step process mapping approach that builds buy-in. 36:41 – Who should sponsor change and how to align managers. 49:36 – Why process docs and succession planning start on day one. 56:21 – Realistic timelines: six weeks to ninety days and beyond. 58:19 – How referrals expand projects across departments. About the Guest: With over 40 years of experience in the realm of business optimization and cost-effective strategies, Jan is a seasoned professional dedicated to revolutionizing company efficiency. From collaborating with large corporations encompassing over 1,000 employees to small 2-person offices, Jan's expertise lies in meticulously analyzing financials, processes, policies and procedures to drive enhanced performance. Since joining Ferguson Alliance in 2024, Jan has become a Certified Exit Planning Advisor and is currently in the process of certification in Artificial Intelligence Consulting and Implementation, adding to her ability to quickly provide businesses with an assessment and tools that will enhance their prosperity in today's competitive landscape. Jan's forte lies in crafting solutions that align with each client's vision, bolstering their bottom line and staffing dynamics. Adept in setting policies that align with company objectives, Jan is renowned for transforming challenges into opportunities for growth and longevity. With a knack for unraveling inefficiencies and analyzing net income, Jan is a go-to expert for family-owned businesses looking to extend their legacy into future generations. Ways to connect with Jan: Email address : Jan@Ferguson-Alliance.com Phone: 713 851 2229 LinkedIn: linkedin.com/in/jansouthern cepa Website: https://ferguson alliance.com About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hi everyone. I want to welcome you to unstoppable mindset where inclusion, diversity and the unexpected meet. But the neat thing about it is we don't usually deal with inclusion or diversity. We deal with everything, but that because people come on this podcast to tell their own stories, and that's what we get to do today with Jan southern not necessarily anything profound about inclusion or diversity, but certainly the unexpected. And I'm sure we're going to figure out how that happens and what's unexpected about whatever I got to tell you. Before we started, we were just sitting here telling a few puns back and forth. Oh, well, we could always do that, Jan, well, welcome to unstoppable mindset. We're glad you're here. Thank you so much. Glad to be here. Any puns before we start?   Jan Southern ** 02:09 No, I think we've had enough of those. I think we did it   Michael Hingson ** 02:11 in, huh? Yes. Well, cool. Well, I want to thank you for being here. Jan has been very actively involved in a lot of things dealing with business and helping people and companies of all sizes, companies of all sizes. I don't know about people of all sizes, but companies of all sizes in terms of becoming more effective and being well, I'll just use the term resilient, but we'll get into that. But right now, let's talk about the early Jan. Tell us about Jan growing up and all that sort of stuff that's always fun to start with.   Jan Southern ** 02:50 Yes, I grew up in Liberal Kansas, which is a small town just north of the Oklahoma border and a little bit east of New Mexico kind of down in that little Four Corners area. And I grew up in the time when we could leave our house in the morning on the weekends and come home just before dusk at night, and our parents didn't panic, you know. So it was a good it was a good time growing up. I i lived right across the street from the junior high and high school, so I had a hugely long walk to work, I mean,   Michael Hingson ** 03:28 to school,   Jan Southern ** 03:30 yeah, and so, you know, was a, was a cheerleader in high school, and went to college, then at Oklahoma State, and graduated from there, and here I am in the work world. I've been working since I was about 20 years old, and I'd hate to tell you how many years that's been.   Michael Hingson ** 03:51 You can if you want. I won't tell   03:55 nobody will know.   Michael Hingson ** 03:57 Good point. Well, I know it's been a long time I read your bio, so I know, but that's okay. Well, so when you What did you major in in college psychology? Ah, okay. And did you find a bachelor's degree or just bachelor's   Jan Southern ** 04:16 I did not. I got an Mrs. Degree and had two wonderful children and grew up, they've grown up and to become very fine young men with kids of their own. So I have four grandchildren and one great grandchild, so   Michael Hingson ** 04:33 Wowie Zowie, yeah, that's pretty cool. So when you left college after graduating, what did you do?   Jan Southern ** 04:40 I first went to work in a bank. My ex husband was in pharmacy school at Oklahoma, State University of Oklahoma, and so I went to work in a bank. I was the working wife while he went to pharmacy school. And went to work in a bank, and years later, became a bank consultant. So we we lived in Norman, Oklahoma until he was out of school and and as I began having children during our marriage, I went to work for a pediatrician, which was very convenient when you're trying to take care of kids when they're young.   Michael Hingson ** 05:23 Yeah, and what did you What did you do for a pediatrician?   Jan Southern ** 05:27 I was, I was her receptionist, and typed medical charts, so I learned a lot about medicine. Was very she was head of of pediatrics at a local hospital, and also taught at the university. And so I got a great education and health and well being of kids. It was, it was a great job.   Michael Hingson ** 05:51 My my sister in law had her first child while still in high school, and ended up having to go to work. She went to work for Kaiser Permanente as a medical transcriber, but she really worked her way up. She went to college, got a nursing degree, and so on, and she became a nurse. And eventually, when she Well, she didn't retire, but her last job on the medical side was she managed seven wards, and also had been very involved in the critical care unit. Was a nurse in the CCU for a number of years. Then she was tasked. She went to the profit making side of Kaiser, as it were, and she was tasked with bringing paperless charts into Kaiser. She was the nurse involved in the team that did that. So she came a long way from being a medical transcriber.   Jan Southern ** 06:51 Well, she came a long way from being a single mom in high school. That's a great story of success.   Michael Hingson ** 06:56 Well, and she wasn't totally a single mom. She she and the guy did marry, but eventually they they did divorce because he wasn't as committed as he should be to one person, if it were,   Speaker 1 ** 07:10 that's a familiar story. And he also drank and eventually died of cirrhosis of the liver. Oh, that's too bad. Yeah, that's always sad, but, you know, but, but she coped, and her her kids cope. So it works out okay. So you went to work for a pediatrician, and then what did you do?   Jan Southern ** 07:31 Well, after my husband, after he graduated, was transferred to Dallas, and I went to work for a company gardener, Denver company at the time, they've been since purchased by another company. And was because of my experience in banking prior to the pediatrician, I went to work in their corporate cash management division, and I really enjoyed that I was in their corporate cash management for their worldwide division, and was there for about four years, and really enjoyed it. One of my most exciting things was they were moving their headquarters from Quincy, Illinois down to Dallas. And so I had been hired. But since they were not yet in Dallas, I worked with a gentleman who was in charge of putting together their corporate offices. And so we made all the arrangements. As far as we had a got a 10,000 square foot blank space when we started. And our job was to get every desk, every chair, every pen and pencil. And so when somebody moved from Quincy, Illinois, they moved in and they had their desk all set up. Their cuticles were cubicles were ready to go and and they were they could hit the ground running day one, so that,   Michael Hingson ** 09:02 so you, you clearly really got into dealing with organization, I would would say, then, wouldn't, didn't you?   Jan Southern ** 09:11 Yes, yes, that was my, probably my first exposure to to the corporate world and learning exactly how things could be more efficient, more cost effective. And I really enjoyed working for that company.   Michael Hingson ** 09:30 I remember, after September 11, we worked to provide the technology that we were selling, but we provided technology to Wall Street firms so they could recover their data and get set up again to be able to open the stock exchange and all the trading floors on the 17th of September. So the next Monday. And it was amazing, one of the companies was, I think it was Morgan Stanley. Finally and they had to go find new office space, because their office space in the World Trade Center was, needless to say, gone. They found a building in Jersey City that had a floor, they said, about the size of a football field, and from Friday night to Sunday afternoon, they said it took about 36 hours. They brought in computers, including IBM, taking computers from some of their own people, and just bringing them into to Morgan Stanley and other things, including some of the technology that we provided. And within 36 hours, they had completely reconstructed a trading floor. That's amazing. It was, it was absolutely amazing to see that. And you know, for everyone, it was pretty crazy, but Wall Street opened on the 17th and and continued to survive.   Jan Southern ** 10:57 That's a great story.   Michael Hingson ** 10:59 So what did you do? So you did this, this work with the 10,000 square foot space and other things like that. And then what?   Jan Southern ** 11:08 Well, once, once everyone moved into the space in Dallas. Then I began my work in their in their corporate cash management area. And from there, my next job was working in a bank when my my husband, then was transferred back to Tulsa, Oklahoma, and I went back to work in banking. And from that bank, I was there about three to four years, and I was hired then by John Floyd as a as a consultant for banks and credit unions, and I was with that company for 42 years. My gosh, I know that's unusual these days, but I really enjoyed what I did. We did re engineering work and cost effectiveness and banks and credit unions for those 42 years. And so that was where I really cut my teeth on process improvement and continuous improvement, and still in that industry. But their company was bought by a an equity firm. And of course, when that happens, they like to make changes and and bring in their own folks. So those of us who had been there since day one were no longer there.   Michael Hingson ** 12:26 When did that happen?   Jan Southern ** 12:27 That was in 2022   Michael Hingson ** 12:32 so it's interesting that companies do that they always want to bring in their own people. And at least from my perspective, it seems to me that they forget that they lose all the tribal knowledge that people who have been working there have that made the company successful   Jan Southern ** 12:51 Absolutely. So I guess they're still doing well, and they've done well for themselves afterwards, and but, you know, they do, they lose all the knowledge, they lose all of the continuity with the clients. And it's sad that they do that, but that's very, very common.   Michael Hingson ** 13:13 Yeah, I know I worked for a company that was bought by Xerox, and all the company wanted was our technology. All Xerox wanted was the technology. And they lost all of the knowledge that all the people with sales experience and other kinds of experiences brought, because they terminated all of us when the company was fully in the Xerox realm of influence.   Jan Southern ** 13:39 So you know what I went through? Yeah.   Michael Hingson ** 13:42 Well, what did you do after you left that company? After you left John Floyd,   Jan Southern ** 13:47 I left John Floyd, I was under a I was under a non compete, so I kind of knocked around for a couple of years. I was of age where I could have retired, but I wasn't ready to. So then I found Ferguson Alliance, and I'm now a business advisor for family owned businesses, and so I've been with Ferguson just over a year, and doing the same type of work that I did before. In addition to that, I have become a certified Exit Planning advisor, so that I can do that type of work as well. So that's that's my story in a nutshell. As far as employment,   Michael Hingson ** 14:26 what is Ferguson Alliance?   Jan Southern ** 14:29 Ferguson Alliance, we are business advisors for family owned businesses. And the perception is that a family owned business is going to be a small business, but there are over 500,000 family owned businesses in the United States. Our market is the middle market, from maybe 50 employees up to 1000 20 million in revenues, up to, you know, the sky's the limit, and so we do. Do a lot of work as far as whatever can help a family owned business become more prosperous and survive into future generations. It's a sad statistic that most family owned businesses don't survive into the third generation.   Michael Hingson ** 15:16 Why is that?   Jan Southern ** 15:19 I think because they the first the first generation works themselves, their fingers to the bone to get their their business off the ground, and they get successful, and their offspring often enjoy, if you will, the fruits of the labors of their parents and so many of them, once they've gone to college, they don't have an interest in joining the firm, and so they go on and succeed on their own. And then their children, of course, follow the same course from from their work. And so that's really, I think, the primary reason, and also the the founders of the businesses have a tendency to let that happen, I think. And so our coaching programs try to avoid that and help them to bring in the second and third generations so that they can, you know, they can carry on a legacy of their parents or the founders.   Michael Hingson ** 16:28 So what do you do, and what kinds of initiatives do you take to extend the longevity of a family owned business then,   Jan Southern ** 16:39 well, the first thing is that that Rob, who's our founder of our family owned business, does a lot of executive coaching and helps the helps the people who are within the business, be it the founder or being at their second or third generations, and he'll help with coaching them as to how to, hey, get past the family dynamics. Everybody has their own business dynamics. And then you add on top of that, the family dynamics, in addition to just the normal everyday succession of a business. And so we help them to go through those types of challenges, if you will. They're not always a challenge, but sometimes, if there are challenges, Rob's coaching will take them through that and help them to develop a succession plan that also includes a document that says that that governance plan as to how their family business will be governed, in addition to just a simple succession plan, and my role in a lot of that is to make sure that their business is ready to prosper too. You know that their their assessment of as far as whether they're profitable, whether they are their processes are in place, etc, but one of the primary things that we do is to help them make certain that that if they don't want to survive into future generations, that we help them to prepare to either pass it along to a family member or pass it along to someone who's a non family member, right?   Michael Hingson ** 18:34 So I've heard you mentioned the 3p that are involved in extending longevity. Tell me about that. What are the three P's?   Jan Southern ** 18:41 Well, the first p is your people. You know, if you don't take care of your people, be they family members or non family members, then you're not going to be very successful. So making certain that you have a system in place, have a culture in place that takes care of your people. To us, is very key. Once you make sure that your people are in a culture of continuous improvement and have good, solid foundation. In that regard, you need to make sure that your processes are good. That's the second P that that you have to have your processes all documented, that you've authorized your people to make decisions that they don't always have to go to somebody else. If you're a person in the company and you recognize that something's broken, then you need to have empowerment so that your people can make decisions and not always have to get permission from someone else to make certain that those processes continuously are approved improved. That's how to you. Could have became so successful is they installed a product. They called it, I say, a product. They installed a culture. They called it kaizen. And so Kaizen was simply just continuous improvement, where, if you were doing a process and you ask yourself, why did I do it this way? Isn't there a better way? Then, you know, you're empowered to find a better way and to make sure that that that you can make that decision, as long as it fits in with the culture of the company. Then the third P is product. You know, you've got to have a product that people want. I know that you've seen a lot of companies fail because they're pushing a product that nobody wants. And so you make certain that your products are good, your products are good, high quality, and that you can deliver them in the way that you promise. And so those are really the 3p I'd like to go back to process and just kind of one of the things, as you know, we had some horrendous flooding here in Texas recently, and one of the things that happened during that, and not that it was a cause of it, but just one of the things that exacerbated the situation, is someone called to say, Please, we need help. There's flooding going on. It was one of their first responders had recognized that there was a tragic situation unfolding, and when he called into their system to give alerts, someone says, Well, I'm going to have to get approval from my supervisor, with the approval didn't come in time. So what's behind that? We don't know, but that's just a critical point as to why you should empower your people to make decisions when, when it's necessary.   Michael Hingson ** 21:56 I'm sure, in its own way, there was some of that with all the big fires out here in California back in January, although part of the problem with those is that aircraft couldn't fly for 36 hours because the winds were so heavy that there was just no way that the aircraft could fly. But you got to wonder along the way, since they are talking about the fact that the electric companies Southern California, Edison had a fair amount to do with probably a lot a number of the fires igniting and so on, one can only wonder what might have happened if somebody had made different decisions to better prepare and do things like coating the wires so that if they touch, they wouldn't spark and so on that they didn't do. And, you know, I don't know, but one can only wonder.   Jan Southern ** 22:53 It's hard to know, you know, and in our situation, would it have made any difference had that person been able to make a decision on her own? Yeah, I was moving so rapidly, it might not have made any any difference at all, but you just have to wonder, like you said,   Michael Hingson ** 23:10 yeah, there's no way to, at this point, really know and understand, but nevertheless, it is hopefully something that people learn about for the future, I heard that they're now starting to coat wires, and so hopefully that will prevent a lot, prevent a lot of the sparking and so on. I'd always thought about they ought to put everything underground, but coating wire. If they can do that and do it effectively, would probably work as well. And that's, I would think, a lot cheaper than trying to put the whole power grid underground.   Jan Southern ** 23:51 I would think so we did when I was with my prior company. We did a project where they were burying, they were putting everything underground, and Burlington Vermont, and it was incredible what it takes to do that. I mean, you just, we on the outside, just don't realize, you know, there's a room that's like 10 by six underground that carries all of their equipment and things necessary to do that. And I never realized how, how costly and how difficult it was to bury everything. We just have the impression that, well, they just bury this stuff underground, and that's all. That's all it takes. But it's a huge, huge undertaking in order to do that   Michael Hingson ** 24:36 well. And it's not just the equipment, it's all the wires, and that's hundreds and of miles and 1000s of miles of cable that has to be buried underground, and that gets to be a real challenge.   Jan Southern ** 24:47 Oh, exactly, exactly. So another story about cables. We were working in West Texas one time on a project, and we're watching them stretch the. Wiring. They were doing some internet provisioning for West Texas, which was woefully short on in that regard, and they were stringing the wire using helicopters. It was fascinating, and the only reason we saw that is it was along the roadways when we were traveling from West Texas, back into San Antonio, where flights were coming in and out of so that was interesting to watch.   Michael Hingson ** 25:28 Yeah, yeah. People get pretty creative. Well, you know, thinking back a little bit, John Floyd must have been doing something right to keep you around for 42 years.   Jan Southern ** 25:40 Yes, they did. They were a fabulous country company and still going strong. I think he opened in 1981 it's called advantage. Now, it's not John Floyd, but Right, that was a family owned business. That's where I got to cut my teeth on the dynamics of a family owned business and how they should work and how and his niece is one of the people that's still with the company. Whether, now that they're owned by someone else, whether she'll be able to remain as they go into different elements, is, is another question. But yeah, they were, they were great.   Michael Hingson ** 26:20 How many companies, going back to the things we were talking about earlier, how many companies when they're when they buy out another company, or they're bought out by another company, how many of those companies generally do succeed and continue to grow? Do you have any statistics, or do more tend not to than do? Or   Jan Southern ** 26:40 I think that more tend to survive. They tend to survive, though, with a different culture, I guess you would say they they don't retain the culture that they had before. I don't have any firm statistics on that, because we don't really deal with that that much, but I don't they tend to survive with it, with a the culture of the newer company, if they fold them in, yeah.   Michael Hingson ** 27:15 Well, and the reality is to be fair, evolution always takes place. So the John Floyd and say, 2022 wasn't the same as the John Floyd company in 1981   Jan Southern ** 27:31 not at all. No, exactly, not at all.   Michael Hingson ** 27:34 So it did evolve, and it did grow. And so hopefully, when that company was absorbed elsewhere and with other companies, they they do something to continue to be successful, and I but I think that's good. I know that with Xerox, when it bought Kurzweil, who I worked for, they were also growing a lot and so on. The only thing is that their stock started to drop. I think that there were a number of things. They became less visionary, I think is probably the best way to put it, and they had more competition from other companies developing and providing copiers and other things like that. But they just became less visionary. And so the result was that they didn't grow as much as probably they should have.   Jan Southern ** 28:28 I think that happens a lot. Sometimes, if you don't have a culture of continuous improvement and continuous innovation, which maybe they didn't, I'm not that familiar with how they move forward, then you get left behind. You know, I'm I'm in the process right now, becoming certified in artificial intelligent in my old age. And the point that's made, not by the company necessarily that I'm studying with, but by many others, is there's going to be two different kinds of companies in the future. There's going to be those who have adopted AI and those who used to be in business. And I think that's probably fair.   Michael Hingson ** 29:13 I think it is. And I also we talked with a person on this podcast about a year ago, or not quite a year ago, but, but he said, AI will not replace anyone's jobs. People will replace people's jobs with AI, but they shouldn't. They shouldn't eliminate anyone from the workforce. And we ended up having this discussion about autonomous vehicles. And the example that he gave is, right now we have companies that are shippers, and they drive product across the country, and what will happen to the drivers when the driving process becomes autonomous and you have self driving vehicles, driving. Across country. And his point was, what they should do, what people should consider doing is not eliminating the drivers, but while the machine is doing the driving, find and give additional or other tasks to the drivers to do so they can continue to be contributors and become more efficient and help the company become more efficient, because now you've got people to do other things than what they were used to doing, but there are other things that AI won't be able to do. And I thought that was pretty fascinating,   Jan Southern ** 30:34 exactly. Well, my my nephew is a long haul truck driver. He owns a company, and you know, nothing the AI will never be able to observe everything that's going on around the trucking and and you know, there's also the some of the things that that driver can do is those observations, plus they're Going to need people who are going to program those trucks as they are making their way across the country, and so I'm totally in agreement with what your friend said, or your you know, your guests had to say that many other things,   Michael Hingson ** 31:15 yeah, and it isn't necessarily even relating to driving, but there are certainly other things that they could be doing to continue to be efficient and effective, and no matter how good the autonomous driving capabilities are, it only takes that one time when for whatever reason, the intelligence can't do it, that it's good To have a driver available to to to to help. And I do believe that we're going to see the time when autonomous vehicles will be able to do a great job, and they will be able to observe most of all that stuff that goes on around them. But there's going to be that one time and that that happens. I mean, even with drivers in a vehicle, there's that one time when maybe something happens and a driver can't continue. So what happens? Well, the vehicle crashes, or there's another person to take over. That's why we have at least two pilots and airplanes and so on. So right, exactly aspects of it,   Jan Southern ** 32:21 I think so I can remember when I was in grade school, they showed us a film as to what someone's vision of the country was, and part of that was autonomous driving, you know. And so it was, it was interesting that we're living in a time where we're beginning to see that, yeah,   Michael Hingson ** 32:41 we're on the cusp, and it's going to come. It's not going to happen overnight, but it will happen, and we're going to find that vehicles will be able to drive themselves. But there's still much more to it than that, and we shouldn't be in too big of a hurry, although some so called profit making. People may decide that's not true, to their eventual chagrin, but we shouldn't be too quick to replace people with technology totally   Jan Southern ** 33:14 Exactly. We have cars in I think it's Domino's Pizza. I'm not sure which pizza company, but they have autonomous cars driving, and they're cooking the pizza in the back oven of the car while, you know, while it's driving to your location, yeah, but there's somebody in the car who gets out of the car and brings the pizza to my door.   Michael Hingson ** 33:41 There's been some discussion about having drones fly the pizza to you. Well, you know, we'll see,   Jan Southern ** 33:50 right? We'll see how that goes. Yeah,   Michael Hingson ** 33:53 I haven't heard that. That one is really, pardon the pun, flown well yet. But, you know, we'll see. So when you start a process, improvement process program, what are some of the first steps that you initiate to bring that about? Well, the first   Jan Southern ** 34:11 thing that we do, once we've got agreement with their leadership, then we have a meeting with the people who will be involved, who will be impacted, and we tell them all about what's happening, what's going to happen, and make certain that they're in full understanding. And you know, the first thing that you ever hear when you're saying that you're going to be doing a re engineering or process improvement is they think, Oh, you're just going to come in and tell me to reduce my staff, and that's the way I'm going to be more successful. We don't look at it that way at all. We look at it in that you need to be right. Have your staff being the right size, and so in in many cases, in my past. I we've added staff. We've told them, you're under staffed, but the first thing we do is hold that meeting, make certain that they're all in agreement with what's going to happen, explain to them how it's going to happen, and then the next step is that once management has decided who our counterparts will be within the company. Who's going to be working with us to introduce us to their staff members is we sit down with their staff members and we ask them questions. You know, what do you do? How do you do it? What do you Did someone bring it to you. Are you second in line or next in line for some task? And then once you finish with it, what happens to it? Do you give someone else? Is a report produced? Etc. And so once we've answered all of those questions, we do a little a mapping of the process. And once you map that process, then you take it back to the people who actually perform the process, and you ask them, Did I get this right? I heard you say, this? Is this a true depiction of what's happening? And so we make sure that they don't do four steps. And they told us steps number one and three, so that then, once we've mapped that out, that gives us an idea of two of how can things be combined? Can they be combined? Should you be doing what you're doing here? Is there a more efficient or cost effective way of doing it? And we make our recommendations based on that for each process that we're reviewing. Sometimes there's one or two good processes in an area that we're looking at. Sometimes there are hundreds. And so that's that's the basic process. And then once they've said yes, that is correct, then we make our recommendations. We take it back to their management, and hopefully they will include the people who actually are performing the actions. And we make our recommendations to make changes if, if, if it's correct, maybe they don't need to make any changes. Maybe everything is is very, very perfect the way it is. But in most cases, they brought us in because it's not and they've recognized it's not. So then once they've said, yes, we want to do this, then we help them to implement.   Michael Hingson ** 37:44 Who usually starts this process, that is, who brings you in?   Jan Southern ** 37:48 Generally, it is going to be, depending upon the size of the company, but in most cases, it's going to be the CEO. Sometimes it's the Chief Operating Officer. Sometimes in a very large company, it may be a department manager, you know, someone who has the authority to bring us in. But generally, I would say that probably 90% of our projects, it's at the C   Michael Hingson ** 38:19 level office. So then, based on everything that you're you're discussing, probably that also means that there has to be some time taken to convince management below the CEO or CEO or a department head. You've got to convince the rest of management that this is going to be a good thing and that you have their best interest at heart.   Jan Southern ** 38:43 That is correct, and that's primarily the reason that we have for our initial meeting. We ask whoever is the contract signer to attend that meeting and be a part of the discussion to help to ward off any objections, and then to really bring these people along if they are objecting. And for that very reason, even though they may still be objecting, we involve them in the implementation, so an implementation of a of a recommendation has to improve, has to include the validation. So we don't do the work, but we sit alongside the people who are doing the implementation and guide them through the process, and then it's really up to them to report back. Is it working as intended? If it's not, what needs to be changed, what might improve, what we thought would be a good recommendation, and we work with them to make certain that everything works for them. Right? And by the end of that, if they've been the tester, they've been the one who's approved steps along the way, we generally find that they're on board because they're the it's now. They're now the owners of the process. And when they have ownership on something that they've implemented. It's amazing how much more resilient they they think that the process becomes, and now it's their process and not ours.   Michael Hingson ** 40:32 Do you find most often that when you're working with a number of people in a company that most of them realize that there need to be some changes, or something needs to be improved to make the whole company work better. Or do you find sometimes there's just great resistance, and people say no, there's just no way anything is bad.   Jan Southern ** 40:53 Here we find that 90% of the time, and I'm just pulling that percentage out of the air, I would say they know, they know it needs to be changed. And the ones typically, not always, but typically, the ones where you find the greatest resistance are the ones who know it's broken, but they just don't want to change. You know, there are some people who don't want to change no matter what, or they feel threatened that. They feel like that a new and improved process might take their place. You know, might replace them. And that's typically not the case. It's typically not the case at all, that they're not replaced by it. Their process is improved, and they find that they can be much more productive. But the the ones who are like I call them the great resistors, usually don't survive the process either. They are. They generally let themselves go,   Michael Hingson ** 42:01 if you will, more ego than working for the company.   Jan Southern ** 42:05 Yes, exactly, you know, it's kind of like my mom, you know, and it they own the process as it was. We used to laugh and call this person Louise, you know, Louise has said, Well, we've always done it that way. You know, that's probably the best reason 20 years in not to continue to do it same way.   Michael Hingson ** 42:34 We talked earlier about John Floyd and evolution. And that makes perfect sense. Exactly what's one of the most important things that you have to do to prepare to become involved in preparing for a process, improvement project? I think   Jan Southern ** 42:52 the most important thing there's two very important things. One is to understand their culture, to know how their culture is today, so that you know kind of which direction you need to take them, if they're not in a continuous improvement environment, then you need to lead them in that direction if they're already there and they just don't understand what needs to be done. There's two different scenarios, but the first thing you need to do is understand the culture. The second thing that you need to do, other than the culture, is understand their their business. You need to know what they do. Of course, you can't know from the outside how they do it, but you need to know that, for instance, if it's an we're working with a company that cleans oil tanks and removes toxins and foul lines from oil and gas industry. And so if you don't understand at all what they do, it's hard to help them through the processes that they need to go through. And so just learning, in general, what their technology, what their business is about. If you walk in there and haven't done that, you're just blowing smoke. In my mind, you know, I do a lot of research on the technologies that they use, or their company in general. I look at their website, I you know, look at their LinkedIn, their social media and so. And then we request information from them in advance of doing a project, so that we know what their org structure looks like. And I think those things are critical before you walk in the door to really understand their business in general.   Michael Hingson ** 44:53 Yeah, and that, by doing that, you also tend to. To gain a lot of credibility, because you come in and demonstrate that you do understand what they're doing, and people respond well to that, I would think   Jan Southern ** 45:10 they do. You know, one of our most interesting projects in my past was the electric company that I mentioned. There was an electric company in Burlington, Vermont that did their own electric generation. We've never looked at anything like that. We're a bank consultant, and so we learned all about how they generated energy with wood chips and the, you know, the different things. And, you know, there were many days that I was out watching the wood chips fall out of a train and into their buckets, where they then transferred them to a yard where they moved the stuff around all the time. So, you know, it was, it's very interesting what you learn along the way. But I had done my homework, and I knew kind of what they did and not how they did it in individual aspects of their own processes, but I understood their industry. And so it was, you do walk in with some credibility, otherwise they're looking at you like, well, what does this person know about my job?   Michael Hingson ** 46:20 And at the same time, have you ever been involved in a situation where you did learn about the company you you went in with some knowledge, you started working with the company, and you made a suggestion about changing a process or doing something that no one had thought of, and it just clicked, and everybody loved it when they thought about it,   Jan Southern ** 46:42 yes, yes, exactly. And probably that electric company was one of those such things. You know, when they hired us, they they told us. We said, We don't know anything about your business. And they said, Good, we don't want you to come in with any preconceived ideas. And so some of the recommendations we made to them. They were, it's kind of like an aha moment. You know, they look at you like, Oh my gosh. I've never thought of that, you know, the same I would say in in banking and in family businesses, you know, they just, they've never thought about doing things in a certain way.   Michael Hingson ** 47:20 Can you tell us a story about one of those times?   Jan Southern ** 47:24 Yes, I would say that if you're, if you're talking about, let's talk about something in the banking industry, where they are. I was working in a bank, and you, you go in, and this was in the days before we had all of the ways to store things electronically. And so they were having a difficult time in keeping all of their documents and in place and knowing when to, you know, put them in a destruction pile and when not to. And so I would say that they had an aha moment when I said, Okay, let's do this. Let's get a bunch of the little colored dots, and you have big dots and small dots. And I said, everything that you put away for 1990 for instance, then you put on a purple dot. And then for January, you have 12 different colors of the little dots that you put in the middle of them. And you can use those things to determine that everything that has a purple dot and little yellow.in the middle of that one, you know that that needs to be destructed. I think in that case, it was seven years, seven years from now, you know that you need to pull that one off the shelf and put it into the pile to be destructed. And they said, we've never thought of anything. It was like I had told him that, you know, the world was going to be struck, to be gone, to begin tomorrow. Yeah, it was so simple to me, but it was something that they had never, ever thought of, and it solved. They had something like five warehouses of stuff, most of which needed to have been destroyed years before, yeah,   Michael Hingson ** 49:21 but still they weren't sure what, and so you gave them a mechanism to do that,   Jan Southern ** 49:27 right? Of course, that's all gone out the window today. You don't have to do all that manual stuff anymore. You're just, you know, I'd say another example of that was people who were when we began the system of digitizing the files, especially loan files in a bank. And this would hold true today as well, in that once you start on a project to digitize the files, there's a tendency to take the old. Files first and digitize those. Well, when you do that, before you get to the end of it, if you have a large project, you don't need those files anymore. So you know, our recommendation is start with your latest. You know, anything that needs to be archived, start with the newest, because by the time that you finish your project, some of those old files you won't even need to digitize, just shred them. Yeah, you know, it's, it's just little simple things like that that can make all the difference.   Michael Hingson ** 50:32 When should a family business start documenting processes? I think I know that's what I thought you'd say,   Jan Southern ** 50:40 yes, yes, that is something that is near and dear to my heart. Is that I would even recommend that you maybe do it before you open your doors, if potential is there, so that the day you open your business, you need to start with your documenting your processes, and you need to start on your succession planning. You know, those are the days that once you really start working, you're not going to have time. You know, you're going to be busy working every day. You're you're going to be busy servicing your customers, and that always gets pushed to the back when you start to document something, and so that's the time do it when you first open your doors.   Michael Hingson ** 51:29 So when we talk about processes, maybe it's a fair question to ask, maybe not. But what are we really talking about when we talk about processes and documenting processes? What are the processes?   Jan Southern ** 51:41 Well, the processes are the things that you do every day. Let's take as an example, just when you set up your your files within your SharePoint, or within your computer, if you don't use SharePoint, your Google files, how you set those up, a process could also be during your accounting, what's the process that you go through to get a invoice approved? You know, when the invoice comes in from the vendor, what do you do with it? You know, who has to approve it? Are there dollar amounts that you have to have approvals for? Or can some people just take in a smaller invoice and pay it without any any approvals? We like to see there be a process where it's approved before you get the invoice from the customer, where it's been approved at the time of the order. And that way it can be processed more more quickly on the backside, to just make sure that it says what the purchase order if you use purchase orders or see what your agreement was. So it's the it's the workflow. There's something that triggers an action, and then, once gets triggered, then what takes place? What's next, what's the next steps? And you just go through each one of the things that has to happen for that invoice to get paid, and the check or wire transfer, or or whatever you use as a payment methodology for it to go out the door. And so, you know what you what you do is you start, there's something that triggers it, and then there's a goal for the end, and then you fill in in the center,   Michael Hingson ** 53:38 and it's, it's, it's a fascinating I hate to use the word process to to listen to all of this, but it makes perfect sense that you should be documenting right from the outset about everything that you do, because it also means that you're establishing a plan so that everyone knows exactly what the expectations are and exactly what it is that needs to be done every step of the way,   Jan Southern ** 54:07 right and and one of the primary reasons for that is we can't anticipate life. You know, maybe our favorite person, Louise, is the only one who's ever done, let's say, you know, payroll processing, or something of that sort. And if something happens and Louise isn't able to come in tomorrow, who's going to do it? You know, without a map, a road map, as to the steps that need to be taken, how's that going to take place? And so that's that's really the critical importance. And when you're writing those processes and procedures, you need to make them so that anybody can walk in off the street, if necessary, and do what Louise was doing and have it done. Properly.   Michael Hingson ** 55:00 Of course, as we know, Louise is just a big complainer anyway. That's right, you said, yeah. Well, once you've made recommendations, and let's say they're put in place, then what do you do to continue supporting a business?   Jan Southern ** 55:20 We check in with them periodically, whatever is appropriate for them and and for the procedures that are there, we make sure that it's working for them, that they're being as prosperous as they want to be, and that our recommendations are working for them. Hopefully they'll allow us to come back in and and most do, and make sure that what we recommended is right and in is working for them, and if so, we make little tweaks with their approvals. And maybe new technology has come in, maybe they've installed a new system. And so then we help them to incorporate our prior recommendations into whatever new they have. And so we try to support them on an ongoing basis, if they're willing to do that, which we have many clients. I think Rob has clients he's been with for ever, since he opened his doors 15 years ago. So   Michael Hingson ** 56:19 of course, the other side of that is, I would assume sometimes you work with companies, you've helped them deal with processes and so on, and then you come back in and you know about technology that that they don't know. And I would assume then that you suggest that, and hopefully they see the value of listening to your wisdom.   Jan Southern ** 56:41 Absolutely, we find that a lot. We also if they've discovered a technology on their own, but need help with recommendations, as far as implementation, we can help them through that as well, and that's one of the reasons I'm taking this class in AI to be able to help our customers move into a realm where it's much more easily implemented if, if they already have the steps that we've put into place, you can feed that into an AI model, and it can make adjustments to what they're doing or make suggestions.   Michael Hingson ** 57:19 Is there any kind of a rule of thumb to to answer this question, how long does it take for a project to to be completed?   Jan Southern ** 57:26 You know, it takes, in all fairness, regardless of the size of the company, I would say that they need to allow six weeks minimum. That's for a small company with a small project, it can take as long as a year or two years, depending upon the number of departments and the number of people that you have to talk to about their processes. But to let's just take an example of a one, one single department in a company is looking at doing one of these processes, then they need to allow at least six weeks to for discovery, for mapping, for their people to become accustomed to the new processes and to make sure that the implementation has been tested and is working and and they're satisfied with everything that that is taking place. Six weeks is a very, very minimum, probably 90 days is a more fair assessment as to how long they should allow for everything to take place.   Michael Hingson ** 58:39 Do you find that, if you are successful with, say, a larger company, when you go in and work with one department and you're able to demonstrate success improvements, or whatever it is that that you define as being successful, that then other departments want to use your services as well?   Jan Southern ** 59:00 Yes, yes, we do. That's a very good point. Is that once you've helped them to help themselves, if you will, once you've helped them through that process, then they recognize the value of that, and we'll move on to another division or another department to do the same thing.   Michael Hingson ** 59:21 Word of mouth counts for a lot,   Jan Southern ** 59:24 doesn't it? Though, I'd say 90% of our business at Ferguson and company comes through referrals. They refer either through a center of influence or a current client who's been very satisfied with the work that we've done for them, and they tell their friends and networking people that you know. Here's somebody that you should use if you're considering this type of a project.   Michael Hingson ** 59:48 Well, if people want to reach out to you and maybe explore using your services in Ferguson services, how do they do that?   Jan Southern ** 59:55 They contact they can. If they want to contact me directly, it's Jan. J, a n, at Ferguson dash alliance.com and that's F, E, R, G, U, S, O, N, Dash alliance.com and they can go to our website, which is the same, which is Ferguson dash alliance.com One thing that's very, very good about our our website is, there's a page that's called resources, and there's a lot of free advice, if you will. There's a lot of materials there that are available to family owned businesses, specifically, but any business could probably benefit from that. And so those are free for you to be able to access and look at, and there's a lot of blog information, free eBook out there, and so that's the best way to reach Ferguson Alliance.   Michael Hingson ** 1:00:52 Well, cool. Well, I hope people will take all of this to heart. You certainly offered a lot of interesting and I would say, very relevant ideas and thoughts about dealing with processes and the importance of having processes. For several years at a company, my wife was in charge of document control and and not only doc control, but also keeping things secure. Of course, having the sense of humor that I have, I pointed out nobody else around the company knew how to read Braille, so what they should really do is put all the documents in Braille, then they'd be protected, but nobody. I was very disappointed. Good idea   Speaker 2 ** 1:01:36 that is good idea that'll keep them safe from everybody. Yeah.   Michael Hingson ** 1:01:39 Well, I want to thank you for being here, and I want to thank to thank all of you for listening today. We've been doing this an hour. How much fun. It is fun. Well, I appreciate it, and love to hear from all of you about today's episode. Please feel free to reach out to me. You can email me at Michael H i@accessibe.com or go to our podcast page. Michael hingson, M, I, C, H, A, E, L, H, I N, G, s, O, n.com/podcast, but wherever you're listening, please give us a five star rating. We value your thoughts and your opinions, and I hope that you'll tell other people about the podcasts as well. This has been an interesting one, and we try to make them all kind of fun and interesting, so please tell others about it. And if anyone out there listening knows of anyone who ought to be a guest, Jan, including you, then please feel free to introduce us to anyone who you think ought to be a guest on unstoppable mindset. Because I believe everyone has a story to tell, and I want to get as many people to have the opportunity to tell their stories as we can. So I hope that you'll all do that and give us reviews and and stick with us. But Jan, again, I want to thank you for being here. This has been a lot of fun.   Jan Southern ** 1:02:51 It has been a lot of fun, and I certainly thank you for inviting me.   Michael Hingson ** 1:03:00 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

In this episode, I have a chat with Adept_Austin from the Discord as he introduces me to the heart of roleplaying and how GMs and players can introduce it to their sessions.Welcome to Mythras Matters Season 1 episode 74 - The heart of roleplaying with Adept AustinSHOW Links:Podcast on YouTubeRPG Shop - https://ko-fi.com/inwils/shop☕ Become a RPG supporter (Ko-Fi)  ➡➡ https://ko-fi.com/inwils☕ Become a RPG supporter (Patreon)  ➡➡ https://www.patreon.com/c/inwilsSupporter of Podcast: https://www.buzzsprout.com/266482/supportTDM Newsletter link: https://mailchi.mp/83c3eb6dab02/the-design-mechanism-newsTDM Blog: https://thedesignmechanism.com/blog/Tapatalk Forums: https://www.tapatalk.com/groups/designmechanism/Link to the Mythras Discord: https://discord.gg/mythras-469341944888164352If you would like to contact the podcast, then email inwils@gmail.comIntro Music: The Epic Orchestral by AnorMusic

Some of the greatest stories of believers down through time have involved those who really studied God's Word. These people have gone before us to show us the way. From Charles Spurgeon to a missionary mother in China, daily study of the Word and prayer prepared them to mentor entire generations.Proverbs 27:17 says, “Iron sharpens iron, and one man sharpens another.”We also read in Romans 10 that faith comes by hearing, and hearing by the Word of God. We have to do it so that others know how. Remember, there is no substitute for spending time in God's Word.In order to properly train an apprentice, you need to obviously be prepared and adept. Anything less leads to weak faith, or no faith at all.This is what the Great Commission, sharing the Gospel, has always been about. Duplicating disciples. Grounding your own faith in the Bible, then imparting that to others. That is the essence of true iron sharpening iron.Let's pray.Lord, keep us about your work by daily reminding us to spend time with you in Your Word. In Jesus' name, amen. Change your shirt, and you can change the world! Save 15% Off your entire purchase of faith-based apparel + gifts at Kerusso.com with code KDD15.

Esoteric Crossroads: Scholars Meet Practitioners is a new collaborative video series, launched in 2025, co-produced by Rejected Religion and RENSEP. Hosted by Stephanie Shea, each session brings together scholars and practitioners for thoughtful dialogue on esoteric traditions. This video is an edited version of the live session that took place in June 2025. If you are interested to learn more and join the upcoming discussions, please visit www.rensep.org or my Patreon page: www.patreon.com/RejectedReligion. Isis Mrugalla Kalmbacher is a scholar of religion. She studied in Heidelberg, Seville, Basel, and Lucerne, focusing on migration studies, international relations, and cultural anthropology. She is currently completing her PhD at the University of Tübingen, where she explores Chaos Magic as her main research topic. In her dissertation, she proposes a new approach to the Study of Religions that centres on group and organisational practices. To support this, she has developed two key theoretical tools: reality techniques and infrastructures.. Nils or Frater Fuchs lächelt viel 12.3 (“Frater Fuchs smiles a lot 12.3”), called “Fuchs” is an Adept and Priest of Chaos in the German section of the Illuminates of Thanateros - I.O.T. In the IOT, his main responsibilities are organising seminars for interested people twice a year, answering applications that people send to the section to become a novice, and supervising the novice trainings. At the moment, he is writing a book, which, among other things, deals with the question of what Chaos Magic actually is. A few questions that were explored: -What is Chaos Magick, and what is the history of CM? -How are sigils created and used in magickal practice? -The uses of CM - what are magicians actually using it for?-How is the CM community organized (or not organized)? The views and opinions expressed in this video are those of the individual speakers and do not necessarily reflect those of the host, Stephanie Shea, or the affiliated platforms. All content is presented for educational and discussion purposes in a spirit of respectful exchange. Music and Video Production: Stephanie Shea This video series is presented by Research Network for the Study of Esoteric Practices - www.rensep.org and Rejected Religion.

Jonathan O'Connor, Fintech South 2025 Chair; Division President, Third-Party Payments, Synovus. Jonathan is a results-oriented Executive, with 25+ years of experience leading sales teams, driving revenue, and identifying operational improvement strategies. Expert knowledge of global payment solutions, e-commerce, risk mitigation, digital currencies, merchant processing, mergers and acquisitions. Adept at effective communication with internal executive leaders and external […] The post Fintech South 2025: Jonathan O’Connor with Synovus appeared first on Business RadioX ®.

1.   Adapt and Be Adept: Market Responses to Climate Change edited by Terry Anderson, champions market-based adaptation to climate change over top-down, incentivized approaches such as carbon taxes or "climate clubs". The book uses Pascal's Wager to frame its argument: regardless of whether climate change is definitively proven, it is prudent to adapt. A central critique in the book is directed at the economic impracticality of relying solely on renewable energy. Mark Mills' chapter highlights that historically, the dominance of wood and the search for food kept societies from specializing, a limitation overcome by fossil fuels. Current statistics show renewables account for only 2% of global and 3% of US electricity generation. The cost comparison is stark: $1 million worth of shale gas produces 300 million kilowatts of power, while the same value in renewables yields only 50 kilowatts. Furthermore, storing renewable energy with batteries is prohibitively expensive (costing $200 per equivalent unit compared to $1 for hydrocarbons) and limited by the availability and environmental impact of mining critical resources like lithium. The book dismisses goals like the Biden administration's aim for 100% renewable electricity by 2035 as being in "total denial" of these physical and economic limits. The book also critiques government-led "incentivized" policies, like carbon taxes or emissions trading systems, as susceptible to political distortion and protectionist agendas. These policies, derived from "blackboard economics," fail to account for the political reality where powerful interests at the negotiating table ensure they are not "on the menu" for taxation. The failure of Europe's emissions trading system, which was diluted by granting credits to new energy producers, serves as an example of such distortion destroying market incentives. Instead, the book advocates for improving "price discovery" through financial and risk markets as the most effective means of adaptation. These markets, like property and insurance, naturally adjust prices to reflect changing risks, such as declining property values in areas prone to storm surges. However, government subsidies for programs like flood or crop insurance distort these signals, leading to maladaptive behavior. The crucial role of government, according to the authors, is not to dictate energy policy or impose taxes, but to provide accurate, transparent, and timely data on climate variables like rainfall and temperature, enabling markets to make informed decisions. The experiences of Alaskan Native Villages (ANV) illustrate the importance of local control and human ingenuity in adaptation, which external regulations have often hindered. The book emphasizes the need for pragmatism in addressing climate change, echoing Bjorn Lomborg's argument for sensible investments in areas like public health (e.g., malaria control) that yield greater returns than attempts to halt climate change altogether. Ultimately, Adapt and Be Adept posits that empowering individuals and communities with accurate information and minimal market distortion will unleash the human capacity to adapt and prosper in a changing climate. 1873 VULTURE BISON

2.  Adapt and Be Adept: Market Responses to Climate Change edited by Terry Anderson, champions market-based adaptation to climate change over top-down, incentivized approaches such as carbon taxes or "climate clubs". The book uses Pascal's Wager to frame its argument: regardless of whether climate change is definitively proven, it is prudent to adapt. A central critique in the book is directed at the economic impracticality of relying solely on renewable energy. Mark Mills' chapter highlights that historically, the dominance of wood and the search for food kept societies from specializing, a limitation overcome by fossil fuels. Current statistics show renewables account for only 2% of global and 3% of US electricity generation. The cost comparison is stark: $1 million worth of shale gas produces 300 million kilowatts of power, while the same value in renewables yields only 50 kilowatts. Furthermore, storing renewable energy with batteries is prohibitively expensive (costing $200 per equivalent unit compared to $1 for hydrocarbons) and limited by the availability and environmental impact of mining critical resources like lithium. The book dismisses goals like the Biden administration's aim for 100% renewable electricity by 2035 as being in "total denial" of these physical and economic limits. The book also critiques government-led "incentivized" policies, like carbon taxes or emissions trading systems, as susceptible to political distortion and protectionist agendas. These policies, derived from "blackboard economics," fail to account for the political reality where powerful interests at the negotiating table ensure they are not "on the menu" for taxation. The failure of Europe's emissions trading system, which was diluted by granting credits to new energy producers, serves as an example of such distortion destroying market incentives. Instead, the book advocates for improving "price discovery" through financial and risk markets as the most effective means of adaptation. These markets, like property and insurance, naturally adjust prices to reflect changing risks, such as declining property values in areas prone to storm surges. However, government subsidies for programs like flood or crop insurance distort these signals, leading to maladaptive behavior. The crucial role of government, according to the authors, is not to dictate energy policy or impose taxes, but to provide accurate, transparent, and timely data on climate variables like rainfall and temperature, enabling markets to make informed decisions. The experiences of Alaskan Native Villages (ANV) illustrate the importance of local control and human ingenuity in adaptation, which external regulations have often hindered. The book emphasizes the need for pragmatism in addressing climate change, echoing Bjorn Lomborg's argument for sensible investments in areas like public health (e.g., malaria control) that yield greater returns than attempts to halt climate change altogether. Ultimately, Adapt and Be Adept posits that empowering individuals and communities with accurate information and minimal market distortion will unleash the human capacity to adapt and prosper in a changing climate. 1873 TASMMAAN

3  Adapt and Be Adept: Market Responses to Climate Change edited by Terry Anderson, champions market-based adaptation to climate change over top-down, incentivized approaches such as carbon taxes or "climate clubs". The book uses Pascal's Wager to frame its argument: regardless of whether climate change is definitively proven, it is prudent to adapt. A central critique in the book is directed at the economic impracticality of relying solely on renewable energy. Mark Mills' chapter highlights that historically, the dominance of wood and the search for food kept societies from specializing, a limitation overcome by fossil fuels. Current statistics show renewables account for only 2% of global and 3% of US electricity generation. The cost comparison is stark: $1 million worth of shale gas produces 300 million kilowatts of power, while the same value in renewables yields only 50 kilowatts. Furthermore, storing renewable energy with batteries is prohibitively expensive (costing $200 per equivalent unit compared to $1 for hydrocarbons) and limited by the availability and environmental impact of mining critical resources like lithium. The book dismisses goals like the Biden administration's aim for 100% renewable electricity by 2035 as being in "total denial" of these physical and economic limits. The book also critiques government-led "incentivized" policies, like carbon taxes or emissions trading systems, as susceptible to political distortion and protectionist agendas. These policies, derived from "blackboard economics," fail to account for the political reality where powerful interests at the negotiating table ensure they are not "on the menu" for taxation. The failure of Europe's emissions trading system, which was diluted by granting credits to new energy producers, serves as an example of such distortion destroying market incentives. Instead, the book advocates for improving "price discovery" through financial and risk markets as the most effective means of adaptation. These markets, like property and insurance, naturally adjust prices to reflect changing risks, such as declining property values in areas prone to storm surges. However, government subsidies for programs like flood or crop insurance distort these signals, leading to maladaptive behavior. The crucial role of government, according to the authors, is not to dictate energy policy or impose taxes, but to provide accurate, transparent, and timely data on climate variables like rainfall and temperature, enabling markets to make informed decisions. The experiences of Alaskan Native Villages (ANV) illustrate the importance of local control and human ingenuity in adaptation, which external regulations have often hindered. The book emphasizes the need for pragmatism in addressing climate change, echoing Bjorn Lomborg's argument for sensible investments in areas like public health (e.g., malaria control) that yield greater returns than attempts to halt climate change altogether. Ultimately, Adapt and Be Adept posits that empowering individuals and communities with accurate information and minimal market distortion will unleash the human capacity to adapt and prosper in a changing climate. 1848 EXTINCTION DODO BIRD

4.  Adapt and Be Adept: Market Responses to Climate Change edited by Terry Anderson, champions market-based adaptation to climate change over top-down, incentivized approaches such as carbon taxes or "climate clubs". The book uses Pascal's Wager to frame its argument: regardless of whether climate change is definitively proven, it is prudent to adapt. A central critique in the book is directed at the economic impracticality of relying solely on renewable energy. Mark Mills' chapter highlights that historically, the dominance of wood and the search for food kept societies from specializing, a limitation overcome by fossil fuels. Current statistics show renewables account for only 2% of global and 3% of US electricity generation. The cost comparison is stark: $1 million worth of shale gas produces 300 million kilowatts of power, while the same value in renewables yields only 50 kilowatts. Furthermore, storing renewable energy with batteries is prohibitively expensive (costing $200 per equivalent unit compared to $1 for hydrocarbons) and limited by the availability and environmental impact of mining critical resources like lithium. The book dismisses goals like the Biden administration's aim for 100% renewable electricity by 2035 as being in "total denial" of these physical and economic limits. The book also critiques government-led "incentivized" policies, like carbon taxes or emissions trading systems, as susceptible to political distortion and protectionist agendas. These policies, derived from "blackboard economics," fail to account for the political reality where powerful interests at the negotiating table ensure they are not "on the menu" for taxation. The failure of Europe's emissions trading system, which was diluted by granting credits to new energy producers, serves as an example of such distortion destroying market incentives. Instead, the book advocates for improving "price discovery" through financial and risk markets as the most effective means of adaptation. These markets, like property and insurance, naturally adjust prices to reflect changing risks, such as declining property values in areas prone to storm surges. However, government subsidies for programs like flood or crop insurance distort these signals, leading to maladaptive behavior. The crucial role of government, according to the authors, is not to dictate energy policy or impose taxes, but to provide accurate, transparent, and timely data on climate variables like rainfall and temperature, enabling markets to make informed decisions. The experiences of Alaskan Native Villages (ANV) illustrate the importance of local control and human ingenuity in adaptation, which external regulations have often hindered. The book emphasizes the need for pragmatism in addressing climate change, echoing Bjorn Lomborg's argument for sensible investments in areas like public health (e.g., malaria control) that yield greater returns than attempts to halt climate change altogether. Ultimately, Adapt and Be Adept posits that empowering individuals and communities with accurate information and minimal market distortion will unleash the human capacity to adapt and prosper in a changing climate. 1873 ABORIGINES

This is Alex Heath, your Thursday episode guest host and deputy editor at The Verge. One of the biggest topics in AI these days is agents — the idea that AI is going to move from chatbots to reliably completing tasks for us in the real world. But the problem with agents is that they really aren't all that reliable right now. There's a lot of work happening in the AI industry to try and fix that, and that brings me to my guest today: David Luan, the head of Amazon's AGI research lab, a cofounder of Adept, and a former VP of engineering at OpenAI. David and I discussed the release of GPT-5, what Amazon wants with agents, and where he thinks the AI race is headed next. Read the full transcript on The Verge. Links:  The Platonic Representation Hypothesis | Phillip Isola Amazon plays catch-up with new Nova models to generate voices, video | Verge Amazon's new AI agent is designed to do your shopping | Verge Microsoft is racing to build an AI ‘agent factory' | Verge OpenAI's new ChatGPT Agent can control an entire computer | Verge 24 hours with Alexa Plus: we cooked, we chatted, and it kinda lied to me | Verge Why AI researchers are getting paid like NBA All-Stars | Decoder OpenAI's Windsurf deal is off — and Windsurf's CEO is going to Google | Verge This is Big Tech's playbook for swallowing the AI industry | Command Line Amazon hires founders away from AI startup Adept | TechCrunch Credits: Decoder is a production of The Verge and part of the Vox Media Podcast Network. Our producers are Kate Cox and Nick Statt. Our editor is Ursa Wright.  The Decoder music is by Breakmaster Cylinder. Learn more about your ad choices. Visit podcastchoices.com/adchoices