Podcasts about AES

Most orgs spend weeks training reps on the product… but months later, you're still stuck with an empty pipeline. What if the key to ramping AEs faster was skipping product training (at first)? Kyle Asay (VP Global Growth Sales @ LaunchDarkly) shares how his team cut time to first deal by 49% by rethinking onboarding. Instead of starting with feature dumps, they focused on: ✅ Account prioritization ✅ Customer problems & personas ✅ Story-based selling If you lead a team or are ramping yourself, don't miss this one. RESOURCES DISCUSSED: ⁠⁠Join our weekly newsletter⁠⁠ ⁠⁠Things you can steal⁠⁠ ⁠⁠Save $50 on any 30MPC course⁠⁠ with code “PODCAST” ⁠⁠Free Sales Templates, Scripts and Guides

In this episode, I explore the difference between the military mindset and the more stealth approach of minimization in cybersecurity. I share the results from the Ghost in the Source Capture the Flag (CTF) challenge, revealing how the winners cracked the AES encryption using dictionary attacks, keyword harvesting and the cipher tool hidden in robots.txt. I discuss why the “assume breach” mentality just leaves the doors wide open, using examples from Kevin Mitnick's 1981 Pacific Bell infiltration to modern ransomware groups like Scattered Spider who breached MGM and Marks & Spencer through social engineering.I also cover practical tactics for using public Wi-Fi, data curation techniques, the invisible surveillance net including Stingray devices, and provide a deep dive into GrapheneOS covering user profiles, app sandboxing, network controls, sensor permissions, and the proper use of sandboxed Google Play services.In this week's episode:Ghost in the Source Capture the Flag challenge resultsThe military mindset problem in cybersecurityStrategic use of public Wi-Fi for account creation and privacy techniquesData curation tactics, and “Minimizing What Can Be Known”Invisible surveillance net and Stingray devicesGrapheneOS discussion on user profiles, app sandboxing, network controls, sensors permissions, sandboxed Google Play services, and security architectureMatrix Community RoomsMatrix Community Space - https://matrix.to/#/#psysecure:matrix.orgIndividual Room Links:https://matrix.to/#/#lockdown-general:matrix.orghttps://matrix.to/#/#lockdown-podcast:matrix.orghttps://matrix.to/#/#lockdown-intro:matrix.orgShow Links:Noam Chomsky on Internet Privacyhttps://www.youtube.com/watch?v=QIWsTMcBrjQNoam Chomsky on Advertising - https://www.youtube.com/watch?v=PfIwUlY44CMTryHackMe Platform - https://tryhackme.comHack the Box - https://hackthebox.comWired Article on DNC Stingray Surveillance - https://www.wired.com/story/2024-dnc-cell-site-simulator-phone-surveillance/IntelTechniques Data Removal Guide - https://inteltechniques.com/workbook.htmlOptery Data Broker Removal - https://optery.comGraphene OS - https://grapheneos.org“We're dragons. We're not supposed to live by other people's rules.”- Hajime Ryudo ★ Support this podcast on Patreon ★

We use articulators to help ‘mimic' our patient's jaw movements, to ultimately do less adjustments/revisions in the future. But are digital articulators there yet? Or is analog king? Or is digital dentistry just flashy tech with no real-world benefits? Can a virtual articulator truly match the movements of your patient's jaw? Is a CBCT really better than a facebow—and WHEN should you use which? In this cutting-edge episode with Dr. Seth Atkins, we dive into the world of digital articulation—exploring how tools like virtual articulators, CBCT alignment, and 3D-printed provisionals are transforming clinical workflows. You'll learn how to combine analog wisdom with digital precision, improve lab communication, and make full-mouth rehabs more predictable and efficient than ever. From mounting accuracy to motion capture, this episode is your ultimate guide to articulating smarter in the digital age. https://www.youtube.com/watch?v=fT31Ecf_kDo Watch PDP230 on YouTube Protrusive Dental Pearl: Always send your lab the color version of your digital scan — the PLY file — not just the STL. STL shows shape, but PLY shows color — like markings and tissue detail. Ask your lab: "Are you seeing color, or do you need the PLY?" Better scans = better results Need to Read it? Check out the Full Episode Transcript below! Key Takeaways: Digital methods can enhance accuracy and patient outcomes → but only when used intentionally. Understanding both analog and digital techniques is crucial → they complement each other, not compete. Mentorship plays a significant role in advancing dental education → experience accelerates clinical confidence. Digital workflows can significantly reduce chair time → and improve patient comfort in the process. The integration of CBCT with digital workflows enhances diagnostics → giving clearer insight into static and functional relationships. Digital provisionals offer a cost-effective and efficient solution → saving time, money, and frustration for both dentist and patient. Axiography is essential for capturing patient motion accurately → because real movement matters more than assumptions. Highlights of the Episode: 00:00 Introduction 04:00  Protrusive Dental Pearl 05:32 Interview with Dr. Seth Atkins and his Journey into Digital Dentistry 08:06 The Evolution of Digital Articulation 13:38 Digital Workflow and Mentorship 20:01 Accuracy and Efficiency in Digital Dentistry 22:32 Static and Dynamic Relations in Digital Dentistry 31:01 Interjection 1 36:05 Practical Guidelines on Integrating CBCT 37:15 Interjection 2  40:59 Clinical Observations in Dental Rehabilitation 42:29 Interjection 3  45:21 Introduction to Axiography 46:40 Advancements in Digital Dentistry 49:33 3D Printing in Dental Practice 53:31 Motion Tracking on Digital Articulators 57:30 Cost Efficiency of Digital Tools 01:01:10 Alternatives to CBCT 01:05:52 Involvement with AES and Future Plans Check out the study mentioned: "Comparison of the accuracy of a cone beam computed tomography-based virtual mounting technique with that of the conventional mounting technique using facebow"

In this unfiltered episode of The E1B2 Collective, I talk about something too many revenue leaders miss: career mapping for AEs who don't fit the traditional mold. Not every seller is a closer—but that doesn't mean they aren't valuable. Some build trust. Some extend customer lifetime value. Some become the bridge to new markets, new partners, and long-term growth.I've seen too many talented AEs mismanaged, undervalued, and pushed out because they didn't meet a narrow definition of success. This episode is a call to rethink how we design sales orgs—with learning academies, better mentorship, and room for real human contribution beyond the number.

According to research from Gartner, more than half of organizations have increased their investment in AI since 2023. So, how can you effectively leverage AI to improve GTM productivity and accelerate business outcomes? Riley Rogers: Hi, and welcome to the Win Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Chris Sargent, the director of sales enablement at BambooHR. Thank you so much for joining us, Chris. Before we get started, I’d just love for you to tell us a little bit about yourself, your background, and your role. Chris Sargent: Absolutely. Thank you for having me, Riley. Really excited to be spending some time with you today. So my background, I have been leading sales enablement teams for the better part of the last 10 plus years, and prior to that I was a sales leader and a sales individual contributor. So have spent a lot of time in both roles and really help companies scale. You talked about go-to-market strategies. My background heavily is aligned sales execution, focusing on how buyers can achieve goals and how selling and. Our ability to sell with a process with value can really be one of the greatest competitive advantages that we take to market. And in my current role at Bamboo, I oversee enablement programs globally across all of our different skill sets, all of our different segments. And really our mission here is to equip every seller and leader with the skills to tools and processes they need to win with confidence and consistency. RR: I love it. Confidence and consistency. That’s what everybody’s looking for. Well, we’re so excited to have you here. Especially as you mentioned, you know, you’re a pretty experienced leader and you have extensive experience spanning both the sales and the sales enablement side. And so you’ve probably seen the landscape change a little bit recently with the acceleration of AI innovation. So I’m curious, how have you seen the challenges that go-to-market teams face change as well? CS: Yeah, I think there’s been, you know, change is the, probably the important word there. One of the biggest shifts as it relates to specifically AI is I think the timing of AI aligning with just kind of a general trend in sales, right? That we’ve seen, I think in the early teens to the late 2019, even into 2000, 20, 21, economies were fantastic globally. Every organization had what felt like, in a lot of cases, unlimited budget to acquire tools and technology. And I think in a lot of ways that created probably some unintentional outcomes as it relates to sales. And in some cases it was a lot more of what I would call order taking versus what would potentially be a value driven sales cycle in a lot of cases, by no one’s fault, other than that was the nature of how buyers were buying at the time. So I think you take that. Component of that and then align that with all of those changes. Now with AI, I think one of the biggest shifts that most organizations and sales team members as individual contributors and leaders are dealing with is that AI is happening in real time. And not only is it happening in real time, it’s new for not only the individual contributors, but a lot of it’s new for managers, it’s new for enablement teams, even the buyers who are trying to figure out how do they leverage AI. So I think that challenge that we see is how do you understand and take the pace of AI innovation and your ability to adapt to that. And that means enablement specifically isn’t just about delivering training, but how are you actually building a culture that fosters the idea of ongoing learning experimentation across the board and cross-functional alignment to keep up with the pace of change while not sacrificing. What really the intended outcome of is that confidence and consistency in the rep’s performance because that desired outcome doesn’t change. How you may get there is what’s changing and understanding how to put that as part of your DNA as an enablement organization and handle that pace of innovation is gonna be critical. RR: Yeah, so we’re sort of in a perfect storm, right of change management in across a number of different areas. I think these are challenges that we’re hearing from a lot of our customers and just feeling in the market. I think you’re spot on with all of that, but rather than kind of lingering in our challenges, maybe let’s talk solutions. So in your opinion, what is Enablement’s role in helping GTM teams overcome these challenges and achieving more success amid these changes? CS: Yeah, it’s a very fair question, and I think this is the power of a really strong enablement organization because in that format and in that model, what you’re really asking enablement to do and what enablement should be doing is becoming the bridge between the new technology itself and the practical application at the rep level. So our role is to really translate what I would say innovation into that action. Our job is to make sure reps just aren’t aware of AI and it’s not just. Kind of a tool that they use on the side, similar to a Salesforce and outreach and a Highspot, for example. But they’re actually using it to be effective in everything that they’re doing in their day-to-day workflow. And I think about that in three core areas. And that’s how we’re trying to think about it is what are you doing to prepare? What are you doing in real time? And what are you doing post customer interaction that allows you to be better at your job? Because of ai and some of that’s customer facing, some of that’s internal. Really what I it means is we’re embedding AI into every existing process. We wanna build confidence through the training and reinforcement and giving managers the tools to coach around it. And I think that goes back to not losing our North Star of if the intended outcome is customers have the best buying experience and the reps are confident and have the ability to execute. That doesn’t change, but the modality to do it, we can make them better at their jobs, we can make them more efficient. We can create competitive advantages because of that. And it’s kind of rethinking not necessarily the intended outcome as much as thinking the journey that gets us there. RR: Yeah. I’ve heard it put as kind of like the job doesn’t change, but the way you do the work does. CS: Exactly. RR: We’re all still driving towards that North Star. We just have a little bit more tools in our toolkit to get there. CS: Yeah, totally agree. And I think that’s what every. Enablement organization. Every sales organization on the planet is trying to solve it right now, which is what does that look like? And going back to the challenge, I think the challenge in that is there’s desired state and then there’s what can actually be executed today, all while knowing what seems like every day, every week, every month there’s some new AI application that’s being launched. And how do you kind of take all of that noise and put it into a journey that aligns with not only your AEs and your reps and your managers, but really how do your customers wanna buy from you? RR: Yeah, and to your point, I think people are like clamoring for use cases. They’re trying to figure out how do we apply this? We have a vision, but how do we bring it to life? And so I know you guys have started putting in kind of the work to answer those questions and have started using some AI capabilities in Highspot to improve rep productivity and kind of streamline some of those workflows. So can you talk to me a little bit about how you’re using AI to elevate your enablement efforts and how that fits into your GTM productivity strategies? CS: Yeah. You know, I think there’s a few things and the beauty in that is, you know, we are fortunate enough to have an AI team that was hired about four years ago that’s led by a fantastic gentleman by the name of Alan Whitaker. And part of what we’re looking at is really aligning kind of the build or buy model a little bit. But some of the ways we’re leveraging this today is, you know, I think those core focus areas of how are we helping the rep be more efficient? And then how are we helping the rep. In real time, create a better buying experience and really help customers see the value of what it is that we do. We all know that we’re using AI, but also buyers are using AI and they have more access to information recommendations than ever, ever before. So there’s a few ways that we’re kind of leveraging AI in a current state, but also kind of hoping we get to from a desired state perspective. And we kind of look at that in a very pragmatic and phased approach way while also. Putting urgency and moving quickly. You know, I think about one of the most important things is we sell a platform and we sell, over the years have increased our ability and our product capabilities that go to market. And I think one of the things that’s really critical is in a lot of situations that’s being launched in real time on the back of other releases, and it’s really about guiding our sales team members to the right content at the right time, but also having that served up to them at the right time. We don’t have a lot of technical resources here. It requires in a lot of situations where we have a lot of high velocity opportunities at Bamboo hr. So it, it’s not even about coming back with information even a day or two later, because that could be too late. So one of the ways we’re leveraging this is serving up information at the right time based off of the rep’s ability to have a conversation in real time. It reduces time spent searching for content, for answers. It’s feeding that up proactively and it’s really increasing confidence in what our sellers need in the moment versus even, like I said, taking 30 minutes or an hour and coming back to that. One of the most powerful ways we’re also using AI is really how to engage. Data to better understand what’s resonating with our buyers and using those insights to fine tune our messaging and also which messaging we use. You know, one of the ways we’re currently leveraging Highspot, and it’s been extremely powerful for us, is understanding the content that makes the most sense, right? I think that the standard back and forth between most organizations and specifically marketing and sales is, hey, we’re creating content for you. Why aren’t you using it? And I think what. AI has allowed us to do is for reps to find information on content that’s been the most relevant at the right time. Highspot serves that up in a way that allows us not only to look at that in real time, but it’s recommending that also based off of what Highspot seeing on the backend from an analytics perspective being tied to the most revenue producing opportunities. That’s been a huge win for us in really increasing our rep’s ability to be faster, but also more accurate. Sometimes I think we just worry about being fast. It doesn’t help if unless we’re accurate. This has kind of allowed us to go down that model on both sides. RR: Yeah, it is hard to strike that balance when you know 30 minutes is too late, but. How are you gonna put together something strategic in such a short period of time? And I know one of the things that your team’s also kind of been leaning into a little bit is you mentioned on LinkedIn actually that continuous improvement is a big priority for you, and one of the ways that you’re using AI is with skill feedback to kind of support that ongoing learning loop. So how are you using that and how is that helping you, as you said, lean into continuous improvement? CS: Yeah, great question. I think one of the key things for us that’s been really, really indicative is about a year ago we kind of looked at our call analytics and call intelligence tools and wanted to see potentially if there was an opportunity for us to get a little bit more. Proactive in the way we were leveraging that to get insights, identify opportunities, and replicate things that were going well. And about six to seven months ago, even prior to me joining the organization, holistically looked and transitioned to what I would call an even more powerful AI enhanced call analytics to really not only capture real conversations. Allow it. The ability to provide things like real-time contextual feedback and use things like prompts to better understand why things were going well, but more importantly maybe where things weren’t going well. And what was really powerful in that is that was such a manual process for us before. And not only was it manual. It wasn’t necessarily consistent manager to manager, right? Some managers were better at it. Some managers had more time to invest just depending on the, the size of their teams and the amount of workload that they were working on. So instead of really waiting for a scheduled reviewer’s, shadow session, reps and managers could get real time guided insights and feedback so that when it came time for the actual coaching, it was very prescriptive. It was really, really, really powerful and it felt more individualized versus, Hey, we’re gonna have an enablement team come in and do a skill development session on, you know, executing a mutual action plan or getting access to key players. We could actually take that now to the individual level and focus on a skill development that made coaching more specific, more intentional, more timely, and ultimately more impactful for that skill development. Now, there is one thing that we are looking at as well, and we haven’t deployed this yet, but I’m assuming I’m not alone in this. Which is really, we have a pretty large sales organization all at different parts of their career. Also different managers at different parts of their career. And one of the things we wanted to do to, to drive more time for the managers to actually coach and spend time doing all the things they’re supposed to do, is we’re actually in the process of evaluating some AI role playing tools that use avatars. I know. That is not unique to us in any way, shape, or form, but when we think kind of along, like what’s happening now and what’s happening over the next two to three months, we’ll be deploying those to really also help the reps have a, a safe place and a consistent place to practice those skills. RR: Yeah. That’s so awesome to hear. I think, you know, sales coaching is one of those things that PLA teams everywhere, and so hearing that you can find these solutions that make you not only excited but certain in your programs is wonderful. And it really does sound like you’ve put together some very intentional programs to help your team succeed. And I think the data’s kind of showing that it’s working. We’ve seen that you’ve driven really strong engagement from your GTM teams, such as a 96% recurring usage rate of Highspot. So curious, you know, we’ve talked about the strategy. How are you then driving that adoption? Do you have any best practices you could share? CS: I think enablement teams each and every day and organizations are always trying to, you know, go through the process of how do I make the information or the programs or the projects or content that we’re taking to market actually be adopted and be used. And you know, I think one of the things that always has resonated with me, and I think about this phrase often, there’s a great enablement leader by the name of Roderick Jefferson, and many years ago, he gave a piece of feedback about the difference between training and enablement. And I’m paraphrasing this, so if anyone who knows this quote better than me, feel free to correct me. I believe he said, you train animals, you enable humans. And I think one of the things that always resonated with me about that then is if I want to enable someone, I need to get the lens of how they’re executing. And for us, that adoption, that 96% recurred usage in Highspot really started with making Highspot not only the single source of truth, but also putting it in a place where the sellers already live and breathe today from day one. It was critical for us that not only does every new hire here at Bamboo get trained to rely on Highspot for almost everything and have it not only live within that world, but for things like messaging, playbooks, objection handling, product updates, everything goes through there. But I also think it was more than that. One of the values that we’ve seen in Highspot is really our ability to have that proactive information fed at the opportunity level in our CRM tool. It allows the reps to get just in time information when they need it, but also when it’s most critical. Not only do we have the ability then to kind of. Indoctrinate them, so to speak, as a new rep. They’re also getting fed in real time, something that’s actually beneficial to them, and it’s proving its use case time and time again in real time, which has been a huge adoption ability for us. I think another thing. That has been super beneficial is going back to that adoption piece. We also cross collaborated and cross-functionally with other organizations like product marketing and product that absolutely see the benefit of that’s how their content gets used. So at the end of the day, the proof in the pudding and starting with that why and making it that single source of truth. We put it exactly where the reps live every single day embedded in our CRM. But when reps saw the tool and the action that it brought in saving time and helping them win that adoption started to follow naturally. And we continue. Every single week we have a reinforcement on content being placed out of there. It was a new muscle, and like any new muscle, we had to train that muscle. The good news is, is once we train it, we go to maintenance mode. And it’s been a much, much, much, much, much smoother process than when I’ve done this at other, other organizations where we were either under-resourced or underfunded, and we were really kind of rolling things out at a project level versus a programmatic level. RR: Gotcha. So it’s sort of that you can take a rep to enablement, but you can’t make them drink. You need to prove the value, and you need to be building for them. I think that makes a lot of sense. Thinking a little bit about doing the work, driving the adoption, how do you then measure success? What are the key metrics you track and then now moving into kind of trying to operationalize AI, how are you measuring that as well? CS: Yeah, very fair question. And I think this is also another thing, you know, this is my experience, been in groups with some really great enablement leaders across the board, and I feel like over the last several years, especially as that kind of transition to more. That value-based selling has become always important, but it’s become critical over the last several years with the introduction of ai, the different economic conditions and things of that nature. Every sales leader I talk to is really trying to measure the impact that their teams are having on the business and we look at it at a few ways here. I think we look at it from what we call some of our leading and lagging indicators. Specifically, we wanna see some of the early adoption and controls that we have there. So from a leading indicator perspective. We’re looking very closely right outta the gate. Whenever we launch a new program around things like certification rates, the usage data, early stage conversions, rates, some of that content engagement score, and then what we look at is the direct connection to the outcomes that happen, like stage progression, conversion rates, quota attainment, and sales cycle velocity. In my four months here, that’s where we’re really starting to drive and we’re starting to see a little bit more of those lagging indicators. As a business, we kind of have a core metric to maintain and also improve those conversion rates. So that was kind of the North Star, what we looked at from working our way backwards where, okay, what gets us to those things? And that’s where we looked at specific skills programs that we are running and we’re our rep certifying, were our managers certifying? Were they using the content that we created and did we see a correlation between those things and the performance? And we absolutely have, which has been really great for us to correlate a lot of that. To your second part of that question, as it relates to AI, I think we’re kind of looking at it from a few different ways. We are by no means the experts of AI measurement, but we, we have put some things in place that we’re looking at trying to get better constantly, which first and foremost is. Are we giving the reps more time to do more sales focused activities? So it, it’s one thing of it to create some time savings, but it’s also another thing to say within that time, did we help you be more intentional? Did we help you be more accurate? Did you use the right content or the right information? Or were you fed that in a way that helped you create a differentiating experience or a consistent experience in that engagement with a prospect or existing customer? When we can do that for at the rep level, we then want to drive AI driven insights on the backend to really look at how that impact coaching can take place at the conversational and the deal outcomes level. That’s the correlation. We’re kind of looking on that backend. Our ideal state would be able to also look at. How do we either add more propensity and volume to what our existing AEs are doing? Time savings is great, but what are you doing with that time on the backend, right? Is it, Hey, more time to go, you know, play ping pong down in the break room, which is always a great thing. I’m not saying that’s a bad thing by any stretch of the imagination. But it does allow it to be more intentional. It does allow us to be more powerful in the capacity of each of our reps. I always have heard a great quote from John Barrows, who I’m sure many people know. And one of the things I’ve heard him say specifically about ai, and I think about this as we measure AI, is really good sellers and really go to organizations that help their sellers. AI will augment what they do. Anyone stuck kind of in the old way of selling it will replace you in what you do. And I think that’s how we look at, how are we leveraging and augmenting that AI to look at the time savings, but long-term, how do we make it so they’re more intentional, more accurate, and produce some of those more outcomes at the individual level? And then how does that really embrace the impact coaching conversations on the backend? RR: Yeah, I think the lucky part of being kind of mired in all of this change is that we’re building our metrics as we’re figuring out what we can reasonably do. And so when you have that philosophy that you led with of Know Your North Star, ask the questions that will help you understand what actually drives there, and fill out those leading and lagging indicators as you’re doing the work. That’s gonna be a helpful philosophy, and that’s gonna get you through to figuring out those metrics. I’m curious too, as you’ve been looking at these indicators for AI and also just for your broader enablement programs, have you seen any particular business results with Highspot or any wins that you’d like to share? Things that you’re really proud of? CS: Yeah, I think there’s a few things, and I kind of break these down by kind of what I’d call some of those leading and lagging and I think, you know, some of them directly correlate to, to business outcomes. I think a few things that have really driven up is how our reps and how our team members are meeting customers where they’re at. But then I would also say on the backend, how has training and coaching improved because of that? And I think that’s a huge, huge, huge win for us. When I kind of look at over the last, you know, four to six months, some of the numbers that pop out I, I kind of. Share with you that I think are relevant? I think one of the really cool things that we have seen is we’ve seen a 91% engagement with our buyers, especially with external shares that’s gone up massively. I think we tracked something like we’ve had nearly 30,000 views during this window and period of. External content that customers were viewing, but also what they were sharing internally with other parts of their organization. We had no clue what was going on with content when we shared it before. And why does that actually matter? Because we started to correlate some of the in increase in in buyer engagement, the increase in some of the sales play views, which actually went up over 260% for us, up to 31%. That was so powerful, and I kind of think about that at the just in time level. One of the other things that that really resonated with us is the findability ratio, and from a content management perspective, historically prior to our engagement with Highspot and leveraging the AI, everything that was recorded with that. One of the major complaints that Bamboo got from a lot of our reps were, oh man, it’s really hard to find things when I need them. That just in time moment sometimes passes, as I mentioned earlier, and even if it takes me 30 minutes to an hour to send a follow up, sometimes I don’t have that. And we look at that findability ratio that we have of a seven. We saw our click-through rates go up dramatically. I think they went up 32% and the amount of items we had viewed as reps were going through the process of engaging a prospect in real time went up 14%. Why does all of that matter? Because I think as we looked at, okay, we’re giving you the right. Content and clearly it’s helping it create engagement with our prospects and customers. Does that, what does that engagement lead to on the backend? And one of the biggest things we found across certification and consistency across that was when you kinda look at some of the certifications we launched with AI across the board, and I’m focusing just in a Q1 of this year, we had two really big certifications. That were across the entire revenue organization, one of them being a skills related focus, and one of them being a specific platform product related focus. We certified 300 users in one, over 300 users in another one, and with the manual time that that would’ve had taken prior, we were able to save almost 220 hours from an enablement. Side with the AI, with only these two certifications. So scalability became a really, really important thing from an operational side for our enablement team and our managers who are typically having to do this at a very, very manual level. So why does all of that matter as a business? What we’ve correlated is our reps that are leveraging this in executing this are performing at about a 25 to 30% improvement level across their peers that maybe haven’t adopted this yet. So some really nice leading and lagging indicators of the power of AI and the power of what these tools can bring to the table. Are we perfect at it? By no stretch of the imagination, we still have some laggards that we’re trying to bring up, but we have seen some of those economies of scale grow with the reps that really have embraced this, and even some of the others that kind of, some laggards initially still have some of those, but the proof has been in the pudding there for us and, and it’s been a fantastic investment. RR: Those are I to begin. Incredible wins, great numbers. 30,000 views is incredible. I love the way you kind of told that story of how your wins compound. You know, you start with content, you make things accessible, all of a sudden your reps can use it, and now buyer engagement improves and then it just continues to grow and you have this feedback loop of continuous improvement To your point earlier. Many compliments. I know, as you said, you’re always moving, you’re always improving, you’re always growing. So in that spirit of continuous improvement, curious if you could talk to me a little bit about maybe what’s in the future, what is that potential long-term value of embracing AI for Bamboo, and how are you gonna continue doing so down the line? CS: Yeah, so I, I think for us, the intentionality there is really around scalability. It comes down to that one thing, the long-term value for us is scalability. That’s a little bit general in a response, but let me kind of give some context to that as to why scalability is important, right? AI is so fantastic. It allows our enablement team to support more reps, do it more personally without having to necessarily grow linear head count. And I think that’s a challenge. We’ve been, you know, our executive team, very forward thinking, thinks very much about those things and is very intentional about how we’re leveraging that to not only scale what we do, but do so in a very intentional and respectful and responsible way. Really when we think about what’s happening, so when I talk about scalability as well, it also is looking at it at the rep level and giving our reps access to the personalization at an individual contributor level for career development and coaching and guidance, but doing it at scale so we can consistently up level the team with really. Without burning out our frontline managers, our enablement resources, because the two most precious commodities that we view here at BambooHR are clearly our customers, but also our people. Those two resources are so vital and so important, so when we think about our. AI strategy and, and an enablement. It’s how do we create scalability with some of the unknowns that frankly exist today. Our organization has moved very quickly. We’ve kind of gone through a renaissance of our own, and there’s been a lot of changes, even just at the operational level here. Part of the way we look and are very intentional for scalability with AI is. What does AI allow us? Not only do today, but what’s coming down the road that allows us to invest in changes that we don’t even know about yet? And how do we continue to do that to scale human application across the AI intentional application? And that’s kind of how we’re looking at that. RR: I love that. I think it’s, you know, a great philosophy and I think it’s something that a lot of people are kind of gonna be embracing in the coming days. Just one last question for you. Speaking of that, you know, philosophies that other people can lean on to close, if you could give us one, maybe two pieces of advice for other enablement leaders who are looking to improve sales productivity with AI, what would that be? CS: Yeah, this is a, I feel like a golden ticket question that I think everyone’s trying to solve for. I think for me is, I think everyone has an AI initiative that I speak with. I, I, I doubt there’s any organization that isn’t looking at how to do that. But what I would say is don’t treat it as necessarily a separate initiative. I, I think about how do you embed it to an earlier comment to kind of bookend the, the conversation a little bit is it’s not necessarily, and, and to your point about. Changing the intended outcome as much as how you do it. So embedding it into your sales process, embedding it into your organizational processes. One of the things that was really helpful for us is we kind of took the visual representation of what an enablement team member does, but also if our customer, our internal resources like our sellers. What does the journey look like for them as they start their day, they start their interactions, they prepare, they engage. And then kind of that post-call, post interaction, what does that look like? And what we said is let’s map that out. And then we started small with one or two use cases that were kind of low hanging fruit that directly supported the productivity like. Surfacing the right content during calls or providing real call time feedback. And then what we really wanted to do is we really wanted to listen and we wanted to map out what did we think we could do now? What did we want the like ideal state to look like? And then we sat down and we asked our reps and we said. How are you performing along this? We have data that shows us how we think you’re performing, but what’s working, but more importantly, what’s not working and how do we make those shifts so that we can make sure that we’re actually making a difference? And I think the big key for us was it, we didn’t think about it and we kind of took a step back almost as like a tool roll out. And what we really wanted to make this about was changing behavior. It wasn’t necessarily about, oh, here’s this new AI tool. Go use it. Like we may have rolled out. CRM training. In the past it was what is the behavior change that is associated with this? And really that’s the best thing that we could do is make AI feel intuitive, make it indispensable, make it, build it into how your reps are working so that it becomes. Just like, almost like breathing. You don’t think about it, but you definitely feel it if it’s not there. And that’s kind of one of the things I always talk about is how do you embed AI, align it with that AI journey and how they’re engaging with the customer in a day in the life. And as you embed it in there, it becomes part of what they do and then they start to feel it when it’s not there. But that would be, that would be my biggest piece of feedback for anyone that’s looking at it, is don’t treat it as a separate initiative, embed it into everything that you do. Map it against how you expect your internal teams to work and you start to find the adoption follows. RR: Awesome. Well, this has been so wonderful, Chris, so insightful, and I think this is kind of the insights that people are really looking for. Thank you for listening to this episode of the Win Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

In this episode, hear Allison Butts, PharmD, BCOP and Danielle Roman, PharmD, BCOP, share their insights on the best practices for incorporating antibody–drug conjugates (ADCs) into clinical practice including:An overview of ADC structure and mechanism of actionA topline review of data supporting the current FDA-approved indications for ADCs targeting HER2 and TROP-2 across multiple tumor typesAn in-depth look at common and serious adverse events with each approved ADC along with an overview of management strategiesEditor's note: On June 23, 2025, the FDA granted accelerated approval for a new indication for datopotamab deruxtecan, one of the antibody drug conjugates discussed in this podcast. Datopotamab deruxtecan is now also approved for adults with locally advanced or metastatic EGFR-mutated NSCLC who have received previous EGFR-targeted therapy and platinum-based chemotherapy. Program faculty:Allison Butts, PharmD, BCOPPharmacist Manager, OncologyClinical Pharmacist, Breast OncologyUK HealthCareMarkey Cancer CenterLexington, KentuckyDanielle Roman, PharmD, BCOPManager, Oncology Clinical Pharmacy ServicesAllegheny Health NetworkPittsburgh, PennsylvaniaProgram page:https://bit.ly/4lr7cT6

Are you considering the airway in your treatment planning? Could centric relation (CR) be compromising your patient's breathing? When you open the vertical dimension, are you making the airway better—or worse? Welcome to another AES 2026 series episode, this time with LEGEND Dr. Jeff Rouse as he joins Jaz in this eye-opening episode to explore how airway, aesthetics, and function are deeply interconnected—especially in prosthodontics. They discuss key clinical scenarios like vertical dimension changes, examining how your choices may impact the airway—sometimes in ways you didn't expect. With practical insights and examples, this episode will help you make smarter, airway-conscious decisions that elevate both your functional and aesthetic outcomes. https://youtu.be/-Ut-qme7Vcg Watch PDP229 on Youtube Protrusive Dental Pearl: Plan your breaks 12 months in advance to avoid burnout and ensure quality time with your loved ones. Prioritize rest and connection before reaching exhaustion—your body, mind, and heart will thank you. Key Takeaways Airway health is crucial in dentistry, impacting aesthetics and function. Understanding airway issues can lead to better treatment outcomes for patients. Breastfeeding plays a significant role in childhood development and airway health. Interdisciplinary approaches are essential for effective adult treatment. Aesthetics and function are key factors in airway prosthodontics. Most patients are unaware of their airway issues until they are addressed. Early intervention in childhood can prevent future airway problems. Combining orthodontics and prosthodontics can enhance patient care. Airway management is crucial for overall patient health. A great bite is not just about teeth alignment. Pathway wear can indicate deeper dental issues. Vertical dimension changes can negatively impact airway. Understanding joint positions is essential in treatment planning. Continuous education is vital for modern dental practices. Highlights of this patient: 02:22  Protrusive Dental Pearl 04:34 Interview with Dr. Jeff Rouse Begins 09:05 Understanding Airway Prosthodontics 15:58 The Role of Cone Beam CT Scans 17:58 Treating Children and Early Interventions 24:50 Addressing Adult Airway Issues 29:43 Multidisciplinary Approach in Dentistry 31:46 Patient Transformations and Airway Focus 34:42 Understanding Pathway Wear 41:32 Impact of Vertical Dimension on Airway 48:55 Exploring Different Occlusion Philosophies 51:34 A Sneak Peek at AES 2026: Dental Wear Patterns Of The Airway Patient 55:25 Upcoming Events and Resources Explore the world of sleep disordered breathing with Prof. Ama Johal in PDP033: "Airway – Dentistry's Elephant in the Room."

¡Nkrumahismo y autosuficiencia en África 2025! De Marcus Mosiah Garvey, a Assimi Goita, de AES a Guinea Ecuatorial y GhanaHoy es miércoles y toca #LALLAVE. Escúchanos en nuestros canales de YouTube y Spotify: https://youtu.be/whP5jUSIx1Y África está en movimiento, caminando rápidamente hacia una nueva fase de autosuficiencia y el fin de la dependencia de occidente. Niger nacionaliza temporalmente una de las minas más grandes de oro en África, Malí nacionaliza minas y empieza la construcción de una refinería de Oro para la Alianza de los Estados del Sahel, Nigeria refinando petróleo de Guinea Ecuatorial (Ceiba) mientras Ghana hace lo mismo con el petróleo de Angola. En el programa de hoy analizamos la importancia de la autosuficiencia siguiendo las filosofías de Marcus Mosiah Garvey y Osagyefo Kwame Nkrumah. Analizamos la importancia de que dicha autosuficiencia sea desde el egalitarismo y el comunalismo Africano y se evite el capitalismo ‘negro'. Miramos como se esta transformando el continente y como las potencias imperialistas (Francia, Amerikkka, Canada, Australia) están perdiendo el control de los recursos (naturales y humanos) africanos. Como siempre acompañado de música: - Obrafour - Mista O #otraÁfricaesposible#sabiasqueÁfrica#Nkrumaism#Toureism#MarcusGarvey#AfricaforAfricansahomeandabroad#AfricaforAfricans#allafricanpeoplerevolutionaryparty#allafricanwomenrevolutionaryunion#endneocolonialism#Africamustunite#AES#NIGER#MALI#BURKINIAFASO#autosuficiencia#selfsuficiency

After 200+ episodes and thousands of hours with the world's top SaaS sales leaders, Hunters & Unicorns presents Sales SOS raw, practical conversations that dive deep into the mindset, strategies, and frameworks behind elite career growth in tech sales. In this episode, Hunters and Unicorns very own Simon and Ollie answer four critical questions every ambitious sales professional should be asking: 1. What's the common thread among top-tier CROs? Discover the power of “Career Champions” and why no one gets to the top alone. 2. Why are you being overlooked for promotions? It's not always about performance. We unpack how alignment, visibility, and internal champions dictate career momentum. 3. How do you position yourself as the irresistible first pick? We share hard-earned insights into how the best salespeople get fast-tracked for leadership roles. 4. How do you break the glass ceiling — and stay there? From skill mastery to the right strategic choices, we talk about what it really takes to go all the way. This episode is for ambitious AEs, aspiring leaders, and current managers ready to level up with clarity, intent, and strategy. If this episode hit home, don't forget to like, comment, and subscribe. We drop practical gold every week. #SaaSSales #CROCareer #TechSalesLeadership #SalesSOS #HuntersAndUnicorns

Immune-related adverse events (AEs) are becoming more frequent in oncology patients receiving immunotherapy. To better understand emerging trends and education needs, the Association of Cancer Care Centers (ACCC) developed the Immuno-Oncology Census as part of its ongoing commitment to sharing up-to-date strategies for managing adverse events. In this episode, CANCER BUZZ speaks with Bat-ami Gordon, clinical research PhD candidate at the Icahn School of Medicine at Mount Sinai, who discusses best practices for cancer care providers to identify immune-related AEs caused by immunotherapy.   “Understanding the best practices for identification is going to be the best way we can start to implement better treatments for these immune-related adverse events.” – Bat-ami Gordon   Bat-ami Gordon Clinical Research PhD Candidate  Icahn School of Medicine Mount Sinai New York, NY      Additional Reading/Sources   Icahn School of Medicine at Mount Sinai ACCC Immune-Related Adverse Events Resources Clinical Characteristics and Treatment of Immune-Related Adverse Events of Immune Checkpoint Inhibitors ACCC Immuno-Oncology Census

Are you using Polars for your data science work? Maybe you've been sticking with the tried-and-true Pandas? There are many benefits to Polars directly of course. But you might not be aware of all the excellent tools and libraries that make Polars even better. Examples include Patito which combines Pydantic and Polars for data validation and polars_encryption which adds AES encryption to selected columns. We have Christopher Trudeau back on Talk Python To Me to tell us about his list of excellent libraries to power up your Polars game and we also talk a bit about his new Polars course. Episode sponsors Agntcy Sentry Error Monitoring, Code TALKPYTHON Talk Python Courses Links from the show New Theme Song (Full-Length Download and backstory): talkpython.fm/blog Polars for Power Users Course: training.talkpython.fm Awesome Polars: github.com Polars Visualization with Plotly: docs.pola.rs Dataframely: github.com Patito: github.com polars_iptools: github.com polars-fuzzy-match: github.com Nucleo Fuzzy Matcher: github.com polars-strsim: github.com polars_encryption: github.com polars-xdt: github.com polars_ols: github.com Least Mean Squares Filter in Signal Processing: www.geeksforgeeks.org polars-pairing: github.com Pairing Function: en.wikipedia.org polars_list_utils: github.com Harley Schema Helpers: tomburdge.github.io Marimo Reactive Notebooks Episode: talkpython.fm Marimo: marimo.io Ahoy Narwhals Podcast Episode Links: talkpython.fm Watch this episode on YouTube: youtube.com Episode #510 deep-dive: talkpython.fm/510 Episode transcripts: talkpython.fm --- Stay in touch with us --- Subscribe to Talk Python on YouTube: youtube.com Talk Python on Bluesky: @talkpython.fm at bsky.app Talk Python on Mastodon: talkpython Michael on Bluesky: @mkennedy.codes at bsky.app Michael on Mastodon: mkennedy

Rep. Pryor (Dem. District 94) joined the show to talk about AES's plan on increasing their rates and how it will negatively affect Hoosiers. See omnystudio.com/listener for privacy information.

In this freestyle riff from the Culture Over Quota series, AJ gets deep on two overlooked truths in modern sales orgs: span of control and change readiness. How many AEs can a leader actually lead well? And when new markets, products, or pivots hit the roadmap—are your people built to bend or break? AJ explores the hidden impact of ego, strategy fatigue, and team misdesign. Drawing from real-world scars, he shares how to spot when your team was built for phase two, not from the mud, and why org design and leadership development must move in lockstep with go-to-market ambition.If you lead with heart, data, and the nerve to challenge the norm—this one's for you.

Service excellence emerges when businesses solve problems others avoid tackling. This week I spoke with Zohra Shroff from Sealink Logistics, a freight forwarding company that started in 2005 from a one-bedroom apartment in LA. Zohra joined the family business in 2006 and has helped grow it into a comprehensive logistics provider. Our conversation walked through the complete journey of shipping a container from Houston to India. Zohra detailed every step of the freight forwarding process, from initial customer vetting through final container return at destination. Their technology platform allows customers to book shipments, track cargo, and manage payments through their mobile app, maintaining this edge for over six years with live tracking and monthly rate updates. Their approach evolved from simply moving freight to becoming a complete logistics partner handling sea freight, air freight, and domestic transportation under one portal. When customers face problems like container mix-ups or space constraints, Zohra's team works directly with steamship lines to resolve issues rather than leaving customers stranded. This service model applies to any business where customer problems become your competitive advantage. When others walk away from complex situations, stepping in to solve them builds lasting relationships and premium pricing power. The freight forwarding industry reminded me that behind every simple transaction sits a web of coordination most people never see. Zohra's passion for helping customers navigate these complexities shows why service businesses thrive when they embrace the hard parts.     SHOW HIGHLIGHTS I explore Sealink's journey as a logistics company founded in 2005, emphasizing its deep family roots and innovative approach to the shipping industry. I discuss the complexities of the international shipping process, including filing shipping instructions with US Customs and securing an AES number. We highlight the challenges and financial implications for shippers when consignees refuse to pick up shipments, emphasizing the importance of financial due diligence. In our conversation, we examine the role of freight forwarders and the critical importance of service levels and customer support in the logistics industry. We delve into Zohra's entrepreneurial journey, from the jewelry industry in India to co-founding Sea Link in the U.S., illustrating the courage and determination required for such ventures. She provides insights into maritime routes and their impacts on transit times, including the choice between the Panama Canal and the Cape of Good Hope.   Contact Details LinkedIn - Zohra Shroff (https://www.linkedin.com/in/zohra-shroff-383276172/) LINKSShow Notes Be a Guest About IC-DISC Alliance About Sealink International Inc GUEST Zohra ShroffAbout Zohra TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning Zohra. How are you today? Zohra: Good morning, I'm well. How are you I? Dave: am good Now. Are you calling in from San Francisco, or is that just a background you have? Zohra: No, it's just a background I have. Dave: Where are you calling in from? I am San. Zohra: Antonio Texas. San Antonio Texas. Dave: Yeah, soft spot for me. I went to high school in a suburb of San. Zohra: Antonio, oh, that's really nice. It's a great city, you know, small growing, not too big yet, but I guess eventually getting there. Dave: Yeah, Now are you a native of San Antonio. Zohra: I've been here almost 22 years now, so I think I am. Dave: Okay, and what about originally when? Zohra: are you from? Originally from India, Migrated to the US in the early 2000 and came into Jersey. Stayed there for a couple of years and then moved to San Antonio, Got married and moved to San Antonio. Dave: That's awesome. Zohra: So been here since then. Yes, so it's home now. Dave: That is great. So my wife is a native Texan. I'm what I choose to call a naturalized Texan. We have a saying. I got here as quick as I could. Zohra: I think I can say that now too. You know it's been wonderful, and it's home now. So yeah, it's great. Dave: That is great. So tell me about SeaLink. When did the company start? What prompted it to start? Who started it? Kind of a whole story. Zohra: Sure, sure, definitely. So. Sealink was started by Shaizad. He is my cousin and the forwarding business has been in our family for three generations now. Okay, india. And then my father took it over in the early 80s and 90s and then Shaizad joined him as well after he graduated from college. So he worked in the Indian market on at that point we used to do a lot of brick bulk vessels and we used to do containerized vessels as well. So that's how it all began. And then when Shaizad moved to the US I want to say in 2001, he was working for one of the forwarders and stuff for a few years and then he decided that we should, that he should start on his own. So he started Sealink in 2005 from LA, from his one bedroom apartment, just handling freehand cargo that our sister company back in India was anyways consigning to different agents in the US. And so then we took over that business and that's how we started. And then from there we are here today, grown to a fully export plus import oriented forwarder. So I think that's awesome. Dave: And when did you join the company? Zohra: I joined very early on 2006. So it was yeah, not very late on, so started in 2005. I joined in. I think we were September 2005,. If I'm not mistaken, I think I joined March 2006. Dave: Okay, so Shaizad gets credit for the first six months. Zohra: Yes, Shaizad gets credit for it. Dave: But you get credit for all the growth starting in 2006, right? Zohra: I wish I could take all the credit, but he is a visionary. He is a visionary and without his vision or without his farsightedness on you know what like, we don't want to just be called a forwarder. I don't like saying Sealink is just a forwarder. Because of that, because of his vision, I think we are so ahead of the market in terms of our competitors also and in terms of our vendors also, like overall, I think, for the shipping industry. I think we have it one notch up at, I think, at any given point. You know, just because we have because of his vision. I should again say that, because of Shaizad's vision of not only moving freight but making sure that we are giving service with the service industry and also making sure that we are making sure that we are giving the standard of service with the competitive rates at all time, and I think that is one thing that puts Seelink above. Of course, our technology is our greatest selling point. We've had our app I think so for over six years now six to seven years and you can do everything on our Seelink app you can book, you can give your documents, you can download an invoice, you can download an invoice, you can pay an invoice. You can track and trace your cargo. You can do everything on that app so you are not stuck to see that. Okay, what is going on on my shipment? You know where is my shipment. Why do I need to like hassle bustle and call somebody and someone's not answering the phone? So we have live tracking and tracing that shows on your website that your that your shipment has been delayed or there is a vessel delay or there is a longer transshipment hold. All of that information is available on our app, ready to go. Every month we update our rates so the customers know that in February, if my rate from place A to place B was $500, then we know that March 1st that rate is either going to be $400, depending on the market, or $600. So they have visibility of all of this, which is giving them ease of business. They can make their deals. They can look and then get a figure that, okay, you know what, my freight is going to be so much and my material is going to cost so much. This is what I need to do and this is how I can sell. So we give them all that information. Also, not only we are providing a sea, water services or sea services, we are even providing air freight, we are providing domestic, we are providing trade services. So, for example, if I have a customer who wants to move from Atlanta, atlanta into into Moondra, so I have a rate through the vendor from Atlanta to Moondra to Mundra, so I have a rate through the vendor from Atlanta to Mundra. But if he has a facility in Duluth, atlanta, and then wants to get into on the rail, so we provide that drage service as well. So he can put in his zip code that I need to pick up from so and so zip code, take it to the rail and then it'll go out, you know. So we provide that part of draGE as well, which is really helpful for our customers if they want to go ahead and offer that to their suppliers or to their clients as well. So everything is under one portal and easy access. That's what I can say. Dave: That sounds great. So even though I've been in this business for 20 years, working with exporters, I never really understood how the freight moved. So what I would love for you to do is let's imagine that I'm a brand new scrap broker, scrap metal broker, and I have my first load ready. It's in a container and it's at the Port of Houston. And so let's just imagine like, help me just understand all the steps. So I call you up and I say, zohra, how I've got this uh load of uh of scrap metal at the port in houston and I need to get it to uh, um, what would be a good, a good port in india. Zohra: That that, mundra, let's say. Dave: Let's say, so, walk me through like all the things that that like, just walk me through all the steps that have to happen okay. Zohra: So initially, if I'm onboarding a new scrap customer, we we have an onboarding process that goes into place. You know we we run their credit scores. We, you know, ask for references, we make sure the company is in good standing. Because we do all these thorough checks? Because in the end we don't want a long standing container in some other country where then Seelink is responsible. So we have a thorough vetting process. So it's not like you know, somebody didn't just come to me and say, hey, you know what, I want to move one box of scrap and please help me. It doesn't work like that anymore Because you know there has been so many people who have not done the right thing while moving metal scrap. You know they say that it is metal scrap, but they load something else and it happens. It's just the way the industry is right. So, first and foremost, when we onboard a customer, there is a whole onboarding process. We go ahead, we make sure that the customer is vetted completely. For some reasons, if there is no scores, we ask them for their financials, three years financials and sometimes we even ask for a deposit, depending on the situation of the customer. That's how our onboarding process works. Once the onboarding process is done, then they can go on the website or the app and they can see what port pairs they are moving this freight on. Now, for example, if they are buying from Houston and they want to move from Houston to Moondra, they will plug in on my website Houston to Moondra 120 footer metal scrap and they will see all the steamship lines that I have rates on. It could be MSC, maersk, capagloid, you know all of these top three, four lines where I can say that, ok, this is what your price will. If you want to ship with Maersk, your price is A. If you want to ship with MSC, your price is B. It will give them the transit time. Some of the shippers are very, very, very, very concerned about the transit time. Shippers are very, very, very, very concerned about the transit time. It depends on what they're shipping. If they're shipping ferris and it is, like you know, maybe five boxes they might not be very concerned. But if they're shipping non-ferris, they might be like okay, zohra, I need a 45 day transit. So then I'm telling them okay, choose Maersk or MSC, because their transit is somewhere between 45 to 46 days, you so so let's say so. Dave: Let's say I pick mursk mursk. Zohra: Yes, so then you go on my app and then you hit book. Once you hit book, I get a notification saying abcd has made a booking request from houston to mundra for next week's cutoff for 120 footer. I come inside, I come into play, my team goes ahead, makes the booking on Maersk and turns it around and about. I want to say we want to try to keep it under two hours, so we go ahead and we send a booking confirmation that has all the information of this load. So, the customer exactly knows that, okay, this load needs to get picked up, the empty container needs to get picked up at Bayport Terminal. Okay, once the trucker picks it up at Bayport Terminal, they go to their facility, they get it loaded If the customer is doing their own trucking. If the customer says, or I don't have a trucker in Houston, do my trucking, then I'll offer him, I'll say give me your zip code in Houston, I'll give you a dredge rate and then I can go pick up, schedule your trucking. So I will schedule the trucking, get the container loaded, bring it back to the port, return it loaded at the port and then from there it will sit on the port on the day of the cutoff and then from there we will go ahead and make sure that it gets loaded on the ship. There. We will go ahead and make sure that it gets loaded on the ship. Now, that is where the whole process is working in terms of getting this container into the port. Now, once it's into the port, then it is the customer's responsibility to go ahead and send me shipping instructions. Who is he shipping to? Who is his shipper? Who is his consignee? What is the container number? What is the weight. What is the weight? What is the seal? Dave: is there a name for that set of documents? Zohra: yes, it's called shipping instructions the shipping instructions. So those shipping instructions are given to, given by the, the customer, to us. We go ahead and we put it. Dave: I'm sorry, I don't mean to interrupt. I just really want to make sure understand yeah so those instructions? Is that done electronically through your website? Zohra: We can do it electronically. There are lots of customers who send us emails also, so, however, they are comfortable. Dave: Okay. Zohra: If they feel comfortable, there is a way on our website to go ahead and save their shipper and consignees as well, so they can just click, click and say that, okay, this is my shipper, this is my consignee, and then they just change the container name or the container number and weight and seal number. Dave: Okay, so I've given you the shipping instructions. Zohra: Yes, Now you've given me the shipping instructions, I'm going to go back and send you. I'm going to put everything on the BL and I'm going to send you a draft bl. I'm going to say, hey, this is what your draft, a draft bl will look. So you will go ahead and get a draft bl from ceiling and you will check everything your shipper, your consign what is bl? a bill of lading okay yes, the bill of lading, but this is a draft copy, okay, so we, so we can still make changes. If you say, oh, you know what, I don't want to write metal scrap, I want to write heavy metal scrap. So can you edit that for me? Or if your consignee says you know what, I want to add a notify party, so we're going to be like, ok, we'll add a notify party. So we send you a draft copy and stuff like that and we tell you that, okay, please look at it thoroughly, this is what your draft, this is what your bl is going to look like. Okay, so once they check everybody is in order, we go ahead, we take and we file those shipping instructions with the us customs. We tell them that, hey, this person is shipping this cargo from here to here. These are the details. And then we file the entry into the US Customs. They come back with an AES number for us where it is that OK, you know what. The customs has approved your shipment. This is your AES filing number and now you're good to go. Dave: And what does AES stand for? Zohra: It's an automated uh-oh export system export uh automated export documentation okay, yeah yeah. So it's like uh, it's like an ams that you file from the import side, and where does the and then the uh container number? Is that going to be? Dave: in shipping instructions yeah, so it'll still end up on the bill of lading. Zohra: Yes, yes, everything. All this information, shipper consignee, container number, weight, seal, what commodity you have shipped. Everything will appear on the bill of lading, All of this instructions, so everybody has clarity on what has shipped, who has shipped and where is it going. Dave: Okay. Zohra: Also, and if Seelaling has done the trucking for this customer, then I'm not even asking him for the container number because the trucker will give me. He's my trucker, so he's going to be like hey, I pulled this container number. Once I load it, I'll give you the weight and seals. So once we send out the draft BL, it is approved, we go ahead and we send all the information to the Steam ship line, whichever vendor you chose, and we file everything. Dave: We ask the Now where does it, I'm sorry. When does it ship? From being a draft to being a final After the customs process? Zohra: After sailing, after sailing. So once the customs is processed, we have all our information. Once the shipment is sailed, then the steamship line will be like okay, your shipment has sailed, Everything looks good. This is your original bill of lading. Dave: And sailed is a reference to 200 years ago, right With ship that sails Does it? Just mean it's departed the port. It has departed the port, yes. Zohra: So once it is sailed and then after, I think most of the time, they give us a draft in two days of sailing. The original bill will come out in two days of sailing and then from there, once we have the original bill, the customer does have a choice that if he wants a complete set of original bill of ladings, so that means that's a paper copy, or else he wants a telex, which would be an electronic copy. And then he can say that oh, you know what, I don't mind, my consignee doesn't mind a telex release. So if you can go ahead and update this to a telex release, and is the telex? Dave: is it truly going through the old telex system or is it just being electronic? Zohra: It's through the old telex system or does it just mean electronic? It's just meaning electronic. There's no funny how the language just stays around. Right, yeah, okay, all right, so go ahead. Yeah, so once. So then they have a choice to either have some of the guys if they have an lc, they would like the obl so that way they have control on the cargo, they have control on the money, and then they release the bills once they get paid and if they are confident, if they are a regular shipper and a regular consignee, they might go in for a telex release which is just electronic Gotcha. Dave: So then it leaves Houston, and I'm guessing does it go through the Panama Canal. Zohra: Depends on the routing. Some go through the Panama Canal, some do not, so it just depends on what route the steamship line is taking. Dave: I'm just curious. So if it's going from Houston to Moondra, I mean it's got to get around South America. Zohra: Yeah, yeah. So it would go through the canal and if not, because of all the issues that we're going through now, a lot of steamship lines have been routing it to the Cape of Good Hope. Dave: So they've been going that direction, that direction Around Africa. Zohra: Okay, yes, yes, so that makes it a little bit transit longer, but just the safety was more important at that point. Dave: So a lot of routes. Zohra: At least it's a predictable amount of time even though it's longer, and so if it goes, around Houston to Mondra by the Cape under Cape of Good Hope. Dave: How many days does that typically I? Zohra: think it added. I think it added 15 days to the transit. Dave: So what would that? Be total transit so about 60 days about 60 days. Zohra: Yeah, so I think first it was 45 days and then it became 60 days when they were doing, uh, the cape of good hope. Um, I and you know what, sometimes it even is a little bit shorter. I did see a couple of vessels that were doing 55 days also. So I think it just depends on you know how, how how delayed the vessel is, or if there is any any issues on any transshipment ports and stuff like that. So sometimes it's hard to say if it's going to be like anywhere between 40 to 60 days okay, so now it's on the water, is there just no activity at this point? Dave: is there any? Zohra: hopefully you don't want any activity, you just want everything to be good. But there are things that happen, like you heard about the Baltimore issue that happened early last April. I want to say it's going to be a year that everything was good to go. The vessel was ready to sail and it hit the bridge right and that was disastrous and that lasted for six months. Containers, fellers, fell in the water and you know some got damaged and then you know those things. Yeah, we don't want those things to happen, but of course it is. It is an inevitable. Like you know, hazards happen sometimes, so you would want that. Dave: Yeah, I'm sorry. Yeah, I'm sorry. I know you know this really well and so I'm sorry I have to keep stopping you for such basic questions. Zohra: No, no, not at all Do the containers these days. Dave: Do they have any electronic tracking on the containers? Zohra: Some do and some don't. Okay, so the ones that do like. Dave: Is it RF tracking or a different type of electronic tracking? Zohra: I don't believe they have an RF tracking. Most of our containers do not have a tracker because the lines will only give us 10 plus old, 10 plus year containers to load scrap, I see. So we don't get the nice fancy containers. So, most of us are not trackable. Okay, so my scrap load, load. Dave: It's not being tracked but it's on the boat it's on the boat, and so it's sailing, and then now it shows up in mundra. And what happens now? Zohra: so once it shows up in mundra, the steamship line that you have picked is going to send an arrival notice, five to seven days, to your consignee in India or your forwarder in India, whoever you have put on the BL instructions, so you will get an arrival notice. Dave: Now will you be? Will you be the forwarder in India? Zohra: No, no, we do have our own office in India, but most of metal scrap moves on a master bill, so there is really no requirement of a forwarder per se needed when your shipment reaches destination. Dave: They just need a broker and they can clear their shipment and pick it up at the port. Okay, so the ship arrives, and then that starts the arrival notice. Time clock. Zohra: Yeah. Dave: From the time it's actually lands. No, so the arrival notice you will get from the time it's actually lands? Zohra: no, so the arrival notice you will get five to seven days before arrival. So it gives you it gives you ample of time to say that okay, you know what my shipment is coming in. Let me get my docks ready and file it with the Indian customs. Because you can file, I want to say, four days before your shipment is arriving. Dave: So you're not scrambling, and how do we know that the ship is five to seven days away? Zohra: Is there tracking of the ship? Yes, yes, you can track it. Dave: Does the captain get on the radio? Call Zohra. Yeah, hey, I'm about five days away. Zohra: Yeah, no, so the shipment can be tracked on the steam ship lines website also, and plus on ceilings, on ceilings website as well. so you, will see, definitely that your shipment is arriving in three days or five days. If there is a delay, it will blink red and say that hey, there is a delay. And then when you get your arrival notice from the steam ship line, also it will have a date of arrival. It will be like, okay, you know this shipment is arriving on so and so date, so you are prepared that. Okay, you know what. My shipment's coming in five days. Let me get all my documents ready. Dave: Let me have it send it to my broker, you can start and you can start the process with the india customs four days before. I want to go four to five days before so that way, when the ship lands, the you can you already have your entry done and you already know that. Zohra: You know there are no holds of customs and you've paid your freight and you can go along and say that, okay, you know what, I just need the ship to berth. Once they unload my containers, then you know I can just send my trucker to go pick it up. Everything will show green released. You know, unless they have not paid ceiling, then I'll hold the cargo. Dave: Yeah, okay, and help me understand, because I'm an accountant by training. Help me understand the payment of the shipping. At what point do I pay for the shipping? Zohra: Okay, so we have. I want to say 90% of our customers are cash customers. So, when they need their original bill of lading after sailing. We generate an invoice after two days of sailing most of the time, because the line will give us a BL and an invoice in a couple of days. We go ahead, we generate that, we give it to the customer and when he wants to release his shipment he makes a payment to us. So whether it is an OBL or a DELEX, it doesn't matter. When he will tell me okay, zohra, he can go on my website and say release bill. He can go ahead and it will show him that you owe so-and-so amount for this shipment in order to get your release. He can go make a payment and then within 24 hours he will get a release from us. Dave: Okay, Because without that release will the Indian customs not unload. Zohra: No, the Indian customs doesn't really have any control on that. The Indian customs is only getting involved, saying, okay, I have a vessel that has 200 containers coming into India. I need documents to just make sure that it is what they are claiming it is. So they don't have anything to do with our BL release. They only work with customs release. So if I said that I have moved metal scrap and if there is battery in that box, that's a flag for the US customs and I mean for the Indian customs and they will be like I'm going to hold this box. So at that point that box is on a customs hold. Customs will not worry about a BL hold. There are two types of hold. One is a BL hold where either I or the steamship line is holding it for payment, holding it for payment, and then the customs hold is because there is an exam or there is some kind of uh inspection they want to do on the container or if they find some misdeclarations and stuff like that okay yeah, okay, yeah and then, so it shows up, it goes through customs. Dave: Uh, the freight forwarder there puts it on a truck, yeah, and then the truck goes to the warehouse or wherever they need to originally drop. Zohra: They go ahead, they unload the goods off the container. They make sure everything is weight and the weight is matching to what they had claimed it was. Sometimes the weight has shifted or sometimes they feel like, okay, the weight is less, then internally they will file a claim. It doesn't happen a lot, but some things sometimes do happen. And then, once the shipment has been unloaded, they have to make sure it is their responsibility to return the empty container back to the depot. So, once this empty container is returned back in India, that's when my shipment is closed here. Dave: That okay, you know what. Zohra: My empty container has been returned. This has been picked up. Everything is good, payment is good. We are good to close this file. Okay so one file can be open anywhere from 45 days to 60 days, okay, and then if you have issues with that shipment, then it can go longer. If the consignee refuses to pick up the shipment, the consignee abandons, you know, the shipment and says, oh, I don't, I don't have money to pay for it, I can't pick it up. That's when we get into different problems. You know that. Okay, then we need to figure out what we want to do and we all have to keep in mind that every country, every destination country, gives you a few days of free days. So when my shipment arrives in India with my contracts I have 14 free days. So for 14 days I'm not going to get billed for that container sitting at the port. But on that 15th day the clock will start and then, you know, all those charges for demurrage will start occurring for port charges, and then that becomes an expensive, you know, charge that will be billed back to the shipper here because he will have to take accountability of why his consignee didn't pick up the shipment or whatever happened. Dave: You know, and this is part of why you do your financial due diligence on the customers, because you need to make sure that they're a solid business. Solid business, the customer is going to pick it up. Yeah. Zohra: And sometimes we do the due diligence on the shipper part and you know we don't really know what the consignees are in different countries. So now we've started even collaborating with the US customs and you know we run the consignees also through our AES system and if there is like a faulty consignee, then that gets flagged in our system. This is something very new that we have started and we are proud to say that now we are going to run them also to make sure that you know what. There is utmost ease in this process, you know, not to say that when I run the check he's a good consignee and then in the 30 days or the 60 days of the transit something went wrong. Right, I'm not saying that's not going to happen, but at least at the time of the shipment we know everything is a green check, you know. So that's one extra step that we have started taking now, because of so much long standing in different countries are happening due to consignee abandonments. You know, people not paying the banks, lc issues, frauds, people have said that, oh, they are going to do it and then they don't do it. So because of that we are trying to do this extra check where at least the shipper is also at ease. We are also at ease at the time of shipment, and we have this great tool that the US customer is offering us, and so we've started using that as well. Dave: Okay, yeah. So let's instead imagine that this first container is by a friend of mine. Let's say he tells me oh Dave, these freight forwarders are just so expensive, I'm just going to do this all myself. Sure, I would say to them good luck, yes. I would say good luck, because this sounds like an impossible thing to try to do on your own Virtually impossible. Zohra: So a lot, a lot of customers or BCOs that I can say is like the direct shippers, like, of course, the Walmarts and the targets they have, they have a shipping department that does this, of course. But if you have, like, a small trader who's sitting out of Houston or probably New York, it is not worth his headache to do this, because there are lots of small nitty gritty things that are happening along the way, like, for example, I gave you this booking, okay, from Houston to Moondra. Now you have arranged for a trucker, the trucker is trying to pull an empty and my booking is not on file. Okay you are sitting and making a phone call to that line saying, oh, my booking is not on file. I have a trucker. Your trucker is charging you $65 because he's in line for an hour, gets to the terminal and the booking is not on file. I have a trucker. Your trucker is charging you $65 because he's in line for an hour, gets to the terminal and the booking is not on file. They're not going to let him wait there. He will have to go back in the line. So doing business with a forwarder is bringing you ease of these kind of kinks that are going to cost you financially. It is going to cost you a $65 dry run fee or a $65 detention fee for that guy to turn around and stand back in the line With us. We go ahead and we make sure that their booking is on file. Most of the time the depots are filled with containers. And again, I'm not saying that things don't happen. Of course things happen. But if you are a guy who's moving five to seven boxes a week, you don't have the time to sit and call for every booking and say, hey, is my booking on file? Is my trucker standing there? Do we have chassis, you know? Do the container depots have containers mounted on chassis? Do I have to take my own chassis? What's going on, at least with with us? We are telling them okay, your pickup is here, your booking is on file, go ahead, send the trucker again. Sometimes, when the trucker is there, some things happen. Then we can go ahead and fix it. I just feel like, because we are, our relationships are so much more deeper with the lines, you know what we can try to solve problem faster than someone trying to do this first time on their own or even if they've been in the business. Because these are painstaking things you know, like getting appointments to return. Like APM terminal in New York, it is a nightmare right now. It is a nightmare to get an appointment to return your box. So think about it. It. You pulled a box, you loaded it. Now you need to return it and your trucker is trying to get an appointment right and everything is showing full. Your cutoff is tomorrow. So you know those kind of hassles come in, which all come with the financial costs, and I'm not saying that you know what. Every time we will be coming to the rescue, but I feel like we have. So we have a good leverage to come to solve your problems, to make it easy to ship for you guys. You know our job is to make it easy to ship and you can have, you can have, you can be stress-free and you can concentrate on the growth of your business instead of worrying about how one container is going to move. You know yeah now, that's where we come in well, you've sold me. Dave: When I, if I ever get into the scrap metal business and ship to mundra, you'll be the first call thank you now I understand this now. This may be shocking, but I understand that there are other freight forwarders besides Sealink. Oh yes, oh yes, but help me understand, though I imagine that on the surface it's funny. Every business like when you're an outsider, it looks like a commodity, right, you know, it just looks like they're all the same. So if you don't know anything about, I don't know whatever like, let's say, farming equipment. To me, all farming equipment looks the same. I'm sure there's differences between them. Some do better at some things than others. Some are more expensive, some are cheaper, and so I'm sure that it's like that in the freight forwarding world. So give me an example that it's like that in the freight forwarding world. So give me an example. I'm sure that from time to time you get a call from somebody and says Zohra, my current freight forwarder dropped the ball once again and I'm fed up with them. I want to start using you all. Let's think back to maybe an example of that. And of course you don't mention the customer name or the prior freight forwarder. But what's a typical fact pattern that makes them shift from somebody else to you all? Zohra: so in in all these years of of me being at ceiling, the the majority people turn back to us is because of service levels. If there is a problem, I'm not going to run away. I'm going to sit with my customer, explain to them that this is an issue and we need to work together. It is going to cost. Let's come to that understanding that it is going to cost. Am I going to do my very best to make the cost minimal? Yes, yes, of course, though I know that the customer is at fault or the trucker is at fault, it doesn't matter. But we at Sealing believe that we are not going to haggle our customers when they are in problems to make a quick buck. We're not going to do that. We are never going to do that. So we make sure that if a customer is stranded like I'll give you an example right now, I have a situation I have a booking from A-Line Okay, and we got a container loaded. Okay, we got a container loaded. When the container got returned at the port, we got an email from the A-Line saying hello, this container doesn't belong to us. So then we started digging. We started digging, we found out that my customer had used another forwarder's booking for a line that ceiling doesn't work with. Okay. So there are seven, eight vendors we work with and two, three vendors we don't work with. Okay. So now I have a situation where I have a container loaded sitting in the port which my line is saying Zohra, I can't move it, it's not my box, I can't on hire this box because they won't let me. Though it is a partner box, they won't let me. You need to go to this line and figure out what you want to do. Now, zohra or ceiling doesn't work with this line. And my customer is frustrated because his forwarder, who gave him this booking, is saying oh, I can't do anything. You pulled a box now and my booking I gave it to somebody else so that booking is full. Now okay so now he has no space to accommodate this box here, okay, okay. So I'm not going to tell my customer. Oh, you know what? You got a booking from another forwarder on a line that ceiling doesn't work with. You figure out your stuff, because this container here is already accumulating demurrage, sitting sitting on the boat, which is $250 a day. So now yesterday what I did is I called the line that I don't work with and I gave them the whole rundown. I gave them the container number. I told them see, this is what is going on. I understand we don't work with you guys, but can you go ahead and help us? So yesterday they said okay, you know what, we can help you all. We are going to try to see we can reach out to the other forwarder and increase his booking and make sure that this can get returned at that point. Would that that other forwarder should have taken that step to help his customer, who is also my customer, but because of the service failure, or because maybe he doesn't, he was not able to understand how to problem solve this or troubleshoot this, or probably he just didn't have the resources to do it? I don't know. But if my customer came to me and is stranded. I am going to offer that help. I'm not going to be looking here to make a quick buck and say, hey, I don't work with this guy. Pay these 200 demurrage or go ahead and dray out the container. Pay $900 to dray out the container and then go back reloaded in my Steam Ship Lines box. Dave: I see so what happened in that scenario? Zohra: So now today I mean this is very live. This just happened like two days ago. So now today, hopefully you know, the line that I'm not working with has talked to that forwarder and hopefully we have increased his original booking and now we can attach this container to his booking. Go ahead and tell that line. Okay, please move this. Tell my customer. Go ahead, I have increased your booking. Please go to your forwarder, submit your shipping instructions and make sure your container gets on water on the next vessel. You will have some demerit charges which you will have to settle directly with the port, so they had to find space on the line that owned the container. Yes. Dave: Okay. Zohra: Yeah, the line that owned the container. So right now, because of so much of vessel shiftings, right, every vendor in the market whether it is Maersk, hapag, lloyd, zim, msc, all these lines are relocating services, they're readjusting services. Someone is coming into a new alliance, someone has come out of an alliance. There are lots of new vessels come into the market, larger ships come into the market, so everyone is adjusting a lot of vessels. So that is why it is very space, a space constraint. Right now. There are blank sailings, you know, to make sure that these new services are well adjusted for april. So, uh, so that is why there is this space issue. If there was no space issue, right, there wouldn't be a problem I see the other forwarder could pick up the phone and get it right right and the containers are owned by the shipping lines yes, the container. Dave: That's why, when I see a railroad when I'm sitting at a rail stop yeah comes by. Zohra: I see the maersk yeah, the big blue, because that's one of their containers yes, a musk or any, or a costco hat bag, they they all they all own their containers. Yes, correct, wow. Dave: So how, uh, it sounds like you have to work 168 hours a week, I mean, if you're in the service business yeah, tell me if I'm wrong, but I think moondraw is on a different time zone. Zohra: Yes, yes, yeah it's almost end of working day for them right now. Actually, before this, I was on my india office call. We have our own office in india as well, so we have a call with them once a week to just see what's going on, how's business, what can we do to support from here. So they were already, like you know, getting ready to go home, because it's almost eight o'clock in the night over there so is it safe to assume that you, that eight to five is not the sole hours that you work? there is no eight to five in this industry. No, there isn't. Dave: No, I mean my business you know, is to somewhat the same way. I mean, what I tell my clients is all you need to know about the ic disc is my mobile number. Yeah, that's it. That's all you need to know. Just call me, I'll take care of it. Zohra: Yeah, that's how we are, that's how we are. Customers call us, whatsapp us, email us and we try to service. We try to service. We are in the service industry. We believe our service is, is on top and if, and and I'm not saying c-link is the cheapest, I'm not saying that even at but we thrive on it because we know that. You know our customers, and hats off to our customers. Their support has got us here and they are willing to pay us an extra $25 for what we offer. We offer the app, we offer the service. All my sales reps are very in touch with the customers. They just don't sell and then you never see them. It's not. That doesn't work here. You know we do trade shows. We see our customers there make it a point at least two times a year. We are seeing our customers. We have FaceTime with them. So it's not like you're going to like have a salesperson. Dave: They sell you a rate and then they are gone. It's not going to be like that. Zohra: Your point of contact is your salesperson. Of course we don't want our salespeople to get in operations which they don't. Their work is to sell. But customer is not going to feel like isolated saying that, oh you know what. So, and so was my salesperson at ceiling. They sold me a rate and now have all these problems and I don't know who to go to. You know that problem will never arise. Like you say that problem will never arise like you say that, uh, your cell phone number is what they need for us. It's just just email email me or email one of my reps, and you will get a response, like I can promise that well, you all have a booth at the rima san diego show. Dave: I'll be sure to stop by, will you be wow? Yes, I'm gonna be there I'll be sure to stop by. Oh, that'll be awesome, yeah, we do rima every year? Yeah, we've been doing it for the past several years now okay, yes, so uh, uh, wow, I can't believe how the time has flown. Zohra: Yeah, it's um, it wasn't that bad, like I thought it would, I know. Dave: So, so a couple, so last couple questions what? What do you enjoy the most about your job, like what's the most satisfying part of your role within C-Link. Zohra: Helping my customers. Dave: Okay, I had a feeling that was it? Zohra: I really, really find it satisfying when I see an email saying you know, thanks, Zohra, you saved my life, you know, or you know like. Dave: Chad, he's our sales director. Zohra: You know, thanks, zohra, you saved my life, you know, or you know, like Chad, he's our sales director. You know he'll send out an email saying, okay, you're a miracle worker, not to me, but to my teams as well, right, because sometimes it's, it's very frustrating to get small things done right, and when that small thing gets done, then everything flows. So I feel like once you get them that ease, that, okay, now their cargo is going to flow. I feel, I feel satisfied, my teams feel satisfied, right. So I think, just helping out and making sure we are there, that's, you know, that's, I think, is very important, because if you're missing in this chain, your customer is just going to be stranded, you know. Dave: Yeah, no, that makes makes sense. So last two questions. So one's kind of serious and the last one's fun. So the serious one is um, if you could go back 20 years, and what year did you say you came to the uS? Zohra: I came in 2000. Dave: Okay, so if you could go, if you had a time machine and you could go back and you could give advice to yourself back in the year 2000, what advice or pep talk or insight, would you tell yourself? Zohra: you tell yourself that I should have started this earlier. I did. Dave: I don't know why I waited till 2006, okay, so yeah that you know that's the answer that every client gives yeah, that they, they didn't start the business, or they didn't do this because they were afraid or there was risk or whatever. And the advice they always, almost always, give is don't be afraid, take the risk, do it. Zohra: Yes, yes, I agree. So I'll give you a little background. So before I joined Shaizad, I was working at a wholesale jewelry place. We had, you know, huge wholesale and we had a lot of mexican um imported jewelry. You know, we used to sell a lot like. It was a very different, different field altogether. We used to supply to all the big stores and stuff like that. And then when shazad started this, you know, he told me he's like I don't know if I can, like we'll be able to afford a salary, or you know how it's going to be, because I'm just starting and and and we don't know. You know how it's going to work because right now I don't have overhead expenses. So think about it, right. So, like I said, he's a visionary, right. And he just told me one thing he's like I promise you that you will not regret, right. And at that point I feel he, he was all. He already taken the risk, he had already taken the risk, he had left his job at at another forwarder and taken the risk to start this. And when he told me that you know you won't regret, I just I just took the leap of faith and said you know what? This is it. If I think I would have like thought a little bit more and said, oh, I won't. I don't know how I'm going to replace my income or what's going to happen. I don't know if this is going to work. I feel like maybe we wouldn't be here. So I think sometimes you just take that leap and then leave it up to the big man up and I think it all works out with your hard work. But you have to put in the work, I feel. Dave: Sure, that is great. Well, my last question, a fun one. So in Houston we have a thriving Indian community and I have a lot of great Indian restaurants to choose from. So two questions. One if you want really good Indian food in San Antonio, do you have to go to your kitchen? Zohra: Or are there some good Indian restaurants in San Antonio? Actually, now there are a couple of good Indian restaurants in San. Antonio, I can say that you know. Dave: Because I'm guessing the Indian population in San Antonio is a lot smaller than Indian. Zohra: Yes, it is a lot smaller, but I can now say if you would ask me this five years ago, I would be like nothing my kitchen but, now I can say actually we just went to one day before yesterday and it was pretty nice. Dave: So yes, yeah, I think I am heading to Houston, uh, next week. Zohra: so I'm going to make it a point to go to one of the nice restaurants Indian restaurants to know, get some food, that's great, which I think. Dave: I think the yellow curry is my favorite. What's your favorite curry? Zohra: I think I'm not very fond of curries, but I think I'm not a big. I'm not a big curry person, so, but I think my favorite Indian food would be biryani. Dave: Okay. Zohra: Yeah, the rice with the meat. Yeah, yeah, I think that that is awesome. Dave: Well, Zohra, thank you again for coming on the show sharing your story, the SeaLink story and uh and sharing your passion. It really comes through that you and uh and Shaizad both have a passion for serving your customers, and that's really. It's always fun to hear that somebody's just really enjoying what they do. Zohra: Yes, yes, thank you. Thank you for having me and thank you for letting me talk about sealing, and I hope that whoever listens to this, you know, comes to us and uses us. Thank you. Dave: That sounds great. You have a great day. Zohra: You too, you too. Special Guest: Zohra Shroff.

In this episode of Hold Your Fire!, Richard is joined by Crisis Group's president, Comfort Ero, and Sahel director Jean-Hervé Jezequel. He first speaks with Comfort about her recent visit to Mali's capital, Bamako, and her reflections on the diverging political trajectories of Sahelian countries. Richard then turns to Jean-Hervé for a closer look at Burkina Faso, Mali, and Niger, which formed the Alliance of Sahel States (AES) after breaking away from the regional bloc ECOWAS last year. They examine the sovereignty narrative promoted by the military regimes and the risk of growing public frustration as economic and security conditions stagnate. They also talk about the jihadist coalition JNIM, which has stepped up attacks on towns and cities in the region. They explore the group's goals, leadership and the, for now, seemingly remote prospect of talks as military leaders prioritise military operations. Finally, they touch on how the AES countries' foreign relations may evolve amid shifting regional dynamics.For more, check out our EU Watchlist entry “Defining a New Approach to the Sahel's Military-led States” and our Sahel project page. Hosted on Acast. See acast.com/privacy for more information.

After a health break, we return in this episode to consider the Nigerian president's report card halfway through his term. Is he the bold liberalising force Nigeria, nay Africa, has been waiting for? What can be said of the achievements and limitations of Tinubu's domestic and foreign policy direction, two years into his tenure? We discuss his efforts in comparison to his predecessor and in the context of Nigeria's 40 year romance with neoliberalism.The conversation also considers BAT's foreign policy achievements and mishaps, especially in respect to the emergence of AES, his stance at the head of ECOWAS and his relationships with Washington and Paris. We also examine the possible oppositions to his re-election and the possibility of the rise of a popular mass movement against another tenure. Why isn't Tinubu easier to oppose? How much more neoliberal can we get? Who will survive in these Tinubu times? Listen and find out what we think.

Dans cet épisode nous recevons Joël Té-Léssia Assoko, journaliste économique, anciennement rédacteur en chef économie de Jeune Afrique.Joël nous présente son premier essai "Enterrer Sankara". Cet essai, au titre provocateur, propose une critique acerbe de la réactivation du mythe Sankara pour justifier des politiques économiques démagogiques, notamment menées par des régimes militaires sur le continent, menant les pays en question dans l'impasse. Enterrer Sankara est édité aux éditions RiveneuveHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Hour 3 Segment 1 Kendall & Casey starts the final hour of the show talking about the big, beautiful bill. They also talk about a North Vernon man organizing a meeting to address rising property assessments. They later talk about the massive traffic jam yesterday after the Pacers gave out 5000 swag bags. Hour 3 Segment 2 Kendall & Casey talk about the Indiana politicians betting with Oklahoma politicians for the Pacers and Thunder for the NBA Finals. Hour 3 Segment 3 Kendall & Casey talk about Rob going to a town hall meeting yesterday in Brownsburg. Hour 3 Segment 4 Kendall & Casey wrap up another edition of the show talking more about the AES price increase. They also talk about not making the 2025 Indiana Broadcast Pioneers Hall of Fame. See omnystudio.com/listener for privacy information.

How can dentists help kids breathe, sleep, and grow better—even if the problem isn't the teeth? When should you refer, and what tools can you use right now in your practice? In this AES special episode, Jaz Gulati is joined by Dr. Liz Turner and Dr. Meggie Graham—general dentists who have evolved their practice with a deep passion for airway and whole-child health. They walk us through five real patients, including Jaz's own son, to show what airway dentistry looks like in the real world. From growth appliances and myofunctional therapy to inflammation control and ENT collaboration, this episode connects the dots between breathing and behavior, development, and even dental crowding. https://youtu.be/Y6EfufPd98E Watch PDP226 on Youtube Protrusive Dental Pearl: "Don't stay stagnant—keep learning, keep growing, and reinvent yourself every 5–10 years." Think of your dental career in seasons—explore new areas, refine your interests, and let go of what no longer brings you joy. This keeps your passion for dentistry alive and evolving. Need to Read it? Check out the Full Episode Transcript below! Key Takeaways Airway dentistry is a growing field that emphasizes prevention. Understanding airway issues can lead to better health outcomes. Dentists can play a crucial role in optimizing health through airway management. Health optimization is a key focus in modern dentistry. Interdisciplinary collaboration is essential for effective patient care. Functional dentistry addresses the root causes of dental issues. Children's airway health can significantly impact their development. Dentists should feel empowered to make positive changes in their patients' lives. Facial aesthetics can significantly impact self-esteem and health. Nasal breathing is crucial for overall health and well-being. Quality of life can be improved through better patient care. Breastfeeding plays a vital role in a child's development. Addressing sleep issues in children is essential for their growth. Understanding the connection between breathing and systemic health is vital. Highlights of this episode: 02:04  Protrusive Dental Pearl 04:08 Interview with Dr. Liz Turner 06:18 Interview with Dr. Meggie Graham 07:43 Personal Journeys into Airway Dentistry 16:26 ENT Referrals 21:55 Understanding Airway Symptoms and Treatment 26:10 Patient Case Studies and Treatment Approaches 36:46 The Importance of Nasal Breathing 45:30 Pediatric Airway Concerns and Solutions 55:09 Educational Resources and Final Thoughts

Hour 2 Segment 1 Kendall & Casey start the second hour of the show talking about Elon Musk not being in favor of President Donald Trump’s big, beautiful bill. Hour 2 Segment 2 Kendall & Casey talk about Indiana Governor Mike Braun saying he’s open to debate for the future of the death penalty. Hour 2 Segment 3 Kendall & Casey talk about AES wanting prices to increase. They also talk about a new sports bar in Indianapolis that only shows women’s sports. Hour 2 Segment 4 Kendall & Casey wrap up the second hour joined by Jason Hammer to talk more about their upcoming show tomorrow at Horeshoe Indy Casino in Shelbyville. They also talk about AES wanting price increases. See omnystudio.com/listener for privacy information.

Kendall & Casey wrap up the second hour joined by Jason Hammer to talk more about their upcoming show tomorrow at Horeshoe Indy Casino in Shelbyville. They also talk about AES wanting price increases. See omnystudio.com/listener for privacy information.

  Wow, did you know that the secret to Nooks' sales success is a surprising ratio of BDRs to AEs? They're breaking the mold and it's paying off big time. But how are they doing it? Find out in this podcast episode and prepare to be amazed. Stay tuned for the unexpected twist that's revolutionizing their sales strategy. Want to transform your outbound sales game and see genuine connections with prospects? Discover the solution that will boost your productivity and help you achieve these results. Let's dive in and revolutionize your outbound sales strategies. AI and Human Touch: The New Sales Edge Hannah Willson, CRO at Nooks, reveals how blending advanced AI tools with genuine human engagement is transforming outbound sales. By leveraging intent signals and AI-driven prospecting while maintaining authentic connections, sales teams can build stronger pipelines and accelerate growth. This is Hannah Willson's story, this week's special guest: Hannah Willson's introduction to the world of leveraging AI in outbound sales strategies stemmed from her role as the CRO at Nooks. It was her hands-on experience in coaching sales teams and her deep understanding of the challenges in pipeline development that propelled her towards exploring modern shifts in sales tactics. Witnessing the evolution of intent signals and the potential of AI-driven approaches, Hannah recognized the immense impact of integrating advanced technology with human-to-human engagement in sales. This realization kindled her commitment to embracing innovative sales techniques, positioning her as a trailblazer in navigating the dynamic sales landscape. Hannah's journey serves as an inspiring example for sales leaders, encouraging them to adapt and thrive in the ever-evolving sales domain through strategic utilization of AI and cutting-edge sales methodologies. Sales is changing so much right now. We have technology that we never had before. It's the organizations that are really leveraging that technology and still leveraging the human element that are the ones that are really accelerating over others. - Hannah Willson About Hannah Willson Hannah Willson, the Chief Revenue Officer at Nooks, boasts an impressive 20-year sales career, with a decade at a major publicly traded company and another decade at startups in the Bay Area. Her current role sees her driving outbound sales strategies using Nooks' comprehensive AI platform, including parallel dialers, AI bots for sales coaching, and AI prospector tools for automated list building and research. With her transition from being a long-time customer to now leading Nooks' sales team, Hannah brings a unique blend of firsthand experience and strategic leadership to the table. Her expertise in modern pipeline development and the fusion of technology and human touch in sales makes her a sought-after voice in the outbound sales landscape. In this episode, you will be able to: Master AI for outbound sales in order to revolutionize your approach and skyrocket your results. Cultivate a thriving calling culture that can transform your sales team's performance and boost morale. Embrace the human element in modern sales, a key to forming genuine connections and closing more deals. Harness intent signals for pipeline development that can supercharge your lead generation efforts and drive conversions. Unveil social selling best practices for B2B sales that can unlock new opportunities and expand your client base.   The key moments in this episode are: 00:00:00 - Challenges in Pipeline Development 00:03:16 - Hannah's Background and Nooks 00:05:10 - Hannah's Athletic Experience 00:07:21 - Shifts in Modern Pipeline Development 00:12:29 - Building a Calling Culture 00:13:34 - Importance of Building a Calling Culture in Sales Teams 00:15:34 - Importance of Sales Channels and BDRs 00:17:22 - Human-to-Human Engagement in Sales 00:18:22 - The Future of Sales and AI 00:21:55 - Evolution of Intent Signals and AI-Driven Approach 00:26:05 - Importance of Preparation for Sales Calls 00:26:56 - Addressing Pipeline Development Issues 00:28:53 - Leveraging LinkedIn for Pipeline Development 00:32:33 - Social Engagement Challenges and Solutions 00:38:12 - Reimagining SDR-to-AE Ratio 00:39:02 - Importance of Hiring the Right Model 00:39:53 - Connecting with Hannah 00:41:03 - Favorite Movie and Personal Insight 00:41:44 - Podcast Closing and Call to Action Timestamped summary of this episode: 00:00:00 - Challenges in Pipeline Development Hannah discusses the difficulties in modern pipeline development, emphasizing the changing landscape and the need for organizations to leverage technology and the human element to accelerate their pipeline building efforts. 00:03:16 - Hannah's Background and Nooks Hannah shares her sales background and her recent role as CRO at Nooks, a comprehensive AI platform for outbound sales. She highlights Nooks' capabilities and her personal experience as a customer before joining the company. 00:05:10 - Hannah's Athletic Experience Hannah reveals her collegiate swimming experience and draws parallels between swimming and sales, emphasizing the importance of repetition, practice, and continuous improvement in both disciplines. 00:07:21 - Shifts in Modern Pipeline Development Hannah discusses the evolving strategies in modern pipeline development, highlighting the ineffectiveness of traditional methods and the increasing reliance on technology. She emphasizes the importance of leveraging technology while still maintaining the human element in sales efforts. 00:12:29 - Building a Calling Culture Hannah addresses the challenges of building a calling culture within sales organizations, emphasizing the time-consuming nature of cold calling and the reluctance of reps. She highlights the benefits of technology in simplifying the cold calling process and the importance of setting a productive and efficient calling culture. 00:13:34 - Importance of Building a Calling Culture in Sales Teams Hannah reflects on the fun and camaraderie of sales teams in the past and emphasizes the need to continue fostering a positive and engaging work environment, especially with remote teams. 00:15:34 - Importance of Sales Channels and BDRs Hannah discusses the importance of utilizing multiple sales channels and the role of BDRs in self-sourcing deals. She emphasizes the need for a combination of different channels based on the organization and buyer preferences. 00:17:22 - Human-to-Human Engagement in Sales The discussion delves into the significance of real human-to-human engagement in sales, particularly at events, through cold calls, and on social media. The emphasis is on genuine connections and meaningful interactions. 00:18:22 - The Future of Sales and AI Hannah highlights the importance of human-assisted AI in the sales process, where technology assists in gathering data and providing suggestions, but the human touch remains essential for meaningful engagement. 00:21:55 - Evolution of Intent Signals and AI-Driven Approach The conversation delves into the shift from old-school intent models to modern AI-driven approaches, emphasizing the depth and richness of intent signals and their impact on generating high-quality pipeline for sales teams. 00:26:05 - Importance of Preparation for Sales Calls Preparation is key before a discovery call or cold call to prevent hang-ups. Having all information in one place helps customize emails and improve engagement. 00:26:56 - Addressing Pipeline Development Issues New CROs should prioritize pipeline assessment. Looking at inbound and outbound segments helps identify and fix pipeline issues. 00:28:53 - Leveraging LinkedIn for Pipeline Development Consistent LinkedIn engagement and authentic, personalized posts from SDRs and customers can drive inbound leads and improve sales engagement. 00:32:33 - Social Engagement Challenges and Solutions Many reps struggle with posting and commenting on social media. AI tools like Flypost help streamline content creation and humanize engagement with prospects. 00:38:12 - Reimagining SDR-to-AE Ratio Nooks has a unique SDR-to-AE ratio based on pipeline generation and conversion rates, challenging traditional ratio-based structures. Tailoring team size to pipeline economics has been successful for Nooks. 00:39:02 - Importance of Hiring the Right Model Hannah discusses the importance of hiring the right model for their organization and how they constantly monitor and replicate successful models. They focus on investing in SDR organization to make them more productive using technology. 00:39:53 - Connecting with Hannah Mario asks Hannah the best way to connect with her. She suggests reaching out to her on LinkedIn and emphasizes the importance of a personalized connection request referencing the podcast. 00:41:03 - Favorite Movie and Personal Insight Hannah shares her all-time favorite movie, Elf, and how it always makes her laugh. Mario highlights the importance of mentioning Elf when reaching out to Hannah, providing a personal touch in sales interactions. 00:41:44 - Podcast Closing and Call to Action Mario thanks the audience for listening and encourages them to leave a 5-star rating and review for the podcast. He also promotes the use of FlyMSG to increase productivity. Reimagining Team Structure for Results Nooks challenges traditional sales models with a unique SDR-to-AE ratio, tailoring team size based on pipeline generation and conversion rates. This innovative approach, combined with a focus on hiring the right talent and investing in productivity tools, has fueled their sales success. Building a Winning Sales Culture The episode emphasizes the importance of cultivating a vibrant calling culture and using multiple sales channels. Consistent preparation, personalized outreach, and embracing technology like AI-driven coaching and content tools empower teams to create genuine connections and drive better results. The resources mentioned in this episode are: Connect with Hannah Willson on LinkedIn and mention specific insights from the Modern Selling podcast to start a meaningful conversation. Download FlyMSG at flymsg.io to save 20 hours or more in a month and increase productivity with a free text expander and personal writing assistant. Give the Modern Selling Podcast a five-star rating and review on iTunes to show support and help others discover the valuable content. Reach out to Nooks for more information on their comprehensive AI platform for outbound-related activities, such as parallel dialer, AI bots for coaching, and AI prospector tool for automated list building and research. Watch the movie Elf for a good laugh and a fun time. Enjoy unlimited access until May 30th     Enjoy unlimited access until May 30th     Enjoy unlimited access until May 30th  

1. OGP busca ajustes en el presupuestopara cubrir descuadre de $109 millones en ASES pero esto no es nada nuevo. EnBlanco y Negro con Sandra venimos advirtiendo hace 5 años2. Jenniffer González esperará porconfirmación de la secretaria de Justicia para referir déficit de ASES. Lanominación de la licenciada Lynnette Gómez Torres a secretaria de Justicia,deberá ser atendida próximamente por los cuerpos legislativos.3. Tribunal determina que se tienenque detener construcción ilegal en urbanización de La Parguera.4. El control de la UPR: La Fortalezaempuja a Zayira Jordán que la comunidad rechaza5. Al descubierto otro depósito decenizas de AES: ahora junto a CDT6. Ante la embestida de Trump contralas universidades en los EE.UU. [Puerto Rico se enfrenta a un empobrecimientocultural]7. Victoria legal para las personas nobinarias Este es un programa independiente y sindicalizado. Esto significa que este programa se produce de manera independiente, pero se transmite de manera sindicalizada, o sea, por las emisoras y cadenas de radio que son más fuertes en sus respectivas regiones. También se transmite por sus plataformas digitales, aplicaciones para dispositivos móviles y redes sociales.  Estas emisoras de radio son:1.    Cadena WIAC - WYAC 930 AM Cabo Rojo- Mayagüez2.    Cadena WIAC – WISA 1390 AM Isabela3.    Cadena WIAC – WIAC 740 AM Área norte y zona metropolitana4.    WLRP 1460 AM Radio Raíces La voz del Pepino en San Sebastián5.    X61 – 610 AM en Patillas6.    X61 – 94.3 FM Patillas y todo el sureste7.    WPAB 550 AM - Ponce8.    ECO 93.1 FM – En todo Puerto Rico9.    WOQI 1020 AM – Radio Casa Pueblo desde Adjuntas 10. Mundo Latino PR.com, la emisora web de música tropical y comentario Una vez sale del aire, el programa queda grabado y está disponible en las plataformas de podcasts tales como Spotify, Soundcloud, Apple Podcasts, Google Podcasts y otras plataformas https://anchor.fm/sandrarodriguezcotto También nos pueden seguir en:REDES SOCIALES:  Facebook, X (Twitter), Instagram, Threads, LinkedIn, Tumblr, TikTok BLOG:  En Blanco y Negro con Sandra http://enblancoynegromedia.blogspot.com  SUSCRIPCIÓN: Substack, plataforma de suscripción de prensa independientehttps://substack.com/@sandrarodriguezcotto OTROS MEDIOS DIGITALES: ¡Ey! Boricua, Revista Seguros. Revista Crónicas y otrosEstas son algunas de las noticias que tenemos hoy En Blanco y Negro con Sandra. 

In this second part of our conversation with Raphael Joseph, former SE turned recruiter and founder of Brando Tech, Jack Cochran and Matthew James dive deep into why traditional job hunting methods no longer work in today's market. Raphael shares strategic insights on how SEs should approach job searching in 2025, treating themselves as products and leveraging their natural skills to navigate the competitive landscape. IMPORTANT: This is Part 2 of a two-part series. Make sure to listen to Part 1 first for the complete discussion on personal branding and LinkedIn optimization. To join the show live, follow the Presales Collective's LinkedIn page or join the PSC Slack community for updates. The show is bi-weekly on Tuesdays, 8AM PT/11AM ET/4PM GMT. Follow the Hosts Connect with Jack Cochran: https://www.linkedin.com/in/jackcochran/ Connect with Matthew James: https://www.linkedin.com/in/matthewyoungjames/ Connect with Raphael Joseph: https://www.linkedin.com/in/raphael-joseph-23044150/  Links and Resources Mentioned Join Presales Collective Slack: https://www.presalescollective.com/slack Episode Sponsor: Opine - https://tryopine.com Timestamps 00:00 Welcome 04:42 What is "classic job hunting" and why it's dead 11:52 How to get on recruiters' radar 13:33 Starting your job search the right way 21:04 Treating job hunting like account management 27:23 Interview process changes and AI requirements 30:30 Why it's not a numbers game anymore Key Topics Covered The Death of Classic Job Hunting Why sending CVs to job postings no longer works How companies receive hundreds of applications they can't process The cycle of posting jobs, failing to hire, then using recruiters Why your application often goes unread The New Digital Job Hunting Approach Treating yourself as a product you're selling Building warm leads with hiring managers Using SE skills for job hunting: research, discovery, and value proposition The importance of targeted, high-touch approaches over spray-and-pray Working with Recruiters Effectively Why good recruiters provide 1-in-3 odds vs 1-in-300 direct applications How recruiters can prep you with insider knowledge The value of having internal champions in the hiring process Market Dynamics in 2025 Why it's now an employer's market The shift from growth-at-all-costs to profitability focus How COVID overhiring led to current oversupply of candidates AI's impact on hiring decisions and productivity expectations Interview Strategy in the Current Market Companies' increased specificity in requirements Why "must-haves" are truly must-haves now The importance of AI literacy and demonstrable skills How to address gaps in your experience strategically Leveraging SE Skills for Job Hunting Using research abilities to identify opportunities Applying discovery skills to understand company needs Creating value propositions for yourself as a candidate Avoiding the same mistakes SEs coach AEs to avoid  

In this unscripted firestorm of a rant, AJ Vaughan channels the spirit of Gary Vee to challenge the fractured foundation of HR Tech sales. Inspired by Gary's unapologetic views on undervalued channels and outdated structures, AJ draws a bold parallel to the misalignment running rampant between sales, marketing, finance, product, and leadership teams in the HR tech world.He unpacks the disconnect between headcount and revenue goals, comp plans and psychological safety, expectations and enablement. It's not about tearing down the system—it's about rebuilding it with alignment, data, empathy, and a little bit of common sense.This is for the CRO who's tired of spinning wheels. For the CEO who keeps hiring and firing AEs like chess pieces. For the HR Tech vendor who wants to win without selling their soul. It's Culture Over Quota, every damn time.Key themes:Sales compensation vs. human psychologyThe hidden costs of misalignmentWhat leadership actually owes AEsHumanizing the vendor-HR relationshipReimagining GTM through the lens of empathy and data

Are you still using long-term provisionals just to test OVD? Is an occlusal splint really the best way to assess vertical dimension? Could raising the OVD actually harm your patient? Dr. Lukasz Lassmann joins Jaz and Mahmoud Ibrahim  this AES special episode to challenge conventional thinking around occlusion, vertical dimension, and full mouth rehab. Lukasz shares his unique perspective as a clinician, educator, and researcher, bringing clarity to a topic that often feels murky and divided. They explore real-world questions like managing asymptomatic clicks before ortho, why occlusion alone won't “cure” bruxism, and the number one reason not to raise the vertical without proper understanding. Plus, Lukasz drops an incredible airway assessment tip at the end of the episode! Protrusive Dental Pearl: Use a comprehensive TMD history-taking form to effectively triage patients into urgent (red), moderate (amber), or low-risk (green) categories—this allows you to prioritize care appropriately and build rapport by focusing on examination rather than data collection during the appointment. https://youtu.be/ZhIoUxdMMsg Watch PDP225 on Youtube Download the form: protrusive.co.uk/tmdhistory Download the Patient History Evaluation Form Need to Read it? Check out the Full Episode Transcript below! Takeaways Understanding red flags in TMD patients is essential. Patient history is vital for effective treatment. Phonetics can be unpredictable in dental rehabilitation. Diet and sleep significantly affect TMD management. Gut health is linked to chronic pain conditions. Communication with patients is key to successful outcomes. Bruxism may not be solely caused by occlusion issues. Palpating the lateral pterygoid is often ineffective and painful. Equilibration and centric relation are controversial topics in dentistry. Increasing vertical dimension can exacerbate sleep apnea. Holistic approaches are essential in diagnosing and treating TMD. Not all patients with TMD have malocclusion or attrition. Sleep apnea is increasingly common in younger, slimmer patients. Polygraphy is a useful diagnostic tool for sleep apnea. DISE (drug-induced sleep endoscopy) is a valuable diagnostic procedure. Highlights of this episode: 02:48  Protrusive Dental Pearl 04:37 Lukasz Lassman's Journey and Philosophy 08:11 Debunking Myths About Vertical Dimension 12:10 Patients in the Red Zone 23:15 The Role of Diet and Lifestyle in Facial Pain 31:38 Adapting to New Restorative Methods 34:41 Phonetic Challenges in Dentistry 39:02 The Role of Occlusion in Bruxism 41:18 Palpating Lateral Pterygoid Muscle 43:27 Centric Relation vs. Equilibration Debate 50:07 OVD Red Flag: Airway 01:03:27 Conclusion and Future Events Studies Mentioned:Gut Bless Your Pain—Roles of the Gut Microbiota, Sleep, and Melatonin in Chronic Orofacial Pain and Depression Randomised controlled trial on testing an increased vertical dimension of occlusion prior to restorative treatment of tooth wear

Episode SummaryThis episode explores the nuances of scaling demand generation strategies from startups to established organizations. Lily Youn highlights the importance of building a strong foundation through account-based strategies, data hygiene, and team alignment. She discusses the differences between startup scrappiness and scale-up structure, the role of AI in demand generation, and how to identify quick wins for immediate impact. Lily also shares actionable insights for optimizing conversions, improving CRM processes, and fostering collaboration across teams..Key TakeawaysFoundation is EssentialSuccess in demand generation starts with targeting the right accounts, as they form the base of effective strategies.Alignment Creates MomentumRegular, agenda-driven meetings with key stakeholders help ensure seamless collaboration between sales and marketing.AI as an Efficiency DriverAI tools can streamline personalization, simplify content operations, and elevate demand gen workflows.Data Hygiene is Non-NegotiableClean, well-structured CRM data is critical for reliable reporting and scalability across company stages.Startup vs. Scale-Up DynamicsStartups require focused ICP development, while scale-ups demand scalable processes and systems.Quotes"Targeting the wrong prospects is the single biggest challenge in B2B sales today."Best Moments (01:37) – Lily shares her career journey from BDR to demand generation leader, reflecting on early lessons in scrappiness and resourcefulness.(04:50) – The critical role of account-based strategies and why a strong foundation starts with the right ICP.(07:20) – Navigating startup-to-scale-up transitions and the importance of scalable processes and clean CRM data.(12:07) – Leveraging tech and AI to enhance efficiency in demand generation and content operations.(14:00) – Lily's focus on alignment, OKRs, and communication as keys to success in scaling demand gen teams.Tech RecommendationsWorkBoard – For setting and tracking OKRs to maintain team alignment and prioritize business goalsZoomInfo Co-Pilot – An AI-powered tool for streamlining demand gen efforts and improving account targeting.Asana – A project management solution to enhance productivity and maintain focus on KPIs.Resource RecommendationsBooks:Reset: How to Change What's Not Working by Dan Heath – A guide for improving leadership practices and daily operations.Shout-OutsShannon Hawari - Head of Growth @ elvexGraham Collins - Head of Partnerships at QuotaPathAbout the GuestLily Youn Jaroszewski is the VP of Demand Generation and Revenue Marketing at Aprimo, the leading digital asset management technology for marketing and customer experience departments.Her experience in B2B and B2C tech companies includes building demand generation teams and quota capacity models to support AEs from Seed-Funded to Public companies.Website: aprimo.comConnect with Lily.

How can you be authentic in a way that strengthens your leadership and personal success? Kevin sits down with Jeanne Sparrow to chat about what authenticity truly means, why it matters for leaders, and how you can live it out with courage and confidence. Jeanne explains that being authentic isn't simply about being yourself; it's about knowing yourself deeply, having the bravery to express it, and using it to advance your work and connect with others meaningfully. Kevin and Jeanne explore the relationship between authenticity and confidence, the role of leaders in creating environments where team members feel safe to be themselves, and the transformational power of understanding your value and values. Listen For 00:00 Introduction: What is authenticity? 02:02 Meet Jeanne Sparrow 03:38 Jeanne's media career highlights 04:59 How Jeanne's podcast led to her book 07:09 The “inside knowledge” of broadcasting 08:03 Why this is still a leadership book 08:40 Jeanne's definition of authenticity 09:46 A powerful example of authenticity at work 12:46 Creating safety for authenticity 13:49 Why "fearless" authenticity matters 16:00 Jeanne's junior high story 18:00 Her dad's three truths about authenticity 20:08 The link between identity, value, and service 21:14 What does authenticity sound like? 23:08 Code-switching and being real 24:16 The foundation Live it Tell it Sell it 26:08 Authenticity and confidence 29:18 Clarity as the source of confidence 30:41 Authentic leaders give others permission 31:02 Why authenticity matters at the top 32:17 We don't have time to be inauthentic 33:34 Jeanne on food, wine, and salsa dancing 33:39 What she's reading Atomic Habits 35:05 Where to find Jeanne and her book 36:05 Kevin's final question Now what? 36:45 Wrap-up and next week's teaser Jeanne's Story: Jeanne Sparrow is the author of Fearless Authenticity: Lead Better, Sell More, and Speak Sensationally. She is a multi-hyphenate communicator. Her extensive repertoire includes hosting her own daily morning TV talk show for seven years, co-hosting daily radio shows with media giants Steve Harvey, George Wallace, and Doug Banks, and interviewing hundreds of Hollywood heavyweights. She now hosts a weekly radio show on V103, the top-ranked iHeart Radio station in Chicago, and hosts the “Fearless Authenticity with Jeanne Sparrow” podcast on the iHeart Podcast Network. She appears regularly on top-rated Chicago TV stations as a fill-in host and guest. She's a long-time voiceover artist, doing hundreds of commercials for national brands, and an actor in commercials and on broadcast television, including Fox's “Empire,” and NBC's “Chicago Med, and Magnum P.I.” Jeanne has spoken to and consulted for many nonprofit organizations and corporations including: AES, Women in Insurance Leadership, AT&T, Guaranteed Rate, Ravinia, iHeartRadio, and Governors State University. She's a respected faculty member at Northwestern University, teaching at the graduate level in the School of Communication This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos.  Book Recommendations Fearless Authenticity: Lead Better, Sell More, and Speak Sensationally by Jeanne Sparrow  Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear Like this? Leading with Authenticity with Sabrina Horn How to Find Your True Self in a Noisy World with Joshua Berry Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes   

I am joined by Sam Yarborough, the Chief Growth Officer at Invisory and a co-founder at Arcadia. Sam and I met at a New York World Tour years ago where she shared her experience at PFL and taking a much more focused approach to partnerships than is typical in the ecosystem. Treat partners (AEs, SEs, RVPs, SIs, etc.) like customers by leveraging the CRM to track activities for them and give them a great partner experience. We talk about being like Tommy Boy and getting overly excited about things like Financial Services Cloud and Work.com when it was good for Salesforce but not necessarily good for us as ISVs. Salesforce can take more risks than small ISVs can with excitement with actionable advice around trusting but verifying stoke you hear from a single RVP.We touch on how ISVs should be thinking about their Agentforce strategy and how to test your approach to the new technology, but make sure it makes sense for your market and your resources. If you don't have anything right now, that's ok but make sure you put an AI concept on your roadmap to make sure you have a narrative at the ready to share.Sam is a brilliant mind and a good friend and I hope you enjoy this podcast episode. This episode is brought to you by Invisory. Invisory is designed to meet you where you are: in your cloud marketplace journey through a strong go-to-market strategy that helps drive prospect and co-sell opportunities with Salesforce, AWS, Microsoft, and Google. 

In this practical tutorial episode, Siddharth Mahajan walks listeners through the step-by-step process of encrypting a folder on a Mac using built-in macOS tools. This episode is perfect for anyone who needs to temporarily hand over their Mac to someone else but wants to keep personal or sensitive files secure.What You'll Learn:Why it's important to secure private folders on your MacHow to create an encrypted disk image (.dmg) that password-protects your folderDetailed navigation through macOS Disk Utility to select and encrypt your folderHow to set and confirm a password for your encrypted folderHow to access your encrypted folder later by entering the passwordBest practices for managing and deleting the original unencrypted folderWhy This Matters: Sharing your Mac without proper privacy controls can risk exposing your personal documents, photos, and other sensitive files. Siddharth highlights how easy it is to leverage built-in macOS functionality to safeguard your data with strong AES encryption, giving you peace of mind.Episode Highlights:Opening Disk Utility via Spotlight SearchUsing the “New Image from Folder” feature to create an encrypted disk imageSelecting 128-bit AES encryption and setting a strong passwordDemonstration of mounting and unmounting the encrypted volumeTips on deleting the original folder after encryption to ensure privacySiddharth's contact info for follow-up questionsUseful Links:macOS Disk Utility: https://support.apple.com/en-us/HT201250Email Siddharth: siddarthmahajan15@gmail.comTranscriptDisclaimer: This transcript was generated by AI Note Taker – VoicePen, an AI-powered transcription app. It is not edited or formatted, and it may not accurately capture the speakers' names, voices, or content.Siddarth: Are you in that situation where you need to give your Mac to someone for maybe a few hours or a few days, but worried about what if they might access my private files, my private folders? Of course, everyone has their own privacy, right? You might have private documents or messages or pictures, videos, whatever.Siddarth: Do you know that we can lock or we can encrypt the folder on Mac with a password? Well, if you don't know that, yes, we can actually do that. How can we do that? That's what I'm here for. I'm Siddharth Mahajan. In this episode, I'll be demonstrating that. How can we encrypt a folder with a password on our Mac? So let's get started.Siddarth: I'm on my desktop here.VoiceOver: Siddharth Private Files folder.Siddarth: This is my folder, Siddharth Private Files.VoiceOver: Siddharth Private Files folder.Siddarth: Let me press Vivo space to open.VoiceOver: Finder has new window.Siddarth: Okay, let me interact.VoiceOver: In list view, table.Siddarth…

Known as 'The Miracle Ghost' (TMG), AES is a Miami artist who has gained recognition in the underground art scene through his graffiti that features a unique character. His artwork focuses on examining and interpreting the "Zeitgeist", sharing his spiritual journey through the fleeting nature of human life. TMG's kind and optimistic ghostly figure encourages viewers to partake in a spiritual dialogue, providing solace for collective feelings of isolation and promoting a connection to the deeper truths of our existence.Instagram

Which imaging techniques should you prioritize for TMD patients? Does a panoramic radiograph hold any value?  When should you consider taking a CBCT of the joints instead? How about an MRI scan for the TMJ? Dr. Dania Tamimi joins Jaz for the first AES 2026 Takeover episode, diving deep into the complexities of TMD diagnosis and TMJ Imaging. They break down the key imaging techniques, how to use them effectively, and the importance of accurate reports in patient care. They also discuss key strategies for making sense of MRIs and CBCTs, highlighting how the quality of reports can significantly impact patient care and diagnosis. Understanding these concepts early can make all the difference in effectively managing TMD cases. https://youtu.be/NBCdqhs5oNY Watch PDP223 on Youtube Protrusive Dental Pearl: Don't lose touch with the magic of in-person learning — balance online education with attending live conferences to connect with peers, meet mentors, and experience the true essence of dentistry! Join us in Chicago AES 2026 where Jaz and Mahmoud will also be speaking among superstars such as Jeff Rouse and Lukasz Lassmann! Need to Read it? Check out the Full Episode Transcript below! Key Takeaways: Imaging should follow clinical diagnosis → not replace it. Every imaging modality answers different questions; choose wisely. TMJ disorders affect more than the jaw → they influence face, airway, growth, posture. Think beyond replacing teeth → treatment should serve function, not just fill space. Avoid “satisfaction of search error” → finding one problem shouldn't stop broader evaluation. Highlights of this episode: 02:52  Protrusive Dental Pearl 06:01 Meet Dr. Dania Tamimi 09:04 Understanding TMJ Imaging 16:00 TMJ Soft Tissue Anatomy  21:04 The Miracle Joint: TMJ Self-Repair 24:26 The Role of Imaging in TMJ Diagnosis 28:15 Acquiring Panoramic Images 39:35 Guidelines for Using Different Imaging Techniques 41:26 Case Study: Misdiagnosis and Its Consequences 45:46 Balancing Clinical Diagnosis and Imaging 50:17 Role of Imaging in Orthodontics 53:18 The Importance of Accurate MRI Reporting 58:27 Final Thoughts on Imaging and Diagnosis 01:00:54 Upcoming Events and Learning Opportunities

Most of us in radio engineering have worked with broadcast cart machines. While it’s been a good 25 or 30 years since we’ve had them in our studios, we’ll never forget the pleasure - and occasional pain - of using them and maintaining them. But how did cart machines come to be? Were they always like the ones we grew up with in the 70s and 80s? Or did the development come with fits and starts? Andy Rector worked with broadcast carts nearly from the very beginning of their existence. He’s been interviewed many times and provided historical presentations to SBE groups, AES sections, and others. We’re delighted to have Andy Rector join us on this TWiRT episode to look at the early days of broadcast cart machines and the early technologies employed. Show Notes:These Were the Carts of Our Lives - Radio World article Guest:Andy Rector - Broadcast Equipment HistorianHosts:Chris Tarr - Group Director of Engineering at Magnum MediaKirk Harnack, The Telos Alliance, Delta Radio, Star94.3, South Seas, & Akamai BroadcastingFollow TWiRT on Twitter and on Facebook - and see all the videos on YouTube.TWiRT is brought to you by:Broadcasters General Store, with outstanding service, saving, and support. Online at BGS.cc. Broadcast Bionics - making radio smarter with Bionic Studio, visual radio, and social media tools at Bionic.radio.Aiir, providing PlayoutONE radio automation, and other advanced solutions for audience engagement.Angry Audio and the new Rave analog audio mixing console. The new MaxxKonnect Broadcast U.192 MPX USB Soundcard - The first purpose-built broadcast-quality USB sound card with native MPX output. Subscribe to Audio:iTunesRSSStitcherTuneInSubscribe to Video:iTunesRSSYouTube

Most of us in radio engineering have worked with broadcast cart machines. While it's been a good 25 or 30 years since we've had them in our studios, we'll never forget the pleasure - and occasional pain - of using them and maintaining them. But how did cart machines come to be? Were they always like the ones we grew up with in the 70s and 80s? Or did the development come with fits and starts? Andy Rector worked with broadcast carts nearly from the very beginning of their existence. He's been interviewed many times and provided historical presentations to SBE groups, AES sections, and others. We're delighted to have Andy Rector join us on this TWiRT episode to look at the early days of broadcast cart machines and the early technologies employed.

with @danboneh @succinctJT @smc90This episode is all about quantum computing -- explaining what it is, how it works, what's hype vs. reality, and how to prepare for it/ what builders should do. Specifically, we cover: What quantum computing is and isn't, and what people are really talking about when they worry about a quantum computer that can break classic computing-based cryptography systems -- a cryptographically relevant post-quantum computer.When is it happening/ what are the "timelines" for quantum computing becoming a reality -- how many years away are we? -- and when are the U.S. government's deadlines/ NIST standards for post-quantum cryptography?How will different types of cryptography be affected, or not? What are different approaches and tradeoffs?Where does quantum computing and post-quantum crypto apply to blockchains -- which are not only more easily upgradable, but also by and large rely on signatures, not encryption, so may be more quantum-resistant in many ways (and not in others).As always, we tease apart the signal vs. the noise in recent "science-by-press release" corporate quantum-computing milestone announcements. We also help answer questions on when do builders need to plan their switch to a post-quantum crypto world, what pitfalls to avoid there (hint: bugs! software upgrades!). Finally, we briefly cover different approaches to post-quantum crypto; and also dig deeper on zero-knowledge/ succinct-proof systems and how they relate to post-quantum crypto. Our expert guests are: Dan Boneh, Stanford University professor and applied cryptography expert and pioneer; also Senior Research Advisor to a16z crypto;Justin Thaler, research partner at a16z, professor at Georgetown, and longtime expert and pioneer in interactive and ZK proof systems.SEE ALSO: Post-quantum blockchains by Valeria Nikolaenkomore resources + papers on topics mentioned:A Graduate Course in Applied Cryptography by Dan Boneh and Victor Shoup [see also]Proofs, Arguments, and Zero-Knowledge by Justin ThalerLatticeFold+: Faster, Simpler, Shorter Lattice-Based Folding for Succinct Proof Systems by Dan Boneh and Binyi ChenNeo: Lattice-based folding scheme for CCS over small fields and pay-per-bit commitments by Wilson Nguyen and Srinath Setty"Q-Day Clock" from Project Eleven -- public dashboard to visually track timeline for quantum computing to reach cryptographically relevant capabilities and break widely used encryption algorithmson hard forks for quantum emergenciesQuantum analysis of AES, Kyungbae Jang, Anubhab Baksi, Hyunji Kim, Gyeongju Song, Hwajeong Seo, Anupam ChattopadhyayThe Google Willow Thing by Scott AaronsonFAQs on Microsoft's topological qubit thing by Scott AaronsonMicrosoft's claim of a topological qubit faces tough questions, American Physical SocietyAs a reminder, none of this is investment, business, legal, or tax advice; please see a16z.com/disclosures for more important information including a link to our investments.

In this episode of Fullfunnel Live, we discussed with sales leader the role of sales in ABM.Listen to learn:•⁠ ⁠The role of AEs and SDRs in the ABM program•⁠ ⁠The most successful account-based sales playbooks: key activities and metrics•⁠ ⁠How sales should collaborate with marketing in ABM

The CEO's Strategic Growth Edge: A Go-To-Market System That Scales“You don't need more leads—you need clarity. Clarity on where your business can grow the most, the fastest, and at the highest margin. That's what a real go-to-market system delivers. It's not about volume anymore—it's about alignment, focus, and making sure every team—marketing, sales, and customer success—is executing toward the same outcome. That's how CEOs scale with confidence.” That's a quote from Sangram Vajre, and a sneak peek at today's episode.Welcome to Revenue Boost: A Marketing Podcast. I'm your host, Kerry Curran—revenue growth expert, industry analyst, and relentless advocate for turning marketing into a revenue engine. Each episode, we bring you the strategies, insights, and conversations that help drive your revenue growth. So search for Revenue Boost in your favorite podcast directory and hit subscribe to stay ahead of the game.In The CEO's Strategic Growth Edge: A Go-to-Market System That Scales, I'm joined by bestselling author and GTM expert Sangram Vajre to discuss why go-to-market isn't a marketing tactic—it's a CEO-level growth system. In this episode, you'll learn the three phases every business must navigate to scale, why alignment beats activity in every growth stage, how CEOs can drive clarity, trust, and margin-focused decisions across teams, and why AI is only a threat if you're still riding the demand-gen horse.If you're a growth-minded CEO or exec, this episode gives you the roadmap and the mindset to scale faster, smarter, and stronger. Be sure to listen through to the end, where Sangram shares three key tips—his ultimate advice for any leader ready to level up their go-to-market strategy. Let's go!Kerry Curran, RBMA (00:00.77)So welcome, Sangram. Please introduce yourself and share a bit about your background and expertise.Sangram Vajre (00:06.992)Well, at the highest level, I feel like I've had the opportunity to be in the B2B space for the last two decades and have had a front-row seat to categories that have shaped how we think about go-to-market. I ran marketing at Pardot. We were acquired by ExactTarget and then Salesforce—that was a $2.7 billion acquisition. It was a huge shift in mindset, going from a $10 million company to a $10 billion one, and I learned a lot.I became a student of go-to-market, if you will. That was in the marketing automation space. Then I launched a company called Terminus, which has been acquired twice now. Along the way, I've written three books. The one we're going to talk a lot about is MOVE, which became a Wall Street Journal bestseller. That book has created a lot of opportunities and work for us.I walked into writing this book, Kerry, thinking I knew go-to-market because I had two $100M+ exits. But I walked out of the process a student of go-to-market because I learned so much. Writing it forced me to talk to folks like Brian Halligan, the CEO of HubSpot, and partners at VC firms who have seen 200 exits—not just the three I've experienced.It really expanded my vision. Now I lead a company called Go-To-Market Partners. We're a research and advisory firm focused on helping companies understand who owns go-to-market and how to run it at a transformational level. Our clients are primarily CEOs and executive teams. That's our focus.Kerry Curran, RBMA (01:46.094)Excellent. Well, I'm very excited to dive in. I first saw you speak at Inbound last fall, and what really resonated with me was the shift from just an ABM program to a company-wide GTM program—one that includes everything from problem-market fit all the way to customer success, loyalty, and retention. Really making GTM the core of revenue growth.So I'd love for you to dive in and share that framework and background.Sangram Vajre (02:23.224)Yeah. And by the way, for people who've never attended Inbound—you should. I've spoken there for eight years straight and always try to bring new ideas. Each year, they keep giving me more opportunities—from main stage to workshops. I think you attended the 90-minute workshop, right? Hopefully it wasn't boring!Kerry Curran, RBMA (02:48.61)Yeah, it was excellent. I love this stuff, so I was taking lots of notes.Sangram Vajre (02:52.814)That was fun. The whole idea was: how can you build your entire go-to-market strategy on a single slide? Now, people might think, “There's no way—you need way more detail.” But it's not about making it complete; it's about making it clear.So everyone can be aligned. For example, in the operating system we've developed, we write research about it every Monday in a newsletter called GTM Monday, read by 175,000 people. The eight pillars are based on the most important questions. And Kerry, I don't know if you'll agree, but I think I've done a disservice for two decades by asking the wrong question.Like, I used to ask, “Where can we grow?”—which sounds smart but is actually foolish. The better question is, “Where can we grow the most, the fastest, the best, at the highest margin?” That's the true business perspective. So the operating system is built around these eight essential questions.If every executive team can align on these—not with certainty, but with clarity—then they can gain a clear understanding of what they're doing, where they're going, who their ICP is, what bets they're making, and which motions to pursue. I've done this over a thousand times with executive teams, helping them build their entire go-to-market strategy on a single slide. And it's like a lightbulb moment for them: “Okay, now I know what bets we're making and how my team is aligned.” It's a beautiful thing.Kerry Curran, RBMA (04:50.988)Yeah, because that's one of the hardest challenges across business strategy and growth: where to invest, where to lean in. So bring us through the questions and framework.Sangram Vajre (05:01.688)Yeah. So the first one is “Where can you grow the most?” The second one is really about what we call the Market Investment Map. I'll give you maybe three or four so people can get an idea. The Market Investment Map is especially useful for companies with more than one product or more than one segment. This is the least used but most valuable framework companies should be using.You might remember from the Inbound talk—I used HubSpot as an example since I was speaking at Inbound. It's interesting because at my last company, Terminus, we acquired five companies in eight years. So we had to learn this process. The Market Investment Map is about matching your best segments to the best products to create the highest-margin offering.If your entire business focuses only on pipeline and revenue—which sounds right—you're actually focused on the wrong things. You may have seen people post on LinkedIn saying, “I generated $10 million in pipeline,” and then a month later, they're laid off. Why? Because that pipeline didn't matter. It might have been general pipeline, but if you looked at pipeline within your ICP—the customers your company really needs to close, retain, and expand—it might have only been half a million. That's not enough to sustain growth or justify your role.So, understanding the business is critical. It's not just about understanding marketing skills like demand gen, content, or design. Those are table stakes. You need to understand the business of marketing—how the financials work, how to drive revenue, and how to say, “Yeah, we generated $10 million in pipeline, but only half a million was within ICP, so it won't convert or drive the margin we need.” That level of EQ and IQ is what leaders need today.Our go-to-market operating system goes deep into areas like this.Kerry Curran, RBMA (07:31.022)And I love the alignment with the ICP. I'm sure you'll get deeper into that. I also know you talk about getting rid of MQLs because the real focus should be on getting closer to the ICP—on who's actually going to drive revenue.Sangram Vajre (07:45.892)Yeah. John Miller, a good friend who co-founded Marketo, has been writing about this too. I was the CMO of Pardot. Then we both built ABM companies—I built Terminus; he built Engagio, which is now part of Demandbase. We've been evangelizing the idea of efficient marketing machines for the last two decades.We're coming full circle now. That approach made sense in the “growth at all costs” era. But in this “efficient growth” era, everything can be measured. The dark funnel is real. AI can now accelerate your team's output and throughput. So we have to go back to first principles—what do your customers really want?I was in a discussion yesterday with executives and middle managers, and the topic of AI came up. Some were worried it would take their jobs. And I said, “Yes, it absolutely will—and it should.” I gave the example I wrote about recently: imagine you were the best horseman, with saddles, barns, and a generational business built around horses. Then Henry Ford comes along with four wheels. You just lost your job—not because you were bad, but because you got infatuated with the horse, not with your customer's need to get from point A to point B.Horses did that—it was better than walking. But then came cars, trains, airplanes. Business evolves. If you focus on your customers' needs—better, faster, cheaper—you'll always be excited about innovation rather than afraid of it. So yes, AI will replace anyone who stays on their horse. If you're riding the demand gen horse or relying only on content creation, a lot is going to change. Get off the horse, refocus on customer needs, and figure out how to move your business forward.Kerry Curran, RBMA (10:21.708)Yeah. So talk a bit about honing in on the ICP. I know in one of the sessions you asked, “Who's your target audience?” And of course, there was one guy in the front row who said, “Everyone,” and we all laughed. But I still hear that all the time. Talk about how important it is, to your point, to know your customer and get obsessed with what they need.Sangram Vajre (10:45.56)Yeah. So the first pillar of the go-to-market operating system is called TRM, or Total Relevant Market. We introduced that in the book MOVE for the first time. It's a departure from TAM—Total Addressable Market—which is what that guy in the front row was referring to during that session. It was epic, and I think he was a sales leader, so it was even funnier in a room full of marketers.But it's true—and real. He was being honest, and I appreciated that. The reality is, we've all been conditioned to focus on more and more—bigger and bigger markets. That makes sense if you have unlimited funds and can raise money. It makes sense if the market is huge and you're just trying to get in and have more people doing outbound.As a matter of fact, a few weeks ago, we did a session where someone said something profound that I'll never forget. He said, “The whole SDR function is a feature bug in the VC model.” That was fascinating—because the whole SDR model was built to get as many leads as possible, assign 22-year-olds to make cold calls, and push them to AEs.We built this because it worked on a spreadsheet. If we generate 1,000 leads, we need 50 callers to convert them. It's math. But nobody really tried to improve it because we had the money. Now we're in a different world. We have clients doing $10–15 million in revenue with five-person teams automating so much.People don't read as many automated emails. My phone filters out robocalls, so I never pick up unless it's someone I know. Non-personalized emails go into a folder I never open. Yet people keep sending thousands of them, thinking it works.For example, I send our GTM Monday newsletter via Substack. It's free for readers, and it's free for me to send—even to 175,000 people. Meanwhile, marketers spend thousands every time they email their list using legacy tools. Why? Because these people haven't opted in to be part of the journey the way Substack subscribers have.The market has changed. Buying big marketing automation tools for $100,000 is going to change drastically. Fractional leaders and agencies will thrive because what CEOs really need is people like you—and frameworks like a go-to-market operating system—to guide them. You and I have the gray hair and battle scars to prove it. What matters now is using a modern framework, implementing it, and measuring outcomes differently.Kerry Curran, RBMA (14:08.11)Yeah, you bring up such a valid point. In so many of my conversations, I see the same thing. It's been a sales-led growth strategy for years. Investments went to sales—more BDRs, more cold emails, more tech stack partners.Even as I was starting my consultancy, I'd talk to partners or prospects who'd say, “Well, we just hired more salespeople. We want to see how that goes.” But to your point, without the foundational framework—without targeting the right audience—you're just spinning your wheels on volume.Sangram Vajre (15:06.318)Exactly. One area we emphasize in our go-to-market operating system is differentiation. Everyone's doing the same thing. Let me give you an example. Last week, I looked at a startup's email tool that reads your emails and drafts responses automatically. Super interesting. I use Superhuman for email.Two days later, Superhuman sent an email saying they'd launched the exact same feature. So this startup spent time and money building a feature, and Superhuman—already with a huge user base—replicated and launched it instantly. That startup is out of business.With AI, product development is lightning fast. So product is no longer your differentiator. Your differentiation now is how you tell your story, how quickly you grab attention, how well you build and maintain a community. That becomes your moat. Those first principles matter more than ever. Product is just table stakes now.Kerry Curran, RBMA (16:33.878)Right. And connecting that to your marketing strategy, your communication, your messaging—it also sets up your sales team to close faster. By the time a prospect talks to a rep, your marketing has already educated them on your differentiation. So talk more about the stages and what companies need to keep in mind when applying your go-to-market framework.Sangram Vajre (17:07.482)One of the things we mention in the book—and go really deep into in our operating system—is this 3P format: Problem-Market Fit, Product-Market Fit, and Platform-Market Fit. We believe these are the three core stages of a business. I experienced them firsthand at Pardot, Salesforce, and Terminus through multiple acquisitions.If you remember, I always talk about the “squiggly line,” because no company grows up and to the right in a straight line. If you look at daily, weekly, or monthly insights, there are dips—just like a stock market chart. So the squiggly line shows you can go from Problem to Product, but you'll experience a dip. That's normal and natural. Same thing when you go from Product to Platform—you hit a dip. Those dips are what we call the “valleys of death.”Some companies overcome those valleys and cross the chasm, and others don't. Why? Because at those points, they discover they can market and sell, but they can't deliver. Or maybe they can deliver, but they can't renew. Or maybe they can renew but not expand. Each gap becomes a value to fix in the system.And it's hard. I've gone from $5 million to $10 million to $15 million, all the way to $100 million in revenue—and every 5 to 10 million increment brings a new set of challenges. You think you've got it figured out, and then you don't—because everything else has to change with scale.I'll never forget one company I was on the board of—unfortunately, it didn't make it. The CEO was upset because they were doing $20 million in revenue but didn't get the valuation they wanted. Meanwhile, a competitor doing only $5 million in revenue in the same space got a $500 million valuation. Why? Because the $20M company was doing tons of customization—still stuck in Problem-Market Fit. The $5M company had reached Product-Market Fit and was far more efficient. Their operational costs were lower, and their NRR was over 120%.If you've read some of my research, you know I'm all in on NRR—Net Revenue Retention—as the #1 metric. If you get NRR above 120%, you'll double your revenue in 3.8 years without adding a single new customer. That's what executives should focus on.That's why we say the CEO owns go-to-market. All our research shows that if the CEO doesn't own it, you'll have a really hard time scaling.Kerry Curran, RBMA (20:23.992)That makes so much sense, because everything you're talking about—while it includes marketing functions—is really business strategy. It needs to be driven top-down. It has to be the North Star the whole company is paddling toward.I've been in organizations where that's not the case. And as you said, leadership has to have the knowledge and strategic awareness to navigate those pivots—those valleys of death. So talk about how hard it is to bring new frameworks into an organization and the change management that comes with that. As you evangelize the idea that the CEO owns GTM, what's resonating most with them?Sangram Vajre (21:26.456)Great question. First of all, CEOs who get it—they love it. The people who struggle most are actually CMOs and CROs because they feel like they should be the ones owning go-to-market. And while their input is critical, they can't own it entirely.In all our advisory work, Kerry, we mandate two things:The CEO must be in the room. We won't do an engagement without that. The executive team must be involved. We don't do one-on-one coaching—because transformation happens in teams.People often get it wrong. They think, “We need better ICP targeting, so that's marketing's job.” Or, “We need pipeline acceleration—let sales figure that out.” Or, “We have a retention issue—fire the CS team.” No. The problem isn't a department issue—it's a process and team issue.The CEO is the most incentivized person to bring clarity, alignment, and trust—the three pillars of our GTM operating system. They're the ones sitting in all the one-on-one meetings, burning out from the lack of alignment. The challenge is most CEOs don't know what it means to own GTM. It feels overwhelming.So we help them reframe that. Owning doesn't mean running GTM. It means orchestrating clarity, alignment, and trust. Every meeting they lead should advance one of those. That's the job. When the ICP is agreed upon, marketing should be excited to generate leads for it. Sales should be eager to follow up. CS should be relieved they're not getting misaligned customers. That's leadership. And there's no one more suited—or incentivized—to lead that than the CEO.Kerry Curran, RBMA (24:08.11)Absolutely. And the CFO plays a key role too—holding the purse strings, understanding where the investments should go.Sangram Vajre (24:20.622)Yes. In fact, in the book and in our research, we emphasize the importance of RevOps—especially once a company reaches Product-Market Fit and moves toward Platform-Market Fit.If you're operating across multiple products, segments, geographies, or using multiple GTM motions, the RevOps leader—who often reports to the CFO or CEO—becomes critical. I'd say they're the second most important person in the company from a strategy standpoint.Why? Because they're the only ones who can look at the whole picture and say, “We don't need to spend more on marketing; we need to fix the sales process.” A marketing leader won't say that. A sales leader won't say that. You need someone who can objectively assess where the real bottleneck is.Kerry Curran, RBMA (25:17.836)Yeah, that definitely makes so much sense. Are there other areas—maybe below the executive team—that help educate the company from a change management perspective to gain buy-in? Or is it really a company-wide change?Sangram Vajre (25:33.742)Yeah, you mentioned ABM earlier. Having written a few books on ABM and building Terminus, we've seen thousands of companies go through transformation. We now have over 70,000 students who've gone through our courses. I love getting feedback.What's interesting is that ABM has been great for aligning sales and marketing—but it hasn't transformed the company. Go-to-market is not a marketing or sales strategy. It's a business strategy. It has to bring in CS, product, finance—everyone.Where companies often fail is by looking at go-to-market too narrowly—like it's just a product launch or a sales campaign. That's way too myopic. Those companies burn a lot of cash.At the layer below the executive team, it gets harder because GTM is fundamentally a leadership-driven initiative. An SDR, AE, or director of marketing typically doesn't have the incentive—or business context—to drive GTM change. But they should get familiar with it.That's why we created the GTM Operating System certification. Hundreds of professionals have gone through it—including you! And now people are bringing those frameworks into leadership meetings.They'll say, “Hey, let's pull up the 15 GTM problems and see where we're stuck.” Or, “Let's revisit the 3 Ps—where are we today?” Or use one of the assessments. It's pretty cool to see it in action.Kerry Curran, RBMA (27:35.758)Yeah, and it's extremely valuable. I love that it's a tool that helps drive company-wide buy-in and educates the people responsible for the actions. So you've shared so many great frameworks and recommendations. For those listening, what's the first step to get started? What would you recommend to someone who's thinking, “Okay, I love all of this—I need to start shifting my organization”?Sangram Vajre (28:09.082)First, you have to really understand the definition of go-to-market. It's a transformational process—not a one-and-done. It's not something you define at an offsite and then forget. It's not owned by pirates. It's iterative. It happens every day.Second, the CEO has to be fully bought in. If they don't own it, GTM will run them. If you're a CEO and you feel overwhelmed, that's usually why—you're running go-to-market, not owning it.Third, business transformation happens in teams. If you try to build a GTM strategy in a silo—as a marketer, for example—it will fail. The best strategies never see the light of day because the team isn't behind them. In GTM, alignment matters more than being right.Kerry Curran, RBMA (29:27.982)Excellent. I love this so much. Thank you! How can people find you and learn more about the GTM Partners certification and your book?Sangram Vajre (29:37.476)You can go to gtmpartners.com to get the certification. Thousands of people are going through it, and we're constantly adding new content. We're about to launch Go-To-Market University to add even more courses.We also created the MOVE Book Companion, because we're actually selling more books now than when it first came out three years ago—which is crazy!Then there's GTM Monday, our research newsletter that 175,000 people read every week. Our goal is to keep building new frameworks and sharing what's possible. Things are changing so fast—AI, GTM tech, everything. But first principles still apply. That's why frameworks matter more than ever.You can't just ask ChatGPT to “give me a go-to-market strategy” and expect it to work. It might give you something beautifully written, but it won't help you make money. You need frameworks, team alignment, and process discipline.And I post about this every day on LinkedIn—so follow me there too!Kerry Curran, RBMA (30:54.988)Excellent. Well, thank you so much. This has been a great conversation, and I highly recommend the book and the certification to everyone. We'll include all the links in the show notes.Thank you, Sangram, for joining us today!Sangram Vajre (31:09.284)Kerry, you're a fantastic host. Thank you for having me.Kerry Curran, RBMA (31:11.854)Thank you very much.Thanks for tuning in to Revenue Boost: A Marketing Podcast. I hope today's conversation sparked some new ideas and challenged the way you think about how your organization approaches go-to-market and revenue growth strategy. If you're serious about turning marketing into a true revenue driver, this is just the beginning. We've got more insightful conversations, expert guests, and actionable strategies coming your way—so search for us in your favorite podcast directory and hit subscribe.And hey, if this episode brought you value, please share it with a colleague or leave a quick review. It helps more revenue-minded leaders like you find our show. Until next time, I'm Kerry Curran—helping you connect marketing to growth, one episode at a time. See you soon.

Eric and Marty talk about the reasons and ways to use VPNs to protect your access to internet.Topic for this episode : VPNsSecurity and Privacy Look for a strict no-logs policy and strong AES-256 encryption.Choose VPNs that support secure protocols like WireGuard or OpenVPN.Essential features: kill switch and DNS leak protection.Server Network A large number of servers across many countries ensures better access and speed.Make sure they have servers in regions relevant to your needs (e.g., US for Netflix).Speed and Performance Look for VPNs known for fast, stable connections, especially if streaming or gaming.WireGuard protocol often offers the best speed-to-security balance.Streaming and Torrenting Confirm support for major streaming services and P2P file sharing.Some VPNs offer optimized servers for these tasks.Device Compatibility Should support all major platforms: Windows, macOS, iOS, Android, Linux.Check how many devices can connect simultaneously.Ease of Use and Support Simple setup and clean user interface are key.24/7 customer support and clear guides are helpful for troubleshooting.Pricing and Value Look for reasonable long-term plans with a money-back guarantee.Be cautious of free VPNs unless they're reputable (e.g., ProtonVPN).Trust and Transparency Prioritize services with strong reputations and independent security audits.Transparency reports and third-party reviews add credibility.SITESEverything You Need to Know About VPNs and How They Workhttps://www.cnet.com/tech/services-and-software/what-is-a-vpn/ Best VPN Service for 2025: Our Top Pick in a Tight Racehttps://www.cnet.com/tech/services-and-software/best-vpn/ The best VPN service in 2025 https://www.tomsguide.com/best-picks/best-vpn About iCloud Private Relayhttps://support.apple.com/en-us/102602 Macstockhttps://macstockconferenceandexpo.com/July 11,12, 13 ThePodTalk.Net

Edmund Frey is a veteran revenue leader and former Chief Revenue Officer at Spryker, where he led global sales expansion and helped the company become a market leader. With 30+ years in enterprise sales at organisations like Oracle, Adobe, and SAP, Edmund now serves as Founder & Managing Partner of Edventure Capital, a go to market advisory and early stage investment firm. forming teams in today's challenging market. In this episode, Edmund tackles this challenge head on, sharing 7 actionable strategies to accelerate sales rep ramp time and build a more resilient, high-performing sales team. He outlines how streamlining processes by 30% can shrink onboarding time by an equal 30% (and even cut failure rates by 50%) , and explains how focusing your existing talent on the right opportunities can drive 30 to 40% more sales with the same headcount . Edmund also offers a fresh perspective on targets, suggesting that giving top reps smaller quotas can sometimes yield better results than chasing ever increasing numbers, an approach aimed at sustaining team morale and success in tough times. Listeners will come away with a practical framework to maximize their sales team's performance and morale, all while efficiently navigating the current economic headwinds.00:00:00 Introduction – Meet Edmund Frey (ex-Spryker CRO) and overview of the episode's theme.00:03:15 Career Journey – From Adobe and SAP to scaling Spryker's global sales organization.00:07:30 Resilience & Productivity – Why modern B2B sales teams must do more with less.00:10:45 Ramp Time as a Priority – Measuring ramp-up and accelerating new rep onboarding.00:15:00 7 Principles for Efficient Ramp – Edmund's framework for rapid sales team ramp-up.00:18:20 Hiring Profile – Hiring reps with the right capabilities for your market.00:20:10 Steady Onboarding – Avoiding the pitfalls of over-hiring and training overload.00:22:00 Focusing Resources – Deploying your best reps on high-value deals and opportunities.00:24:15 Smart Quota Setting – Setting fair, motivating targets from the start.00:26:05 Communicating OKRs – Translating big objectives without overwhelming the team.00:28:00 Twin Ramping – Pairing new hires with veteran mentors to speed up learning.00:30:00 Process Improvement – Streamlining workflows to cut ramp time and errors.00:33:00 Managing Change – Guiding veteran AEs when quotas suddenly increase (e.g. $2M to $5M).00:36:00 Sales & Marketing Alignment – Holding marketing accountable to shared revenue goals.00:38:00 “First 90 Days” – Edmund's recommended onboarding playbook for new sales leaders.00:40:00 Conclusion – Key takeaways and final advice for revenue leaders.

What was it like to transition from Capitol Hill to leading one of the world's top solar tracking companies? Catherine McLean sat down with Jessica Lawrence-Vaca, CCO at Array Technologies, to discuss her career journey, including the 188 MW Honeysuckle solar project with Lightsource bp & Lock Joint Tube in Indiana, & Array's new Albuquerque manufacturing facility's impact on the U.S. clean energy supply chain.Jessica also shared why she's bullish on renewables despite political uncertainty, how she balances work & motherhood, & the importance of setting boundaries & having the right support. They talked about the mentors who've shaped her career, including male allies & women like Abby Hopper at SEIA, Amanda Smith at AES, Erica Dahl at Scale Microgrids, & Stephanie Dohn at McCarthy. Plus, Jessica offered advice for women in cleantech looking to advance their careers.If you're a clean energy employer & need help scaling your workforce efficiently with top staff, contact Catherine McLean, CEO & Founder of Dylan Green, directly on LinkedIn: https://bit.ly/3odzxQr. If you're looking for your next role in clean energy, take a look at our industry-leading clients' latest job openings: bit.ly/dg_jobs. 

Entre les trois régimes putschistes du Sahel et l'Algérie, c'est la crise ouverte. Dimanche, le Mali, le Niger et le Burkina Faso ont accusé l'Algérie d'avoir abattu un drone malien en territoire malien et ont rappelé leurs ambassadeurs à Alger. Lundi 7 avril, l'Algérie a répliqué du tac au tac et est allée encore plus loin en fermant son espace aérien à tous les avions en provenance ou à destination du Mali. Et dans la soirée d'hier, Bamako a décidé de faire de même en fermant son espace aérien aux avions en provenance ou à destination d'Algérie. Pourquoi ce clash ? Le Niger est-il prêt à une telle escalade ? Et la France dans tout cela ? L'essayiste nigérien Seidik Abba préside le Centre international de réflexions et d'études sur le Sahel. RFI : Pourquoi le torchon brûle entre Alger et Bamako ? Seidik Abba : Je crois qu'on peut situer la dégradation des relations entre les deux pays à la prise de Kidal en novembre 2023 par l'armée malienne. À la suite de cette prise de Kidal, les ex-rebelles s'étaient repliés sur la frontière algérienne et se sont réorganisés militairement. Pour Bamako, au bas mot, l'Algérie a fermé les yeux sur leurs efforts de réorganisation.Alors, depuis ce dimanche 6 avril, il y a une nouvelle crise parce que les trois pays de l'Alliance des États du Sahel (AES) ont rappelé leurs ambassadeurs à Alger et parce que l'Algérie vient de répondre du tac au tac. Pourquoi cette nouvelle montée de tension ? Oui, cette nouvelle crise est liée à un drone malien qui a été abattu dans la nuit du 31 mars au 1ᵉʳ avril. L'aviation algérienne a abattu ce drone au-dessus de la frontière commune et les deux pays sont d'accord sur cet incident. Mais les versions divergent sur la localisation de l'endroit où le drone a été abattu. En tous les cas, le régime de Bamako a rappelé cette fois-ci en renfort les deux autres pays de l'AES, le Niger et le Burkina Faso, pour créer un rapport de force plus favorable parce que, par le passé déjà, le Mali a eu à protester contre ce qu'il considère comme des actes d'hostilité de la part de l'Algérie, mais ça n'a pas changé. Ça veut dire qu'on s'installe dans une confrontation entre les pays de l'AES et le pouvoir algérien.Alors vous parlez du Niger, est-ce que ce pays est prêt à l'escalade avec l'Algérie ?Non, je ne pense pas que le Niger soit prêt parce que, lorsqu'on regarde, il y a quand même des intérêts importants du Niger qui sont en jeu. Sur le plan diplomatique, le Premier ministre nigérien Ali Mahaman Lamine Zeine s'est rendu en août 2024 à Alger à la tête d'une forte délégation. Il avait à l'époque été reçu par le président du pays Abdelmadjid Tebboune. Ça traduit quand même le réchauffement des relations diplomatiques. Au plan économique aussi, le ministre nigérien du Pétrole était à Alger en février 2025 et la Sonatrach, qui a mené des prospections dans la partie nord du Niger, dans la région d'Agadez…La compagnie algérienne Sonatrach…C'est ça, la grande compagnie de pétrole et des hydrocarbures algériens, la Sonatrach, a fait des prospections au Niger qui se sont révélées concluantes et il y a même eu un essai. Il est question de passer aujourd'hui au forage des puits et il est envisagé dans un schéma inédit que le pipeline soit connecté à partir du Niger au pipeline algérien. En plus de ça, la Sonatrach est dans une perspective de former des Nigériens aux métiers du pétrole. Donc, il y a sur le plan économique et politique un réchauffement avec Niamey qui, à mon avis, pourrait être affecté par cet alignement de Niamey sur Bamako dans le cadre de la solidarité inter AES.Depuis le dégel entre Alger et Paris, c'était ce 6 avril avec la visite à Alger du ministre français des Affaires étrangères, Jean-Noël Barrot, l'Algérie et la France engagent un dialogue stratégique sur le Sahel. Concrètement, qu'est-ce que ça veut dire ? Je crois que, comme la France n'a plus aucun canal de discussion avec les pays de l'AES, elle souhaite se rapprocher de l'Algérie parce qu'il y a des intérêts réciproques entre les pays de l'AES et l'Algérie. Et la France parie sur justement le retour à la normale entre les pays de l'AES et l'Algérie pour pouvoir faire passer des messages politiques et diplomatiques.Mais au contraire, est-ce qu'on ne pourrait pas imaginer un soutien de l'Algérie et de la France aux rebelles touaregs du FLA, le Front de libération de l'Azawad ? Non, je pense que l'Algérie a toujours été très prudente dans le soutien à l'irrédentisme qu'il y a au Mali parce que, elle-même, elle n'a pas fini de régler les questions irrédentistes qu'il pourrait y avoir dans son propre territoire national. Et je ne pense même pas que la France, d'ailleurs, a intérêt encore à aggraver la situation de ses relations avec les pays de l'AES.Depuis douze ans, Iyad Ag Ghaly, le chef du groupe jihadiste du JNIM, est protégé par l'Algérie. Est-ce qu'un rapprochement entre Alger et Paris pourrait se faire au détriment de ce chef jihadiste ?  Je crois que c'est tout à fait possible. Iyad Ag Ghaly avait par le passé échappé de justesse à une élimination par les forces françaises à la suite d'un couac avec l'Algérie.C'était à Tamanrasset…C'était à Tamanrasset. Il avait échappé justement à une élimination physique par les forces françaises. Et je crois que, s'il y a un rapprochement intensif entre Paris et Alger, ça pourrait justement se faire au détriment d'un personnage comme Iyad Ag Ghaly, qui a toujours été évalué comme une cible à haute intensité par la France et qui a échappé à l'élimination alors que d'autres chefs jihadistes importants ont été éliminés par l'armée française.

If President Trump's tariff strategy succeeds in sparking a revival in US manufacturing, one consequence will be surging demand for power. We are already seeing electricity demand starting to pick up after 15 years of stagnation, driven by new data centers for AI and a wave of factory-building for semiconductors and batteries that is already under way. How can the electricity industry increase capacity to meet that growing demand and provide the power that the country needs?That's the question for this special episode of the Energy Gang, recorded live in front of an invited audience at the headquarters of the American Clean Power association in Washington DC. Host Ed Crooks talks to Chris Shelton, the Chief Product Officer at AES, Travis Kavulla, the Vice-President for Regulatory Affairs at NRG Energy, and MJ Shiao, the Vice President of Supply Chain and Manufacturing at American Clean Power.They discuss whether electricity demand growth is really happening, which technologies are best placed to provide new supply, and who will end up paying for the investment needed to increase capacity. The Trump administration's focus has been on “baseload” power, particularly new natural gas power plants. But there are reasons why they cannot be a complete solution. Renewable energy and battery storage also have important roles to play.The group also assess the impacts of changing energy policies under a Republican administration and Congress. What will be the fate of tax credits for low-carbon energy under the Inflation Reduction Act? And will moves to expedite permitting and environmental approvals make it easier to build all kinds of new infrastructure, including power and energy facilities, in the US?See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

During her early days in Quaker schools, Alexina Jackson learned to question everything and examine how systems work. Years later, those same principles are guiding her work to help build a clean, resilient, and modern electric grid.Following an 11-year run at AES, Alexina recently launched a clean energy advisory called Seven Green Strategy, a reference to the seven greenhouse gases that cause climate change. As a lawyer and utility innovation leader, Alexina founded Seven Green Strategy to help large and small organizations accelerate their efforts to decarbonize. And sometimes, that starts by questioning the status quo.This week on With Great Power, Alexina talks with Brad about what excites and frustrates her about grid enhancing technologies; why she thinks data efficiency and a strong data architecture are essential for the digital grid; and why she wants to see utilities change how they think about everything from competition to customer data. With Great Power is a co-production of GridX and Latitude Studios.  Subscribe on Apple, Spotify, or anywhere you get podcasts. For more reporting on the companies featured in this podcast, subscribe to Latitude Media's newsletter.Credits: Hosted by Brad Langley. Produced by Erin Hardick and Mary Catherine O'Connor. Edited by Anne Bailey. Original music and engineering by Sean Marquand. Stephen Lacey is executive editor. The Grid X production team includes Jenni Barber, Samantha McCabe, and Brad Langley.

Despite advances in epilepsy management, disparities and lack of inclusion of many people with epilepsy are associated with increased morbidity and mortality. Improving awareness and promoting diversity in research participation can advance treatment for underserved populations and improve trust. In this episode, Teshamae Monteith, MD, PhD, FAAN speaks Dave F. Clarke, MBBS, FAES, author of the article “Diversity and Underserved Patient Populations in Epilepsy,” in the Continuum® February 2025 Epilepsy issue. Dr. Monteith is a Continuum® Audio interviewer and an associate editor of Continuum® Audio and an associate professor of clinical neurology at the University of Miami Miller School of Medicine in Miami, Florida. Dr. Clarke is the Kozmetsky Family Foundation Endowed Chair of Pediatric Epilepsy and Chief or Comprehensive Pediatric Epilepsy Center, Dell Medical School at the University of Texas at Austin in Austin, Texas. Additional Resources Read the article: Diversity and Underserved Patient Populations in Epilepsy Subscribe to Continuum: shop.lww.com/Continuum Earn CME (available only to AAN members): continpub.com/AudioCME Continuum® Aloud (verbatim audio-book style recordings of articles available only to Continuum® subscribers): continpub.com/Aloud More about the American Academy of Neurology: aan.com Social Media facebook.com/continuumcme @ContinuumAAN Host: @HeadacheMD Full episode transcript available here Dr Jones: This is Dr Lyell Jones, Editor-in-Chief of Continuum, the premier topic-based neurology clinical review and CME journal from the American Academy of Neurology. Thank you for joining us on Continuum Audio, which features conversations with Continuum's guest editors and authors who are the leading experts in their fields. Subscribers to the Continuum Journal can read the full article or listen to verbatim recordings of the article and have access to exclusive interviews not featured on the podcast. Please visit the link in the episode notes for more information on the article, subscribing to the journal, and how to get CME. Dr Monteith: This is Dr Teshamae Monteith. Today I'm interviewing Dr Dave Clarke about his article on diversity and underserved patient populations in epilepsy, which appears in the February 2025 Continuum issue on epilepsy. So why don't you introduce yourself to our audience? Dr Clarke: Sure. My name is Dr Dave Clarke, as alluded to. I'm presently at the University of Texas in Austin, originating from much farther south. I'm from Antigua, but have been here for quite a while working within the field in epilepsy surgery, but more and more getting involved in outreach, access to care, and equity of healthcare in epilepsy. Dr Monteith: And how did you get involved in this kind of work? Dr Clarke: That's an amazing question. You know, I did it in a bit of a inside out fashion. I initially started working in the field and trying to get access to persons in the Caribbean that didn't have any neurological care or investigative studies, but very quickly realized that persons around the corner here in Texas and wherever I've worked have had the exact same problems, getting access via fiscal or otherwise epilepsy care, or geographically getting access, with so few having neurologists close at hand. Therefore, I started working both on a regional, national, and it transcended to a global scale. Dr Monteith: Wow, so you're just everywhere. Dr Clarke: Well, building bridges. I've found building bridges and helping with knowledge and garnering knowledge, you can expand your reach without actually moving, which is quite helpful. Dr Monteith: Yeah. So why don't you tell us why you think this work is so important in issues of diversity, underserved populations, and of course, access to epilepsy care? Dr Clarke: Sure, not a problem. And I think every vested person in this can give you a different spiel as to why they think it's important. So, I'll add in a few facts pertaining to access, but also tell you about why I think personally that it's not only important, but it will improve care for all and improve what you believe you could do for a patient. Because the sad thing is to have a good outcome in the United States presently, we have over three hundred epilepsy centers, but they have about eight or nine states that don't have any epilepsy centers at all. And even within states themselves, people have to travel up to eight hours, i.e., in Texas, to get adequate epilepsy care. So that's one layer. Even if you have a epilepsy center around the corner, independent of just long wait times, if you have a particular race or ethnicity, we've found out that wait may be even longer or you may be referred to a general practitioner moreso than being referred to an epilepsy center. Then you add in layers of insurance or lack thereof, which is a big concern regardless of who you are; poverty, which is a big concern; and the layers just keep adding more. Culture, etcetera, etcetera. If you could just break down some of those barriers, it has been shown quite a few years ago that once you get to an epilepsy center, you can negate some of those factors. You can actually reduce time to access and you can improve care. So, that's why I'm so passionate about this, because something could potentially be done about it. Dr Monteith: That's cool. So, it sounds like you have some strategies, some strategies for us. Dr Clarke: Indeed. And you know, this is a growth and this is a learning curve for me and will be for others. But I think on a very local, one-to-one scale, the initial strategy I would suggest is you have to be a good listener. Because we don't know how, when, where or why people are coming to us for their concerns. And in order to judge someone, if they may not have had a follow-up visit or they may not have gotten to us after five medications, the onus may not have been on that person. In other words, as we learned when we were in medical school, history is extremely important, but social history, cultural history, that's also just as important when we're trying to create bridges. The second major thing that we have to learn is we can't do this alone. So, without others collaborating with us outside of even our fields, the social worker who will engage, the community worker who will discuss the translator for language; unless you treat those persons with respect and engage with those persons to help you to mitigate problems, you'll not get very far. And then we'll talk about more, but the last thing I'll say now is they have so many organizations out there, the Institute of Medicine or the International League Against Epilepsy or members of the American Epilepsy Society, that have ways, ideas, papers, and articles that can help guide you as to how better mitigate many of these problems. Dr Monteith: Great. So, you already mentioned a lot of things. What are some things that you feel absolutely the reader should take away in reading your article? You mentioned already listening skills, the importance of interdisciplinary work, including social work, and that there are strategies that we can use to help reduce some of this access issues. But give me some of the essential points and then we'll dive in. Dr Clarke: OK. I think first and foremost we have to lay the foundation in my mind and realize what exactly is happening. If you are Native American, of African descent, Hispanic, Latinx, geographically not in a region where care can be delivered, choosing one time to epilepsy surgery may be delayed twice, three, four times that of someone of white descent. If you are within certain regions in the US where they may have eight, nine, ten, fourteen epilepsy centers, you may get to that center within two to three years. But if you're in an area where they have no centers at all, or you live in the Dakotas, it may be very difficult to get to an individual that could provide that care for you. That's very, very basic. But a few things have happened a few years ago and even more recently that can help. COVID created this groundswell of ambulatory engagement and ambulatory care. I think that can help to mitigate time to get into that person and improving access. In saying that, there are many obstacles to that, but that's what we have to work towards: that virtual engagement and virtual care. That would suggest in some instances to some persons that it will take away the one-to-one care that you may get with persons coming to you. But I guarantee that you will not lose patients because of this, because there's too big a vacuum. Only 22% of persons that should actually get to epilepsy centers actually get to epilepsy centers. So, I think we can start with that foundation, and you can go to the article and learn a lot more about what the problems are. Because if you don't know what the problems are, you can't come up with solutions. Dr Monteith: Just give us a few of the most persistent inequities and epilepsy care? Dr Clarke: Time to seeing a patient, very persistent. And that's both a disparity, a deficiency, and an inequity. And if you allow me, I'll just explain the slight but subtle difference. So, we know that time to surgery in epilepsy in persons that need epilepsy surgery can be as long as seventeen years. That's for everyone, so that's a deficiency in care. I just mentioned that some sociodemographic populations may not get the same care as someone else, and that's a disparity between one versus the other. Health equity, whether it be from NIH or any other definition, suggests that you should get equitable care between one person and the other. And that brings in not only medical, medicolegal or potential bias, that we may have one person versus the other. So, there's a breakdown as to those different layers that may occur. And in that I'm telling you what some of the potential differences are. Dr Monteith: And so, you mentioned, it comes up, race and ethnicity being a major issue as well as some of the geographic factors. How does that impact diagnosis and really trying to care for our patients? Dr Clarke: So again, I'm going to this article or going to, even. prior articles. It has been shown by many, and most recently in New Jersey, that if you're black, Hispanic, Latin- Latinx, it takes you greater than two times the time to surgery. Reduced time to surgery significantly increases morbidity. It potentially increases mortality, as has been shown by a colleague of mine presently in Calgary. And independent of that, we don't look at the other things, the other socially related things. Driving, inability to work, inability to be adequately educated, the stigma related to that in various cultures, various countries. So, that deficit not only increased the probability of having seizures, but we have to look at the umbrella as to what it does. It significantly impacts quality of life of that individual and, actually, the individuals around them. Dr Monteith: So, what are some of these drivers, and how can we address them, or at least identify them, in our clinic? Dr Clarke: That's a question that's rather difficult to answer. And not because there aren't ideas about it, but there's actually mitigating those ideas or changing those ideas we're just presently trying to do. Although outlines have been given. So, in about 2013, the federal government suggested outlines to improve access and to reduce these inequities. And I'll just give you a few of them. One of those suggestions was related to language and having more improved and readily available translators. Something simple, and that could actually foster discussions and time to better management. Another suggestion was try to train more persons from underserved populations, persons of color. Reason being, it has been shown in the social sciences and it is known in the medical sciences that, if you speak to a person of similar culture, you tend to have a better rapport, you tend to be more compliant, and that track would move forward, and it reduces bias. Now we don't have that presently, and I'm not sure if we'll have that in the near future, although we're trying. So then, within your centers, if you have trainings on cultural sensitivity, or if you have engagements and lectures about how you can engage persons from different populations, those are just some very simple pearls that can improve care. This has been updated several times with the then-Institute of Medicine in 2012, 2013, they came out with, in my mind, a pretty amazing article---but I'm very biased---in which they outline a number of strategic initiatives that could be taken to improve research, improve clinical care, improve health equity through health services research, to move the field forward, and to improve overall care. They updated this in 2020, and it's a part of the 2030 federal initiative not only for epilepsy, but to improve overarching care. All of this is written in bits and pieces and referenced in the article. To add icing on top, the World Health Organization, through advocacy of neurological groups as well as the International League Against Epilepsy and the AES, came out with the Intersectoral Action Plan on Epilepsy and Other Neurological Diseases, which advocates for parallel improvement in overall global care. And the United States have signed on to it, and that have lit a fire to our member organizations like the American Epilepsy Society, American Academy of Neurology, and others, trying to create initiatives to address this here. I started off by saying this was difficult because, you know, we have debated epilepsy care through 1909 when the International League against Epilepsy was founded, and we have continually come up with ways to try and advance care. But this have been the most difficult and critical because there's social dynamics and social history and societal concerns that have negated us moving forward in this direction. But fortunately, I think we're moving in that direction presently. That's my hope. And the main thing we have to do is try to sustain that. Dr Monteith: So, you talked about the importance of these global initiatives, which is huge, and other sectors outside of neurology. Like for example, technology, you spoke about telemedicine. I think you were referring to telemedicine with COVID. What other technologies that are more specific to the field of epilepsy, some of these monitorings that maybe can be done? Dr Clarke: I was just going to just going to jump on that. Thank you so much for asking. Dr Monteith: I have no disclosures in this field. I think it's important and exciting to think how can we increase access and even access to monitoring some of these technologies. That might be expensive, which is another issue, but…. Dr Clarke: So, the main things in epilepsy diagnosis and management: you want to hear from the patient history, you want to see what the seizures look like, and then you want to find ways in which to monitor those seizures. Hearing from the patient, they have these questionnaires that have been out there, and this is local, regional, global, many of them standardized in English and Spanish. Our colleagues in Boston actually created quite a neat one in English and Spanish that some people are using. Ecuador has one. We have created someone- something analogous. And those questionnaires can be sent out virtually and you can retrieve them. But sometimes seeing is believing. So, video uploads of seizures, especially the cell phone, I think has been management-changing for the field of epilepsy. The thing you have to do however, is do that in a HIPAA-compliant way. And several studies are ongoing. In my mind, one of the better studies here was done on the East Coast, but another similar study, to be unnamed, but again, written out in the articles. When you go into these apps, you can actually type in a history and upload a video, but the feed is not only going to you, it may be going to the primary care physician. So, it not only helps in one way in you educating the patient, but you educate that primary care physician and they become extenders and providers. I must add here my colleagues, because we can't do without them. Arguably in some instances, some of the most important persons to refer patients, that's the APPs, the PAs and the nurse practitioners out there, that help to refer patients and share patients with us. So, that's the video uploads they're seeing. But then the other really cool part that we're doing now is the ambulatory world of EEGs. Ceribell, Zeto, to name of few, in which you could potentially put the EEG leads on persons with or without the EEG technologist wirelessly and utilize the clouds to review the EEGs. It's not perfect just yet, but that person that has to travel eight hours away from me, if I could do that and negate that travel when they don't have money to pay for travel or they have some potential legal issues or insurance-related issues and I could read the EEG, discuss with them via telemedicine their care, it actually improves access significantly. I'm going to throw in one small twist that, again, it's not perfect. We're now trying to monitor via autonomic features, heart rate movement and others, for seizures and alert family members, parents, because although about 100,000 people may be affected with epilepsy, we're talking about 500,000 people who are also affected that are caregivers, affiliates, husbands, wives, etcetera. Just picture it: you have a child, let's say three, four years old and every time they have a seizure- or not every time, but 80% of times when they have a seizure, it alerts you via your watch or it alerts you in your room. It actually gives that child a sense of a bit more freedom. It empowers you to do something about it because you can understand here. It potentially negates significant morbidity. I won't stretch it to say SUDEP, but hopefully the time will come when actually it can prevent not only morbidity, but may prevent death. And I think that's the direction we are going in, to use technology to our benefit, but in a HIPAA-compliant way and in a judicious way in order to make sure that we not only don't overtreat, but at the end of the day, we have the patient as number one, meaning everything is vested towards that patient and do no harm. Dr Monteith: Great. One thing you had mentioned earlier was that there are even some simple approaches, efficiency approaches that we can use to try and optimize care for all in our clinics. Give me what I need to know, or do. Give me what I need to do. Dr Clarke: Yeah, I'll get personal as to what we're trying to do here, if you don't mind. The initial thing we did, we actually audited care and time to care delivery. And then we tried to figure out what we could do to improve that access and time to care, triaging, etcetera. A very, very simple thing that can be done, but you have to look at costs, is to have somebody that actually coordinates getting persons in and out of your center. If you are a neurologist that works in private practice, that could potentially be a nurse being associated directly one-and-one with one of the major centers, a third- or fourth-level center. That coordination is key. Educate your nurses about epilepsy care and what the urgent situations are because it will take away a lot of your headache and your midnight calls because they'll be able to know what to do during the day. Video uploads, as I suggested, regardless of the EMR that you have, figure out a way that a family could potentially send a video to you, because that has significantly helped in reducing investigative studies. Triaging appropriately for us to know what patients we can and cannot see. Extenders has helped me significantly, and that's where I'll end. So, as stated, they had many neurologists and epileptologists, and utilizing appropriately trained nurse practitioners or residents, engaging with them equally, and/or social workers and coordinators, are very helpful. So hopefully that's just some low-hanging fruit that can be done to improve that care. Dr Monteith: So why don't you give us some of your major takeaways to how we can improve epilepsy care for all people? Dr Clarke: I've alluded to some already, but I like counts of threes and fives. So, I think one major thing, which in my mind is a major takeaway, is cultural sensitivity. I don't think that can go too far in improving care of persons with epilepsy. The second thing is, if you see a patient that have tried to adequately use medications and they're still having seizures, please triage them. Please send them to a third- or fourth-level epilepsy center and demand that that third- or fourth-level epilepsy center communicate with you, because that patient will eventually come back and see you. The third thing---I said three---: listen to your patients. Because those patients will actually help and tell you what is needed. And I'm not only talking about listening to them medication-wise. I know we have time constraints, but if you can somehow address some of those social needs of the patients, that will also not only improve care, but negate the multiple calls that you may get from a patient. Dr Monteith: You mentioned a lot already. This is really wonderful. But what I really want to know is what you're most hopeful about. Dr Clarke: I have grandiose hopes, I'll tell you. I'll tell you that from the beginning. My hope is when we look at this in ten years and studies are done to look at equitable care, at least when it comes to race, ethnicity, insurance, we'll be able to minimize, if not end, inequitable care. Very similar to the intersectoral action plan in epilepsy by 2030. I'll tell you something that suggests, and I think it's global and definitely regional, the plan suggests that 90% of persons with epilepsy should know about their epilepsy, 80% of persons with epilepsy should be able to receive appropriate care, and 70% of persons with epilepsy should have adequately controlled epilepsy. 90, 80, 70. If we can get close to that, that would be a significant achievement in my mind. So, when I'm chilling out in my home country on a fishing boat, reading EEGs in ten years, if I can read that, that would have been an achievement that not necessarily I would have achieved, but at least hopefully I would have played a very small part in helping to achieve. That's what I think. Dr Monteith: Awesome. Dr Clarke: I appreciate you asking me that, because I've never said it like that before. In my own mind, it actually helped with clarity. Dr Monteith: I ask great questions. Dr Clarke: There you go. Dr Monteith: Thank you so much. I really- I really appreciate your passion for this area. And the work that you do it's really important, as you mentioned, on a regional, national, and certainly on a global level, important to our patients and even some very simple concepts that we may not always think about on a day-to-day basis. Dr Clarke: Oh, I appreciate it. And you know, I'm always open to ideas. So, if others, including listeners, have ideas, please don't hesitate in reaching out. Dr Monteith: I'm sure you're going to get some messages now. Dr Clarke: Awesome. Thank you so much. Dr Monteith: Thank you. I've been interviewing Dr Dave Clarke about his article on diversity and underserved patient populations in epilepsy, which appears in the most recent issue of Continuum on epilepsy. Be sure to check out Continuum Audio episodes from this and other issues. And thank you to our listeners for joining today. Dr Monteith: This is Dr Teshamae Monteith, Associate Editor of Continuum Audio. If you've enjoyed this episode, you'll love the journal, which is full of in-depth and clinically relevant information important for neurology practitioners. Use this link in the episode notes to learn more and subscribe. AAN members, you can get CME for listening to this interview by completing the evaluation at continpub.com/audioCME. Thank you for listening to Continuum Audio.

In this episode of Surf and Sales, Richard Harris and Scott Leese interview Anis Bennaceur, CEO and co-founder of Attention.com, a platform revolutionizing sales with AI agents that automate sales conversations. Anis shares his journey from hacking web servers as a kid to working at Tinder in its early days, and then founding his own startups. The most fascinating revelation? He joined forces with his biggest competitor to create Attention.com after years of "waging war" against each other. Key highlights: Why Attention.com's AI was able to identify the exact reason a six-figure deal was stalling (and how they fixed it) The surprising use case from dental implant sales teams that pushed their platform beyond what B2B clients typically do Why founders should sell their first $300K in ARR themselves before hiring sales reps The controversial take on equity for founding sales reps (Anis reveals exactly how much they offered) Scott's passionate rant on why LinkedIn desperately needs a competitor Plus: Why hiring two founding AEs creates the perfect competitive environment, and Scott's counterargument for why three is the magic number

Gobernadora admite que el comité de energía no se reúne desde mediados de enero y para mantener operando a AES nos van a subir “un poquito” la tarifa Congresista demócrata reconoce fondos de Medicaid (tarjeta de salud) para PR podrían estar en peligro por presupuesto de los republicanos Senado todavía no ha entrevistado a los fiscales que la secretaria de Justicia Janet Parra identifico como sus testigos Mientras Senado sigue sin citar a vista al secretario de Salud, la lucha por esa nominación desata divisiones y ataques dentro del Colegio de Médicos Cirujanos Nueva directora del ICP se expresa en contra del proyecto para eliminarlo y TRS le abre fuego Más movidas para que Trump decrete unilateralmente la independencia, mientras reconocido académico independentista apunta a los riesgos de estas propuestas Converso con Ariadna Godreau de Ayuda Legal Puerto Rico en ocasión de celebrar el décimo aniversario de la organización DEPORTES ZONA-5, Tiempo Xtra, con Federico López, con el auspicio de la Cooperativa de Seguros Múltiples See omnystudio.com/listener for privacy information.

Podcast: LAS NOTICIAS CON CALLE DE 12 DE MARZO DE 2025 - Investigan maestra cristiana que supuestamente abusó sexualmente de adolescentes en Río Piedras - Buscan barcazas para evitar apagones de verano - AES se va a quedar como carbón hasta al menos el 2032- Los botados de educación federal son menos empleados que una región educativa de PR - No hay desempleo para pagarle a empleados federales botados - Axios - Secretario de Salud Víctor Ramos contradice a Víctor Ramos el expresidente del Colegio de Médicos - Noticel- Médico que disparó al garete paga 150 mil pa salir bajo fianza- Tarifas de Trump entran en acero y aluminio, China, Australia, Corea y Europa deciden esperar a ver si hay negociación - Bloomberg - Federales investigan laboratorios de fentanilo en el Caribe y en las cárceles de PR - El Vocero - Atrasado el Ritz Carlton para reabrir por demanda de constructora - El Nuevo Día- UPR dice que no a producir cannabis por no poner en riesgo los fondos federales - El Nuevo Día- Rivera Schatz propone subir impuesto de incentivo de médicos - El Nuevo Día- Se pierden montones de propiedades del gobierno que no saben dónde andan - Bloomberg - Patronos piensan reclutar gente en PR - Primera Hora- Gobernadora crea otra oficina para adultos mayores y servicios para sordos en Choliseo - Primera Hora- Aumento dramático en cáncer colorrectal en jóvenes - Primera HoraYa llegó el iPhone 16e a Liberty! Un nuevo iPhone, a un gran precio.Llévatelo hoy por nuestra cuenta y sin necesidad de trade-in. Actívalo en nuestro mejor plan y disfruta de data de altavelocidad ilimitada sin reducciones.Diseñado para Apple Intelligence, el iPhone 16e promete dartemás valor por tu dinero. Visítanos hoy o llama al 1-855-655-0055 para más detalles.Liberty. Contigo siempre.Incluye auspicio

Three West African countries - Mali, Niger, and Burkina Faso - have finalized their exit from the Economic Community of West African States (ECOWAS). Another thing they have in common? All three countries are under junta rule after military coups that took place in recent years. They have since formed their own union - the Alliance of Sahel States (AES).   Why have these three countries exited ECOWAS, and is this a crisis point for the regional bloc? Catherine Nzuki is joined by Beverly Ochieng, Senior Analyst for Francophone Africa at Control Risks, and a Senior Associate with the CSIS Africa Program, to unpack these questions and more.   They discuss the state of politics and security in Mali, Niger, and Burkina Faso (1:30); why the leaders of these military juntas are popular at home and across Africa (4:40); what drove the decision to exit ECOWAS and what this means for unity in the region (7:37); how the AES is using arts, culture, and media to self-legitimize; (20:00); how the pan-African, decolonial rhetoric of the leaders of AES is translating into their governance choices (24:11); if the AES confederation is strong enough to weather rough international winds on their own (28:49); the state of Africa's legacy institutions today and how responsive they are to shifting regional politics and the collapsing post-WWII order (37:15).

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