Podcasts about AOG

In 2023, we released 2 episodes on obstructive sleep apnea (OSA) and adverse pregnancy. Now, on September 16, 2025, a new publication from JAMA Network Open adds more insights to disturbed sleep and adverse pregnancy outcomes. How does insomnia affect pregnancy? And is there any data on night shift work and its altered circadian rhythms on adverse pregnancy outcomes? Listen in for details. 1. Ross N, Baer RJ, Oltman SP, et al. Ischemic Placental Disease and Severe Morbidity in Pregnant Patients With Sleep Disorders. JAMA Netw Open. 2025;8(9):e2532189. doi:10.1001/jamanetworkopen.2025.321892. Cai C, Vandermeer B, Khurana R, et al. The Impact of Occupational Shift Work and Working hours during Pregnancy on Health Outcomes: a systematic Review and Meta-Analysis.American Journal of Obstetrics and Gynecology. 2019;221(6):563-576. doi:10.1016/j.ajog.2019.06.051.3. Dominguez JE, Cantrell S, Habib AS, Izci-Balserak B, Lockhart E, Louis JM, Miskovic A, Nadler JW, Nagappa M, O'Brien LM, Won C, Bourjeily G. Society of Anesthesia and Sleep Medicine and the Society for Obstetric Anesthesia and Perinatology Consensus Guideline on the Screening, Diagnosis, and Treatment of Obstructive Sleep Apnea in Pregnancy. Obstet Gynecol. 2023 Aug 1;142(2):403-423. doi: 10.1097/AOG.0000000000005261. Epub 2023 Jul 5. PMID: 37411038; PMCID: PMC10351908.4. Kader M, Bigert C, Andersson T, et al . Shift and Night Work During Pregnancy and Preterm Birth-a Cohort Study of Swedish Health Care Employees. International Journal of Epidemiology. 2022;50(6):1864-1874. doi:10.1093/ije/dyab135.STRONG COFFEE PROMO: 20% Off Strong Coffee Companyhttps://strongcoffeecompany.com/discount/CHAPANOSPINOBG

My Story   Talk 26  Off-campus Activities Most of what I have said about our years at Mattersey so far has related to what happened on the campus, and that was certainly where we spent most of our time. But our ministry was by no means confined to the campus. It was becoming increasingly international and interdenominational. So in this talk I'll begin by describing some of my activities within Britain which took place beyond the College campus before proceeding to our travels in Europe and further afield.   Activities within Britain Apart from my regular preaching in local churches around the country my main activities in Britain during this centred around:   The AoG Executive Council My relationships with the charismatic renewal and expanding my writing ministry.   The AoG Executive Council I have already mentioned some of the positions I had held within AoG before becoming Principal of the Bible College, but in 1984 I was elected to the Executive Council. This was important because it meant that the College had a voice at national level and that I could ensure that the interests of the College were always taken into consideration. And it became even more relevant when in 1987 I became its chairman, a position I held until 2007 when the structure of AoG was radically changed and about which I shall say more in a later talk.   Since its inception in 1924 the final authority in AoG was the General Council which met annually at the General Conference. The role of the Executive was to take responsibility between conferences for promoting and safeguarding the welfare of the Fellowship. It was a great privilege for me to serve alongside respected older brothers like Veyne Austin, Herbert Harrison, Aaron Linford, Keith Monument, Aeron Morgan, Keith Munday, John Phillips, Douglas Quy, and Colin Whittaker, as well as younger men like Paul Newberry, Warwick Shenton, and Paul Weaver, who were all newly appointed at the same time as me.   Each year the Executive Council elected its own chairman to serve for a year and in 1987 I was appointed. These elections were always held by secret ballot, and I was surprised to be reappointed year after year for the next 20 years. This obviously gave me added responsibility especially when it was decided in 1993 to form AoG Inc., which made Executive Council members the sole members of a new charitable company, Assemblies of God Incorporated.   The purpose of the company was to protect AoG churches and ministers from any personal liability for actions taken by AoG. This was felt necessary to avoid any crises like the vast debt that had been incurred by the Overseas Missions Council over a situation that had arisen in Paderborn, the details of which I do not need to go into here. The Board of Directors of this new company was comprised of all members of the Executive Council. As directors we were given financial responsibility for the affairs of the Fellowship with the safeguard that each director was only personally liable up to the value of £1. It also gave us legal power over all the assets of the Fellowship without reference to the Conference. However, as we were appointed by the General Council by being elected to the Executive Council at the General Conference, we were always aware of our responsibility to abide by the wishes of the Fellowship as a whole. Despite the legal authority we had been given, as a matter of integrity we would never have taken independent action on any major matter without bringing it to Conference. This, as we will see later, was to change in 2007.   My relationship with the Charismatic Renewal But my ministry in Britain was by no means confined to AoG. I had not grown up in AoG and ever since I heard about the baptism in the Spirit my heart has always been for Christians of other denominations to come into the experience. That had been a major part of my ministry when I had travelled round the universities in the sixties, preaching and laying hands on people to receive the Spirit. Those were the days when the charismatic renewal was getting under way, and in the seventies, while we were at Basingstoke, I had good fellowship with Barney Coombs, the Spirit-filled pastor of the Baptist Church, who was holding regular ministers' breakfasts and monthly All Saints Nights for Christians of all denominations to hear about the things of the Spirit.   So when, early in my time at Mattersey I received an invitation from Michael Harper to attend something called the Charismatic Leaders' Conference at Whirlow Grange near Sheffield, I was pleased to accept. It was at these conferences that I met people like Roger and Faith Forster, David Pawson, Terry Virgo, Colin Urquhart, Gerald Coates and other charismatic leaders.   For several years I was part of the planning committee that organised these conferences some of which were held at Mattersey. I was also a member of committee that planned the International Charismatic Consultation on Worldwide Evangelisation (ICCOWE) held in Brighton in June 1991.   I continued to participate in the conferences throughout and beyond my time at Mattersey, and in fact at the time of writing this I am expecting to attend one this year. I have learnt that, although Pentecostals in Britain have been considerably influenced by charismatics, there is still very much that they can learn from us. For example, I am told by friends and family members that even in flourishing charismatic churches there is still little clear teaching on the baptism in the Spirit and spiritual gifts. But sadly, the same could be said of many Pentecostal churches.   So it became my vision that Mattersey should become more than a college that prepared people to be AoG ministers and missionaries, and we advertised the college as having a distinctly charismatic emphasis. As a result several of our graduates are now doing a great job for God as Anglican, Baptist, or Methodist ministers. It also had the benefit of introducing AoG students at Mattersey to a wider cross-section of the Christian church than just their own denomination.   Expanding my writing ministry But whether it be in AoG or any other denomination, the fact is that people need teaching. Genuine spiritual experience comes from a correct understanding of biblical truth. That was surely the purpose of a Bible College! And as it is not possible for everyone to come to Bible College, I was determined to make our teaching more readily available to a wider audience. I was able to do this in some measure through articles I contributed to the AoG magazine and Renewal, but in 1998 I had a distinct impression that the Lord wanted me to write more books, using the teaching I was giving at Mattersey as a basis.   That expanding my writing ministry was the way the Lord was leading me was confirmed in a wonderful way by César Castellanos who in 1998 was the guest preacher at our AoG conference in Prestatyn. At the end of a late-night meeting where César had been speaking to the members of our Executive Council and their wives, he prayed for each one of us in turn. When he came to me, instead of praying, he prophesied. His prophecy included the following statement: This is what the Holy Spirit says: I will greatly anoint your pen and your writing will be a blessing to thousands and thousands of people. Now that prophecy was remarkable for at least three reasons. Firstly, César did not know me. He had only just met me that evening. Secondly, he knew I was a Christian leader, but he did not know that I was a writer! And thirdly, as I have said, in the weeks leading up to that conference I had been feeling that God wanted me to give more time to writing. César's prophecy came as a wonderful confirmation. Since that time I have written several more books, some of which have been translated into at least fifteen different languages. They have certainly reached thousands already. I'm so grateful to the Lord that even while we were still at Mattersey he was still using me to be a blessing beyond Mattersey, not only in the UK but much further afield. But that brings me to my ministry in Europe.   Activities in Europe In an earlier talk I explained how my ministry in Europe began in the seventies while pastoring the church in Basingstoke. This was as the result of contacts with Willy Droz in Switzerland and George and Warren Flattery, American missionaries working in Belgium. These relationships continued while we were at Mattersey. For several years Eileen and I led teams of students on missions to Switzerland and I had regular contact with the Flatterys through the work with I.C.I., Continental Bible College, and EPTA.   And indeed, most of my work in Europe was related to either: EPTA, the European Pentecostal Theological Association, or PEF, The Pentecostal European Fellowship   The European Pentecostal Theological Association EPTA was formed as a result of the Pentecostal European Conference held in The Hague in August 1978 at which I had been invited to preach. Apart from the main meetings held each morning and evening there were workshops each afternoon for various special interest groups including Bible Colleges. As the recently appointed Principal at Mattersey I was naturally interested to attend these and found them very helpful.   It was good to meet with faculty and staff from other Bible Colleges and share what we were doing and what our hopes for the future were. I found myself wondering if it would be possible for us to meet on an annual basis.  The PEC conferences were held every three years, so it was clear that something separate from PEC needed to be organised, and I suggested this while a few of us were chatting after one of the sessions.   As there seemed to be a general agreement about the matter, we decided to look for a suitable venue and dates for the following year. I knew already that the European Pentecostal Fellowship were holding a conference in Vienna in 1979 and suggested that this might be a good time to hold a planning meeting. (EPF and PEC were at that time separate bodies, but a few years later merged to form the Pentecostal European Fellowship, about which I will say more later).   So in 1979 Eileen and I, along with several other AoG personnel, attended the EPF conference in Vienna. The meeting with other Bible College people was not an official part of the conference but was tagged on at the end. However, during the conference itself I was unexpectedly asked by John Wildrianne to be the speaker at one of the sessions, as a brother from France who was scheduled to speak had been unable to come.   The subject was Spiritual Gifts and fortunately I already had plenty of material on that topic and was grateful for the opportunity to speak to leaders from across Europe on a subject that was close to my heart. The talk was well received and, together with my preaching in the Hague the previous year, proved to be the beginning of a much wider ministry in Europe than I had ever expected.   The meeting for Bible College leaders that we had arranged to take place after the conference lasted only a couple of hours but was a good starting point at which it was agreed to call ourselves EPTA, the European Pentecostal Theological Association. At the invitation of the brothers from ICI, we agreed to hold our first conference the following year in Brussels where, in addition to hearing papers on subjects of mutual interest, we would discuss a doctrinal statement for EPTA, conditions of membership and other related matters.   The meeting in Brussels was a great success and was the first of many annual gatherings of college personnel from all over Western Europe. And when Eastern Europe opened up after the destruction of the Berlin Wall in 1989, we were delighted to welcome delegates from those countries too. Over the years conferences were held in England, Germany, Belgium, Holland, Sweden, Norway, Finland, Denmark, Switzerland, Poland, Slovakia, France, and Portugal.   They were times of great blessing. Despite the name, they were not just an opportunity for theological discussion. Their primary purpose was for colleges to help each other by sharing mutual concerns, many of which had little to do with theology! It was good to know that other colleges faced the same problems as you did – practical issues like student discipline, catering, timetable, finance, governance and, something which was a major topic for several years, accreditation.   In addition to all this there were great times of worship and prayer. Working in a Bible College often means facing stressful challenges and faculty and staff found EPTA conferences times of refreshing and spiritual renewal. And they were especially relaxing when we held them during the summer vacations when many combined them with a family holiday. The ones held at Mattersey were particularly popular.   Eileen and I formed great relationships with many of our EPTA friends and trips to EPTA helped forge stronger relationships with our own faculty members too. I well remember the fun we had when we travelled by minibus to Germany with Dave and Beryl Allen and Brian and Audrey Quar, spending a few days relaxing in Switzerland before staying with friends in Heidenheim enabling us to attend the PEF Conference near Stuttgart followed by an EPTA conference in Erzhausen. Much of the blessing we enjoyed at Mattersey sprang from the strength of those relationships.   For many years I served on the planning committee for these conferences. In the days before the internet this necessitated flying to various venues in Europe most of which I enjoyed immensely despite the occasional problem with flights, and the anxiety you experience when you don't speak the language and the person you're expecting to pick you up doesn't arrive! The American brother who was picking me up had mistaken my arrival time at Stuttgart, which was 14.40 as 4.30 in the afternoon! But we learn from these experiences – I know he did – and these trips also gave me opportunity to preach in one of the local churches on Sunday morning before flying back in time for work at Mattersey on Monday.   But possibly the most fruitful result of founding EPTA was the openings it gave me to teach and preach in several of its affiliated colleges. I have taught courses both at bachelors and masters level in Sweden, Finland, Germany, Poland, Denmark, Germany, Portugal, and Ireland. I made several visits to Sweden where the system was rather different from the other countries I have mentioned. Because of the number of large Pentecostal churches there, there was no national college, but there were several colleges offering full-time courses based in the local church. The church at Gothenburg, for example, when I preached there had a Sunday morning congregation of over 2000 and had a large enough complex to house a full time Bible college.   Stig and Marianne Hedstrom, who led that college, had brought a party of young people to Mattersey and heard me teach on spiritual gifts, told me that they needed this teaching in Sweden and asked me if I would come. On two separate occasions they organised teaching tours for me, the first starting at Gothenburg on the west coast and travelling across to Stockholm on the east. En route I visited colleges in Jonkoping, Linkoping,  Mariannelund, and Brommaskolen and Kaggeholme,  both in Stockholm. On the second tour about two years later I visited the same places but in reverse order, this time travelling east to west.   Some of the other countries I mentioned, Belgium, Finland and Portugal for example, I also visited more frequently after my time at Mattersey and I will comment on them in a later talk. But what most of them had in common was the fact that my initial contact with each of them came through EPTA. So whether it was the annual conference, or the trips to help plan them, or teaching in some of its member colleges, EPTA was a source of personal enrichment for me, and I will always be grateful to God for the prompting he gave me to suggest it back in the PEC conference in 1978.   Next time – more about PEF and my involvement with the World Pentecostal Conference.

On Sept 10, 2023, er released an episode titled, “CS Ut Closure: Decidua or No Decidua?”. We highlighted the importance of AVOIDING the decidua at hysterotomy closure at CS. Now, in Sept 2025, in Obstetrics and Gynecology (the Green Journal), there is a new systematic review and meta-analysis on this very topic. Does this new study CONFIRM or REFUTE what we explained 2 years ago? Listen in for details. 1. Sept 10, 2023 Chapa Clinical Pearls Podcast: CS Ut Closure: Decidua or No Decidua?2. Lino GM, Galvão PVM, da Silva MLF, Conrado GAM. Not Closing Compared With Closing the Endometrial Layer During Cesarean Delivery: A Systematic Review and Meta-analysis. Obstet Gynecol. 2025 Jun 12;146(3):e55-e63. doi: 10.1097/AOG.0000000000005974. PMID: 40505112.

We have a wonderful podacst community! Within 24 hours of our immediate past episode release, one close friend- and fellow OBGYN, Dr. Eric Colton (OB Hospitalist Group) reached out and shared valuable words of wisdom regarding a potentially deadly complication of the CS-scar defect...the CS scar ectopic pregnancy. Listen in for Dr. Colton's cameo and details. 1. Ban, Yanli MD, PhD; Shen, Jia MD; Wang, Xia MD; Zhang, Teng MD, PhD; Lu, Xuxu MD; Qu, Wenjie MD; Hao, Yiping MD; Mao, Zhonghao MD; Li, Shizhen MD; Tao, Guowei MD, PhD; Wang, Fang MD, PhD; Zhao, Ying MD, PhD; Zhang, Xiaolei MD, PhD; Zhang, Yuan MD, PhD; Zhang, Guiyu MD, PhD; Cui, Baoxia MD, PhD. Cesarean Scar Ectopic Pregnancy Clinical Classification System With Recommended Surgical Strategy. Obstetrics & Gynecology 141(5):p 927-936, May 2023. | DOI: 10.1097/AOG.0000000000005113

Traditionally, we have learned that any imbalance in the estrogen: progesterone relationship can trigger irregular uterine bleeding. That makes sense, right? During anovulation, prolonged unopposed estrogen can result in HMB. In such a case, we give progesterone as both a therapeutic as well as diagnostic intervention. On the contrary, with progestin only contraception, we consider estrogen predominant products when progesterone breakthrough bleeding (BTB) occurs to restore endometrial stabilization. But a new RCT (AJOG) adds credence to adding MORE progesterone in cases of progesterone associated BTB. Listen in for details.1. Zigler RE, Madden T, Ashby C, Wan L, McNicholas C. Ulipristal Acetate for Unscheduled Bleeding in Etonogestrel Implant Users: A Randomized Controlled Trial. Obstet Gynecol. 2018 Oct;132(4):888-894. doi: 10.1097/AOG.0000000000002810. PMID: 30130351; PMCID: PMC6153077.2.ANDRADE MCR, et al. Norethisterone for Prolonged Uterine Bleeding Associated with Etonogestrel Implant (IMPLANET): A Randomized Controlled Trial, American Journal of Obstetrics and Gynecology (2025), doi: https://doi.org/10.1016/j.ajog.2025.08.029.

Routine vaginal examinations (VEs) are a standard component of intrapartum care, traditionally performed at regular intervals to monitor cervical dilation, effacement, and fetal station, which are indicators of labor progression. Yet, the American College of Obstetricians and Gynecologists states that there is insufficient evidence to recommend a specific frequency for cervical examinations during labor, and examinations should be performed as clinically indicated. Now, a recently published RCT form AJOG MFM is adding additional credence to that. Can we space out clinical exams in otherwise “low-risk” laboring women to 8 hours? Listen in for details. 1. AJOG MFM: (08/18/25) Routine Vaginal Examination Scheduled At 8 vs 4 Hours In Multiparous Women In Early Spontaneous Labour: A Randomised Controlled Trial https://www.sciencedirect.com/science/article/abs/pii/S25899333250016122. Nashreen CM, Hamdan M, Hong J, et al.Routine Vaginal Examination to Assess Labor Progress at 8 Compared to 4 h After Early Amniotomy Following Foley Balloon Ripening in the Labor Induction of Nulliparas: A Randomized Trial. Acta Obstetricia Et Gynecologica Scandinavica. 2024;103(12):2475-2484. doi:10.1111/aogs.14975.3. First and Second Stage Labor Management: ACOG Clinical Practice Guideline No. 8. Obstetrics and Gynecology. 2024;143(1):144-162. doi:10.1097/AOG.0000000000005447.4. Moncrieff G, Gyte GM, Dahlen HG, et al. Routine Vaginal Examinations Compared to Other Methods for Assessing Progress of Labour to Improve Outcomes for Women and Babies at Term. The Cochrane Database of Systematic Reviews. 2022;3:CD010088. doi:10.1002/14651858.CD010088.pub3.5. Gluck, O., et al. (2020). The correlation between the number of vaginal examinations during active labor and febrile morbidity, a retrospective cohort study. [BMC Pregnancy and Childbirth]6. Pan, WL., Chen, LL. & Gau, ML. Accuracy of non-invasive methods for assessing the progress of labor in the first stage: a systematic review and meta-analysis. BMC Pregnancy Childbirth 22, 608 (2022). https://doi.org/10.1186/s12884-022-04938-y

Infecções de repetição, como candidíase e vaginose, afetam a qualidade de vida de milhões de mulheres. E se a chave para a prevenção e o tratamento estiver em um ecossistema muitas vezes esquecido? Neste terceiro episódio, o Dr. Dan Waitzberg e a Dra. Barbara Peters exploram o fascinante universo da microbiota vaginal.Descubra como os lactobacilos atuam como uma linha de defesa natural, como os probióticos podem restaurar esse equilíbrio e quais os benefícios para mulheres na menopausa.ReferênciasHan Y, Liu Z, Chen T. Role of Vaginal Microbiota Dysbiosis in Gynecological Diseases and the Potential Interventions. Front Microbiol. 2021 Jun 18;12:643422. doi: 10.3389/fmicb.2021.643422. PMID: 34220737; PMCID: PMC8249587.Gupta S, Kakkar V, Bhushan I. Crosstalk between Vaginal Microbiome and Female Health: A review. Microb Pathog. 2019 Nov;136:103696. doi: 10.1016/j.micpath.2019.103696. Epub 2019 Aug 23. PMID: 31449855.Lewis FMT, Bernstein KT, Aral SO. Vaginal Microbiome and Its Relationship to Behavior, Sexual Health, and Sexually Transmitted Diseases. Obstet Gynecol. 2017 Apr;129(4):643-654. doi: 10.1097/AOG.0000000000001932. PMID: 28277350; PMCID: PMC6743080.Rezazadeh MB, Zanganeh M, Jarahi L, Fatehi Z. Comparative efficacy of oral and vaginal probiotics in reducing the recurrence of bacterial vaginosis: a double-blind clinical trial. BMC Womens Health. 2024 Oct 26;24(1):575. doi: 10.1186/s12905-024-03418-z. PMID: 39462408; PMCID: PMC11515199.Hertz FB, Holm JB, Pallejá A, Björnsdóttir MK, Mikkelsen LS, Brandsborg E, Frimodt-Møller N. Vaginal microbiome following orally administered probiotic. APMIS. 2022 Oct;130(10):605-611. doi: 10.1111/apm.13261. Epub 2022 Jul 25. PMID: 35801409; PMCID: PMC9540456.Hertz FB, Holm JB, Pallejá A, Björnsdóttir MK, Mikkelsen LS, Brandsborg E, Frimodt-Møller N. Vaginal microbiome following orally administered probiotic. APMIS. 2022 Oct;130(10):605-611. doi: 10.1111/apm.13261. Epub 2022 Jul 25. PMID: 35801409; PMCID: PMC9540456.Kim JM, Park YJ. Probiotics in the Prevention and Treatment of Postmenopausal Vaginal Infections: Review Article. J Menopausal Med. 2017 Dec;23(3):139-145. doi: 10.6118/jmm.2017.23.3.139. Epub 2017 Dec 29. PMID: 29354612; PMCID: PMC5770522.Silva VF, Refinetti P, Vicariotto F, Baracat EC, Soares Junior JM. Oral probiotics and vaginal microbiome in post-menopause women: an opinion for the improvement of natural therapies in gynecology. Rev Assoc Med Bras (1992). 2024 Jan 5;70(2):e702EDIT. doi: 10.1590/1806-9282.702EDIT. PMID: 38198300; PMCID: PMC10768674.https://bhbfood.com/noticias/iff-health-sciences-conquista-aprovacao-da-anvisa-para-probiotico/Petrova MI, van den Broek M, Balzaretti S, et al. Lactobacillus crispatus dominates healthy vaginal microbiota and inhibits pathogens. Microbiome. 2017;5:74.Grin PM, Kowalewska PM, Alhasson F, et al. Probiotic Lactobacillus rhamnosus GR-1 and Lactobacillus reuteri RC-14 for genitourinary health in women. Eur J Clin Microbiol Infect Dis. 2013;33(6):917–922.Verdenelli MC, Coman MM, Ghelardi E, et al. Lactobacillus acidophilus LA-14 role in vaginal health: adhesion and acidification. Probiotics Antimicrob Proteins. 2015;7(2):114–120.Swidsinski A, Mendling W, Loening-Baucke V, et al. Biofilm of Lactobacillus gasseri in healthy and diseased vagina. PLoS One. 2018;13(5):e0194214.

In this special presentation, Lt. Gen. Tony Bauernfeind '91, USAFA's 22nd superintendent, shares an inside look into cadet development and answers graduate questions. Hosted by Lt. Col. (Ret.) Naviere Walkewicz '99, this episode dives into the Academy's mission and how it is preparing our nation's future warfighters.   FULL TRANSCRIPT SPEAKERS Guest:  Lt. Gen. Tony Bauernfeind '91  |  Host:  Lt. Col. (Ret.)Navire Walkewicz '99   Naviere Walkewicz This special edition of the Air Force Gradcast is a production of the Long Blue Line Podcast Network, presented by the U.S. Air Force Academy Association & Foundation. I'm your host, Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. We're honored to feature the superintendent of the United States Air Force Academy, Lt. Gen. Tony Bauernfeind, Class of '91. In this presentation, Gen. Bauernfeind will share important updates on current initiatives and developments at our Air Force Academy. Following his remarks, he and I will sit down for a conversation, during which he'll respond to questions submitted by graduates in our alumni community. So now, without further ado, Gen. Bauernfeind. Thank you for being here, sir.   Gen. Bauernfeind Well, Naviere, thank you so much for allowing us to come and share our story of our wonderful Air Force Academy. And thank you as well to the Association of Graduates and the Foundation for all of the incredible support that we receive to develop our future leaders into the warrior leaders that we need on Day 1 in our Air Force and Space Force.   Naviere Walkewicz Yes, sir, we are grateful you're here, and we can't wait to hear what you're able to share with us today, sir, so we can jump ahead if you're ready.   Gen. Bauernfeind Wonderful. So I would like to share with you an updated mission brief of where we are going at the United States Air Force Academy. And during this time, I'd like to share not only our leadership team that's taking on the transformation that has been mandated, but also to update our alumni on our mission, our vision, our priorities and our mission sets, as well as talk about how we are creating warfighters, leaders of character and quality, and critical thinkers, and provide an update of how we are transforming this amazing institution to develop those warrior leaders that we need to keep our adversaries at bay. So as always, I'd like to start all briefings with a little video that highlights what our cadets are doing and our incredible public affairs team and video team put together the following video that shows what our cadets have been doing over the last six months... ...So you can see that our cadets have been absolutely busy over the last few months, and I can attest that this summer is they brought the problems up even more and are bringing even more energy to their training, their education, their development. But let me first talk about the amazing team at the senior leadership levels at the United States Air Force Academy, because we cannot do what we're doing without this incredible team. So first, we're welcoming reader Gen. Nicholas Evans as our new vice superintendent, coming out as the 18th Wing commander at Kadena Air Base, bringing a wonderful operational experience to bear, as well as academic bona fides to be our vice superintendent. Our command chief remains Command Chief John Alsvig and our commandant remains to be Brig. Gen. Marks and Col. Steve Hasstedt is our acting dean as we work to bring a new dean into bear. Ms. Gail Colvin is our stalwart chief of staff, with her wisdom from the Class of '80 that keeps us moving forward. Ms. Jen Block is our executive athletic director. Mr. Nate Pine is our director of athletics, and our brand new wing commander, the 10th Air Base Wing, Col. Ahave Brown. And we all know that nothing happens at USAFA without the 10th Air Base wing providing the foundational support. But also Col. Taylor from the 306 Flying Training Wing, and Col. Silva is our space detachment commander, and it's important that we have all those leaders that are helping us transform USAFA. And to that transformation, we talk about our updated mission statement that was approved last fall. And that updated mission statement is that “USAFA's mission is to forge leaders of character motivated to a lifetime of service and developed to lead our Air Force and Space Force as we fight and win our nation's wars.” And for the alumni, as we went through this mission statement development, we realized that there are many activities we take on at the United States Air Force Academy. There's education, there's training, there's motivation, inspiration, development. And we realized that we are taking the most amazing women and men from all four corners of this United States, and we're bringing them here as raw materials, and we are taking them through high-stress military, academic and athletic programs to forge them into something stronger than what they were when they showed up. And those are the leaders of character. We also wanted to make sure that we highlighted that it's about delivering a lifetime of service to our nation. It doesn't mean that every graduate needs to do 34-plus years in active duty like I'm currently doing, but continue to give back, whether that's in active duty, the Guard the Reserve, to your community in the defense industry, as an elected official or as a key supporter in our alumni networks — keep serving our nation. And then finally, an acknowledgement that we, alongside our teammates at West Point and Annapolis, have a very special mandate that we are developing those warrior leaders that will fight and win our nation's wars. While we hope that we will achieve peace through strength and deter our adversaries, we must always be ready when the nation calls and we will go forward and deliver victory for our nation. So it's important in our mission, but a mission will only take us so far. And the next step is acknowledging that we must have a vision. What is our North Star? And our North Star is we will remain and continue to be the nation's premier service academy. That we're bringing in rigorous, adversary-focused military training, military training that achieves a standard, that achieves a requirement, and not just training for training sake. But also maintain our level as a nationally recognized academic program with highly competitive athletics, and acknowledging that for us to deliver on those four, we must continue to sustain a world-class installation. But more importantly, continue to bring in professional and dedicated permanent party into our faculty. Our coaches, our headquarters, our installation support requires our outstanding permanent party. And so our vision moves us forward. And from our mission and our vision, we have established three key priorities, and those priorities will guide our decision making. But let me take your attention to the bottom first. The bottom is our foundational aspect, that we build all of our aspects upon our service core values of our Air Force and our Space Force of integrity first, service before self, excellence in all we do, courage, character, connection and commitment. And those we build upon further foundationally to acknowledge that we are in the military and all aspects of military operations activities require a strict adherence to standard. What is the task that we are executing? What are the conditions on which we will execute those tasks? And what standards do we expect, especially in high end warfare, where our standards are so tight. We also acknowledge that what is special about us is our Honor Code. It is foundational to our character, and we'll talk more about that as we build upon this. But realizing that the Class of '59 that established our Honor Code. It has been foundational to the development of our leaders of character and quality as a board, and then adding into the fact that leaders who built lethal warfighting teams — they do it from a position of respect and teamwork, that they take their team and they support them, they hold them accountable, but they push them to rise above what they could think they could personally achieve. And how do we build those future leaders that are going to take teammates from all four corners of this United States and make sure every single teammate is seen, heard and valued and can give everything possible to the mission at hand? And that leads us to our priorities. That our priorities are we are here to forge warfighters to win, to inspire leaders of character and quality, and finally, to motivate critical thinkers to adapt, because all three are important. And that takes us to our mission sets, because those three priorities span across everything we do in a cadet's journey at the United States Air Force Academy. And the first is acknowledging the military training aspect. That military training goes beyond just learning how to put a uniform on, just how to march correctly, but also understanding how to operate inside of Air Force and Space Force norms and take on those military training activities that our Air Force and Space Force are taking on right now with Ready Airmen Training and the ability to execute agile combat deployment. And that's activities like being able to shoot, move, communicate, medicate and automate, but also acknowledging that we also must have that world-class academic program that challenges our future leaders not what to think, but how to think, and to do that from a warfighting-focused curriculum that is very STEM focused, but also leans in hard to how we can leverage the incredible intellect that these cadets are bringing in today and unleash them on some of the hardest Air Force and Space Force problems through our research programs as we lean into it. And then finally, as we talk about our competitive athletics, that athletics is a key aspect of the cadet's journey, whether it be through our 30 incredible intercollegiate sports teams, our intramural programs, our physical education programs, or finally our physical fitness tests that demonstrate the warrior ethos that is being expected of a military service academy, and it's important that we look across those. But let me talk about a little further of our priorities from those three lenses. The first is the aspect of warfighters win, of how we're bringing in training such as shoot, move, communicate, medicate and automate. And I've heard some teammates are going, “Why are we doing this ground focused training?” And at the end of the day, it's not ground focused training, it's joint force training. This is where our Air Force is going. That we still need to be able to succeed in the air, space, cyber domains, but we must also deliver excellence in these domains. With shoot, I requested that all of our cadets now become qualified in their long gun, the M4, and their sidearm, the M18, every single year. So now they'll have the confidence of their weapons when they have to go forward into harm's way. The same with move and communicate. Can they understand the aspects of mission command, especially in future fights where we may not have the best connectivity with our highest headquarters? Will they understand commander's intent and still be able to generate the combat power we need to keep our adversaries on their heels? Finally, to medicate. Over the last few decades, we have benefited from the golden hour, where we had such dominance that when we had a teammate isolated or injured, we would have medical care a rescue capability to them inside the hour. Future battlefields will likely not give us that luxury. So we must teach our future leaders those advanced medical capabilities to take care of their injured teammates while they're continuing to generate combat power. And finally, as we have seen from the Iranian wars and the Ukrainian wars, automation is here and part of modern warfare. And so how are we going to bring automation capabilities to our future leaders so they can develop the new TTPs that we are working through. And again, thank you to the Association of Graduates and Foundation, because you all provided the seed funding for our first automation efforts this summer. So thank you so much. And let me dig in a little further on why warfighters win. And from our president and our secretary of defense, it has been very clear that they want us to establish peace through strength, that we must develop our ways in three areas: to restore the warrior ethos, to rebuild our military and to reestablish deterrence. And we have gotten that guidance very clear from our leadership, and we will prepare our future leaders in that mind. And we have added that over the last year by bringing in year round warfighting training. So not only during the summer periods, but also through the academic year, are we asking our future warrior leaders to take on the military mission, the academic mission and the athletic mission as we move forward. And as discussed, it is directly aligned to our Air Force with Ready Airman Training and our agile combat employment. And over the last year, we took our baby steps. We're not where we need to be, but I can tell you I'm proud of how far we've come, because we moved forward with energy and violence through the fall and spring culminating exercises. I'm proud of how far we've come, but now for this year, we're gonna enter into the walk phase, because we have more to go. And with that in mind, there's been conversations of recognition and promotion, and that is tied not only to our leadership development, but also to our warfighting training. And it's an acknowledgement that for every year you at the Air Force Academy, we are purposely developing you and increasing your capabilities. And so we are going to provide the expectations for your year, whether you're four-degree, three-degree, two-degree or first-degree — a firstie — and you must meet those training standards, and if you do not meet the training standards, then we are not going to recognize you for your past work, but if you meet our standards, then we are going to recognize you for the good work and promote you to the next grade. But the ultimate promotion being a Second Lieutenant in our Air Force and Space Force as it goes forward. Over the last year, there are teeth of this. We did have 153 cadets that were not recognized due to not meeting the standards, but we are now providing them the options over the summer and this fall to now meet the standards as we move forward. Also this year, focusing on warfighting, is acknowledging that we must arm the cadets to be the instructors. Last year, we did it very quickly. Now we're going to take advantage of our incredible cadets, just like our cadets do exceptional things — teaching each other how to fly, teaching other each other how to jump during our freefall program — but now we are working through the cadet warfighter instructor course, a beta course, where we will teach cadets to be those instructors inside of our squadrons in the academic year, to take on how to teach, how to shoot, to move, to communicate, automate and medicate. And we are one more week left in our inaugural cadet warfighter instructor course. I know we will learn much from this beta iteration, but I'm excited to see what we learned from this as we go into the academic year and unleash these cadets and train ourselves. We're also very appreciative from the Foundation for the establishment of the Institute for Future Conflict. And the Institute for Future Conflict has been around for a couple of years and has already forced us to focus and think differently. And I would offer to you the reason behind that is because they are focused on our adversaries. So I like to call them our adversary focused disruptors. They are going to bring ideas to bear that force us to change the way we develop our cadets for the future, because they're looking at what our adversaries are doing. And as such, we made the decision to elevate them into Headquarters USAFA, so they can have a wider impact, not only within the dean of faculty, but also within the Cadet Wing and the Athletic Department, so we can ensure that we are bringing those disruptive thoughts and putting them into in place so we prepare our leaders for a very uncertain world, to include bringing realism into the training that our cadets are taking on. We're also acknowledging academically, there's more that we have to do with our intellect. And over the last year, we have added three additional warfighting minors, one on quantum, one on aerospace materials, and we're in the final stages of establishing a warfighting minor on future conflict. Hopefully that we will be able to start providing that to our cadets over the next year, as we went into that so very excited to the growth in our academic options. And then finally, athletically, we're updating our PT standards, and we're adding additional PE courses for our future leaders. Our future leaders — we will increase water survival, especially when we look to the future and the regions where we expect to potentially have conflict, increased water survival is important — as well as increased combatives, and we're still in the final stages of planning of how we can bring a team focused final warfighting capstone physical education course that brings all of that physical education together for a team-focused event for our firsties, but still in the planning stages of that. And as discussed, updating our PT standards to align with our Air Force and our Space Force, with an acknowledgement that simply what we were doing is adding minimums to each of the caveats to ensure that you must pass each individual event while also meeting a score-based event as we move forward. Again, aligning with our Air Force and Space Force. Now, as we transform, it's not just about warfighters to win. It's also about leaders of character and quality. As I like to say, it's developing leaders who do the right thing the right way, even if it's unpopular, because we must have leaders that are willing to stand up and do the right thing for the formation. And we focused on that. We have focused on reinforcing standards and accountability. While initially it was permanent party coming in fairly strong to establish the standards and accountability, what we quickly saw from our amazing future generation was cadets going, “We've got this. We will establish it. We will uphold our standards. We will uphold our accountability.” And to me, that's very important to see that our next generation is taking ownership of that key leadership aspect, to even include honor. As many know, we had a pretty significant honor violation last year. The bad news is that occurred. The good news is it was the cadets themselves who came forward and said, “This happened, and this is our way forward.” As in all situations, though, anytime you point a finger at somebody, three fingers pointing back at yourself, we realized that institutionally, we had probably lowered the standards too far. We didn't expect enough, and we had parsed the Honor Code. And we made the decision to return to our roots and say, “No, the Honor Code is holistic. It will not be parsed.” But we do acknowledge that these amazing men and women that come from all four corners are coming to us in different stages of their character development, and so the sanctions that come from an honor violation for somebody with us for a few weeks or a couple months may be far different than the sanctions of somebody that are weeks or months out from commissioning and graduation. So ensuring that we have a tiered sanction system to deal with our honor violations. I'm very proud of the ownership that our cadets took with our honor system, and we are reinforcing their efforts as we move forward. We've also pivoted strongly to a four-class system. My observation was is through time at the Air Force Academy, we've ebbed and flowed from a four-class leadership development system to a fourth-class leadership development system. I would offer that we had gone to the point where the majority of training and focus was on the four-degrees, when we are blessed to have these our future leaders for 47 months, and we should be developing them the entire 47 months. And so we have developed the fourth-class leadership system, where for their four-degree year, we will focus them on being good teammates and followers. For the three-degree year, we will focus on them being good frontline engaged supervisors, two-degrees as team leaders and firsties as unit leaders, representing those roles in our Air Force from cadet squadron commander to DO, to executive officer, to A1 through A6 staff positions and flight commander and taking on those responsibilities. And again, just like we talked about work by training, there's assessment mechanisms for each of these that they must meet leadership assessments that will go into whether or not they are recognized and promoted to the next grade, as it moves forward. We executed the first year. Last year, I would offer that it was successful, but we've learned much from the process, and as we go into the second year, I think we're going to be able to go even further with our four-class leadership and development. We've also doubled down on discipline, that standards and accountability are important, and if you fail to meet our standards, then you must be held accountable, not only with punitive aspects, but also with rehabilitative aspects. It's a two-edged pincer movement as we went forward, and from my time at the Academy, I will offer to you, while I may not have enjoyed it at the time, I benefited greatly from both, because it forced me to reflect upon what got me in that situation and how I can take ownership of my own development as we move forward. So that is one of the aspects we return to. And then finally, for our National Character and Leadership Symposium: Let's focus on those character elements that we find through warfighting. And so last fall's was focused on, how are we going to develop warfighters to win? And then for next year, we're going to focus on the courage required to overcome adversity in a warfighting environment. And so I'm very excited as we get the speakers identified for both the fall, a shorter fall iteration, and the normal spring iteration, sharing those speakers with the wider alumni environment. And then finally, talking about those critical thinkers to adapt. I jokingly tell our cadets that, since I was in the '90s, we got to solve all the easy problems, and all that is left are all the wicked hard problems, but we need those critical thinkers to adapt, because they are going to bring the ingenuity, they're going to bring the innovation, and what I've challenged them is they also have to bring the courage to challenge the status quo. Too many times in our military, when we ask why we do something, if the answer is, “We've always done it that way,” then maybe we need to rethink and understand, are there better ways to do it? And I can tell you, our cadets bring that to bear. And so for this year, we're really focused on cadet empowerment and responsibility. Last year with the mandate, we moved very quickly, and we were more directive in nature. And what we heard loud and clear is that cadets hurdled over our expectations. What we heard loud and clear from them was, “We want to control the way forward.” And so how do we empower them more? And how do we make it clear that they are responsible not only for their mission, but their people? And adding to that of spending more time with them with these changes of why are we doing this change, and making sure that they understand the rest of the story. You may not always like the why, but if you have an appreciation of the why, its foundation will be able to execute mission command, because you now understand commander's intent, and you now can go, “I know the why. We can keep moving forward, because we can move forward with that.” We're also focusing on operationalizing all of the United States Air Force Academy, bringing that operational mindset to bear, from whether it would be establishing an A2 directorate in the headquarters and the cadet wing and in all cadet squadrons, and the DA2 director being our intelligence directorate, so that we can start to bring in classified intelligence briefings and give them not only to a permanent party, but to our future leaders. And we started that last January to great success, so that our future leaders can start to understand not only our and our allies capabilities, but our adversary capabilities and how we will conduct our joint warfighting aspects as we move forward. And it's important that we continue to bring in those operational matters so we prepare the cadets of today for the second lieutenants of tomorrow that can seamlessly nest in to how our Air Force and our Space Force operates. And that's a nicer way of saying is some of the USAFA unique things we've done— we probably need to think about how we're doing that in our Air Force and Space Force. We're also doubling down that cadet squadrons are the unit of action, just like it is in our Air Force, that the squadron is the unit of action. And it's tough at USAFA where you may prioritize your IC team, or your major, or your club, but at the end of the day, it's going to be the squadron that succeeds together as a team. And so we are focusing on making sure that we are reinforcing what the cadet squadrons are doing. They are going to go through their military training together. They're going to go through their culminating exercises together, same as recognition and promotion. And that's important as we focus on the four-class system of those teammates, followers, frontline engaged supervisors, team leaders, unit leaders, but also acknowledging that we must empower cadet leaders to own the responsibility of their units. And I recently sat down with cadet squadron commanders and their special staffs and said, “Congratulations, you're the cadet commanders. You are responsible for two things: your mission and your people. It's not just about marching at the front of a formation. It's about executing the mission you've been given, whether that mission be military, academics or athletics, and taking care of your people.” And as such, we have established special staffs inside of each cadet squadron, every wing in the Air Force, most groups and many squadrons have special staff to both support the unit, but more importantly, advise the commander, because the commander is the one who's ultimately responsible for their people. And so we are bringing cadet special staff — which they may not be the subject matter experts in equal opportunity, integrated prevention response, spiritual matters or medical matters. They are there to support the squadron, advise the commander and have that connectivity to our subject matter experts, whether it be our chaplaincy, whether that be our amazing medical group and cadet clinic, our amazing SAPR team and all the helping agencies across USAFA to make sure that we can support all of our cadets going through a high-demand developmental program at the United States Air Force Academy. And the twist on that is again, saying, “Commanders, you are the ones who are responsible.” And now let's give you the tools to be successful as the permanent party are there to advise and oversight, empower our cadets even more. And then the final one is a return to decorum training. We conducted a beta test last year to success, and now we're looking to see how we can bring forward that decorum training for the entirety of the Cadet Wing. I am not this is not a return to the days of wine pairings, you know, but it is an acknowledgement that as an officer in our Air Force and Space Force, when you go to events, you're not only representing yourself, you're representing your team, you're representing your unit. And what are those decorum skills you need to have at events so that you can develop networks with teammates that might be outside your normal operational circle, or how do you ensure how you engage with other teammates so you can learn more about the world you're in? And so it's important that we establish that decorum focus and looking forward to how we can squeeze that in into the complicated lives of all of our cadets as we move forward. And then, just to reinforce on the critical thinking, I've already talked about the three minors we added, but I'm proud to say that we're in close coordination right now with Gen. Tullos at Air University and about to sign the memorandum of understanding where we will start a beta test for offering master's degree classes at the United States Air Force Academy, with the long-term intent of offering master's degrees at United States Air Force Academy under the Air Force Institute of Technology certification. So we have much to learn, but the doorway is open, and I can tell you from looking at so many of our cadets that come in with 20, 30, 40 college credit hours already, I think we have cadets that are ready to take on that journey, and I look forward to giving an update on that after we get through some of our initial how does this work process. So just to summarize: Our mission, our vision, our priorities are delivering what we need. And it's those warrior leaders that are ready on Day 1 in our Air Force and Space Force. And thanks to our amazing team, whether it be in the senior leader team, but more importantly, those incredible permanent party that are working long hours, whether it's in Fairchild Hall, Sijan Hall, Vandenberg Hall, in the tunnels, in the heat plant, in the Child Development Center, down at Clune Arena, out in Jacks Valley — our permanent party are crushing it, and it's important because our nation deserves the best leaders that we can give the 330,000 airmen and guardians that are standing watch for our nation. Thank you.   Naviere Walkewicz Thank you for sharing the mission brief. I think many of us as graduates think we know what happens at the Academy, but you actually sharing what you accomplished in just a year is a bit mind blowing, sir.   Gen. Bauernfeind Thank you. And I, at times, am concerned at how fast we are moving, but I also know that we must move this fast. The adversaries are watching us, and they are choosing when is the right time to test our nation. And so in order to achieve peace through strength, we must display that deterrence, that warfighting ethos, that warfighting capability. So we keep our adversaries waking up every single morning going, “Today is not today to test the United States.”   Naviere Walkewicz Yes, sir, that is right on point. Yes, sir. Well, I would like to thank you in advance for taking on additional questions from our alumni and our graduate community. So if we might start, general, with some of the information across various channels that cuts about to our academics and the Department of Faculty, what would you be willing to share about the civilian workforce reductions and any next to the Academy's academic faculty?   Gen. Bauernfeind First and foremost, the reduction of civilians is not just civilian faculty. It's through all civilians at the United States Air Force Academy, and as we're tracking, throughout the entire Department of Defense. What makes it a little more challenging at the United States Air Force Academy is we have so many different civilian teammates, from firefighters to childcare workers to coaches to headquarters staff, personnel and faculty. And as we lean into the aspect, the conversations about all of our civilian teammates. The first challenge that we faced is historically, the United States Air Force Academy has been over our civilian paid budget, and we've received great support from the Department of Air Force to address our over execution. This year is a little different, and so that has to be a baseline consideration as we understand that— that we have to hire and maintain civilian teammates within the budget that the American public has given us as a lean forward. And to that point, thank you to the Association of Graduates and the Foundation, as well as other Academy-focused foundations that have provided volunteer and funded volunteer support to give us that additional margin of excellence that helps us mitigate this matter. With respect to fiscal year '25, our Air Force is going through a reduction of civilian personnel to the tune of 5,000 billets. Of those 5,000 billets, the portion of the United States Air Force Academy was a part of was a 140 billets. And as we have moved through that reduction of 140 billets, we identified 104 billets as we went through our prioritization that were unencumbered or empty, but lower priority. Unfortunately, there are 36 billets that were encumbered, so someone inside of that billet as we move forward. And the goal with that is to continually work over the coming months of how we can move teammates laterally into open billets, either at the United States Air Force Academy or other locations. So we keep their expertise inside of the greater Air Force, Space Force enterprise, and our A1 team continues to work that aspect. But it's also making sure that we're being very clear with our teammates that when those billets become unfunded, at some point without funding, we're having to pay for that billet via other means. And so it's important for us to have frank conversations with our teammates, to say, “Update your resume. Start looking. At some point this will move forward.” With respect to our faculty members, 16 took advantage of the government's deferred resignation program, which was a well-funded early retirement program which allowed them to leave in the spring under and basically on admin leave and retain their pay to later in the fall/winter timeframe as that moves forward. We also had three that already had planned retirements, so they were moving forward. Unfortunately, we see a hiring freeze so no backfill. But also three whose terms are many of our senior faculty, our term employees, at the end of their term came. And so we have backfilled them with active-duty and Reserve military faculty to keep our academic progress going forward. And thanks to our dean and their team, they are, you know, quickly adjusting, but they are making the changes they need to ensure that we continue to offer the majors that we promised through the Class of '26 and continue to offer the courses as we move forward. For the fall semester, in addition to the three minors we've added, we've also added four additional classes, and there are 10 classes of the 753 in our course of instruction, there are 10 that we will not offer in the fall semester, but we will continue to still move forward.   Naviere Walkewicz Yes, sir, thank you for that. You talked about backfills. Can you talk about some of the most important competencies for those instructors, as they were backfilling these positions right?   Gen. Bauernfeind As I testified to the Senate earlier this spring, the two most important things to me inside of our classroom is: One is subject matter expertise, and we value the subject matter expertise brought to us by our professors, associate professors, our assistant professors, our permanent professors, our senior military faculty, and the depth they provide, initially with a master's degree, but more importantly, those Ph.D.s that were an extreme depth of that subject matter expertise. But also as a military service academy— that operationally relevant experience, how do they apply what they're learning in the classroom into their futures in the Air Force and Space Force, whether that be in labs on operational units and future battlefields, and how they can connect that to the future. And we have many of our civilian faculty are also veterans, who are able to bring that strong connection to bear as it moves forward.   Naviere Walkewicz Yes, sir. Well, you mentioned you were adding a couple a few minors. Have there been any majors that have been removed from the program, and has this affected our accreditation in any way?   Gen. Bauernfeind No, ma'am, no majors have been impacted during this time. Every single year, we go through a curriculum review, and we have a curriculum review committee where we will adjust as we move forward based upon guidance we receive from the Air Force and Space Force, but also what demand signals we're seeing from our cadets. You know what they're signing up for. But that is just an annual aspect to make sure that we have the right instructor core to support the curriculum we need to develop and educate our future leaders what the Air Force and Space Force is expecting. But zero majors have been eliminated from the United States Air Force Academy.   Naviere Walkewicz Thank you, sir for clearing that up.   Gen. Bauernfeind Oh, and accreditation. We're in a good spot with accreditation. We maintain continual conversation with our accrediting bodies, whether it be the Higher Learning Commission or several of the engineering- or STEM-focused accrediting bodies such as ABET, we're still in a good spot. In fact, this year, we just approved our quality initiative, which is a key aspect to sustaining not only our accreditation, but showing that we're continuing to improve ourselves, and that quality initiative will focus strongly on data science, throughout all of our curriculum.   Naviere Walkewicz Yes, sir. I think that's wonderful. I know a lot of graduates were, you know, maybe didn't have all the information, so I think that's wonderful that you just shared that. Something interesting you talked about your brief was some master's, a beta testing for a master's program, working with AFIT. Can you expand a bit more about that? And then do you see the Academy becoming a five-year institution, or we will stay four years, 47 months?   Gen. Bauernfeind Right now, I believe that we will still stay a 47-month program because our academic program is 47 months; our athletic program is 47 months, and most importantly, our leadership development and military program is 47 months. For the AFIT program, the vision is — these amazing young Americans come in with so much academic credit. Many of them now are part of the Martinson Scholar Program. And thanks to Mr. Martinson's great support, we have a program that can focus on them going even further. What we can offer them now, the majority are taking multiple majors and multiple minors. What if, in the future, you didn't want to do multiple majors or minors, but you want to go and start on your master's degree, which many other institutes of higher learning are offering in a parallel aspect? And so in conversation with Gen. Tullos, how can we start allowing cadets as early as their junior year start taking master's programs and achieve what would be required? Initial assessment is we will have some that can probably achieve it in 47 months, but probably the greater group will need to stay the Academy for maybe six or 12 more months as a second lieutenant to finish up their AFIT courseware. So they would stop their 47-month USAFA program, but continue with their master's program in the classroom in Fairchild and finish out their master's here. Is the vision— and we're working through this. I want to be very clear that this is beta. We have a lot to learn in this. And from my perspective, as I work with the Air Force to get greater support for this, this is going to be a strong cost saver for the Air Force. When our Air Force officers go to get master's degree, as a general rule, they are out of their operational career field for two years as they go to execute their 18-month AFIT program, plus two associated PCSs. Now we show not only a time saving, but a cost savings. And now these second lieutenants are entering, a portion of them, are entering their air force or Space Force with a master's degree. And it is not uncommon for many of our second lieutenants right now to even start their initial training, depending on what training is available until the spring of the next year after they graduate. So I see a strong promise, but we've got a lot of work to do to make it a reality.   Naviere Walkewicz Yes, sir. Well, that's creative and innovative thinking right there. I think that we're very excited to hear more about that, especially as the beta testing moves forward. Sir, maybe we can move into the warfighting realm. Graduates have been very interested in the renewed focus on warfighting that you've taken over the past year. What recent programs or military training taking place at USAFA right now are really supporting this development of the warfighter. Ready to lead on Day 1?   Gen. Bauernfeind So I believe we've always had a strong foundation of warfighting training, whether it be our airmanship programs, our powered flight programs, our jump programs, our special warfare programs and basic cadet training and cadet survival. But we're building upon that, and we're adding to those as great examples. As discussed earlier, if we can fight for the ammunition, we will have every single cadet qualify on both weapons every single year. The Class of '29 for the M18, the pistol, they qualified at a rate at about 65%. For the M4, the long gun, at a rate of 93%. I'm very proud of those numbers, because many of those young men and women— that was the first time they touched a weapon in their lives. And now, if they do it three more times before they graduate, those qualification rates are going to skyrocket, and they're going to have the confidence, when they deploy into harm's way, of their weapons. Additionally, thanks to the great work by the Cadet Wing, we have received 4,000 sets of chemical gear. And so not only in basic training, are they learning how to establish a forward operating base, defend it, but we're going past the days of where we walked into a tent, took our mask off and then dealt with the wonderful fluids that came out of our bodies. But now, going forward, to how are you going to conduct ATSO operations, or the ability to survive and operate in deployed locations with chemical gear on? And we're very proud to partake in some of that training with the basic cadets, and they are really taking to understanding what is required. And then the final aspect is, as discussed, the cadet warfighter instructor course, is acknowledging that to be really good at those items, we need some subject matter expertise. But the subject matter expertise required to lead, train and certify 4,000 cadets every year, we have to rely on cadet leaders, and as discussed, they're in the field as we speak in the inaugural cadet warfighter instructor course. And I look forward to seeing the feedback of how they will come back and do the squadrons. And tying that back to the cadets wanting more ownership of their training — the intent is 12 cadets inside of each cadet squadron that will now take on the responsibility through the academic year of that warfighter training that we will assess in the fall CULEX, and the ultimate assessment in the spring CULEX.   Naviere Walkewicz Sir, it really shows how you're building that expertise within the squadron to support the squadron commander so they really are taking care of their people. I think that's outstanding.   Gen. Bauernfeind And very excited about it.  And I just want to say thank you again, because it was due to the generosity of the Foundation that got us the seed to start the automation, with 29 Group 2, the smaller UAVs, as we see automation and all monitor warfighting, unleashing the cadets on how they're going to use those UAVs to defend their forward operating bases, to understand what's across the ridgeline as they move forward. And very excited to see where the cadets will take us in this, because I'm sure they're gonna be far more innovative than my generation.   Naviere Walkewicz Our generation, sir, yes, sir. Well, you talked about the four-class system and I think that was really relevant for our graduates to hear. How are cadets feeling motivated through this process? And have you seen them evolve over the past year since you started implementing that?   Gen. Bauernfeind I think the first aspect was— it took them time to truly understand what we were laying out as it went forward. And every year we do this, we will get a little more advanced at the end of the day. I think our four-degrees understood it. That was good. It was that they understood what it meant to be a teammate. What it meant to be a teammate, follower, and that was an easier aspect to develop them through. The team leaders at the senior NCO level for the two-degrees and the firsties as unit leaders, they started understanding that. The biggest challenge we saw was with the three-degrees. What does it mean to be a frontline, engaged supervisor? And we have to troop lead them through, “This is what it means to be a frontline, engaged supervisor.” That they are your subordinate. But to take best care of your people, you should know where they're from. You should know about their parents. You should know their dog's name. You should know where their birthday is. You should know when their next chemistry test is, when their next PT test is. And while you may not be able to tutor them on chemistry, you can gather and motivate them for, “Hey, if the PT test is three weeks out, let's go run together. Let's go get on the pull up bar together. Let's, you know, be engaged.” And the more you know your teammates, what I offer to you, whether it be in morning formation, noon meal formation, at the tables at Mitchell Hall, in the halls of your squadron, inside of 30 seconds you're gonna see your teammates, your subordinate, and you're gonna know if they're gonna have a good day or bad day, because you're close enough to know, just quickly, OK, they're gonna have a great day or something's going on. “Let's go take a walk. Let's figure out what's driving you down. And how can I, as a frontline engaged supervisor, start taking barriers out of your way?”   Naviere Walkewicz I mean, I can only imagine that giving them more pride, even now that they understand, “This is how I can be a frontline supervisor,” when you give us very specific examples. Well, if we might shift gears a little bit to admissions and graduation. Since we just had a class join us, and we had a class recently graduate, maybe you can tell us how the Class of '29 how they're faring so far.   Gen. Bauernfeind The Class of '29 are doing great. I am impressed by their professionalism. I'm impressed by their energy. And as you saw, as we just did the recent march back, they were loud and proud. That was really good as it went forward. And for the Class of '29, I'm proud to report that they are faring very well. Just so everybody knows, we had over 9,000 completed applications. We offered 1,411 offers of admission, and 1,112 took the oath on I-Day as it moved forward. We had cadets from every single state and territories of Guam and Puerto Rico, as well as 12 international cadets that joined us. Of those, 117 from Prep School came up the Hill. And then 76 are, you know, part of a prior Long Blue Line as it's coming forward as it goes. Of the Class of '29, 55% were in the top 10% of their class, and 96 were all invited on varsity sports. Right now we are, as coming out of basic training, of 1,095 and during that time, they're still going strong. We did have some teammates that didn't have a full appreciation of what military life was, or may not have been as impassioned about the Academy as their parents, and so we've parted ways with a few small numbers. But during basic training, I can proudly say— we talked about the qualifications on the weapons, but also say they took their very first PFT test, and looking back over the last five years, they, on average, scored 15 points higher than the last five years. And that's a testament to two teams, I would offer to you, well, not only the cadets themselves, who had to do it, but all of our admissions team that's out there saying, “Hey, congratulations, you've been admitted. Start preparing now.” But also our athletic director, athletic department team that was out there giving them good, focused training to prepare them for those physical fitness tests. And they just took PFT No. 2 a couple days ago, and we're accessing the data but all indications are it's trending up.   Naviere Walkewicz No, yes, sir. Those are outstanding numbers. As a country, we're seeing admission rates and the challenge of getting the best of the best into the door, the fact that we had such wonderful numbers coming in, and we're attriting very low, I think it's something we should be proud of.   Gen. Bauernfeind I'm very proud of it, but acknowledge it's a tough— it's a knife fight to get the best of the brightest, and so thanks to Air Education and Training Command and Accessions Command, we are going to try a new marketing contract this year to further make sure that the amazing young Americans throughout all four corners truly understand the opportunity in front of them with the Air Force Academy, and make sure they're aware of it. So I'm excited to see how that marketing campaign goes to even up our numbers, even a little bit more.   Naviere Walkewicz Awesome. Yes, sir. Well, sir, in the realm of athletics, last year, you shared an emphasis for cadet support and participation at more of our athletic events. What have you seen come from that? And what can you share about athletics, intramurals most currently?   Gen. Bauernfeind It's one of our three mission sets: athletics. And it's not just for our IC athletes. I jokingly tell some of the teammates to say, “Tell me about a cadets life.” It's like, well, they have three full time jobs, a military job, an academic job and an athletic job, and they really get a bachelor of science in time management. And that's as we go forward. But I've asked the athletic department, you know, during COVID, our intramural program atrophied, and now we have to see, how can we really enhance our intramurals as it goes forward. But I'm especially also proud of our intercollegiate athletes, 30 intercollegiate programs. When we talk about the blood, sweat, tears, the hard work that our IC athletes representing 25% of the Cadet Wing — they are really jumping in hard. And my expectations as the superintendent is all 30 of those programs earn home field advantage. And so we've recently published an operation order to the team as we look into the fall sports. And the basic synthesis of it is, protect this house. We will come strong to all home events, and we're working through that aspect. And so as a whole, not only will we figure out how to be strong at all of our home events, whether it be, you know, this fall with women's soccer, men's soccer, cross country, water polo, volleyball and, importantly, football. And proud to report here at our AOG that the entire Cadet Wing will be marching onto the football field and protecting this house and our amazing stadium at home games.   Naviere Walkewicz Yes, sir, thank you for that. That's fantastic. Sir, you know, you can't come out of this Air Force Academy, this 18,000 acres of amazing Academy, without seeing some of the changes, whether it's facilities or capabilities. You know, of course, there are two questions we hear often about the chapel in the box. When will the chapel be done? And then also, you know, what about the visitor center? When can we actually get into it?   Gen. Bauernfeind No, those are two great questions, Naviere. First of all, I think that the box has become so routine there that we received a formal request from cadet. So how can we have a — no kidding — drive in movie theater screen? And the request came in at $300,000 so we thought the prudent action was, let's get the chapel done so we can take the box down instead of putting up a new theater. But right now, for our chapel, again, it is an amazing piece of architecture, and to maintain the historical relevance and the hard work that went behind it, it's going to take time. Right now, we're on schedule for 2028 and we are focused on making sure all the involved teams take every single day out and we can find out as soon as possible when we have any sort of deviation, so we can swarm it. And so as such, we hold monthly meetings with IMSC — the Installation Management Sustainment Command — Air Force Civil Engineering Command, the Corps of Engineers, to go through all of our military construction projects so that if something comes up, we are aware of it within days of the issue, and we swarm it together instead of letting issues boil for a long period of time. And so excited to get the chapel back open as such a spiritual icon of the United States Air Force Academy. And spirituality is so important to the holistic leader's readiness— not just physical, mental, social, family, but also spiritual. And I think it will be important for that development. And then to the visitor center. We're on track to open up in May of '26 before the graduation, and excited to finally open that visitor center and share with a much wider audience what all of our alumni and we know of the amazing story behind the Air Force Academy, all the amazing exemplars who have come from our Academy. And I will share with you, I'm excited to get a whole ton of young Americans inside the visitor center so they can start getting excited about being part of the Class of 2032, 2038 and beyond.   Naviere Walkewicz Yes, sir. Well, they say things are worth the wait, good things are worth the wait, and I think the interactive displays that are gonna come with this are really gonna help people understand truly what our cadets go through.     Gen. Bauernfeind Absolutely. And thank you again to the AOG and Foundation. As money got tight, the Foundation came forward and we now have that beautiful glider, you know, in position that shows what all of our cadets are working through.   Naviere Walkewicz Yes, sir. Well, our sole existence is to support the Academy, serve our grads and prserve the heritage. Well, sir, I'm cognizant of your time. We're so grateful you're here today. Mind if I ask you one final question?   Gen. Bauernfeind Please do.   Naviere Walkewicz What's on your mind that you want to leave with our graduates to be thinking about when you think about our Academy and your vision and mission. What can you leave us with?   Gen. Bauernfeind I just want to thank the Long Blue Line. We are 55,000-plus strong. There have been so many of our alumni, every single one of us that have gone through this journey. And we're proud of this institution. And I just say, continue to support this amazing institution. Spread the good word of what our Air Force Academy is, because we want amazing young women, amazing young men that are in your communities, in your churches, at your work centers, to say, “Hey, have you heard about the Air Force Academy? That's the place for you, because our nation deserves the best.” And just a final thanks to the alumni, and as a superintendent, I'm proud to be in this position with my amazing teammates. And any alumni that wants to ask me, “What's the rest of the story?” I am always available. Please hit me up in the hallways, on the Terrazzo, on the field, and I look forward to your conversations.   Naviere Walkewicz This has been a special edition of the Air Force Gradcast. On behalf of the Long Blue Line Podcast Network and the U.S. Air Force Academy Association & Foundation, thank you for joining us. It's been a privilege to hear directly from Lt. Gen. Bauernfeind and to share updates and perspectives relevant to graduates across our Academy community. Thank you for your continued connection, commitment and support of our United States Air Force Academy. I'm Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. Until next time.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

In the last 2 episodes we covered new updates in menopausal hormone therapy. However, we did not address TESTOSTERONE use. This episode idea comes from one our podcast family members and good friend, Eric. Eric is 100% correct: Testosterone replacement, when done correctly, has come along way. When is this indicated? Is this endorsed by professional medical/endocrine groups? What's the dose? We have fun stuff to review, so listen in!1. Davis SR, Baber R, Panay N, Bitzer J, Perez SC, Islam RM, Kaunitz AM, Kingsberg SA, Lambrinoudaki I, Liu J, Parish SJ, Pinkerton J, Rymer J, Simon JA, Vignozzi L, Wierman ME. Global Consensus Position Statement on the Use of Testosterone Therapy for Women. J Clin Endocrinol Metab. 2019 Oct 1;104(10):4660-4666. doi: 10.1210/jc.2019-01603. PMID: 31498871; PMCID: PMC6821450.2. Sharon J. Parish, James A. Simon, Susan R. Davis, Annamaria Giraldi, Irwin Goldstein, Sue W. Goldstein, Noel N. Kim, Sheryl A. Kingsberg, Abraham Morgentaler, Rossella E. Nappi, Kwangsung Park, Cynthia A. Stuenkel, Abdulmaged M. Traish, Linda Vignozzi, International Society for the Study of Women's Sexual Health Clinical Practice Guideline for the Use of Systemic Testosterone for Hypoactive Sexual Desire Disorder in Women, The Journal of Sexual Medicine, Volume 18, Issue 5, May 2021, Pages 849–867, https://doi.org/10.1016/j.jsxm.2020.10.0093. Levy, Barbara MD, MSCP; Simon, James A. MD, MSCP. A Contemporary View of Menopausal Hormone Therapy. Obstetrics & Gynecology 144(1):p 12-23, July 2024. | DOI: 10.1097/AOG.00000000000055534. NAMS The 2022 hormone therapy position statement of The North American Menopause Society: chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://menopause.org/wp-content/uploads/professional/nams-2022-hormone-therapy-position-statement.pdf

My Story   Talk 24 Developing the curriculum and choosing the faculty Welcome to Talk 24 where I'm reflecting on God's goodness to me throughout my life. Last time I was talking about all the improvements we were able to make to the campus at Mattersey. We were, of course, grateful to the Lord for these improvements, especially for the provision of sufficient finances to build the new hall of residence and the beautiful new Chapel and classrooms. But these were never an end in themselves. They were the means to an end. Their purpose was to facilitate the training and education of men and women to understand the Bible and to become more effective servants of the Lord Jesus Christ.   But even more important than the erection of buildings was the development of the curriculum and the choosing of the faculty. And to do that it was first necessary to determine our aims and objectives. What follows is taken from one of our early college prospectuses. If the terminology sounds a little old-fashioned today, please remember that it's now almost half a century since I first wrote them. The NIV had only just been published and much of our preaching was based on the text of the Authorised Version (KJV) of the Bible.   But even if the language might need updating, I believe that these aims and objectives would still be highly appropriate for any pentecostal or charismatic Bible college today and would form an excellent basis for its curriculum. They should certainly be the goal of every local church!   Aims and Objectives The general purpose of the college is to train men and women for Christian service at home and overseas. This training involves not only the imparting of a comprehensive theological education but also emphasises the development of Christian character and spiritual growth.   Because the college takes a positive stand for the authority and inspiration of Holy Scripture, its aims are essentially biblical. They may be summarised as follows:   1.     That opportunity might be given to those who are called to the work of the ministry to fulfil the will of Christ that his servants should be with him, and that he might send them forth to preach (Mark 3:14). 2.     That through their ministry the gospel might be preached to every creature (Mark 16:15) and that disciples might be made of all nations (Matthew 28:19). 3.     That the gospel might be preached with signs following (Mark 16:20) and the churches be established in the power and demonstration of the Holy Spirit (1 Corinthians 2:4). 4.     That God's servants might be able always to give a reason for the hope that is in them (1 Peter 3: 15) and to speak the things which become sound doctrine (Titus 2:1). 5.     That God's workmen might be approved unto God, being able rightly to divide the word of God (2 Timothy 2:15) and to contend earnestly for the faith once for all time delivered to the saints (Jude 3). 6.     That God's people might come to the measure of the stature of the fullness of Christ and that each individual part of his body might so function in its proper order that the church will make edification of itself in love (Ephesians 4:13-16). 7.     That the word of God may be entrusted to faithful men who will be able to teach others also (2 Timothy 2:2). 8.     That those who seek to love God with all their heart and soul might also love him with all their mind (Matthew 22:37). 9.     That the gifts and fruit of the Holy Spirit might be manifested in the lives of all God's people (1 Corinthians 12:7-11, Galatians 5:22-23). 10.That the church which is the bride of Christ might be ready and prepared for his coming (Ephesians 5:25-27; 2 Corinthians 11: 2; Revelation 19:9, 21-22). Developing the curriculum In using the word curriculum, I am referring to the entire College programme, not just the academic timetable. This included worship in chapel five mornings a week, weekly student prayer groups, days of prayer at least once a term, and church on Sundays with opportunities for students to sing, testify or preach, as invited by the local pastors.   We experienced some wonderful times of blessing, particularly in our Wednesday morning Chapel services, which were longer than on the other days and where the resident faculty and staff were present as well as all the students. It was the spiritual life of the College that provided the inspiration and motivation for the academic discipline of study in the classroom.   But there was, of course, plenty of inspiration in the classroom too. That derived from the quality of our teaching staff – more of which in a moment – and the subject matter of the courses most of which were directly related to the Bible, the inspired word of God.  Of course, the structure of the timetable varied over the 27 years I was Principal, but the underlying principles remained the same. What follows is just an example of what we were offering towards the end of my time as Principal. Courses available included:               Certificate in Biblical Studies (One Year)             Diploma in Biblical Studies (Two Years)             BA in Biblical Theology (Three Years)   and for suitable candidates who completed all three years we also awarded our             Diploma in Christian Ministry.   In addition to all this we were also validated to award an             MA in Pentecostal and Charismatic Studies which was a part-time two-year course. This was much appreciated by people already in church leadership some of whom had no formally recognised theological qualification. This was only possible because we had sufficient faculty members who had earned a Ph.D. But, without question, our most important course for people who wanted a thorough preparation for Christian ministry was our three-year B.A. in Biblical Theology combined with our Diploma in Christian Ministry. Over the three years these included teaching on the following   YEAR ONE Bible Survey, Hermeneutics and Homiletics, Evangelism, Care and Counselling, Christian Doctrine, Christian Leadership, Church History Survey, Children's and Youth Work, Other Faiths, and New Testament Greek. (For those who did not opt for Greek, there were special courses on the English Language, John's Gospel, and Luke/Acts).   YEAR TWO O.T. General, N.T. Christian Origins, Early Church History, The Holy Spirit, Mark in Greek, Christian Apologetics, Christian Ethics, 1 Corinthians in English, Romans in English, Anthropology, Hebrew, Media Work, Church Planting.   YEAR THREE O.T. Theology, N.T. Theology, Pentecostal Distinctives (The Baptism in the Holy Spirit and Divine Healing), History of Revival, Philosophy of Religion, John in Greek, Hebrew Set Texts, Christian Missions, Ecclesiology, Youth Work, Pastoral Training.   But no matter what course we provided, our aims and objectives remained the same throughout. Any qualification gained was never intended as an end in itself. Personally, I saw my own academic qualifications rather like the apostle Paul saw his Roman citizenship. He certainly would not glory in it. It meant nothing compared with the excellency of knowing Christ, but he wasn't afraid to make use of it when appropriate (Acts 22:25-28).   I knew that the success of the curriculum could only be measured by the extent to which its aims and objectives were being fulfilled in the lives of the students. And that could certainly not be accomplished by academic learning alone. Our students were accepted on this understanding. Any academic achievement they might gain would be a bonus. Their primary motivation must be a sense of calling, a desire to serve Jesus.   Choosing the faculty And, of course, our biblical aims and objectives so important to the development of our curriculum were equally relevant to the choosing of those who would be teaching its courses. They must not only be in agreement with our AoG Statement of Faith but also be people of experience in the work of God and have a divine anointing to teach. Academic ability in itself was not enough. I had had enough experience at Oxford where some of those teaching no doubt had great academic ability, but whose communication skills left much to be desired!   But of course, however great your ability to communicate, you need to know what you're talking about! I have listened too often to people with great communication skills preaching absolute nonsense! Even in some national and international conferences! So our choice of faculty was influenced by the need to find people who believed the Bible, were filled with the Spirit, knew their subject, and had a God-given ability to teach it.   And that meant the ability, not to make simple things sound difficult, but to make difficult things easy to understand. I think the greatest compliment I was ever paid about my preaching came from old George Hurt when he said to me, The thing I like about your preaching, Pastor, is that you never say anything I can't understand.   And if Eileen were still with us, she would readily confirm that wherever we went people would say the same. I am so grateful to God for that ability. I did not learn it. It was just the way he made me. But not just me. It's the true evidence of the ministry of every teacher, and I'm so grateful for those the Lord sent to work alongside me endowed with a similar gifting.   I have already mentioned Ernest and Joan Anderson who moved back into pastoral ministry in 1980 and John Carter who died at Mattersey in 1981 and their significant contribution to the life of the College. After their departure I was so pleased that Colin Warner, who had started with us as a visiting lecturer, accepted the invitation to come to us in a full-time capacity as our Director of Studies in 1980 and saddened by his decision to leave us in 1983.   Colin, who is now with the Lord, was a gifted man with great academic ability and did much in those early years to steer us towards a more academic curriculum. His decision to leave arose from a difference of opinion between us and I am aware that I could probably have handled things better. However, I'm glad to record that he went on to a fruitful ministry in the Coventry assembly and as a lecturer at Birmingham Bible Institute. A few years later we also worked happily together on the AoG Executive Council.   David and Beryl Allen joined us in September 1983 and faithfully served the College throughout my principalship, retiring in 2005, a year after me. Beryl taught the first-year English course and as College Librarian did a great job in turning what had previously been little more than a collection of books into a well organised and properly classified library. Towards the end of her time she was assisted by Anne Dyer, who caried on the great work after Beryl retired.   Dave, as he preferred to be called, had, like Beryl, formerly been a schoolteacher before entering the AoG ministry. He taught a variety of subjects including Church History, his knowledge of which never ceased to amaze me. He later became the College Dean, taking the responsibility for matters of discipline. Dave is now with the Lord, but I, along with many generations of Mattersey students, have every reason to be grateful for the massive contribution he and Beryl made to the success of the College.   Colin Hurt also joined us in 1983. Colin and Julia had been AoG missionaries in Malaysia and, on hearing him preach, I instantly recognised a man with an outstanding teaching ministry. Colin had no formal theological qualifications, but, for that matter, neither had I! Julia had received a word from the Lord that I was going to invite him to teach in the College, so when I asked to see him he happily accepted and the served the College full-time from 1983-85 and again, after a few years back on the mission field, from 1988-93. He taught a wide variety of subjects and was greatly appreciated by students and both he and Julia, who assisted Eileen on the domestic side, were great assets to the life of the College.   William and Anthea Kay joined us in 1984. Eileen and I already had a strong relationship with William and Anthea because of the years we spent together in Basingstoke. My only reluctance in inviting them to come to Mattersey was that I wasn't sure if the Board of Governors would approve. Three things might count against William. He was a personal friend, and the appointment might look like favouritism. He was not an AoG minister, and he had a PhD which might be seen as a negative rather than a positive because of the anti-academic attitude of some of our ministers at the time.    But the Lord encouraged me with a verse in Isaiah which lit up for me as I was praying about William: I have called him, I will bring him, and he will succeed in his mission. So I shared my concerns with the Board and was delighted to hear George Forrester, the chairman, say, Well brothers, I think that if David feels that we should appoint this brother, we should do so and the Board unanimously agreed.   Anthea ran the College's Correspondence Course Department for several years and William taught a variety of courses until his departure in 1994 to a post with the University of Wales. But his main contribution to the College was his firsthand knowledge of Higher Education, his personal encouragement to me to do an MTh and then a PhD, and his help in enabling us to get accreditation for our BA in Biblical Theology. He went on to help other Pentecostal colleges across Europe and beyond to gain similar accreditation and did indeed succeed in the mission to which God had called him.   The next member of faculty to join us full-time was Vernon Ralphs who served as Director of Studies from 1986 until his retirement in 2000. Along with those I have already mentioned, Vernon was a key player in helping the College upgrade its academic programme. He also had a clear prophetic edge prophesying in 1986 that within three years the Iron Curtain that divided Eastern Europe from the West would be removed, and it was of course in 1989 that the Berlin Wall was broken down.   Teaching staff who joined us full-time late on included Richard Davis, Glenn Balfour, Andrew Davies, Dave Garrard, and Robin Routledge.   Richard Davis replaced Brian Quar as Bursar but also taught some of our courses after he had completed our MA in Pentecostal and Charismatic Studies. He served the College from 1994 until some time after I retired.   Glenn Balfour and Andrew Davies were both former students who had taken our London BD course back in the eighties. They had gone on to acquire Master's degrees and eventually PhDs in Theology. They started to lecture part-time in 1994 and in 2000 took up permanent posts with us. They continued to serve well beyond my principalship, Glenn becoming Principal for a short period and Andrew a Professor at Birmingham University.   Dave and Ruth Garrard were Canadians who served as missionaries in Africa. They came to Mattersey in 1996, Ruth working with Eileen on the domestic side, and Dave, who had a PhD relating to Missions, bringing fresh insights on the subject and teaching a variety of other courses too. He was still teaching at Mattersey when I left.   And finally, at about the same time, Robin Routledge joined the faculty. A local Baptist minister with a charismatic experience and a PhD in Old Testament Studies, Robin was a highly valued member of our team and eventually became full-time during Paul Alexander's time as principal.   But of course the full-time faculty, important as they were, were by no means the only reason for the success of the College. Over the years there were many visiting lecturers, as well as various chaplains, secretaries, cook supervisors, kitchen and domestic staff, gardeners, and maintenance engineers. These all got a mention in my final report to Conference in April 2004 the text of which I will include in a later talk. For now, it is enough to say that I will always be profoundly grateful to all concerned for their contribution, however great or small. As I have often said, We could not have done it without you.  

In many ways, we thirst, not only physically, but also spiritually and socially! The issue we face as mankind is not whether or not we thirst, but rather what we seek to quench our thirst. Without a doubt, we all have needs. How do we fill our needs? In this week's sermon, "Come to Jesus and Drink," we consider our thirst and how to satisfy it.

Lt. Col. Nichole “Vapor” Ayers '11 joins us from orbit! SUMMARY From cadet to astronaut, she shares how the U.S. Air Force Academy prepared her for life aboard the International Space Station, the lessons space learned in the space program about leadership and how viewing Earth from 250 miles up re-shapes one's call to serve.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   COL. AYERS' TOP 10 LEADERSHIP TAKEAWAYS  - Seeing Earth from space changes your perspective on leadership.  - The fragility of Earth inspires a desire to protect it.  - A lifelong dream of becoming an astronaut requires hard work and dedication.  - Teamwork at the Air Force Academy prepared me for life in space.  - Daily routines on the ISS are structured and focused on science and maintenance.  - Astronauts are normal humans, not just heroes in space.  - Quick thinking and calm leadership are crucial during space missions.  - Community support is vital for success in unconventional paths.  - Inspiring the next generation is a key part of my mission.  - Curiosity and exploration should be fostered in young people.   CHAPTERS 00:00 Journey to the Stars: Becoming an Astronaut 03:32 Life Aboard the ISS: Daily Routines and Responsibilities 07:23 Lessons in Leadership: Quick Thinking in Space 10:54 Observations from Above: Humanity and Resilience 12:10 Inspiring the Next Generation: A Sense of Purpose 13:17 The Long Blue Line: Community and Support     ABOUT NICHOLE BIO U.S. Air Force Lt. Col. Nichole Ayers is a trailblazing pilot, leader, and astronaut whose journey began at the United States Air Force Academy, where she graduated in 2011 with a degree in mathematics. An accomplished F-22 Raptor pilot, Ayers is one of the few women ever to fly the world's most advanced stealth fighter—and she's one of even fewer to command them in formation for combat training missions. Col. Ayers earned her wings through years of training and operational excellence, logging over 200 flight hours in combat and playing a critical role in advancing tactical aviation. Her exceptional performance led to her selection in 2021 by NASA as a member of Astronaut Group 23, an elite class of 10 chosen from among 12,000 applicants. As a NASA astronaut candidate, Col. Ayers completed intensive training at Johnson Space Center, which included spacewalk preparation, robotics, survival training, systems operations, and Russian language. Now qualified for spaceflight, she stands on the threshold of a new chapter that led her to the International Space Station. Throughout her career, Col. Ayers has exemplified the Academy's core values of Integrity First, Service Before Self, and Excellence in All We Do. Her journey from cadet to combat aviator to astronaut is a testament to resilience, determination, and a passion for pushing boundaries.   LEARN MORE ABOUT NICHOLE NASA Astronaut Nichole Ayers     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS   TRANSCRIPT SPEAKERS Guest, Lt. Col. Nichole "Vapor" Ayers '11  |  Host, Lt. Col. (ret.) Naviere Walkewicz '99   NASA  00:00 Station, this is Houston. Are you ready for the event?   Lt. Col. Nichole Ayers  00:05 Houston, Station, I'm ready for the event.   NASA Air Force Academy, this is Mission Control, Houston. Please call Station for a voice check.   Naviere Walkewicz  00:13 Station, this is Lt. Col. Naviere Walkewicz. How do you hear me?   Lt. Col. Nichole Ayers  00:17 Hi, ma'am. I've got you loud and clear. Welcome to the International Space Station.   Naviere Walkewicz  00:20 Welcome to a special presentation of the US, Air Force Academy, Association and Foundation's, Long Blue Line Podcast Network. I'm Naviere Walkewicz, Class of '99. I was honored recently to speak with a true pioneer, United States Air Force Academy graduate, accomplished fighter pilot, 2022 Young Alumni Excellence Award recipient and now NASA astronaut, Lieutenant Colonel Nicole “Vapor” Ayers, Class of 2011, Vapor joined us from the International Space Station orbiting about 250 miles above Earth. Her journey from Cadet to astronaut embodies the pursuit of excellence and the spirit of exploration that distinguishes the Long Blue Line. For this conversation Vapor and I explored what it means to be a human in the vastness of space, how one's perspective shifts when Earth shows up as a distant blue marble, and what her journey can tell us about courage, connection and the Future. Lieutenant Colonel Ayers, this is such an honor. So excited. Seeing Earth from space forever changes your perspective. How was the experience for you? And how has it changed the way you view your role as a leader?   Lt. Col. Nichole Ayers  01:32 Yeah, you know, I think for everybody, the experience is slightly different. For me, seeing the earth from the Dragon window for the first time was one of the most amazing things I've ever seen. And then seeing the Earth every day from the cupola and then the lab window that we have here, you know, you don't see country or state lines on the Earth, right? There's not like each state has a different solid color, right? There's just geography and just terrain. And so you get to learn the world all over again in terms of colors and textures and geography and water. You know, there's so much water on this earth, and it's hard to put it into perspective until you're actually looking at the Earth, and it's, it's something that has really hit me, because the Earth is so fragile. You know, we see these beautiful auroras, we see thunderstorms, we see different natural disasters, and it's really kind of made me want to take better care of this earth. And you know, when I get home, I want to just do things a little bit better and just take that extra step, to take my make my part in taking good care of this earth.   Naviere Walkewicz  02:38 That makes amazing sense. And, you know, I think it takes us to kind of your path to becoming an astronaut. Can you walk us through what that was like?   Lt. Col. Nichole Ayers  02:47 Yeah, sure. So, you know, I was, I've been saying that I wanted to be an astronaut since I was little kid. And, you know, I always had an affinity for space and for the sky. And growing up in the Shuttle era, you know, as soon as I learned that you could fly the shuttle be the pilot. I was like, “Ooh, that's what I want to do.” And so, the very serious little Nichole set my goals really high and started working towards that path. And, you know, grew up right there in Colorado Springs, watched the Air Force Academy graduation, you know, and the Thunderbirds fly over every year. And it just kind of seemed like a natural path for me to go to the Air Force Academy, become a pilot and try to pursue the astronaut dream from the pilot's perspective. So you know, I worked really hard, set my goals really high, and never got bumped off that path and was able to apply and actually get selected. And now here I am talking to you from the International Space Station.   Naviere Walkewicz  03:36 And it's pretty incredible being able to see you weightless there, and you're here in its full glory. It's pretty amazing. Can you, talk about your time at the Air Force Academy? Specifically, what foundational experiences would you say have really kind of played a part with your life in space right now?   Lt. Col. Nichole Ayers  03:54 Yeah you know, I think the Air Force Academy, for me, the biggest part was just being on teams. You know, I played volleyball there. And, you know, I would say every Squadron is its own little team. And you know, as a four degree, you're there with all of your classmates, and you're going through training sessions together. And so being on these teams in different environments, and some austere environments and high pressure situations, and learning how to take care of other people in those moments, I think, has been huge in my path to getting here. You know, those, all those words speak truth here on the International Space Station, you know, we're in an austere environment. Sometimes we're under pressure situations, and it's just a few of us up here working together with the ground to make this International Space Station stay in orbit, to execute all of the science and the maintenance and keep it running and continue to learn everything we possibly can, both about space and about Earth in order to inform how we do life on Earth and how we get to the moon and Mars.   Naviere Walkewicz  04:47 Thank you. So maybe, can you share with us what your daily routine aboard the ISS is like...   Lt. Col. Nichole Ayers  04:53 Yeah, you know, it's not unlike yours. Potentially. You know, our schedule is pretty set to the ground team figures out about, you know, what science and what maintenance needs to be done, and who's going to go do it. We are scheduled from about 7:30 in the morning to 7:30 in the evening, and we get, you know, two to two and a half hours of exercise time so that we can maintain our bone and muscle and cardiovascular health up here. And then when we're not working out, we're, like, I said, executing science. You know, I'm surrounded just here in this module, every single rack has some sort of payload or science experiment going on, so we just kind of follow the schedule. We work with the ground team to figure out where the things are that we need, and the procedures and all of that. But it's not unlike life on Earth...   Naviere Walkewicz  05:37 Maybe a little bit different. What's the biggest misconception people have about life on the ISS, you think? And what's something that surprised you while you're being there?   Lt. Col. Nichole Ayers  05:48 Man, you know, I've been asked this question before. I'm not sure if I know the biggest misconception. You know, I think that often people kind of put astronauts up on a pedestal, but, you know, we're just humans who like to do, like the work that we do. We're really passionate about what we do. We're good teammates. So we're just normal humans, and it's not the most glamorous job, you know, we do, you know, often wear diapers, or we're working really hard, or things like that. So, you know, just normal humans up here. I think one of the things that surprised me the most, I'll see if I can do this without bumping the Astrobee off the wall here. But for me, it took my brain a while to, you know, get used to seeing people on the wall, or, you know, our treadmills on the wall, or seeing people upside down, and there's no up and down in space. And so it took a while for me to get used to that, and for my brain to kind of remap what I consider up, down, left and right in space. And you know that people are just floating, and we get a float every day, I can let go the mic and talk to you.   Naviere Walkewicz  06:46 So we have a lot of cadets and young officers that listen to us. What advice would you give them in the dream of following in your footsteps?   Lt. Col. Nichole Ayers  06:56 Yeah, that's a great question. You know, I love to preach hard work and teamwork. You know, find something that you really enjoy doing. You know, NASA needs, I studied math, right? I'm a pilot, but we need doctors. We need scientists, we need engineers. So figure out what you really enjoy doing, work really hard at that thing, and then go find a team you can be on, and figure out how to take care of other people, and figure out how, how you mesh in this world, and how you can and thrive in these small environments or austere environments with other people. So I love to just say, you know, work hard, be a good teammate, and everything will work out in your favor. I think.   Naviere Walkewicz  07:30 Can you share if you've received any valuable insights or advice from other Air Force Academy grads who were astronauts?   Lt. Col. Nichole Ayers  07:37 Oh, yeah, I think tons, is what I would say, you know, Eric Kjell, and specifically Nick and Roger, who just recently flew and came back, you know, I think that there's been a ton of advice just in terms of of how we do life here on the International Space Station and how, you know, we're going to continue to explore on the Moon and Mars, and how we can share our story, and how we can share all of the science that we're doing. But I think one of the most practical things that I got was from Nick during the handover, when we, we had a couple days up here together, and he said, “Don't forget, you're still squishy.” You know, we're surrounded by a bunch of metal up here. Nothing is very soft. And so if you, if you get moving too quick, or you get too confident, it's very easy to stub a toe or hit something. And so we're still just squishy humans. And you know, if you take that one step further metaphorically, I think, you know, we're still just humans, and we make mistakes, and that's okay, as long as you can bounce back, and as long as you're not going too fast when you hit a handrail too hard.   Naviere Walkewicz  08:31 Absolutely. Well, you talked a little bit about the austere environment. What do you hope your mission and your story inspiring the next generation of Academy grads, especially those who feel called to serve in bold and unconventional ways.   Lt. Col. Nichole Ayers  08:46 Yeah, you know, I think the bold and unconventional part really hits me, because, you know, growing up during the shuttle era, and then I was at the Air Force Academy when the last shuttle flight flew. And you know, as you grow up, you say you want to be an astronaut, people often say like, Wow, that's awesome. And then when you become an adult, sometimes you don't quite get the same response, you know, sometimes you get a laugh. And so, you know, I would say that even if people don't believe you, or they don't necessarily support what you want to do, if you've got a goal or a dream, just continue to, like I said, work hard at it, you know, put your nose to the grinder. Get really good at whatever it is that you want to go do, and don't let the naysayers get you. You know, there will always be someone there who thinks it's silly, but you will always find someone who supports you. My old commander, Robin, again, he was the one who supported me and got me here, and he said, “Are you silly?” Like, why would you ever think that's silly, or hesitate to tell me what you want to do? So, keep talking about your goals, keep working towards it. And yeah, like I said, maybe someday you could be up here with us.   Naviere Walkewicz  09:44 Absolutely bold and unconventional, for sure. And speaking of such space missions demand precision under pressure. Can you share a moment, whether in training or on the ISS where quick thinking and calm leadership made a difference for you?   Lt. Col. Nichole Ayers  09:57 Yeah, definitely. I think that I.... Actually, a great example is our space walk that Anne McClain and I did about a month and a half ago. You know, right in the middle of the space walk, the priorities changed and the game plan changed. And if you were just an onlooker watching, sitting at home watching, you may not have even noticed that. And I think that's a huge testament to our ground team and our flight director, Deanna Trujillo, for the day, you know, her ability to lead that ground team and change the game plan on the fly, and then get those words up to us through some calm loss and some other hardships that we were working through, and then for us, for Anna and I, to work together, both just the two of us out outside the space station and the vacuum of space, but also us with the ground to make that all look very seamless. We're very proud of how that space walk went, and our ability to kind of change the plan on the fly, execute, come up with new ways of doing things, and figuring out how we're going to leave the station in a good state, and also achieve all those objectives. So think that was we're actually really proud of the way that we, you know, manage all of those changes, and hopefully to the onlooker like yourself. It looks seamless.   Naviere Walkewicz  11:04 Absolutely and it kind of talks a little bit to what you said earlier about, you know, seeing Earth from a different vantage point and wanting to protect it. I'd like to actually ask you more about that. So can you share, from your vantage point what you've observed about humanity and the resilience as you, as you look on it, from us, from our perspective here on Earth, and you being up there,   Lt. Col. Nichole Ayers  11:24 Yeah, you know, I think that one of the biggest things that, you know, I mentioned the natural disasters that we see and, you know, and I feel a sense of duty to photograph and to try to document the things that just humans endure on a daily basis. You know, I talked about thunderstorms or landslides, forest fires, all sorts of things. You know, we see it from such a different vantage point up here. And, you know, knowing that there are people down there who are trying to survive, and knowing that those people will survive, and that we have an entire community that's going to rally around those people in those instances. And you know, just trying to do our part from up here and give, you know, that unique vantage point and give as much data and as much help as we possibly can. I think that's one of the biggest things that our world does well, is, you know, helping each other when we're in need.   Naviere Walkewicz  12:09 And Lieutenant Colonel Ayres, maybe you can share what's been the impact of this mission on your sense of purpose, and how do you think it will shape your next chapter when you come back on Earth?   Lt. Col. Nichole Ayers  12:22 This is a great question. I've done a lot of thinking about this, you know, you know, finally achieving your childhood dream. What's next? You know, what do you do next? And I think for me, the biggest thing that I want to continue to do is just inspire the next generation. You know, all those little kids who say they want to be astronauts, and then they get laughed at as adults. You know, I think that's it's so important to just foster that curiosity and foster that sense of exploration. And really, you know, encourage the next generation to go do what they're passionate about, because we will always need someone in that niche thing that you're passionate about. And so helping people get there is, is really what I want to do next. And, you know, helping the next youth get to their dreams and their goals and continue to just build this society that continues to explore and as you know, especially as we go to the moon and onto Mars and we commercialize low earth orbit, I think there's so much that we can do. And it's I feel, again, a sense of duty to help the next generation do that?   Naviere Walkewicz  13:21 Well, we talk about the next generation and the long blue line being enduring. Is there anything else you'd want to share with Air Force Academy grads in general?   Lt. Col. Nichole Ayers  13:30 Yeah, you know, I think it might be a dead horse that I'm beating at this point, but the teamwork is so important. You know, just, just take care of the people around you. Make sure that you're always looking out for each other. You know, the long blue line is a very special thing to be a part of. And, you know, like yourself, you know, I met you a couple years ago, and it feels like I could just go, you know, hang out with you, have dinner, and we could pick up like old friends. And that's what the long blue line is all about. You know, having friends all over the world who can help you. You know, I got to hang out with Nick Hague in space, another member of the long blue line who told me I was going to be squishy. You know, things like that are just the unique moments that we have as Academy grads. You know, there's always going to be someone there who supports you and who loves you and who wants to see you be successful,   Naviere Walkewicz  14:15 Wonderful. Thank you so much for this time. There's probably so many more questions we could ask you, but I think the biggest one is just, you know, we would leave you with it's such an honor and a privilege to see you out there. We're proud of everything that you're doing, and we can't wait to see more of what you're able to accomplish while you're in space and when you come back.   Lt. Col. Nichole Ayers  14:34 Thank you so much. Like I said, so excited to talk to you today and to just share the experience and also, you know, have a have an influence on the AOG. I'm excited that the AOG is interested in space and interested in all of us who are out here. You know, again, the Long Blue Line is a really cherished and unique group to be a part of. So honored and proud to be a part of that group, and excited that I got to share a little bit of what we do up here with you guys today.   Naviere Walkewicz  15:02 Thank you so much for the time. Naviere Walkewicz  Well, before I close, I'd like to share what happened after the podcast. My cell phone rang, and I had a call from government, and I said, “Who could be calling me?” Well, I answered, and wouldn't you know 250 miles above the Earth, Vapor Ayers was calling me on my cell phone just to say what an amazing conversation we had. What technology we have, that she sounded like she was next door. It was an incredible opportunity for us to talk a little bit more about the podcast and highlight what you might hear in an upcoming Checkpoints article. So for now, I'll sign off. I'm Naviere Walkewicz, Class of '99. Thank you for listening. This has been a special presentation of the US, Air Force Academy, Association and Foundation's Long Blue Line Podcast Network. You can listen to this and all our podcast network programming at LongBlueLinePodcast.org once more, that's LongBlueLinePodcast.org   NASA  16:03 Station, this is Houston. ACR, thank you. That concludes our event.   KEYWORDS NASA, astronaut, International Space Station, Air Force Academy, leadership, resilience, teamwork, space exploration, inspiration, Earth       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation      

My Story  Talk 23 Improving the College facilities   The Urgent Need for Action When we arrived at Mattersey it was abundantly obvious to all concerned that, to say the least, the facilities on campus were far from satisfactory. Set in seven acres of beautiful grounds the setting was certainly picturesque, but the old mansion, Mattersey Hall, was in constant need of attention, as were the other two buildings.   Before AoG acquired it, Mattersey Hall had most recently been used as a Preparatory School for young boys. A Memorial Hall had been erected over the road by Mrs. Sowerbutts, the widow of the previous principal, but this was no longer being used as David Powell had thought it too expensive to heat. There was also a building adjacent to the old mansion that had been erected, I think, in the 1930s to provide dormitories for the prep-school boys.   During Powell's principalship, our male students were housed in these dormitories which were poorly heated – one of them the students called ‘the icebox' – and another which accommodated ten men who each had a bed, a small wardrobe, and a chair. Another two dorms had no internal access to the toilets and, in the snowy winters Mattersey was experiencing at the time, visiting the toilet at night was a far from pleasant experience.   The conditions for the ladies, though limited, were somewhat better. They were housed in three upstairs rooms in the old mansion. Each room had its own washbasin and provided accommodation for five students, but, as with the men's dorms, there was no private personal space.   What's more, the heating system was far from adequate, there were no recreational facilities, and the laundry facilities were a couple of twin-tub washing machines, suitable for a private house, but not for 40-50 students living together for 40 weeks of the year.  The classrooms had chairs but no desks. There was no chapel and virtually no library. By contrast, Eileen and I were very grateful for the beautiful new house that was built for us in the College grounds during our first year at Mattersey, but we were naturally very concerned about the conditions for the students.   Needless to say, we dealt with these problems as quickly as we could. The twin-tubs were replaced with two industrial quality washing machines. We made a start on getting the books in the library classified and turned a large hut in the grounds that had been used for storing junk into a games room with facilities for table tennis, darts, and snooker, though I was conscious that in those days some of our pastors would not approve of such things!   But to make the major changes that we really wanted to see meant erecting in the College grounds a hall of residence that would cost hundreds of thousands of pounds, and, as I have already pointed out, although the College was officially owned and controlled by AoG, it was not funded by AoG! There were occasional gifts from churches, but these amounted to less than 5% of what was needed to run the College. Apart from that, our only other source of income was what the students paid in fees. And what the students could pay in fees was largely dependent on whether or not they could get a grant from their Local Education Authority (LEA). And that depended on where they lived as grants for courses at colleges like ours were entirely at the discretion of the LEA.   It became clear to me that, if we wanted to be able to pay for the improvements we needed, we would need either to upgrade the standard of our courses so that our students would be more likely to get grants, or to receive a miraculous injection of cash which only the Lord could provide.   In the end it took both. Our finances became much stronger when we finally received validation for degree courses in 1992, but until then any major improvements would only come through faith in God's ability to supply the need miraculously. And that would require faith – but not just mine. The College was not mine. I knew I would need the full backing of the Board of Governors to go ahead.   The need was obvious to all concerned, but the Board rightly felt that the matter was so big that we should seek the advice and approval of the Executive Council, and at a joint meeting it was decided we should not proceed without the backing of the AoG General Conference. But first we needed to gather sufficient information about the specific cost and details of the project, and my first task was to establish whether to not we would be likely to get planning permission.   The Hall of Residence – a leap of faith On contacting the Bassetlaw District Council early in 1979, I was delighted to hear that they foresaw no objection to our building and recommended we apply for outline planning permission, and, with the help of Mr Jeffery, a brother recommended by Pastor Eddie Durham who was a member of the Board, outline planning was approved in January 1980.   Meanwhile, Hedley Palmer, another member of the Board recommended that we consider as a builder PJ Whitehurst who had done some excellent work in constructing several of our churches. His representative, Mr John Grice visited the college and, understanding our requirements, recommended that we adopt a rather different plan designed by PJ Whitehurst at a cost of £524,560. This would provide 120 individual study-bedrooms, and a new dining hall and kitchen all under one roof.   The Board met with the Executive Council to discuss this proposal, and it was agreed that we should go ahead subject to the approval of Conference and that as Principal I should write a letter to be countersigned by Keith Munday as General Secretary and sent out ahead of Conference to give time for the delegates to consider the matter and pray about it.   During the debate, as was only to be expected, a wide diversity of views was expressed, ranging from a comment by David Powell, the previous Principal, that he had a grave sense of foreboding about the whole matter to those who were enthusiastically in favour. The difficulty was that there was no money to pay for the project! Perhaps that's why for me what proved to be the most significant contribution to the debate was what George Parrott said. For him the only important issue was whether I as Principal had heard from God about the matter. And, to be honest, I had to say that I had not, but that did not alter the fact that we desperately needed these new facilities. If God was in it, I was sure that he would provide the money. Finally, the matter was put to the vote and to my relief received the necessary two-thirds majority.   Once the decision was taken, my friend Brian Quar, who was not only a pastor but also a Civil Engineer and a Director of a Design and Construct Contracting Company, wrote to the Board expressing his delight at the decision made at Conference, but also pointing out two areas of concern. He explained these in some detail and recommended an appropriate course of action offering to be of help in any way he could.   As a result, he was coopted onto the Board of Governors for the purposes of the building project and two years later moved to Mattersey to take up the combined roles of College Bursar and Pastor of the AoG church in Mattersey. I will always be grateful to the Lord for sending Brian and Audrey to us. He relieved me of any responsibility of overseeing not only this building project but also the construction of our new chapel and classrooms in 1998. Brian is now with the Lord, but I take this opportunity to express my gratitude for his friendship and help without which much of what was accomplished at Mattersey would not have been possible.   Progress seemed relatively slow over the next few months, but that was probably a good thing because although AoG had voted to go ahead with the project, they had not promised to pay for it! After the vote had been carried by so large a majority, I fully expected the money to come pouring in. But very little came! Everyone seemed to be leaving it to everyone else! As the time for the signing of the contract drew near we still had very little money, and I began to be anxious. Who has to sign the contract? What happens if the money doesn't come in? Who goes to prison if the money doesn't come in?!   These were serious questions that were troubling my mind, and I kept remembering George Parrott's  question: David, have you heard from the Lord?   Eventually, in desperation I said to Eileen, I need to hear from God about this. I'm going to pray all night, and if he doesn't speak to me, I'm going to phone the Board of Governors and cancel the whole thing.   So I began my night of prayer . After several hours, at around 2am, I began to feel like giving up. God wasn't speaking and I really didn't know what to do. I decided to take a break, so I sat down on the settee and picked up a copy of Redemption Tidings magazine.   As I opened it the title on the editorial page struck me forcibly: FAITH. So I began to read. Now if you have ever been in desperate need to hear from God and have been in a meeting where someone has brought a prophetic word which you have known was just for you, you will understand just how I felt as I read that editorial. Every single word of it came as Thus says the Lord to David Petts. I knew that God had spoken. I knew that we were to go ahead. I knelt down by the settee and sobbed into the cushion and asked God to forgive me for my lack of faith . Then I went to bed. From that moment I never doubted that God was behind our building project after all.   But that is not the end of the story. The next morning I went down to the College and walked into the office. Ernest Anderson was standing there and I excitedly told him what had happened. That's wonderful, David, he said, I was praying all night too.   I thought it was strange that we had both decided independently to pray all night and I could not imagine why he had decided to do so.   Oh, I said, What were you praying for? I was praying for the same thing, he replied, I knew that unless you, as the Principal of the College, heard from God, the thing would never happen. Oh, thank you Ernest, I said, but you could have gone to bed at 2 o'clock!   I immediately telephoned Colin Whittaker, the editor of the magazine. Colin, I said, you have written the greatest editorial you will ever write, and I told him what had happened. Then he told me that he had known when he was writing the editorial that he was writing it for the College, but of course he could not be that explicit in print.   Jesus said that every matter may be established by the testimony of two or three witnesses (Matthew 18:16) and, although the context in which he said it was not to do with guidance, I knew beyond doubt that this matter was established. I had received faith  through hearing a word from God. Over the next year I went around the AoG District Councils telling them how the Lord had spoken to me. People began to be convinced that God was really in this project and at last the money began to come in.   Much of it was gifts from churches, but it sometimes came in rather unusual ways from individuals, like the cheque  for £1000 I received through the post with a piece of wedding cake from a couple who had just got married, or like the supermarket bag that was handed to me anonymously containing over £4000 in cash!   It was through the kindness of such people that we were able to get started. There was not enough to complete the whole building, but in September 1981 we were able to complete the shell of the whole building and erect 32 new bedrooms in the first wing. This, of course, was not enough for all 85 students, but it did mean that the 3 ladies' dorms in the old mansion could be released for other purposes. They were to become an excellent facility for the library which had previously been housed in one of the classrooms, which was far from ideal.   It was not until September 1983, however, that we had sufficient funds to complete the second phase of the building. We now had over 70 bedrooms, which meant that all our residential students could now be accommodated in the new building. There were also a dining room and kitchen and a student common room, which meant that the old kitchen and dining room could now be converted into a student coffee bar and tuck shop.   All this was wonderful, and we really enjoyed our new facilities, but the job was not yet complete, and the next few years were a real test of our faith. The next phase of the building was not complete until 1989 when the first floor of the entire building was eventually finished and two new classrooms were constructed on the ground floor of the final wing. These, however, were converted into 16 bedrooms only two years later when in 1991 the new building was finally as we had originally planned.   Why had it taken so long? Ten years from start to finish! Only God knows, but I was certainly learning important lessons from the experience. Faith for the impossible only comes by hearing a word from God. It is through faith and patience that we inherit God's promises. And God usually only provides things for us as we need them. We didn't need the whole building immediately, but by the 1990s we had the facilities we would need for the great increase in the number of students that the Lord knew was coming when the college received validation to provide degree courses and the students were able to get mandatory grants.   More of that next time, but no account of the improvement in college facilities would be complete without mentioning that in 1986 we were able to double the size of the campus by purchasing the seven acre field adjacent to the campus which proved a valuable asset for student recreational activities and for the Summer Praise Bible Weeks we ran for several years. And in 1998 we erected a beautiful, new chapel and classrooms in the college grounds, this time funded by a mortgage because our financial position had become so strong.   So the Lord provided for us in a variety ways, not, as I had originally hoped, through the supernatural provision of half a million pounds right at the start – which, by the way, would be the equivalent of at least five million today – but gradually, as he knew we would need it, through gifts, through the hard work we put in promoting the college and making the need known, through the help and expertise we received free of charge from people who caught the vision, and, as we shall see in the next talk, through our producing a curriculum that was both thoroughly Pentecostal and at the same time was of a high enough academic standard to achieve validation for degree courses that made us more attractive to applicants because of the grants they attracted.   God does provide for our needs, but he does not always do it in the ways we expect or want him to!   Next time: Developing the curriculum and choosing the faculty

Top headlines for Friday, August 1, 2025In this episode, we explore the troubling lawsuit against a Florida church and a regional Assemblies of God body, accused of failing to protect children from abuse at a camp. Next, we turn our attention to the Children's Hospital of Richmond at Virginia Commonwealth University's decision to halt body-altering gender surgeries and puberty blockers, highlighting the ongoing debate over gender-affirming care. Plus, we examine the call from 40 Southern Baptist leaders urging the Trump administration to prevent the mailing of abortion pills to pro-life states, a move that intensifies the complex discourse on reproductive rights. 00:11 ERLC head Brent Leatherwood resigns; acting president named01:00 AOG church faces new lawsuit claiming it failed to protect kids01:54 Man sues girlfriend's husband, doctor who mailed abortion pills02:50 VCU Children's Hospital halts sex-change operations for minors03:39 40 SBC pastors urge Trump to ban mailing abortion pills04:35 FBI launches probe into brutal attack at Ohio music festival05:24 Brandon Lake, CeCe Winans, Forrest Frank nominated for Dove AwardSubscribe to this PodcastApple PodcastsSpotifyGoogle PodcastsOvercastFollow Us on Social Media@ChristianPost on TwitterChristian Post on Facebook@ChristianPostIntl on InstagramSubscribe on YouTubeGet the Edifi AppDownload for iPhoneDownload for AndroidSubscribe to Our NewsletterSubscribe to the Freedom Post, delivered every Monday and ThursdayClick here to get the top headlines delivered to your inbox every morning!Links to the NewsERLC head Brent Leatherwood resigns; acting president named | Church & MinistriesAOG church faces new lawsuit claiming it failed to protect kids | U.S.Man sues girlfriend's husband, doctor who mailed abortion pills | U.S.VCU Children's Hospital halts sex-change operations for minors | U.S.40 SBC pastors urge Trump to ban mailing abortion pills | PoliticsFBI launches probe into brutal attack at Ohio music festival | U.S.Brandon Lake, CeCe Winans, Forrest Frank nominated for Dove Award | Entertainment

Entrepreneur, CEO, and Co-Founder Dharmendra Manwani shares the startup journey behind ArtistOnGo, offering a real-world look at how to turn an idea into a product—through validation, iteration, and solving the right problem at the right time.ArtistOnGo is a business in a box solution for beauty and wellness professionals empowering them with all the resources needed like space, digital storefront, wholesale purchases, payments, insurance etc to set up/operate their independent brand and business in less than 30 mins with Zero upfront investment.Follow/subscribe to be the first to know when new episodes are released. Like what you hear? Leave us a review!KEY TAKEAWAYS:

Season 3 of the Long Blue Leadership podcast is a wrap! From established national leaders to rising stars, this season features inspiring stories from U.S. Air Force Academy graduates. SUMMARY This season's guests included Dr. Heather Wilson '82, former Secretary of the Air Force; Dr. John Torres '82, NBC News Senior Medical Correspondent; Maj. Gen. Thomas Sherman '95, Vice Superintendent of the U.S. Air Force Academy, and 2nd Lt.  Wyatt Hendrickson '24, NCAA wrestling champion.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK    TAKEAWAYS Leadership is about collecting tools over time. Your identity is not defined by your profession. Intentionality in actions leads to personal growth. Leadership can be practiced at any level. Admitting mistakes quickly is crucial for growth. Respect and loyalty are earned through care. Every moment is an opportunity to make an impact. Legacy is built in real-time interactions. Conversations can unlock deeper insights about leadership. Sharing stories fosters connection and learning.   CHAPTERS 00:00 Celebrating leadership lessons from Season 3 03:07 Insights from Dr. Heather Wilson '82 05:47 Chad Hennings '88 on identity and leadership 08:55 Young leader Wyatt Hendrickson's '24 journey 11:51 Jemal Singleton '99, leading where you are 14:53 Emma Przybyslawski '10 on leadership beyond the uniform 17:49 Dr. John Torres '82, earning respect and loyalty 20:37 Maj. Gen. Thomas P. Sherman '95 on trust, courage, and legacy 23:47 Looking ahead to Season 4   ABOUT OUR HOSTS BIO's LT. COL. (RET.) NAVIERE WALKEWICZ '99 Senior Vice President, Engagement With over two decades in leadership roles, my current focus at the Association of Graduates - U.S. Air Force Academy is fostering a robust network of 50,000+ alumni. This commitment involves igniting a culture of engagement and inclusivity, underpinned by a strong foundation in support of our Air Force Academy. - BIO COPY CREDIT:  LINKEDIN.COM MR. WYATT HORNSBY Senior Vice President, Marketing & Communications | Executive Producer Wyatt Hornsby is passionate about developing marketing and communications talent and cohesive, high-performance teams. He is senior vice president of marketing and communications at the Air Force Academy Foundation and the Association of Graduates. He leads the work of the foundation and alumni association marketing and communications division, while also coordinating with various Air Force Academy offices, including Public Affairs and Strategic Communications. - BIO COPY CREDIT:  LINKEDIN.COM     CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org  Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Co-Hosts:  Lt. Col. (Ret.) Naviere Walkewicz '99  |  Mr. Wyatt Hornsby   Naviere Walkewicz  00:26 Welcome to our retrospective for Season 3. We're celebrating the first three seasons of the Association & Foundation's premier podcast and the countless leadership lessons shared by some of the most accomplished Air Force Academy grads.   Wyatt Hornsby  00:41 Naviere, in Season 3, we've showcased some amazing stories and takeaways that apply to life, both in and out of the military. From the start, Long Blue Leadership has given listeners an inside look at real experiences, insights and advice from seasoned leaders as well as those just beginning their journeys. These deep dives explore how leaders not only face challenges head on, but also find ways to inspire and empower those around them.   Naviere Walkewicz  01:06 These conversations are amazing. What really sets this podcast apart are how these leadership discussions consistently touch on teamwork, perseverance, humility, excellence and service before self.   Wyatt Hornsby  01:17 Well said, Naviere. And in this edition of Long Blue Leadership, we're gonna respond to a few clips and share our own perspectives related to some of our favorite moments, and we'll also preview what's coming up in Season 4.   Naviere Walkewicz  01:30 Now Wyatt and I would be remiss if we didn't share — listen, we could go on about every guest that's on this podcast, because everyone is remarkable, but we're just going to focus on a few of them. So let's jump right into some of our favorite moments from Season 3.   Wyatt Hornsby  Let's do it.   Naviere Walkewicz  All right. Well, this first clip is someone that you're going to recognize: Dr. Heather Wilson, Class of '82. What an amazing graduate. And you know, when we think about what she's accomplished — she's a Distinguished Graduate, secretary of the Air Force, I mean, going on into Congress — she is a mentor for many. And this particular clip, she actually is referring to someone who's been a mentor for her and being able to make an impact in his life. So let's take a listen.   Dr. Heather Wilson  02:12 My grandfather was an aviator. He was also a mechanic. He could use any tool. I mean, he was just amazing with his hands. And I had learned a new tool in school, and I took out a piece of graph paper, and I drew a curve, and I said, “Grandpa, do you think you could find the area under this curve?” And he said, “Well, I'd probably count up the squares and estimate from there on the graph paper.” And I then I showed him something new, and it was called calculus, and it was the first time in my life that I realized I had a tool that my grandfather didn't have. He had a high school education and had gone into the RAF during the First World War, and he was a great mechanic and a really good man, but I realized that there were opportunities for me that maybe my grandfather never had.   Naviere Walkewicz  03:14 What an amazing conversation with her. What did you think about that comment about the tool?   Wyatt Hornsby  03:19 That's very, very moving. You can see just what her grandfather, what he meant to her, and just to think about those experiences and how they informed and influenced how Dr. Wilson has been a leader to so many in Congress, as secretary of the Air Force and now as president of the University of Texas, El Paso.   Naviere Walkewicz  03:38 Yes. And when you go back to that conversation, I think she talks about tools in a toolbox, and she relates it to her grandfather and her dad, I think, as well. But she talks about the toolbox almost serving as — you never know when you're going to need a tool. So as long as you collect tools over time, they can make a difference. And so she likens them to the people in your life and the people who serve with you and under you and above you. But if you start to recognize the tools that they have, you never know when they're going to make a difference. And in her case, she was actually able to provide a tool like calculus for her grandfather.   Wyatt Hornsby  A great lesson.   Naviere Walkewicz  Yes, yes. So make sure you take a listen on that one.   Wyatt Hornsby  04:15 Well, Naviere, this next conversation I absolutely love — Chad Hennings, Class of 1988, who went on, I believe, to serve in the Gulf War, flew the A-10 before joining the Super Bowl-winning Dallas Cowboys. And I love this conversation. Chad talks in this conversation about who you are isn't necessarily what you do. It comes from who you are from within. I just love this clip. Let's listen to it.   Chad Hennings  04:41 One of the questions that I ask someone who is changing and transitioning in their careers, whether that be from professional athletics or from the military, I ask them, “Who are you?” You know, a lot of times they'll say, “I'm well, I'm Captain so-and-so,” or, “I'm a former F-16 fighter pilot,” or, “I'm a former running back.” I go, “That's what you do. Who are you? What you do does not define who you are.” I mean, that's the thing that I think so many people need to grasp, is that their identity is not based on what they do. It's more of an inner pursuit.   Naviere Walkewicz  05:14 Well, I won't put you on the spotlight and ask you who you are, but I remember that conversation, and it was really quite a reflective one for me, because I remember, as he was sharing those things, I started thinking, “Well, who am I, you know, as a leader, etc.” So that was really meaningful.   Wyatt Hornsby  05:30 Indeed. I mean, all across our lives and careers, we do a lot of different things. We wear a lot of different hats at various points, and I think it's hard, but I think it's so meaningful to really reflect on your own personal values in determining really who you are from within. I just loved how Chad talked about that.   Naviere Walkewicz  05:50 Yes, that was just one of the lessons that he shared. And I think it really kind of goes back to understanding yourself and growing as a leader. So it's certainly a wonderful conversation for those interested. Well, let's take a visit to one of our younger graduates. Most recently, 2024 class, and his name is Wyatt Hendrickson, so another Wyatt here. Some might remember him as Captain America. I think he's been called that lately, in the news, but known for just his accomplishments in the world of wrestling and what he's continuing to go on, hopefully here in the Olympics. But this conversation really is about some real insightful moments that I think he's had as a young leader, that he recognizes the importance of doing things for yourself. And some might first think, “Well, that sounds kind of selfish, right? You know, we're taught to be team members and team players and do things together.” But when we, when we listen to this clip, I think we understand why he talks about doing things for yourself. Let's take a listen.   Wyatt Hendrickson  06:49 As a leader in at the Air Force Academy, I started going to these briefs, and I'm like, “You know, I'm not going to try to have the a bad mindset. I'm not going to show up here, just check a box. I'm going to show up here and try to take something from it.” So what I did, I bring like a notebook or a small little pamphlet, just to write notes. And everything you do, do it with intent. Don't do it because you're afraid of a bad result — you're afraid of something here, there. Do it because you want to do it, and you have to decide you're doing it for yourself.   Naviere Walkewicz  07:18 You know, what I really like about that clip is understanding that you have to do things for yourself and not others. And so I liken it — you know, we are parents, and at one time we are children. And so we probably did things. We do things as parents for your children. When you're a child, you do things because you don't want to make your parents unhappy, or you want to make your teacher proud or your coach proud. And I think he learned early as a leader that if you're going to do something with intent, to do it for yourself. What do you think?   Wyatt Hornsby  07:44 That's right. Being able to invest in yourself so that you can show up for others as well. And so I think when you really consider that, he's really talking about a little bit of service before self within that as well. And I think it's working out well for him. You know, he just pulled off, some say, the biggest upset in NCAA wrestling history. And I agree, we'll hope that he gets to the Olympics. Just what a remarkable young leader and athlete.   Naviere Walkewicz  08:11 Yes, and what an exciting and engaging conversation that I hope you'll take a listen to as well. There were some exciting moments in there that he experienced, I think. You know, with the president and, you know, just kind of reflective moments with his coach, but certainly a conversation that many will be engaged by.   Wyatt Hornsby  08:28 And when we talked to him, his life was very busy, and we just so appreciate him taking time to talk with you, Naviere.   Naviere Walkewicz  Yes, absolutely.   Wyatt Hornsby  All right. Naviere, this next guest I absolutely love — Jemal Singleton, Class of 1999.   Naviere Walkewicz  Gold will shine.   Wyatt Hornsby  That's right, assistant head coach for the Philadelphia Eagles, also coach for running backs for the Eagles. And this was such a great conversation. We were you were able to go to Philadelphia and sit down with Jemal and really hear his story and something — I mean, the conversation was just full of great insights. But one thing that Jemal said that I absolutely loved was, no matter where you are in your life and career, lead where you are. You don't have to have a big team or direct reports, just lead where you are. So let's listen to that clip.   Jemal Singleton  09:17 I think the biggest thing that you can do is lead where you're at, and it doesn't matter where you're at. “Oh, well, I'm not the CEO,” or, “Oh, I'm not the head coach,” or, “Oh, I'm not the commander.” So? Leadership comes in a million different ways. And I truly believe that you know kind of what you do with the little things, is how you do everything. And if, in your position, whatever it may be — maybe nobody even works for you — you can still lead from that position. You can lead from that spot. And I think that's it. Don't be afraid to step out. Don't be afraid to be a leader in your own mind. It's got to start there. At some point, you keep honing those skills and then maybe you are going to grow. And then, hey, you have three people working for you, but you then be a leader at that point. And it's kind of like what I mentioned earlier, about be where your feet are; lead where your feet are at.   Wyatt Hornsby  10:09 What a great insight. And I think that is just so helpful for not only people who are earlier in their career, and maybe they want to be able to grow as a leader. But also for leaders as well, in terms of how they instill in the people who they're privileged to lead, how they can continue to grow and advance.   Naviere Walkewicz  10:30 Yes, what a great life lesson in general. I think sometimes we are so eyes forward on the next thing, that we forget to be our best at the present and the moment. And that was a really, I think, a key message that I took from that was, you know, when he says, lead where you are, you know, be fully present where you are, just like we are right now, reliving, kind of that moment with him. And so what an engaging and amazing conversation with Coach Jemal Singleton. Of course, being a '99 grad, you'd expect that, but, you know?   Wyatt Hornsby  10:58 We wish him. We wish him all the best. What a run he's on right now. Congrats to the Eagles.   Naviere Walkewicz  11:03 Yes. And if I may just offer this: I did want to extend to the team with the Eagles — I mean, what a world class operation out there, to be able to invite us in and put us in their amazing studio to help us share the story that really goes beyond the football, right? It goes beyond the field and how they're doing things as leaders out there. So thank you so much for that amazing support. We really appreciate it. All right. This next clip, Wyatt, is someone that we know well. She is one of our past AOG board directors, Class of 2010, Emma Przybyslawski, also a Young Alumni Excellence Award winner for us, what a remarkable leader. You know, she served in the Air Force, in the special operations community, but also went on after the uniform to really kind of lead her team and her business. In this particular clip, she's talking about leadership outside of uniform. And I think it's important for our listeners to know that leadership comes in and outside of uniform, and so we want to make sure we highlight that. But this particular clip, she talks about getting to “no” as fast as you can — and that's an odd statement to hear, but I think it's really impactful.   Emma Przybyslawski  12:14 One of my key tenets is having the stomach to say, like, “Oof, this didn't work out the way that I wanted it to,” or, “Maybe we were wrong about that.” Step 1, right? Admitting the problem. Step 2 is then pivot, move on, let it go. Just let it go, and either take some great lessons learned from it — hopefully you do — or just bail on it and like, go on to something different. Get to no as fast as you can. Like, no is an OK answer, but man, let's get there as fast as we can. Because the more time you iterate and waste on bad ideas that you don't know if they're bad yet, that they're going to be, the sooner you can get to no, the better off you are.   Naviere Walkewicz  12:59 I really like that, just because it's so different. I mean, it's a different perspective on being thoughtful. on resources and time and how you actually utilize all that as a leader and when you're making decisions that impact others. I just thought that was really insightful. What'd you get from it?   Wyatt Hornsby  13:16 I agree, and what I hear from that is integrity and discipline. No one likes to admit that they're wrong. It's not the most fun thing in the world, but what I heard Emma say was, “If we got something wrong, just admit it. Get there as quickly as possible, learn and move on.” So I love that leadership insight.   Naviere Walkewicz  13:33 Yes, and when you look through history and you think about, those greats, those innovators — but you know, over time, they failed because they failed to actually move forward or stop something that was no longer working. They just held on so tight. I think as a leader, it's important to recognize that. And her, as you know, such, I think, a young and enthusiastic and, you know, impactful leader realizing that it's an important lesson I think we can all take.   Wyatt Hornsby  13:56 It's easy to see, you know, when we hear Emma talk about leadership, it's easy to see how far she's come in life, and, you know, what she's been able to do.   Naviere Walkewicz  14:05 Yes, so make sure you listen to that. While she does talk about that outside of uniform, she does share some incredible stories while she was in the special operations community. I think our listeners will really enjoy learning some of that too.   Wyatt Hornsby  14:16 All right, Naviere, our next guest, Dr. John Torres, Class of 1982 — and that's a name that many of our listeners and viewers may be familiar with. Chief medical correspondent for NBC News. And I love this conversation. Dr. Torres was able to take time from his schedule and visit with us here in Wecker Hall. And really what he talked about, what I took away from this was that leaders earn respect and loyalty. They take care of their people, and they put their people really before themselves. So let's listen to this clip.   Dr. John Torres  14:47 Watching leaders and how they did things, both when I was here at the Academy and when I was in the Air Force and even through medical school, the doctors that were good and talked to people appropriately. The leaders that were good and they had the men and women following them because they wanted to follow them, versus following them because they had to follow them. And as you know, there's a huge difference there. And I tried to model myself after the ones who had people who followed them because they wanted to follow — they respected them. They earned that respect. They earned that loyalty. And to me, that was always an important thing. And so when I transitioned over to medicine, especially being a flight doc, I wanted them to do the things that medically were important for them because they wanted to, because they trusted me, and they understood that I was looking out for them and not just their career or not just their flying, but looking out for them and their families.   Naviere Walkewicz  15:32 I remember that conversation.   Wyatt Hornsby  15:35 Caring deeply about the person, and not necessarily what they — putting that before what they do.   Naviere Walkewicz  15:41 Exactly. That conversation went on because it was referencing the fact that, as a medical doctor in the service, you know, you had those that really wanted to fly like that was their calling. And when they had a medical issue arise, you know, Dr. Torres, because he led in the way that he did. He created that relationship and that trust, to be able to say, “This is what we're up against,” and, you know, to be able to make a leadership and a professional recommendation, and then that, you know, “I care about you as a person, so I'm gonna ask you to consider this,” even if it might be the hard decision that they'd have to make. And I think that that goes a long way for leaders, because sometimes we have to give bad news to our people.   Wyatt Hornsby  16:21 That's right, and really caring about those who were charged with leading and taking care of their best interests, sometimes having those tough conversations. But when we do that, when we authentically care about our people, they will respect us. They will trust and that's really what he was talking about. Powerful.   Naviere Walkewicz  16:43 I think we could probably both think about examples of leaders in our lives that maybe we didn't get the best news, but we always knew they had our best interests, and we would walk through fire for them.   Wyatt Hornsby  That's right.   Naviere Walkewicz  Yes, what a great conversation with an amazing speaker. You'll have to take a listen to the entire conversation with Dr. Torres, because his was really incredible. And the fact that he actually almost left the Academy, but stayed because of survival training. So you make sure you listen to that. All right. Well, this last clip we're going to visit is, gosh, I still just got goose bumps thinking about the conversation with him. It's a recent conversation with Maj. Gen. Tom P. Sherman, Class of 1995, the current vice superintendent of the Air Force Academy. And I could go on and on about, you know, the way he inspires through his words, but this particular clip, Wyatt, was one where he talks about courage, right? And when he recognized a moment in time. This is from a conversation with his AOC, back when he was a cadet at the Air Force Academy, and he had a moment of clarity.   Wyatt Hornsby  17:45 We've both had the opportunity to see Gen. Sherman speak, and just an incredible speaker and presenter — really gets to know his audience. So let's listen.   Maj. Gen. Thomas P. Sherman  17:57 But I think really where the Foundation came in is where we started to talk about leadership. And you know, what I was asking him to do was to pull my rated recommendation form. So we had just submitted them, and I was asking him to pull my rated recommendation form. I didn't want to compete for it anymore. And so we started to talk about leadership. And he says, “You know, hey, Cadet Sherman, you need to understand that, you know, leadership in this Air Force is being the lead F-16 pilot on a bombing run. You know, putting iron on target.” And that's true. It's a very important part of leadership. It is a very important part of tactical operational leadership in this Air Force. So he's not wrong in that space, but I was looking at it from a different lens, and I was looking at it, I think, on a larger level. And what I don't think he realized is that 30 seconds before I walked into his office, he set me up for success. I just happened to be waiting outside the office, and all of a sudden I looked on his cork board, and somebody, and I don't know who it was, had pinned a note that was written to Airman Magazine by an airman first class. And this airman first class titled this, “I need a leader.” And this A1C felt so strongly about what they were feeling, and I have no idea who this person was, felt so strongly about it that they put pen to paper — and this would have been the fall of 1994 — and sent this into Airman Magazine, and it says, “I need a leader. Commissioning sources: Send us lieutenants that we can look up to that will hold us accountable when we do wrong, that will encourage us when we do well, that will be an example that we can look up to, that will care about us as human beings, because you are not sending them to us now. Air Force: I need a leader.” Like that 30 seconds just before I walked into his office, that changed my life. And it changed my life, because for me, at that moment, what I was getting ready to go ask my AOC to do what I was looking at inside myself like that became my charge.   Wyatt Hornsby  19:57 Naviere, I mean, as a graduate, how does that land with you?   Naviere Walkewicz  20:01 I have chill bumps right now, and it's not because it's cold in here, because it's not. I think you nailed it when you said he's someone who can really kind of inspire through his words. But you know, when I hear him say that, it makes me want to go back through the Academy all over again. I want to do it again to see if I can do it better. Because I want to be a leader for that airman and for anyone else that is serving alongside me, under me, etc. That's what I felt hearing that again.   Wyatt Hornsby  20:33 Yeah, and just from the whole conversation, I mean, that's really, I think that's the essence of Gen. Sherman's career, in my eyes, is that he has done everything he can to deliver or to develop as a leader and to be able to bring out the best in everyone who he has had the opportunity to lead and work with.   Naviere Walkewicz  20:51 One of my favorite moments in that conversation was about, you know, “What do you want your legacy to be?” You know, I think that was some kind of — that was maybe a way that I asked the question, and his answer was so unique, because he said, “You know, I don't really think about legacy, like, down the road.” He says — it's almost like he thinks about it in real time, and I'm paraphrasing, so you'll have to listen to the conversation. But he talked about, like, his legacy is when he makes an impact in every moment. So, like, this, you and I together, if I'm able to make an impact through our conversation, like, that's his legacy. And in off the screen, I didn't get to share this in our conversation, but my son, Arden, he's a cadet now, and when I told him I was going to be doing this podcast with Gen. Sherman, he had nothing but amazing — “Mom, I would walk through fire for him. He's so amazing. He's so inspiring.” And I shared that with Gen. Sherman, I said, “Well, you should know, sir, that you created a legacy with my son,” and it actually brought some emotion to him, and that that's who he is. I think that's who we want to be.   Wyatt Hornsby  21:52 Absolutely a remarkable leader and just an amazing episode. And hope that you all take the time to listen to it.   Naviere Walkewicz  22:00 Yes. So those were our highlights from Season 3. And like I said, we could go on about every one of our guests, because they're so impactful and amazing. And just — we take something from each of them.   Wyatt Hornsby  22:12 We did Naviere, and I want to just take a moment too, just to thank you for doing such a great job in Season 3. And just not asking questions, but just having conversations. And it's just easy to see that this just is kind of like a conversation over coffee, where you're just talking about leadership and really getting a sense of what their journey has been, whether it's been the good or the not so good, but just really finding out who they are authentically. So thank you, Naviere, just for leading those conversations.   Naviere Walkewicz  22:43 It's my great pleasure. I think some of the best work behind the scenes comes from this place of wanting to help share their story in a way that our listeners may not have ever heard before, and almost unlocking within them something that surprises themselves, about themselves, you know what I mean? Where they're actually like, “Wow, I'm sharing this,” and it's almost unlocking this new portal on leadership, on themselves. And so that's kind of how I always approach preparation for a conversation. And my goal is just to leave someone with something that really resonates with them.   Wyatt Hornsby  23:18 Well done, Naviere. And while we're at it, we're going to put Ted, our producer, our amazing producer, on the spot here. Ted, congratulations again on a great Season 3. And what are you — just any reflections that you want to share?   Ted Robertson  23:33 Loving watching Naviere grow and glow as a host — she's just my favorite person ever to work with, and thank all of you. This doesn't happen without a whole team committing time and resources and effort, eyes, ears, ideas. It doesn't happen without this group effort. It's a wonderful, wonderful place to be in. Speaking of places to be, you're going to talk about this a little later. Some listener feedback coming up next that Wyatt is going to tell you about. But we have the gift of a new studio that you're some of you are seeing for the first time inside of our new building that we can't wait for many of you to see. So thank you both for everything you do, your support, your encouragement and giving me this couple of minutes to share my thoughts with all of you.   Naviere Walkewicz  Thanks, Ted.   Wyatt Hornsby  24:23 Yeah. Thank you, Ted, again, great work, and we're just we're very grateful for all the heart and soul you put into Long Blue Leadership.   Naviere Walkewicz  24:31 Well, up next, Wyatt has some listener feedback to share with you, but before we do that, I'd like to take a moment and thank you for listening to Long Blue Leadership. This podcast publishes the first and third Tuesdays of the month in both audio and video, and is available on all your favorite podcast apps. Be sure to watch or listen to all episodes of Long Blue Leadership at longblueleadership.org. Once more, that's longblueleadership.org   Wyatt Hornsby  24:58 And a note I saw from Allison D. in reference to Naviere's conversation, particularly with Emma Przybyslawski. And this highlights how hard Naviere has worked and how well she has done as host of Long Blue Leadership. And I'll start with Allison's note to Naviere, and then I'd like to add some thoughts of my own. From Allison: “Just wanted to do a quick shout out to let you know that I've been listening to your interview with Emma P. and I thought you did a phenomenal job. Emma's willingness to share her perspective in experiences in such an authentic way was a testament to her. But I also wanted you to know that while I was actively listening to her responses, I was also blown away by your ability to follow up with each response with an insightful and natural follow up question. My brain was still digesting her last response, and I don't know how you were able to digest and formulate such an interesting follow up question in such a short amount of time. Well done, Naviere.”   Naviere Walkewicz  25:58 I remember that comment. What a special moment to get that from Allison. Thanks for sharing that, Wyatt.   Wyatt Hornsby  26:05 Our pleasure, and thank you again, Naviere, for doing such a great job as our host.   Naviere Walkewicz  26:10 Well, Wyatt, let's talk about Season 4. It's coming out. Yes, some new things. Do you want to talk about kind of where we're in right now? What to expect?   Wyatt Hornsby  26:17 We're going to be having 13 episodes. Ten are going to be Long Blue Leadership, and then two are going to be really developmental focus, special presentations. Can't wait for that. And then, of course, we'll wrap up Season 4 with a retrospective, Naviere.   Naviere Walkewicz  26:31 Oh gosh, it's going to be amazing. I think what we've learned from the past seasons are people really enjoy hearing the stories from graduates that they can connect with — some transformational moments in their lives. But really excited. We kicked it off here at the end of Season 3 will be coming from our new studio here in Wecker Hall, so they'll get to see the studio and really hear the stories from our graduates. Those are really influential and key leaders in their fields.   Wyatt Hornsby  26:56 I can't wait. And some of our guests — they'll include academics, warfighters, general officers, business leaders, scholars, diplomats, entrepreneurs, policymakers and others.   Naviere Walkewicz  27:08 Yes, and you mentioned it, that kind of leadership. Those two special episodes on leadership, this focus on leadership, we're actually going to go to experts in a field. Maybe they're published authors, but they are going to be some real experts that help our graduates and our listeners hone in on their leadership development. So it's really going to give them some tactical and tangible things that they can do to improve on their own leadership.   Wyatt Hornsby  27:30 I can't wait Naviere, an exciting new feature on leadership as we just continue to elevate our game. It's going to be really great.   Naviere Walkewicz  27:37 It's going to be great. It's going to — that focus on leadership will kick off in October with our second one in December. Wyatt and I want to thank you for joining us today. We can't wait to share the fourth season of Long Blue Leadership with you. Starting this September, you can expect more compelling stories from outstanding Air Force Academy graduates. We like to keep the podcast conversations thoughtful and aimed at telling our guests stories as we explore their personal leadership journeys, their philosophies and their styles. Season 4 promises to engage, inspire and empower. Whether you're an aspiring, emerging or seasoned leader, visit longblueleadership.org for more episodes and past seasons, or nominate a guest or send us your feedback at socialmedia@usafa.org. Long Blue Leadership is available on all your favorites podcast apps.   Wyatt Hornsby  28:30 And Naviere, this was such a great conversation, and I want to encourage you, if you've listened to these episodes or you've watched and you were particularly inspired, please share across your social media channels, share with your friends and colleagues and family members, because we really want these conversations to be for anyone who's interested in developing as a leader, regardless of what career pursuit they've taken.   Naviere Walkewicz  28:54 We like to say “like, subscribe and share.” There you go. Well, I'm Naviere Walkewicz.   Wyatt Hornsby  And I'm Wyatt Hornsby.   Naviere Walkewicz  Until next time.   KEYWORDS Leadership, Air Force Academy, mentorship, personal growth, teamwork, perseverance, service, identity, respect, legacy.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Welcome to Issue 279 of Critical Encounters, a podcast about Marvel Champions, a Living Card Game by Fantasy Flight Games. Here we take a good look at that most critical piece of the game, the Encounter Sets. We'll discuss those poorly understood characters, unfairly labeled Villains, and their various plans to shape humanity and benefit the planet, as well as those so-called heroes intent on thwarting them. In this issue we travel all the way to Genosha. You can find us on Discord as: Vardaen, BoardGameLawyer, DArcy Email us at: criticalencounterspod@gmail.com Follow us on Facebook at: https://www.facebook.com/criticalencounterspod/ Subscribe to our YouTube Channel: https://www.youtube.com/channel/UCg-r6-EooHoJGa1RRsH7i3w Find our Patreon: https://www.patreon.com/criticalencounterspodcast Find our Twitch: https://www.twitch.tv/vardaen You can also find our Discord Channel on the Marvel Champions Monthly Discord Server. “I have the mutant's signal. Moving to intercept.” - Armored Unibike    

My Story  Talk 22 Facing New Challenges We said goodbye to Basingstoke after a moving farewell weekend at the end of July 1978 and moved to Mattersey with a great sense of excitement and anticipation. We knew without a shadow of a doubt that the Lord was sending us there, but we were also aware that great challenges lay ahead, not just for the College, but for us as a family too.   Challenges for the family The immediate challenge for the family was that there was nowhere suitable for us to live. The College did not have space to accommodate us for more than a few weeks before the students returned in September and although living in the attic rooms of the old building was fun for a while, it was hardly ideal for a normal family life. But fortunately we knew that the situation would not last for long.   Because I was an only child and, therefore, our children were my parents' only grandchildren, our moving to Mattersey meant that we were now 250 miles away. Naturally, my parents wanted to be nearer to us than that and decided that they would move to be near us. Some new houses and bungalows were being built in the village, right opposite the College and Mum and Dad decided to buy one of them. However, they had still not sold their bungalow in Dorset.   So to resolve the problem of our accommodation as a family the Board of Governors, with the help of the AoG Property Trust, loaned my parents the purchase price of the new bungalow in Mattersey on the understanding that Eileen, the children and I could live in it until a new house could be built for us in the College grounds. My parents were to repay the interest free loan once they had sold their bungalow.   This arrangement worked very well and for our first year at Mattersey we lived in the bungalow, and in the summer of 1979 had the joy of moving into Koinonia, a new four-bedroomed house which we had had the privilege of helping to design, along with the challenges of overseeing the erection of a new-build property! It was also wonderful to have my parents living closer to us than ever before since we were married.   But housing was not the only challenge facing us as a family during our first year at Mattersey. The children had to adjust to new schools. Deborah was 14 and Sarah 13 and having been used to a Comprehensive School in Basingstoke had now been accepted by the Elizabethan High School in Retford where the curriculum was different and meant that they had quite a bit of catching up to do in some subjects.   Jonathan was just 7 and fortunately there was a primary school in the village, where I think he settled in quite well, although he had to get used to the fact that the other children spoke with a different accent and thought that he was ‘posh'. He once came home and said to Eileen, Mummy, my friends don't say ‘something'. They say ‘summat'.   But by and large the children adjusted very well, as also did Eileen who had now become the College Matron. This was not a position she had sought. She had thought that when I became the principal she would just be my wife and lend a hand in the College when she could. However, when, shortly after my appointment, Aaron Linford, the Chairman of the Board of Governors, had asked me,   Will Mrs. Petts be the Matron? and I had replied that she was not expecting to be employed by the College, he said,             Well, if she becomes the Matron we can pay her.   And that, of course, settled it! It did take time for Eileen to adjust to her new role which entailed heading up the entire domestic side of life at the College, but over the 21 years that she did it she grew in confidence, exercising her authority with kindness and firmness, signing off her memos to students with the letter M, which, I think some of the students understood to stand for Mum rather than Matron. I attribute much of our success at Mattersey to her, though, if she were still with us, I know she would be quick to deny it.   So the move to Mattersey presented challenges to all of us as a family, but there were challenges for me personally too. These included the challenges of new responsibilities, new relationships with the staff and governors, and the expectations that my fellow AoG ministers had of me.   The challenge of new responsibilities The Principal of the Bible College was appointed by the General Council, meeting at its Annual General Conference. (The General Council, which under God, was the final authority for decision-making in the fellowship, comprised all accredited AoG ministers together with delegates or representatives from churches which had no minister).   The appointment was for two years, and although this was later changed to four, it meant that I was subject to re-election on a regular basis. Like all other Heads of Department in AoG (e.g. Home Missions, Overseas Missions, etc.), as Principal I had to submit an annual report to the Conference and to answer any questions before the vote for re-election took place.   Although this did, I confess, lead to a certain sense of insecurity, it did mean that I knew that I was accountable, and I knew to whom I was accountable. This is vitally important for anyone privileged to hold a position of authority. And the position with which I had been entrusted carried with it a considerable amount of authority and indeed of responsibility.   But that brings me to the more specific details of my responsibilities as principal. These included overseeing the welfare of the students, staff, and faculty, appointing the faculty and planning the curriculum, hiring the staff, interviewing prospective students, maintaining discipline, and promoting the College by advertising in magazines and visiting local churches, and maintaining the College property, buildings and land.   But of course, I was not expected to do all this single-handed. I soon discovered that what the Lord had shown me at Basingstoke about the principles of team leadership in a local church was to be just as relevant to the leadership of the College. Despite all the authority vested in me as principal and the responsibilities that accompanied it, I was very conscious right from the start that I needed the help and advice of those who worked with me.   The challenge of new relationships When we arrived at Mattersey the key workers at the College were John Carter and Ernest and Joan Anderson. Some of the previous principals on taking up office had seen fit to appoint an entirely new faculty and staff, but this was not something which I was prepared to consider. I felt that I needed the help of those who already had the experience of working at Mattersey and, anyway, asking them to leave would have hardly been fair to them, bearing in mind their faithful service to the College.   John Carter was now in his eighties and living in the College as a resident tutor. He had had a long association with the College, first when his brother Howard was principal when the College was at Hampstead, and later when he himself was the principal at Kenley. For us as a family it was a great pleasure to share meals with this lovely old man in the College dining hall and gain from his wisdom and long experience of serving the Lord. He was always ready to give advice but never offered it unless I asked him for it. He remained as a lecturer at the College until the Lord took him home in 1982 when I had the privilege of officiating at his burial in the cemetery at Mattersey.   Ernest and Joan Anderson and their three children were also living in the College when we arrived. It was clear to me that they had held the College together during David Powell's principalship by their dedicated hard work. I had got to know them during my monthly visits to lecture at Mattersey and I knew that their continued service at the College would be vital for at least the first few years of my principalship.   Ernest served not only as a lecturer but was also responsible for book-keeping, student ministry and evangelism, and for the upkeep of the seven acres of the grounds and garden. Joan had an incredible capacity for hard work and supervised the catering and cooking and much more. I will always be grateful to the Andersons for the help they gave me while I was finding my feet in my first few years as principal. They had faithfully carried a heavy burden, and I understood why in 1980 they decided to move back into pastoral work.   We had worked happily together but there is always the potential for friction when a new leader takes over, and I'm sure that there must have been areas where they were not entirely happy with my decisions, especially as Ernest had hoped that he might have become the principal and had accepted nomination for it. But the humility and gracious spirit displayed by all concerned meant that any friction there might have been was reduced to a minimum.   And what was true of the staff was also true of the Board of Governors who were also appointed by the General Council and to whom I was required to report every term. I think the support I received from the Board was probably due to three main things. Firstly, it was the Board who had nominated me for the job in the first place. Secondly, in my first year I had shared the principalship with Alfred Missen and Keith Munday, older men who contributed much to the reorganising of the College and from whom I gained a clearer sense of what might be expected of a principal.   And thirdly, in line with the earlier history of the College, there was still a widespread feeling in AoG that the man of God's choice should be given his head to lead the College as he felt led by the Holy Spirit. The members of the Board did not see it as their role to tell the principal how to run the College, but rather to support, advise, and where necessary warn. And for this I was always grateful, especially when dealing with the occasional disciplinary situation with regard to a student or even a member of staff or faculty.   So the challenge of new responsibilities and new relationships was made easier because of the dedicated help of the governors, faculty, and staff. Without it we could never have achieved what, by the grace of God, we were able to accomplish during the 27 years of my principalship. But perhaps the greatest challenge I faced throughout those years was meeting the expectations of Assemblies of God.   The challenge of the expectations of Assemblies of God To appreciate fully the reality of that challenge it is essential to understand the variety of expectations held at the time by my fellow ministers. These ranged from those who did not see any need at all for a college to those who saw the urgency of a thorough training, both theological and practical, for those who were called to the important task of Christian ministry.   This tension arises from the fact that as Pentecostals we believe in the power of the Spirit to equip us for service, but we also believe in the authority of Scripture and the importance of understanding the Bible correctly. I remember that when I was first appointed to the Board of Governors, Tom Woods, an elderly pastor, well respected for his proven prophetic gift, approached me and said,   David, I give you this charge, keep the College Pentecostal.   And this, I assured him, was something I fully intended to do. But his comment almost certainly reflected a suspicion of academic learning held by many of the older Pentecostals of that generation.   This was well summarised by Donald Gee, a renowned Pentecostal pioneer and former principal of the College, when, speaking of the beginnings of the college, he wrote:   A movement that embodies such a special testimony to the inspiration of the Holy Spirit has always tended to look askance at even the simplest form of scholastic training.   But he then goes on to acknowledge that In more mature years the genuine place and value of Bible schools has been generally conceded, and even enthusiastically welcomed, in the Pentecostal Movement [1].   Nevertheless, at least for the opening years of my principalship, I was sometimes challenged by well-meaning ministers who suspected that the direction I was taking was too academic and I'm sure that there are still those who hold that view. But these good people clearly did not know me very well. The Lord who had baptised me in his Spirit had also given me academic ability, and I knew which was the more important! And improving the academic standard by no means prevented us from keeping the College Pentecostal.   In fact, it had always been a Pentecostal college, as indeed it still is. It was started by the Pentecostal Missionary Union in July 1909. It was led by Pentecostal ministers, most notable of whom were Howard Carter (1921-1948) and Donald Gee (1951-1963), both prominent figures in Assemblies of God.   However, although it always had a close relationship with AoG, it was only in 1951that it was given to AoG. Before then, during Howard Carter's leadership, William Kay informs us that Carter had run his school without a Board of Governors and that:   …though he allowed Assemblies of God representatives to inspect the premises and comment on the doctrinal position of the curriculum, it was always perfectly clear that he had the last word on what was done…   and that it was his wish that   at no stage should the work lose its independence [2].   My purpose in saying this is to point out that for many years the College had run as a separate independent enterprise and although it was now, in the words of the AoG constitution, owned and controlled by Assemblies of God, it was still expected to run its own affairs and to finance itself. For example, the finances of all other AoG departments came under the control of the General Treasurer, but the Bible College employed its own bursar.   So the challenges facing me were not only those of new relationships and new responsibilities, but also the ongoing tension between some Pentecostals and the academic and the dichotomy between what the AoG constitution required of me and the expectations of fellow ministers which were not always in line with that constitution or indeed with what I believed to be the will of God. However, the advice and support of the faculty and the Board of Governors were of great help, and with them behind me I learned to press ahead with what I felt the Lord was saying and leave the consequences with him.     [1] Donald Gee, Wind and Flame, p. 60 [2] William K Kay, Inside Story, p. 208.

My Story Talk 21 The Rocky Road to Mattersey (1972-78) Welcome to Talk 21 in our series where I'm reflecting on God's goodness to me throughout my life. Last time I finished my series of talks on the years we spent I Basingstoke by telling you how in January 1972 God clearly told me that we were going to live at the Bible College. This didn't happen until 1978 when I was appointed principal of the College which by then had moved from Kenley to Mattersey. Today's talk will cover some of difficulties we faced on the way and how the Lord eventually brought us through.   In December 1972, after he had served only two years as the Principal at Kenley, George Jeffreys Williamson suffered a heart attack, probably as a result of over-work combined with an accusation that was made against him by one of the students, and shortly after this the Board of Governors reluctantly accepted his resignation. Meanwhile, as there was no resident tutor at the time due to the departure of John Phillips, the Board asked some of the visiting lecturers, including me, to spend a few days at the college encouraging and taking care of the students.   While I was there, Eric Dando, a member of the AoG Executive Council, asked me confidentially if I had ever thought of becoming the principal. This was not a complete surprise to me because of what the Lord had shown me earlier that year about living at the College, but at that stage I had not thought that I might be the principal. And I had never told anyone except Eileen about it.   So I asked Eric why he was asking that question. He told me that it looked likely that Williamson would sadly be resigning and he felt that I might be a suitable person to take over. Although I felt that at the age of 33 I was possibly too young to be appointed to such a responsible position, I shared with him how the Lord had spoken to me back in January.   The months that followed were something of a rollercoaster as Eileen and I lived with the tension that we all experience in times of uncertainty. We knew that the Lord had called us to the college, but was it his plan that I should be the principal? And was it to happen yet? All we could do was hang on to what God had shown us and rest in the certainty that whatever happens God is always in control.   As it turned out, because a new principal could not be appointed until the General Conference the following May, the Board of Governors asked David Powell, the pastor of the Rotherham Assembly, to take care of the College until then. Meanwhile I was waiting to see if I would be nominated. Apart from Eric Dando, Arnold Shaw from Bracknell and Pastor Appleby from Reading had also expressed their confidence in me, but although individuals could make suggestions, nominations would only be accepted which had the support of at least one official council. And when Pastor Appleby suggested my name in a District Council meeting, the chairman, Billy Richards, said,               In a few years, perhaps,   which was to prove to be prophetic. I was encouraged by this, as Richards was, like Dando, a member of the Executive Council and a man I highly respected, and it was evident that he did see the potential in me but felt that now was not the right time, which confirmed what I had already suspected. It was clear that I would not yet be leaving Basingstoke, but that the Lord would fulfil his purpose for me at the proper time, and I had peace about that.   That is until the unprecedented events that took place in May at the General Conference! Immediately before the vote was to take place to determine which of the men who had been nominated would be the next principal, there was a prophetic word saying that the man God had chosen knew who he was and that he should come forward and declare it! This threw the conference into confusion as it was completely contrary to the normal democratic process practised at conference.   The Chairman had to make a decision. The prophecy had to be judged. He conferred with the Executive Council. The matter was put to the conference, and it was agreed to proceed in line with the prophecy. The man whom God had chosen knew who he was, and he should come forward and declare it. Was I the man? The problem was, I knew I was called to the college, but the Lord had never told me that I would ever be the principal.   But while I was still churning these things over in my mind, David Powell, one of those who had been nominated, walked forward and told conference why he felt he was the man. I need to say, in passing, how unfair this procedure was to the two other nominees, one of whom, Clifford Rees, was not present because he was speaking at a meeting in another part of the conference. He told me afterwards that he would not have accepted nomination if he had not felt that he was the man.   After Powell had made his statement the chairman gave opportunity for people to make comments or to ask questions, and one of those who came forward was my old pastor, Alfred Webb. His way back to his seat went right by me and I decided to ask his advice. A few months previously I had confidentially shared with him how I felt God had called me to the college, and so I quietly asked him if he felt I should share it with the conference. His reply was,   Yes, it could be a B that leads to an A.   So that is how I came to tell the entire conference, explaining that I had not come forward before as I could not claim that God had called me to be the principal, but that I did know that God had told me I would live at the college, and that if Brother Powell were elected, and felt it were appropriate, I would be willing to serve under him.   That day Powell was appointed having received the required two-thirds majority vote of the conference, and a day or so later, when I had heard nothing from him, I approached him and said that I hoped he did not mind what I had said, to which he replied,   My heart is with you I this matter, brother. Wait and see what happens. So I waited, and soon I discovered that he had appointed someone else to work with him. It was weeks later, however, before I received a letter from him saying that he would be happy for me to continue as a visiting lecturer teaching the same subjects as before. In fact, I was the only member of the old faculty who was invited to do so. I decided to accept even though my visits were to be monthly rather than fortnightly due to the fact that the college had now moved to Mattersey, some 200 miles north of Basingstoke, much further from home than Kenley had been.   During the four years that David Powell was the principal, the college was facing considerable difficulties due to the fact that only part of the property at Kenley had been sold and there were insufficient funds to refurbish and develop the property at Mattersey. This was very evident each time I visited the college as a lecturer and, from 1976 onwards, as a member of the Board of Governors. And although these problems were not of Powell's making, it was also very clear to me that there were administrative issues that could easily be rectified without incurring any additional expenditure.   As a result my desire to be more fully involved in the work of the college was increasing steadily, but at the time there seemed little likelihood of this happening soon. But then, quite unexpectedly, in January 1977 Powell informed the Board of Governors that he had decided not to stand for re-election at General Conference. (At that time all heads of department were subject to re-election every two years). So the other members of the Board agreed unanimously to nominate me.   But when the news was out that Powell was not standing for re-election I was not surprised to discover that two others had accepted nomination from different councils. There was of course no guarantee that I would be elected especially bearing in mind the confusion that had arisen at the time of Powell's appointment, but I was nevertheless quietly optimistic that this might be the year when the Lord's word to me would be fulfilled.   However, shortly before the conference we received the staggering news that Powell had changed his mind! He was going to stand for re-election after all. This was, to say the least, administratively inconvenient, and was not a little nerve-racking for me, but I was reassured by the Board of Governors that they would in no way withdraw their support for my nomination.   But that was by no means the end to Powell's vacillating behaviour. On the first day of conference, he announced that he was withdrawing his name from the list of nominees. Once again the entire conference was thrown into confusion. As a result, when the vote was taken, none of the candidates received the required two-thirds majority and the appointment of the principal was placed in the hands of the Board of Governors and the Executive Council.   A few weeks later, at a meeting where I was of course present as a member of the Board, various names, including mine were suggested and voted on by secret ballot, but none of us received the necessary two-thirds majority. So what next? It was finally decided to defer the appointment until the 1978 conference and meanwhile to appoint for the next year a team of three principals each of whom would serve for a term at the college but who would throughout the year be jointly responsible for the college.   This was sometimes referred to later as the year of the three principals and, crazy as it may sound, turned out to be a blessing in disguise as I was appointed to serve for that year along with Alfred Missen and Keith Munday and benefitted greatly from their wisdom and greater experience in ministry as we made decisions together about the curriculum, the members of faculty, the timetable for the year, rules for students, and so on.   I agreed to take the first term and, with the exception of the two weeks I was at camp in the New Forest, was resident in Mattersey from the end of July until Christmas, going home only for occasional weekends to see the family. The other weekends I was away on ministry, often with some of the students promoting the college. It was on one of these occasions that I went with about 50 of our students to Newport in South Wales. There was a big inter-church meeting on the Saturday night and on the Sunday the students went to different churches to sing, testify, and preach. I stayed in Newport to preach in the church there.   After Sunday lunch the pastor, Eric Dando, asked me if I would like to phone Eileen, which of course I was grateful to do. After telling her that the weekend was going well, I asked her how she was and was shocked to hear her reply.             I'm O.K., but I very nearly wasn't!             Oh! What's happened? I replied. She told me that there had been a women's missionary meeting in London and that she and several of the ladies from the church in Basingstoke had gone to it. They had travelled in two cars and on the way home, on the road between Reading and Basingstoke, several horses ran into the road in front of the cars. It seems that they had escaped from a nearby field. One of the horses collided with the car in which Eileen was travelling in the front passenger seat. The impact was so great that the front of the car roof caved in, to within an inch of Eileen's head. The car was a complete write-off and, as the people from the car in front walked back to see exactly what had happened, they feared the worst. At this point it is important to explain that at that time the wearing of seat-belts was not compulsory in the U.K. and the car in which Eileen was travelling didn't have any. Bearing in mind the speed at which the car had been travelling when it collided with the horse, both Eileen and the driver should have been thrown forward through the windscreen. Indeed, the woman seated behind Eileen was thrown forward so violently into the back of Eileen's seat that it was twisted out of position. Yet Eileen was not thrown forward, and none of those travelling in that car was seriously injured. They all walked away relatively unharmed. Eileen told me that throughout the whole incident she was strangely conscious of something – or someone? – holding her to the back of her seat, preventing her from being thrown forward. Was it a coincidence that on that very evening I had been preaching in Newport on a subject I have rarely preached on before or since? My subject was ANGELS. On another such occasion we took a bus-load of about 45 students to Bethshan Tabernacle in Manchester. There were several hundred people in the meeting during which the students sang and testified and I preached. As soon as I had finished preaching , an Irish woman near to the back of the meeting began to speak in tongues. As I was still at the microphone, it seemed right for me to interpret so that everyone present would hear and understand what had been said. So I spoke out in faith trusting that God would give me the right interpretation for what had been said in tongues. When I had finished, we sang a hymn and the pastor  closed the meeting in prayer. As soon as the meeting was over, one of our students, Guetawende Roamba from Burkina Faso, rushed up to me. He was clearly very excited, and when I asked him what was the matter, he told me that the woman who had spoken in tongues  had been speaking his native language. Now in Burkina Faso they speak French, and because I speak French, I knew that she had not been speaking French. So I wondered what language it might be.             What language? I asked. Moré, he replied. It's our native African language. Only the educated people speak French as well. Frankly, at that time I had never heard of Moré – and we found out later that the Irish lady who had spoken in tongues  had never heard of it either! But I was excited that I had been present when speaking in tongues had been recognised as a real language. At the same time, I was not a little concerned because I was the one who had given the interpretation! As I mentioned in an earlier talk, I had been interpreting tongues since 1960 when I was a student at Oxford, but it had always been (as it always must be) ‘by faith ', and I had no certain evidence that the gift was genuine. I had simply trusted the promise of Jesus  that God gives good gifts to those who ask him (Matthew 7:11), but it's easy to imagine how embarrassed I would have been if I had ‘got it wrong' in the presence of one of my Bible  College students! I hardly dared ask the question, but I knew I had to.             And what about the interpretation, Gueta? Was it accurate? And of course, it was. I wouldn't be telling this story if the interpretation had been wrong! What an amazing thing! The Holy Spirit inspired an Irish woman to speak an African language which she had never heard, or even heard of, and then gave the interpretation to an English man who had never heard of it either! So exciting things were happening during the term I spent at Mattersey. The Lord was certainly encouraging us, but in the light of all that had happened at previous conferences I knew there was no guarantee that my position as principal would become permanent. Friends like Paul Newberry and Henry Drabble had told me they thought I would never be appointed as principal. My Oxford MA would count against me! And towards the end of the term there was to be a special conference at Mattersey to debate whether AoG really needed a Bible College! What's more, humanly speaking my financial position was far from secure. Keith Davidson, one of the elders at Basingstoke had given up his secular employment to give himself full-time to the work of the church, but had exhausted his savings, so I had told the church to pay him instead of me as I felt that the Lord might soon be moving me on.   These were the kind of things that were occupying my thinking until, during the New Year Convention in Denton at which I was preaching, I finally came to the conclusion that nothing really mattered except for the fact that Jesus died for me. I gave it all to him. And he did meet all our financial needs that year, although I had no guaranteed income, and in the 1978 conference I was finally appointed as Principal of Mattersey Hall Bible College.  

My Story  Talk 20  Ministry at Basingstoke 1968-78  Part 5 Welcome to Talk 20 in our series where I'm reflecting on God's goodness to me throughout my life. Last time I was telling you how God was clearly blessing my trips abroad, to Switzeralnd, France, Belgium and the USA, and, thanks entirely to the gift that God had given me, my teaching was in increasingly great demand both at home and overseas. But how did all this fit in with my responsibilities as the pastor of the church in Basingstoke? The Lord showed me that the answer lay in two things – writing and team ministry.   Writing ministry Today, of course, it's relatively easy to communicate with people all over the world by a variety of options available through the internet. But before the internet, apart from radio and television, speaking on which was not readily available, Christian literature was the main means of communicating with potentially thousands of people. What you write can travel further than you can.   One example of this was Andy Anstey, a Canadian who became a student at Mattersey during the early years of my principalship. He told me that he had been baptised in the Spirit in a university library in Canada as a result of reading my book, The Dynamic Difference. I have never been to Canada, but one of my books had found its way there.   It had started as a booklet I wrote for the Students' Pentecostal Fellowship in 1971, Be Filled with the Spirit. Jim Hall had used it on my first trip to Illinois and persuaded me to expand it, as a result of which Receive Power was published in 1974 in time for my second trip to the States. It was finally published in 1978 by Gospel Publishing House, Springfield MO, under the title, The Dynamic Difference.   I was also writing articles for magazines like Redemption Tidings and Youth Aflame, the AoG youth magazine. At Basingstoke I had given a series of Bible studies on the Fundamental Truths of Assemblies of God, and I asked Vernon Ralphs, the editor of Youth Aflame, if he would like me to write a series of articles on the subject. Those articles were eventually published by Peniel Press as a book under the title, Know the Truth, in 1976, and with the cooperation of the publisher, I was able to give a free copy to every AoG minister at the General Conference that year.   And something similar happened with another series of articles I wrote for Youth Aflame. At Colchester I had duplicated a series of short talks for young people who had just given their lives to Jesus and these were eventually published as a book in 1977 under the title How to Live for Jesus. Both these books are still being used, over fifty years later, by a number of churches today, though Know the Truth is now published under the title You'd Better Believe It. It has been translated into several languages including German, French, Italian, Finnish, Spanish, Urdu, and Nepalese.   Another publication that is still being used widely around the world is the distance learning course I wrote on the Major Prophets for the International Correspondence Institute in Brussels under the title Themes from the Prophets. I have already mentioned that this was a subject I was lecturing on in Kenley Bible College and I already had many pages of lecture notes that I had produced and duplicated for the students.   So when Dr George Flattery, the brother of Warren and founder and director of ICI, asked me if I would be willing to write the course, I was happy to do so. This involved several visits to Brussels, each of which lasted for two weeks, where I could get on with writing the course undistracted. It was also a great opportunity to meet other Pentecostal educators from around the world, including the renowned New Testament scholar, Professor Gordon Fee who was writing the course on 1 Corinthians and became a good friend.   So I will always be grateful for the opportunity I was given to be a part of ICI, but especially for the induction teaching they offered to all their course writers, which included the requirement to read The Art of Readable Writing by Rudolf Flesch the basic message of which, as I remember it, was to write as you speak, rather than writing in the academic style you were required to use at school or university.   Other things Flesch recommended were, wherever possible, to use short words rather than long ones, personal names rather than pronouns, the active voice rather than the passive, and short sentences rather than long ones – which prompts me to close this sentence before it gets any longer!   So, to summarise, I had realised that by using literature a person's ministry could be extended far beyond their time and ability to travel. But that in itself did not solve the problem of reconciling what I perceived to be my obligations to the church where I was pastor with the travelling ministry the Lord was clearly opening up for me.   And, as I was praying about this, he answered my question by whispering into my heart the word Antioch. Of course, I knew that Antioch was the place where the disciples were first called Christians (Acts 11:26), but at first I couldn't see how it was relevant to my problem, so I decided to turn to Acts to see if I could find the answer. And I did. The answer was the development of team ministry.   Developing Team Ministry The church at Antioch was started by believers who had been scattered as a result of the persecution of the church that took place after the stoning of Stephen. Some of them went to Antioch spreading the word to both Jews and gentiles and a great number of people believed and turned to the Lord. When the apostles at Jerusalem heard about this they sent Barnabas to take care of the work, and even more people became Christians. Realising that he needed help, he went to Tarsus to find Paul and brought him to Antioch. For a whole year they met with the church and taught great numbers of people.   From this it is clear that they were both, to say the least, key people in the church. And yet in Acts 13 we are told that the Holy Spirit sent them away from the church for a time in order to pioneer churches in other countries. The reason they were able to do this and, on their return, find that the church was still strong, was because they were not the only leaders in the church. Acts 13:1 talks of three others at Antioch who were prophets and teachers.   As I read about this it became obvious to me that this was the Lord's answer to my question. If I was to continue travelling we would need other leaders in the church. So I started on a detailed study of what the New Testament has to say about the leadership of the local church, and I discovered that churches were led by a team of elders, overseers, or pastors, and as I investigated the passages where these are mentioned I saw very clearly that these were all interchangeable terms. In the New Testament the elders were the pastors. They were the ones who were the shepherds of the flock and had the responsibility of watching over, or overseeing it.   I have gone into this in detail in my book, Body Builders, and so there is no need to repeat it here. All I need to say is that I came to the conclusion that the traditional system of having just one person as the church leader really has no biblical basis and that team leadership must be the way forward.   I have already mentioned how the pastor in East Saint Louis had come to the same conclusion and it soon became apparent that this was something the Lord was saying to many different leaders around the world. I preached on this in the Home Missions Conference at Weymouth in 1973 and was pleasantly surprised that I was not the only one to hold this view.   But where were these new leaders for our church in Basingstoke to come from? The answer was simple. We already had them, but they had never been recognised. There were two men, David Moncaster and Keith Davidson, who, I felt, both met the biblical qualifications mentioned in 1 Timothy 3 and Titus 1. But before I asked the church to appoint them, I spent several weeks teaching about the principles of church leadership. If we are going to persuade people to break away from long held traditions it is vital that we show them very clearly that what we are proposing is in line with scripture.   I have already mentioned that Bill Mitchell had already been recognised as an elder in the church before I came. But after my teaching on the biblical qualifications of elders he graciously came to me and said that in the light of what I had taught he thought he was probably a deacon rather than an elder and offered to resign. I told him that I thought he was probably right, but that, as his resignation might be misunderstood by some of the members, I would prefer him to remain as an elder, nominally at least, as long as we both understood that this was not really his role. And to this he readily agreed.   So for the final few years of my time in Basingstoke the church was led by a team which we referred to as the pastoral oversight, Willaim Kay being added to the team a little later. The church continued to grow under this system of leadership, and when the Lord moved me on to Mattersey the church was in safe hands.   The call to the Bible College I have already mentioned that in 1970 I started as a visiting lecturer at Kenley Bible College. On one of my visits in January 1972 I learned that John Phillips, who was a full time residential tutor at Kenley would be leaving, and as I was travelling home that evening, I was wondering who might be chosen to replace him. It would surely be someone who was already teaching at the college and I was thinking through the names in the college prospectus when I came to my own name. But I quickly dismissed the thought as I was sure that I would be considered too young for such a responsible position. And anyway, God had called me to build a big church in Basingstoke, hadn't he?   But no sooner had I thought this than I felt a check in my spirit and said, But of course, Lord, I'll do whatever you want me to do. But if you ever do want me to leave Basingstoke I will need very clear guidance on the matter.   You may remember the struggle I had when we first moved to Basingstoke and how for some months I wondered if we had done the right thing. I didn't want a repetition of that. But now, having prayed that prayer, I tried to put the matter out of my mind. This turned out to be harder than expected and that very night, some time between 1:00 and 2:00, on Tuesday 25th January, I woke up with a burning conviction that I was going to live at the Bible College. I tried to shake it off, but it would not go away, so I went downstairs to pray. What I said to the Lord went something like this: Lord, you know I need my sleep, so if this is of you, and you want me to go to the college, would you please tell me quickly?   And he did! As I opened my King James Bible, it fell open at 2 Chronicles 34:22. I could hardly believe my eyes. It contained the words dwelt… at the college. With the exception of the parallel verse in 2 Kings 22:14, this is the only reference to the word college in the whole Bible. This had to be more than coincidence.   I had asked the Lord to tell me quickly, and he did. But, rather like Moses in Exodus 3 and 4, I found myself making excuses like, I've only been in Basingstoke for four years, and, They wouldn't choose me. I'm too young. I don't have enough experience etc. But just as God had an answer for every objection Moses made, he had an answer for mine too. For each objection I made he led me directly to a Bible passage that answered it.   As a result I was entirely convinced that I was going to live at the College. I didn't know when but thought that it might be in September after John Phillips had left. In fact it was five or six years later! I have discovered that one of the hardest things in understanding the will of God is his timing. I have also discovered that God seems to give us the clearest guidance when he knows that there is trouble ahead! It's only the certainty that we are in his will that will sustain us through trials and difficulties and tests to our faith.   And there were to be plenty of those before we got to Mattersey! But that's something for our next talk.  

Episode 193: Gestational Diabetes IntroJesica Mendoza (OMSIII) describes the pathophysiology of gestational diabetes and the right timing and method of screening for it. Dr. Arreaza adds insight into the need for culturally-appropriate foods, such as vegetables in Mexican cuisine.    Written by Jesica Mendoza, OMSIII, Western University of Health Sciences, College of Osteopathic Medicine of the Pacific. Editing by Hector Arreaza, MD.You are listening to Rio Bravo qWeek Podcast, your weekly dose of knowledge brought to you by the Rio Bravo Family Medicine Residency Program from Bakersfield, California, a UCLA-affiliated program sponsored by Clinica Sierra Vista, Let Us Be Your Healthcare Home. This podcast was created for educational purposes only. Visit your primary care provider for additional medical advice.DefinitionGestational diabetes mellitus (GDM) is a condition that occurs to previously non-diabetic pregnant women, caused by glucose intolerance at around the 24th week of gestation. PathophysiologyGDM arises due to an underlying pancreatic beta cell dysfunction in the mother which leads to a decrease in the amount of insulin produced and thus leads to higher blood sugar levels during pregnancy. The placenta of the fetus will produce hPL (human placental lactogen) to ensure a steady supply of sugars to the fetus, creating an anti-insulin effect. However, hPL readily crosses the placental barrier causing the mothers insulin requirement to increase, when the mother's pancreas cannot increase production of insulin to that level needed to counter the effect of hPL they become diabetic, and this leads to gestational diabetes. So, basically the placenta is asking for more glucose for the baby and the mother's pancreas struggles to keep the glucose level within normal limits in the body of the mother. If left untreated, high levels of glucose in the mother can cause glucotoxicity in the mother.“Glucotoxicity” refers to the toxic effect of glucose. Glucose is the main fuel for cell functions, but when it is high in the bloodstream, it causes toxicity to organs. Prevalence of GDM.The CDC reports mean prevenance of GDM is 6.9%. In U.S. mothers the prevenance increased from 6.0% in 2016 to 8.3% in 2021. Many different factors have played a role in increasing gestational diabetes in American mothers, some of those being the ongoing obesity epidemic with excess body weight being a known risk factor for insulin resistance. Another being advanced maternal age (AMA) as more American women have children later in life their body becomes less sensitive to insulin and requires a higher insulin output on top of the insulin that is required for the fetus. The “American diet” is also something that has a big effect in diabetes development. With the increase of high-carb foods that are readily available, the diet of Americans has declined and is affecting the metabolic health of mothers as they carry and deliver their children. Despite ongoing awareness of GDM, 6% to 9% of pregnant women in the United States are diagnosed with gestational diabetes, and the prevalence continues to increase worldwide. It is estimated that in 2017 18.4 million pregnancies were affected by GDM in the world, which then continued to increase to 1 in 6 births to women with GDM in 2019. It was also found that women living in low-income communities were disproportionately affected due to limited healthcare access. Additionally, women with GDM had a 1.4-fold increase in likelihood of undergoing a c-section, with 15% increase in risk of requiring blood transfusion. Screening for GDMGestational diabetes is screened between the 24th to 28th week of gestation in all women without known pregestational diabetes. In women who have high-risk for GDM the screening occurs during the first trimester, these women usually have at least one of the following: BMI > 30, prior history of GDM, known impaired glucose metabolism, and/or a strong family history of diabetes. The screening during the first trimester is to detect “pregestational diabetes” because we have to keep a good glycemic control to improve outcomes of pregnancy. So, if it's positive, you start treatment immediately. If these women are found to have a normal glucose, they repeat the testing again as done normally, at 24-28 weeks of gestation. How do we screen?The screening itself consists of two types of approaches. The two-step approach includes a 50-gram oral glucose tolerance test (OGTT), where blood glucose is measured in an hour and if it is below 140 they are considered to not have GDM, however if the reading is greater than 140 they must then do a 3-hour, 100g oral glucose tolerance test. The 3-hour OGTT includes measuring the blood sugars at Fasting which should be less than 95, at 1 hour at less than 180, at 2 hours at less than 155, and at 3 hours at less than 140. If 2 or more of these values exceed the threshold the patient is diagnosed with gestational diabetes mellitus. The one-step approach includes 75g after an overnight fast. Blood glucose is measured while fasting which should be less than 92, at 1 hour less than 180 and at 2 hours less than 153. If any one of these values is exceeded, the patient is diagnosed with GDM.If the mother is found to be GDM positive during pregnancy she will also need continued screening post-partum to monitor for any development of overt diabetes. The testing is usually 75g 2-hour OGTT at 6-12 weeks postpartum. If this testing is normal, then they are tested using HbA1c every 3 years. If the post-partum testing shows pre-diabetes, annual testing is recommended using HbA1c measurements. Maternal complications Women with GDM are at an increased risk for future cardiovascular disease, T2DM, and chronic kidney disease. GDM is also associated with increased likelihood of developing pre-eclampsia following delivery. Pre-eclampsia is a complication seen in pregnancy characterized by high blood pressure, proteinuria, vision changes, and liver involvement (high LFTs). Pre-eclampsia can then progress to eclampsia or HELLP syndrome, both of which can include end organ damage. Additionally, she can develop polyhydramnios which leads to overstretching of the uterus and can induce pre-term labor, placental abruption, and or uterine atony, all of which additionally put the mother at increased risk for c-section. All of these maternal complications that stem from GDM lead to complications and extended hospitalization. Child's complications Although there is an increased set of risks for the mother, the neonate can also develop a variety of risks due to the increased glucose while in utero. While the fetus is growing, the placenta is the source of nutrition for the fetus. As the levels of glucose in the mother increase so does the amount of glucose filtered through the placenta and into the fetal circulation. Over time the glucose leads to oxidative stress and inflammation with activation of TGF-b which leads to fibroblast activation and fibrosis of the placenta. This fibrosis decreases the nutrient and oxygen exchange for the fetus. As the fetus attempts to grow in this restrictive environment its development is affected. The fetus can develop IUGR (intrauterine growth restriction) leading to a small for gestation age newborn which can then lead to another set of complications. The low oxygen environment can lead to increased EPO production and polycythemia at birth which can then lead to increased clotting that can travel to the newborn brain. Newborns can also be born with fetal acidosis due to the anerobic metabolism and lactic acid buildup in fetal tissues which can cause fetal encephalopathy leading to cerebral palsy and developmental delay. And the most severe of newborn complications to gestational diabetes can lead to fetal demise. Furthermore, the increase of glucose can also lead to macrosomia in the infant which can often lead to a traumatic delivery and delivery complications such as shoulder dystocia and brachial plexus injury. Brachial plexus injury sometimes resolves without sequela, but other times can lead to permanent weakness or paralysis of the affected arm. The baby can be born too small or too big.Additionally, once the fetus is born the cutting of the umbilical cord leads to a rapid deceleration in blood glucose in the fetal circulation and hypoglycemic episodes can occur, that often lead to NICU admission. The insulin that is created by the fetus in utero to accommodate the large quantities of glucose is known to affect lung maturation as well. The insulin produced inhibits surfactant production in the fetus. Upon birth some of the newborns also have to be placed on PEEP for ventilation and some children require treatment with surfactant to prevent alveolar collapse and/or progression to NRDS created by the low surfactant levels. Additionally, neonates who are macrosomic, which is usually seen in GDM mothers, are larger and stronger and when put on PEEP to help increase ventilation the newborn's stronger respiratory effort can lead to higher pulmonary pressures and barotrauma such as neonatal pneumothorax.Long term complications to the child of a mother with GDM also occur. As the child grows, they are also at an increased risk for developing early onset obesity because of the increased adipose storage triggered by the increase in insulin in response to the high glucose in utero. This then can lead to a higher chance of developing type 2 diabetes mellitus in the child. With diabetes, also comes an increase in cardiovascular risk as the child ages and becomes an adult. The effects of GDM go beyond the fetal life but continue through adulthood.What can be done?Gestational Diabetes Mellitus has many severe and lifelong consequences for both the mother and the child and prevention of GDM would help enhance the quality of life of both. Many of the ways to prevent GDM complications include patient education and dietary modifications with a diet rich in whole grains, fruits, vegetables and lean proteins. Benefits of some vegetables in the Mexican cuisine that may be beneficial: Nopales, Chayote, and Jicama. Those are good alternatives for highly processed carbs.Mothers are usually offered nutritional counseling to help them develop a tailored eating plan. This and 30 minutes of moderate exercise daily is recommended to increase insulin sensitivity and lower the post-prandial glucose levels. If within 2 weeks of implementing lifestyle changes alone the glucose measurements remain high, then medications like insulin can be put onboard to manage the GDM. If they require insulin, I think it is time to refer to a higher level of care, if available, high risk OB clinic.Conclusion: Now we conclude episode number ###, “[TITLE].” [summary here]. _____________________References:Eades CE, Burrows KA, Andreeva R, Stansfield DR, Evans JM. Prevalence of gestational diabetes in the United States and Canada: a systematic review and meta-analysis. BMC Pregnancy Childbirth. 2024 Mar 15;24(1):204. doi: 10.1186/s12884-024-06378-2. PMID: 38491497; PMCID: PMC10941381. https://pubmed.ncbi.nlm.nih.gov/38491497/QuickStats: Percentage of Mothers with Gestational Diabetes,* by Maternal Age — National Vital Statistics System, United States, 2016 and 2021. Weekly / January 6, 2023 / 72(1);16. https://www.cdc.gov/mmwr/volumes/72/wr/mm7201a4.htm?utmAkinyemi OA, Weldeslase TA, Odusanya E, Akueme NT, Omokhodion OV, Fasokun ME, Makanjuola D, Fakorede M, Ogundipe T. Profiles and Outcomes of Women with Gestational Diabetes Mellitus in the United States. Cureus. 2023 Jul 4;15(7):e41360. doi: 10.7759/cureus.41360. PMID: 37546039; PMCID: PMC10399637. https://pmc.ncbi.nlm.nih.gov/articles/PMC10399637/?utmPerlman, J. M. (2006). Summary proceedings from the neurology group on hypoxic-ischemic encephalopathy. Pediatrics, 117(3), S28–S33.DOI: 10.1542/peds.2005-0620C.Low, J. A. (1997). Intrapartum fetal asphyxia: definition, diagnosis, and classification. American Journal of Obstetrics and Gynecology, 176(5), 957–959.DOI: 10.1016/S0002-9378(97)70609-0.Hallman, M., Gluck, L., & Liggins, G. (1985). Role of insulin in delaying surfactant production in the fetal lung. Journal of Pediatrics, 106(5), 786–790.DOI: 10.1016/S0022-3476(85)80227-0.Sweet, D. G., Carnielli, V., Greisen, G., et al. (2019). European Consensus Guidelines on the Management of Respiratory Distress Syndrome – 2019 Update. Neonatology, 115(4), 432–450.DOI: 10.1159/000499361.Raju, T. N. K., et al. (1999). Respiratory distress in term infants: when to suspect surfactant deficiency. Pediatrics, 103(5), 903–909.DOI: 10.1542/peds.103.5.903.Burns, C. M., Rutherford, M. A., Boardman, J. P., & Cowan, F. M. (2008). Patterns of cerebral injury and neurodevelopmental outcomes after symptomatic neonatal hypoglycemia. Pediatrics, 122(1), 65–74.DOI: 10.1542/peds.2007-2822.Dabelea, D., et al. (2000). Long-term impact of maternal diabetes on obesity in childhood. Diabetes Care, 23(10), 1534–1540.DOI: 10.2337/diacare.23.10.1534.Dashe, J. S., et al. (2002). "Hydramnios: Etiology and outcome." Obstetrics & Gynecology, 100(5 Pt 1), 957–962.DOI: 10.1016/S0029-7844(02)02279-6.Long-term cost-effectiveness of implementing a lifestyle intervention during pregnancy to prevent gestational diabetes mellitus: a decision-analytic modelling study. Diabetologia.American College of Obstetricians and Gynecologists. (2018). Practice Bulletin No. 190: Gestational Diabetes Mellitus. Obstetrics & Gynecology, 131(2), e49–e64. https://doi.org/10.1097/AOG.0000000000002501Theme song, Works All The Time by Dominik Schwarzer, YouTube ID: CUBDNERZU8HXUHBS, purchased from https://www.premiumbeat.com/. 

Drs. Amy Crockett (@amyhcrockett), Ben Ereshefsky (@brainofbpharm), and Pamela Bailey (@pamipenem) join Dr. Julie Ann Justo (@julie_justo) to discuss new treatment strategies for management of intraamniotic infections, also known as chorioamnionitis. They discuss whether it is time to move away from the combination of ampicillin, gentamicin, and/or clindamycin, alternative antibiotic regimens to consider, and stewardship strategies to approach this practice change at a local level. References: Basic stats/epi on chorioamnionitis: Romero R, et al. Clinical chorioamnionitis at term I: microbiology of the amniotic cavity using cultivation and molecular techniques. J Perinat Med. 2015 Jan;43(1):19-36. doi: 10.1515/jpm-2014-0249. PMID: 25720095. ACOG 2017 Guideline for IAI: Committee Opinion No. 712: Intrapartum Management of Intraamniotic Infection. Obstet Gynecol. 2017 Aug;130(2):e95-e101. doi: 10.1097/AOG.0000000000002236. PMID: 28742677. ACOG 2024 Update on clinical criteria for IAI: ACOG Clinical Practice Update: Update on Criteria for Suspected Diagnosis of Intraamniotic Infection. Obstetrics & Gynecology 144(1):p e17-e19, July 2024. doi: 10.1097/AOG.0000000000005593 Helpful review with more recent microorganisms : Jung E, et al. Clinical chorioamnionitis at term: definition, pathogenesis, microbiology, diagnosis, and treatment. Am J Obstet Gynecol. 2024 Mar;230(3S):S807-S840. doi: 10.1016/j.ajog.2023.02.002. PMID: 38233317. Cochrane Review: Chapman E, et al. Antibiotic regimens for management of intra-amniotic infection. Cochrane Database Syst Rev. 2014 Dec 19;2014(12):CD010976. doi: 10.1002/14651858.CD010976.pub2. PMID: 25526426. Helpful recent review on intrapartum infections: Bailey, P, et al_._ Out with the Old, In with the New: A Review of the Treatment of Intrapartum Infections. Curr Infect Dis Rep. 2024;26:107–113 doi: 10.1007/s11908-024-00838-8. Role of genital mycoplasmas in IAI: Romero R, et al. Evidence that intra-amniotic infections are often the result of an ascending invasion - a molecular microbiological study. J Perinat Med. 2019 Nov 26;47(9):915-931. doi: 10.1515/jpm-2019-0297. PMID: 31693497. Regimens without enterococcal coverage with similar clinical outcomes: Blanco JD, et al. Randomized comparison of ceftazidime versus clindamycin-tobramycin in the treatment of obstetrical and gynecological infections. Antimicrob Agents Chemother. 1983 Oct;24(4):500-4. doi: 10.1128/AAC.24.4.500. PMID: 6360038. Bookstaver PB, et al. A review of antibiotic use in pregnancy. Pharmacotherapy. 2015 Nov;35(11):1052-62. doi: 10.1002/phar.1649. PMID: 26598097. Updated review in pregnancy, includes data on frequency of antibiotic use in pregnancy: Nguyen J, et al. A review of antibiotic safety in pregnancy-2025 update. Pharmacotherapy. 2025 Apr;45(4):227-237. doi: 10.1002/phar.70010. Epub 2025 Mar 19. PMID: 40105039. Locksmith GJ, et al. High compared with standard gentamicin dosing for chorioamnionitis: a comparison of maternal and fetal serum drug levels. Obstet Gynecol. 2005 Mar;105(3):473-9. doi: 10.1097/01.AOG.0000151106.87930.1a. PMID: 15738010. Clindamycin CDI Risk: Miller AC, et al. Comparison of Different Antibiotics and the Risk for Community-Associated Clostridioides difficile Infection: A Case-Control Study. Open Forum Infect Dis. 2023 Aug 5;10(8):ofad413. doi: 10.1093/ofid/ofad413. PMID: 37622034. Impact of penicillin allergy on clindamycin use & cites 47% clindamycin resistance per CDC among GBS: Snider JB, et al. Antibiotic choice for Group B Streptococcus prophylaxis in mothers with reported penicillin allergy and associated newborn outcomes. BMC Pregnancy Childbirth. 2023 May 30;23(1):400. doi: 10.1186/s12884-023-05697-0. PMID: 37254067. Clindamycin anaerobic coverage data: Hastey CJ, et al. Changes in the antibiotic susceptibility of anaerobic bacteria from 2007-2009 to 2010-2012 based on the CLSI methodology. Anaerobe. 2016 Dec;42:27-30. doi: 10.1016/j.anaerobe.2016.07.003. PMID: 27427465. Older PK study of ampicillin & gentamicin for chorioamnionitis: Gilstrap LC 3rd, Bawdon RE, Burris J. Antibiotic concentration in maternal blood, cord blood, and placental membranes in chorioamnionitis. Obstet Gynecol. 1988 Jul;72(1):124-5. PMID: 3380500. Paper putting out the call for modernization of OB/Gyn antibiotic regimens: Pek Z, Heil E, Wilson E. Getting With the Times: A Review of Peripartum Infections and Proposed Modernized Treatment Regimens. Open Forum Infect Dis. 2022 Sep 5;9(9):ofac460. doi: 10.1093/ofid/ofac460. PMID: 36168554. Vanderbilt University Medical Center experience with modernizing OB/Gyn infection regimens: Smiley C, et al. Implementing Updated Intraamniotic Infection Guidelines at a Large Academic Medical Center. Open Forum Infect Dis. 2024 Sep 5;11(9):ofae475. doi: 10.1093/ofid/ofae475. PMID: 39252868. Prisma Health/University of South Carolina experience with modernizing OB/Gyn infection regimens: Bailey P, et al. Cefoxitin for Intra-amniotic Infections and Endometritis: A Retrospective Comparison to Traditional Antimicrobial Therapy Regimens Within a Healthcare System. Clin Infect Dis. 2024 Jul 19;79(1):247-254. doi: 10.1093/cid/ciae042. PMID: 38297884.

My Story Talk 18 Ministry in Basingstoke 1968-78 Part 3 Welcome to Talk 18 in our series where I am reflecting on God's goodness to me throughout my life. Last time we saw how, during the years we were there, the church in Basingstoke grew as a result of the consistent and regular preaching of the gospel by means of Sunday night gospel services, evangelistic missions, personal evangelism and door-to-door work, and ministry among children and young people. And the fact that God graciously confirmed the message by miraculous signs according to his own will was undoubtedly a significant factor as the supernatural gifts of the Spirit were regularly in evidence in our meetings. But our years at Basingstoke also saw a significant widening of my ministry beyond the local church not only in preaching but also in writing, both in the UK and further afield. Ministry beyond the local church Speaking engagements within the UK With the exception of my ministry in universities and colleges as Travelling Secretary of the Students' Pentecostal Fellowship, the vast majority of my speaking engagements were at the AoG Bible College or in AoG churches or conferences. The invitation to lecture at the Bible College, which was then in Kenley, Surrey, came in 1970 from the newly appointed Principal, George Jeffreys Williamson. Kenley was a couple of hours' drive from Basingstoke, and I went on a fortnightly basis staying overnight and giving lectures on the Major Prophets, Comparative Religion, and New Testament Greek. Apart from the Greek, I had little or no prior knowledge about the subjects I was teaching and so the lecture preparation time was considerable. But I enjoyed the challenge and added to my personal education in the process. I could not have possibly known it then, but my time at Kenley turned out to be the start of over fifty years of teaching in Pentecostal Bible Colleges around the world. I was also receiving invitations to minister at large conventions and national conferences. Despite the charismatic renewal that was happening at the time in some of the other churches, Pentecostals, having been rejected and ostracized for decades, were still rather suspicious of what was happening, and tended to keep pretty much to themselves, gathering together in large celebrations, especially at significant times of the year, when there was a public holiday – Easter, Whitsun, August, Christmas and New Year. These were amazing times of blessing as people, hungry for the word of God, gathered for fellowship, worship, and to hear specially invited speakers. Some Easter Conventions, like the Cardiff City Temple (Elim), where I was privileged to minister on more than one occasion, would last from Thursday evening until the following Tuesday, very often with two speakers in each meeting. In the mid-seventies, when I would sometimes be booked for up to five years in advance for Easter, I preached at conventions in Preston (72 and 74), Tunbridge Wells (73),  Bishop Aukland (75), Peckham (76), and Coventry (77).      Apart from these popular events which were arranged by local churches, there were also national events like the AoG Annual General Conference, attended by thousands, and the Home Missions Conference organised by the AoG Home Missions Council. In 1969 I was asked to speak at the HMC Conference in Coventry on the subject, Preaching the Gospel in the 1970s. And in 1973 at a similar conference in Weymouth, I spoke on the importance of team leadership in the local church, about which I will say more next time. Even more significant, however, was General Conference which in the late sixties took place in Bognor Regis and from 1971 to 1989 was held at the Butlins Holiday Camp in Minehead reaching a record high attendance for the AoG Jubilee Conference in 1984. I was a speaker on one of the main celebrations (back then referred to as ‘rallies') on several occasions, the first of which was in Bognor in 1969. But perhaps the greatest privilege was for many years being made responsible for speaking at the receiving meeting which was held every year for people who were seeking the baptism in the Holy Spirit. Over the years we saw hundreds begin to speak in tongues, some of whom told me that they had been seeking for years but had never heard it explained so clearly. Other events at which I ministered regularly were youth rallies organised either by local churches or by AoG District Councils, and the National Youth Rally. I was a member of the AoG National Youth Council (1973-76), who were responsible for organising this annual event at which I would usually either lead or preach. I suspect that the reason I was elected to the NYC was partly because people had come to know of the work we were doing among young people at our youth camp. That may also have been the reason for the evangelistic missions I was invited to conduct. On two occasions Colin Whittaker, who was then the AoG pastor at Luton, asked me to conduct an eight-day youth mission. For one of these I was assisted by members of the Students' Pentecostal Fellowship who sang and testified in the evening meetings but also did a great job in distributing invitations to the young people as they came out of school. The other time, I was alone, but part of the week's programme was to preach in one of the schools where I was supported by a Christian band and where dozens responded to the appeal at the end of my message. Another time I was asked by the Christian Union at Chester College – now Chester University – to do a five-day evangelistic mission for the students in the college. When I arrived just after lunch on the Monday, a member of staff conducted me to the bedroom they had allocated for me. I hope you don't mind, he said, we're putting you in a room that was occupied until recently by a student we have had to expel from the college. He had been practising witchcraft . I was rather surprised by this, to say the least, but I put a brave face on it and said, as casually as I could, Oh, that's fine. No problem! But when I entered the room, I confess I began to wonder what evil presence might be lurking there. The half-burnt candle on the windowsill didn't help . Had that been part of his devilish paraphernalia? Or had they just had a power -cut recently?! Then I remembered what Jesus  had promised to his disciples as he sent them out on the task of world evangelisation: Surely, I will be with you always, to the very end of the age (Matthew 28:20). I reminded myself of other Bible  verses like       Behold I give you power  over all the power of the enemy, and nothing shall by any means hurt you (Luke 10:19) and I began to take courage. I settled into my room and started to prepare myself for the meeting at which I had to speak that evening. After a few minutes there was a knock at the door. Two men stood there. They had seen the light on in my room and wondered who it was that was in there. Are you a new student? they asked. No, I replied, I've come to conduct a mission for the Christian Union. That's interesting, said one of them. It's strange they should put you in my old room. It was the man they had expelled for practising witchcraft ! He had come back to visit his friend. Of course, I invited them to the meeting that evening and the ‘witch ' said he might come. And sure enough, when the time for the meeting came, there he was sitting in the audience. I preached the gospel  and I would like to be able to say that the man gave his life to Christ, but he didn't. Instead, he came and argued with me! This went on for some time after the meeting had closed, and after about half an hour, feeling that we were getting nowhere by arguing, I decided to invite him to come to the meeting the next day. I think you'll be particularly interested tomorrow, I said. The subject is Jesus  the way to power . How real is the supernatural ? Is it safe? I don't think you know the first thing about the supernatural , he replied. What a challenge to a Pentecostal  preacher! Well, I don't know much about what you get up to when you practise your witchcraft , I said, but I will tell you one thing. When you come under the control of a familiar spirit , you can't say Jesus  is Lord, can you? I don't know who was more surprised, him or me! I had said this on the basis of my understanding of 1 Corinthians 12:1-3, but I was not prepared for the effect it had on this young man. He went visibly pale and said, How did you know that? Taking courage by his reaction, I said, Because the Bible , which is God's word tells me so. And I'll tell you something else it says. You may not acknowledge that Jesus  is Lord now, but the day is coming when you will have to, whether you like it or not. For the Bible says that one day at the name of Jesus  every knee shall bow, of things in heaven and things on earth and things under the earth, and every tongue confess that Jesus Christ  is Lord to the glory of God the Father ! As I quoted these verses from Philippians 2:10-11 to him, he retreated out of the room! I went to bed at around 11pm and fell asleep straight away, sleeping soundly until about 7 the next morning. While the students were having their breakfast, I went down the corridor to the washroom to shave. While I was shaving, I saw in the mirror the face of the ‘witch '. He was standing right behind me.             Good morning, he said. Did you sleep well?             Yes, thank you, I replied. Are you sure? Yes, perfectly sure. I went to bed around eleven and slept soundly until about seven.             Really? I can't understand that! Why? What so unusual about having a good night's sleep? Well, you see, he confessed, I was so annoyed with what you said last night that I stayed up all night practising my witchcraft . I was trying to get a poltergeist into your room to disturb you. I've done it many times before and it's never failed. That's why they expelled me from the college. I can't understand why it didn't work this time. Oh, I said, I wish you had told me. I could have told you not to waste your time. Don't you know that Christians are immune to such things?   Later that day he was seen leaving the college with his bag packed. Leaving? said one of the Christians. Aren't you coming to the meeting today? No, he replied, that fellow knows too much about the supernatural. What a sad story, but despite the satanic opposition, during the course of those five days over 40 students made a decision for Christ. But finally, before we turn to the speaking invitations that began to open up for me overseas, which I'll tell you about next time, a word about those I was receiving from within the UK apart, of course, from the things I've already mentioned – teaching fortnightly at the Bible College, preaching in universities and colleges, serving on the National Youth Council, and ministering at conventions, conferences and missions. In addition to all that, looking back at my diaries I discovered recently that between 1972 and 1976 I was ministering on average over twelve times a year in churches other than Basingstoke. Why do I mention this? Because with that amount of ministry there is always the danger that the family may suffer as a result of it. I am so grateful to Billy Richards who spoke to the ministers in our district about pastors who discovered that their kids had grown up before they knew it and who regretted that they had spent so little time with them. On hearing that, I was determined that that would not happen in our family, and so, whenever I returned from a trip away, Eileen and I would make sure that we all spent extra time together, like going for a drive or walk or picnic in the beautiful Hampshire countryside and followed by a favourite meal for tea. And we made sure that we always had good summer holidays too. Apart from camp, which was a holiday for the kids, but hard, though enjoyable work for Eileen and me, we always tried to make sure that as a family we had two weeks away together. At first these were always in the UK in places like North Wales and Cornwall, but our most notable trip by far was in 1976 when we went to L'Auberson, a small village just a mile from the French border in the Jura region of Switzerland. Back then holidays abroad were far less common and far more expensive than they are today, and such a trip would have been financially impossible for us had it not been for the inheritance Eileen received from her father who had sadly died from a heart attack in 1975. We travelled by car stopping overnight just once en route at a hotel – the children's first experience in one – in La Veuve, a small village near to Chalons-sur-Marne and arrived at L'Auberson early in the evening. Actually it was earlier than we thought. We had put our watches on an hour when we entered France and assumed that the time in Switzerland was the same, but, as we found out later, in those days the time was the same as in England, so when we went to bed at what we thought was nine o'clock, people were rather surprised that we were going to bed at eight! And when we arrived at church the next morning in time for the ten o'clock service the door was still locked because it was really only nine! The pastor was Willy Droz – more about him next time – and I had not told him we were coming and had tried to time our entrance just in time for the service so that he would not ask me to preach. After all I was on holiday! So, of course, I ended up preaching after all – in French. But that brings me to the next subject – speaking engagements abroad, which we'll talk about next time.

My Story  Talk 17 Ministry in Basingstoke 1968-78  Part 2 Welcome to Talk 17 in our series where I'm reflecting on God's goodness to me throughout my life. Last time I was talking about the evangelistic missions we organised in Basingstoke, but these tended largely to attract adults, and the children and young people needed to be reached too. So that's our subject for today.   Children's Work At first, the only children we were reaching were those who came to our Sunday School, which was held at 10am before the 11am Communion Service. One of those children was Rosie Wilcox (née Wright), who later became Jonathan's Sunday School teacher. Fifty years later, I still exchange Christmas cards every year with Rosie and her husband Paul.   However, we soon began to reach other children in what was then a more unusual way. To the best of my knowledge, we were the first AoG church in Britain to organise a pre-school playgroup. I had felt for some time that most church buildings were not being used to their full potential. I talked with Bill Mitchell, the church elder, who himself was a businessman, and he wholeheartedly agreed. The church building was standing empty in the daytime for six days a week. And we were on the edge of a new council estate where most of the houses were occupied by young families.   So, we checked out the legal requirements, and discovered that our facilities would accommodate up to 40 children, provided that we had one adult for every eight children present. We obviously needed to invest in the right equipment, and Eileen knew exactly what to get. In fact, with her administrative skills, she was the ideal person to take charge of the whole thing, and before Debbie and Sarah were old enough to go to school, they could be with her while she was at playgroup.   We started by opening for three mornings a week, but the demand for places was such that before long we were open for five. And we had adequate workers to take the full complement of forty, so for five mornings a week, as well as supervising and organising the children in their play, they were able to tell them about Jesus. That was, of course, the most important thing, but another welcome benefit was that, from the small charge we made for each child, we were receiving enough income to pay the mortgage on the building!   And an unexpected result of running that playgroup was the request I received to exorcise a ‘ghost' from one of the nearby houses! It happened like this. It was 12 o'clock and the playgroup session was ending. I happened to be present having a chat with Bill Mitchell, when one of the mums came in and said,   Is one of you the vicar?   And although I don't usually go by that title, I said, Yes, I am.   She then asked if I could help her because, she said, there was a ghost in her house. Could I get rid of it? To which, knowing that in Christ we have authority over the forces of darkness, I replied,             Yes, of course.             How much will it cost? she said.             Nothing, I replied.             Wow! That's good, she said, the spiritualist wanted a fiver.   She gave me her address and, that evening, I went with another brother to visit her. We told her that her greatest security would be to let Jesus into her life and led her in a prayer for salvation.   Of course, the so-called ‘ghost' was actually a demon, because there is no biblical evidence for the existence of what people call ghosts, but the woman did not know that. She said that it usually appeared at the top of the stairs. So I went up after it and, although I could see nothing unusual, I did feel a distinct drop in temperature. So I commanded the thing, whatever it was, to leave in the name of Jesus. At once the woman, who was standing in the hall with the other brother, suddenly shrieked.   There, didn't you see it? It went right past you!   So, although I couldn't see it, I chased it down the stairs, opened the front door, and told it to get out and never come back. The following Sunday she was in church to say thank you and told me that it had gone.   So running a playgroup certainly put us in contact with the people in ways we did not expect, but in Britain's fastest growing town the playgroup and the Sunday School we ran in our church building were by no means sufficient to spread the good news among the children, and we soon decided to launch a second Sunday School in a school on the Oakridge estate. This was only possible thanks to the commitment of our teachers who, having taught in the morning in Cranbourne Lane, were willing to give up their Sunday afternoon to teach the same lessons to the children in Oakridge.   Another children's work was started by Hilda Gibbons, an elderly widow who opened her home every week to some thirty children on the Winklebury estate. And we reached hundreds of children through the holiday clubs we organised. These lasted for a week or so towards the end of the long summer holidays. They were led mainly by Anthea and William Kay assisted by other church workers, SPF students and other Christian teachers all of whom we accommodated throughout their stay.   Notable examples were David Littlewood, later to become an AoG pastor, and Phyllis Parrish (née Sowter) who was baptised in the Spirit while she was with us and later became a student at Mattersey and a missionary to Bangaladesh.     Youth Work Some of the older children who came to the holiday clubs were also attracted to our Friday night Youth Meeting. This was our main means of reaching young people on a regular basis and, for most of the time we were at Basingstoke, was led by me. Our church was situated right next to Cranbourne Lane Comprehensive School, where Debbie and Sarah became pupils and I became a parent governor. We also attracted young people from other parts of the town where some of our members were teachers.   The church minibus, faithfully driven by William Kay, was vitally important for this work, although it wasn't worth much financially. At the time we had no suitable garage for it, so it was parked each night in the road at the back of our house. One night, in the early hours of the morning, we were woken up by the sound of our dog barking and then I realised that someone was banging heavily on our back door. As I went to the window I became quickly aware of another noise – the constant sound of a car horn. It was our minibus, and the neighbour banging on the back door had come to ask us to silence it.   I quickly threw on some clothes and hurried outside to see what I could do. To my surprise the driver's door of the minibus was wide open. I wondered why, as I was sure I had locked it the night before. But my first task was to silence the horn, so I quickly disconnected the battery. Now the horn was silent I could go back to bed, hoping that not too many neighbours had been disturbed.   Next morning, as I was apologising for the noise in the night, another neighbour told us they had seen what had happened. Two men had broken into our minibus, but the moment they opened the door the horn had suddenly started sounding. This apparently had caused the men to panic, and our neighbour had seen them running away. Their attempt to steal our minibus had been thwarted!   Of course, it may be possible to think of a rational explanation for all this, but it's important to mention that the horn on the minibus would not normally sound unless the ignition was switched on, and there was no form of burglar alarm fitted to the minibus. But whether there's a rational explanation or not, as far as I was concerned God had protected our vehicle. He works in natural as well as in supernatural ways, and we will probably never know why that horn sounded just at the right moment – except that God knew that we needed that minibus! In addition to the weekly youth meeting, we also organised at least two week-long missions, one where Warwick Shenton was the evangelist, and another led by Paul and Janice Finn who were the national youth evangelists for Assemblies of God. We were able to get them into several of the secondary schools in the town where they spoke in school assemblies. This way we knew that the vast majority of teenagers in Basingstoke had the opportunity to hear the gospel.   But it was at the regular weekly youth meeting and its associated activities that close personal relationships could be formed with the young people. We organised walks in the countryside, barbecues, and games evenings where we had great opportunities to get to know them better – and for them to get to know us better too. And nowhere was this truer than at our annual youth camp.   New Forest Pentecostal Youth Camp While we were at Colchester I had organised a youth camp on the island of Mersea and, thanks to Eileen's culinary skills and to the things I had learned as a teenager in the Boys' Brigade, this proved highly successful. So towards the beginning of our time in Basingstoke I made enquiries as to what sites might be available for us to do something similar near us, and I discovered that the Hampshire Education Committee had one near Brockenhurst in the New Forest. It was set in beautiful countryside, was within a short driving distance from the coast, and had the advantage of flush toilets and showers!   All the equipment – tents, marquees, tables, benches, cooking utensils etc. – was provided on site, which was managed by a very helpful warden, a Welshman called Eddie Davies. So we decided to give it a go and, as an initial experiment, took a group of about 15 young people for a few days in the school summer holidays. It went so well that we decided to return the following year for a full week and to invite other AoG churches to participate. I put an advert in Redemption Tidings and over the years the numbers increased to some 150 young people each week.   Eileen and I planned the weekly menu which, although it was somewhat restricted by the cooking equipment provided at the site, nevertheless comprised three hot meals a day, prepared by teams of dedicated workers. The only exception to this was that when we all went out for the day – to the Isle of Wight, for example – everyone prepared their own sandwich lunch straight after breakfast with the food we provided for them.   Much of the food we bought came in large cans obtained from the cash and carry store in Basingstoke and transported down to Brockenhurst in the minibus in advance. The rest we bought on a daily basis from the International store in Brockenhurst who, incidentally, issued vast quantities of Green Shield stamps, which, when you had saved enough of them, you could trade in for a variety of items displayed in the Green Shield catalogue. I seem to remember that Eileen and I got our coffee percolator that way!   The daily programme involved breakfast, during which each of the tents was inspected for tidiness and hygiene, followed by a short devotional involving a song, a prayer, and a Bible reading. The daytime was taken up with recreational activities including at least one day trip to either Hengistbury Head or the Isle of Wight, afternoon trips to Milford-on-Sea, or a treasure hunt in the New Forest. As a family we all enjoyed going down to Brockenhurst a week or so in advance to prepare for this, when we would compose a poem giving clues to the route.   But the most important part of the camp programme was without question the meeting we held in the marquee each evening. These involved worship, prayer, testimonies, and preaching followed by an appeal. Every year we saw dozens of young people respond, either for salvation or for a renewed commitment to Christ. And many were filled with the Holy Spirit and began to speak in other tongues. I still receive testimonies from people, now in their sixties, of how they met with God in those meetings.   After each meeting there was a break when we opened our tuck shop for half an hour. This was followed by a time of singing in the marquee, or, once a week, around a camp fire. The only exception to this was the long hot summer of 1976 when we were at camp for three weeks and when everywhere was so dry that it was illegal to light fires anywhere in the New Forest. Those weeks spent at camp during the seventies were wonderful times of blessing for all involved and form some of the happiest memories of my life.   But such blessings do not come by accident. They come as the result of prayer, commitment, and teamwork. None of it would have been possible without the dedicated help of Basingstoke church members like Hilda Gibbons, and visiting pastors and their wives who over several years brought their young people to camp and shared in the work and ministry. Of special note among these were Mike and Beryl Godward from Corringham, Brian and Audrey Quar from Crossacres, Manchester, and Colin Blackman from Tonbridge Wells, all of whom became good personal friends.   But these were not the only relationships that were formed or developed at camp. We really got to know our own young people much better too. Some of them came down early to help unload cans of food from the minibus and to assist in the erection of the tents, and I learned that forming relationships with young people, letting them know that you love them rather than just preaching at them, was the way to gain their loyalty and respect. This is essential if we want them to follow our example in following Christ (1 Corinthians 11:1).   One example of this was Linda. She, along with her twin sister, Sue, had become regular attenders at our Friday night youth meeting. On one occasion we were having a sausage-sizzle in the church grounds. Linda was standing next to me looking into the fire when she told me she was thinking of leaving us. So, putting my arm round her shoulder, I said to her, Oh don't leave us Linda. We all love you. We'd really miss you. Linda didn't leave us, and her relationship with Eileen and me deepened when she came to babysit for us from time to time. I recently discovered a letter she had written to Eileen in 1974 in which she said, Entering your home is so different… there's such a lovely atmosphere within it...  as soon as I entered the home I felt more confident in myself. Thanks for talking to me, so far since I've spoken to you I've felt up on top of the world… I want to say a big thank you, but I don't think I could ever write or say it the way I feel to a friend like you... Thank you for praying for me.   Later, when her leaving college coincided with my becoming principal at Mattersey, Linda became my secretary, only leaving when she married a student from Switzerland, where she now lives. But in 2012 she made a surprise visit to England when she came to our Golden Wedding anniversary. Of course, Linda was an exceptional case, but her story does illustrate the value of making time to develop relationships with children and young people wherever possible.

My Story   Talk 16   Ministry in Basingstoke (1968-78) Part 1 Welcome to Talk 16 in our series where I'm reflecting on God's goodness throughout my life. Today I'm going to begin by telling you how in January 1968 we came to move from Colchester to Basingstoke.   During 1967, as part of my SPF travels, I was preaching in Oxford when an old friend from the Elim church asked to see me. He was hoping that an Assemblies of God church might be planted there and wanted to find out if I would be interested in coming to take over its leadership. I told him that I would pray about it but that my initial reaction was that I did not feel any sense of leading in that direction.   Some weeks later, I had an unexpected phone call from my friend Michael Collins who, as I have already mentioned, was a fellow student with me at Oxford and part of the original SPF group there. He told me that he had heard from Oxford that I might be thinking of leaving Colchester and that, if that were the case, he wanted to sound out whether I might be interested in coming to Basingstoke.   He explained that they were looking for a pastor and would like to invite me to come and preach one Sunday. The church had not had a pastor for three years and numbers had dwindled to only 12 people. Although they were not able to pay me much, the potential was great, as they had a new building on a large piece of land and Basingstoke had a rapidly expanding population.   This was an exciting challenge, but numbers at Colchester were now around 80 and I was relatively well paid. Did I really want to take on another small church and take a substantial drop in income? And did we really want to leave behind the many friends we had made at Colchester? So I told him that I did not think it likely that the Lord would move me from Colchester but that if they wanted me to preach for one Sunday I would be happy to do so.   As far as moving there permanently was concerned, I determined in my heart that I would only consider it if I received a unanimous invitation from the members of the church. We would also need them to provide housing for us, as the salary they were likely to offer would be far too low for us to be able to get a mortgage.   These matters were discussed when I went to preach there, and the financial position was clarified. The church's income was £14 a week. £8 of this was taken up with mortgage repayments on the new church building and, if they needed to provide us with accommodation, the remaining £6 would be taken up with that. So anything they could offer me would be an act of faith on their part – and required not a little faith on my part too!   In the circumstances, I thought it highly unlikely that they would be able to meet the criteria I had set, but 100% of the members did vote to invite me, and after a couple of months I heard that they had been able to purchase a house for us. Taking this to be the will of the Lord, we informed the friends at Colchester of our decision, sold our bungalow, and moved to Basingstoke in January 1968. The move to Basingstoke went smoothly and the house the church provided, a typical three-bedroomed semi-detached, had the advantage of central heating, a luxury we had not been used to. With the profit we made on the sale of our bungalow in Colchester, we were able to have new fitted carpets throughout, and to buy furniture for the lounge as well. We also bought a small second-hand car, having left the minibus in Colchester.   We were welcomed warmly by the church members, and the building was packed for my Induction Service with people from other churches who had come to show their support. The speaker was Billy Richards, the AoG pastor at Slough, in his capacity as Chairman of the West London District Council. His cousin, Bill Mitchell, who was an elder in the church, was at the piano, and we were inspired by his God-given talent and grateful for his commitment to play at every meeting. Other key people were the deacons, Janet Collins (Church Secretary), John Nicholson (Treasurer), David Moncaster (Sunday School Superintendent), and Michael Collins.   Another person who was present at the Induction Service and to become an asset to the church was William Kay, who had written to me asking advice as to how he could serve the Lord after he had graduated from Oxford. As he had come to Christ while he was at university and had had no real experience of life in a local church, I told him that this should be his first priority and made a few suggestions as to where he might go, adding as a PS that I was moving to Basingstoke and that he might like to come and help with the work there. Which he did, and within a few months a young schoolteacher, Anthea Bell, was to join our church and eventually become William's wife and a great asset to the church.   At the beginning of our time there, Eileen's primary role, of course, was looking after Debbie and Sarah, who were still under school age, and then Jonathan who was born in October 1970. However, she was soon to find an outlet for her ministry when we started our church pre-school playgroup, but more of that later.   Niggling doubts So overall there was much to encourage us during our first few months at Basingstoke, but we were missing Colchester and both Eileen and I were having doubts as to whether we had done the right thing in moving. Part of the reason for this was that when I had given up my teaching job we'd had real confirmation about it through the gifts of the Spirit, but we'd had no such confirmation about moving to Basingstoke. Could we have really missed the will of God on such an important matter?   The answer came in a posthumously published article in Redemption Tidings written by Donald Gee. He was talking about how a church should choose a pastor (and, by implication, how a pastor should choose a church). He said that such matters should be determined by sound judgment and sanctified common sense, and not by the operation of spiritual gifts. And this came from the pen of a world-renowned Pentecostal leader and author of Concerning Spiritual Gifts.    This was just the reassurance I needed, and I later came to realise that God's will is not difficult. By definition, God wants his will, and if we really want it, he will ensure that we get it! We will prove his good and perfect and acceptable will if our lives are truly consecrated to his service (Romans 12:1-2).   Church growth And, of course, one major aspect of God's will is that he is not willing that any should perish, but that all should come to repentance (2 Peter 3:9). In the years we were there, Basingstoke was the fastest growing town in England and there was a vast harvest field on our doorstep waiting to be reaped. We sought to do this in three main ways – personal evangelism, evangelistic missions, and children's and youth work.   Personal evangelism In those days the primary way of seeking to win others for Jesus was to invite people to church where they would hear the gospel. This was something we did every Sunday night in our Gospel Service, even if very often the only people there were already Christians. However, even if today it's easy to criticise this style of evangelism, it did have the advantage of regularly reminding Christians of what the gospel is and the urgency of proclaiming it.   But clearly the Gospel Service approach to evangelism would not be enough. Neither would a leaflet inviting people to our meetings, unless of course it contained a clear gospel message. Jesus did not command his disciples to go into all the world and invite people to gospel meetings. He commanded them, and he commands us, to go into all the world and preach. God's people needed to be trained how to do so.   While I was at Colchester I had completed a course on personal evangelism produced by Billy Richards and I had found this very helpful. So I decided that in our Wednesday night Bible Studies I would teach the people at Basingstoke the principles I had learned from this. We then embarked on a programme of door-to-door work, conducting a ‘religious opinion survey', and found that most people were willing to share their views with us and for us to share the gospel with them. Admittedly, not many came to church as a result, but at least they had heard the gospel.     Evangelistic Missions But our biggest attempt at reaching people with the gospel was in 1970 when we organised a fortnight's evangelistic and healing mission conducted by evangelist Melvin Banks. I invited Melvin for two reasons. First, he was clearly gifted as an evangelist, and I had come to understand that my own gift was predominantly that of a teacher. And secondly, because remarkable results were being reported of hundreds being saved and healed through Melvin's ministry, and I strongly believe that healing is one of the signs that God gives us to confirm the message of the gospel.       In preparation for his coming, we spent months training the people for this big event, which was to be held in the Basingstoke Town Hall, not in our church, and got them ready for an intensive follow-up programme of personal visitation to the homes of those who made a decision for Christ. We printed thousands of leaflets which were designed by Melvin and which majored strongly on some of the many miracles he had seen in his ministry.   Not surprisingly, on the very first night the Town Hall was packed. Melvin did not preach about healing. He preached salvation. And to my amazement, when he made the gospel appeal, 57 people raised their hand. And then he prayed for the sick.  And miracles happened. It was the same every night throughout the fortnight, and by the end over 600 people had signed decision cards.   I thought we were experiencing a real revival! But sadly, when our team of trained follow-up workers visited their homes, it became apparent that the vast majority had not really understood what they were doing. They had come to the meetings because they wanted to be healed and that was why they had raised their hands, even though, to be fair to the evangelist, the message he preached was not about healing, but salvation.   Out of the 600 who had raised their hands, only 12 people were added to our church. Of course, we thanked God for the 12, and we had the satisfaction of knowing that the others had at least heard the gospel, but the sense of disappointment among our people was palpable. And I came to the conclusion that at least part of the problem was the advertising.   People with a longstanding physical ailment will understandably try anything to relieve their suffering, and that's what they have in mind throughout the meeting, even while the evangelist is preaching. They are prepared to do anything he tells them to, so when he tells them to raise their hand, they do, but it's a mistake to assume that that means they are saved. And as I thought more about it I realised that Jesus and the apostles did not advertise their healings. Their healings were the advertising.   So, somewhat disillusioned by this style of evangelism, it was six years before I decided to invite another evangelist for a series of meetings. I eventually asked my old pastor, Alfred Webb – who was really an evangelist rather than a pastor – if he would come and do a week's teaching on personal evangelism followed by a week of meetings where he would preach the gospel. And this time I encouraged the people to pray for an outstanding miracle of healing that would take place before the evangelist came.   And those prayers were answered in a rather dramatic way the Sunday after Easter. It was the evening service, and I was preaching about Thomas. He was the disciple who had been absent when Jesus, three days after he was crucified, appeared to his disciples on Easter Sunday. When the other disciples told Thomas that Jesus was alive, he simply refused to believe it. It was impossible!   But a week later Jesus appeared to him too and showed him the wounds in his hands and feet. I remember saying something to the effect that the same Jesus whom Thomas had been able to see and touch was present with us right now even though we could not see him.   After the sermon, as we sang a closing song, a middle-aged woman walked – I should say hobbled – to the front of the church. This was a complete surprise to me as she had never been to our church before and I had not invited people to come forward for prayer, as we sometimes do. Neither had I mentioned healing.   So I went to her and asked: Can I help you? She responded by saying: If Jesus is present as you say he is can he heal me now? Immediately I knew that this was the miracle we had been praying for. He can and he does! I said. Be healed in the name of Jesus!   And she RAN back down the aisle, instantaneously and completely healed. I found out later that her name was Ruby. She and her husband, John, both became Christians and members of our church.   And when we produced the leaflets that would inform people about the visit of Alfred Webb, we told Ruby's story and used it to point out that we all have a greater need than the healing of our bodies. What really matters is the healing of our souls, the forgiveness of our sins, which is available to all who will come to Jesus.   While Alfred Webb was with us about 20 people made decisions for Christ and about 12 of them were added to the church – a far higher percentage than the 12 out of 600 people who had signed decisions cards in the Melvin Banks meetings.                

In this week's episode, we're live from the ABA's Forum on Construction Law 2025 Annual Meeting with special guest Luis Spinola, founder of the Azteca Omega Group a leading construction services organization he has grown over 40 years. Born in Mexico City and trained as an engineer, Mr. Spinola immigrated to the U.S. in 1983 and built AOG's three companies to serve municipal and federal sectors across aviation, education, transportation, and more. A committed advocate for the construction and Hispanic communities in Dallas-Fort Worth, he has held leadership roles with the Regional Hispanic Contractors Association, TEXO, and Parkland Hospital Foundation.Our conversation centered around the basic principles of taking care of people, communicating well, putting family first, and planning for the future.  We hope you love this wonderful live episode!  We'd love to hear from you! Send us a text message here!|| Connect with Us || Check out all our episodes on all major streaming platforms, and further engagement with the 17Twenty crew on social media at:https://17twenty.buzzsprout.com/https://www.linkedin.com/company/17twentyhttps://www.instagram.com/17twentypodcastGrab your copy of the Mountain Mover Manual: How to Live Intentionally, Lead with Purpose, and Achieve Your Greatest Potential, by Kevin CareyOriginally in print:https://amzn.to/441OPeHAnd now available on Audible:https://adbl.co/45YIKB2

My Story Talk 15 Ministry at Colchester 1962-68 Part 3 Welcome to Talk 15 in our series where I am reflecting on God's goodness to me throughout my life. Today is the final talk about our ministry in Colchester between 1962 and 1968. These were the first few years of our married life and so far I have shared with you about the birth of our first two children, our housing, employment, holidays and transport.   We have talked about the growth of the church and the reasons for it, testified to an outstanding miracle, explained how I got to know more about Assemblies of God, and how God called me to give up my teaching job and go into full-time ministry.   Today I'll be sharing first how this led me into a wider ministry, and concluding with two important lessons I felt God was beginning to teach me.   A wider ministry – the Students' Pentecostal Fellowship If I had thought initially that God's purpose in leading me into full-time ministry was just so that I could give more time to the local church, I was soon to learn otherwise. It certainly did that, but I soon began to receive invitations to preach in churches at weekend conventions, and, more significantly, to speak in Coleford at a National Day School Teachers' Conference on the relevance of the baptism in the Holy Spirit in day school teaching today.   It was there I met members of the AoG Home Missions Council and the National Youth Council who, if I remember correctly, had jointly organised the conference. The invitation came, no doubt, not only because I was a pastor who had until recently been a schoolteacher, but also because of my ministry in praying for people to receive the baptism and my role in the Students' Pentecostal Fellowship.   I have already mentioned how, while I was at Oxford, I was asked to share my testimony at the AoG National Youth Rally held in the Birmingham Town Hall and to contribute an article in Redemption Tidings entitled Pentecost in Oxford University. So I was by no means unknown in the wider fellowship, and it was probably not surprising that, when Richard Bolt resigned as Travelling Secretary of the SPF, I should be asked to take over his role of visiting colleges and universities, preaching and praying for students to be filled with the Spirit, which of course would not have been possible if I had remained in school teaching.   Universities where I conducted meetings on those early SPF travels included Oxford, Cambridge, Leicester, Loughborough, Nottingham, Durham, and Newcastle. Later, after I had left Colchester, I also preached in the University of Louvain (Leuven) in Belgium, and in 1972 in the majority of universities in the state of Illinois.   The purpose of all these meetings was to tell people about the baptism in the Spirit, explain why it was biblical, and to pray for them to receive as I laid hands on them at the close of the gathering. Among the many who received were the chaplain of Queen's College, Cambridge, and William Kay a student at Trinity College, Oxford, who had come to Christ at a Billy Graham meeting in London.   Valentine Cunningham, a student at Keble College, and the son of an AoG pastor, invited William to a meeting he had organised where I was to preach on the baptism in the Spirit. After he graduated he became a member of my church in Basingstoke, a close friend, a lecturer at Mattersey Hall Bible College, and a university professor who has contributed much to Pentecostal education around the world.   Val Cunningham went on to become Professor of English at Oxford and was a great help to me when I wrote Be Filled with the Spirit, a booklet published by the SPF, which proved to be the springboard for my ministry as an author.   Other former SPF members who became professors were John Miles and Michael Collins. John, after spending some years as a missionary in Congo became Professor of French at Wheaton, and Michael, after serving as SPF General Secretary, became Professor of Engineering at City University, London.   He was succeeded as SPF General Secretary by Andrew Parfitt, who after spending years in school teaching, became an AoG minister, as did Jeff Clarke who received the baptism under my ministry while he was a student at Oxford, and David Littlewood who received while was a student at Essex.   It is clear from all this that during the course of my lifetime Pentecostals have moved on from being suspicious of higher education to embracing it and playing an active role within it. This will become even clearer when we consider in a later talk the educational developments in our Bible Colleges.   Lessons I learnt at Colchester Of course, I myself had never been to Bible College. And although I had received excellent teaching from my father and from Leslie Moxham, my pastor at Elm Park Baptist, I had received no formal training for ministry, and back then there was no provision in Assemblies of God for supervision from a more experienced minister. So I was very much learning on the job and was conscious of my need for the guidance, help, and the enabling of the Holy Spirit.   But my experience at Colchester taught me many lessons. The most significant of these was learning to trust God for our needs after I had relinquished my secular employment, which I have already mentioned. But there were two other areas the importance of which I began to understand more clearly. These were:   o   the nature of the ministry God had given me o   the importance of a balanced theology of healing.        The nature of the ministry God had given me In my teens I had been greatly impressed by the ministry of Billy Graham. I had seen thousands of people walk forward in response to his appeals for salvation. Surely this kind of evangelism must be the answer and, when I felt the call to the ministry at the age of 16, I soon began to have dreams of becoming an evangelist. Later, after I was baptised in the Spirit, I came to see the importance of healing in evangelism and, as I have mentioned previously, was greatly influenced by Richard Bolt who was seeing remarkable healings in his evangelistic crusades.  And at that time the American Pentecostal evangelist T. L. Osborn had made his books on healing available to students free of charge and I had read them avidly.   So I now wanted to be a healing evangelist, a desire which was evident in the two evangelistic and healing missions I conducted at Colchester. And that was why, although I shared with others the responsibility of preaching and teaching on Sunday mornings and midweek Bible Studies, I always did the preaching at the Sunday evening Gospel Service.   But when Harold Womersley, veteran missionary of the Congo Evangelisitc Mission visited us on itinerary, he asked me – purely out of interest, I think – about what I was teaching at our Bible Study meetings. And when I told him that, when it was my turn, I just gave whatever word the Lord had put on my heart, he graciously suggested that as the pastor it was my responsibility the feed the flock by regular and systematic teaching of the truths of God's word.   This, I think, would have been at about the time that I had given up my school teaching job, and so, taking his words to heart, I set about planning various series of weekly Bible studies, and I discovered that I really enjoyed it and, to my surprise, so did those who came to hear me. It was gradually dawning on me that my primary ministry was not to be evangelism – though I have not been totally unsuccessful in that area – but teaching.   Of course, I had no idea then how that teaching gift would eventually be expressed not only in churches, but also as a Bible College principal and as a writer. But that brings me to another closely related lesson I began to learn at Colchester, the importance of a biblically balanced doctrine of healing.   The importance of a balanced theology of healing As I mentioned at the beginning of this series, ever since my father told me of the healing of my aunt who had been deaf and dumb from birth, I have always believed that God still works miracles of healing today. I grew up with the belief that everyone could be healed if only they had enough faith and that the lack of miracles today was entirely due to lack of faith.   This understanding was confirmed by the teaching of Richard Bolt and the books of T.L.Osborn and was directly related to the doctrine that Jesus died not only for our sins, but for our sicknesses too. We can claim our healing in just the same way as we can claim forgiveness of sins, and all because Jesus died for us. I embraced this teaching wholeheartedly, and that is what I preached.   But my experience as a pastor in Colchester didn't always seem to confirm this doctrine. It was great when we saw people healed, but what could I say to those who were not? Did I really have to tell them that the reason they were not healed was lack of faith, or that there must be some unconfessed sin in their life? And whereas this might apply in some cases, it surely was not true of all?   I simply could not believe, for example, that when Jack Joliffe was diagnosed with a cancer that first disfigured him and eventually destroyed him, it happened because of lack of faith or some secret sin. I knew him too well. He was a godly man, full of faith, and an elder of our church. It's all too easy for evangelists to preach these doctrines and then move on, while pastors are left with the care of Christians who have not been healed and have been wounded by the teaching that if they are sick it is somehow their fault.   But it is not my intention in this talk to repeat what I have already said at length elsewhere. My rejection of this view is comprehensively explained in my Ph.D. thesis, Healing and the Atonement, where I argue that, although there is a sense in which healing may rightly be understood to be in the atonement, it is not true to say that Jesus died for our sicknesses in exactly they same way that he died for our sins. I have also explained this in my book Just a Taste of Heaven – a biblical and balanced approach to God's healing power, which is available from my website www.davidpetts.org.   I simply mention it here because it was at Colchester that I began to question what I had previously believed about healing. Of course, we mustn't build our doctrine on our experience, but if our experience doesn't tally with our doctrine it's always good to consider whether we've understood the scriptures correctly.   So I was learning important lessons at Colchester which were to stand me in good stead for the next ten years when we would be pastoring the assembly in Basingstoke. Life is a continuing process of learning and sometimes unlearning, and Basingstoke was no exception. Next time I'll begin by telling you how we came to move there.  

Originally recorded and released April 15, 2025 Passover Seder Join us for this critical and special Passover Seder broadcast! Be part of this meaningful evening of remembrance, reflection, and celebration as we honor God's faithfulness throughout history. AOG: https://buff.ly/FN2q8KE YouTube: https://buff.ly/AbARBd5 Rumble: https://buff.ly/5wU0zpb X: https://buff.ly/pOrqR2R #prophecy #Amandagrace #Christian #Christianity #Jesus #faith #inspirational #Arkofgrace #prophetic #seder #passover #communion #bodyofchrist #passoverseder #history #mealtime #God #JesusisLord #Holyspirit #amen

My Story  Talk 14 Ministry in Colchester 1962-68 Part 2 Welcome to Talk 14 in our series where I am reflecting on God's goodness to me throughout my life. Last time we began to talk about the years we spent in Colchester and I shared with you how the church grew during our time there and some of the reasons why.   I finished by saying that I felt the Lord was showing us that the key to growth was to follow the supernatural leading of the Holy Spirit. Miracles happen as he determines and I was certainly not expecting what happened one Saturday evening.   I had gone down to the church at about nine in the evening to attend to a window that would not open. As it was still fairly light, I did not at first turn the lights on. After a few minutes, however, I realised that I needed more light, so I switched them on. I mention this apparently trivial fact because, as it happens, the timing was perfect. Within half a minute someone was knocking at the church door. He later told me that he would not have stopped if he had not seen the light come on just as he approached the church .   The man was in his thirties, well over six feet tall. He stood in the doorway, with tears in his eyes. I recognised him because, although he did not come to church , his grandmother had attended regularly until she died about six months earlier. I had met Billy  at the funeral and had remembered his name.   Come in Billy, I said. What's the matter?   Then he told me his story. He had gone to work as usual on Friday morning and had worked later than usual doing some overtime. When he arrived home late that evening, he called out to his wife, but Ingrid did not reply. As he could not imagine where she might be, he searched the house looking for her. He found her in the bedroom, on the bed, unconscious, an empty bottle of sleeping tablets  beside her.   Ingrid was rushed into hospital, but they were by no means confident that they would be able to resuscitate her. On Saturday there was no improvement. She was in a coma . By this time Billy  was frantic. He was pacing up and down at home, when suddenly he noticed a photo of his grandmother on the piano. If only she had been still alive! She would have prayed ! So Billy tried to pray , but he just didn't know what to say. So he jumped on his motorbike and headed for our church . As he approached it, he thought that no one was there and was about to drive past when suddenly the lights came on! I said to him: Billy, I'll tell you why you can't pray . The Bible says that God's ear is not deaf so that he cannot hear, but it's the things we've done wrong that have created a barrier between us and God.   I asked him if he had ever asked Jesus  to be his Saviour and to forgive him for the wrong things he'd done, and he said, No. When I asked him if he would like to, he said, Yes, and together we prayed  and asked Jesus to come into his life.   Then I prayed for Ingrid and, as I did so, my prayer turned into a command: In the name of Jesus, I rebuke this coma and command her to come out of it!   This seemed a strange thing to say, as Ingrid was two miles away in the Essex County Hospital, and even if she had not been in a coma, she would not have been able to hear me at that distance! By then it was half past nine. I told Billy  that Ingrid would be all right, and that he could go home – but as soon as he had gone I found myself doubting. What will I say to him if his wife dies?   When Billy got home, he thought he would not be able to sleep so he sat down in an armchair. He told us later that at that moment he saw a bright light  and felt a sensation of warmth flow through his body from the top of his head to the soles of his feet. The next thing he knew, it was 9 o'clock on Sunday morning. He rushed into hospital to see how his wife was and was told that she had come out of her coma . Please, he said, can you tell me exactly when it was?   The nurse consulted the notes and replied: Yes, it was at exactly half past nine last night. Billy was able to take her home that afternoon. She too became a Christian and they both became members of our church .   This was by far the greatest miracle we saw while we were at Colchester, but the growth of our church during the time we were there was not primarily due to miracles or our evangelistic and healing missions. It was due, as I have said, to the Lord's strategy in placing me in a school where I could freely teach the children about Jesus, to his giving me at the same time key people to help start a youth meeting, and to the commitment of people who were prepared to exchange their car for a minibus.   And as the congregation grew due to the influx of young people, adults were attracted to join us – some from other churches, others who had just moved into the area, and others who were baptised in the Spirit through my ministry in the early days of what came to be known as the Charismatic Renewal.   Getting to know Assemblies of God For the first twenty years of my life I attended a Baptist church and had never even heard of Assemblies of God. Church attendance during the three years I was at Oxford involved going to the Elim church in term time and the AoG in Dagenham during vacations. So, when I accepted the pastorate of the AoG church in Colchester, I had had relatively little experience of AoG, and I am grateful that during our years at Colchester I was able to get to know more of its ministers and how the fellowship functioned at a national level.   I have already mentioned some of the ministers who came to preach at our annual conventions, but we were also blessed by visits from those who came to us on itinerary to tell us of the work they were doing for the Lord, to inspire our faith, and to encourage our support for their particular area of ministry. These included missionaries like Roy Leeming pioneering a church in Belgium, Colin Blackman representing the Lilian Trasher orphanages in Egypt, Harold Womersley from the Congo Evangelistic Mission, and David Newington from Lifeline to Africa.   We also had visits from Michael Jarvis and Keith Monument. Michael was the AoG National Youth Secretary and Keith the Home Missions Secretary. I was impressed by the passion of these men to win people for Jesus and both were eventually to become good friends for many years. I recently had the privilege of paying a tribute at Keith's funeral service. Keith was a few weeks short of his 99th birthday when he died and had travelled over a million miles in Britain during his ministry for Home Missions.   But apart from the visits of such wonderful people, I also got to know AoG better by attending its Annual General Conference and the quarterly meetings of the Essex District Council. It was through the DC meetings that I learned that, if I wanted to become recognised as an AoG minister, I must first apply for Probationary Status. This would last for two years and then I could apply for Full Status. So in 1964, having already been the pastor at Colchester for two years, I applied for Probationary Status.   I'm so glad that the system has since been radically improved and that those who apply for status must now undergo a period as Ministers-in-Training, but back then my eligibility was assessed simply by two ministers coming to hear me preach, after which the only supervision I received was one of them saying, Go on giving them the good Word of God, brother.   After that, I was left to my own devices for two years until in 1966 I was granted Full Status on the basis that my ministry was bearing fruit and was ordained at General Conference held in Clacton in May of that year. And it was during that conference that God clearly spoke to me and told me to give up my teaching job and trust him to provide for our needs.   The call to full-time ministry When I felt the Lord calling me to the ministry at the age of 16, I naturally assumed that it would be my full-time occupation. And that was certainly the desire of my heart. But when we had started at Colchester the church was so small that they could not possibly pay me an adequate salary and that was why I was school teaching. And even though, by 1966, the church had grown considerably, the weekly offerings amounted to only £11 a week and I needed at least £18 a week to cover all our expenses.   So when, at a Home Missions rally on the opening night of the Assemblies of God conference, pastor Eddie Durham began his sermon by throwing down a motorcycle gauntlet and challenging young men to give their lives full-time to the work of the ministry, I initially reacted by saying to God, That's all very well, Lord. But you know that I would love to be full-time, but that simply is not possible at the moment.   But I knew that with God all things are possible, and so I added, But I'm willing to step out in faith if you will only make it clear that now is the time for me to do so. And if I am to hand in my notice to the school, I will need to know by the end of this conference.   I said this because my contract required that I hand in my notice by the end of May if I were not going to return to school in September. I went back to the conference meetings night after night – I could not be present during the daytime because I was teaching – and all I can say is that in one way or another the Lord spoke to me in every meeting confirming that I should give up my teaching job and trust him to meet our needs.   Of course, I shared all this with Eileen who had not been able to attend the meetings because she was at home looking after the girls, and she readily agreed that I should do whatever I felt the Lord was telling me. We told no one else about this, and when what I felt the Lord was saying was confirmed through spiritual gifts in church the following Sunday morning, I made up my mind that I would ask to see the head master the very next day.   But how do you tell a man who professes to be an atheist that God has spoken to you? Well, you just tell him! And actually he was quite understanding. He just asked if I could consider delaying it for another term so that he could find a replacement. I think I told him, out of courtesy, that I would think about it, but in my heart I felt sure that it would not be necessary. And, sure enough, a few days later he came to me and said that quite unexpectedly he had already found a replacement for September.   When they heard the news that I was leaving, colleagues at work made comments like, David, you must have great faith. To which I replied, Well, it's not so much a matter of faith as of obedience. I just know it's what I have to do. And that's what I told the church the following Sunday morning. I made it clear that I was not looking to the church to meet our needs, but I was trusting the Lord. Some said that they thought I should have consulted them before making the decision, but I replied by explaining that I had not wanted to be influenced by man, but only by what God himself was saying.   Shortly after that, the church held a meeting and discussed what they should do in the circumstances. The outcome was that they decided that they wanted to trust the Lord with me and that from then on they would pay me 75% of whatever came in the offering and they would meet the ongoing needs of the church from the remaining 25%. Of course, Eileen and I were very encouraged by this even though, judging by the level of offerings at the time, what they would give us would fall far short of what we needed.   However, almost immediately, the regular offerings doubled as the people rose to the challenge, and by the time we left Colchester I was receiving a more than adequate salary. Admittedly, for the first year our faith was being tested, but God is faithful and throughout that time we never went without a meal, even though sometimes the best we could do was beans on toast!   Of course, we were careful with our money. We made sure that all the bills were paid and then spent whatever was left on food! Hadn't Jesus said that we should not be anxious about what we were to eat or drink? Our Father in Heaven would supply our need. And he did, even if for a while we had to cut out luxuries like biscuits and if the girls had to drink water rather than orange squash!    And thanks largely to Eileen's positive attitude, they never complained. They grew up to understand that, however hard up we may feel, in this country we enjoy a higher standard of living than 99% of the rest of the world's population. I am so grateful that financial prosperity has never been high on the agenda of any of our children, and God has blessed them for it. But learning from experience that God was able to meet our needs was by no means the only benefit of giving up my teaching job. It opened the door to a much wider ministry.  

Episode 188: RSV Management and PreventionDr. Sandhu and future Dr. Mohamed summarize the management of RSV and describe how to prevent it with chemoprophylaxis and vaccines. Dr Arreaza adds some comments about RSV vaccines.Written by Abdolhakim Mohamed, MSIV, Ross University School of Medicine. Comments by Ranbir Sandhu, MD, and Hector Arreaza, MD.You are listening to Rio Bravo qWeek Podcast, your weekly dose of knowledge brought to you by the Rio Bravo Family Medicine Residency Program from Bakersfield, California, a UCLA-affiliated program sponsored by Clinica Sierra Vista, Let Us Be Your Healthcare Home. This podcast was created for educational purposes only. Visit your primary care provider for additional medical advice.What is RSV? -The Respiratory syncytial Virus (RSV) is an enveloped, negative-sense, single-stranded RNA virus of the Orthopneumovirus genus within the Pneumoviridae family. -RSV is a major cause of acute respiratory tract infections, particularly bronchiolitis and pneumonia, in infants and young children, and it also significantly affects older adults and immunocompromised individuals. -RSV infections cause an estimated 58,000–80,000 hospitalizations among children younger than 5 years and 60,000–160,000 hospitalizations among adults older than 65 years each year.-RSV is highly contagious and spreads through respiratory droplets and direct contact with contaminated surfaces. The virus typically causes seasonal epidemics, peaking in the winter months in temperate climates and during the rainy season in tropical regions. -Virtually all children are infected with RSV by the age of two, and reinfections can occur throughout life, often with milder symptoms.-Per the 2014 Clinical Practice Guideline: The Diagnosis, Management, and Prevention of Bronchiolitis, from the American Academy of Pediatrics, the most common etiology of bronchiolitis is RSV. -About 97% of children are infected with RSV in the first 2 years of life, about 40% will experience lower respiratory tract infection during the initial infection. Other viruses that cause bronchiolitis include human rhinovirus, human metapneumovirus, influenza, adenovirus, coronavirus, and parainfluenza viruses.When is RSV season?-Classically, the highest incidence of infection occurs between December and March in North America. Per CDC, there were typical prepandemic RSV season patterns, but the COVID-19 pandemic disrupted RSV seasonality during 2020–2022. -Before we dive into the seasonality patterns, for context, in order to describe RSV seasonality in the US, data was gathered and analyzed from polymerase chain reaction (PCR) test results reported to the National Respiratory and Enteric Virus Surveillance System (NREVSS) during July 2017–February 2023. -Seasonal RSV epidemics were defined as the weeks during which the percentage of PCR test results that were positive for RSV was ≥3%. Per 2017–2020 data, RSV epidemics in the United States typically follow seasonal patterns, that began in October, peaked in December or January, and ended in April. -However, during 2020–21, the typical winter RSV epidemic did not occur. The 2021–22 season began in May, peaked in July, and ended in January. -The 2022–23 season started (June) and peaked (November) later than the 2021–22 season, but earlier than prepandemic seasons. CDC notes that the timing of the 2022–23 season suggests that seasonal patterns are returning toward those observed in prepandemic years, however, warn that clinicians should be aware that off-season RSV circulation might continue.Treatment of RSVSome key points of the 2014 pediatric guidelines from the American Academy of Pediatrics.-AAP strongly do not recommend beta agonists or steroids for viral associated bronchiolitis because of no significant improved outcomes. “Clinicians should not administer albuterol (or salbutamol) to infants and children with a diagnosis of bronchiolitis (Evidence Quality: B; Recommendation Strength: Strong Recommendation).”-Epinephrine is not recommended for infants and children with a diagnosis of bronchiolitis (Evidence Quality: B; Recommendation Strength: Strong Recommendation).-Nebulized hypertonic saline should not be administered to infants with a diagnosis of bronchiolitis in the emergency department (Evidence Quality: B; Recommendation Strength: Moderate Recommendation), but hypertonic saline may be administered when they are hospitalized (Evidence Quality: B; Recommendation Strength: Weak Recommendation [based on randomized controlled trials with inconsistent findings]).-Chest physiotherapy should not be used in infants and children with a diagnosis of bronchiolitis (Evidence Quality: B; Recommendation Strength: Moderate Recommendation).-Antibiotics should not be administered in bronchiolitis unless there is a concomitant bacterial infection, or a strong suspicion of one (Evidence Quality: B; Recommendation Strength: Strong Recommendation).-Oxygen therapy may not be administered if the oxyhemoglobin saturation exceeds 90% in infants and children with a diagnosis of bronchiolitis (Evidence Quality: D; Recommendation Strength: Weak Recommendation [based on low level evidence and reasoning from first principles]).-Clinicians should administer nasogastric or intravenous fluids for infants with a diagnosis of bronchiolitis who cannot maintain hydration orally (Evidence Quality: X; Recommendation Strength: Strong Recommendation).How do we prevent RSV?Infant Immuno-prophylaxis:A clinical trial in 2022 demonstrated that a single injection of nirsevimab (Beyfortus®), administered before the RSV season, protected healthy late-preterm and term infants from RSV-associated lower respiratory tract that required medical treatment. Nirsevimab is a monoclonal antibody to the RSV fusion protein that has an extended half-life.Additionally, on August 3, 2023, the Advisory Committee on Immunization Practices (ACIP) recommended nirsevimab for all infants younger than 8 months who are born during or entering their first RSV season and for infants and children between 8-19 months who are at increased risk for severe RSV disease and are entering their second RSV season. On the basis of pre-COVID-19 pandemic patterns, nirsevimab could be administered in most of the continental United States from October through the end of March.Maternal Vaccination: The CDC recommends the administration of the RSVPreF vaccine to pregnant women between 32 0/7 and 36 6/7 weeks of gestation. This vaccination aims to reduce the risk of RSV-associated lower respiratory tract infection in infants during the first 6 months of life.At this time, if a pregnant woman has already received a maternal RSV vaccine during any previous pregnancy, CDC does not recommend another dose of RSV vaccine during subsequent pregnancies.Older individuals: -Each year in the U.S., it is estimated that between 60,000 and 160,000 older adults are hospitalized and between 6,000 and 10,000 die due to RSV infection-ABRYSVO's approval will help offer older adults protection in the RSV season.-On June 26, 2024, ACIP voted to give these recommendations: all adults older than 75 years and adults between 60–74 years who are at increased risk for severe RSV disease should receive a single dose of RSV vaccine (Abrysvo®).Even without trying, every night you go to bed a little wiser. Thanks for listening to Rio Bravo qWeek Podcast. We want to hear from you, send us an email at RioBravoqWeek@clinicasierravista.org, or visit our website riobravofmrp.org/qweek. See you next week! _____________________References:Hamid S, Winn A, Parikh R, et al. Seasonality of Respiratory Syncytial Virus — United States, 2017–2023. MMWR Morb Mortal Wkly Rep 2023;72:355–361. DOI: http://dx.doi.org/10.15585/mmwr.mm7214a1Hammitt LL, Dagan R, Yuan Y, Baca Cots M, Bosheva M, Madhi SA, Muller WJ, Zar HJ, Brooks D, Grenham A, Wählby Hamrén U, Mankad VS, Ren P, Takas T, Abram ME, Leach A, Griffin MP, Villafana T; MELODY Study Group. Nirsevimab for Prevention of RSV in Healthy Late-Preterm and Term Infants. N Engl J Med. 2022 Mar 3;386(9):837-846. doi: 10.1056/NEJMoa2110275. PMID: 35235726.Ralston SL, Lieberthal AS, Meissner HC, Alverson BK, Baley JE, Gadomski AM, Johnson DW, Light MJ, Maraqa NF, Mendonca EA, Phelan KJ, Zorc JJ, Stanko-Lopp D, Brown MA, Nathanson I, Rosenblum E, Sayles S 3rd, Hernandez-Cancio S; American Academy of Pediatrics. Clinical practice guideline: the diagnosis, management, and prevention of bronchiolitis. Pediatrics. 2014 Nov;134(5):e1474-502. doi: 10.1542/peds.2014-2742. Erratum in: Pediatrics. 2015 Oct;136(4):782. doi: 10.1542/peds.2015-2862. PMID: 25349312.CDC, per their published article Seasonality of Respiratory Syncytial Virus — United States for 2017–2023, in the United StatesWhat U.S. Obstetricians Need to Know About Respiratory Syncytial Virus.Debessai H, Jones JM, Meaney-Delman D, Rasmussen SA. Obstetrics and Gynecology. 2024;143(3):e54-e62. doi:10.1097/AOG.0000000000005492.Maternal Respiratory Syncytial Virus Vaccination and Receipt of Respiratory Syncytial Virus Antibody (Nirsevimab) by Infants Aged

My Story  Talk 13 Ministry at Colchester (1962-68) Part 1 Our time at Colchester saw the arrival of our first two children, Deborah in 1964 and Sarah, fifteen months later in 1965. Apart from the birth of the girls, the most significant aspects of our time in Colchester were the growth of the church, my ministry beyond the local church, and the lessons the experience taught me.  In this talk I'll be dealing mainly with the growth of the church, but first a word about practical things like employment, housing, holidays, and transport.   Employment, housing, holidays, and transport Before we were married, Eileen had been working in the Dagenham education office, and on moving to Colchester she found an excellent job in the education office there, which was within walking distance of our new home. She was soon promoted to a highly responsible administrative position which she held until shortly before Debbie was born.   As for me, although the church was contributing £5 a week towards the rent of our bungalow, it was essential that, for the time being at least, I find full-time secular employment. For the first year, the nearest RE (Religious Education) teaching post available was in Braintree which necessitated a thirty-mile round trip every day.   However, a year later a post became available in Colchester at the Alderman Blaxill Secondary School, a little over a mile from our church and a similar distance from our home. In those days the RE syllabus was based almost entirely on the Bible, so lesson preparation was not difficult, and I became very much aware that teaching 300 children every week was an important part of my ministry. I will say more later about how the Lord remarkably blessed that work, but how in 1966 the Lord called me to give up the teaching job and give myself full-time to the work of the church.   The rent for the bungalow we were living in was about £28 a month, which sounds ridiculously low by today's prices, but it didn't seem so then bearing in mind that my monthly salary as a teacher was only £60!  However, we soon discovered that some new houses were being built nearer to our church and that as a schoolteacher I could get a 100% mortgage to buy one. The monthly repayments would be just £18, £10 less than we were already paying in rent.   The only problem was that the builders required a £20 deposit to secure the plot. Eileen had £20 saved up to buy a hoover, which we desperately needed, and we were wondering what to do, when my mother, not knowing anything about our plans to buy a new property, phoned to say that she was buying a new hoover and asked if we would we like her old one, which was in perfectly good condition. We saw this as a clear sign that the Lord was prompting us to make the move, and we paid the £20 deposit and moved into our new home in August, 1963.   My parents also moved in 1963. They had been living in Hornchurch since before I was born, and now I was married they decided to move to a new bungalow in Eastwood, not far from Southend-on-Sea. So when the children came along we were grateful for our holidays to be visits to our parents who were equally pleased to have an opportunity to spend time with their grandchildren. Eileen's parents were still living in Hornchurch, and it was always good to see them, but my parents' home in Eastwood, with its proximity to the sea and the beautiful view of open countryside to the rear of the property was especially inviting. We usually travelled there on a Monday and returned on the Saturday so as not to leave the church unattended on Sundays.   But that brings me to the subject of transport. During the course of my ministry, I have owned or had the use of some fifty different vehicles, ranging from my first car, a Ford Prefect, which I bought during my final term at Oxford, to my recently acquired nine-year-old Mercedes E-Class saloon. The Ford Prefect broke down in the cold winter of 1963 when the snow lay on the ground throughout January, February and most of March.   I was on my way to school in Braintree when it happened, and I quickly decided that I needed something more reliable. That was when we bought our fourth Lambretta scooter, reliable because it was new, but extremely uncomfortable and at times difficult to control in that freezing weather. So it wasn't long before I was back in a car again.   In the summer I borrowed an old Bradbury van from the father of some of the children coming to our meetings. He said we could have it for the day to take them to the seaside. Unfortunately, it broke down on the way home and I was left with about a dozen kids on the roadside. As I was wondering and praying what to do, a man came by in a Humber Hawk and asked if he could help. It was a large car and somehow he bundled all the kids on to the back seat and, with me beside him in the front, kindly drove us all back home.   But that gave me an idea. Maybe I should get a Humber and use it for children's work! I looked in the local paper and saw an ad for a Humber Super Snipe, even larger than the Hawk. It was over ten years old, but I had read somewhere that if you're buying a second-hand car it might be wise to get a big one. It might cost a bit more in fuel, but the engine was more likely to be reliable! Which has been my excuse for buying big cars ever since!   So I bought it for £80 and discovered that it did 11 to the gallon in town and, if you were lucky, 19 on a run! But it did the job, and I remember on one occasion squeezing eighteen kids into it to get them to Sunday School! It was only a short distance, and I realise now how potentially dangerous that was. But in those days ‘risk assessment' had not been invented and there was no requirement to wear a seatbelt. In fact, there were no seatbelts. Piling people into the back of a van or lorry was quite common, but of course there was far less traffic on the roads back then. And if it did enter our head that something might be risky, we just trusted the Lord to take care of us!   But it soon became obvious that we needed something more suited to the task, and I traded in my Humber for a 12-seater minibus. And before long we were running four minibuses to bring people to the meetings as one person after another, following my example, exchanged their car for one. Everything we have belongs to the Lord, and if changing our car for a minibus will lead to more people coming to Christ, we should surely be prepared to do so. The commitment of such people was undoubtedly one of the reasons for the growth of the church while we were there, and that's where we turn to next.   The growth of the church The Full Gospel Mission, Straight Road, Lexden, was nothing more than a tin hut with the potential to seat at most eighty people. When Eileen and I arrived, there were only twelve regular attenders, and that included a family of four who emigrated to Australia not long after our arrival, leaving us with a congregation of eight. By the time we left, the church was packed every Sunday with eighty regular attenders, which, in the 1960s was considered rapid growth, and my main purpose in this section is to explore the reasons why. But first, a word about the church programme.   Church programme When we arrived in Colchester we inherited what was a typical programme for AoG churches in those days. On Sunday mornings there was the Breaking of Bread service, otherwise known as Communion. There was a Sunday School for the children in the afternoon, and on Sunday evenings there was the Gospel Service where all the hymns and the sermon were designed to bring people to Christ, and after which there would be laying on of hands and prayer for the sick.   Midweek on Tuesday evenings there was a Children's Meeting from six to seven followed by a Prayer Meeting at nine, and on Thursday evenings there was Bible Study. There was no meeting for young people until we started one on a Friday, but more of that later.   The attendance at these meetings was far from encouraging. In fact, during our first year at Colchester, the Sunday School and Children's Meeting were attended by only a handful of children, and the midweek meetings for adults were hardly better. On Sundays, if we had visitors, numbers might rise to fifteen. I faithfully preached the gospel every Sunday evening, but in that year we saw not one single decision for Christ, largely because most Sundays everyone present was already a Christian.   Apart from the weekly programme, there was the church's Annual Convention when a guest speaker would be invited for the weekend and friends from surrounding Pentecostal churches would come for the two meetings held on the Saturday. It was good to see the building full and to hear some of the pioneers of the Pentecostal Movement like Howard and John Carter. But while these occasions were a real encouragement, they hardly made up for the weeks throughout the year when so few were attending. So what made the difference in the remaining years where we saw our numbers multiply significantly?   Reasons for growth It is the Lord who builds his church, and in my view, the major reason for the growth of the church was, without a doubt, the fact that he strategically placed me as an RE teacher in a local school where I was free to teach the young people about Jesus. That, combined with the fact that he sent me key people to help me start a Youth Meeting on a Friday night, resulted in dozens of decisions for Christ, many of whom started to come on Sundays.   It all started when I received an invitation to preach at the Youth Meeting in the Colchester Elim Church. After the meeting a couple of people in their early twenties asked me if we had a Youth Meeting at our church, and I said that I'd like to start one but that I had no musician. To which they responded by offering to help me. David Fletcher was an able guitarist and John Ward an excellent accordion player. Together with their fiancées, Jean and Sandra, who were good singers, they made a great group for leading worship and were, quite literally, a Godsend.   All this, in the providence of God, coincided with my starting teaching in the local school and with a girl called Corinne, one of the children from a family in our church, starting there too. She provided the link between my RE lessons and the local church. I told the children about Jesus, and she told her friends where they could find out more.   So we launched our new Youth Meeting by hiring a couple of coaches to provide transport to the church from just outside the school gates. My new friends from Elim provided the music and I preached. In school I had been able to tell them about Jesus, but I couldn't make a gospel appeal in RE lessons! Now, in church, I had complete freedom, and on the very first night, when I made the appeal forty-one children made a decision for Christ.   And when a number of them started coming on Sundays, on one occasion eleven of them being baptised in the Holy Spirit, there was a new sense of expectancy among the older members. They were thrilled to see young people in their meetings, and that began to attract people from other churches too, including David and Jean, John and Sandra, who decided to join us because of their work with the youth.   Of course, our attempts to reach people with the gospel were not limited to the young people. I produced a quarterly newsletter which we called The Full Gospel Mission VOICE. We distributed thousands of these to the homes in the area, using my minibus on a Saturday morning to transport ten or so young people to deliver them street by street throughout the area. I can think of only one person who came to Christ through that ministry, but at least we knew that people had had an opportunity to read the gospel even if they never came to church.   After I had given up my teaching job, I also conducted two evangelistic missions in our church. Each mission lasted from a Saturday through to the following Sunday. We leafleted far and wide, each leaflet containing a message about healing as well as salvation, and, of course, details of the meetings. The meetings were well attended, but mainly by Christians who wanted prayer for healing, and although there were a few decisions for Christ and some healings, I have no memory of anyone being added to our church as a result.   And an SPF mission we conducted in Wivenhoe, a village near Colchester next to which the new University of Essex was about to be built, fared little better. It was a great experience for the students who participated, but there were very few local people who attended. Apart, that is, from Ian and Janet Balfour, a couple from a Strict Baptist background, who came to support us, got to know us, were baptised in the Spirit as a result, and decided to move to a house less than five minutes' walk from our church. They had four children all under the age of five, one of whom was Glenn, later to come as a student to Mattersey Hall, and, for a time after my principalship, its principal. The Lord clearly had a purpose in our going to Wivenhoe, even if, at the time, we felt rather disappointed with the results.   And Ian and Janet were not the only people added to our church as a result of receiving the baptism in the Spirit. Alan Coe, who was a work colleague of John Ward and had recently become a Christian, came along to our meetings, received the baptism, and joined our church. He proved a very faithful member, and when I was in contact with him recently was still attending regularly. David Littlewood, a former Methodist, later to become an AoG minister and a member of Mattersey's Board of Governors, was also baptised in the Spirit in our church while he was a student at the University of Essex.   But the ministry the Lord had given me of praying for people to be filled with the Spirit was not limited to those who would become members of our church. I had the privilege of laying hands on Reginald East, the vicar of West Mersea, and on Mike Eavery, the minister of the local Congregational Church and seeing them both baptised in the Spirit in their homes.   So the Lord was blessing us in ways that perhaps we had not expected, and if the results of the evangelistic missions we conducted were rather disappointing, he was showing us that the key to growth was to follow the supernatural leading of the Holy Spirit. Miracles happen as he determines, and I was certainly not expecting what happened one Saturday evening.   But I'll tell you about that next time.  

Jake DeRuyter, a 2015 Air Force Academy graduate, shares a compelling leadership journey marked by unexpected challenges and resilient adaptation. ----more---- SUMMARY Initially aspiring to be a pilot, Jake faced a critical moment when back surgery disqualified him from his dream career, forcing him to quickly choose a new Air Force Specialty Code within just one hour. Despite the uncertainty, he remained calm and strategic, ultimately transitioning to intelligence and then to an ROTC instructor role. His leadership philosophy emerged from these experiences: staying flexible, maintaining a strong network, and focusing on developing others rather than just personal advancement.   SHARE THIS EPISODE LINKEDIN | FACEBOOK   JAKE'S LEADERSHIP TAKEAWAYS  - Always be willing to adapt and stay resilient when unexpected challenges arise, like Jake did when he couldn't become a pilot and had to quickly choose a new career path.  - Build and maintain a strong network of connections, as these relationships can help you navigate career transitions and provide support.  - Focus on developing the people around you, not just your own career advancement. A great leader lifts up their team and helps others grow.  - Stay proactive in reaching out to people, checking in, and genuinely listening to their stories and experiences.  - Be willing to take risks on talented individuals, especially those from similar backgrounds or networks, like how Jake was given an opportunity by fellow graduates.  - Maintain a competitive spirit and drive, but channel it into continuous self-improvement and supporting others.  - Give back to your community, whether through mentoring, volunteering, or leading local chapters and organizations.  - Be prepared to put in consistent daily effort, understanding that success comes from habits and persistent hard work.  - Stay open to unexpected opportunities and be willing to pivot when your initial career path doesn't work out.  - Prioritize relationships and connections over individual achievements, recognizing that your success is often measured by the people you've helped develop.   JAKE'S TOP 5 LEADERSHIP LESSONS Here are the 5 best leadership lessons from Jake DeRuyter's interview:   Build Others Up, Not Just Yourself Jake emphasized that true leadership is about developing the people around you. As he said, "Don't just worry about your own career and life" - great leaders are judged by the success of those they mentor and support.   Stay Adaptable and Resilient When Jake's pilot career was unexpectedly derailed, he demonstrated the critical leadership skill of staying calm under pressure and quickly pivoting. He chose to focus on what he could control rather than getting stuck on what he couldn't change.   Maintain Genuine Connections Jake consistently stressed the importance of reaching out, checking in with people, and truly listening. He makes time to connect with classmates, colleagues, and fellow graduates, understanding that relationships are the foundation of effective leadership.   Take Calculated Risks and Support Others Jake's career trajectory shows the importance of being willing to take risks - both for yourself and for others. He was given a chance by fellow graduates and now pays it forward by helping other transitioning military members.   Give Back Consistently Leadership isn't just about personal achievement, but about contributing to your community. Jake exemplifies this through his role as chapter president, mentoring cadets, and always being available to help fellow Air Force Academy graduates.   EPISODE CHAPTERS 00:00  Introduction to Leadership Journeys 05:31  Navigating Life's Crossroads 12:01  The Role of Mentorship and Family 17:31  Transitioning from Military to Civilian Life 20:48  Motivation and Personal Drive 22:02  The Daily Grind: A Shift in Focus 24:31  Building Community: Chapter Leadership 27:29 Challenges of Leadership and Engagement 29:00 Giving Back: The Importance of Community 31:12  Leadership Lessons: Daily Practices 32:53  Advice for Aspiring Leaders 34:25  Reflections on Involvement and Connection 36:40  Final Thoughts and Gratitude   ABOUT JAKE BIO As a 2015 graduate of the United States Air Force Academy, Jake spent six years on active duty serving as an Intel Officer and ROTC Instructor. Having left the service, he now am an Account Executive on the Air Force team at IMPRES Technology Solutions providing active duty units with the tech they need to accomplish the mission. - Copy courtesy of Jake DeRuyter and LinkedIn   CONNECT WITH JAKE LINKEDIN  |  ASSOCIATION OF GRADUATES - CENTRAL TEXAS CHAPTER     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS GUEST, JAKE DERUYTER '15  |  HOST, LT. COL. (RET.) NAVIERE WALKEWICZ '99   Naviere Walkewicz  00:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. My guest today is Jake DeRuyter, Class of '15, currently an account executive with Impress Technology and the president of the Central Texas Chapter of the Association of Graduates, quite possibly our youngest graduate to do so. He is second-generation Air Force following his father, a graduate from the Class of '85, and uncle, Class of '87 from our Air Force Academy, the only school that he applied to after high school. We'll talk about those things, Jake's leadership journey and a particular crossroad he arrived at when he had one hour to decide his entire life. Jake, welcome to Long Blue Leadership, and I'd like to dive right in: One hour to decide your entire life. What's that about?   Jake DeRuyter  01:22 Yeah, so my second semester, first year, I was dealing with some pretty significant back issues, and didn't realize how just how severe it was. So I'm in the flight dock. It was either the Monday the week before or the week of graduation, and the doctor's like, “Hey, you're gonna need back surgery to remove the bulging disc in your back.” I'm like, “OK, great. I can barely walk, so sign me up. Whatever you can do make me feel better.” And they're like, “Well, you're not gonna be able to keep your pilot slot if you proceed with the surgery.” And I'm not gonna lie and say it was my end all dream to be a pilot, but you go through all four years thinking you're gonna fly, you're pretty fired up for it, we're a week away from graduation, and then it's like, hey, the rug is just pulled. But I had to make a decision right there where it's like, “Hey, I'd rather be able to walk and be pain free than fly.” And so that was a pretty easy decision at that point. And then the next part is, what you alluded to, is where things got a little tricky. So being just a couple days before walking across the stage and saluting the secretary of the Air Force, I'm like, “So what's my job going to be?” I don't even know what else is available in the Air Force. I didn't have to focus on this.” And they're like, “Well, I'm just the flight doc. Go talk to the personnel office over in Vandy, and they'll get you taken care of.” So, I walk — or hobble — on over there, And I'm like, “Hey, Jake DeRuyter, I told the flight doc to give y'all a call, you know, to get me a new job. What's my life look like? What are we doing next?” And she just goes, “Well, there was a big missileer crisis, and we're really desperate for missileers. So, you're gonna be missiles now.” And I'm just, like — my jaw dropped.   Naviere Walkewicz Not what you expected to hear.   Jake DeRuyter  Not what I wanted and like, not to downplay missiles, just not what I wanted to join the Air Force to do, right? That's... I'm just like, standing there in shock. And she's like, “Are you OK?” And I'm like, “I kind of want to jump off my room on top of Vandy, but you know, it's gonna be fine. Do I get some preferences? Do I have any say in this?” Just assigning that to kind of seems aggressive. She goes, “Well, I guess I can take your preferences down.” And I'm just like, “Why didn't you lead with that? That would have been great.” And so she's like, “Well, I need to submit these right now. So, what do you want to do?” I'm like, “Well, what are my options? I don't even know what other AFSC's there are.” So, that becomes a very frantic hour of me calling all my teachers. I was a management major — I highly recommend that. One of the best decisions of my life was going through the management department. And I call my teachers and they're like, “Hey, stick with something business related, like contracting, acquisitions, finance. If you put one of those three down, you're guaranteed to do it.” I'm like, “OK, sweet. Sounds like it sure bets on me. Like, that, sounds easy enough.” but they made you put down five. And, you know, you always hear the horror stories where if you don't put down something, it defaults to the needs of the Air Force, right? So I think I put down like PA, just because I was like, “There's no way they'll pick me for that. There's barely any PA officers.” And I, for the life of me, couldn't tell you what I put in the fifth spot. And so, I walk out of there kind of dejected. I'm like, “Man, my whole life just changed in the span of an hour. No idea what the next— I don't know where I'm gonna be living. I don't know what my job's gonna be like. What in the world's going on?” So, the next day we're all sitting in one of those final briefings, you know, “Hey, here's how you PCS. Here's how you do XYZ.” Right? As the meeting's about to kick off, that same tech sergeant — God, I'd give her a big hug now — she walks up to me with some paperwork and says, “Congratulations, sir.” And I'm looking at her like the person just told me my life was over the day before, so I'm not exactly happy to see this person. And then I look at the paper, and it just says, “Goodfellow Air Force Base.” I had no idea where in the world that was, what job that was or anything. I just knew it wasn't Vandenberg for missileer training. So I just look at her and go, “I'm not missiles?” She's like, “You're not missiles.” I stand up, give her a big old hug. You know, they're trying to start a briefing. They're like, “Sir, please sit down for...” “Sorry, I'm too happy right now.” So yeah, that started me off on my journey to San Angelo, Texas, which I didn't really know what I was getting into there, but, yeah, going intel kind of led me to where I am now in life. And looking back on it now, all the crazy things that happened, it put me where I am now, and so, I'm very thankful for the things and how they all ended up and put me in a position where I can give back to the community now and really serve the Air Force and fellow grads in a much better capacity than I ever could have while on active duty.   Naviere Walkewicz  05:30 Well, it's so interesting because, you know, you think about the Air Force Academy as a place where they teach you to be able to make decisions on the fly, or to make the best calculated decision you can at the time.What leadership lessons do you think you called upon in that frantic moment of well, not only can you not be a pilot now because we're going to have this surgery, but now you have to pick an AFSC. What do you think you drew upon to guide you through that in a kind of a leadership manner?   Jake DeRuyter  06:02 Yeah, the biggest thing was just staying calm and realizing,  OK, whatever happens, happens, I can't change the past. I can only deal with the information given, and push forward. I could sit there and get upset with myself or upset at the world, but that doesn't do anything. It's like, “All right, how do we take action?? How we take that next step to get over this?” Because you want to be in control of your life as much as possible, going forward, right? And choosing your AFSC, arguably, is probably one of the biggest things you could possibly choose in life, next to your spouse and things like that. And that determines, however, what your entire Air Force career is going to be. So yeah, doing that in the hour was definitely very frantic. But, one of the biggest things I really pride myself on, and really want to encourage others is the connections you make throughout your Academy experience, through active duty, in your life — those are the people that are going to help you in those dark times, those tough times. And lean on those people. And the only way you can lean on them is if you prove to them that they can lean on you when they need help, right? As that's one of the things I make a pillar in my life is, when those friends are in a dark time, I want to be the one that, “Hey, I'll be there for you.” That's always one thing I'm passionate about, and what I centered my leadership philosophy around.   Naviere Walkewicz  07:15 I love that. I think you just kind of hit on it, right? You have this network, and I imagine your family is part of that — your dad being a graduate. What role did he play in this moment in your life, and how did you navigate that with him?   Jake DeRuyter  07:30 Yeah, he was awesome, and he was a big reason why I went to the Academy. He always did a really good job of putting that as an option but not forcing it or not shoving it down my throat. And I was really thankful to him for the life me and my sister had growing up, and all the crazy places we moved to and everything. And I didn't really know what I wanted to do, as you hinted in the preview. I didn't apply anywhere else because I didn't really know what I wanted to do when I grew up. And he was like, “Hey, the Academy was always a great place, and worst case, they tell you what to do.” And he's like, “Hey, if you want a similar life to where you grew up, I attribute everything to that, and that's kind of what led me there.” So yeah, you better believe after calling my teachers to figure out what AFSC I should do, he was my next call to be like, “Hey, I knew you always wanted me to fly, but that's not working anymore. So what do you think?” So, he's been a tremendous help my entire life. I mean, I talk to him at least every week. So, yeah, huge help there.   Naviere Walkewicz  08:27 That's amazing. So you went on to be an intel officer, and what was that like? And then how did you decide that it was going to be time to move on to transitioning out of the military.   Jake DeRuyter  08:42 Yeah, so intel wasn't exactly a great fit for me, and what I was like trying to do. You know, when you're told your intel, I imagine— I knew nothing. So I'm like, “Oh, I'll be a spy. I'll be James Bond. I'll be the CIA. None of those were remotely true. So, I got stationed in San Antonio, Texas, for my first job, which was great. I love San Antonio. I worked with some amazing people. Our mission was a little funky. We were doing defensive cyber ops as it was kind of standing up. So, doing intel support for a mission that doesn't really know what they're doing is a little difficult at the time. Now, knock on wood, hopefully things have gotten a lot better since I was there, but building the plane as you're flying was our moniker that we would use. And so it was definitely challenging. And then a lot of it just felt like doing homework and giving briefings over and over again. So, you have a lot of hours in the SCIF doing researching on different cyber threats and then going and briefing the commanders. It was a cool job; I learned a ton. But it wasn't very fulfilling for me. I wanted to get out, be more helpful to other people and have more of a direct impact. And so that led me to teaching ROTC at Texas State, which was a great three years, and really kind of re-blued me. I loved that job. Can't recommend it enough for people that are looking to take a break from their career field. But then when they said, “Hey, you got to go back to intel,” that was my big decision, or my the point where I was like, “All right, I don't think an active-duty career is left in the cards for me. I'm gonna take my next step, moving on.”   Naviere Walkewicz  10:09 So, you even talked about before you decided to transition out of the Air Force, you had pivoted within your career field and took a temporary job outside of your career field as an ROTC instructor, and you said it re-blued. You talk about that and how did it grow you as a leader? I mean, what did you learn about yourself in that?   Jake DeRuyter  10:29 I learned that I really cared about the people more than the operational mission, and so, building up the people, building out the future lieutenants. Like, “Hey, that's how I can better serve the Air Force.” And the whole reason I got the job was because they had to give a waiver for me, because I was technically still a lieutenant, which was not allowed. But I was really upfront with my leadership and my intel job, and they knew I didn't love the career field and I wasn't really a good fit for that world. But they're like, “Hey, Jake's out, great at recruiting. He's good at getting people to go out and do things and help others. He'd be a natural fit there.” So they called all the ROTC leadership to vouch for me to get that job. And then one of the biggest things I took away is that when you go to the Academy, if you're in the Academy, you're in. You have a spot in the Air Force, assuming you pass all your classes, you don't get kicked out for X, Y, Z reasons, and then you'll have a job. ROTC is completely different. You could have 4.0, max your PT scores, be the perfect cadet. And then the Air Force decides, “Hey, we're only taking 40% this year,” which happened my second year in the job and we just had to lose half of our class. So, learning to deal with that rejection when there's nothing that you personally could have done was really challenging. And we had a ton of mentorship sessions with the cadets. “Hey, what are second, tertiary options?” Things like that. Kind of like what I did where it's like, “You're going to be— the doors will get slammed in your face over and over again in life. How do you respond to that, that resiliency and then that flexibility to adapt and overcome?” I mean, those are stuff I'll take with me for the rest of my life.   Naviere Walkewicz  12:01 Wow. And so you got to be a mentor in a way for those Air Force ROTC cadets, if they didn't get a slot, and kind of navigating. And then you found yourself in that seat when you decided to transition yourself, right?   Jake DeRuyter  12:14 Yeah. So, they were gonna send me to another intel role, and I had just met my wife at the time. We were gonna get married soon. I'm like, “Man, the time to deploy and kind of live the Air Force life isn't my main goal anymore, and so I tried to push out my separation date as long as possible, so I had time to do the job search and really see what else is out there. And I didn't really know what I wanted to be once again. But I was like, “Hey, I love living here in Austin, Texas. I figure I can get something tech related or sales related,” I'm kind of naturally inclined to both of those things. And one of my classmates, Keith Link,  he reached out to me because I host a big March Madness pool every year for a ton of grads. And he's like, “Hey, man, just started this role here. I think you'd be a great fit for the company. We're trying to build out our Air Force team. Our boss is a Navy grad. Would you be interested in interviewing us?” And then I was like, “Yeah, man, that sounds great.” You know, I'd still be working with the Air Force in a tech- slash sales-type role. I'm like, “Yeah, this is everything that I wanted. Sounds awesome…” having, once again, no idea I was getting into. But I go through the interview process and I'm trying to sell myself on SkillBridge, trying to get that free internship saying,  “Hey, I could be a free worker for y'all for a couple of months here.” I'm trying to sell myself. And at the end of the interview process, John Podolak, '88 Navy grad, I believe. He's like, “Jake, you've had a bunch of people vouch for you. I really believe in the grad network; it doesn't matter which Academy you went to.” He said, “Hey, if you're gonna come and do SkillBridge with us, I want you to know you have a job offer at the end of it.” And he handed me my job offer right there. I think we were four months out, so I was in shock. To this day I can't believe it. He took the risk on me that coming fresh in a completely separate career field, no background besides being able to speak Air Force. And it all goes back to our Long Blue Line. I don't know what Navy calls it, but it's a “Hey, we all have similar backgrounds.”   Naviere Walkewicz  14:17 Long Blue Navy Line, maybe? I'm not sure.   Jake DeRuyter  14:21 Yeah. He's like, “Hey, I know I could put trust in you because of your background, what you're all about.” and that's something that I really internalized and leading to my role now. It's like, “Hey, we'll give you the benefit of the doubt if you're a fellow grad,” right? Doesn't matter which Academy, you know? In particular, we're gonna favor the Air Force. But yeah, that's like, one thing I just really want to make a pillar of my life. Like I said earlier, it's like, hey, I want to help out fellow grads. Because if it wasn't for Keith and John taking a risk on me out of the blue, I wouldn't be where I am today.   Naviere Walkewicz  14:53 It seems like that's been a thread in your life. You know, finding a network and supporting and taking care of people, and then seeing that reciprocated to help continue to fuel what is important to you. Talk a little bit about what that transition was like, though, because it almost sounds too easy. I mean, has it been just rainbows since you kind of took that leap.   Jake DeRuyter  15:17 Oh, God, no. Year 1, any career field, especially, you know, a sales driven one, it's a challenge. You don't know what you're doing. You're fish out of water. I was going to a million different Air Force bases, walking on base, trying to meet people, not even knowing what I was doing, let alone convincing other people what we do. And so that was a challenge. I think I went to 19 different bases my first year; I was on a plane every chance I could get, just trying to make a name for myself and say, “Hey, I'm Jake DeRuyter, we can do anything help you. What do you need?” And people were always like, “Well, we don't need anything. Like, we want one specific thing. Can you do this?” And so you really kind of have to find yourself, because the Air Force, especially as an officer, you're leading a team, right? Or you're part of some overarching team. But in this role, when I started, it was me, myself and I. So that was just a huge lifestyle change. It was a little refreshing. That's like, “Hey, I don't have to worry about my cadets or my airmen outside of the job.” And this was a nice refresh. But like everything else, it's like, “Hey, I am the only one providing for my family, to pay the bills,” everything like that. Like, how hard am I going to work? And how am I going to put in the effort to grind day in and day out. Just getting good at any job, you can't just have one great day, just like working out. You can't just have one great day and expect to bench 500 pounds, right? It's the things that you do day in and day out and building up the right habits and having the right communication with people, and then just being relatable. One of the other biggest things: Say you're gonna do something and follow up and do it. We always joke that it's a weird that it's a skill to follow up with people and respond to them in a meaningful time. It shouldn't be, but that's just one of those things where people need help. We want to be the ones that are there. And it's just doing that over and over again. Because, man, that Year 1 was like, “Why did I pick this job? Why did I pick this career choice? I should have gone into consulting. I should have gotten started in literally anything else.” Thank God I stuck with it. It's, again, been one of the greatest decisions I've made, and we have an awesome team, but we've brought in a few other Academy grads with us as well, and it's been a lot of fun since.   Naviere Walkewicz  17:31 May I ask why you stuck with it when it and everything against in your core was, “Why did I do this? I could have picked anything else?” Why did you stay?   Jake DeRuyter  17:41 I really wanted to prove it to myself and really prove it to Keith and John. You know, they took the risk on me, so I didn't want to let them down. And I think that was the biggest thing, where it's like, “Hey, you guys took the risk on me out of the blue.” And I'm like— you know, Keith and I were classmates, you know, we were never close, right? Like, you know, we barely kept in touch over the years. And it's just like, “Hey, you stuck your name out.” Like, this is the real world, right? In the Air Force, if you want to do the full 20 years you can do 20 years, right? In the real world, it's “Hey, if you're not have a nice day.” You gotta find new employment. And so I was like, “I'm not gonna let you guys down. I'm gonna fight for this.” Being a small company, we're not a big name brand, right? No one knows who we are. So, it's a little bit that underdog mentality, and just like, “Hey, how am I gonna outhustle the next guy? How am I gonna outhustle XYZ company that's a competitor?” And it's just that competitive drive that I've just always had. I'm not playing sports every day anymore, but how do you still stay competitive and still stay active and still have that drive to be the best you can be, and go on and go forth?   Naviere Walkewicz  18:52 Well, it sounds like this competitive drive is something you said, it was something you've always had. Can you share a story from when you recall, when, gosh, even something, you know, back in early-Jake days that this is a moment I realized, “I'm a competitive person. I'm driven by this desire to prove myself.” Is there something that pops to mind? Because I can only just imagine if it was already part of your core when you kind of knew this about yourself?   Jake DeRuyter  19:18 Oh, yeah, I've got a good one. So, my dad was coaching with the Academy going into my junior year of high school, and his goal was always to get me all three years at one school, which we had at the time, we had never lived anywhere longer than three years in a row. So, that was a tough task. And I just finished up my junior year of playing football, and things were going good, and then he gets a job offer down in Texas, and he comes to me. He's like, “Hey, what do you think? I don't want to move you going into your senior year, but I want to talk to you first before, yeah, I make any decisions.” And I'm like, “Wait, I get the chance to play Texas high school football. Are you kidding me? Let's do this. I get one year for it. That's awesome.” So, yeah, that's the No. 1 story that comes to my mind where it's like, “Hey, I want to take the risk on myself and be competitive and go play the best of the best.”   Naviere Walkewicz  20:18 Play with the best of the best. And that does seem to be a theme, right? Air Force Academy, putting yourself out there, jumping in full feet into this new role. You know, what have you learned about yourself? You talked about motivating. It's different when you have people that you have to take care of, and I guess maybe your translation is your family you have to take care of. But how do you motivate yourself when it's a you, yourself and you — you said “me, myself, and I” and I couldn't think of the other way to say it. But when it's just you, what keeps you motivated?   Jake DeRuyter  20:52 Yeah, I'm definitely very externally motivated. So it's my team. When you want to talk about the Monday-through-Friday grind, and then my wife and, the overarching family, growing up, family has always been really close and a huge motivator for me. And, you know, I've just always wanted to be able to provide for others and provide for myself, and you never want to have to worry about that next meal, or the job, employment — things like that. And just saying, “Hey, you know, these opportunities you get there — don't take it for granted.” And it's like you've got to fight and earn everything. You're not just going to be handed out anything. And that's just something always back in my mind, where it's like, if I'm not doing it like somebody else is going to, I'm going to lose that opportunity, or someone's going to step in, right? And so it's just one thing where it's just being like the Academy grad, like you don't, we'll move up to the name brand. That's another huge thing I always have in my head. It's like, I want to represent the brand. Well, I'm like, “How do you do that?” Is because, like, we've all met those people. It's like, hey man, like, you know, like, shoot. Like, “I really like you, but like, I don't think you represent us. Well, I never want to be that type of person, right? And so that's one of those things I just really like the kitchen, going day in and day out.   Naviere Walkewicz  22:01 So the daily grind… You said, in the first year you think you visited like 19 bases just to try and figure it out. What does the daily grind look like now?   Jake DeRuyter  22:10 Completely changed, thankfully, I really only focus on three, which still has me plenty busy, but at least I'm not in all these crazy places, which is nice. Now it's weird because I set my own schedule. No one's ever asking, “Hey, you got to be here at 7:30 and clock out at 4:30.” It's a complete polar oppositie of the Air Force. Like, if I want to go golf every Friday at noon, no one's stopping me from doing that, except for, that'd probably be a detriment to my team and our success, right? And so it's this complete mindset change where it's like, “Hey, I'm going to still put in a full day's work and get everything I can out of the day.” But I'm not sitting down at my desk. So when I'm home, I'm following up with teams making sure everything is good internally at the company, and then a lot of the time I'm on the road. So, I go to Eglin Air Force Base a lot, Hill Air Force Base and Edwards. Those are my three where I'm constantly rotating through. So, if anyone's at those bases, please let me know. Love to reach out to you guys, grab a beer, dinner or anything. You know, it's a lot of lonely nights in the hotel. So, every chance I get to meet up with fellow grads, see what else is going on — I love taking advantage of that opportunity. I've done that numerous times, and that's one of my favorite things and one of my favorite parts of the job. So, I don't know what a standard day looks like for me. That's one thing I love about this job. And kind of why I stuck with it, so I'm never bored. No day is the same. You're always finding a new opportunity, someone new to talk to, some new base, a new program, that there's infinite possibilities. It's such a big Air Force and it gives me a chance to stay involved with our community, give back, and just, hey, if there's another grad out there that's looking to separate and needs a job, any grad — I've offered this plenty of times and stepped through it — any grad that's trying to separate, you have an instant interview at a minimum, with us right away. Please reach out anytime.   Naviere Walkewicz  24:03 That's amazing. I think you know you talk about there is no standard, but maybe you actually... the standard is that you hold yourself to a standard so that you're seeking opportunities when they're there, you're prepared, and you're trying to connect with other grads and make ways for them as well, or at least a potential opportunity. Let's talk about that, because I find— you know, you're a 2015 graduate, you're in your career trajectory, and you've made time to become the chapter president for the Central Texas chapter. And, you know, chapter services, that's when you bring grads together. I don't know how you manage that, as well as build a business. Let's talk about that. How did that even happen?   Jake DeRuyter  24:43 Yeah, so Mike Lambert started our chapter. He's a '70 grad, one of the coolest, most informative, just unique individuals. He is the greatest guy. Now, I wish I could live half the life that he has when I get to be his age. I reached out to him a couple years ago now saying, “Hey, the baseball team's in town playing UT, we have plans to all go to it, like, what's going on? Because I, this is bad on me... I didn't know that the chapter existed at the time. And he's like, “Oh shoot. I didn't know about it. Yeah, that sounds great. I'll send out a message, let's start rallying people to go as a big group.” I think we got maybe 20 to 30 people. It's a decent showing. And then after he's like, “Hey, I'm looking to pass this on to somebody. Would you be interested in it?” And I'm like, “Yeah, of course. I don't really know what it entails.” And then without me kind of having a say in it, everyone there is like, “Oh, hey, let's all have a vote right now. Raise your hand if you want Jake s the next president,” and Neil Wendt, Harry Keyes, a bunch of other grads were there all raising hands, like, “Hey, here's our new president.” So, yeah, I mean, I definitely wanted it, not like I didn't have a say in it, but yeah, it was nice having that little motivational push from everybody else. And then Neil Wendt, he's been my VP, and almost had a year going just now, so we still got a lot of work to do. We're still building a lot of things, but we're pretty proud of the steps that we've taken to kind of build this community. But yeah, it's definitely tough. You got work and then home life, and then family, and then you're just like, “Oh shoot, I still got to do this.” So, I mean, we all got a million things on a plate, so just like the Academy teaches you, how do you put 25 hours into a 24-hour day?   Naviere Walkewicz  26:18 Right? So I found that curious, what you'd mentioned. You said, “I didn't even know we had a chapter,” but you reached out to Mike Lambert. So did you already have a mentor-mentee relationship with him, or how did you know him?   Jake DeRuyter  26:29 No, I heard about it a little bit before that, because I kind of, in the back of my head, knew it existed. I just didn't know what all entailed. And it didn't say Austin. It just said to Central Texas. So, I didn't really know what all it meant. And then meeting with him and getting involved with him, and all in the whole group that he's started and been a part of for a long time. Yeah, it's really cool hearing their stories. And we do a monthly lunch every Friday or every first Friday of the month, and we get to hear all the cool war stories and everything. It's honestly one of the things I look forward to most every month is listening in to those guys. There's just so many funny connections all over the place. And, yeah, it's awesome. If anyone's listening in Austin, we'll be doing it again next week, or the first Friday this upcoming month of April.   Naviere Walkewicz  27:13 That's wonderful. So talk a little bit about what it's been like being the chapter president. You know, I think when we think about times at the Academy, you're leading a group of your peers, and obviously these peers are various years. But what has that been like, and what have you seen to be challenging so far?   Jake DeRuyter  27:29 Yeah, so it's completely different than on active duty, because you have positional power, right? And your airmen, the younger officers, they've got to listen to you, right? The chapter president sounds cool. Like, what authority do I have? Right? Absolutely nothing. It's just more of I'm the one coordinating and leading the charge, right? So you got to be the one to say what you're going to do and actually follow through and do it. And that's tough when you've got a million other competing priorities, and you're always trying to schedule your time and so I've been thankful I've had a great team. There's been times I can't make that monthly lunch and your others fill in. So we've had a pretty good core group there. But trying to find ways to motivate people to participate is extremely difficult unless they have like a direct buy in or impact or return on their investment. I think I saw in our last AOG election, we had like a 22% voting rate. And so we see that at the local chapters too, where it's tough finding people, so I'll go on LinkedIn, just trolling, just looking for anyone that says Air Force Academy grad, outside of any major city in Texas besides Austin. So, trying to get that direct touch. But it definitely takes time and effort and you've got to be willing to show that you're willing to go forth and put it in. Otherwise everyone's gonna be like, “Hey, I'm just getting another spam email. Why would I listen to this?”   Naviere Walkewicz  28:43 Right? And I just find it even more just impressive. What compelled you to reach out in the first place and say, “Hey, I'd like to get more involved?” Because you were already doing all these things through your job. So why the additional responsibility?   Jake DeRuyter  29:00 I think that's a great question. I think it's just because… You said: I was already doing it, and so I was like, “Hey, this is a natural fit for what I enjoy doing and what I could truly care about.” And as we've mentioned, all those grads in the past have helped me out and made me who I am today. You know from my dad and  my teachers, the officers that are ahead of me. It's like, “Hey, how do I give back?” Because I know I wouldn't be standing where I am without our fellow grads and then the whole overarching community. So it's like, “What little can I do to make one person's life that 1% better?” I'll take that chance any day of the week.   Naviere Walkewicz  29:33 Well, we talked about some of the challenges you've experienced and your deep desire to give back. So, share a success that you've had since being chapter president, and what's really kind of filled your bucket in this giving back piece.   Jake DeRuyter  29:44 Oh, so we did a watch party for the Air Force/Army game; that's pretty standard chapter president stuff like, “Oh, hey, you threw a watch party.” That's not the big thing. But the really cool part was the people that showed up. And I feel horrible. I forget his name right now, but the oldest living graduate, he had his daughter drive him because, “Hey, I'm not going to miss this.” And so I was like, whoa. Like, that was like...   Naviere Walkewicz  30:13 I'm going to look that up myself. That's amazing.   Jake DeRuyter  30:16 Having that moment like, “Wow, that's really cool.” Where it's like, “Hey, that wouldn't have happened without the work of my team  putting this together. And, yeah, putting together watch parties is nothing crazy. But it's still— hearing those stories and meeting those people that were there when this first started. Like, we were joking earlier: They don't even know what Founders Day is because they were there for it. That wasn't really a thing for them. Now it's like our annual celebration, but to them it's just like, “Oh yeah. We just started it.” Like, that's just how...   Naviere Walkewicz  30:48 ...on the shoulders of giants, right?   Jake DeRuyter  Yes.   Naviere Walkewicz  Jake, it just sounds like you had such an incredible ride so far. And I know you're you know your journey is in the midst of it, and I can't wait to hear how you'll continue to do so as a graduate, as we support you. But right now, I'd like to ask you some specific leadership lessons, the first one really pertaining to you: What do you do every day to be a better leader?   Jake DeRuyter  31:12 That reach out. Like, always that checking in. I don't necesarilly schedule it, but if I ever have 20 or 30, minutes, nothing's on my calendar for work, or things are slow, it's like, “Hey, who haven't I talked to in a while?” Whether it's one of my classmates, one of my freshmen, one of the people that served with me… And then I spend a lot of time on the road, so, I'm driving. I always try to reach out and call and reconnect with people that you haven't talked to in X amount of months. Because I always know that I really appreciate when I always hear from people like that. And so that's like one thing I always want to do is like, “Hey, what's going on in life? Where are you at now?” That's what's so cool about the Air Force community as a whole: People are moving, doing cool new jobs all over the place. So, I love getting to hear those stories and truly listening in. The leadership question: Actually listen. Take interest and don't just be waiting to say what you want to say next. Like, actually, like, “Oh, hey, there's some pretty cool stories out there. And people are doing some amazing, unique things.” Shoot, look at Wyatt Hendrickson this weekend. One of the greatest college sports upsets of all time.   Naviere Walkewicz  32:19 Of all time — 100%. I think that's a really great way— just even like rallying together and talking about that. I mean, what a great way to… “Hey, I haven't talked to you in a while. Did you see Wyatt? What he did? You know, it's just amazing.   Jake DeRuyter  32:32 Yep, exactly. Wyatt, if you're ever in Austin, drinks are on me, man, congrats.   Naviere Walkewicz  32:38 That's outstanding. All right, so tell me, then, Jake, what would you share as something that an aspiring leader can do every day? So, that's something you do personally. What might you share with an aspiring leader that they can do today that will reap benefits down the road?   Jake DeRuyter  32:53 Yeah, don't just worry about your own career and your own life, because whether you look at officers, coaches— a lot of people can be judged based on the people that they've built up rather than their own career. We see that all the time in coaching, and it's like, if you're truly worried about the development of the guys around you, you're going to build up yourself and your whole team and everybody and so make that the primary goal. Not just, “Hey, how do I get that next job? How do I get that next rank?” Because people are going to spot that as being phony really quick. So, be genuine, and pump up the other ones around you. Because a rising tide lifts all ships.   Naviere Walkewicz  33:27 Gosh. And like I said, you're kind of in this rise in your career and in your life. You know, if you were to look back and talk to your younger self, Jake, whether your cadet self or even your child self, is there any advice you would give yourself, knowing what you know today?   Jake DeRuyter  33:44 Yeah, the biggest thing is be more involved. I think especially as a cadet and in early officer life, I was just like, “How do I get through the day? What do I do to get through class, or to get through the SCIF life?” Or something like that. “How do I get to the part of life where I'm spending time with my friends, or having fun?” I definitely wish I was much more involved at the Academy and as a young lieutenant, like, I definitely took things for granted back then, and that's probably the biggest thing I changed, is like, “Hey, I definitely had the extra time.” I could have given back more at that time, and maybe I'm trying to make up for a little bit for that now.   Naviere Walkewicz  34:19 Well, I think it's never too late to start. And what are you doing now that fills your bucket in that way?   Jake DeRuyter  34:25 Oh, yeah, the biggest things, the AOG chapter presidency and helping other grads transition. I can't tell you how many fellow grads I've talked to as they're looking for SkillBridge, trying to figure out what that next step looks like. It doesn't stop. Everyone's hitting their five years coming up. It happens every year, right? So there's always that influx, especially those that aren't flying. It's tough making that jump. You know, it's a scary world out there. And I said, it's just you, yourself and I. Whatever the opposite of that is. It's like, “Hey, I know I didn't feel like I had the resources when I was initially getting out through traditional means of the Air Force.” So I want to be that person that's like, “Hey, I'll offer that olive branch anytime.” So yeah, love to help out wherever I can.   Naviere Walkewicz  35:13 Well, those connections are so important, and I think one of the things I really appreciate about you, Jake, is really recognizing that connection. I think you even shared with me a story, and maybe you can share it here, about how you still are in touch with your sponsor family?   Jake DeRuyter  35:26 Yeah. I went to high school in the Springs for a little bit, and the best man in my wedding, his family was the one that sponsored me. So, they had sponsored cadets for years, sponsoring the basketball team through the 2000s. Then in high school, he made me a bet. He's like, “Hey, you idiot, if there's any way that you get in, I'll sponsor.” He's like, “I'm done sponsoring cadets, but if you make it in, you'll be my last one.”   Naviere Walkewicz  And so you were the exception for him.   Jake DeRuyter  Yeah, I was the exception to the rule. So yeah, we still get together every year to go to the opening round of March Madness. So we just did Lexington, Kentucky, for those games, and then next year we'll be doing Tampa. So yeah, college sports and that competition that you talked about that's a huge center piece of my life, and I center all my travel and my fun around it. So yeah, they've been awesome, and a huge part of why I am or where I am today as well.   Naviere Walkewicz  36:11 I love that. Well, we're going to ask for Jake's final thoughts next, but before we do, I'd like to take a moment and thank you for listening to Long Blue Leadership. The podcast publishes Tuesdays in both video and audio and is available on all your favorite podcast platforms. Be sure to stay in touch. Watch, subscribe and listen to all episodes of Long Blue Leadership at longblueleadership.org. All right, Jake, we're ready to hear your final thoughts. It's been incredible spending time with you today.   Jake DeRuyter  36:39 I appreciate it Naviere. Very humbled to be here. You just had Secretary Wilson. I'm sure you've had some astronauts and generals on here, so the fact that you picked me: I was just like, “Man, that really means a lot.” So I just want to say thank you. Yeah, I don't want to repeat myself too much, but yeah, any fellow grads, if you're ever in the Austin area, love to meet up, grab a beer, whatever we can do to help each other out. Just whatever we can do to give back to the Long Blue Line.   Naviere Walkewicz  37:03 Well, thank you for never being too busy for our graduates. I think that was one of the things that really stood out to me throughout everything you've shared, is you know, you care about people, and it's really translated to how you care about our fellow graduates, and I can't wait to see all the amazing things you'll continue to do. So thanks for being a leader in our Long Blue Line.   Jake DeRuyter  37:22 Yeah, I appreciate that, Naviere. Thank you so much.   Naviere Walkewicz  37:25 Well, Jake, one more time, thank you again, and I'm Naviere Walkewicz, thank you for joining us on Long Blue Leadership until next time.   KEWORDS Resilience, Adaptability, Mentorship, Network, Long Blue Line, Leadership, Development, Career Transition, Service, Community Support, Grit, Connections, Risk-Taking, Personal Growth, Military to Civilian Transition, Air Force Academy, Leadership Philosophy, Professional Networking, Continuous Learning, Relationship Building, Giving Back   The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation    

“Returning to the Fear of the Lord” – “Church Awakening Conference” – 1 Samuel 13 – Three excuses 1 The men were scattering. 2 Samuel did not come at the set time. 3 Because Samuel was late, Saul felt compelled to offer the burnt offering. - God wants people who are after his own heart. - We need the presence of God, what does that look like? - What is the definition of Revival? Revival is the overwhelming sense of Gods presence. - God is making his way back into our society. - God uses the broken pieces in our lives to minister to other people.

My Story  Talk 12 Brasenose College Oxford 1959-62 (Part 3) Welcome to Talk 12 in our series where I am reflecting on God's goodness to me throughout my life. This is now the third talk about the years I spent at Oxford. So far we have talked about life at Oxford, its academic programme, and my spiritual experience while I was there. Today I'm going to share with you my developing relationship with Eileen, our decision to get married shortly after I graduated, and how the Lord led us straight into pastoral ministry rather than going to Bible college first. Keeping in touch Throughout the two years after Eileen and I met, we had seen each other almost every day. Clearly, this could not continue while I was at Oxford, but we kept in touch as much as was then humanly possible. Of course, in those days there were no mobile phones. In fact, access to landlines was not easy, and anyway, it was extremely expensive. So Eileen and I kept in touch with each other by writing letters four or five times a week. We also managed to see each other every two weeks. As I have mentioned already, the terms at Oxford were only 8 weeks long, so by going home for the weekend after four weeks, and by Eileen travelling up to see me for the weekend after weeks two and six, we were able to see each other on a fortnightly basis. This was very clear evidence of Eileen's commitment to me as the journey on our Lambretta scooter through the busy traffic of central London was by no means easy. Obviously, we made the most of those precious weekends. On Saturdays we would often explore the surrounding countryside on our scooter or even travel further afield visiting pretty Cotswold villages like Bibury and Bourton on the Water. Or in the summer we loved getting into one of the punts moored by Magaden Bridge and heading up the Cherwell where we picnicked on the home-made sausage rolls and egg and bacon pie that Eileen had brought with her from home. On Sundays, of course, we went to church together before Eileen made the 60-mile journey back home to be ready for work on Monday. Of course, during the college vacations (which totalled half the year), the situation was completely different. I was able to see Eileen every day again. During the week, this was in the evenings as Eileen was at work during the daytime. And I was too, at least during the weeks that the schools had their holidays. As the Oxford terms were far shorter than the school terms I was able to earn some extra money by teaching in a local secondary school, which was to prove valuable for my future ministry as I was gaining experience in teaching children of a different age group from those I had taught in the years before I went to Oxford. But apart from working hours, Eileen and I saw each other every evening and every weekend. Sundays were taken up with church twice in the day, and midweek we regularly attended the Tuesday night prayer meeting, the Thursday night Bible study, and the Friday night youth meeting. We were desperate to learn more about our Pentecostal experience and the way the Pentecostal churches did things. In fact, whatever we were doing, our relationship with each other was from the start intimately connected with our relationship with the Lord and his will for our lives, even when we went on holiday. As I have already mentioned, our first holiday together was at a Christian Endeavour Holiday Home in Devon in 1959 just before I went up to Oxford. The following year we decided to explore the Lake District together. We travelled the three-hundred-mile journey on our scooter, stopping overnight in Aintree with one of Eileen's aunts, before finally arriving at a CE Home in Kents Bank near Grange-over-Sands. We had each visited the area before, but never together, and that fortnight was a wonderful opportunity to enjoy fellowship with other Christians as well as marvelling at the beauty of God's creation as we made daily trips into different parts of the Lakes. In 1961 we decided to go further afield and to spend four weeks touring France and northern Spain. So we exchanged our 125cc Lambretta for a new 175 which we trusted would cope well with the distances we would be travelling laden with two tents and all the paraphernalia required for camping. However, the moment we set off we both had some misgivings as the weight of luggage at the rear of the scooter made it harder to handle the machine safely, but undaunted we proceeded with caution and arrived safely at Southend airport where we had booked a flight on a cargo plane to northern France. Our first night in France was spent in a cow field with the kind permission of the farmer. We were both experienced campers, Eileen with the Girl Guides and I with the Boys' Brigade, but we had never before been woken by the sound of cows champing round our tent pegs and we quickly agreed to depart as soon as possible, particularly as there were no ‘facilities' available! We determined that after that we would make sure to check into proper camping sites. We travelled down the western side of France, stopping first at Paris for the weekend, camping in the Bois de Boulogne and visiting the thousand-strong Assemblies of God Church in the Rue du Sentier led by pastor André Nicole. Little did I know it then, but that was to be the first of many visits to French assemblies later in my ministry and sparked my interest in what the Holy Spirit was doing in European countries. In Angouleme we discovered that our GB plate had fallen off and, knowing that we were legally required to display one, we visited a garage there and asked if they knew where we could get a replacement. It was then that I realised how inadequate my A Level French course had been. Although we had studied numerous French authors, it was of little practical use to us now as no one had told us how to say the alphabet in French! Finally, by writing the letters down I managed to let them know what I wanted and learnt that in French GB is pronounced Jay-Bay. They told us that they could make us one, but it would take a couple of days. As a result, we had to travel further each day than originally planned which meant that we were both rather saddle-sore at the end of each day. We crossed the Spanish border between Biarritz and San Sebastian and immediately discovered that what we were doing was culturally unacceptable. Eileen was getting hoots and wolf-whistles from passing motorists because she was wearing trousers and not riding side-saddle! Of course, this would have been extremely dangerous bearing in mind the distances we were travelling each day and, at the risk of causing offense, we decided that we had no option but to carry on as we were. Extremely tired when we reached Burgos we decided to spend the night in a hotel and enjoy the luxury of proper beds. We did the same in Madrid for two or three nights before heading for Barcelona by way of Zaragoza. But before we reached Barcelona our scooter broke down on a mountain road and reluctantly I had to leave Eileen by the roadside with the scooter while I hitched a lift in a Citroen deux-chevaux into a village called Jorba to get help. It took two days to get the scooter fixed and by the time we eventually reached our campsite at Rosas, on the Mediterranean just north of Barcelona, it was already dark. A day or so later we arrived in Perpignan in southern France, intending to travel on up the eastern side of France on our way back home. But the scooter broke down again, and after two days camping at the back of an Esso station, we were compelled to return to England by train, leaving our scooter to be brought home courtesy of the RAC. Fortunately, it was still under warranty and was repaired by Lambretta after it finally arrived back in England some six weeks later. That holiday was the last we were to have together before we were married the following year and, in some ways, was a preparation for it. Like the holiday, married life is wonderful, but not without its unexpected events, delays, and difficulties. We were learning to face problems together, to be patient with each other, and to trust in the Lord to bring us through. Perhaps that's why I tend to advise young couples, wherever possible, to go on holiday together before deciding to get married. But that brings me to how I decided to propose to Eileen. Engagement and Marriage It was during my first term at Oxford. We had been ‘going out' together for two years, seeing each other almost every day. But we had never talked about marriage. I think that must have been because I was very conscious of how serious marriage is. Divorce in those days was far less common than it is today and for me, as a Christian, it would not have entered my head. I knew that marriage would be for life. What's more, I knew God had called me to serve him, and choosing the right partner was vitally important. So I was reluctant to commit myself. But just before I went to Oxford my father had a word with me. You'd better make your mind up about that girl, David. It would not be fair to keep her waiting for three years while you're at Oxford, if your intentions are not serious. Of course, I knew he was right. I had to make up my mind. The problem was, I didn't want to give her up, but I didn't want to marry her if she wasn't the right one for me. Finally I did what I should have done much sooner. I decided to pray about it. I got down on my knees in my bedroom at Oxford and told the Lord my dilemma. I told him that I would gladly marry Eileen if she was God's choice for me, but if not, I would give her up. And as soon as I said that prayer I received an overwhelming peace and an assurance that Eileen was the girl I was to marry. So, the next time I was home from Oxford, after a long and passionate kiss, I said to her, You will marry me, won't you, darling? Yes, those were my exact words! To which she replied, Oh yes! Of course I will. So we decided to get engaged the following summer after my first year at Oxford, knowing that the earliest we could expect to marry would be after I had graduated. After gaining her father's consent, we organised a wonderful garden party to celebrate our engagement on 2nd July, 1960, and eventually were married by Pastor Alfred Webb at Bethel Full Gospel Church, Vicarage Road, Dagenham, on 28th July, 1962. And the specially invited organist for the occasion was none other than Laurie N. Dixon, LRAM, the friend through whom I had first heard about the baptism in the Holy Spirit.    Our move to Colchester After our honeymoon in Cornwall, we moved directly into our first home, a bungalow in Colchester, where I had accepted the invitation to take over the pastorate of the small AoG church there. Colchester will be the subject of our next talk, but first I need to explain why we did not consider ministry in a Baptist church and why I did not go to Bible College as originally planned. With regard to the Baptists, the explanation is simple. Once we had been baptised in the Spirit, neither of us had attended our Baptist churches apart from perhaps an occasional visit. This was largely because the minister of Hornchurch Baptist was not sympathetic to a Pentecostal understanding of scripture, and the new minister of Elm Park Baptist had stated that the Pentecostals' exegesis of Acts was entirely unwarranted. Against this, my parents had told me that Leslie Moxham, our former Baptist minister at Elm Park, had noticed such a difference in me since I was baptised in the Spirit that he had said, If the baptism in the Spirit can make that much difference to David, I want it too. Leslie was later baptised in the Spirit and eventually became an AoG minister working with my friend Colin Blackman in the Tunbridge Wells assembly. And although, as we were to discover later some Baptists were beginning to get involved in the Charismatic Renewal, it was evident to us that our future lay with the Pentecostals rather than with the Baptists. But why didn't I go the Bible College before taking on a church? The answer is that I tried to. Early in 1962 I applied to London Bible College. There was a section on the application form where you were required to give an account of your experience of Christ. So I mentioned not only how I had become a Christian, but also how Jesus had baptised me in the Holy Spirit. My interview lasted about an hour, most of which was taken up with what I believed about speaking in tongues. Was it for today? And if it was, was it for everyone? As a result, I received a letter a few days later saying that they felt I would do better to apply to a Pentecostal bible college! Interestingly, their rejection of my application is mentioned in Ian Randall's history of LBC, Educating Evangelicals. The AoG Bible College was then at Kenley in Surrey. Its principal was Donald Gee. I had had a brief conversation with him after a meeting at the East Ham Easter Convention, and he had promised to send me the application form. But this never arrived. I also heard it rumoured that the lady teaching English at Kenley, on hearing that an Oxford graduate might be coming, had, presumably jokingly, commented that he'll be probably teaching me! This, together with the fact that some of my Pentecostal friends were telling me that I didn't need to go to Bible college, because I had got it – whatever that meant! – caused me to wonder if that was the direction I should be heading. So I said to the Lord, If you really don't want me to go to Bible College, let someone offer me the pastorate of a Pentecostal church. And within a week, I had my answer. I received a letter from the Colchester assembly asking if I would be their pastor. There was a bungalow available for rent for six and a half guineas a week (£6.51) towards which they were prepared to contribute £5.00. Apart from that, they could offer nothing, and it was understood that I would need to seek full time secular employment. But that's something for next time.  

“Do Not Forget the Lord- Part 2” – “Our Nation Needs to Be Under God!” – Psalms 33:12 Blessed is the nation whose God is the LORD, the people he chose for his inheritance. * To do great things, the Spirit of the Lord needs to come upon us. * If we want to do things, we need his power. - Samuel's Farewell Address * 1 Samuel 12:14-15 If you fear the LORD and serve and obey him and do not rebel against his commands, and if both you and the king who reigns over you follow the LORD your God--good! But if you do not obey the LORD, and if you rebel against his commands, his hand will be against you, as it was against your fathers. - When Israel served the Lord and followed the word of God they became stronger. * 1 Samuel 12:24 But be sure to fear the LORD and serve him faithfully with all your heart; consider what great things he has done for you

My Story   Talk 11 Brasenose College, Oxford (1959-1962) Part 2 Welcome to Talk 11 in our series where I am reflecting on God's goodness to me throughout my life. Last time I finished by sharing with you how God powerfully spoke to me after a Philosophy tutorial through a verse in Psalm 119. Today I'll be talking in more detail about my spiritual experience at Oxford, which, looking back on it, was to be far more significant for my future life and ministry than the academic programme I was following. The most important thing a young Christian can do when going up to university is to make sure right from the start that they find, and have regular fellowship with, other Christians. There are two main ways of doing this, either by joining the Christian Union or by attending a local church – or preferably both, which is what I did. Christian Union and Local Church The CU at Brasenose was part of the OICCU – Oxford Inter-Collegiate Christian Union. Each college CU would have its own weekly meeting for prayer and Bible study, but there was also a regular Saturday night Bible Study held at the Northgate Hall, situated close to the Oxford Union building. This was well attended by Christians from across the whole university, and I became a regular attender at both these gatherings. I appreciated the opportunity to meet Christians from different denominational backgrounds, and, bearing in mind my experience of the Anglican chaplain at Brentwood School, was particularly pleased to discover that some Anglicans actually did profess the believe the Bible! However, much as I enjoyed fellowship with these good people, having been only recently baptised in the Spirit, and having begun to appreciate Pentecostal worship, I was very aware that something very important was lacking in their meetings – the supernatural power of the Holy Spirit. Of course, things are very different today, but in those days the Charismatic Renewal had not yet begun and most Anglicans, who in my experience tended to view other denominations as somewhat inferior, were highly suspicious of, if not totally unaware of, the rapidly growing worldwide Pentecostal Movement. And, of course, I was eager to enlighten them! But first a word about the local Pentecostal church. At the time, the only Pentecostal church in Oxford was the Elim Church situated on the Botley Road just beyond Oxford Railway Station. I was keen to attend there because, however valuable membership of a Christian union may be, there really is no substitute for the life and fellowship of a local church. So throughout my time at Oxford I regularly attended on Sundays both the morning and evening services, which meant incidentally that I missed both lunch and dinner in college because the mealtimes clashed with the times of the services. More importantly, on my very first Sunday in Oxford, it was there that I met three other students who were from Pentecostal churches, which led to our meeting regularly for prayer and to the formation of the Students' Pentecostal Fellowship.     Students' Pentecostal Fellowship The students I met after church that first Sunday morning in Oxford were, Michael Collins who came from Dorchester AoG and was in his second year at St. Peter's Hall reading Engineering, and Gladys Bland and John Miles who, like me, were in their first year. Gladys was from East Ham AoG and was doing postgraduate work in English Literature at Somerville College, and John was from Gloucester AoG and was reading English at Regents Park College. We were all delighted to meet each other because up to then there had been relatively few Pentecostals attending university. We soon became firm friends and agreed to meet regularly together for fellowship and prayer, particularly for spiritual gifts and for Christian students from a different denominational background to be baptised in the Spirit. Michael had a friend called Philip who was already Spirit filled, and he joined our prayer group too. I will never forget the day, early in our first year, when there was a prophecy in one of those meetings that people of all denominations, including professors and university lecturers, would be baptised in the Spirit. As I've already mentioned, the Charismatic Renewal had not yet begun or, if it had, we had not heard of it, and to be honest, I really wondered if that could possibly happen. But it did, and in our own small way we were to be a part of it. What we didn't know then was that similar groups were forming in other universities. There were students from a Pentecostal background at Cambridge and London Universities too, and once we heard about this we naturally wanted to get in touch with them. And a key person to help us do that was Richard Bolt. Richard had been an Anglican ordinand but after he was baptised in the Spirit in an AoG church in Durham his course at Clifton Theological College was terminated because he was laying hands on other students and praying for them to speak in tongues. Shortly after this he was welcomed by AoG and became an Assemblies of God minister based in a small assembly in Colchester. However, as the Lord was using him in healing and in leading others into the baptism in the Spirit, Richard's ministry extended well beyond Colchester as he took time to travel to universities and colleges to encourage Pentecostal students and to pray for others who wanted to be filled with the Spirit. He was certainly a great encouragement to me and my family. My mother was baptised in the Spirit under his ministry. But before I knew anything about how the Lord was using Richard, the thought had already crossed my mind that we ought to form, at least in Oxford, a university society for Pentecostal students. The Baptists had what was known as The John Bunyan Society which met every Sunday afternoon in Regents Park College where John Miles was a student. He and I attended this quite often and I mentioned to him that I thought it might be good to have something similar for Pentecostals. As a result of this, John wrote to Aaron Linford, the editor of Redemption Tidings, the AoG weekly magazine, and asked for advice. And it was at this point that Richard Bolt told us about the Pentecostal students at Cambridge and London. All this led to a gathering in London early in 1961 when the Students' Pentecostal Fellowship (SPF) was formed. Richard Bolt was recognised as its Travelling Secretary and Donald Underwood, a graduate of Trinity College, Dublin, as General Secretary. We organised annual weekend house-parties where students were exposed to the ministry of Pentecostal leaders, and evangelistic missions where students would sing, testify, and preach during the summer vacations. We also published a magazine known as The Pentecostal and developed a postal library service where students could borrow books by Pentecostal authors. At Oxford our group grew in numbers during our second year, partly due to an influx of students from Culham College led by Andrew Parfitt, the son of the AoG pastor at Maidstone, but also because our prayers were being answered and students from other denominations were getting baptised in the Spirit. But that leads me to how I personally started to be used in leading others into the baptism. Leading others into the baptism It all began a few weeks after I had started at Oxford when, after one of those Saturday night Bible Studies in the Northgate Hall, I was looking at a book on the bookstall which was about a revival that had broken out somewhere in Africa. Chris, one of my Anglican friends from Brasenose, saw what I was looking at and asked me if I had any personal experience of revival. So I began to tell him about the baptism in the Holy Spirit. As a result, Chris started to seek the baptism and came along to the Elim church where the pastor laid hands on him and prayed for him. But nothing happened and after a few weeks Chris came to me and said, I want you to pray for me. I'm coming to your room tomorrow and I want you to lay hands on me and pray for me. I was frankly unsure how to respond to this. I was very new to all this myself and I did not know if I had the authority to lay hands on him. I didn't know if such things were the responsibility of pastors, and I wasn't a pastor. But Chris was very insistent and so I agreed. The next day was Saturday and there were no lectures or tutorials for me to attend, so I decided to spend the night in prayer. This was something I had never done before, and have not done very often since, but I realised the seriousness of what Chris had asked me to do and I wanted to get it right. When Chris came the next day, we chatted for a bit, and then he said, Well, are you going to pray for me or not? I think he may have sensed that I was putting it off because, despite my night of prayer, I was nervous about it. He knelt down in front of me, and I plucked up courage and, quietly speaking in tongues, gently placed my hands on his shoulders. But nothing seemed to happen, and I didn't know what to do, when I remembered that in the Authorised Version (which most of us were still using in those days) Acts 19:6 says that it was when Paul had laid his hands upon the Ephesians that the Holy Spirit came on them and they spoke in tongues and prophesied. In other words, the Spirit came on them after Paul laid his hands on them.  And I found myself prophesying over Chris that he would receive, and that he would receive that very day. At which, Chris got up, said thank you, and left me. And I was left wondering if I had done the right thing. I had my answer at eight the following morning. I was still asleep, having had no sleep the previous night, when I was woken by something digging me in my ribs. It was Chris with his umbrella. What was he doing here?             Oh, it's you Chris. What on earth are you doing here? And then it occurred to me that he might have come to tell me what had happened, so I added,             You haven't received the baptism, have you? To which he responded as he continued to dig me in the ribs,             O ye of little faith! He had, of course, received, and he told me how it had happened. After he had left me he had returned to his room and had been reading a book by, or about, the famous missionary to China, Hudson Taylor. The book emphasised that in addition to faith we need courage in our Christian lives, and Chris realised that that was just what he needed. He looked up from the book intending to say, Yes, Lord. Give me courage. But instead of doing so, he found himself speaking in tongues! Little did I know it then, but Chris was to be the first among hundreds, if not thousands, of people who have begun to speak in tongues through the ministry the Lord has given me. But that's closely related to the subject of spiritual gifts and how I began to exercise them. Beginning to exercise spiritual gifts Shortly after I was baptised in the Spirit I visited the bookshop at the AoG National Offices at 51 Newington Causeway, London. I bought every book they had on the Holy Spirit and spiritual gifts. As a young Baptist I had received little teaching about the Spirit and none whatsoever on spiritual gifts. And I was eager to learn. I devoured books like Harold Horton's The Gifts of the Spirit and Donald Gee's Concerning Spiritual Gifts, and I learnt that the baptism in the Spirit is not an end in itself, but a gateway to supernatural gifts like tongues,  interpretation, prophecy, and healing. And I was longing to receive and be used in whatever gifts the Lord might have for me. As it happened, I didn't have long to wait. I was still in my first year at Oxford when I was confronted with a situation at the church I was attending. The Elim church in Oxford was a well-attended lively church where the gifts of the Spirit were regularly in operation. On a Sunday morning there were often prophecies, tongues and interpretation. Some of my Christian friends from Brasenose came along to experience Pentecostal worship and so far I had not been embarrassed in any way by what went on in the meetings. However, one Sunday morning, when fortunately none of my friends was present, somebody spoke in tongues but there was no interpretation. No explanation was given for this and, although I was still new to these things, I knew that the Bible was very clear that speaking in tongues in church should be interpreted. I probably should have asked the pastor about this, but he was a busy man and I did not know him very well. Consequently I kept quiet about the matter, but was still concerned that everything was not quite as it should be. Shortly after that, when Richard Bolt was visiting, I told him about this and asked him what I should do. He said, The answer is very simple David. You interpret. To which I replied, But I don't have the gift. He then said, Then ask for it. But, bearing in mind that 1 Corinthians 12:11 tells us that these gifts are given as the Holy Spirit determines, I asked, But I know God wants me to have it? His answer to this was along the following lines. The very fact that I was concerned about it might well indicate that God wanted me to have it. And, anyway, we know from God's word that it is his will that tongues in church should be interpreted. So I would be in God's will if I went ahead and interpreted it. I should pray about it and next time it happened I should ask God for the interpretation and then speak out in faith. Our heavenly Father gives good gifts to his children when they ask him. Although I still had questions, I decided to do what he said and over the next few weeks kept asking the Lord about the matter. Then, one Sunday morning it happened. Someone spoke in tongues and I waited, hoping that someone else would interpret it. But when no one did, I asked the Lord to give me the right words to say and immediately a few words came into my mind which I began to speak out in faith. I say in faith, but I have to confess that my faith was mingled with doubt. I was half expecting the pastor to intervene and say that this was not the right interpretation! But to my intense relief he said nothing, and after the meeting people came and thanked me for my interpretation. So from time to time, I continued to interpret tongues, but still with the occasional doubt if what I said could really be the interpretation. And later in the series I will tell you how God wonderfully confirmed the genuineness of my gift when I interpreted a tongue that was identified as a language spoken in Africa. God certainly did some wonderful things while I was at Oxford, and I realise now that I was already exercising a ministry while I was there. I was leading our SPF prayer group, teaching others about spiritual gifts, as well as preaching in churches from time to time. It seems that others were recognising this before I did, and I was soon asked to share my testimony at the AoG National Youth Rally held in the Birmingham Town Hall and to contribute an article in Redemption Tidings entitled Pentecost in Oxford University. The Lord was clearly preparing the way for my future ministry. Next time, I'll tell you about my developing relationship with Eileen which led to our marriage immediately after I graduated and how I ultimately decided not to go to Bible College as originally planned, but to accept the pastorate of the Assemblies of God Church in Colchester.

In this episode of Long Blue Leadership, Christian Evans shares his journey from a jovial cadet to a dedicated leader focused on uplifting others. SUMMARY Christian reflects on transformative experiences during his time at the Air Force Academy, the importance of mentorship, and the impact of community engagement. Christian discusses navigating career transitions, the power of giving back, and the significance of leading with love. He emphasizes resilience, personal growth, and the need to engage the next generation of leaders.   SHARE THIS EPISODE LINKEDIN | FACEBOOK   TAKEAWAYS Christian emphasizes the importance of humor in leadership. Transformative experiences can lead to personal growth and leadership development. Mentorship plays a crucial role in guiding younger generations. Navigating career transitions requires building a supportive network. Giving back to the community enhances personal fulfillment. Engaging the next generation is vital for sustaining leadership values. Resilience is key to overcoming failures and learning from them. Leading with love fosters a supportive environment. Personal growth is a continuous journey influenced by experiences. Finding avenues to contribute to the community is essential for leadership.   EPISODE CHAPTERS 00:00  Introduction to Leadership Journeys 02:56  Transformative Experiences in Cadet Life 06:10  The Impact of Mentorship and Community 08:52  Navigating Career Transitions 11:49  The Power of Giving Back 14:50  Engaging the Next Generation 17:55  Lessons in Resilience and Growth 21:00  Leading with Love 23:55  Reflections on Personal Growth 26:59  Conclusion and Future Aspirations   ABOUT CHRISTIAN EVANS BIO Christian Evans is a Business Development Executive at Olsson where he leads sales and growth efforts in Texas and Colorado. Christian previously worked as Managing Partner of Greenwood Capital lower middle market PE firm, Wealth Advisor at Morgan Stanley, Capital Markets Sales Manager at Highland Capital Management. Prior to joining Highland, he worked as an associate on the Banking, Investing, and Lending team at Goldman Sachs. Christian started his professional career in the United States Air Force as a space operations officer at Cape Cod AFS, MA and an acquisitions program manager at the Space and Missile Systems Center at Los Angeles AFB, CA. Christian is an active leader in the Dallas community sitting on the Visiting Nurses Association of Texas Board of Directors on the finance and development committees and on the Friends Barack Obama Male Leadership Academy on the Development committee. Christian is an active member of the Urban Land Institute and The Real Estate Council. Christian is a 2008 Graduate of the United States Air Force Academy where he majored in Management. As a Cadet, he competed on the Fighting Falcon football team, served as President of the Tuskegee Airmen Club, and became a member of Kappa Alpha Psi Incorporated. He completed his MBA at the SMU Cox School of Business in 2017. Christian is married to Dr. Candace Evans and they enjoy their time with their son, Cash. - Copy courtesy of the U.S. Air Force Academy Association of Graduates    CONNECT WITH CHRISTIAN LINKEDIN  |  ASSOCIATION OF GRADUATES       ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS       FULL TRANSCRIPT SPEAKERS Guest:    CHRISTIAN EVANS '08  |  Host:  Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. For Christian Evans, USAFA Class of 2008, the journey was arduous, and even now, though he's dedicated himself to a life of lifting others up, he still thinks of himself as a work in progress, becoming the model for grace, giving back and leadership that he is today. Christian, thanks for being here today.   Christian Evans  00:28 Thank you so much for having me. Truly honored and flattered to be here.   Naviere Walkewicz  00:34 What were you like growing up? — I guess maybe is the first question.   Christian Evans  00:38 I've always been a jovial person. I've always had a sense of humor, and I've always kind of been a strategic thinker, if that makes sense. So, while I was somewhat the life of the party to a certain extent, or someone on the team that would galvanize the teammates, it was mostly through humor or engaging outside of anything serious, because everything's so serious, right?   Naviere Walkewicz Right.   Christian Evans  So, growing up and even at the Academy, I always kind of used humor as a way to put myself out there, so to speak, right? To kind of get people's moods to calm down. Yeah, I just always was more focused on what I was doing, and never focused on “I should be leading in this space,” outside of just knowing if you do well in school, get good grades… All right, that's leadership by doing. “I'm in NHS, I'm in the Fellowship of Christian Athletes. I'm doing all these service things. And even though I'm not the president or vice president, I'm still active, serving a greater purpose.” So, yeah, growing up, I was a good kid, liked to have fun, maybe a little crass at times.   Naviere Walkewicz  02:05 Your sophomore year, you know, your three-degree, you kind of had this decision point. What was it that helped you make that decision? Was there an incident? Was there a moment? Was it just a path you were on?   Christian Evans  02:20 There was definitely an incident. At the end of our sophomore year, we did not have the season that we wanted as a football team, so the night of the game, after the game, I was still underaged, and I drank alcohol and the Academy found out about it. And so, I had to go through that rehabilitation process, which wasn't fun. I think it was six months where you're restricted to the base. At that point, that's when I said, “OK, this isn't a civilian school. You've kind of got to button it up here if you want to stay and actually get something out of it.” So that next year, I made a point during summer school, and even that summer as a cadre for basic, to just really apply myself and try to see, “All right, if I actually apply myself and lead and maybe not make everything a joke, will you see real outcomes?” And I think that's where my first experience of really being able to affect younger cadets and/or younger grads and their experience with the Academy. Because as a basic cadet cadre, I really went out of my way to try to look out for our basics in a way that typically doesn't happen during basic training. And it is what it is, right? Basic training is not summer camp, so it's got to be tough, it's got to be hard. But I definitely — and I think if you ask my basics — I definitely went into the situation with the idea of making it hard, but fair, but also making it enjoyable and something that's worth remembering. And so experiencing that as a cadet and really seeing, “OK, yeah, you're pretty good at this thing, you can motivate people, and you can make them feel good about themselves, and you could help them when they need it, and not make it hard for them to get where they need to go, kind of thing, and really enable them.” That was a great experience for me, and kind of carried into the next year. I got on group staff; I learned that the more that you lean in, there are actual outcomes that come out of it, and you're able to have a positive impact on other people, which, to me, gives me — that's where I get energy, and I feel good about myself. Outside of how I feel about myself is how I can help other people to accomplish whatever it is they kind of want to do.   Naviere Walkewicz  05:04 Wow, it sounds like you took an incident that happened to you all the way back in basic and you found a way to turn it around, to make sure that another basic didn't have to go through what you did. And you probably didn't even realize it at the time when you're going through that self-discovery as a leader and applying yourself, but can you think of a story of where that came into play? Like when you were a cadre for a basic, was there ever a time where you were able to make a difference for a basic that you weren't able to have made for you?   Christian Evans  05:34 Absolutely. One of the things I did — and this is an easy one — was when there was someone that needed meal replacements for whatever reason, or was still hungry at the end of the day, I would help get food and sustenance to them, whether they played sports or not. Obviously doing it for the football guys so that they could maintain weight for when the season starts. But when other non-football people mentioned that they were still hungry, the food was making them upset, things like that. Yeah, I would get them what they needed, right? And I think for that, they felt like somebody cared. I will say, as a cadre, I think the best thing I could have done was just make it a memorable experience through the experiences, right? Like I said, I'm into humor. I like to have fun, and to me, basic training as a cadre was like being a stand-up comedian with the built-in audience, you know? So, I would do bits with the kids, not kids, but they were kids. I would do bits, you know? I would have fun, but within that, it would always be kind of a bigger picture.   Naviere Walkewicz  06:49 Well, I think that's fantastic sharing a bit of your personality, and I think that's also part of leadership, because when we think about what how people lead, it's usually from what they learn from others. So, being able to see that you can be human, and you can use humor, and you can still affect a mission, and especially — maybe people bring in their best self, because they didn't feel that they had to be so fearful, right? I don't know, maybe you touched them in that way.   Christian Evans  07:17 I hope so. Because there was still a lot of fear, I imagine, left in the basic squadron.   Naviere Walkewicz  07:24 Yes. Well, it led me to something you we talked about because you said you had indifference even your senior years. But there was a theme through that as well. You talked about being able to help others, so maybe talk through what you've learned about yourself as a leader in this space of helping others. Has there been a moment in your career now, whether through in the military, or when you transitioned out, where you saw that coming into play more?   Christian Evans  07:49 It's something that I feel is evergreen, for me, is I'm always kind of thinking about, “How can I have an impact on the community around me?” Most recently, since transitioning from active duty into the private sector, I learned a lot. I didn't know much about the industry I was going into that being finance, I was blessed with an opportunity to do an internship with Goldman Sachs during my transition period, while I was still active duty. This was before they had the program they have now, the skill bridge program. I went into a very complex situation with very little information, and going through that process, I was able to reach out to a lot of people to help fill the gap. No. 1, most of the people that I found myself talking to and that had built networks within Goldman and other financial institutions were Navy and overwhelmingly Army grads. So, at that point, and I like that it says Long Blue Leadership, because the Long Blue Line is what we were all sold on coming here, whether you played sports or not, Just about anybody you asked that have made the transition from active duty into a new industry or career that requires a little bit of advocacy and understanding, and people doing some recruiting and all those things — how much it means to have somebody that you could call and learn things that you just don't know. My transition, learning the industry, learning the different steps that you need to take to get to different parts of the industry — I started just documenting resources, built out my network so the people that had helped me and kind of poured into me and mentored me, tried to stay in touch. That is something that I'm pretty good at, is just meeting people and turning a casual introduction into some type of meaningful relationship. And so, when I got a few years in and did my MBA, and kind of went through my process, I put together a one-pager, two-pager, and shared it with the number of younger grads at the time that I kind of adopted as mentees. They were just young grads, or young cadets, in some cases, that had an ambition and that wanted to do something that they didn't really know much about. Being able to give them that information to fill the void earlier in the process — maybe they've got a few years left in the Air Force. OK, they could start preparing themselves through certain things, getting involved in certain organizations. I thought if I could get this information to them earlier, well they could start preparing more for making that transition. And so, after doing that, and over the years, they made it their own thing, and now they have matriculated to some of the top business schools, law schools in America. And so, for me, that showed me the power of “when you learn, teach; when you get, give,” right? I heard that quote a number of years ago. That kind of was something that, after doing that and seeing the outcome, and especially now when I look back, that started maybe, let's say, eight years ago. Well now guys are starting their own funds, and they're working at multiple investment banks and consulting companies, and to me, that was more rewarding than even the accomplishments I had made in my transition. So, I feel very blessed to have been able to do that. But, you know, I definitely, over the time, have made it a mission of mine to ensure that I'm pulling the younger grads in the direction that they want to go, and doing it a little bit earlier in the cycle so that they could get better prepared.   Naviere Walkewicz  12:25 This is really fascinating. What makes you care in this way?   Christian Evans  12:29 At my first base was my first real interaction with the AOG and actual alumni. I got to meet real grads. One in particular was a gentleman, Al Fullerton. I think he was a 1963 grad, and he was medically discharged before he was able to serve. However, he was a grad, and he stayed connected to the organization. And my buddy, Evan Dadoski, who — he would get us to those AOG meetings, and when I and when I had those experiences and when I had the experience with Al, and he would give his time to me, Evan, Brian Campbell, Adam Hood, like go have lunch with us. Got to meet with Flash Wiley while I was up there, you know, Nate Dial went and got his master's while he was up there. And we would go have coffee and get to talk to him and interact with him. And I said, “Man, there is some richness to this,” but those were just really individual connection points. It wasn't like a critical mass, but it did pique my interest in saying, “Oh, there is a richness in a younger grad getting to know a more seasoned grad, or the intergenerational interactions that a lot of times we don't get for whatever reason.”   Naviere Walkewicz  13:57 So, you started seeing and feeling the effects of the Long Blue Line?   Christian Evans  14:01 Yeah, absolutely. It was really just the thought of trying to maximize the talent that God gave me, and in doing that, you can't be indifferent and be a great leader. You can't be indifferent and be the best that you can be.   Naviere Walkewicz  14:19 Certainly, doesn't hurt to be kind of engaging with the vision for where our association's going and to your point, what does your impact look like within there?   Christian Evans  Sure.   Naviere Walkewicz  So, what has that look like, and how has that shaped you as a leader? Do you feel like those are one in the same, like you bring your leadership to it in the way that you are, or has it changed you this kind of service as a leader?   Christian Evans  14:43 Yeah, if anything, I learned that if you do have a passion for how things should be, if you lean in, you galvanize the troops, so to speak, and/or try to find leadership opportunities within the multiple organizations that interact and do things for a cadet. And for grads, find those because it's been very beneficial to me as I have come onto the board and seeing, OK, something like the next generation.   Naviere Walkewicz  15:12 So, can you talk a little bit more about this Next Gen group?   Christian Evans  15:16 Yeah, absolutely. There are certain periods as graduates, where we have big decisions to make, and as an association, the more that we're engaged and helping you to solve for those decision problems, so to speak, the more you'll feel the value was served to you to engage. So, that kind of spurred a conversation with Nate Dial. And, you know, we always kind of have strategy sessions here and there about all kinds of stuff. But in this situation, it was, “Hey, how can we kind of solve for this young alumni or emerging leader alumni engagement?” Because the numbers speak for themselves — it's extremely low. If all grads are engaging at 10%, if you graduated after '95 it's less than 10%. So, Next Gen kind of was born out of that. And so, we started thinking about, “We've still got a lot of people engaged from our previous classes.” And so, I thought if we created some type of working group to start thinking about what can we do to provide this value proposition to that demographic of graduates that are historically disengaged? And engagement is not money, right? It's just showing up to alumni events or coming back to the Academy at any point or whatever, going to a game when the Academy is playing close to you, things of that nature. So that's where we got to the Next Gen. group.   Naviere Walkewicz  16:54 I mean, I think a theme that's been woven through this with you has been, in your journey as a leader, really leaning in. You know, it seems like when you've had these moments of decisions, of applying yourself, you have these continuous wins that seem to have continued to fuel that desire to make further impact and others. Would you say that's accurate?   Christian Evans  17:20 Absolutely. You know, wins have a way of building on themselves, and losses due too. So, incremental big win, small wins — I'm just trying to win. So yeah, to me… and even in the face of a loss, you're still winning, because it's an opportunity to learn, right? I'm sure it's a common theme, but it's true. We all have experienced failure. Nobody wants to talk about it, but everybody experiences it some way. How do you deal with that failure? We talk about resiliency at the Academy, you know? We talk about integrity a lot. We talk about service, we talk about excellence, but we don't talk about failure necessarily, because we're Academy grads. We don't fail, right? We don't fail. But it's true: Even in failure, you're it's an opportunity to win, and the more wins you kind of put together. They cascade, and they grow into great things. And that's kind of where I see, at least my growth and development has been through just a cascading of small, big, intermediate and honestly, putting myself out, taking myself out of my comfort zone, see where the chips fall.   Naviere Walkewicz  18:44 Well, we'd like to hear what your leadership lessons and takeaways are, because there have been really a lot of moments in here that I think everyone has been able to kind of see themselves in, right? You've had moments where you've had to kind of pick yourself up, even when you weren't sure what that looked like, and you did. What, what might you leave with our folks?   Christian Evans  19:04 You know, we go through a lot of leadership training, so it's like a leadership podcast to teach me what I've been training for, for it feels like our whole adult life could seem redundant sometimes. So, I'm not going to give anybody a nugget that they might not have heard before, but something that I've tried to do that maybe, when I think about leadership, has helped me to approach it in a different way, is to always think about leading with love to a certain extent. I don't mean that to be mushy, I mean that to be sincere. Always go into a situation thinking about the person you're dealing with, as opposed to yourself. Little things like I said, we've got a lot of technical and structured education about what leadership is, but how do you actually execute and effectively live it? So for me, it's a very selfless kind of approach. But I always say, “Lead with love,” and that's what I'll continue to do, right? But I don't have any groundbreaking nuggets. I don't think about leadership all the time. It's just in me, right? I think it's in all — most — of us, they made sure of that. But sincerely, leading with love, because there are other obvious nuances and principles to leadership, but to me, that's the one that gets lost the most in translation, sometimes.   Naviere Walkewicz  20:40 Can you share a moment when you led with love and it was maybe a moment where you wouldn't have expected that's the way that you could actually solve something?   Christian Evans  20:53 I wouldn't say I have a specific instance. It's just who I am. So, I don't really have an instance. I think every time that I get the opportunity to be in a leadership situation that's at work, in my day job, that leadership looks a little different than leadership in an AOG board capacity, or leadership in other board service that I do around the town of Dallas, or really leadership within your own peer groups, right? It's just a part of who I am. So I don't necessarily have a specific situation. It's just most of the situations where I found myself having an opportunity to actively lead other people, I try to make sure that I'm implementing that, and I think most people that have gotten to work with me would attest to it.   Naviere Walkewicz  21:57 Well, I can validate that certainly. Just in our interactions together, I think I've seen you lead with love, and it's because you put the human aspect in. How can I help you? — is really how it translates across, and I think that's very powerful. It's maybe not something that people think about, but it's probably highly effective. But even more so, it's incredibly, probably fulfilling.   Christian Evans  22:19 Yeah, I would say one thing I learned is, I don't need much help. I'm gonna go figure it out. But there's a lot of people that don't have that same personality type, and so I think that's important when they don't, is that you can be somewhat of a force multiplier for them, using Air Force speak.   Naviere Walkewicz  22:39 I think it's wonderful what you're leading and you're passionate about, and it, again, dovetails from, I think, all of your experiences, of always wanting to make something better than what you had had to go through or experienced in life.   Christian Evans  22:50 You had told me to repeat this, but I had said if you would have asked just about anybody that knew me as a cadet and young officer, if Chris Evans — because I didn't become Christian until I came as a civilian, and everybody's Chris — but yeah, Chris Evans is on the AOG board. They'd say, “No way, no way.” So, I think the Academy, we've all had our experience with maybe getting broken down, whether it's basic training, whether it's your first year, academics. I would say, it started for me during basic training. Growing up and coming into the Academy, I thought of myself as a pretty good kid. You know, I focused on school first, athletics second, and I had a lot of success in those two spaces. I was blessed to be recruited to the Academy to play football. However, I did have a little intellectual curiosity about what the place was all about. Coming on my recruiting visit, seeing the training going on, it definitely piqued my interest. But when I got here and went through the Prep School first, I actually somewhat enjoyed that experience. Basic training at the prep school was hard, but it definitely tests your mettle. And after maybe that first few weeks and thinking that I might quit, having a few conversations with people back home, definitely made the decision that I came here for a reason I was going to see it through. That was challenging next year, during basic training, matriculating into our first — or four-degree year, and I had a very catastrophic event happened with my family where my grandfather was tragically murdered by my uncle — I mean, to be transparent. When we were preparing for this, you mentioned, “Oh, you've gone through some traumas,” and I never really thought about it as a trauma, but it definitely was one. And I would say, through the healing process, I connected with a very great chaplain we had here who took a lot of time to help me heal. However, he could only do so much because I had a lot of work to do for myself. I was blessed to be able to travel and play as a freshman and so in that, between going through what I went through in basic training and then the culture of the football team of somewhat really focusing inward, it definitely helped to lead to a general indifference about maximizing my time at the Academy and focusing on things that may not have been as value add to the bigger picture of being here, if that makes sense. So, from a leadership perspective, in my sophomore year, I had to make a serious decision, like, “If I'm going to stay here, well, what am I here for? Am I going to maximize my time, or am I going to keep goofing off and trying to live like I'm at a civilian school kind of thing?” And so, I did make a conscious effort then to kind of lock in, but still, a young athlete that had a lot of distractions around them, there was still a lot of room to grow. And as I went through my cadet time, I would say, definitely found the beginning of my pride in this institution. Nothing like graduating and have the president call your name, right? That was probably one of the cooler experiences. I would say that was the genesis of my indifference towards the bigger picture of what the Academy represents. But in that, I did come to a few moments where I realized that “Hey, you're really wasting your time here if you're going to continue behaving and really thinking about the Academy from a selfish lens.” That just goes to show it's OK to grow up. The Terrazzo-gap doesn't still have to exist. We could all kind of give back to our organization in ways that we're comfortable with, but you just got to find the avenues to do it.   Naviere Walkewicz  27:27 Well, when I think of the Next Gen community, what excites me is I think about the two cadets that I have at the Academy, and it's the Next Gen community that's going to be their mentors when they graduate. So, when you think about that, it really puts it in perspective.   Christian Evans  27:41 They'll also be their commanders too.   Naviere Walkewicz  27:43 That's right. Well, Christian, it's been a pleasure having you on Long Blue Leadership. Thank you so much for being here today.   Christian Evans  27:49 Thank you again for having me and thank you to the whole team that makes this podcast happen. I know there's a lot of work that goes into it. Thank you for having me.   Naviere Walkewicz  28:01 Thank you for joining us for this edition of Long Blue Leadership. The podcast drops every two weeks on Tuesdays and is available on all your favorite podcast apps. Send your comments and guest ideas to us at social media@usafa.org, and listen to past episodes@longblueleadership.org   KEYWORDS Leadership, mentorship, personal growth, Air Force Academy, community impact, resilience, humor in leadership, self-discovery, transition to civilian life, alumni engagement.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation    

“Do Not Forget the Lord” – “Promised Land was on the West side of the Johan.” – 1 Samuel 11:1-15 – Saul defeats the Ammonites * The 2 tribes were separated geographically. * Don't make treaties with the enemy. * Don't join in with those who do not have the same biblical view as you. * God wants us to be together. - 1 Samuel 11:6 When Saul heard their words, the Spirit of God came upon him in power, and he burned with anger. - Confirm Your Calling and Election * 2 Peter 1:3 His divine power has given us everything we need for life and godliness through our knowledge of him who called us by his own glory and goodness. * Romans 12:2 Do not conform any longer to the pattern of this world, but be transformed by the renewing of your mind. Then you will be able to test and approve what God's will is--his good, pleasing and perfect will.

“The Father Heart of God” – “God has something planned for you!” - 1 Samuel 8:19-22 The Lord Grants Israel's Request * The bible is God's personal reference. * God does not change from the Old Testament to the New Testament. * God's was are always best. - 1 Samuel 9 Saul Chosen to Be King * 1 Samuel 9:6 But the servant replied, "Look, in this town there is a man of God; he is highly respected, and everything he says comes true. Let's go there now. Perhaps he will tell us what way to take." - Everything happens for a reason, “NO”, there is a reason everything happens. - * God determines our steps but he does not determine how we will respond. * God askes us, how are you going to respond. * Be faithful where you are serving! God has something planned for you.

“Making America Good Again” – “Israel Demands a King” - Samuel's Warning Against Kings - 1 Samuel 8:9 Now listen to them; but warn them solemnly and let them know what the king who will reign over them will do." - Three Things 1. God is still with those children that are not right with God right now. * God will use your life to speak to your children. * You are not responsible for their choices. 2. The world is going to hate us just like they hated Jesus. 3. Political problems were rooted in their spiritual problem. * 1 Samuel 8:7-8 And the LORD told him: "Listen to all that the people are saying to you; it is not you they have rejected, but they have rejected me as their king. As they have done from the day I brought them up out of Egypt until this day, forsaking me and serving other gods, so they are doing to you.

“Redeeming the Past” – “Forgiveness vs. Redemption” – 1 Samuel 7 – Samuel Judges Israel * 1 Samuel 7:14 The towns from Ekron to Gath that the Philistines had captured from Israel were restored to her, and Israel delivered the neighboring territory from the power of the Philistines. And there was peace between Israel and the Amorites. - You can get buried by the things in your life. * Romans 4:7-8 "Blessed are they whose transgressions are forgiven, whose sins are covered. Blessed is the man whose sin the Lord will never count against him." * Romans 8:1-2 Therefore, there is now no condemnation for those who are in Christ Jesus, because through Christ Jesus the law of the Spirit of life set me free from the law of sin and death. - What man needs is not the discharge of all conflict but to stand up and address it. * Don't stop praying. * Don't take a vacation, keep trusting God. * Allows the truth of God to transform our minds. * • You can't afford to surrender. God is redeeming us for His purpose. -Don't stop seeking Him, He will redeem our lives. * Ephesians 5:15 Be very careful, then, how you live--not as unwise but as wise,

This sermon is a followup message to the previous sermon, "Soul-winners." Todd will continue to look at the priority of being a witness and sharing our faith in Christ.

“What It Says” – “James 1:22 Hearing and Doing the Word” – James 1:22 Do not merely listen to the word, and so deceive yourselves. Do what it says. * Jesus in or life changes who we are. * Matthew 5:15-16 Salt and Light - What we hear is what we should do and it equals the testimony we have with those around us. * Proverbs 15:1 A gentle answer turns away wrath, but a harsh word stirs up anger. 1 Be quick to listen 2. Be careful of what we say 3. Slow to become angry * Wisdom can be the category under which these thing fall. - Proverbs 8 The Blessing of wisdom * Proverbs 8:1 Does not wisdom call out? Does not understanding raise her voice?

"Walking in the-Fear of the Lord" – “We need to honor God” – 1 Samuel 5:1-5 The Philistines and the Ark. - 1 Samuel 5:3 When the people of Ashdod rose early the next day, there was Dagon, fallen on his face on the ground before the ark of the LORD! They took Dagon and put him back in his place. * We can become so committed to believing something that no matter what is in front of us, we will not believe it. * We need to seek God first, not the things of God. - Hebrews 3:12-13 See to it, brothers, that none of you has a sinful, unbelieving heart that turns away from the living God. (13) But encourage one another daily, as long as it is called Today, so that none of you may be hardened by sin's deceitfulness. - 1 Samuel 6:10-12 The Ark Returned to Israel - 1 Samuel 6:12 Then the cows went straight up toward Beth Shemesh, keeping on the road and lowing all the way; they did not turn to the right or to the left. The rulers of the Philistines followed them as far as the border of Beth Shemesh. - Our ultimate purpose must be to let God get what He needs to from us.

A new year and a new beginning. Special guest co-host Pedro Mendes joins Dr. Chris Labos to answer a viewer question about menopause. Become a supporter of our show today either on Patreon or through PayPal! Thank you! http://www.patreon.com/thebodyofevidence/ https://www.paypal.com/donate?hosted_button_id=9QZET78JZWCZE Email us your questions at thebodyofevidence@gmail.com. Assistant researcher: Aigul Zaripova, MD Editor: Robyn Flynn Theme music: “Fall of the Ocean Queen“ by Joseph Hackl Rod of Asclepius designed by Kamil J. Przybos Chris' book, Does Coffee Cause Cancer?: https://ecwpress.com/products/does-coffee-cause- cancer Obviously, I'm not your doctor (probably). This podcast is not medical advice for you; it is what we call information. References: Geographic variability of menopausal symptoms 1) Nappi RE et al. Global cross-sectional survey of women with vasomotor symptoms associated with menopause: prevalence and quality of life burden. Menopause. 2021 May 24;28(8):875-882. doi: 10.1097/GME.0000000000001793. 2) Nappi RE, et al. Prevalence and quality-of-life burden of vasomotor symptoms associated with menopause: A European cross-sectional survey. Maturitas. 2023 Jan;167:66-74. doi: 10.1016/j.maturitas.2022.09.006. What's the normal duration of symptoms 3) Avis NE, et al. Study of Women's Health Across the Nation. Duration of menopausal vasomotor symptoms over the menopause transition. JAMA Intern Med. 2015 Apr;175(4):531-9. doi: 10.1001/jamainternmed.2014.8063. The Women's Health Initiative (WHI) studies Rossouw JE et al. Risks and benefits of estrogen plus progestin in healthy postmenopausal women: principal results From the Women's Health Initiative randomized controlled trial. JAMA. 2002 Jul 17;288(3):321-33. doi: 10.1001/jama.288.3.321. Anderson GL et al. Effects of conjugated equine estrogen in postmenopausal women with hysterectomy: the Women's Health Initiative randomized controlled trial. JAMA. 2004 Apr 14;291(14):1701-12. doi: 10.1001/jama.291.14.1701. Decline in HRT after WHI studies Sprague BL, Trentham-Dietz A, Cronin KA. A sustained decline in postmenopausal hormone use: results from the National Health and Nutrition Examination Survey, 1999-2010. Obstet Gynecol. 2012 Sep;120(3):595-603. doi: 10.1097/AOG.0b013e318265df42. Danish Osteoporosis Prevention Study Schierbeck LL metal. Effect of hormone replacement therapy on cardiovascular events in recently postmenopausal women: randomised trial. BMJ. 2012 Oct 9;345:e6409. doi: 10.1136/bmj.e6409. Kronos Early Estrogen Prevention Study (KEEPS) Harman SM, et al. Arterial imaging outcomes and cardiovascular risk factors in recently menopausal women: a randomized trial. Ann Intern Med. 2014 Aug 19;161(4):249-60. doi: 10.7326/M14-0353. Kronos Early Estrogen Prevention Study (KEEPS) Hodis HN et al. Vascular Effects of Early versus Late Postmenopausal Treatment with Estradiol. N Engl J Med. 2016 Mar 31;374(13):1221-31. doi: 10.1056/NEJMoa1505241. Stopping hormonal therapy Berman RS et al. Risk factors associated with women's compliance with estrogen replacement therapy. J Womens Health. 1997 Apr;6(2):219-26. doi: 10.1089/jwh.1997.6.219. Grady D, Sawaya GF. Discontinuation of postmenopausal hormone therapy. Am J Med. 2005 Dec 19;118 Suppl 12B:163-5. doi: 10.1016/j.amjmed.2005.09.051. Tapering vs. abrupt stop or hormonal therapy Haimov-Kochman R et al. Gradual discontinuation of hormone therapy does not prevent the reappearance of climacteric symptoms: a randomized prospective study. Menopause. 2006 May-Jun;13(3):370-6. doi: 10.1097/01.gme.0000186663.36211.c0. PMID: 16735933.

Dr. Ravi Chaudhary, Assistant Secretary of the Air Force for Energy Installations and Environment, is a leader who has taught his team to, "Eat no for breakfast." He lives by a value he learned from his mother at an early age: "If you do your full duty, the rest will take care of itself."   SUMMARY In this edition of Long Blue Leadership, Dr. Chaudhary discusses his role in modernizing and reoptimizing Air Force installations to withstand kinetic, cyber, economic, and extreme weather threats. He emphasizes the importance of ruggedizing installations for the Great Power Competition. Dr. Chaudhary shares his background, including his upbringing in Minneapolis and his parents' immigrant journey, and highlights the values instilled in him. He also discusses his work on the implementation of microgrids and microreactors to enhance energy resilience at critical installations like Eielson Air Force Base.   5 QUOTES "If you do your full duty, the rest will take care of itself." - This quote from Dr. Chaudhary's mother reflects the importance of dedication and doing one's job well. "We eat no for breakfast." - This quote highlights Dr. Chaudhary's team's determination to not accept limitations and push boundaries. "Love what you do. Love our nation." - Dr. Chaudhary emphasizes the importance of passion and patriotism in leadership. "America is not about what goes on entirely in Washington. It's about neighbors. It's about what you do for your neighbors." - This quote reflects Dr. Chaudhary's belief in the power of community and service. "Get out of the way and let them in." - Dr. Chaudhary's advice on enabling the next generation of leaders to excel.   SHARE THIS EPISODE LINKEDIN  |  TWITTER  |  FACEBOOK   CHAPTERS 00:00 Introduction to Dr. Ravi Chaudhary and His Role 03:07 The Importance of Air Force Installations 06:08 Dr. Chaudhary's Early Life and Family Background 09:03 Lessons from Family: Service and Community 11:52 Reflections on the Air Force Academy Experience 14:54 Leadership Lessons from Cadet Days 18:01 The Role of Innovation in the Air Force 20:48 Strategic Imperatives for Future Operations 23:59 Optimism for the Future of the Air Force Academy 25:07 A Lifelong Dream: Becoming a Pilot 27:31 Launching Innovations: The GPS Program 28:36 Inspiring the Next Generation of Pilots 30:14 Adapting to Modern Challenges in Aviation 32:40 Navigating Change: The Evolution of Standards 34:57 Learning from Failure: A Personal Journey 35:42 The Role of the Assistant Secretary 38:55 Preparing for Great Power Competition 41:09 Innovative Energy Solutions for the Future 44:58 Leadership Lessons and Final Thoughts   5 KEYS TO LEADERSHIP Embrace failures as opportunities for growth. Dr. Chaudhary shared how his failures, like failing a check ride, ultimately helped him grow as a leader. Keep moving forward, even in the face of adversity. Dr. Chaudhary emphasized the importance of keeping your "legs moving" and not giving up when faced with challenges. Leverage the bonds formed with your team. Dr. Chaudhary highlighted how the bonds he formed with his classmates at the Academy carried over into his missions, demonstrating the power of camaraderie. Empower and enable the next generation. Dr. Chaudhary expressed optimism about the capabilities of the current cadets and emphasized the need to get out of their way and let them excel. Maintain a service-oriented, patriotic mindset. Dr. Chaudhary's passion for serving his country and community was evident throughout the interview, underscoring the importance of this mindset in effective leadership.   ABOUT DR. CHAUDHARY '93 BIO Dr. Ravi I. Chaudhary is the Assistant Secretary of the Air Force for Energy, Installations, and Environment, Department of the Air Force, the Pentagon, Arlington, Virginia. Dr. Chaudhary is responsible for the formulation, review and execution of plans, policies, programs, and budgets to meet Air Force energy, installations, environment, safety, and occupational health objectives. Dr. Chaudhary most recently served as the acting Deputy Assistant Secretary of the Navy for Energy. Prior to this role, he served as the Director of Advanced Programs and Innovation, Office of Commercial Space Transportation, at the Federal Aviation Administration. He provided technical leadership and oversight for the commercial space industry, to include research and development activities to support Department of Transportation and White House National Space Council initiatives. Prior to this role, he served as Executive Director, Regions and Center Operations, at the FAA. In this role, he was responsible for leadership, integration and execution of aviation operations in nine regions nationwide. Dr. Chaudhary served as second in command to the Deputy Assistant Administrator and was responsible for providing Department of Transportation and FAA-wide services in the areas of operations, safety, policy, congressional outreach and emergency readiness for the National Aerospace System. Dr. Chaudhary commissioned in the Air Force in 1993 upon graduation from the United States Air Force Academy. He completed 21 years of service in a variety of command, flying, engineering and senior staff assignments in the Air Force. As a C-17 pilot, he conducted global flight operations, including numerous combat missions in Afghanistan and Iraq, as well as a ground deployment as Director of the Personnel Recovery Center, Multi-National Corps, Iraq. As a flight test engineer, he was responsible for flight certification of military avionics and hardware for Air Force modernization programs supporting flight safety and mishap prevention. Earlier in his career, he supported space launch operations for the Global Positioning System and led third stage and flight safety activities to ensure full-operational capability of the first GPS constellation. As a systems engineer, he supported NASA's International Space Station protection activities to ensure the safety of NASA Astronauts. Dr. Chaudhary is a DoD Level III Acquisition Officer and has published numerous articles in future strategy, aircraft design, business transformation and space operations.  - Bio Copy Credit to AF.MIL   CONNECT WITH DR. CHAUDHARY LINKEDIN  |   INSTAGRAM  |  TWITTER     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          FULL TRANSCRIPT OUR SPEAKERS Guest, The Honorable Dr. Ravi I. Chaudhary '93  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz 00:00 My guest today is the assistant secretary of the Air Force for energy installations and environment, the Honorable Dr. Ravi Chaudhary USAFA, Class of '93. Against the backdrop of Great Power Competition, Dr. Chaudhry leads the modernization and reoptimization of the Air Force to ruggedize our installations across the globe against what he describes as kinetic threats, as well as non-kinetic cyber, economic and extreme weather threats. He has served as acting deputy assistant secretary of the Navy for energy; the director of advanced programs and innovation, Office of Commercial Space Transportation at the Federal Aviation Administration; and he has led in the commercial space industry research and development in the support of the Department of Transportation and the White House, National Space Council. We'll talk with Dr. Chaudhry about his life before, during and after the Academy. We'll discuss his role, modernizing and re-optimizing initiatives and strategies for the Air Force. We'll touch on leading through new and changing threats and making decisions with climate in mind, and we'll discuss Dr. Chaudhary's work with the secretary of the Air Force and leadership at the base, command and warfighter levels. Finally, we'll ask Dr. Chaudhary to share advice for developing and advanced leaders. Dr. Chaudhary, welcome to Long Blue Leadership. We're so glad to have you.   Dr. Chaudhary 01:18 Navier, thank you so much. Thank you for that way too kind of an introduction, and I only have one regret. On this weekend, did you have to mention that I was in the Navy for a little while? You just about blew me away. I know you've got some white clear liquid here. I'm just about ready to find out what the clear liquid is.   Naviere Walkewicz Cheers.   Dr. Chaudhary 01:40 Off we go, and we'll let our audience speculate, and depending on how it goes, we'll critique ourselves. Just an honor to be here, and congrats to you on your career of service in the Air Force.   Naviere Walkewicz Thank you so much. This is truly a pleasure. And I think what we love about Long Blue Leadership is it's really about our listeners getting to know you. And we have so many different listeners that are really excited. So let's start with the hat. I've noticed we've got a hat on right here. “Air Force Installations: Best in the World.” Let's talk about it.   Dr. Chaudhary Yeah, let's talk about that. Because we do have the best installations in the world. Our installations are power projection platforms. Every Air Force installation has a mission that begins and terminates with it. If you go all the way back in our history, Gen. Hap Arnold had this to say about our installations: “Air bases are the determining factor in air operations.” Think about that. Think about why we need to make sure that our installations are ready to go, and why we invest in them as an Air Force. It's because you can't get the jets out of town unless they have a good runway that works, unless they are hardened and ready to absorb the types of blows that have come to us in the past. And I'm telling you right now that we've got to be ready for this future, in a decade of consequence in Great Power Competition. We've got to focus on ruggedizing and ensuring that our installations are as survivable as they ever have been.   Naviere Walkewicz Absolutely. Well, I can say that that is certainly true, having been at bases where we've seen some challenges, it does halt and sometimes stop operations. So yeah, you're right. Yeah. So it's incredible the work you're doing, and we're going to talk about that today. But before we get there, can we rewind the clock a little bit?   Dr. Chaudhary Please don't rewind it too far, but I have a feeling you will.   Naviere Walkewicz Just a little bit. Just enough to kind of get to know who Ravi was as a young boy. What were you like growing up? Tell us about your family and where you grew up.   Dr. Chaudhary That's cool. So, I was born and raised in Minneapolis, Minnesota. I grew up there all my life. My parents came from India in 1960s and they always dreamed to do the unusual, it was the American Dream that brought them to this country. And they had kids, you know, and growing up as a South Asian American, you know, people in community would be like, “Hey, you know, why are you going to join the military? Why are you going to, you know, once you just be a doctor or engineer or lawyer or something like that?” Kind of fit the stereotype. But I always thought about it this way: If my parents would give up everything they wanted in their life, their language, their culture, everything to pursue their dreams, wouldn't they want that for their children as well? And so off I went to the Air Force Academy, and the values that my parents instilled in me rang true just about every single day. In fact, when I grow up, my mom would always tell me this. She'd say, “You know, if you do your full duty, the rest will take care of itself.”   Naviere Walkewicz That sounds very familiar to me.   Dr. Chaudhary And she would say, in the Sanskrit word for that — and my faith tradition is Hinduism — the Sanskrit word for that is “dharm.” If you follow your dharm, everything will take care of itself. And lo and behold, I'm getting choked up a little bit, because when I showed up and opened that Contrails and saw that quote, I knew that Mom and Dad had prepared me, had prepared me for the challenges that would come, not just the Academy, but everything from 9/11 to deploying to Iraq to raising a family and making sure they have everything they need to prosper. So, all that brought me to an institution that honestly brought out the flavor and gave me in the same opportunity that this country gave my father. So, it's just been a pinch-me career, and it's just an honor to be here with you today and with the entire AOG team talking about this.   Naviere Walkewicz 05:36 That's amazing. I mean, I, thinking about what you just said, that your parents came and they pursued a dream. What was that like in your household? What did that look like?   Dr. Chaudhary 05:45 Here's what it looked like. My dad — he actually came to this country with about $165, $80 of which went to his tuition. He was at University of Missouri, and then he eventually went to University of Minnesota. The rest he used to get a house and fill the fridge. And so, when he was looking for an opportunity to serve, he wanted to be in the U.S. Department of Agriculture and serve as a fed and so he didn't get that chance. So, what he did, he literally drove, put me and my brother and my mom in a car and drove to Washington. When he drove to Washington, he dropped us off at the Lincoln Memorial and walked up the stairs of the Capitol. Two senators from Minnesota, one was walking out, Sen. Walter Mondale. He said hello to him. He didn't know him from Adam. And then he went to the office of Hubert Humphrey and he sat down with him, and he told his story to Hubert Humphrey and Hubert Humphrey said, “This is what America is all about.” And he was kind enough to give my dad a shot in Minneapolis. And he spent his entire career, 25 years, as a federal inspector in the U.S. Department of Agriculture.   Naviere Walkewicz My goodness.   Dr. Chaudhary It's an incredible story. But you know what? It all came together about a year and a half ago when I was confirmed and during my swearing, and it was honored to have Sec. Kendall swear me in, but to have my dad walk up the front steps of the Pentagon with my mom and I. We go up the stairs, and I said, “Dad, would you turn around for a second?” And he turned around. I said, “You know, you can see the Lincoln Memorial and you can see the Capitol.” And I said, “Look what you've done in one generation.” That is the embodiment of the American dream. And as he was kind of — I'm getting choked up — he wiped the tears from his eyes. He realized that that that what this country has given to us is something that we've got to always think about giving back and giving back, and that's really what my career has always been about, giving back to the country that has given my family everything.   Naviere Walkewicz 07:59 That is amazing. Wow. I mean, I'm almost without words, because I can see what your dad has instilled in you, made possible, but instilled in you as a servant leader as well. I'm just… that's pretty impressive. So, tell me about your mom, because it sounds like she also instilled some pretty incredible traits in you and some beliefs in how to treat people. What did that look like in, her leadership in your life?   Dr. Chaudhary 08:26 What can I say about my mom? She's a pillar of the community back in Minneapolis. She runs a nonprofit called Seva. In Hindi, seva means service, to serve, serve your fellow citizens, serve your nation. And again, I told you about her, her enduring quote, “If you do your full duty, the rest will take care of itself.” So, in that nonprofit, she is actually bringing cultural-specific services, health services, to the Asian American community. One thing she did during Covid was incredible. She pulled together a meal team, and she served somewhere around 20,000 seniors. And it wasn't just Asian Americans, anybody in the Minneapolis community that was struggling, that couldn't get food, that was having a tough time. And then, as you know, after the George Floyd tragedy occurred, the town, the city went through a tough time, and there was an area right around one of the police stations where the riots were going on and everybody was fleeing when. When the community was fleeing, she was mobilizing her team to go in. They were going in and they were rescuing people from shelters to get them to a safe place. And two days later, she brought a team into the community that was still smoldering and set up meal stations to just give people sandwiches, bread, whatever — to just make everybody feel good and move forward, and that's what America is about. Sometimes we get so wrapped up in the times and differences, but we realize that America is more than just Washington. America is about neighbors and neighbors caring for each other. So, where did I learn that? I learned that from my mom, but the Air Force Academy brought it out, and I applied that every single day, whether it was a mission launching GPSs, doing engineering — tough engineering problems, or flying missions into the CENTCOM AOR, where we had to bring crews to bear to execute incredible missions. And so, reflecting on that — boy, you're really tearing me up today…   Naviere Walkewicz No, not at all…   Dr. Chaudhary …because you're bringing this all out of my heart, and it's just an honor to be here and humbling to tell the story. But I know that there are thousands and thousands of grads out there that have just as inspiring stories, and that's why I love to come to AOG. That's why I like to spend time with our cadets today, which was just as incredible. I went down to Jacks Valley and got to see the assault course as well. Luckily, I didn't have too many flashbacks.   Naviere Walkewicz I was going to say, did you have your rubber ducky with you?   Dr. Chaudhary Yeah, I did not. They didn't push me through it, but the demo was incredible. And I know our secretary was equally impressed with the cadets and the caliber of students that are here, the caliber of our cadets, and how I'm so optimistic for the future of our Air Force and Space Force.   Naviere Walkewicz 11:33 Absolutely. And I can share, based off of what you shared about your mom and dad, there's no reason why you're [not] able to take on a job that almost seems impossible with the scope and breadth of what you're responsible for. So, I can't wait to get into that as well. Can we go to when you're at the Academy? I want to know more about you as a cadet, because as interesting as you are as an adult, what were you like as a cadet?   Dr. Chaudhary 11:54 There's a lot that I really shouldn't disclose. Okay, so we've got to be really, really careful. So, me and my classmates, we have this thing called “mutually assured destruction.” You know stories about me, I know stories about you. Just leave it there. But let me tell you, the Academy was just the honor of a lifetime. But you know what — going through it with your classmates is something. I was just having lunch with our cadets today. I was a grad of Delta Tau Deuce, and to spend time with them and tell them stories, and hear about their stories, about what Deuce is like these days, was absolutely just, I was just blown away with it. But yep, I was primarily in Deuce. I had the just pleasure of beaing a squadron commander and having peers that really care for each other, peers that I keep in touch with. To this very day, I have them up on text.   Naviere Walkewicz Oh, wow.   Dr. Chaudhary And we share with each other. We have challenges. We go through it together, but I will tell you one story about why your cadet story matters, and you don't realize it until the balloon goes up. When I graduated from pilot training, I graduated essentially the day after 9/11 and I was actually in the planning room when 9/11 happened, and within a few weeks — I did my check ride that day — within a few weeks, I was at Charleston Air Force Base, and my squadron commander had me look out the window and said, “We don't have time to mission qual you. We don't have enough pilots. We're going to marry you up with a crew to go down range.” And you know what he did? He married me up with two people, one who was my classmate from the Class of 1993,   Naviere Walkewicz Really?   Dr. Chaudhary Two was a member of my squadron from Deuce, and he was a new aircraft commander. We had an experienced first pilot, and I didn't know nothing from nothing. I was a brand-new co-pilot. And so, getting ready for that, for those missions, a new environment for me, required something that our squadron commander knew that if I put three Academy graduates together, the bond that they've had in their years was going to carry them through toughest conditions, in unknown conditions. And sure enough, we clicked and did well. But to anybody who's a current cadet and listening in and wondering, “Hey, is this bonding — is what's going on now, the time that we have together here in the Academy going to amount to anything?” I'm here to tell you, it does and through my own life experiences, and quite honestly, in a number of missions, we fly working it together as a team. The bonds we create as cadets carry over for decades.   Naviere Walkewicz 14:54 So maybe you can share some of those bonding moments at the Academy. You said you were a squadron commander. What were some of the lessons you learned from a leadership aspect, in leading your peers, but also while still trying to bond with them?   Dr. Chaudhary 15:08 Yeah, when you look back, sometimes you're separated by age and rank, right? You got age and you got rank and your peer groups kind of set you that way. At the Academy, it's completely different because your peers, as a senior, you're all peers and colleagues, and to take on a leadership role is what I would say is the toughest challenge of all. To lead a team of peers and colleagues can be challenging. And there's challenges that really kind of come with everything like that, but to me, you can't do it without collaboration, without consulting folks and being inclusive in how you give people a voice. Now the jury is out — I'm not going to judge whether I was successful or not. Probably not, you know? But I will say we did one thing: It was gonna be we were gonna be the athletic squadron of the year. We were a beast. In fact, we decided that we were gonna go for one thing: We were the athletic squadron. And so, we did.   Naviere Walkewicz That's impressive!   Dr. Chaudhary We kicked some serious buttt. So, back in the day, you do what was called a sweep. So, if you swept all your sports and intramurals that day, you would, the next day, you would get Mitch's Mountains. And so, the lore of Mitch's Mountains was incredible. And today, interestingly enough, we had what I would call Mitch's Mountain version 2.0 — probably half the calories and twice the caffeine. I don't know what it is. But I actually whipped out a picture of an old Mitch's Mountain. And I show them, they're like, it was really funny, because to see the look in their eyes and to see an original Mitch's Mountain, it was like, oh, you know they looked at and they're like, “That's what a Mitch's…” And they're like, “There's an Oreo cookie on top!” I'm like, for us, “Ok, this is a nice 2.0” and everything, like you gotta go back to…   Naviere Walkewicz 17:05 So, how many of those did you get? If you were actually the athletic squadron, you must have swept multiple days.   Dr. Chaudhary 17:12 You see the love handles on me right now? That was the one challenge. Because, you know, [you‘ve] got to stay in shape. But we kicked some serious butt; we would sweep all the time. I was actually on the water polo team…   Naviere Walkewicz 17:25 …we share that. I did not enjoy it. It sounds like you might.   Dr. Chaudhary 17:30 I don't know. So, I'm a decent swimmer. I'm pretty good. Grew up in Minnesota, tons of lakes. I could say I'm a decent swimmer, but I can tell you I am not a water polo player. So, what they used me for in water polo…   Naviere Walkewicz Were you the buouy?   Dr. Chaudhary I was the anti-buoy, because whoever was the good player, they'd say, “Go and put your arms over that one and get them underwater,” so that our fellow water polo teammate could go in and score. And so, probably one of my most beloved plaques in my life is my water polo plaque because we were Wing champs.   Naviere Walkewicz Oh, my goodness!   Dr. Chaudhary We ran the tables and were Wing champs, and that plaque still sits on my desk. It's one of my most beloved things. You know, my wife, she's getting ready to toss it. I'm like, “No, no, not that!”   Naviere Walkewicz Not the water polo plaque!   Dr. Chaudhary She's like, “Oh, what about this graduation plaque from the Academy?” You can get rid of that, but don't get rid of my water polo plaque. That is beloved. So anyways, I was asking cadets today, “What's Deuce like?” I'm like, “So are you guys a training squadron?”   Naviere Walkewicz What are they like?   Dr. Chaudhary They're like, “We're the standards squadron.” And I'm like, “Wow, that's impressive.” I'm like, “What about Mach One? Are they the training?” So, they're like, “Mach One. Nah, not really.” They're like, “We're No. 1 in SAMIs. We're No. 1 is…? I'm like, “Oh, wow, they still have SAMIs and stuff like that.” Have fun. Yeah, that was a haze for me. Triple threats were always a haze, yes, so I never liked that, because well…   Naviere Walkewicz 18:49 Maybe the Deuce team does now.   Dr. Chaudhary 18:53 Mach One, they loved it. I've got friends from Mach One. They're gonna kill me, but yeah, they love it. They're all into it. Cleaning their rooms and Deuce would be on the corner going, “Would Mach One please go to bed?” So anyway, sorry. But yeah, it was an interesting time, you know, talking with some of our cadets.   Naviere Walkewicz 19:26 I love these stories. So, were you this happy as a cadet?   Dr. Chaudhary 19:31 No, I was not a happy cadet. I was a surviving kid. I was trying to get through the next day. And honestly, to me, it was always a wonder to be there, and I was always grateful for being there to serve. I was in a tough major, aero major, and honestly, it didn't come right away to me. And so I was not one of those sterling cadets that just rocks the house and everything. I was on the Comm List for a good portion of the time, but the academics took some time for me. I spent a lot of time in the aero lab. And, you know, the cool thing is, …  I did projects and drag reduction, and we we tested these winglets on the tips of wings, and we did flow visualization. I had this professor. His name was Tom Yechout, and I was talking to some aero majors today. They're like, “You know, Tom Yechout?” And I'm like…   Naviere Walkewicz He's still there.   Dr. Chaudhary “He teaches controls here” I go, “Well, he taught me flight controls as well.” But he supervised me, and one time, I think, maybe at the last reunion, he brought me to the cabinet, and he opened up the cabinet and he showed me the hardware that we used for our project.   Naviere Walkewicz 20:39 From your class?   Dr. Chaudhary 20:43 Yeah.   Naviere Walkewicz That's amazing!   Dr. Chaudhary And here's why I'm telling you that: When in my interview with Sec. Kendall, he sat me down and he was talking about, “Hey, in your in your team, we're doing some drag reduction activities.” And he's like, “What do you know about blended wing body aircraft?” And it turns out, not only had I done some research on that, I had done a project at Staff College and to me, you know, my message to cadets out there who are working on a project who are wondering, “Hey, is this going to amount to anything? Does this matter?” I'm here to tell you that it does, because the type of work that goes on at this Academy is literally out of this world. We got folks who are working with SpaceX. I went down and that we're actually doing a project called the blended wing aircraft, which is like a big flying manta ray. It's going to reduce fuel consumption by roughly 30% to reduce fuel for fuel consumption across our Air Force and extend our range.   Naviere Walkewicz How are we going to do that?   Dr. Chaudhary Well, we're going to build a prototype in 2027. One of my sections is operational energy, and we have a team dedicated to reducing drag on aircraft, finding efficiencies. Why is this important? Well, it's because in Great Power Competition, we know that our adversaries are going to come after our logistics and fuel — our resources. And as a logistician, you know that. Our adversaries are targeting our installations, they're going to target our fuel resources. So, what's the best thing we can do? We can be as efficient as we can with our fuel and flying C-17s, is one thing you get to know real quick that if you land at an austere location, you're going to drain that fuel bladder almost instantly. And what does that mean? That means less sorties. That's less fire missions if you're flying Apache's out of there. That means less fuel for generators if you lose power. That means less ability to get your CAPs in the air, and we've got to embody that as a department and be ready for what that challenge holds for us. So getting efficient with our field, to me, isn't something that we're going to do because we're nice. We're going to do it because it's going to be an imperative. It's going to be a strategic imperative, and we've got to be ready for that. And so, we've been working hard at those things. The blended wing body aircraft is a long-term thing that it's been out there for a long time, but we've got to proof it. And so, it's really cool…   Naviere Walkewicz It's almost full-circle for you.   Dr. Chaudhary Yeah, it's incredible. And we just were at this, at the plant for Jet Zero. We did a visit there to spend some time with them and look at look at their production facility. And what do I see when I walk in the conference room? Five cadets sitting on the end of the table, learning, taking notes, interacting with the top systems engineers. And interestingly enough, one of those cadets had come and visited me and spent the summer — actually, three of them. She was part of a team of three that came and visited my organization and worked on the impacts of strategic temperature changes and how it will affect payloads for tanker aircraft. And so, they did this research, presented me this paper, and now here I am seeing them at industry being on the leading edge. And to me — let me tell you that filled me with so much optimism and excitement for the future, and most importantly, what we're producing here at the Air Force Academy, a top-notch engineering school that is regarded across the industry. So, a little turn to academics there, but big shout out to what we're doing across our academic programs. I just think we're on the right track, and we need to keep up the momentum.   Naviere Walkewicz 24:30 No, that's huge. I was actually going to ask you, how are you leveraging some of our cadets in some of the things you're doing? But it sounds like they're already doing it.   Dr. Chaudhary 24:40 Check! Done. They're rocking the house. Just, just leading the way. It's awesome.   Naviere Walkewicz 24:43 That's amazing. Yeah. So, let's talk about — and I'm really curious — so, after you graduate the Academy, did you know you always wanted to be a pilot, by the way? Did you know you wanted to fly?   Dr. Chaudhary 24:50 I can't remember a day where I wasn't drawing airplanes. And you're asking me about when I was younger. You know, “What kind of kid were you?” I was a kid who was drawing airplanes. OK, I was the kid with the airplane books. I was a kid who was checking out every single airplane book and library and learning about them and trying to understand them and wanting to know more. And so naturally, it was just — I can't think of a day where I didn't want to be an aerospace engineer, be a pilot. And you know, sometimes the ebb and flow of demand for the Air Force —there was a time of reduction in pilots for the for the Academy, and I didn't get that opportunity then and it was a bummer. But you know, if you do your full duty, the rest will take care of itself. And so, I landed at Los Angeles Air Force Base where we launched this program. I got to launch rocket programs. And you may have heard of this particular payload: It's called GPS.   Naviere Walkewicz 25:44 I might have heard of that one, yes…   Dr. Chaudhary 25:47 …and it was the first time we were doing it. And we're young lieutenants, and we're at Los Angeles Air Force Base, and I was getting the responsibility for third-stage engines and ordnance systems and some of the avionics, and my boss said, “We don't have time. We're launching rockets every single month. I need you to go out to this corporation called Thiokol, and I want you to buy that rocket.” And by the way, he said it in a way that was like, “Don't screw this up,” right?   Naviere Walkewicz The undertone was there.   Dr. Chaudhary Yeah, we've had that don't-screw-it-up moment. And so that was one of them. And so, the one thing that I remember is that our Academy demands a lot, and it demands a lot for a reason. Because leaders will be demanding a lot of brand new officers. Now the jury's out as to how well I did, but we had three we had three successful missions, and we delivered full operational capabilities for our department. And to me, I look back on that. I, believe it or not, still keep in touch with the captain who welcomed me, who brought me on the team and, in 2018, I got the incredible opportunity to let the last Delta II rocket go. And I brought my wife and my daughter with me, and that kind of brought the whole band back together. And it was cool to have kind of the old space cowboys and in the room again going, “Well, let's, let's let this rocket go for one last time.”   Naviere Walkewicz That is really cool.   Dr. Chaudhary And the best part of it was, after that rocket went and you felt the rumble — the rumble of a rocket, there's nothing like it in the world. When you feel the rumble go into your stomach — I leaned over my daughter. I go, “What do you think?” She said, “I am doing that.”   Naviere Walkewicz 27:34 I was just going to ask you, did it bleed over into your daughter?   Dr. Chaudhary 27:38 Now, she's a cadet at Georgia Tech. She just finished field training, and of course, like every good Academy graduate should do, buck the system. So, she bucked the system with her dad and said, “I'm gonna do ROTC and go to Georgia Tech. So, good luck this weekend against Navy. I'll kind of vote for you, but just want to let you know the Academy is a lot easier than Georgia Tech.” So, she and I jaw back and forth, but watching her grow has been really cool. And I got a chance to take her up and fly and get her ready for her career. She wants to be a pilot. And let me tell you, we got nothing on this next generation. They are ready for technology. They are ready for the leading edge, and we've just got to enable them. Honestly, we've got to get the hell out of the way and let them in. There's one situation, we had new avionics on the aircraft. I won't bore you with the details, but it allows you to deconflict from traffic. It's a GPS-based instrument, and I was kind of flying with her one time a few years ago, and I said, “All right, well, this is what is so, you know that little piece, you know 2,000 below you, positive means 2,000 above you. It's closing it…” She's like, “Dad, Dad, Dad, stop, stop!”   Naviere Walkewicz 28:58 She knew…   Dr. Chaudhary 29:00 She knew how to interact with that technology, and honestly, I didn't. I was learning how to interact with that technology. So, we've got to really make sure that we're blazing a path for our next generation, but at the same time, make sure that that we're not getting in their way. And I think sometimes we do that as grads. We're like, “I was like this when I was there…” You know? I was at Mitchell Hall today, and I saw the 0-96 up there and it's memorialized. And I walked by that thing…   Naviere Walkewicz 29:32 Did you scan the QR code to fill one out?   Dr. Chaudhary 29:33 Yeah, I did not do the QR code. I was like, that's too much for me. But when you look at it, you know, I thought, I'm like, that's probably where that thing ought to be right now. It's a great remembrance of why it's important, why standards are important, and then the example of how it paid off in combat conditions and saved a life was pretty important. But I'll be honest with you, we find other ways today with this next generation. I can remember flying one mission and we lost SATCOMMS with a particular field, and we were roughly maybe six hours out for Iraq in the combat zone, and we didn't know the status of the field. And one of the things you need to do is make sure the field's not under attack. So, before we did that, we're like, “Hey, how do we get our 30-minute… You know, it just wasn't happening. But you know what we're doing. We had brevity codes. And all along the line, all the C-17s that were lined up miles after miles going all the way back to Azerbaijan at 30,000 feet. We're all on. We're communicating. … We're using brevity code, so, we're not giving anything away. We're using our brevity code, and we're saying this is the status of the field. And we're relaying, we're literally relaying a half world away. That's a testament to our pilot corps, testament to duty. And so it's really in the spirit of that 0-96 there that we've adopted. So, when people say, “Oh, that tradition is going to ruin us, you know, we're going to lose standards.” I could tell you that, even though we got rid of that thing, that we're still an effective force. And I think we have to understand that a little more and as we kind of move through a period of change at USAFA — I was talking to our cadets about, “Hey, what do you think about the changes?” and, “Yeah, well, restrictions, but I understand on the importance.” I'm going to hearken back to 1991 or so, when the first Gulf War kicked off, and we were cadets when that thing kicked off, and almost instantly we moved into BDUs. We started wearing those every day. We started creating the warfighter mindset. We sealed off to make sure that we had good security. We canceled a lot of passes, and you  know what we did? We moved from a fourth-class system to a four-class system. Sound familiar? Sound familiar? That was after the war kicked off. Think about that. After the war kicked off. Our superintendent is trying to do it before the war kicks off, to make sure that we're ready, ready to fight the fight and get into it. So, I have a lot of respect for our superintendent and taking this step. I do agree that we've got to get execution right. Sometimes you get some growing pains with those things, but I think we've got to step back in the grad community and digest a little bit and get behind some of the changes that have been going on. And I was talking to some cadets last night, I go, “What do you think of this?” And they're like, “We understand it. It hurts a little bit.” Because the expectations … the environment that we're in has now changed. And you know, honestly, I'll shoot straight from the hip and say that sometimes it feels like the goal post is being moved on you, because you meet one standard, and then they move again. Yeah, you know, things get tough, but we're a resilient institution, and when you get down to the brass tacks of who we are as grads, the core of what we do and execute our mission will never go away. And we've just got to blaze a path for our next generation to be successful.   Naviere Walkewicz 33:24 Absolutely. Well, speaking of blaze a path — and I think some of our listeners want to hear sometimes, you know they have times when they fail at things in leadership. How do you grow from that? Can you share a time when you experience failure and what it looked like, to help inspire them through that.   Dr. Chaudhary 33:42 Yep. Well, worst day of my life was when I failed a check-ride. I failed a simulator check-ride in the C-17. And it hurt. It hurt bad. I had aspirations in my career. I was like, “What's this gonna mean for me?” But you know some really smart folks, and that's when you turn to people who you really go to for advice, and it's like, you know, “Ravi, there are those who have and those who will.” So honestly, I just needed a smack in the head. They're like, “Get over it, man. You know, whatever you failed check-ride. Go out there, clean that thing up and those ups and downs in a flying career occur.” I'm being 100% honest with you, my failures are stacked up right next to my successes. And so, I think, to me, the failures were the things that helped me grow, grow through things and sometimes you think, “OK, well, that failure was unfair. I got, you know, I got a raw deal out of that.” Maybe I did, maybe I didn't, but you keep moving forward. Keep taking one step after another. Now I'm not a football guy. I love football. Watch about I never played football, but I do know what running back coaches say. I think, I'm not sure, they say, “Above all, always keep your legs moving. Don't ever up when you're running. Keep your legs moving.” And so, to me, I've always taken that advice. I've given that advice to other people too, especially when they come to me with challenges.   Naviere Walkewicz 35:09 That's great advice. So maybe we can talk about your role now a little bit. And so, can you actually explain what you do? It might actually be shorter to say what you don't do, because when I look at the description, it's quite a bit. We have listeners that are parents and that maybe don't have a lot of military background and really understand. So, I think it's wonderful to share with the full community.   Dr. Chaudhary 35:31 Yeah, let me talk about the position. So, the job is one of those long titles. It's the assistant secretary for energy, installations and the environment. First thing first. I'm not a military member. I am a presidential appointee, so my job is as an appointee, a Senate-confirmed appointee. That means that you go through a hearing like you see in TV, and you get voted on, right? You get the vote. I was lucky enough to have after a period of being held, I had a bipartisan vote. And so that was pretty neat to have that. But my role specifically is to ensure that our installations are ready for the fight, for the future fight, and for current conditions. Things that I lose sleep over: Right now we're in a decade of consequence that our secretary and chief regularly say that decade of consequence includes great power competition in which China and Russia seek to shape the world order in ways that that work to their advantage, in autocratic manner, and so we've got to be ready for that, and that includes establishing an important deterrence. So, my job is to make sure installations are strong and present an approach of deterrence, and when deterrence failed, be ready to win. So, what does that mean for us? That means ensuring that our installations have power capabilities, that have strong runways, that have strong hangars, strong facilities, and included in which — families live on installations as well — to ensure we have top-notch housing. So, you'll see me reaching across all those areas, but importantly enough, making sure that those installations have the right power is critical. Our adversaries have declared their intent and have the capacity to go after our critical infrastructure, and that's the one thing that keeps me up at night: making sure that we have critical redundancies and opportunities to if somebody comes after our infrastructure tries to cut our power, we have redundant capabilities, that our control systems are cyber hardened. And you mentioned earlier, both kinetic and cyber threats. So roughly in the past two decades, as China has modernized our CENTCOM theater has really shaped an environment in which CONUS installations are under threat a little bit, but not entirely. We could be relatively confident that Grand Forks would be generally safe from ISIS from a major attack. In Great Power Competition, all of that goes out the window. Our adversaries, to include Russia and China, know how to go after critical infrastructure. They know how to employ cyber capabilities, and that's why we've got to make sure that we are pursuing cyber hardened energy control systems that protect you from those threats, and the ability to island from the local grid when we need to. So, here's one thing we're doing. I'm on a march over the next five years to bring 20 or so micro grids across our most critical installations. A micro grid — it's kind of like a power bar. You plug it in the wall and you can plug in renewable energy, you plug in wind, geo, you know, all kinds of things into that — solar — to build critical redundancies. So ultimately, building those redundancies allows you to harden your capabilities at the installation and micro-reactors give you the ability to manage and distribute power where you need it. Now we can also put in battery storage. So, battery storage allows you to — when the balloon goes up, boom, put in a firewall with the local community and get the jets out of town. Keep your employed in-place mission moving and build critical redundancies. Then once the jets are out of town, plug back in and share that power with a local community, because we know that our adversaries are going to be driving civil disruption to affect the efficiency of our installations as well, too. So that dynamic is really complex.   Naviere Walkewicz Wow, and the time is compressed.   Dr. Chaudhary And the time is compressed, so we won't have time to react as quickly. So, we've got to prepare for an all-new environment in our installations. And it goes right back to the Hap Arnold quote. We've got to make sure that they're ready to ensure our operations are effective. And I was recently at Eielson Air Force Base, and what we're doing at Eielson is really novel. We're going to put in a small, modular micro-reactor, a small baby nuclear reactor.   Naviere Walkewicz Is there a small version of that?   Dr. Chaudhary Yeah, there is a small version, but it hadn't been developed yet, and we decided that we're going to push on with this new capability and bring it to Eielson Air Force Base. The key is to now — back in the day, we used to do something, proof it military-wise, and then see if it's viable in the in the commercial market, right? Not anymore. We're going to do it all concurrently. So, we're going to pursue a Nuclear Regulatory Commission license. We've been engaging the local community. They love it, including tribal nations, who know that power advantages are going to be important for sharing in the community. And so that will be the first micronuclear reactor in any installation. We're looking to award in the spring or sooner, and then get this thing up and running in 2027. Why is this important at Eielson? And you're like, “Whoa, it's way up in Alaska.” Eielson is a critical entry point for the INDOPACOM theater.   Naviere Walkewicz I was gonna say, where it's located…   Dr. Chaudhary It's where the one of the highest concentrations of our 5th-gen fighter force is at. It's where we do air defense, and it's where our mobility forces will be moving from Fort Wainwright all the way down range. So that's a critical node, and there's a few more of those that we've got to really, really stay focused on. So, energy and, by the way, a happy Energy Action Month as well. This month is Energy Action Month where we're looking at how we can improve power consumption across our Air Force and be more efficient. And bringing these micro-grids online is going to be a crucial, crucial aspect of that.   Naviere Walkewicz 42:07 Well, something I've learned about you is that you're not afraid to push the envelope, push the speed, but do it, like you said, concurrently and to find some solutions. And I don't know that there's anyone else that could do it just like are you're doing it.   Dr. Chaudhary 42:19 It's not me, it's my team. I have an incredible team of folks that refuse to accept anything [less] than excellence in our department. In fact, we have a saying in our organization that, “We eat no for breakfast.” So, I dare you to tell us no and that we can't do something. One of our coolest announcements recently that we were told “no” to for roughly three years, was a new apartment complex at Edwards Air Force Base. So, some folks may not know this, but Edwards Air Force Space is very isolated, and it's located in the desert, and so it takes roughly 45 minutes to get to the base once you get through the gate. And so, isolation of our military members, especially our junior enlisted, has been around for roughly four decades or more. And when we said, “Hey, let's do a venture-backed business model that allows us to bring state of the art departments not in MILCOM timeline like right now, timeline…” And so, we just announced an all-new venture commercial apartment complex that we just broke ground on, and we're going to start building, hopefully done by 2026 and these are timelines that allow us to move the Air Force forward aggressively. Another thing that we're doing is, I just announced a $1.1 billion investment in our dormitories and CDCs. As you know, quality of life is so critical. Back to this: If we're going to be, say that we're the number, have the number one installations in the world, we've got to live up to it, and that means our families need that too, as well. So, you've heard a lot about the GAO reports, everything from mold to decrepit housing. We're going to fix that, we're going to get ahead of it, and we're going to stay ahead of it. And so that's why our secretary, in our most recent president's budget, announced this. All we need is a budget now, yeah, and so, so our secretary is pressing hard for that, and we know that once that budget is approved, we can get working on these things and start changing quality of life and start upping our game in our installations.   Naviere Walkewicz 44:23 Well, I'm gonna take one of those leadership nuggets as “just eat no for breakfast,” but we're gonna learn more about your final takeaway lessons. Before we do that with you. Dr Chaudhary, I wanna thank you for listening to Long Blue Leadership. The podcast publishes Tuesdays in both video and audio, and it's available on all your favorite podcast platforms, watch or listen to all episodes of Long Blue Leadership at longblueleadership.org. Dr Chaudhary, this has been incredible. If you might leave our listeners with one thing, what would you like to share with them when it comes to leadership, or maybe just some lessons or anything about you that you'd like to share?   Dr. Chaudhary 44:57 Love what you do. Love our nation. I love my country because it's given me and my family everything. And I want everybody to believe that, you know, sometimes we get in these periods where we feel divided right across the spectrum, and it doesn't matter what your affiliation is, sometimes you just feel that. But I want folks to remember that America is not about what goes on entirely in Washington. It's about neighbors. It's about what you do for your neighbors. And to me, that's our biggest strength as a nation. You know, many years ago, our forefathers felt that the values of equality, fair treatment and self-determination would be enough to topple an empire, and it is. We should believe that too, and I want everybody to know that. So, it's an honor to be here. But before I go, I want to say thank you for just an intriguing hour. It's an honor to be here, and I want to give you my personal challenge coin…   Naviere Walkewicz Oh my goodness…   Dr. Chaudhary …and say thank you so much. It embodies a lot of what we do, military family housing, airfields, of course our beautiful 5th-gen fighter aircraft and our wind power and capabilities as a symbol of what we've got to do for installation school.   Naviere Walkewicz 46:16 That is an honor, sir. Thank you. Thank you so much. Oh my goodness, thank you.   Dr. Chaudhary 46:20 It was a great hour, and just a pleasure to spend time with…   Naviere Walkewicz 46:26 It was my pleasure. There's so much I wanted ask you and I know we're limited on time … Is there anything we can do for you?   Dr. Chaudhary 46:36 Just keep doing what you do. Keep making sure that our grads out there have a voice, have a say, and can contribute to all this institution has to offer our nation. And so, you're doing it, and I can't thank you enough for it.   Naviere Walkewicz 46:49 Thank you very much.     KEYWORDS Air Force, Dr. Ravi Chaudhary, leadership, installations, energy, community service, innovation, military, great power competition, sustainability, Air Force Academy, leadership, aviation, innovation, energy solutions, GPS, pilot training, military standards, personal growth, resilience     MORE FROM DR. CHAUDHARY ON THE FOR THE ZOOMIES PODCAST with C1C ANDREW CORMIER '25     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation      

Credits: 0.25 AMA PRA Category 1 Credit™   CME/CE Information and Claim Credit: https://www.pri-med.com/online-education/podcast/frankly-speaking-cme-405 Overview: It's estimated that between 40%-60% of women report some degree of sexual dysfunction, which can have a significant impact on an individual's quality of life and personal relationships. Even though most clinicians understand the importance and relevance of female sexual dysfunction (FSD), they may not be aware of its prevalence, effective treatments, or how best to inquire about it. Join us as we discuss this condition, its impact on women, and evidence on effective treatments. Episode resource links: Cristine Homsi Jorge, Kari Bø, Camila Chiazuto Catai, Luiz Gustavo Oliveira Brito, Patricia Driusso, Merete Kolberg Tennfjord. Pelvic floor muscle training as treatment for female sexual dysfunction: a systematic review and meta-analysis. American Journal of Obstetrics and Gynecology. Volume 231, Issue 1, 2024,Pages 51-66.e1,ISSN 0002-9378, https://doi.org/10.1016/j.ajog.2024.01.001.(https://www.sciencedirect.com/science/article/pii/S0002937824000061) Davis, SR. Sexual dysfunction in women. New England Journal of Medicine. V 391. N 8; P 736-745. https://www.nejm.org/doi/full/10.1056/NEJMcp2313307 Johnson, Isabella MS; Thurman, Andrea Ries MD; Cornell, Katherine A. BS; Hatheway, Jessica MBA; Dart, Clint MS; Brainard, C. Paige MD; Friend, David R. PhD; Goldstein, Andrew MD. Preliminary Efficacy of Topical Sildenafil Cream for the Treatment of Female Sexual Arousal Disorder: A Randomized Controlled Trial. Obstetrics & Gynecology ():10.1097/AOG.0000000000005648, June 18, 2024. | DOI: 10.1097/AOG.0000000000005648 Kamrul-Hasan, A.B.M, Hannan, M A A, Muhammad S, M, Aalpona, Fatema, T Z, Nagendra, L., Selim, S,  Dutta, D, D. Role of flibanserin in managing hypoactive sexual desire disorder in women: A systematic review and meta-analysis. Medicine 103(25):p e38592, June 21, 2024. | DOI: 10.1097/MD.0000000000038592 Yao H, Zhang X, Sun F, Tang G, Wu J, Zhou Z. The efficacy of intravaginal electrical stimulation (IVES) in treating female with urinary incontinence symptom from meta-analysis of nine randomized controlled trials. Front Neurol. 2022;13:933679. Published 2022 Sep 13. doi:10.3389/fneur.2022.933679 Huang H, Ding G, Li M, Deng Y, Cheng Y, Jin H.(2023) Menopause and stress urinary incontinence: The risk factors of stress urinary incontinence in perimenopausal and postmenopausal women. J Obstet Gynaecol Res. 49(10): 2509–2518. https://doi.org/10.1111/jog.15742 Tunn, R., Baessler, K., Knüpfer, S., & Hampel, C. (2023). Urinary Incontinence and Pelvic Organ Prolapse in Women. Deutsches Arzteblatt international, 120(5), 71–80. https://doi.org/10.3238/arztebl.m2022.0406 Guest: Susan Feeney, DNP, FNP-BC, NP-C, Jill M. Terrien, PhD, ANP-BC Music Credit: Matthew Bugos Thoughts? Suggestions? Email us at FranklySpeaking@pri-med.com  

Credits: 0.25 AMA PRA Category 1 Credit™   CME/CE Information and Claim Credit: https://www.pri-med.com/online-education/podcast/frankly-speaking-cme-405 Overview: It's estimated that between 40%-60% of women report some degree of sexual dysfunction, which can have a significant impact on an individual's quality of life and personal relationships. Even though most clinicians understand the importance and relevance of female sexual dysfunction (FSD), they may not be aware of its prevalence, effective treatments, or how best to inquire about it. Join us as we discuss this condition, its impact on women, and evidence on effective treatments. Episode resource links: Cristine Homsi Jorge, Kari Bø, Camila Chiazuto Catai, Luiz Gustavo Oliveira Brito, Patricia Driusso, Merete Kolberg Tennfjord. Pelvic floor muscle training as treatment for female sexual dysfunction: a systematic review and meta-analysis. American Journal of Obstetrics and Gynecology. Volume 231, Issue 1, 2024,Pages 51-66.e1,ISSN 0002-9378, https://doi.org/10.1016/j.ajog.2024.01.001.(https://www.sciencedirect.com/science/article/pii/S0002937824000061) Davis, SR. Sexual dysfunction in women. New England Journal of Medicine. V 391. N 8; P 736-745. https://www.nejm.org/doi/full/10.1056/NEJMcp2313307 Johnson, Isabella MS; Thurman, Andrea Ries MD; Cornell, Katherine A. BS; Hatheway, Jessica MBA; Dart, Clint MS; Brainard, C. Paige MD; Friend, David R. PhD; Goldstein, Andrew MD. Preliminary Efficacy of Topical Sildenafil Cream for the Treatment of Female Sexual Arousal Disorder: A Randomized Controlled Trial. Obstetrics & Gynecology ():10.1097/AOG.0000000000005648, June 18, 2024. | DOI: 10.1097/AOG.0000000000005648 Kamrul-Hasan, A.B.M, Hannan, M A A, Muhammad S, M, Aalpona, Fatema, T Z, Nagendra, L., Selim, S,  Dutta, D, D. Role of flibanserin in managing hypoactive sexual desire disorder in women: A systematic review and meta-analysis. Medicine 103(25):p e38592, June 21, 2024. | DOI: 10.1097/MD.0000000000038592 Yao H, Zhang X, Sun F, Tang G, Wu J, Zhou Z. The efficacy of intravaginal electrical stimulation (IVES) in treating female with urinary incontinence symptom from meta-analysis of nine randomized controlled trials. Front Neurol. 2022;13:933679. Published 2022 Sep 13. doi:10.3389/fneur.2022.933679 Huang H, Ding G, Li M, Deng Y, Cheng Y, Jin H.(2023) Menopause and stress urinary incontinence: The risk factors of stress urinary incontinence in perimenopausal and postmenopausal women. J Obstet Gynaecol Res. 49(10): 2509–2518. https://doi.org/10.1111/jog.15742 Tunn, R., Baessler, K., Knüpfer, S., & Hampel, C. (2023). Urinary Incontinence and Pelvic Organ Prolapse in Women. Deutsches Arzteblatt international, 120(5), 71–80. https://doi.org/10.3238/arztebl.m2022.0406 Guest: Susan Feeney, DNP, FNP-BC, NP-C, Jill M. Terrien, PhD, ANP-BC Music Credit: Matthew Bugos Thoughts? Suggestions? Email us at FranklySpeaking@pri-med.com  

Dr. Jim Simon discusses the importance of hormones in sexual health and the intersectionality of ISSWSH and NAMS. He emphasizes the need for all healthcare providers to be comfortable talking about sex and hormones. Dr. Simon also talks about his paper on menopausal hormone therapy and the misconceptions surrounding hormone therapy and breast cancer. He highlights the importance of individualized risk assessment and informed decision-making. The conversation also covers the future of hormones, the role of lifestyle factors in healthy aging, and the development of new drugs for hot flashes, including Fezolinetant and a new one coming on the market in one year. In this conversation, Dr. James Simon and Dr. Kelly Casperson discuss various topics related to women's health, including the challenges of getting a female dosed testosterone approved by the FDA, of treating sexual dysfunction, the underutilization of certain medications, and the importance of advocating for better access to care. They also touch on the off-label use of medications and the need for comprehensive education on hormones and sex medicine. Additionally, they explore the role of hormones in sleep issues and the impact of anxiety on menopausal women. Takeaways Healthcare providers should be comfortable discussing sex and hormones with their patients. Individualized risk assessment is crucial when considering hormone therapy. Lifestyle factors, such as diet and exercise, play a significant role in healthy aging. New drugs for hot flashes offer more options for women who cannot or should not use hormones. Advocacy is crucial in improving access to care for women's sexual health issues. Certain medications for sexual dysfunction are underutilized and may be more cost-effective options. Off-label use of medications can be beneficial and should be considered when appropriate. Comprehensive education on hormones and sex medicine is needed for healthcare professionals. Sleep issues in menopausal women should be addressed beyond hot flashes and night sweats. Anxiety is a common concern for menopausal women and should be treated alongside other symptoms. Dr. Jim Simon was previously on YANB episode #111 – go back and check it out! Dr. James A. Simon is a D.C.-based physician providing patient-focused care for women across the reproductive life cycle, from adolescence to childbirth, and through the menopause transition. His unique approach to care encourages women to be a part of their own wellness, disease prevention, treatment and recovery; and through his renowned clinical research efforts, he offers one-of-a-kind opportunities for patients to experience the latest innovations in women's health. Levy B, Simon JA. A Contemporary View of Menopausal Hormone Therapy. Obstet Gynecol. 2024 Jul 1;144(1):12-23. doi: 10.1097/AOG.0000000000005553. Epub 2024 Mar 14. PMID: 38484309. See Full Prescribing Information and Medication Guide, including Boxed Warning for severe low blood pressure and fainting in certain settings at addyi.com/pi Thanks to our sponsor Sprout Pharmaceuticals. To find out if Addyi is right for you, go to addyi.com/notbroken and use code NOTBROKEN for a $10 telemedicine appointment. Thanks to our sponsor Midi Women's Health. Designed by midlife experts, delivered by experienced clinicians, covered by insurance. Midi is the first virtual care clinic made exclusively for women 40+. Evidence-based treatments. Personalized midlife care. https://www.joinmidi.com Order my book "You Are Not Broken: Stop "Should-ing" All Over You Sex Life" Listen to my Tedx Talk: Why we need adult sex ed Take my Adult Sex Ed Master Class: Join my membership to get these episodes ASAP, a private facebook group to discuss and my private accountability group for your health, hormones and life support! www.kellycaspersonmd.com/membership Interested in my sexual health and hormone clinic? Starts January 2025.  Learn more about your ad choices. Visit megaphone.fm/adchoices