Podcast appearances and mentions of Andrew Davies

Our exit today has us being recognized for that one hit wonder we wrote in the 80s. This week, we are talking about Bridget Jones's Diary, written by Helen Fielding, Andrew Davies, and Richard Curtis, and directed by Sharon Maguire. Along with debating the dreamiest Mr. Darcy, we talk casting rumors, belated sequels, soundtracks, the year of Jim Broadbent, Austen adaptations, the allure of Hugh Grant, accents, Salman Rushdie, uncomfortable humor, and Mission Impossible.Theme music by Jonworthymusic.Powered by RiversideFM.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠CFF Films⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ with Ross and friends.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Movies We've Covered on the Show⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ on Letterboxd.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Movies Recommended on the Show⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ on Letterboxd.

Today on the show we have Andrew Davies, the CMO of Paddle.In this episode, Andrew shares his experience tackling the "champagne problems" that SaaS companies face as they scale globally.We then discussed how Paddle repositioned itself through the merchant of record model and brought a legacy concept back into the spotlight.We wrapped up by discussing the company's strategic phases, the ProfitWell acquisition, and the challenges of narrowing ICP without losing growth momentum.Mentioned ResourcesPaddleProfitWellPrice IntelligentlyIdioOptimizelyChurn FM is sponsored by Vitally, the all-in-one Customer Success Platform.

In this episode of Sanika engages in a profound conversation with Andrew Davies about the concept of empathy. They delve into Andrew's personal experiences and how empathy has played a crucial role in his life, both personally and professionally. The discussion touches on the importance of seeing people beyond their roles in corporate settings, the impact of childhood experiences on developing empathy, and how improvisation can help build stronger, more empathetic teams. They also explore how empathy can bridge cultural and racial divides, foster better communication, and overcome fear-based biases. Tune in for an insightful dialogue on defining and practicing empathy in various aspects of life.Books mentioned during the episode Supercommunicators by Charles DuhiggMartin Luther King - I Have a Dream speech  Thank you for listening and for always adding new dimensions to your definitions. Keep growing, keep exploring, and keep defining life on your terms.

Send us a textIn this episode of Joey Pinz Conversations,

Apple's payment policy just took a major turn—and it could unlock huge revenue potential for app developers. A federal judge has ruled that Apple must now allow developers to offer alternative payment methods outside the App Store.In this session, Steve P. Young joins Andrew Davies, CMO at Paddle, to break down what this means for your app business, including:✅ New monetization opportunities are now available✅ How Paddle manages payments, refunds, taxes, and fraud compliance✅ Key considerations before moving away from Apple's in-app purchase system✅ How this shift could impact LTV, attribution, and growth strategies

Welcome to The kbbreview Podcast and the first of TWO very special episodes coming live from Blackpool and the kbbreview Retail & Design Awards 2025.Since we launched these awards back in September we've been putting out special monthly awards episodes talking to judges, organisers and finalists and it's all thanks to our 2025 Awards Podcast Partner Sonas Bathrooms. You can find out more about them at sonasbathrooms.comYour awards podcast host Matt Baker managed to find a quiet-ish spot at the back of the legendary Tower Ballroom where he also found our very kbbreview managing editor Andrew Davies.We grabbed all our winners as they came off stage so we're going to hear from them all split it over a couple of episodes. So, in this first one, we'll hear from our design winners as well as Andrew giving out the Special Achievement Award.In the next episode you'll hear all of our business category finalists, including the Kitchen Retailer Of The Year and Bathroom Retailer Of The Year. Hosted on Acast. See acast.com/privacy for more information.

Welcome to The kbbreview Podcast and the first of TWO very special episodes coming live from Blackpool and the kbbreview Retail & Design Awards 2025.Since we launched these awards back in September we've been putting out special monthly awards episodes talking to judges, organisers and finalists and it's all thanks to our 2025 Awards Podcast Partner Sonas Bathrooms. You can find out more about them at sonasbathrooms.comYour awards podcast host Matt Baker managed to find a quiet-ish spot at the back of the legendary Tower Ballroom where he also found our very kbbreview managing editor Andrew Davies.We grabbed all our winners as they came off stage so we're hearing from them all split it over a couple of episodes. In Part One we heard from our design winners as well as the Special Achievement Award and now, in Part Two, we're catching up with all of our business category finalists, including the Kitchen Retailer Of The Year and Bathroom Retailer Of The Year. Hosted on Acast. See acast.com/privacy for more information.

Part 2 of our Avalon Airshow special, we continue our journey through Australia's most exciting tech and manufacturing innovations shaping defence, aerospace, and mining. Shane and Paul catch up with four standout companies pushing the limits of what's possible: Andrew Davies from Taz Drone Solutions shares how his team went from modifying off-the-shelf drones to designing purpose-built UAVs for dangerous mining, defence, and fire management missions. Alex Reynolds from BLACK6 unpacks how their integrated learning environments use simulation, AI, and data analytics to transform training outcomes across aviation and heavy industries. Shane Rapmund from Athena AI explains how their military-grade computer vision tools are reducing operator overload in complex environments — from battlefields to surveillance operations. David Jervis from Gilmour Space talks launching Australia into orbit, with locally-designed rockets aimed at solving the growing bottleneck in satellite deployment. This episode is packed with stories of homegrown innovation, manufacturing resilience, and real-world tech applications. 

We're mixing it up in this one with our special guest—Andrew Davies! All are welcome. There is a lot of religion talked about in this episode; there is a lot of play. Believe it or not, Greg suggests some improv play. This being one of Andrew's areas of expertise, he happily guides us through a […]

In this episode, Samia interviews Andrew Davies, the acting CEO of the NSW Food Authority

For the video of this episode, go to https://brucechalmer.com/andrew-davies/. Improv is all about spontaneity, fun, listening, and being willing to play. How can improv help you improve your relationships, romantic or otherwise? Our guest in this episode, Andrew Davies, combines his love and training in theater and Judaism, and beings the joy of improv to children and adults of all ages. We had fun talking to Andrew, and we hope you'll have fun listening to this interview. Among the many nuggets of wisdom Andrew offers is a brilliant hack for making the concept of “date night” possible even for parents of young children. Andrew's websites are https://www.artlyworking.com/ and https://www.thebibleplayers.com/. Do you have ideas for topics or guests for our podcast? Go to https://ctin7.com and send us a message. And you can also sign up for Dr. Chalmer's newsletter right from our homepage. Our sponsor is The Blue Tent: Erotic Tales from the Bible by Laria Zylber. Find out more at https://lariazylber.com. Bruce's latest book, Betrayal and Forgiveness: How to Navigate the Turmoil and Learn to Trust Again is now available! More information at https://brucechalmer.com/betrayal-and-forgiveness/. And here's the link to leave a review: https://www.amazon.com/review/create-review?&asin=B0D4B6KL79

Doctors Gave Him a 30% Chance… Now, He's Rebuilding His Life in Thailand. At 19 years old, Andrew Davies was diagnosed with pancreatitis in South Africa and given just a 30% chance of survival. He made it through, but that was just the beginning. Growing up in a turbulent home, Andrew learned to adapt quickly. He sold everything, moved across the world, and took huge risks. Some paid off, and others left him with nothing. From coffee shops in Brisbane and bars in Lisbon to content production in Thailand, Andrew is not short of entrepreneurial spirit and resilience. Despite life's huge setbacks, he's routinely picked himself up.

Send us a textUnlocking Success: How Improv Techniques Can Transform Team Dynamics#author #improv #comedy #workplace #teambuilding #jewish Andrew Davies is the Better Meetings Director of Artly Working, which uses Improv and Theatre to help build stronger teams made up of happier people, and higher performers. Since starting in 2019 Artly Working has led programs with over 100 innovative companies like Netflix, Roblox, Meta, and Google. Website: https://www.artlyworking.com/Facebook: https://www.facebook.com/andrewsdaviesLinkedin: https://www.linkedin.com/in/andrewdaviesphilly/Thanks for tuning in, please be sure to click that subscribe button and give this a thumbs up!!Email: thevibesbroadcast@gmail.comInstagram: https://www.instagram.com/listen_to_the_vibes_/Facebook: https://www.facebook.com/thevibesbroadcastnetworkLinktree: https://linktr.ee/the_vibes_broadcastTikTok: https://vm.tiktok.com/ZMeuTVRv2/Twitter: https://twitter.com/TheVibesBrdcstTruth: https://truthsocial.com/@KoyoteFor all our social media and other links, go to: Linktree: https://linktr.ee/the_vibes_broadcastPlease subscribe, like, and share!

Join us on The Road to Bridget Jones: Mad About the Boy as we look back at each film in the iconic rom-com series. On this episode, Ashley and Dylan discuss the second film in the franchise, Bridget Jones: The Edge of Reason. Listen to hear their thoughts on the film, debate if Bridget is justified in her actions and question if the Thailand section of the film is problematic. Bridget Jones: The Edge of Reason (2004) Directed by: Beeban Kidron Screenplay by: Andrew Davies, Helen Fielding, Richard Curtis, Adam Brooks Based on Bridget Jones: The Edge of Reason by: Helen Fielding Starring: Renée Zellweger, Colin Firth, Hugh Grant, Jim Broadbent, Gemma Jones Hosts: Ashley Hobley: https://bsky.app/profile/ashleyhobley.bsky.social  Dylan Blight: https://bsky.app/profile/dylan.explosionnetwork.com  Follow our Trakt: Ashley - https://trakt.tv/users/ashleyhobley  Dylan - https://trakt.tv/users/vivaladil  All Episodes: https://wdyww.podbean.com/  Support Us: https://explosionnetwork.com/support  

Join us on The Road to Bridget Jones: Mad About the Boy as we look back at each film in the iconic rom-com series. On this episode, Ashley and Dylan discuss the first entry in the franchise, Bridget Jones's Diary. Listen to hear their thoughts on the film, share their initial impressions of the core cast and debate how it would fare if it were released today. Bridget Jones's Diary (2001) Directed by: Sharon Maguire Screenplay by: Helen Fielding, Andrew Davies, Richard Curtis Based on Bridget Jones's Diary by: Helen Fielding Starring: Renée Zellweger, Colin Firth, Hugh Grant, Jim Broadbent, Gemma Jones Hosts: Ashley Hobley: https://bsky.app/profile/ashleyhobley.bsky.social  Dylan Blight: https://bsky.app/profile/dylan.explosionnetwork.com  Follow our Trakt: Ashley - https://trakt.tv/users/ashleyhobley  Dylan - https://trakt.tv/users/vivaladil  All Episodes: https://wdyww.podbean.com/  Support Us: https://explosionnetwork.com/support  

All things go unheeded, Revelation 3. Sunday 12th of January 25 PM. Bro Andrew Davies

Welcome to the very special episode of The kbbreview Podcast where we will reveal the full shortlist for the kbbreview Retail & Design Awards 2025.Your hosts are kbbreview's Matt Baker and Andrew Davies and they will exclusively announce who the finalists are for all our design and retail categories. YOU won't get this list anywhere else until next week so don't miss it!Huge thanks to our Awards Podcast Partner for 2025 Sonas Bathrooms, we couldn't do these special awards episodes without their support.The gala black tie event where we announce the winners is on Thursday, April 24 at the iconic Tower Ballroom in Blackpool. If you want to be at the biggest KBB party of the year then book your tickets now as there is a limited capacity.You can find out all you need to know about the kbbreview Retail & Design Awards 2025 at our website kbbreview.com/awards including how to book your seats and tables. Hosted on Acast. See acast.com/privacy for more information.

This week we have a look at the 1976 short ghost film The Signalman directed by Lawrence Gordon Clark.  This is Episode #449! The Signalman is a short film which is part of the British supernatural anthology series A Ghost Story for Christmas. Written by Andrew Davies, produced by Rosemary Hill, and directed by the series' creator, Lawrence Gordon Clark, it is based on the ghost story "The Signal-Man" (1866) by Charles Dickens, and first aired on BBC1 on 22 December 1976, the earliest airdate in the series relative to Christmas.It stars Denholm Elliott as a lone signalman who is visited by a traveller (Bernard Lloyd). The signalman reveals that he is being haunted by a spectre which has appeared at the entrance of the tunnel next to his signal box, and these visions begin to likewise trouble the traveller in his sleep.Become a supporter of this podcast: https://www.spreaker.com/podcast/castle-of-horror-podcast--4268760/support.

Andrew spoke from 1 Thessalonians 4:11-12, explaining why God chose Joseph to be Jesus's earthly father. 

In this episode we chat with the man who gave us the 1995 BBC adaptation of Pride and Prejudice—for many, the definitive Austen adaptation. A prolific author and screenwriter, Andrew Davies is also responsible for the 1996 ITV adaptation of Emma, Northanger Abbey (2007), Sense and Sensibility (2008), and the recent dramatization of Sanditon—not to mention adaptations of a host of other classic novels. Join us as we discuss Andrew's thoughts on adapting Austen's novels to film and, of course, Mr. Darcy in a wet shirt. Andrew Davies, prominent author and screenwriter, began his career writing radio plays and eventually moved into writing for television, film, and theater. He is also the author of several novels and children's books. In addition to the screen adaptations of Austen's novels mentioned above, he has dramatized television series such as Bleak House, House of Cards (ITV), Mr. Selfridge, Little Dorrit, To Serve Them All My Days, Vanity Fair, and War & Peace, in addition to films such as Bridget Jones's Diary, and Bridget Jones: The Edge of Reason. Andrew's work has garnered dozens of nominations and awards, and in 2002, he received the highest honor bestowed by the British Academy of Film and Television Arts, a BAFTA Fellowship, in recognition of his “outstanding achievement in the art forms of the moving image.” For a transcript and show notes, visit https://jasna.org/austen/podcast/ep18.Visit our website: www.jasna.orgFollow us on Instagram and FacebookSubscribe to the podcast on our YouTube channelEmail: podcast@jasna.org

Welcome to CHRISTMAS at Charles Dickens: A Brain on Fire!

"We Have To Find Laughter Right Now: Andrew Davies" (Season 4, Episode 5), the newest episode of our season, dropped Wednesday, November 28. We called to the Bimah Andrew Davies, co-founder of The Bible Players, who is based in Philadelphia. Andrew shared his approach to Jewish education through comedy, introducing listeners to "Mitzprov" - a blend of improvisation and Jewish values that transforms how we engage with tradition. We explored the profound connections between Jewish storytelling, comedy, and education, diving deep into how laughter can be a powerful tool for community building and learning. The conversation illuminated how comedy and improvisation can be deeply spiritual practices, creating meaningful connections within Jewish community. "On the Bimah" continues to showcase the diversity and depth of contemporary Jewish theatre, guided by your host Danielle Levsky. This podcast is an Alliance for Jewish Theatre program, produced by Danny Debner and Danielle Levsky. Our theme music is by Ilya Levinson and Alex Koffman.

In this episode, Dave is joined by Andrew Davies, CMO at Paddle, a company providing complete payments infrastructure for 4,000+ software businesses globally. Prior to Paddle, he was VP of Corporate Marketing at Optimizely, following the acquisition of his startup. Dave and Andrew talk about the marketing strategy at Paddle, managing a team of 30 marketers, the fundamentals of effective B2B marketing, and their mission of being the most helpful brand in their space.Dave and Andrew also cover:The importance of first principles in B2B marketingHow to structure and scale a marketing teamHow to differentiate in a crowded marketTimestamps(00:00) - - Intro to Andrew (07:13) - - From Startup Founder and CMO to Head of Marketing (12:48) - - Starting Out at Paddle (15:34) - - First Principles for Building Out Marketing (18:12) - - Positioning and Messaging in a Crowded Market (19:27) - - Leading a 30-Person Marketing Team at Paddle (25:32) - - The Key to Being an Effective Leader (28:01) - - Distributing and Prioritizing Tasks on the Marketing Team (33:28) - - Marketing Strategy at Paddle (35:09) - - What is Your Marketing Team NOT Doing That is Considered a Best Practice for Every Other Company? (38:41) - - AI in B2B Marketing (41:34) - - Closing Remarks Send guest pitches and ideas to hi@exitfive.comJoin the Exit Five Newsletter here: https://www.exitfive.com/newsletterCheck out the Exit Five job board: https://jobs.exitfive.com/Become an Exit Five member: https://community.exitfive.com/checkout/exit-five-membership***This episode of the Exit Five podcast is brought to you by our friends at Knak.  Launching an email or landing page in your marketing automation platform shouldn't feel like assembling an airplane mid flight with no instructions, but too often that's exactly how it feels.No more having to stop midway through your campaign to fix something simple. Knack lets you work with your entire team in real time and stops you from having to fix things mid flight. Check them out at knak.com/exit-five/***Thanks to my friends at hatch.fm for producing this episode and handling all of the Exit Five podcast production.They give you unlimited podcast editing and strategy for your B2B podcast.Get unlimited podcast editing and on-demand strategy for one low monthly cost. Just upload your episode, and they take care of the rest.Visit hatch.fm to learn more

This episode is sponsored by MagicSchool AI. If you're ready to transform the way you teach, With over 3.5 million users worldwide, MagicSchool AI is the #1 educational AI platform. They're committed to data privacy for all users in order to keep classrooms protected. Save time and focus on creating experiences with your students with MagicSchool AI. To learn more and get started, visit www.magicschool.ai In this episode, I'm joined by Andrew Davies of MagicSchool AI to discuss his transition from the classroom to a popular edtech company and how he found his way into a MagicSchool AI interview. He also gives us his top three MagicSchool AI tools and why they're his favorites. This is a conversation that is guaranteed to get you using their platform ASAP and doing a deep dive into their teacher and student tools. Buen provecho! Connect With Gabriel Carrillo EdTech Bites Website: https://edtechbites.com EdTech Bites X: https://twitter.com/edtechbites EdTech Bites Instagram: https://instagram.com/edtechbites EdTech Bites Threads: https://www.threads.net/@edtechbites EdTech Bites Facebook Page: https://facebook.com/edtechbites EdTech Bites YouTube Channel: https://www.youtube.com/@edtechbites Connect With Andrew Davies and MagicSchool AI MagicSchool AI Website: https://www.magicschool.ai MagicSchool AI on X: https://www.x.com/magicschoolai MagicSchool AI on Facebook: https://www.facebook.com/magicschoolai/ MagicSchool AI on Instagram: https://www.instagram.com/magicschoolai/ MagicSchool AI on YouTube: https://www.youtube.com/@magicschoolai MagicSchool AI on TikTok: https://www.tiktok.com/@magicschoolai MagicSchool AI on LinkedIn: https://www.linkedin.com/company/magicschool-ai/posts/?feedView=all Andrew Davies on X: https://www.x.com/EduTechWizard Andrew Davies on TikTok: https://www.tiktok.com/@edutechwizard

This week we are presenting a special episode to you. Several years ago Andrew Davies, a long-time friend of Media Gratiae and contributor to our Behold Your God studies, visited New Albany, MS. While he was here we asked him to read select sermons preached during the Great Awakening. One of those sermons was originally preached by William Chalmer Burns. Burns was a contemporary of Andrew Bonar and Robert Murray M'Cheyne in Scotland. Because of his godliness, he was offered a number of offices in large churches but turned each one down because he had on his heart to preach the gospel in China. He saw very little fruit there, but took the opportunity to mentor a young missionary by the name of Hudson Taylor. If you are unfamiliar with the work of Taylor, you can search through our archives as we have mentioned him multiple times throughout our podcasts. We also highly recommend his two-volume biography and will put a link to it below. We pray this sermon is a blessing to you. Show Notes: Hudson Taylor Biography - https://www.davidsonpublishing.org/hudson-taylor.html Want to listen to The Whole Counsel on the go? Subscribe to the podcast on your favorite podcast app: https://www.mediagratiae.org/podcasts You can get The Whole Counsel a day early on the Media Gratiae App: https://subsplash.com/mediagratiae/app

The ‘Austenmania' craze of the mid-90s kicked off with the BBC's production of ‘Pride and Prejudice', which first aired on 24th September, 1995. Now primarily remembered for Colin Firth's ‘wet shirt' scene, Andrew Davies's ‘sexed up' adaptation also starred Firth's real-life squeeze Jennifer Ehle as Elizabeth Bennet, and was the first serialisation of the novel to be filmed on location, with picturesque country estates providing a ‘property porn' backdrop to the plot's central romance. In this episode, the Retrospectors reveal how Firth later tried to distance himself from the fetishisation of his role as Mr Darcy; explain the part rat urine played in filming the iconic bathing scene; and discover how this sensationally popular miniseries sparked interest in erotic adaptations of Austen's work… Further Reading: ‘Pride and Prejudice at 20: The scene that changed everything' (BBC Culture, 2015): https://www.bbc.com/culture/article/20150922-pride-and-prejudice-at-20-the-scene-that-changed-everything ‘Books, Bras and Bridget Jones: reading adaptations of Pride and Prejudice - by Olivia Murphy' (University of Sydney): https://core.ac.uk/download/pdf/229392346.pdf ‘The Lake Scene (Colin Firth Strips Off)' (BBC, 1995): https://www.youtube.com/watch?v=hasKmDr1yrA Love the show? Support us!  Join 

We're back with Scratch after the long summer break! For our first episode after the break, we're thrilled to sit down with Andrew Davies, the CMO of Paddle, a leading payment infrastructure provider designed specifically for SaaS companies. Paddle takes care of the tricky stuff—payments, taxes, subscriptions—essentially all the payment logistics, so businesses can focus on what really matters: growth. In our conversation, Andrew dives deep into the art of building a brand-led B2B business and tells us why long-term brand investment is key to true marketing efficiency. One of the key takeaways from this episode is Andrew's insight on how B2B marketers can learn from B2C and lifestyle brands by focusing on people, not just businesses. We also discuss the challenges in educating boards and CEOs about modern marketing approaches, the importance of long-term brand investment, and the evolving role of CMOs as commercial operators. Another recurring theme from this episode (something that we've heard quite a few times now) is the importance of understanding the broader business ecosystem and speaking the language of top business leaders. We also touch on overlooked growth opportunities, the evolving role of CMOs, and how critical it is to align your team on messaging and the overall brand story. If you work for or own a B2B brand, then this episode is for you!Watch the video version of this podcast on Youtube ▶️: https://youtu.be/Jv422AbPnP4          

In this sermon, Andrew Davies proclaims Christ as the Good Shepherd from John 10:1-16. Shepherd/sheep imagery is sprinkled all throughout the Bible. In this passage, Jesus shows us how he is the Shepherd who knows us, calls us, and changes us. It is essential for us, his sheep, to hear and respond to his voice so that we may have the abundant life that Christ offers.

Andrew Davies (@andjdavies) runs marketing for Paddle, the payment provider that powers several of my businesses. They also recently ran an AI launchpad accelerator, which massively impacted the trajectory of my business, Podscan. It's about time we chat more about money on the pod.Today, I get to talk to Andrew about all things payment, why a Merchant of Record is something way too few bootstrappers leverage, and what the future holds for online payments. This episode is sponsored by Podscan.fmThe blog post: https://thebootstrappedfounder.com/andrew-davies-the-power-of-a-merchant-of-record/The podcast episode: https://tbf.fm/episodes/343-andrew-davies-the-power-of-a-merchant-of-recordCheck out Podscan to get alerts when you're mentioned on podcasts: https://podscan.fmSend me a voicemail on Podline: https://podline.fm/arvidYou'll find my weekly article on my blog: https://thebootstrappedfounder.comPodcast: https://thebootstrappedfounder.com/podcastNewsletter: https://thebootstrappedfounder.com/newsletterMy book Zero to Sold: https://zerotosold.com/My book The Embedded Entrepreneur: https://embeddedentrepreneur.com/My course Find Your Following: https://findyourfollowing.comHere are a few tools I use. Using my affiliate links will support my work at no additional cost to you.- Notion (which I use to organize, write, coordinate, and archive my podcast + newsletter): https://affiliate.notion.so/465mv1536drx- Riverside.fm (that's what I recorded this episode with): https://riverside.fm/?via=arvid- TweetHunter (for speedy scheduling and writing Tweets): http://tweethunter.io/?via=arvid- HypeFury (for massive Twitter analytics and scheduling): https://hypefury.com/?via=arvid60- AudioPen (for taking voice notes and getting amazing summaries): https://audiopen.ai/?aff=PXErZ- Descript (for word-based video editing, subtitles, and clips): https://www.descript.com/?lmref=3cf39Q- ConvertKit (for email lists, newsletters, even finding sponsors): https://convertkit.com?lmref=bN9CZw

Andrew Davies is the CMO of Paddle, a payments infrastructure platform for high-growth SaaS companies serving over 3000 customers. He has more than 20 years of experience in start-ups ranging from leading global demand, advisory and consultancy, and even teaching. --- Support this podcast: https://podcasters.spotify.com/pod/show/uncharted1/support

What is it like to have the freedom to create marketing campaigns that are so crazy, they're LITERALLY out of this world? Let's find out! Andrew Davies, CMO of SaaS payment infrastructure provider Paddle, joins Ahrefs Podcast to discuss everything from their high production value video campaigns to the crossover between customer engagement and marketing to why you're probably using your blog section wrong. If you're ready for a more advanced masterclass in marketing, you won't want to miss this discussion! In this episode, we cover: Creating compelling brand stories Educating customers on your product offering Bringing customers into your marketing How you should be using your blog SEO vs paid media Creating out of this world creatives Content distribution game changers Upping your video production game Leveraging events for community buildingEmpowering teams to go on camera What is Account Based Marketing (ABM) Community empowerment as a marketing tool Inspirational marketers _________________________________________________ If you enjoyed this episode, please subscribe! Where to find Andrew: X: https://x.com/andjdavies LinkedIn: https://www.linkedin.com/in/andjdavies/ Website: https://www.paddle.com/ Where to find Tim: LinkedIn: https://www.linkedin.com/in/timsoulo/ X: @timsoulo Website: https://www.timsoulo.com/ ________________________________________________ Referenced in the episode: Space campaign: https://space.paddle.com/

That's right, it's the very hot and very horny first two episodes of "Sanditon," by Andrew Davies (the Jane Austen of our time) and Jane Austen (the Jane Austen of Jane Austen's time). We're going to be getting to the bottom of who's nice and who's not nice, as well as other scintillating questions like what on Earth is everybody doing with their hands this week?! Special thanks to Baby Bee Carys for the theme music! Subscribe to our Patreon at Patreon.com/BSCCPodcast and support the show at Bit.ly/RattlesnakeJake! Learn more about your ad choices. Visit megaphone.fm/adchoices

By Selva Ozelli It is Plastic Free July. The campaign originated in Australia to draw attention to the global problem of plastic waste, resulting in the world's first Plastic Treaty that is still being negotiated by the United Nations Environment Programme (UNEP) Intergovernmental Negotiating Committee on Plastics Pollution. "The treaty presents a crucial opportunity to tackle plastic pollution from a fresh perspective and adopt innovative problem-solving methods. We are hopeful that the treaty will introduce novel solutions and align policies that have proven effective" explained Betsy Bowers, Executive Director of the Global EPS Sustainability Alliance (GESA). The Impact of Plastic Waste on Nature Plastic pollution is causing serious problems for animals, nature, and people's health. Drawing attention to this are several environmental artists with physical and digital art shows around the world. These artists during the fall will also be part of Climate Week NY's Pink and Blue Art Show held at Howland Cultural Center Beacon, NY from Aug 10 to Sep 29, 2024. 1. UN Ocean Decade Tides of Change Waves of Hope Art Show at Art on the Ave NYC at Fulton Center New York City - April 1 to July 6, 2024 Internationally acclaimed photographers Ian Hutton from the Lord Howe Island Australia, Zinnia Gutowski from the Philippines/US, and Alfons Rodriguez from Spain and award winning oil painters Selva Ozelli from the US Semine Hazar, Fatma Kadir and Ihan Sayin from Turkiye draw attention to the impact of plastic pollution on sea slugs, water birds and whales with their work on exhibit to the public at Fulton Center New York. Waves & Tides According to a study by Alexander L. Bond , Ian Hutton and Jennifer L. Lavers plastic production and pollution of the environment is rising rapidly and outpacing current mitigation measures. The temporal changes in the amount and composition of plastic in boluses from Flesh-footed Shearwaters during 2002-2020 showed a generally decreasing pattern from 2002 to 2015 and increasing again to 2020 which suggests shearwater boluses to be a low-effort, high-statistical power monitoring tool for quantifying progress against environmental policies in Australia. How plastic litter is killing wildlife on Lord Howe Island by Ian Hutton and Jennifer L. Lavers: 1. Healing Hudson Art Show by Selva Ozelli for the Putnam History Museum Coldspring, NY June 8 to Sep 30, 2024 Artist Selva Ozelli with her Healing Hudson Art Show for Putnam History Museum draws attention to the impact of plastic pollution on sea/harbor animals who live in the Hudson River and often eat microplastics which contains toxic chemicals, that can increase the chance of disease and affect reproduction. According to National Oceanic and Atmospheric Administration (NOAA) Fisheries marine plastic debris also entangles at least 260 marine species, including marine mammals, sea turtles, and seabirds so if you see a sea animal strangled in plastic let NOAA Fisheries know. Healing Hudson: https://www.youtube.com/watch?v=Tt5Mju8H1wM&t=26s Healing Hudson - Darter Fish: https://www.youtube.com/watch?v=U6IA0Td_kHw 1. Eco Water Pollution Art Show by photographer Mene Liondos, Greece April 1 to Dec 31, 2024 Photographer Mene Liondos from Greece with his art show Eco Water Pollution is focused on plastic pollution in the Ocean: 1. Moody Blue Crabs Art Show by Selva Ozelli for the Havre de Grace Maritime Museum June 8 to Dec 31, 2024 Artist Selva Ozelli with her art show Moody Blue Crabs Art Show for the Havre de Grace Maritime Museum draws attention to the impact on microplastic pollution on Blue Crabs (Callinectes sapidus) which are susceptible to this pollution because they feed in sediment where dense plastics accumulate. According to a study by Ashley Velzis, Sarah Davis, Andrew Davies, & Coleen Suckling of the University of Rhode Island the majority of microfibers and the foreign microplastics are concentrated in the claws of the crabs. Since Blue Crab claw m...

In this episode of Content Briefly, we've interviewed Andrew Davies, CMO at Paddle, and discussed the integration of content marketing within business growth strategies, the complexities of content attribution, and more.************************Timestamps:00:00 Intro 01:30 Who is Andrew Davies?01:49 Andrew's background.03:22 What is Paddle about, who is it for, and its pricing model?05:47 Navigating content marketing challenges from a CMO's perspective.08:10 Balancing creativity and commercial goals in content marketing.10:38 The complexity of attribution in marketing.13:29 Integrating customer insights into your content strategy.14:49 Expectations for content teams to analyze data.15:57 Elevating brand engagement through episodic video content.19:14 Balancing specialized content with broad appeal in business strategy videos.22:10 Content's role in corporate acquisition.25:07 The emotional core of business narratives and acquisition.27:18 The remote realities of content production.28:55 What the path towards becoming a CMO looks like.32:42 Learn more about Andrew Davies and Paddle and get in touch.33:24 Outro************************Useful Links:https://www.paddle.com/studioshttps://www.paddle.com/blog/saas-market-report-march-2024https://www.paddle.com/customersAndrew on LinkedIn: https://www.linkedin.com/in/andjdavies************************Stay Tuned:► Website: https://www.superpath.co/► YouTube: https://www.youtube.com/@superpath► LinkedIn: https://www.linkedin.com/company/superpath/► Twitter: https://twitter.com/superpathco************************Don't forget to leave us a five-star review and subscribe to our YouTube channel.

Andrew Davies, pasajero del vuelo de Londres a Singapur de Singapore Airlines que tuvo que aterrizar de emergencia, contó detalles en La W sobre la fuerte turbulencia que experimentaron durante el vuelo.

Matthew Bannister on an author, a campaigner, an Olympic medallist, a conductor

Don't blink, because it's the 2007 Andrew Davies adaptation of Northanger Abbey, and Jyn Erso is about to make her biggest mistake since she tried to steal the plans to the Death Star: Standing up Mr. Tilney to take a horsey ride to Blaise Castle. And it only gets cringier from there! Fortunately, we have a pair of Fashion Geniuses and a time-traveling barrister to help us get through it. Music credits: "Big Action Sports Rock," by Alexander Rufire "Tournament," by Crypt of Insomnia Special thanks to Baby Bee Carys for the theme music! Subscribe to our Patreon at Patreon.com/BSCCPodcast and support the show at Bit.ly/RattlesnakeJake! Advertise on The Baby-Sitters Club Club via Gumball.fm Learn more about your ad choices. Visit megaphone.fm/adchoices

A panel discussion chaired by Denny Levett, Professor in Perioperative Medicine and Critical Care at the University of Southampton and a Consultant in Perioperative Medicine at Southampton University Hospital NHS Foundation trust (UHS) and featuring; Andrew Davies, Consultant in upper gastro-intestinal surgery at Guy's and St Thomas' NHS Hospital Trust, Heather Gill, a vascular surgeon at McGill University and Research Chair for the Canadian Society of vascular surgery, Gerry Danjoux, consultant in Anaesthesia and Sleep Medicine at South Tees Hospitals NHS Trust, Chelsia Gillis, Assistant Professor in the School of Human Nutrition in the Faculty of Agricultural and Environmental Sciences at McGill University and Liam Humphreys, Senior Research Fellow and lead of the Living Well with Chronic Disease research theme at the Advanced Wellbeing Research Centre. Liam's presentation is here: https://topmedtalk.libsyn.com/behavioural-change-vs-psychological-interventions-which-is-key-in-prehabilitation-prehabilitation-world-congress Chelsia's presentation is here: https://topmedtalk.libsyn.com/prehab-initiative-standardisation-of-screening-assessment-interventions-and-outcomes-prehabilitation-world-congress Andrew's presentation is here: https://topmedtalk.libsyn.com/should-we-delay-surgery-for-prehabilitation-prehabilitation-world-congress

The scintillating ALL-AUSTEN content block comes screeching into Andrew Davies' 2008 "Sense and Sensibility" like a bat out of hell. This week, we've got all-new Dashwood girls, a completely illegal round of the hot new game "Fred, Mary, Will," and enough sexy horse names to start a sexy ranch. Music credits: "Big Action Sports Rock," by Alexander Rufire "Tournament," by Crypt of Insomnia "The Game 8 Bit," by Elians Productions "Unrequited Love," by Alex Bird Special thanks to Baby Bee Carys for the theme music! Subscribe to our Patreon at Patreon.com/BSCCPodcast and support the show at Bit.ly/RattlesnakeJake! Advertise on The Baby-Sitters Club Club via Gumball.fm Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Navigating Major Programmes, Riccardo sits down with Daniel Armanios, BT Professor of Major Programme Management and Chair of Major Programme Management at University of Oxford, Saïd Business School. The pair discuss the importance of research, the type of valuable research and the post evaluation of major programmes."And so a second very cool question would be where do we want resilience in a major programme? I mean, obviously you want it within the program but do you want it in the selection process? Maybe not? Do you want it in the post validation where we don't do as well? Maybe not so maybe resilience is not great everywhere. And maybe it's really important in certain places.  I've been really thinking about this a lot because it's a really visceral fundamental point. What is it we're actually doing and trying to achieve?" – Daniel ArmaniosDaniel's research and teaching integrates civil engineering and organizational sociology to better understand how organizations coordinate to build, manage, and maintain infrastructure systems. His findings inform efforts to advance sustainable development, entrepreneurship, and innovation, while also alleviating systemic and persistent inequities within such systems.Key Takeaways:The distinction of megaprojects and major programmesThe importance of transparent assumptions and data research in major programmesStudying major programmes at a component levelWhere do we want resilience in major programmes?If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.The conversation doesn't stop here—connect and converse with our LinkedIn community:Follow Navigating Major Programmes on LinkedInFollow Riccardo on LinkedInFollow Daniel Armanios on LinkedInDaniel Armanios' published workRead Riccardo's latest at wwww.riccardocosentino.comTranscript:Riccardo Cosentino 0:53Hello, everyone. Today here with Daniel Armanios. How are you doing Daniel?Daniel Armanios 1:01Hey, how are you, Riccardo? Pleasure to be here.Riccardo 1:03Daniel joins us today from Oxford. Could you introduce yourself a little bit for the listeners that might not be familiar with yourself?Daniel 1:12I'm the BT Professor and Chair of Major Programme Management at the Saïd Business School at the University of Oxford. I was formerly in a school of engineering, which I'm sure will be a fun discussion later on. I was an assistant and associate professor in the Department of Engineering and Public Policy at Carnegie Mellon University. I guess the best way very symmetrically, to understand myself and my research, I'm really an organizational theorist that studies how organizations coordinate to roll out to develop to maintain very large-scale initiatives, what some call major programmes, some call major projects, some called mega projects, I'm sure we can get to discussion of the nuances and differences. But essentially, I'm an organizational studies theorist that studies large-scale initiatives in engineering social programs and the like, and kind of published widely as a result.Riccardo  2:14I've come across you, as I was finishing my master's in Major Programme Management at Oxford, you were starting, your chair. And I've been very keen to be talking to you because obviously, we represent is such a big institution with so much gravitas in the major programme space, I was really looking forward to talking to you. So today, I think the overarching topic that I would like to cover today, I think is the importance of research in major programme and the importance of research in creating better outcomes for four major programmes. That's just the general theme, but I'm sure we can get into a more detailed conversation. From your perspective, why is research important to achieve better outcomes in major programme? Why can't the private sector and practitioners just get on with it? And then it's a bit of a leading question.Daniel 3:09There is attention always with major programmes, right? All of us, I mean, all of us who research it or those who put it in practice, especially since we don't often find ourselves in a position, practitioners, to manage large-scale major programmes, the temptation as we've seen from a lot of prior work is that this is such a unique thing and this is so it's so important and of you know, call it an n-of-one. And I think there is some aspects of every major programme that have nuance. But often, you know, when you're trying to start something, it's nice to know, where what we know systematically from prior things, and that just simply requires data analysis, right? How do you how can you empirically as best as you can, with data, collecting it, being transparent about your assumptions, transparent of what you found? Could that at least get us at a starting point, with a major programme we take on in the future? And so I think, empirically, it's quite important. That said, and maybe why there's difficulties is that there's also challenges with trying to do that data. I don't know if that's where we're gonna go next. But essentially, you know, a lot of this requires post evaluation of major programmes. And often, once you've delivered a major programme, you kind of want to be done and move on to the next one, but often that post hoc evaluation really matters. So if we take an empirically driven approach, it also fundamentally changes how we think of the entire major programme lifecycle, we're not just thinking about the planning, delivery, and then kind of the handover to the sponsor, whoever is going to operate the system, but also thinking post evaluation. What did it move? Did the needle move in certain ways? How can we learn from past? So it does require data. And then also the other challenge is as we build consensus for certain models and frameworks, there is a danger that we go flip the pendulum the complete other way, which is certain kinds of tools, techniques become the way to do things. And I think, at the same time, you want to balance between what were the conditions that allow those things to happen. So kind of long story short, we need an empirical basis by which to inform our decisions so that we truly know what is unique about the program we're managing versus what we know about the past, ideally, with comparative groups. But that means that we make sure that in our own major programme lifecycle we build in faculties and facilities and capacity to contribute existing data. And that requires a little different thinking about when the major programme, let's say, quote-unquote "ends". And at the same time, you know, to not throw the baby out with the bathwater, so to speak, you also want to be able to say, really not just the data you gather on the programme itself, but the conditions around it so we can see what kinds of tools, what kind of approaches work for what kind of conditions so that you can be both empirically informed, but also nuances to where those empirical data and insights match with the kind of context you're in. And that's a I think a wider conversation happening.Riccardo  6:44I want to dive into a couple of things that you mentioned. First of all, obviously, the uniqueness of program management, of major programmes are, obviously, they're so big that it's difficult to have two running in parallel or being able to test in practice these major programmes. However, what's your view on the fact that yeah, maybe the major programme is unique, and because it's big and complex, and it's very dependent on the region, and other factors, but the sub-elements of the programme are actually repeating across multiple programmes. So you know, you have stakeholders on every single programme, you have a project sponsor on every single programme, you have group of people, subcontractor, supply chain, I mean, those things are not unique. And so I think you talk about the conditions, I think that's part of that. So is there a way of studying major programmes at the component level, which I think is that what we tend to do in the MMPM is really break it down and applying knowledge to the single components. What's your view?Daniel 8:05I think, an emerging trend, which is typically up to this point, my read is when we think of large-scale initiatives or big things, let's say, there's we usually treat major programmes and let's say mega projects or major projects as synonymous terms and I think if you see where major programmes is going, they're increasingly more distributed. So if you look at major initiatives around cryptocurrency, blockchain, it's not like there's a central convener that can move things, right? If you think of modular infrastructure construction, you're literally fabricating skews one place, putting it another place. Right? And so you're dealing with a more distributed, more decentralized system. And I think that's now creating some interesting divergence between mega projects and major programmes because when you think of mega projects, you're thinking of it as a unitary, kind of whole, because at some point, even though there's multiple organizations, you'll convene at some centralized sites. That's at least the assumption. With major programmes, if you think of it, it's more of a portfolio, which precisely gets to your point, then it becomes interesting to think of two things. One is, let's break up the bit of components and see is there something we can learn repeatable within the components? But also, is there some nuance we can understand of how things link together in appropriate ways? Should we modularize as one argument is or should we think of it more holistically as a system? Now how do I land on what we can learn is I think the research to date of that resources available, it's often focused on the intended plan or outcome for the project. And usually it's the Iron Triangle- time, cost, scope or quality, if you will, and did it achieve that or not why or why not? Let's account for these overruns. So it's more about the ends, right? So I've said this was gonna be my end, let's check at the end of the project. Did we achieve it? Now, empirically, that has some really useful facets, which is, you kind of comparing a project to itself, which is really nice. You can do comparisons, you get a sense of maybe how to help with the planning, how to avoid some of what to build in. But the process of learning by which we could have reconciled some of these overruns is a bit more difficult. So I think there's a set of resources focusing on the ends, right, in learning, I think, where you're coming from, to understand what is repeatable, repeatable is a process. So I think where some other research is going and where I've been interested in is just chronically what people are doing over time. Can we find patterns? Is there a way to go about effective stakeholder engagement? Not did we get stakeholders' approval in the audit, and it's more of the outcome? It's more how did we go through it? Was it, you know, were there certain things you did at certain times bring in certain organizations? Was that effective as opposed to not because then at that point, you can give something really useful to the manager that they can actually act as opposed to? Here's outcomes you want to worry about, we know that there's going to be this potential slippage, let's account for it in the planning. But that doesn't get much information in the process. So I think there's a lot of potential empirical research to be done on can we come up with replicable methods, means, while also being mindful of, you know, some of the risks calamities that have happened from the ends. And then that way, you really understanding what's repeatable, and not just, you got something that was effective and here's the practice. But how did that unfold over time and change? So you can still be quite repeatable. But recognizing repeatability is a process, right? And so maybe there's process models we can do, looking at projects at different slices of the timeframe. And then we can think about what it is they're doing over time? And is there some sequences that we can learn that are repeatable, that go well, or when you start hitting a fall, and then that way, as a kind of final point, if we can do that, then perhaps we can even develop early warning signs, you know, always at this step two of the process, there is something where things derail, avoid them, and you can start seeing the early warning signs. And that way, I think you can still come up with something repeatable, but more in the means of something you can action, as opposed to just be aware that these things go there's slippage overall in the project plan for it, which is important. Don't get me wrong. But then we could develop a process by which are early warning signs to develop. And that gray area is a different kind of empirical approach. But in that sense, you could then sort of see what is repeatable? What's even automatable? If we talk about future trends and what are things you need to be like spinning time on the critical path to be careful on? So research on the means, I think would be where things I think should be going and are starting to go as opposed to just the outcomes.Riccardo  13:23I think you mentioned a couple of times is historically we always focus on the postmortem. And typically a postmortem on things that went badly. And so you have this back, back catalogue of project that went bad, but there's very few post mortem on project that went well, because ultimately if you went well, you don't have to, you don't have to worry about it. I think that has been the approach. And as you said, with this, I think the problem with major project or large, large ventures is that they're so time-consuming and so draining that when you're done, you're done. You just want to move on.Daniel 14:03I would say on this point, actually, this is where it gets really interesting in the research, to compare the trends and major programme research, mega project research of again, I see a distinct what's you know, it's in a class versus how entrepreneurship research is. So entrepreneurship research suffers almost from the exact opposite issue, which is, they always focus on the big successful ones. And the failures are kind of not known because they're kind of censored out of the population before you can really study them. Right? And so you have a kind of a success bias there. In major programmes, because the ones that keep going on they keep taking more cost of you get these kinds of epic failures that are doing. And I think it's really important to be mindful is why it could be that there's some very successful projects that did the same exact thing as some of the failures and didn't have that result. The same thing with success with ventures, maybe someone really failed trying everything and didn't work out. So, again, this gets back to the first problem we were talking about, which is, if we can compare success with failure and really address that kind of empirical bias, then we can really see what is common across all projects? And where are they really different? Where is it really unique this one, but we can't do that if we're not grounded on a similar project for which had a different outcome, but had a, you know, set of similar and different processes. That's why I think, again, focusing on the means and methods and conditioning, and hopefully with comparative cases that address, you know, the proclivities of what data we have, can really help us understand what's common across all of these, and what's really different. And then that way, we can be much more circumspect of that. So I absolutely agree.Riccardo  14:51You touched I think you, earlier you touched on you said the word conditions, right, the condition within the range of the major programme and I don't know if it's equivalent, but I refer often to it as a complexity, you know, we're dealing with a complex system. So sometimes we don't even fully understand the relations between, with between the conditions, because it's a complex system, by definition, which is, to me to be fair was a key concept in understanding an industry that had been part of for over 20 years, but couldn't quite understand why it couldn't, wasn't working the way it was supposed to. And yeah, the condition, the complexity, and really diving into those in order to understand and I really like your example where, you know, you might have the same condition but different outcomes. Because of and I think that's inherent with complexity, or complex system is just you don't fully understand the interrelations.Daniel 16:57This is why I think, in our programme and just in major programmes in general, there's an increasing consensus to treat this like a system. Right now, I think one of my colleagues at Oxford, Harvey Mahler, has been focusing on different forms of complexity. And what he basically says is there's complexity within the project as well, literally, what are the tasks and work to be done, the harder systems kind of structure, what is the routine that has to be done to do this thing. But then he says, the project, though, is in a wider environment, right? So you have regulations, politicians turning over at all points, you have socio-political what you would call I think, socio-political complexity. And then by the way, it's not like, if I look at it at times zero, the same form of complex emerges at time one, because when you run the system and loop it, all of sudden things emerge and change. And so there's, he would, argue emergent complexity. Now, what's interesting about what he's saying, If we tie it to the earlier part of our conversation, we're talking about means and outcomes, we still empirically largely focus on those within the project paths, right? So when we typically measure performance outcomes, we measure even means we're thinking, I'm delivering this project, how do I measure it? And how do I benchmark that? I think we're, empirically my research has been doing too, and speaking to the points that Harvey Mahler, complex and others have said, I've been thinking about how do I understand all the stakeholders, not just within the project orbit to get it done but intersected? And that's what's driven a lot of my research on understanding, take bridge infrastructure, how does that affect not just the users or the people that have to deliver the project, like the construction companies, etc? But how does it impact the communities that are intersected, right? A lot of them are displaced. A lot of them, you know, for us to have this road go through, I benefited being in the car, but some community had to be displaced to change the right of way for that path. And that's why I think of infrastructure as one subset of major programmes. We often write in our papers that it's an arena for both intended and unintended connectivity. Me using the infrastructure, me using major programme, that's an intended use. Me delivering on the major programme is an intended use. The community that's not having this system come for them may not be welcome, right? And what that means is we need to start thinking about how do we measure outcomes, not just cost, scheduling, scope, quality of project, how that changes over time, very important, but also thinking about equity concerns, thinking about what did the project do? Does it help me employ; does it help in employment? Does it help in innovation? Things that often you measure after the project is transplanted but there are things you could do in the middle. How many? What percentage of small businesses are you bringing into the project? Is it just the big conglomerates or small businesses, I mean, this you could do even within the project. And so we're and by the way, this is this is not just because the research is intrinsically interesting, which I find, but increasingly what we're finding even in our program, sponsoring agencies are saying we've sent executives to come learn, and train. And this is not just in the Master of Science in Major Programmes, but also Major Project Leadership Academy. The sponsors are increasingly saying, we need to demonstrate the benefits of these programs, the social value, and we don't have a language to do that we really need your help in developing it. And so now, it's not us just because we're excited about the research. But this is becoming increasingly mandated, especially from sponsoring agency, the agencies sponsor the projects, especially government. And so that's opening a really exciting terrain, I think, for research, but a very empirically challenging one, because there's not a really clear set of standards. Right? So how far away from the project do you need to look at it? How many? What kind of outcomes? Is it employment, is it innovation, is it entrepreneurship? What forms of social demography should we be looking at? Let's just take disadvantage as an example. Is it by income? Is it by gender identification? Is it by ethnicity? Is it by a combination? Maybe it's, maybe that's not, maybe it's not about disadvantage. Maybe it's about a critical occupation. Where are the certain craftsmen of a certain kind of background or expertise? Is that what we should be measuring? There's not really a standard. And so until we develop that, it's going to be very hard for us to find a way to our point, what's common across these or what's not if we can't even agree on the outcome. And kind of go back to the beginning part of this question. Essentially, what I'm saying is, when we think of complexity, and if we take Harvey Mahler and other people's work seriously, Andrew Davies, others, we have to think about not just complexity inside the project itself as a system, but in the wider environment, especially the connection point being sociopolitical emergent complexity, some of that comes out of nowhere, and usually, it's outside of the project where you didn't have your lens placed. And so, you know, that kind of, kind of approach, it's early days, it's early days. I've been one of the people trying to advance and pioneers himself, even how to use your existing major programmes to sense where these disadvantage gaps are, we have a paper just came out, I think, in December actually, just starting to think, how do we even try to solve this problem? We know it's a problem, how do we try to come up with early stages to solve it?Riccardo  22:46What you just enunciated and from my learning, if we can see the major programmes, as you said, it's a system of systems. And ultimately, it's a system of systems goes through several phases, right? You got the planning, you got implementation, you got operation. And I think considering major programmes as systems or system of systems allows you to provide resilience to the major programme, right? Because ultimately, that's what, you know, these are very fragile things in the sense that, you know, you got all these external forces, that trying to influence, you know, the system, the political system changes every four years, right? And the major programme is supposed to be set up to survive the political system. So how do you go about creating that resiliency, and then you got, you know, you move from design, sort of a planning phase to design to construction, and, again, that I'm just taking one item, which is the political system, you know, it probably changes three times. And the budget program is supposed to be designed, at least that's what I've learned that it's supposed to be designed to survive that, because the cost is so high, that you can't have those influences and, you know, I might be controversial, but like, you know, it just two in my mind, it's, you know, there was lacking some of that resilience, because it didn't survive the political the various political cycles, and maybe that was not the only reason but certainly was one of the reasons you know, you have a changing government changing priorities and, and you if you haven't laid the groundwork, you know, the major problem might suffer.Daniel 24:37This provides a couple of interesting provocations one, which ties into our discussion of what we can learn empirically. I mean, it'd be really interesting to see so if you have system's systems, they intersect with each other, undoubtedly, what ends up happening is sometimes your cognitive focus is on one layer of the system, and you take for granted others which could come to your both your benefit in terms of focus, but also your detriment. And so there's kind of two questions that come from that. One is, is our cognitive awareness or salience of different parts of the system? Is there a way to do that, which kind of balances, I can't do everything, I can't pay attention to everything. And at the same time, I need to be mindful of interdependencies, and maybe a way to dynamically understand that maybe at a certain phase of the program, I focus on this layer. And another one, I focus on another one. That's one aspect. Another aspect that can be interesting is just treating the natural seeing if we can, instead of using the gates that you have to usually typically pass on a project (inaudible) formal. Is there something we learned about if we look at the systems or interlinkages? Is there a certain way in which the systems ebb and flow that there's some kind of clear phase changes just from the data? Oh, at this phase change, we shifted this way this was effective versus that way. Now, what that means, though, and I'm hoping from this podcast, what comes out of it is major programme managers willing to let researchers from the beginning, just be with them in the project and follow along. Right? And there's some opportunities, I think some are enterprising and doing this. Now, on the other hand, how do you then balance as a researcher delivering insights and findings that are both beneficial, but also say there's some detrimental issues in a way that your point acknowledges the political context? Because the problem is I think major programme managers want to know when things are going wrong and when things are improving. But if it becomes clear publicly something has gone wrong, then they're worried about the pressure they're going to get from constituents, policymakers saying, how did you, how come yet again, you're wasting money on x? But then what that does is it creates on the other side, a chilling effect that no one really wants to know when things are going, right. I mean, privately they do. Publicly, they don't. So even to do that kind of work, we're gonna have to think of a new platform, almost like I've been playing with this idea, kind of taking this model from Kiva, which is, you know, you want to bring people that needs support with people that match. I'm wondering if you could do the same thing with research, say, either policymakers or major programme managers have data. It's anonymized enough where it doesn't go back then. But enough where the research has enough detail and the researchers need data to do projects, they get to track them. And there's some way to anonymously reveal the results. Maybe there's some kind of mechanism or matching that would be for quantitative data. But for process models, you need usually qualitative data. So to answer the question (inaudible) is there some way to cognitively pay attention to different systems layers is there some natural phase changes would need access from the beginning of the project all the way to the end so you can actually match, chronicle these sequences. And also, there's some risks to it, you don't know as you're doing it, whether this project will succeed or not. Maybe you're doing it and it fails and you have a bunch of failures. And then you're learning different forms of failures, that's fine, too. But it requires also some mechanism by which practitioners feel comfortable and psychologically safe enough that they can allow researchers to come through who would still want to publish these general best practice insights, but in a way that separates them from kind of unintended consequences or pressures from that. The second point I'll make, which I think is really interesting, your use of the word resilience because I remember, I'm also you want to build kind of systems or major programmes to be resilient to these ebbs and flows. At the same time, if we take the whole kind of ecosystem or institutional perspective of in which the major programme is situated, you start having to ask yourself, what is the major programme really delivering? Is it entrenching existing interests or not? And why do I say this? I remember I was on a panel or as moderating a panel with Shalanda Baker, who is the, was advancing a lot of the energy justice initiatives at the DOE, really well-regarded developing the policies for the U.S. especially around energy. And I remember asking the president, how do you make, how do we make it more resilient? And she said something I think was so profound, I've been thinking about it daily, almost. She said, “I actually don't want these to be resilient. And I said why? She said because inequity, structural inequity is one of the most resilient things. And I thought that was so interesting because then you start asking yourself, yes, you want the programme itself to be resilient to deliver things. But if you start asking yourself, what is it we're asking these programmes to deliver? Is it really creating the kind of change we want or not? You then start asking, do you want the whole system of even selecting these projects to be resilient? I think that's quite interesting because if you think about it, structural inequities last over time. I mean, to give an example, very common example. We build infrastructure, understandably so to last as much as possible. So take a typical bridge. You know a bridge, the life cycle's what, 50 to 70 years, let's say? Imagine who was in the room in 19- let's say -50s, 1970s making those decisions, right? At best, you're using engineers who are looking at the best state of the practice, urban planners, the most well-intentioned, are looking at the best practice of the time usually thinking about the project itself. So obviously, communities are not in the room, even if it's well attended to because they don't think this is what matters at the time.Daniel 30:21At worst, you're intentionally putting people in the room that are going to do something with an agenda. Now, fast forward seventy years later, that bridge has housing next to it, has gas lines next to it, has electricity next to it, is completely locked in, and you as an engineer, you as a community worker, you as even as an anthropologist know certain people should have been in the room and we should change the practices, etc. It's really hard to revert because you would have to unravel all of those connections. I mean, to give a very simple, less controversial example. There was a bridge in Kentucky that they wanted to unravel the spaghetti junctions that led to it right. And the reason was that we now know from traffic planning that spaghetti junctions are not always the best way to deal with traffic, and they want to unravel it. To do that they would have had to remove all the houses, gasoline, such it would have added $2 billion to the project. You're dealing with a financial crisis; you're dealing with increased pressure from government to reduce costs. That's one of the first things to go. So they just worked within the existing footprint. And with that very rational decision, you've essentially kept an outdated process, outdated project in further perpetuity. Right? And so I think people when they argue these social challenges, I think, if they were so overt, in a program, those are the easier to deal with I think the fact that makes it so pernicious is it's absolutely rationalizable, you know, I'm focusing on one of the most famous studies actually of discrimination racism to get into it is by Thomas Schelling was a Nobel Prize winner in economics. And basically, argued was that most people argue the reason you have these things is that one group hates the other group, very reasonable conclusion. But he shows if I even have a preference, let's say he created like some cells and he said, I have a house and I just want half of the people around me to be like me, and think of yourself at a party right you go you want to build rapport, there's a real attraction for what we call homophily, finding similarity. And he shows if you run a similar simulation, just I want to be near people I like, you will get segregation. So it can, it doesn't have to be over perniciousness, it's you're doing the best things you can at the time. Right? And it perpetuates. Take another product, this is why it gets so fundamental visceral at this point, take a call for proposals, just to make this thing. So you have a call for proposals for contractors, let's say for a project, right, typical practice. And what are you going to typically do, you're going to go to people that have prior experience in doing this work. I mean, you need to trust that you don't want to be the one taking risk. Well, obviously that's going to already predispose the project to people with a lot of background. So anyone trying to get into the door, we've already just from the process, a very rational process, by the way, there's nothing wrong with this, you're already excluding certain groups, right? And then, you know, let's say another one, even innovation, let's say I'm a group that's doing A and I want to bring in B, well, a natural process, even as a reviewer as a project manager, well I know A, I can't say anything about B, so you refuse to review the proposal, anything else because you don't know anything about B. If everyone does that in a profession, then B will never see the light of day not because B has no merits, but no one feels equipped to do anything about it. And so then you can start seeing how innovations can get stifled. So to kind of make a long story short, I mean, we talked about the need for discussing resilience at the project level, different phase changes, maybe linkages across this and what to do, and then what that does, and also potentially, how to work practitioners working with researchers to make access possible in a way that kind of allows the findings to be unfiltered at the same time reconciles these programs in a system and then falling from that point. I think we need to be reflective of what is it we're trying to really deliver. I mean, it's not just the program, it's towards some outcome, and is that outcome, something that needs to be revised and changed? And so a second very cool question would be where do we want resilience in a major programme? I mean, obviously, you want it within the program, but do you want it in the selection process? Maybe not? Do you want it in the post validation where we don't do as well? Maybe not so maybe resilience is not great everywhere. And maybe it's really important in certain places. I think this is a really (inaudible) kind of push has been really I've been really thinking about this a lot, because it's a really visceral fundamental point. What is it we're actually doing and trying to achieve?Riccardo  35:12As a major programme practitioner, the major programme is at the center, right? That's where I put it. And that's a very centric view of, you know, building resilience, because the major programme for me or for practitioners, and even academic to a certain degree is the core. But you're right, societally, from a societal standpoint, it might not be, you know, the lack of resilience might actually be a positive thing because it afforded the conversation, the changes on something that, you know, is gonna last for 50, 70, 100 years and so you do want those conversations to be fluid and not to be stuck. No, I love it. I think you just gave me a new perspective that I probably gonna be thinking about every day, like you, now.Daniel 36:02It's also thinking that it's a conduit, right? It could be central but it's a conduit to some end. And then you have to ask yourself, is that the end we want to achieve? Right? So a lot of our grand challenges need to be achieved at scale. It's a conduit, and I guess we're thinking we focus so much on making the conduit good and resilient. The question is, is the end where we want to go? It's interesting.Riccardo  36:24It'd be interesting for some of the listeners to understand what the new trends in major programme are research? What does Oxford see as the new trends?Daniel 36:41I don't want to speak necessarily, for Oxford, but what I've seen is as an N of 1 faculty member there is I think, there is a real interest of and I think it's because of sponsors asking for it. I think also the research and we've discussed a lot of it is major programmes in the societal context. So major programmes in society, what is it we're doing? To ensure kind of social mobility? What is it we're doing to ensure outcomes for communities? I think it's a big area, not much research on. And I kind of think of it as, you know, fundamentally, you're doing major programs to uplift communities to better something. So in some sense, by definition, a lot of major programmes are to help the trailing edge. For those that are already at the at the leading edge, they often already have the research and other things, I mean, the means to do some. So often, a lot of big major programmes, infrastructure, social programs, are sometimes at the trailing edge. How do we understand that? How do we do that? I think the other one is now we're going to the leading edge is how are we going to deal with a lot of new technologies? I mean, one of the historical issues in a lot of our industries is that they've been in transient to change or innovation. And I guess the age-old question, it's kind of a timeless question is, is this new technology, whatever it is, AI, you know, and specific forms of AI like ChatGPT, or generative learning, generative models, additive manufacturing, modular infrastructure construction or modern methods of construction in general? Are these just the fact of the week? And they're not really changing how we do things? Or are they fundamentally changing things? And I think we have that kind of existential question all the time. I think another area is, personally, tools that address what I call the collapse time cycle of major programmes. There's an interesting tension in major programming the following: major programmes last, you know, take, five plus, six plus, 10 plus years. So you have to plan and you can't end they're big. So you can't just go off the hip, you have to have a plan. I mean, you can't, like I know we've been talking about process, but that can't have, that can't be rudderless because you're dealing with very big projects. So you have to have some kind of plan some anchor. At the same time, and this is where I think the grand challenges come not just as an end, but also as an input is the climate changing, right? So 5, 10 years from now, the climate is going to be so different. And by the way, the projects I'm building now, if we want to hit even half emissions by 2030, netzero 2050, basically, the projects I'm planning today, when they roll out, have to hit half emissions, at least, right? And they have to do it in a climate that's changing. I mean, that's if you think it's an insane proposition. But that's the task, right? So now I'm thinking, how can we develop tools? How can we use these technologies not just as how they're going to disrupt an industry but can we use them fundamentally, to help kind of build anticipatory heuristics to manage that? And this is where I think things like the trends that are happening on digital twins, augmented reality could be quite interesting. Because if I can help people see a digital twin and see what it could look like if flooding happens, or if I can show how the fluid dynamics in terms of heat of a server changes with temperature change, even if it's not perfect if I can get people in that mindset, my view is that can allow them to anticipate problems that wouldn't have happened before. So I think there's a really nice frontier of what are the tools and techniques, not just to coordinate like, you know, Arup, Acom, Jacobs, Matt McDonnell, Acadia, all of these groups have these like really nice digital twin systems to kind of help coordinate to great scaffolding, I like to call it but also thinking, how do I use that to kind of help people anticipate where things are happening, not that it's going to be perfect, but at least be aware so that when this happens, they're kind of mindful of it? And so I think that's another kind of really interesting trend. And to double click on the program society, one, I think, like we discussed, how are we going to have standards by which to assess for different infrastructure systems, how we're going to incorporate these kinds of community factors, outcomes, processes, how we're going to track them? Because right now, I mean, it's such a pressing issue, at least in the context I look at, I mean, look at leveling up in the UK, they're asking for quantifiable metrics to do it. The Department of Transportation in the U.S. has now made it as part of an executive order actually writ large across the U.S. government, the department (inaudible) are asking, can you come up with equity-based frameworks, etc., because they're asked to do it. And it's coming to a head because district attorneys, county attorneys are putting in Civil Rights Act claims against infrastructure, if they feel it's disadvantaging certain groups, there's literally cases right now going on. And because there's not a standard, what I find usually, I'm not saying it's always the case, but my opinion, when you don't have a standard for something, it usually settles out of court, because no one's sure where the courts gonna land. And so then you never get to, there's no way to build precedents to address the issue. And they always get settled out of court for kind of esoteric means for which we can't understand. And so we need to find ways to build that in. And ideally, I mean, my dream would be that this is directly incorporated in certifications for different groups, like associates or project management certifications, engineering, have, you know, they have chartered engineering in U.K. Professional Engineering licenses in the U.S. that this is actually part of their exams, like you have to have a kind of a social modular equity module where you think through this, but we don't have the research body yet. And then I think the last point, in terms of even just understanding trends, the way I think of me as a researcher, I try to ask myself, what's going to matter three to five years from now, the reason I say that is because when a practitioner comes now with a problem, by the time I can find the empirical base, the database to do it, I could come up with an answer, but I just worry, it's too late. Right? The thing is, the train has already passed, right? But if I could think of what's going to matter five years from now, and take that bet, as a researcher, then I can build the basis by which all of a sudden a lot of people come. And that's how my infrastructure and equity work started. I think equity is going to matter hugely. But it started five years ago, when I started seeing the murmurings of it in certain governments. And people thought it was crazy at the time. I mean, engineers were saying, Why is engineers care about this? And I understand why because it's like, they're focusing on the delivery of the brick-and-mortar project. This is not the not an indictment on the profession. It's their focus, right. And so when I finally built it, all of a sudden, then you had some high profile cases coming in, you have administrations focusing on equity. And all of a sudden, we're one of the few games in town because we spent time doing it. But it's a bet. I mean, there's other bets I've taken where people didn't care, right? So I think with these trends, just take them with, these are best of what's going to matter, five, three to five years from now, so that we're ready to come up with answers. So to kind of summarize major programmes in society, what are the standards we're going to use by which to do that? I think understanding various disruptive technologies, are they really changing things are not in terms of the industry, or even the major programme as a whole? And then we're flipping it? Can we use technologies to help us reassess fundamental, timeless questions about this time collapse timescale? Perhaps even upskilling for the new workforce we're going to need? Could we combine augmented reality with cognitive science understand what's activated in someone's brain when they're doing certain tasks? Could that help us build a whole new workforce, especially those transitioning from one form of energy to another? So these are the kinds of things that excite me, besides often, the age old questions of how do we understand successful projects? How do we understand to deliver things on budget, on time with benefits? I think those are always going to be there. But these are kind of new trends. I see.Riccardo  44:55  Yeah. I, certainly as a practitioner, not the things I think about it regularly so that's very stimulating. So we're coming to an end but before we conclude, we, you know, we can have you on the podcast and now talk about a little bit about the MMMPM programme, the Major Programme Leadership Academy, especially because, especially with a Major Project Leadership Academy, Major Programme Leadership Academy is in no, in Canada, we started to talk more and more about the need for having capable owners and having counterparts to the private sector, they're able to engage, engage in major programmes. And so, you know, anything you can share with the listeners about, you know, the MMPM, also the MMPLA and the benefits that brings to major programmes. Daniel 46:02I think, and I say this in the context of there's some really other fascinating programs coming along, that are really pushing this, I think, in general, there should be more of these in general, because there's such a demand for people that can do this stuff, that I think the pie is only going to get bigger of need. And so I don't, you know, I want to also preface that I don't think you know, our way is the only way, I tend to be very excited about it, but at the same time, there's others, I think most of the programmes, just to put it this in the context, I think of two things that are really important about the masters of major programme management philosophically. One is it's major programmes as a social science, really, from an organizational systems perspective, but other frameworks. Now, why do I say this is because there's quite a few other programmes, very important, very crucial in advancement, but are more from a civil engineering construction side, typically. So they either focus on the construction industry, and they get into the more technical details of how do you schedule in a certain way? How do you deal with contracting in this way, etc. And we cover some of that. But I think where we come into, is looking at it from a social science perspective, and maybe give you a new nuance about not just the hard side of things, but the softer side. And why do I say that is because it then influences the second philosophical point is that the kind of the kind of students, the kind of people we attract, are really what I call reflective practitioners. They're getting practical insights from this program, but it's through taking a step back from their experience, and thinking, oh, wow, this is a new insight, how could I have rethought this point. And that reflection brings a lot of practical value, new tools of oh my gosh, if I did this in this project, it's sometimes even they're doing it at the time. And so what that means is the kind of students we usually attract. To do that, well, you need people with a wide body of experience to leverage from so our students are actually the most experienced in Oxford. The average levels of experience is usually 15 years, that doesn't mean everybody has 15 years. But to give you a sense of experienced, average age is usually 40 plus, and we get a wide set of people, because when you think of major programmes as a social science, you're thinking about the organizations and systems underlying it. The major programme for which that could apply could be everything from infrastructure to social programmes, welfare programmes, even programmes designed in areas of extreme complexity and conflict, right? And so that's what I think the MSc in general, and you know, the kinds of things we discuss and look up and there's things on the website, but we focus on design, how do you design these fundamentally, they're temporary, but they have to fit with a sponsoring organization or set of organization that are permanent? And how do you balance that? How do you find the right people to fit with that? So on? The second one is around risk, like how do you think about risk? from a project perspective? How do you come up with ways to inform how you think of risk, and then even does the values that you place on a project that change how you kind of calculate things for risk? The next one systems, right? If you think of major programmes as entirely components, how do you think through that, etc. The fourth one's around stakeholder management, how do you manage stakeholders deliver things, which leads into the commercial leadership aspect, because usually, when you're kind of linking with stakeholders, once you've kind of reached some sets of agreements, the idea is you want to formalize, have a mechanism some way to do that. Then we have a research methods class, because you do a dissertation part of the reflection process is take something you're really passionate about for three to four months, and really think even more deeply of the literature and how it helps inform practical insights. And we have performance leadership, how do you lead these kinds of complex unwielding projects that steer them towards the outcomes you're interested in? And then we think of them in a globalized context. I think there's going to be some interesting changes coming up in the horizon that are exciting and happy to talk about it at a certain point but I think this is the general architecture to date. The major project leadership academy, similar orientation, but the kind of the kind of leaders we're dealing with is a bit different, right? This is, this is a programme that's been mandated by the infrastructure projects authority in the U.K. and essentially a few years back, there was concern of all the overage in major projects, and he said, can we develop some kind of training that can help us stop that. And so the idea there is, my understanding is virtual because I, Paul Chapman leads that programme, so I don't want to speak fully on this but my sense of the program is that the idea is that you have this major project portfolio from the government that has a certain any project of a certain level is part of that portfolio. And the leaders from that programme have to go through MPLA. And it's very focused on kind of leadership of yourself. What are the things you're strong at? Where do you need help that kind of notion of incomplete leader? How do you think about again, Matt, leading this in a temporary organization? How do you build the fits together? Commercial leadership, right? How do you contract correctly? How do you establish boundaries for which this programme was going to operate? And then technical leadership, what are the kinds of competencies, specialties you need to deliver. And there's different modules for that, at the end, there's an assessment of every leader, they present an oral presentation, and there's an assessment of whether they can meet the challenges of managing a project in that portfolio. So there's a much more there's these are leaders that are either managing these kinds of major projects now looking to the next one. And, and it's very much with the U.K. government's lens in mind, I think there's real ability, if of interest, to expand this to a variety of other country contexts. I think there could be other versions of MPLA, for all sorts of countries. And so I know, there's keen interest on that we've done that in the past. So if there are leaders in Canada, leaders in other places that want to do this, this is very possible, in fact I think we're very excited by this possibility because we know the U.K. is not the only one with these challenges. And at the same time, we know that these kinds of programmes, while it has a very clear core that's very effective. Also, by the way, they do 360s at the beginning and at the end of the project with both their superior subordinates, lateral peers to kind of and we try to see how did they change over time? Do they get a better sense of who they are? What did they learn? And so it's a very individual journey through a major project that you are managing, usually, in the U.K. Government at a certain level band, that's why it's this programme. And I would, I would love to see, where does this transport? I mean, could you do it in the U.S.? Could you do it in Canada? Could you do it in Germany? Could you do it in France, could you do it in New Zealand, Nigeria, Ghana, right? I mean, this is I think this is a real, it's a really effective model. It seems to have made a dent in these overruns. I mean, surely we still have overruns, this happens. But I think it's really reduced that. And so and in fact, a lot of now government officials that moved up in the organization. I've come out of that program. And I think, in terms of future, what I'm hoping with the program, personally, is I'm trying that the pitch I'm giving to corporations, especially is often when they're looking for sea level promotions, or, you know, chief level promotions, they're often looking for kind of a really amazing functional champion, one of the functions to bring them above. Now, the challenge is you hit this conundrum, right? The stuff that's made them really effective in their function is not what's going to make them strong as an executive, they all of a sudden go from this to like broadening out, and they and so you get this chasm that always happens, where you jump them up to that level and everything they did well, which is deliver really important specialist competencies. Now they have to manage things they don't are not experts in. So the pitch I've been trying to make sure if corporation understands is if you want to find the grooming ground for where you're going to find some really promising C-level appointments, look at those who are managing major programmes. They usally are getting to manage those programmes that are more mid-level earlier stage in career. They have a talent they've come in, that's why they're there. But all of a sudden, they're foisted with I gotta manage this billion-pound billion Canadian dollar billion dollar plus programme or even just really highly complex programme, and I gotta manage all sorts of different parts, all sorts of multiple disciplines. And if they're good at that, why can't they be a CTO, a COO, a CEO, that's what they're doing daily. And so I've been the pitch I've been trying to make for these programmes is you should be looking to bring your major programme leaders that you're thinking you want to groom for C-level, they should come to our programme because we will get we will take what they're already doing, give them a new kind of more generalized perspective with a bit of reflection on their own experience, and they'll come back they're ready to go. And I think this is something because you know, this takes some translation for people to understand what major programme is but that's the way to tell them is you're getting people who are already proficient in having a really deep expertise, and how to manage that expertise with a bunch of other functions, which is very unique. And so why not invest in those kinds of people because they could be your next C-level talents. And that's a pitch I use for this MMPM. I think MMPLA you could say the same thing. I mean, people are going back and forth in and out of private public sector. Yeah, so that's kind of how I see it. The slight, slight differences, but the same kind of orientation and motivation in mind.  Riccardo  55:37Yeah, if I can just had I mean, we, it was a few years back when it kind of dawned on me, this is before I did MMPM, but, you know, somebody, we were talking about $5 billion project, and somebody said, well, you know, it's a billion over five years, that's a billion a year, that's, that's a medium sized business, right? I mean, you're running a medium-sized business with that type of turnover. So yeah, I mean, the skills, the skills are there. If you're a project director or something like that, you probably have the traits or you're getting the experience that a CEO will get.Daniel 56:15There's an interesting problem in entrepreneurship. To your point, you're managing a small business, it's quite fleeting, if you think of it, it's almost like a small venture, right? I mean, not a small venture, but it's, let's say, a venture that's hit, you know, at least in terms of valuation, maybe a later stage Series C, private equity, maybe Series B, depending on whether it's a unicorn or not. And so essentially, that's what you're doing. And if you think of a startup, it's kind of temporary. I mean, most of them don't last beyond five years. And so, you know, there's a big challenge in entrepreneurship to your point, which is you found this amazing product. And now you want to grow a business out of it. And there's a massive chasm, so they even call they have a word for it's called valley of death. Yes. And I was thinking, the way we think about major programmes, we're thinking about how do you professionalize and scale something big quickly? To me, instead of thinking of startup canvas, lean startup, etcetera, those are valid ideas and insights, but they're really predicated on certain sectors. I mean, who else better to kind of solve that gap than major programme thinking? And I feel there's a really interesting gap to not just have major programmes in advancing its own right, but start speaking to other very prominent practical challenges. How do you scale a startup? That's about professionalizing your supply chain, professionalizing the structure of your organization, building coordination fast. I mean, who else would be prepared for that? In major programmes, I mean. That's a huge opportunity because it's a notoriously difficult problem. And what's nice about it, is even if you improve it, 2%, 3% that's all of a sudden, hundreds, maybe even thousands, tens of thousands of businesses that are now scaling, delivering jobs, the impact, even with just a small change in the needle is huge. And I think it's been too much thought about from an entrepreneurial perspective, which is, you know, product development driving this doing hypothesis tests, and they're not problematizing, that scaling approach. And I think that's where major programmes could have some really interesting impact and things we're actually discussing in the classroom as well, like, how do you then take that issue? Really nice translational opportunities as well, if you want.Riccardo  58:27I like it. It's really, really interesting concept. I might be thinking about that everyday too, also. Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

African forest elephants play a crucial role in shaping the Congo rainforest ecosystem, two experts explain on this episode. As seed dispersers and maintainers of forest corridors and clearings, they are sometimes referred to as "gardeners of the forest."    Their small and highly threatened population needs additional study and conservation prioritization, since the loss of this species would fundamentally change the shape and structure of the world's second-largest rainforest.   Guest Fiona "Boo" Maisels is a conservation scientist at the Wildlife Conservation Society, while Andrew Davies is assistant professor of organismic and evolutionary biology at Harvard University, and they speak with host Mike DiGirolamo about these charismatic mammals.     Please invite your friends to subscribe to the Mongabay Newscast wherever they get podcasts, from Apple to Spotify, or download our free app in the Apple App Store or in the Google Store to get access to our latest episodes at your fingertips.   If you enjoy the Newscast, please visit www.patreon.com/mongabay to pledge a dollar or more to keep the show growing, Mongabay is a nonprofit media outlet and all support helps!   See all our latest news from nature's frontline at Mongabay's homepage, mongabay.com, or follow Mongabay on any of the social media platforms for updates.   Image credit: A calf attempts to sneak its trunk into a mineral pit that mom is drinking from. Protest calls are often heard from calves in this behavioral context, as mom sometimes pushes them away and they in turn express their displeasure with a little yell. Photo Ana Verahrami, Elephant Listening Project.   --- Timecodes    (00:00) Introduction (02:00) There are two African elephant species? (06:06) Can the "value" of an elephant be quantified? (19:30) The value of forest bais (27:25) Impacts of climate change (30:30) The future of forest elephants in the Congo Basin (38:44) Credits

A new series of Charles Dickens: A Brain on Fire!

Andrew Davies, global head of regulatory affairs at ComplyAdvantage is a veteran of the financial crime risk management world. We discuss everything from the biggest fraud and AML trends to the role of AI. Special Guest: Andrew Davies.

How can you achieve Product Market Fit for your B2B SaaS? Why is a Go-To-Market Strategy important for your B2B SaaS? In the first season of this podcast, we interviewed Andrew Davies on the same topic, resulting in one of our most listened-to episodes. To delve deep into the concept of product-market fit and the entire spectrum of the go-to-market strategy, show host Joran Hofman speaks with Maja Voje, a best-selling author of 'GTM Strategist' and the Founder & Investor at Growth Lab. Maja, an expert in go-to-market strategies for SaaS companies, is actively involved in running GTM Bootcamps, hosting podcasts, and mentoring within the Swiss entrepreneurship program. Key Timecodes (0:37) Show and guest intro (1:19) Why you should listen to Maja Voje (2:07) What is the go-to market strategy? (4:42) What is product market fit?  (6:15) The most common mistakes companies make while trying to go to market (13:34) The Path to Product-Market Fit: Maja's Strategic Process (21:00) What successful companies are doing right with GTM (25:06) How to sell your product when its not even ready yet (30:08) The most common challenges when trying to achieve product market fit? (33:35) The future of building a go to market strategy (38:45) How to grow towards 10K MRR (39:59) How to grow towards 10 million ARR (41:31) Maja's crucial advice to B2B SaaS founders  (43:06) What Maja Wishes she knew 10 years ago

Should we delay surgery for prehabilitation? A short dissection of a perennial topic for anyone interested in perioparative medicine and enhanced recovery after surgery. This piece was originally part of the Prehabilitation World Congress in London. For more on this year's conferences, organised by Evidence Based Perioperative Medicine (EBPOM), check out www.ebpom.org Presented by Andrew Davies, consultant in upper gastro-intestinal surgery at Guy's and St Thomas' NHS Hospital Trust.

Welcome to Christmas at Charles Dickens a Brain on Fire!At midnight tonight - London time - the very first of our special Christmas episodes will go live. And If you're new to this series, there are some incredible episodes already waiting for you to listen to. Interviews with leading actors, academics, writers, historians, and descendants of the great man him self!Guests such as: Stephen Fry, Miriam Margolyes, Armando Iannucci, Rosie Holt, John Mullan, Lucinda Hawksley, Robert Douglas Fairhurst, Andrew Davies & Alice Loxton … and many many more!I hope you have as much fun listening to these episodes this Christmas, as I have the honour to record them … So wherever in the world you're listening from ... MERRY CHRISTMAS !!!DominicSupport the showIf you like to make a donation to support the costs of producing this series you can buy 'coffees' right here https://www.buymeacoffee.com/dominicgerrardHost: Dominic GerrardSeries Artwork: Léna GibertOriginal Music: Dominic GerrardThank you for listening!

My guest today is Andrew Davies, CMO @ Paddle. Formerly @ Optimizely; Co-founder Idio (now Optimizely) (acquired 2019). Startup advisor and a person who helps companies scale their software business better, faster, and safer. Here's what we talked about: 00:00 - Intro 06:56 - Merging two companies cultures, good or bad? 09:14 - How should companies think about going the market? 13:00 - Value insight over revenu 14:50 - Should founder outsource work or hire help 19:30 - The founder story and evolution as the company grows 23:17 - Strategic narrative frameworks 26:34 - Ideal customers 32:30 - Customer experience sets up better buyers journey 36:30 - Specific actions to tell the story and bulid brand 40:52 - Tactics of taking action into your own hands 48:37 - Outro Connect with Andrew using these links: https://www.linkedin.com/in/andjdavies/ https://space.paddle.com/ https://www.paddle.com/studios/features/we-sign-tomorrow-documentary https://www.paddle.com/ai-launchpad Got any questions for us? Subscribe to the FUNKY MARKETING: BOLD STRATEGIES FOR B2B GROWTH AND REVENUE on any podcast platform and drop a question here in the comments. Website: https://www.funkymarketing.net/funky-marketing-show/ Apple: https://podcasts.apple.com/us/podcast/funky-marketing-bold-strategies-for-b2b-growth-and-revenue/id1501543408?uo=4 Spotify: https://open.spotify.com/show/136A3zxZ5JYCukvphVP56M Google Podcast: https://podcasts.google.com/feed/aHR0cHM6Ly9hbmNob3IuZm0vcy8xNDc5ZWNkMC9wb2RjYXN0L3Jzcw== #funkymarketing #b2b #marketing #sales #demand #revenue #podcast #contentmarketing #strategy --- Send in a voice message: https://podcasters.spotify.com/pod/show/funky-marketing/message

We have been commemorating the 10th anniversary of our initial study, Behold Your God: Rethinking God Biblically. But many are unaware of its followup study, Behold Your God: The Weight of Majesty. We wanted to take two special episodes to highlight the interviews we conducted during the production of that study. In this week's special episode, we ask Andrew Davies, Sinclair Ferguson, and Jordan Thomas questions about God's immutability. Next week we will begin a new series of episodes with an emphasis on studying Scripture and the discipline of hermeneutics. You can purchase Behold Your God: The Weight of Majesty here: https://shop.mediagratiae.org/collections/behold-your-god-series Want to listen to The Whole Counsel on the go? Subscribe to the podcast on your favorite podcast app: https://www.mediagratiae.org/podcasts You can get The Whole Counsel a day early on the Media Gratiae App: https://subsplash.com/mediagratiae/app

To commemorate the 10th anniversary of our first study, Behold Your God: Rethinking God Biblically, we have spent several weeks this year releasing the complete interviews from that study. We hope those have been helpful to you. But many people are unaware of the follow-up study, Behold Your God: The Weight of Majesty. Rather than releasing the full interviews, as we did with the first study, we want to take a few special episodes and present to you all the answers to a given question and topic. In this week's episode, we are asking Andrew Davies, Jeremy Walker, and Dr. Joel Beeke about God's holiness. You can purchase Behold Your God: The Weight of Majesty here: https://shop.mediagratiae.org/collections/behold-your-god-series Want to listen to The Whole Counsel on the go? Subscribe to the podcast on your favorite podcast app: https://www.mediagratiae.org/podcasts You can get The Whole Counsel a day early on the Media Gratiae App: https://subsplash.com/mediagratiae/app

10 years ago we released our first large study, Behold Your God: Rethinking God Biblically. In that study, we interviewed men such as Paul Washer, Conrad Mbewe, Andrew Davies, and more. With any project of this size, a great deal of interview material is left out due to time constraints. We wanted to take a few podcast episodes and let you see their complete answers to our questions. This week we are showing part 2 of Paul Washer's interview. In it, we ask him about personal holiness, idolatry in churches, and more. We pray it is a blessing to you. Want to listen to The Whole Counsel on the go? Subscribe to the podcast on your favorite podcast app: https://www.mediagratiae.org/podcasts You can get The Whole Counsel a day early on the Media Gratiae App: https://subsplash.com/mediagratiae/app