Podcasts about Bangalore

Description: Why did Lord Cornwallis leave Tipu Sultan on the throne of Mysore in 1792 after bringing him to his knees? In this episode, Ramjee Chandran debunks the notion that the British lacked administrative capability, proving instead that the decision to leave half a kingdom intact was a calculated move driven by strategic geography, coalition politics, and legal constraints. Discover how Cornwallis secured British interests by shutting off key military passes into the Carnatic while carefully balancing the Maratha Confederacy and operating within strict parliamentary limits. Key Details from the Script: Refuting the "Administrative Incapacity" Myth: Some historians suggest the East India Company was purely a military force incapable of administering the plateau. Ramjee Chandran dismisses this: the British were expert bureaucrats with established Presidencies in Calcutta and Madras. Having already administered Bangalore and secured local palegars, they possessed the immediate capacity to run territories like Baramahal and Salem. Reason 1: Defensive Frontiers Over Territorial Conquest: The primary war goal was eliminating Mysore's capacity to invade the Carnatic—a fear rooted in the disastrous British defeat at Pollilur (1780). Cornwallis strategically annexed Baramahal, Salem, Coorg, and Malabar. These were not chosen merely for wealth, but because they controlled all mountain passes and coastal routes into British territory, effectively trapping Tipu on the interior plateau. Reason 2: Coalition Mechanics & Managing Allies: The Third Anglo-Mysore War was a joint effort with equal partners: the Maratha Confederacy and the Nizam of Hyderabad. Unilateral annexation by the Company would have sparked intense "violent jealousy," especially from the formidable Maratha Confederacy, who would demand their equal share of the entire kingdom. Reason 3: Mysore as a Buffer State: Completely dismantling Mysore would create a long, direct, unprotected frontier between British territories and the powerful Maratha Confederacy. A weakened, residual Mysore served as a vital strategic buffer state between the two powers. Reason 4: Parliamentary Mandates (Pitt's India Act): As a chartered corporation, the East India Company operated under strict standing instructions from the British Parliament prohibiting offensive territorial expansion. Cornwallis could justify the war in London as a "defensive necessity" that paid for itself, but outright annexation of a defeated kingdom could not be legally defended. We gratefully acknowledge the support of the Prestige Group, that makes this podcast possible. Follow The History Of Bangalore on social, here: Instagram: https://www.instagram.com/historyofbangalore/ Facebook: https://www.facebook.com/HistoryOfBangalore Twitter: https://twitter.com/HistoryOfBLR YouTube: https://youtube.com/@HistoryOfBangalore?si=mnH3BsYfI4BUU234 iHeartRadio: https://www.iheart.com/podcast/1323-the-history-of-bangalore-163453722/ Follow Ramjee Chandran on Instagram and Twitter: @ramjeechandran The theme music for the show was composed by German-Indian Koln based percussionist, Ramesh Shotham. Ramjee Chandran's photos by Asha Thadani. RESEARCH AND SOURCES: All our episodes are based on published research and archive records. To request information about our sources, write to hob@explocity.com. Let us know if you are a researcher (either institutional or independent) and also provide some information about why you need this information. Researchers will get priority. We only have time to engage serious, academic queries so please understand if we do not respond to casual requests.

Episode subtitle: Intro:Jithu Gopal is a fintech product leader based in Bangalore, with 18+ years across engineering, consulting, and product. He is AVP Product at Scripbox and currently owns the charter of building the advisory experience that'll help a million families make confident choices about their portfolios.Before Scripbox he co-founded Nilenso, a boutique technology consulting firm, where he built a social network, rewrote the checkout experience for a ticketing platform, and took on a few other projects.He is curious about what creates habits and what motivates people.Shownotes:In this conversation, Jithu Gopal and Chitra Gurjar explore -Working as a software engineer and an early observer of the cost of quality in workActive community-based learning from Java and Ruby user groups in early careerBuilding a social network , learning the “ethics” of software engineering, recognizing and applying design patterns Work at Nilenso, an employee-owned cooperative-like company, applying functional programming principlesLiving the principles of “being agile”, using Test-Driven-Development to shape a problem and approach it from the outside, rather than just build, staying in the problem spaceThe versions of software engineering, 1.0 and 2.0Indispensable systems thinkingShifts in Product Management, building strong foundations of working with engineering using high agency and trust AI Mavens, followers, the power and tools to leverage knowledge and do way moreExamining AI in layers for any organization or system How we organize ourselves differently in the age of machinesKeeping the “Why” in focus with organization memory and problem memoryWhat “post AI” looks like - awakening consciousness and invoking agency, AI cycles bringing more value addSocial bonding as a key to young people's future of work and lifeBooks that have had a powerful influence on him.For aspiring software engineers to keep building and asking about what “good” looks like:Few conversations flow back and forth in time, not unlike when you meet friends from childhood. In this episode of the Software People Stories podcast, I found myself having tremendous deja-vu moments as Jithu Gopal shared his flow of thoughts across various aspects of software engineering through his 18 plus years of work, how his interests and ways of connecting what he reads, experiences and works with have significance and relevance in the AI whorl that seems to be sweeping us with it and what habits and disciplines can hold us through as we begin to figure out new ways of working, learning and what the future might hold for our children and aspiring engineers. Listen on.

Scotland and Netherlands say the ICC's plans to shrink the men's 2027 Cricket World Cup to 12 teams will make it harder for associate nations to qualify. Alison Mitchell, Charu Sharma and Brett Sprigg discuss the impact this will have on the sport. Three Test series get underway this week with Bangladesh in Australia, India travel to Sri Lanka and England host Pakistan. Brett says the Tigers deserve their chance to play against Australia and Charu believes spin will play a big role in the sub-continent if the monsoon rains stay away. Meanwhile, Alison can't pick a clear favourite in the England v Pakistan series. And move over Cristiano Ronaldo, Madeira and Portugal has a new sporting icon. We hear from Moises Henriques on why he swapped the Aussie gold and green for Portugal's red and green as he hopes to get them qualified for the next T20 World Cup.Photo: BANGALORE, INDIA - NOVEMBER 12: Roelof van der Merwe of Netherlands reacts during the ICC Men's Cricket World Cup India 2023 between India and Netherlands at M. Chinnaswamy Stadium on November 12, 2023 in Bangalore, India. (Photo by Matt Roberts-ICC/ICC via Getty Images)HOBART, AUSTRALIA - MARCH 14: Matt Machan of Scotland looks dejected after being dismissed by Pat Cummins of Australia during the 2015 Cricket World Cup match between Australia and Scotland at Bellerive Oval on March 14, 2015 in Hobart, Australia. (Photo by Ryan Pierse/Getty Images)

India's gaming market crossed $14 billion this year - and it happened right after the real money gaming ban wiped out $2 billion of it overnight. Salone Sehgal, Co-Founder and Managing Partner at Lumikai, has been building India's first dedicated gaming and interactive media VC fund since 2020, and every investor she pitched back then said the same thing: Indians will never pay for digital content. After twelve years in Europe and $10 billion in M&A deals at Morgan Stanley, Salone built a London gaming studio, and wound it down so cleanly that her own seed investors hired her. She returned to India in 2019 and launched Lumikai, now managing over $100 million anchored by Krafton, Mixi and Sega Sammy. Speaking with host Akshay Datt, she breaks down why weak monetisation in India reflected an inability to spend rather than an unwillingness, why Lumikai held zero real money gaming exposure years before the ban hit, and why 85% of her portfolio already earns revenue at seed. With the microdrama market in India crossing $300 million in year one and projected toward $4.5 billion by 2030, the timing behind this conversation is sharp. What we cover:

Description: What remained of the legendary kingdom of Mysore after the Treaty of Seringapatam in 1792? In this episode, Ramjee Chandran dives into the grim fiscal reality facing Tipu Sultan. Beyond losing half its geographical territory, Mysore lost its most profitable economic engines—the lucrative spice coast of Malabar, the strategic mountain passes of Coorg, and the seamless trade routes that sustained Bangalore. Discover how the allies stripped Mysore of its revenue-generating commercial centers while leaving Tipu with a dry, expensive interior and a single, shallow military port to finance a massive war ransom. Key Details from the Script: Clarifying "Landlocked": While Mysore was not strictly landlocked in a purely geographical sense (it retained a small strip of coast), it was effectively landlocked from commerce. The treaty stripped away all of its high-revenue, commercial trading ports, leaving Mysore economically isolated. An Unequal Division of Spoils: The territorial loss was far more than "half a kingdom". The allied coalition selectively annexed the most lucrative and strategically vital regions along their respective borders: The British: Seized Malabar (the spice coast), Coorg, Baramahal, Dindigul, and Salem. The Marathas: Took the fertile and centuries-contested Raichur Doab between the Krishna and Tungabhadra rivers. Hyderabad (The Nizam): Took Cumbum, Cuddapah, and Ganjikota. What Mysore Retained: The dry, inland plateau—including Srirangapatna, Bangalore, Bidanur (Nagara), Chitradurga, Gooty, and the Canara coast. While defensible, this residual state was far poorer per square mile. The Strategic Loss of Malabar and Coorg: Malabar: Represented Mysore's richest asset due to its historic pepper and cardamom trade with Europe, the Persian Gulf, and the Red Sea. Coorg: While earning less direct revenue, Coorg controlled the key mountain passes through the Western Ghats. Losing Coorg meant losing the physical corridors required to transport plateau goods to coastal markets. The Impact on Bangalore: Bangalore was returned to Tipu intact, but its commercial viability was severely crippled. Formerly an interior market with protective geographic depth, Bangalore became a vulnerable frontier city. Its ancient trade routes west to the coast and south through Baramahal were now intersected by hostile British-controlled territory and new feudal checkpoints. Commercial Ports vs. Naval Bases: Commercial ports (like Calicut and Cannanore, now lost to the British) generate state income. Naval bases (like Mangalore, Honnavar, and Kundapur, which Mysore kept) consume state income. Built originally by Hyder Ali for timber access and shallow-draft warships (gallivats and grabs), Mangalore's harbour had a shallow sandbar entrance. The treaty forced this single military harbour to double as the sole bulk export outlet for the entire kingdom's state enterprises. The Fiscal Trap: Mysore was left with a halved territory, a disproportionately gutted revenue base, a single bottlenecked port, and an exorbitant bill of 3 crore 30 lakh rupees owed to the victors—all while two young princes remained hostages in Madras. We gratefully acknowledge the support of the Prestige Group, that makes this podcast possible. Follow The History Of Bangalore on social, here: Instagram: https://www.instagram.com/historyofbangalore/ Facebook: https://www.facebook.com/HistoryOfBangalore Twitter: https://twitter.com/HistoryOfBLR YouTube: https://youtube.com/@HistoryOfBangalore?si=mnH3BsYfI4BUU234 iHeartRadio: https://www.iheart.com/podcast/1323-the-history-of-bangalore-163453722/ Follow Ramjee Chandran on Instagram and Twitter: @ramjeechandran The theme music for the show was composed by German-Indian Koln based percussionist, Ramesh Shotham. Ramjee Chandran's photos by Asha Thadani. RESEARCH AND SOURCES: All our episodes are based on published research and archive records. To request information about our sources, write to hob@explocity.com. Let us know if you are a researcher (either institutional or independent) and also provide some information about why you need this information. Researchers will get priority. We only have time to engage serious, academic queries so please understand if we do not respond to casual requests.

Subscribe to Dostcast Clips:https://www.youtube.com/@dostcastclips?sub_confirmation=1Listen to Dostcast on Spotify: https://open.spotify.com/show/70vrbHeSvrcXyOeISTyBSy?si=be05dbdd564245d9Join the Dostcast Janta Party on WhatsApp for regular updates: https://whatsapp.com/channel/0029VbAZwo5D8SDs5kf94N3TWant to suggest a guest?Fill this form: https://docs.google.com/forms/d/1ft_-1QDs7XpsSWnaPOeF21yUlhk9bzKvwHSyh4hHfBU/edit?usp=drivesdk====================================================================This is Dostcast Live 01, our first-ever live show. After eight years of podcasting, we put the podcast on a stage in Bangalore and spent two hours on the one industry nobody talks about in public. Niks Indian is India's most recognisable adult content creator. No script, no safety net, in front of a live crowd. The wildest thing Dostcast has done yet.In this episode, Vinamre and Niks discuss:• What adult stars actually earn, why only 0.5% ever make millions, and how much piracy eats into the business• The real strategy behind going viral: knowing your audience, and why a sari outperforms everything else for Indian viewers• Niks' subscription model, how he scouts and pays performers, and why he refuses fan video calls at any price• Writing, directing and acting his own scenes, plus the sponsorships that funded a large chunk of his career• How the "Niks Indian" name was a pure SEO play that still pays off years laterFollow Niks Indian on:Instagram: https://www.instagram.com/theniksindian/Timestamps:0:00 Intro3:30 How Much Adult Stars Actually Earn6:40 Dealing With Piracy10:40 How To Go Viral14:40 Niks' Business Model17:00 Writing, Directing & Acting21:10 Competition & Sponsorships23:00 Scouting & Paying Performers25:00 Jealousy In The Industry26:30 Video vs Real Life28:00 A Day In Niks' Life32:00 Legally Shooting36:20 Ethics & Morality 44:10 How Niks Stays Healthy48:40 India: Before vs Now52:40 The Indian Psyche Exposed55:20 Building A Career In This Industry57:00 How The Niks Indian Name Was Born1:00:00 Q&A1:16:00 Conclusion====================================================================Vinamre Kasanaa is a writer at heart, podcaster and entrepreneur by craft.He spends a significant part of his time reading and researching.With over 500 podcasts under his belt, he's interviewed everyone—from HNIs and industry leaders to everyday superheroes.Follow Vinamre:LinkedIn: https://www.linkedin.com/in/vinamre-kasanaa-b8524496/Instagram: https://www.instagram.com/vinamrekasanaa/Twitter: https://twitter.com/VinamreKasanaaDostcast: Instagram: https://www.instagram.com/dostcast/Twitter: https://twitter.com/dostcast====================================================================Contact Us:For business inquiries: dostcast@egiplay.com

Dans ce deuxième épisode de notre série « vivre en ville », direction Bangalore, en Inde. Mégalopole de 14 millions d'habitants, Bangalore est souvent présentée comme la Sillicon Valley indienne.   Dans les années 1990, la ville fonde sa stratégie de développement sur les technologies de l'information. Grâce à ses coûts de main-d'œuvre plus faibles, elle attire des entreprises informatiques comme Dell ou IBM. Très vite suivront Apple, Microsoft, Intel... des géants de la tech qui génèrent plus de 22 milliards de dollars de revenus annuels.   Mais la transformation de la ville n'est pas que technologique, elle est aussi urbaine. À l'origine, simple garnison militaire anglaise au XIXème siècle, connue pour ses parcs et ses lacs, Bangalore a grandi trop vite. En 20 ans, elle a vu sa population tripler mais les infrastructures de la ville peinent à suivre, comme en témoigne son périphérique extérieur, Outer Ring Road, avec ses nids de poule et son trafic au ralenti. Bangalore subit aussi une crise de l'eau. Pour répondre à la demande, elle épuise ses nappes phréatiques.   Profondément ancrée dans sa culture sud-indienne, tournée vers l'intelligence artificielle, inégalitaire aussi, à l'image de l'Inde, Bangalore est une ville hybride.   Avec :   Côme Bastin, journaliste, correspondante de RFI à Bangalore en Inde.   En fin d'émission, Ville contre ville, la chronique qui explore les rivalités urbaines. Aujourd'hui Juliette Brault explore l'Afrique du Sud pour un match entre Johannesburg, sa cité « d'or » et Le Cap, sa cité « mère ».   Programmation musicale : ► Tagaru - Shiva Rajkumar, Dhananjay, Manvitha | Charanraj ► Kantara Varaha Roopam - Rishab Shetty Ajanees.

Dans ce deuxième épisode de notre série « vivre en ville », direction Bangalore, en Inde. Mégalopole de 14 millions d'habitants, Bangalore est souvent présentée comme la Sillicon Valley indienne.   Dans les années 1990, la ville fonde sa stratégie de développement sur les technologies de l'information. Grâce à ses coûts de main-d'œuvre plus faibles, elle attire des entreprises informatiques comme Dell ou IBM. Très vite suivront Apple, Microsoft, Intel... des géants de la tech qui génèrent plus de 22 milliards de dollars de revenus annuels.   Mais la transformation de la ville n'est pas que technologique, elle est aussi urbaine. À l'origine, simple garnison militaire anglaise au XIXème siècle, connue pour ses parcs et ses lacs, Bangalore a grandi trop vite. En 20 ans, elle a vu sa population tripler mais les infrastructures de la ville peinent à suivre, comme en témoigne son périphérique extérieur, Outer Ring Road, avec ses nids de poule et son trafic au ralenti. Bangalore subit aussi une crise de l'eau. Pour répondre à la demande, elle épuise ses nappes phréatiques.   Profondément ancrée dans sa culture sud-indienne, tournée vers l'intelligence artificielle, inégalitaire aussi, à l'image de l'Inde, Bangalore est une ville hybride.   Avec :   Côme Bastin, journaliste, correspondante de RFI à Bangalore en Inde.   En fin d'émission, Ville contre ville, la chronique qui explore les rivalités urbaines. Aujourd'hui Juliette Brault explore l'Afrique du Sud pour un match entre Johannesburg, sa cité « d'or » et Le Cap, sa cité « mère ».   Programmation musicale : ► Tagaru - Shiva Rajkumar, Dhananjay, Manvitha | Charanraj ► Kantara Varaha Roopam - Rishab Shetty Ajanees.

Cette semaine, nous vous proposons une nouvelle saison de notre série spéciale « Vivre en ville ». 8 milliards de voisins vous emmène dans ses valises à la découverte de Kiev, Bangalore, Buenos Aires, Kobe et Detroit. Urbanisme, société, économie, transports, loisirs : les correspondants de RFI et nos invités présentent la vie quotidienne de nos voisins. Dans ce premier épisode de notre série « Vivre en ville », direction Kiev, en Ukraine. Depuis le 24 février 2022 et l'invasion russe, le sort de la capitale ukrainienne est suspendu à l'évolution de la guerre. Bombardements, pertes humaines, destructions font désormais partie du quotidien. Les habitants vivent au rythme des sirènes d'alerte aérienne, des couvre-feux imposés, des coupures d'électricité et de chauffage. Ainsi, en janvier 2026, près de la moitié des immeubles d'habitations de la ville ont été privés de chauffage à cause d'attaques russes sur les infrastructures, le maire Vitali Klitschko invitant ceux qui le pouvaient à quitter la ville pendant cette période de haute tension. Mais Kiev n'est pas que la guerre. Avant l'invasion russe, la ville était l'un des épicentres de la techno européenne. Aujourd'hui, la fête a repris en s'adaptant à cette nouvelle réalité. En créant des communautés, des festivals, des expositions, la jeunesse de Kiev tente de s'éloigner comme elle peut de la guerre. La démocratie continue aussi de vivre : suite à la décision du président ukrainien Volodymyr Zelensky de remanier son gouvernement début juillet, les manifestations se multiplient dans la capitale du pays. Avec : • Emmanuelle Chaze, journaliste, correspondante de RFI à Kiev en Ukraine • Justine Perry, DJ et productrice de musique française basée à Berlin. Elle mixait à Kiev en mars 2026.   En fin d'émission, Ville contre ville, la chronique qui explore les rivalités urbaines avec Juliette Brault.  Aujourd'hui, direction les États-Unis et le Texas pour un match entre Austin et Dallas : La tech contre le pétrole.   Programmation musicale :  ► Cherkashchyna - Latexfauna ► Liubila - Boombox ► Ocobistyi Rai - Adam.  

On a Tuesday evening in early July, Anushka Ahuja, a dentist in Gurgaon, India, opens the door for the house help she booked ten minutes ago on Pronto, an app that provides instant professional cleaning services like sweeping, mopping and laundry across 11 cities in India. A woman clad in a crisp uniform greets her with a polite smile, then asks: Can she strap a small camera onto her head to record her work?  Ahuja isn't surprised to see the camera. In fact, she paid an extra nine rupees (about nine cents) so her cleaner would record everything from her elbows to her fingertips. Now she'll receive a video recording a few hours later, giving her peace of mind that her house was cleaned properly and nothing was stolen or broken in her absence.  Despite disclosures in the consent form she signed, Ahuja initially didn't realize that there's another purpose to the camera footage: AI training data. After a cleaning session, the video is stripped of personally identifiable information like personal documents and people's faces and then sold to American AI companies.  Bangalore-based Pronto launched the video recording service, called Pronto Verified, in May, stirring widespread backlash in India and government scrutiny over privacy concerns. Customers consent to the recording and workers are paid double for Pronto Verified bookings, CEO Anjali Sardana says.  “Trillions of dollars are going into AI capex every year. All the money in the world is getting invested in AI, but your blue-collar worker in India is not capturing any of that,” Sardana, 24, tells Forbes. “And there is an opportunity to actually redistribute that capital.” By Rashi Shrivastava, Forbes Staff Learn more about your ad choices. Visit megaphone.fm/adchoices

Cette semaine, nous vous proposons une nouvelle saison de notre série spéciale « Vivre en ville ». 8 milliards de voisins vous emmène dans ses valises à la découverte de Kiev, Bangalore, Buenos Aires, Kobe et Detroit. Urbanisme, société, économie, transports, loisirs : les correspondants de RFI et nos invités présentent la vie quotidienne de nos voisins. Dans ce premier épisode de notre série « Vivre en ville », direction Kiev, en Ukraine. Depuis le 24 février 2022 et l'invasion russe, le sort de la capitale ukrainienne est suspendu à l'évolution de la guerre. Bombardements, pertes humaines, destructions font désormais partie du quotidien. Les habitants vivent au rythme des sirènes d'alerte aérienne, des couvre-feux imposés, des coupures d'électricité et de chauffage. Ainsi, en janvier 2026, près de la moitié des immeubles d'habitations de la ville ont été privés de chauffage à cause d'attaques russes sur les infrastructures, le maire Vitali Klitschko invitant ceux qui le pouvaient à quitter la ville pendant cette période de haute tension. Mais Kiev n'est pas que la guerre. Avant l'invasion russe, la ville était l'un des épicentres de la techno européenne. Aujourd'hui, la fête a repris en s'adaptant à cette nouvelle réalité. En créant des communautés, des festivals, des expositions, la jeunesse de Kiev tente de s'éloigner comme elle peut de la guerre. La démocratie continue aussi de vivre : suite à la décision du président ukrainien Volodymyr Zelensky de remanier son gouvernement début juillet, les manifestations se multiplient dans la capitale du pays. Avec : • Emmanuelle Chaze, journaliste, correspondante de RFI à Kiev en Ukraine • Justine Perry, DJ et productrice de musique française basée à Berlin. Elle mixait à Kiev en mars 2026.   En fin d'émission, Ville contre ville, la chronique qui explore les rivalités urbaines avec Juliette Brault.  Aujourd'hui, direction les États-Unis et le Texas pour un match entre Austin et Dallas : La tech contre le pétrole.   Programmation musicale :  ► Cherkashchyna - Latexfauna ► Liubila - Boombox ► Ocobistyi Rai - Adam.  

Planning your return to India? Don't guess — plan it right

‘In the process of attachment, there is pain. To avoid that pain, we try to cultivate detachment. And so we keep up this circle, which is always painful.' This episode on Detachment has three sections. The first extract (2:42) is from Krishnamurti's fifth talk in Saanen 1982, and is titled: Detachment Is Just an Idea. The second extract (21:35) is from the first talk in Bangalore 1971, and is titled: The Pursuit of Detachment. The final extract in this episode (43:21) is from the first talk in Ojai 1949, and is titled: Where There Is Love, There Is No Question of Attachment or Detachment. The Krishnamurti Podcast features carefully selected extracts from Krishnamurti's recorded talks. Each episode highlights his different approaches to universal and timeless subjects that affect our everyday lives, the state of the world and the future of humanity. This episode's theme is Detachment. Upcoming themes are Harmony, plus many more in Season 8. This is a podcast from Krishnamurti Foundation Trust, based at Brockwood Park in the UK, which is also home to The Krishnamurti Centre. The Centre offers a variety of group retreats, including for young adults. There is also a volunteer programme. The atmosphere at the Centre is one of openness and friendliness, with a sense of freedom to inquire with others and alone. Please visit krishnamurticentre.org.uk for more information. You can also find our regular Krishnamurti quotes and videos on Instagram, TikTok and Facebook at Krishnamurti Foundation Trust. If you enjoy the podcast, please leave a review or rating on your podcast app.

1 · SummaryPart 2 of 2. Part 1 laid out the bet: a fund built only for Indian consumer brands, back when the idea sounded absurd, and the anti-power-law machine Kanwal Singh built to make it work. This half is the person. The near-decade at Hindustan Lever that gave him his love of consumer, the Intel years, and the Paper Boat conviction that taught him to back the founder over the idea. Then the man himself: parents who came to India as refugees from Pakistan, a father who kept collecting degrees while feeding the family, the coach he started seeing in his sixties and what separates coaching from therapy, and how he reads a founder by meeting their family. He turned down twice the money he could have raised. He rates his life a 10.2 · Chapters0:00 Part 2 intro 1:22 The Hindustan Lever decade that started it all 2:25 Intel Inside, and bringing the inside out 4:22 The Paper Boat conviction: backing the founder 6:38 What he adds as Fireside's "CEO," and value of good 17:53 Capping the fund: turning down 2x the money 20:24 Hiring: read the person, meet the family 27:01 Refugees, and a father who never stopped studying 30:39 Three words, and a 100%-locked calendar 33:30 Motivating through the down days 34:51 The coach, and coaching vs therapy 43:40 How he learns, and consumer vs tech founders 51:27 Rating his life a 10, and success redefined 52:47 Cotswolds, golf, and the empty nest refilled3 · Pull-quotes[17:56] "I could have raised 2x of this. Genuinely, we could have raised 2x of this."[23:55] "You cannot build to sell. You build for sustenance, you build for good."[27:04] "Both my parents were refugees from Pakistan."[51:34] "A 10." (asked how happy he is with his life)4 · Frameworks & mental modelsFounder assessment through the family: read a founder by their story and support system, often over a meal with their spouse, on the belief that no one survives a decade-long build without one.Build for sustenance, not to sell: the best businesses are bought, not sold; you build for the long run and treat a sale as a business decision along the way.Value of good ("do good to do well"): founder first, planet first, one Fireside, with goodness as the foundation of doing well.Coaching vs therapy: therapy addresses a medical issue; coaching is vulnerability and honesty in a business context, and only works once you have the self-awareness to accept there's a problem.This episode was produced by Rohin Dharmakumar and mixed and mastered by Rajiv CN.Write to us at fp@the-ken.com with your feedback, suggestions, and guests you would want to see on First Principles.If you enjoyed this episode, please help us spread the word by sharing and gifting it to your friends and family.

What happens when an organization gets so focused on results that it forgets why it exists? Andrew Stotz and Balaji Reddie dig into the first of Deming's 14 Points, constancy of purpose, using stories like Harvard's answer to Deming's challenge to define a business and Indian manufacturers who pivoted to build PPE during the pandemic. This conversation may change how you think about success, profit, and the real aim of a business. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. I'm really excited for today's topic, which is the 14 Points. Take it away, Balaji.   0:00:27.5 Balaji Reddie: Thank you. Thank you, Andrew. So the last time we spoke, we had discussed all the four sciences that Dr. Deming put together. In a nutshell, we said his words, appreciation for a system. That means appreciating that there are no events, there are eventualities, and there is a huge myriad or a huge system of myriad components that create these outcomes. So we need to understand that. We need to appreciate the fact that these are all interconnected, interdependent, these components. Right. And we saw some other attributes that when they interact with each other, the cause and effect are not closely related in time or space. Seemingly disconnected events then turn out to be connected. There exist synergistic relationships. So you can't just straightaway say, "I know." You can say, "From what I understand or what knowledge I have right now about the system, I think."   0:01:34.7 Balaji Reddie: And you always dig deeper. Right. And that gave us the next thing, that the performance of any system, the outcomes are subject to Variation. You will never get the same outcome every single time. It keeps on fluctuating. And then we realize there is a difference between normal and abnormal fluctuations. The typical term that Walter Shewhart said was Variation, and Deming took that forward. He said, "Understand Variation." I would say learn how to think statistically. Right? And statistical thinking is about knowing when to act and when to leave a process alone. Okay. So we said understand the Variation, and you should know when to... There's that normal fluctuation, you would need to work on it continually. But abnormal fluctuation is a little easier to understand, isolate, and take immediate action. So the low-hanging fruit comes from the abnormal fluctuation, what he called as special causes or assignable causes, as Walter Shewhart said.   0:02:41.0 Balaji Reddie: And once you work on them, then your long-term work on the process continues. That never stops because it helps you understand the process much, much better. Right? But there you are faced with the dilemma sometimes. There's so many complications there, and you just need to understand them if you want to know completely what happens in a system. And that's why he said the complete knowledge is never... Is unknown and unknowable. But he said there's a way of doing that, and that's where the Theory of Knowledge came in. We needed to understand that we build upon what we have right now. We start asking questions, and you begin with theories. "I think, I believe." And once you start doing that, you start unraveling the mysteries of the system under study. And last bit here is all this, of course, he was speaking about man-made systems, organizational systems, which all this work is being done by people.   0:03:38.0 Balaji Reddie: And he said that's where the best part comes in. You can never do things all by yourself. You need to cooperate with others. Each one comes with their own theories, and each one has their own system of learning, their own way of thinking. So we need to understand that, whether you are employees inside a company, whether you are people outside the company contributing in the sense of suppliers, or people who are recipients of this in terms of consumers. So everyone, you need to understand people, that they're a part of this entire system. And that's where Psychology comes in. Of course, I used the word empathy. I said understanding them and on. And on a lighter note, I ended by saying that if you really want to sharpen your empathetic skills, you need to either understand your pet or a baby, because these are people who can't express what they want and you just have to have your own theories and then understand them better.   0:04:34.9 Balaji Reddie: But that's what we saw last time. Now we're gonna get to, funnily, what he espoused as his philosophy [chuckle] when he first presented it in the United States in a structured form, right? These were the 14 Points. Now, first of all, the 14 Points are not his philosophy, but they're 14 consequences of his philosophy. You can never really set out to say, "I'm gonna do these 14 Points." But when you start, how do I say, asking the right questions and want to gain Profound Knowledge of what's happening and start looking at things differently and start asking questions, the right kind of questions, just like I said, "What is the purpose of the system? What are the components? How are they connected? How do they work? What is happening right now? Does this normally happen? Is this abnormal?" And then, of course, what are better ways of explaining or expressing what I'm seeing right now?   0:05:43.9 Balaji Reddie: And then finally, taking help from everybody else and bringing their thought processes. When you start asking these questions and start structuring and understanding the organization much better, you eventually see the 14 Points. So they are consequences of his philosophy. They are not his philosophy. You end up with the 14 Points, you don't start with them. Right? Having said that, does that mean we just go through this and be done with it? I said, "No." Now let's understand how he structured these and why he structured it the way he did. Now, they are in no order of preference. In fact, I remember speaking to Bill Bellows about this, and he said when he asked Deming, "Which of the 14 Points are the most important ones? Where do I start?" and he said, "All of them." He said, "Where do I start?" "Start anywhere," he said. You could start anywhere, eventually they're all connected.   0:06:40.7 Balaji Reddie: So the 14 Points are a system themselves. They are all connected to each other. You could start anywhere and you end up with the 14 Points in any case. But since we have to follow a kind of the sequence in which he wrote them, which he presented them, I'm following that sequence to begin with. Now, I'm gonna start with the 1986 edition of the 14 Points, which are there in his book, Out of the Crisis. But in 1990, he updated the wordings of the 14 Points. So I shall pull up my document right here so that I can read out the 1990 edition. Just give me a minute.   0:07:36.0 Andrew Stotz: Just for the audience, go out there and get yours in your hand. Get ready. I'm just going through and getting mine ready.   0:07:42.8 Balaji Reddie: Yes, so. Okay, so here it goes. Let's get to the 14 Points. So here we are. Right. And in what I normally say here, that he often said too, that when you apply Profound Knowledge, the 14 Points help you apply this in the most structured manner. So here we go. So the first is the 1986 edition, point number one, where he says, "Create constancy of purpose toward improvement of product and service with the aim to become competitive and to stay in business and to provide jobs." I think this is an amazing set of words which he's brought here, especially saying to provide jobs, where he said that quality is a ways and means of really contributing to society and not sucking the worst 10%, but adding something more to it to provide more jobs. Now in the 1990 edition, right, now the commentary for this, if you read Out of the Crisis, I've taken an excerpt from there, "Management must demonstrate unshakable commitment to quality, productivity and continual improvement.   0:09:09.8 Balaji Reddie: Your customers, your suppliers, your employees need your statement of constancy of purpose, your intention to stay in business by providing product and service that will help man to live better and which will have a market." So this was his definition of quality. A product or a service possesses quality if it helps someone live better in every way and enjoys a large and sustainable market. So for him, quality had two aspects. One, it must make someone's life better. Whatever you do, whether it's a product or a service, service being an activity. Right. So it should add value to the customer's life. It should make that person's life better. But it should be at a price the customer is willing to pay. Right? So that's the way he looked at it.   0:09:55.2 Balaji Reddie: Now, he changed this in 1990 to this, "Create and publish to all concerned a statement of the aims and purposes of the company or other organization. Management must demonstrate constantly their commitment to this statement." Now he says to publish the statement. And he says not just purpose, but aim. So aim, I think this came from his definition of a system, where he says that a system must have an aim. Without an aim, there is no system. So the aim provides a direction and purpose provides the reason why the system exists. So they go hand in hand. You can't separate these two. But now the commentary for this is, "A system must create something of value, in other words, results. The intended results, along with consideration of recipients and of cost, mold the aim of the system. It is thus management's task to determine those aims, to manage the whole organization towards accomplishment of those aims.   0:11:07.1 Balaji Reddie: It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone. The aim precedes the organizational system and those that work in it." So...   0:11:23.4 Andrew Stotz: What was that part? "It's important that it's not" what?   0:11:27.2 Balaji Reddie: Yeah, that it's not an activity or a product. It should be something broader than that. It's about adding value to someone's life. Now, you can't go into the other extreme and come up with a motherhood statement like "I want to boil the ocean" or "I want to solve the world's poverty problems," alright? But it must translate into something doable, alright? And it should tell where the organization is heading. But the key word here is "publish it," right? And he says, "and other organization," that means "of the company or other organization." So I believe he started envisioning that in the future it's not gonna be one company, but a family of companies working together, which very simply today we use the term "supply chain" to express that. And I think, I think I mentioned this before in one of my earlier chats that I don't like that term because. It falls woefully short to explain what actually is happening there.   0:12:29.2 Balaji Reddie: I like to use the word provider network. Right? It's a network. It's not just a chain. Chain is more linear. Network is more lateral, all over the place. And these are not just suppliers. These are providers. So, right, he talked about a supply chain in those days. And he also says publishing, that means it should exist in some hard form, right, so that people see it, read it. Okay. Now this kind of, I thought was quite amazing because if you know about, for those who are into ISO 9000, the standard, of course, the latest one which is coming out this year, I'm not well-versed with what they've written or what they've changed in it, but up until 2015, the ISO insisted that companies have a documented statement of their policies, right, a quality policy and objectives. It should be written down. So to say that they could have got this idea from here is not fair, but I guess that you can see the parallel in what he was saying.   0:13:44.8 Balaji Reddie: So publishing. Now, in 2007, this is what I wrote after talking to many, like I said, who attended or helped Dr. Deming in his seminars till the day he passed on, right? And they said, of course, because I was quite intrigued, initially his four-day seminar had a perfect structure and everyone knows who attended that on the second day after lunch you had the red beads experiment. So that never changed even after Profound Knowledge came in. So anyway, coming back to what I was just saying, so initially he spoke a lot about the 14 Points, but after he professed Profound Knowledge, the stress on the 14 Points came down, but it did not disappear altogether. And this I heard from many of those and I asked what he would speak of. So based on that, I just came up with these words. The words are all Dr. Deming's, I've just edited and put it together.   0:14:50.1 Balaji Reddie: So create a statement of the aim and purpose of the organizational system. It must bring out the long-term vision of the organization, preferably stating how it intends to stay in business by making life better for all those impacted in any way. So there could be a direct or an indirect impact. Stakeholders is the term we use right now, right? So purpose describes why you exist. And if you go deeper to find out why a company exists, it has to last beyond the founding father's vision, right? So the statement of purpose must be very clear. Like Walt Disney, we spoke about this, he said, "I'll do anything to make a child smile." That was his purpose, and that's how everything stemmed from that, right? So if you start looking deep, why are we here? Why do we exist?   0:15:46.3 Balaji Reddie: Then once the company starts growing, you don't forget why you set up the company in the first place. You go back to your roots and the statement of purpose is like a North Star. It reminds you of where you're supposed to be, where you started, what you had in mind, right? So it's not that companies don't have it, but we need to revisit it from time to time. And sometimes you need to, it may undergo a change because things don't remain the same, right? Systems keep changing and if everything keeps changing, then you have to revisit the purpose. You don't do it every day though, because it's something that you spoke about and you say that it took me time to come out with this statement of purpose. So I was trying to understand even Apple's statement of purpose where Steve Jobs said making technology accessible, making technology simple, making technology productive is what we are supposed to do here as a company. Right.   0:16:46.4 Balaji Reddie: So he always believed in simplicity. He believed in seeing that people are more productive with the work, the software, or the products that they offer. Right. And it should be something that at times goes beyond just what the customer expects so that that one part is always there. So that's point number one, the statement of purpose.   0:17:11.3 Andrew Stotz: Can I ask a couple questions about that?   0:17:14.2 Balaji Reddie: Yeah, sure, sure, sure.   0:17:15.3 Andrew Stotz: Before we go on, I'm assuming you're gonna go on to number two.   0:17:18.4 Balaji Reddie: Yes.   0:17:20.5 Andrew Stotz: So a couple of things. First thing is about aim. You know that statement, "the purpose of a system is what it does," meaning that ultimately every system, there's an aim. It just may not be the aim that you think it is or that you want it to be. So part of this idea is recognizing that we have to state the aim or else people just, they're gonna just do things the way they've done them. Am I correct in saying that?   0:17:51.2 Balaji Reddie: Yeah. And it brings clarity to whatever you are doing. You start realizing, okay, I thought that we were actually doing this when we should be doing something else. For example, in Out of the Crisis, he gives that example of that trucking company. And he said when that gentleman took Dr. Deming's four-day seminar and then went back to his company and asked his employees, "What business do you think we are in?" Because that's what he used to ask, "What business are you in?" He used to ask that question, right, to the audience. "Any CEOs here? What business are you in? What business do you need to be in? What are you gonna be doing five years from now, ten years from now?" Right. So these are questions which I think you need to look at. If you want a list of questions, then in Out of the Crisis, there is a chapter on just the questions. Right.   0:18:57.0 Balaji Reddie: And that's, if I believe, let me just check. It comes after chapter seven. Is that where it comes in? No, I think... Yeah. Diseases and Obstacles. Okay. It's chapter five, "Questions to Help Managers." So you can find a host of questions there. These are rhetorical questions, most of them, telling you to focus on the job you have on hand. Right. And helps you define your purpose and your aim, both. And it gives clarity. Like I said, sometimes it gives clarity to yourself. What exactly am I doing here? All right. You always begin by saying that. I mean, if you ask people who set up businesses, they'll start by saying, "I did this because I was good at it," and the money came, but "I was good at doing this." And why did you do that? What do you mean by good? "Well, when I did this, I saw people feel happy." Right. And that's why I wanted to do this.   0:20:06.8 Balaji Reddie: And I thought this is the best way for me to earn my money, but the purpose was mainly to make them happy. Right. And then the money came. So that should be the focus. I think I mentioned this once when 1983 was when Harvard Business School was celebrating 75 years of existence. And everyone knew at that time, because Deming had just been rediscovered in America, and he was hot property. But everyone knew his ideas about Harvard. [chuckle] He was scathing. He said they prepared managers for the past and not for the future, and blah, blah, blah, blah, blah. He was very angry. But when they sent him a letter saying that we are making a souvenir of sorts, so can you pen a few words for us? So he was quite lavish in his comments and in his praise. He said, "It's not easy to run a business school and y'all have done it for 75 years. So all credit to you." But he said, "I have just one question for you.   0:21:18.7 Balaji Reddie: In these last two, three years that I have come back into American industry, I see with pain that many people do not understand the purpose of their business. And I see that Harvard has not defined the purpose of a business. Could you define the purpose of a business?" And Harvard came out with an answer which went, "The purpose of a business is to create value at a profit." So the sequence of the words is so beautiful. Create value at a profit. Right? And for a business, you need both. If you're only creating value and no profits, that's not a business. That's social service. And if you only want profits but no value, then that's not a business either. Then you might as well go loot a bank, get 100% profit and no value. And I remember Myron Tribus writing about this at the Kobe shipyard in Japan, right? And this was before Deming landed there, apparently, because there was someone sitting at Kobe who later on had taken Deming's lectures on statistical quality.   0:22:39.4 Balaji Reddie: And then of course, the leadership thing, right, where Deming spoke about the flow diagram. And he said that, he said the light bulb went on because they had a statement there at the Kobe shipyard, "We shall make good ships. At a profit if we can, at a loss if we must, but we shall make good ships." And later on, apparently some American gentlemen came to take over and they changed that and they said, "No, no, no, remove all that profit and loss and just say, 'We shall make good ships.' That's it." So there were times when things started going wrong, right? They went in the wrong direction because they were not looking at it in the clear manner. When they had problems, they said, "No, just make the ship. Just ship it out. It's good." And things went wrong. So they had to reassess and come back. So that was the kind of the idea that we're looking at, the aim and the purpose, and that could change. Right?   0:23:45.6 Andrew Stotz: And I want to add for the listeners out there, in the world of finance, profit is, we also call it cash flow. The cash flow is the numerator in the calculation of value. The denominator is risk. So when we think about what's the objective of a person running a business, it's to maximize value, which many people think means maximize profit, which it does not. It means maximize risk-adjusted profit. So, for instance, if you were breaking the law and doing bad things or mistreating your people ultimately you're raising the risk. Though your cash flow or your profit may be strong, you're raising the risk of that profit or cash flow. And so that's a distinction I like to help people understand, because there are people that just think that the objective of business is maximize profit. No, it's to maximize value. And mathematically we can prove that in the world of finance.   0:24:57.2 Balaji Reddie: Yeah. So I'd just like to paraphrase, when I said that what Harvard said is purpose of a business is to create value at a profit, I'd just like to add something more to that. Create value at a profit in the most ethical way, right? We have to be very ethical about it, because if you're doing wrong things to get your profits and add value, it won't last long. You won't last long as a company. It'll always catch up to you.   0:25:27.4 Andrew Stotz: And I use the word sustainably. That's a kind of a nonsense word these days because everybody talks about sustainability and all.   0:25:34.5 Balaji Reddie: Yeah, they talk in terms about, in a very different context.   0:25:37.8 Andrew Stotz: But the point is, is that are we generating profit in a sustainable fashion? Now the other, I had one more question on this one, and that is if we go back to the words, he talked about the create constancy of purpose for improvement of product and services. And my question to you is, when he talks about aim, sometimes people can get confused, including myself sometimes. And for instance, Clifford Norman and David Williams have been on the show talking about their book Quality as an Organizational Strategy. And so as I've looked at his teachings over time, I've had a question in my mind of is what he's saying that the aim is to improve the business through this focus on quality? In other words, quality is the aim? Or is the aim whatever a company says, "We want to do this, our aim is that"? I'm just curious how you understand those things.   0:26:52.8 Balaji Reddie: I would say quality, but his definition of quality, right? Help someone live better and there must be a market, right? And it must be sold at the right price. So he's been practical, if you look at it. He says that if what you're doing is not making anybody's lives better, then why do it at all? Right? So you need to... You need to look at it from his viewpoint of quality, if I may put it that way. Not that narrow focus on quality of product in terms of free from deficiencies, [chuckle]   0:27:28.9 Andrew Stotz: Yeah.   0:27:30.1 Balaji Reddie: But in a very broad sense what he thought quality is. And also, I found something on the internet, so I'd like to again add that in, that the entire thing is his whole thing is to have happier people. Happy customers... And he doesn't say satisfied, he says happy. So happy customers, happy employees, happy suppliers, society being happy, and the owners. Okay. So what the Japanese interpreted this as, which they call as total quality, is owners, employees, customers, suppliers, and society. When all five are simultaneously satisfied, we call it as total quality. Whereas if you look at it from Deming's point of view, when all five are happy simultaneously, then you attained constancy of purpose. And the longer you can do it, the better it is. So that's his constancy. So the aim and the purpose should be about that. It should be about happier people at work, happier people in the market, consumers, customers, the suppliers, because they should feel a sense of pride...   0:28:56.9 Balaji Reddie: That they're learning something from this company, that growth is happening. Society should feel that this company not only serves their targeted audience, but does not cause harm or is also adding some kind of oblique value to all of us here. We all feel happy interacting with these people in some form or the other. Not necessarily being philanthropic or something, but in a very different sense. We're not getting harmed by these guys. So that, I think, in the broadest sense is what Deming was trying to say to run a company based on constancy of purpose.   0:29:35.4 Andrew Stotz: And the reason why I'm asking is because one of the lessons I've learned just in life in general, certainly from the teachings of Dr. Deming, but just in general, is that if you pick a particular thing or area and you decide that I'm gonna improve this and I'm gonna keep working on improving this, you're gonna end up with something incredible that nobody else has as long as you stick with it. And so that's where this idea of, and if you know what quality means, which is the five groups and things being happy, more jobs, create opportunity, all of that, once you understand that, then quality is driving toward that better outcome. I guess what I'm also thinking about is could a person who's never heard of Dr. Deming just say, "That's my aim right there. I'm gonna take it straight out of what he said, constancy of purpose in relation to improving the product and service with the understanding [chuckle] that that improvement means that." That's it. It's not the aim of "We want to provide transportation vehicles" or something like that. That's more of kind of a corporate communication or. That's where I really want to hear your thoughts on that.   0:30:53.3 Balaji Reddie: Yeah. So when you say that "I want to do this through this product that I am giving," and right now my understanding is that this is the best way to do it, but as the world evolves, obviously there could be many different other ways of doing it and I need to keep revisiting this. As long as my purpose is perfect, I know I'll be able to adapt and adopt very quickly. Right. Otherwise you'll be left behind. What exactly am I here for? Many of the people set up businesses, ancillary units here in my hometown, Pune. They set up, they were basically employees in the parent company and then they saw an opportunity. They saw they were good at this. "I can make this better." So they set up the company to serve the parent company, not realizing that suddenly there could be somebody else coming in. Right. And they were preferred because they understood what the parent company wanted.   0:31:53.5 Balaji Reddie: But if they had just set up by saying, "No, why am I setting up this business? Because I see an opportunity. I can do this well." Okay, then can I do anything else well? What else can I? Why just this product? Why not any other product? Right? I think during the pandemic, many of the manufacturing companies realized that. They said, "We are very good at assembly, so why don't we start assembling PPE kits?" here in India, because PPE kits used to be imported. And I know this firsthand. My student was working in one such logistical company and he said we were importing. 300,000 PPE kits per annum. That was the requirement.   0:32:38.8 Andrew Stotz: What's PPE?   0:32:40.2 Balaji Reddie: Personal protection equipment, which you have to wear, the doctors, et cetera, the health workers during the pandemic. They had to wear that and serve, because we didn't know what was happening. So instead of just masks, just protect themselves completely. In labs, doctors, nurses, they all wore that. Right. So this personal protection equipment, we were importing 300,000 such kits per annum from, I think somewhere in Belgium. And because that was the requirement, but during the pandemic, the requirement went up. And so many of the companies, automotive manufacturing companies, decided that, let's get into this because we know how to do these things, right? We know how to assemble. And within a matter of 45 to 50 days, they built capacity. And imagine this, we were consuming, I am not joking, at the rate of 200,000 kits per day.   0:33:39.4 Andrew Stotz: Yeah. Then you can become a global supplier.   0:33:46.5 Balaji Reddie: And so they had to. But now, see, they did it for that much time because they said, our core business is something else, but we understood our purpose, so let's contribute in a very different way. The other one which they did was many of the manufacturing companies started assembling ventilators. And some of them which were running without electricity, they ran on a mechanical device so that the need for power, et cetera, et cetera, be superfluous. So when you know your purpose, then you can always adapt and adopt very quickly. And I think the pandemic gave us that opportunity to see how many of the companies responded in a very positive sense. In one way to look at it is, "Oh my God, this is it, this is my fate, and we're gonna shut down, we have nothing to do." But the other way is, "No, wait, why are we here? And let's use our expertise in a very different sense. So let's get to action."   0:34:41.3 Andrew Stotz: Interesting. I feel like we can spend a whole episode talking just about one of the 14 Points.   0:34:46.9 Balaji Reddie: That's why I said two episodes for the 14 Points. [laughter] If you don't mind, three also. Because many of the points have been either not discussed in detail or misinterpreted. And there have been changes. Deming himself brought a change in the wordings. That's why I wanted to keep this section, this session separate.   0:35:07.9 Andrew Stotz: Okay.   0:35:12.5 Balaji Reddie: Now you can see why, because I was just setting the scene for the 14 Points. If you want to ask me, it's all profound, very, very profound. [chuckle]   0:35:16.9 Andrew Stotz: Yeah, and I have a lot of questions, so that's good. I've got some clarity now for point one. I think the listeners and the viewers will also get some of that clarity, so that's great.   0:35:26.4 Balaji Reddie: Thank you. And I have been, I still, I just scratch my head about many of the things that he said. Because if people are reading Out of the Crisis, oh my God, you gotta read the text for point one. It's brilliant. I mean, I can't just, you can't just read it out right now. [chuckle] It'll take three episodes just to. But just, many people just say he did give us a method. I think I told you this two episodes ago. He was very clear. We didn't see it. We didn't see it. And he's so clear about what he wanted in innovation. That, of course, I thought that there was a slight difference, I think we spoke about this, invention and innovation. So invention is something new and innovate is to use something differently. Right. So that innovation, I think he confused the two terms, if I may say so. Too brave to make a statement like that. But anyway, he says here that you have to keep improving, innovating, and this obligation never ceases.   0:36:36.6 Balaji Reddie: It's that very clear. And if you see here, there's one, there's a paragraph here, he says, "It's a mistake to suppose that efficient production of product and service can, with certainty, keep an organization solvent and ahead of its competition. It is possible and, in fact, fairly easy for an organization to go downhill and out of business making the wrong product or offering the wrong type of service, even though everyone in the organization performs with devotion, employing statistical methods and every other aid that can boost efficiency." So I think he was highlighting the limitation of the statistical methods, that 97% versus 3% thing, that we are only trying to improve this, but the whole thing comes from the top, that are you providing the right product? I mean, you can't set up a company today making the best typewriters in the world. [chuckle]   0:37:35.4 Andrew Stotz: That's true.   0:37:41.5 Balaji Reddie: So he keeps saying this again and again, that you should publish a resolution that no one will lose his job for contribution to quality and productivity. So I think what we're coming to the end of this session today, we just discussed point one. [laughter] That's the best part. I heard from Henry Neave once that they all formed a kind of a team. Henry had come down to America and they started, they decided to meet Myron Tribus and just about everyone, Nida Backaitis, Barbara Lawton, the gang, and they were so happy to, the stars, right? Gipsie Ranney, I forget the other names, but they were all together and then they decided, let's discuss the 14 Points. And then point one, and it went on beyond lunchtime. They started in the morning. [laughter]   0:38:36.6 Andrew Stotz: That's great.   0:38:46.1 Balaji Reddie: It seems Dr. Deming was so happy. He was just sitting back and just listening and listening and listening. Then they met again the following day and the next day, and then they only came to point number four. And then finally, Brian Joiner, I think, said, "I think we're wasting too much time here. Let's just stop this." And it seems Deming was so upset because he said that Brian Joiner said, "Let's give ourselves 45 minutes for this point and that's it." [laughter]Deming said, "Don't set a target." [laughter]   0:39:22.9 Andrew Stotz: That reminds me of Bill Scherkenbach showing a picture of Deming at the, I don't know, National Education Committee meeting. And he said that they met all day or for two days and they still couldn't come up with the aim of what education, the aim of education in America was at the time. So, yeah.   0:39:42.9 Balaji Reddie: Yeah, I had this problem. It happened at a seminar here in Pune. It was Education for the Future or something like that, Engineering Education: The Next Five Years, blah, blah, blah, I don't know what it was. And there was this one gentleman making a presentation from a school in a city called Bangalore in India. And his topic was Six Sigma in education. And when he came to present, he started by saying, "Six Sigma is 3.4 errors in a million." And I said, "Oh, no." Anyway, then he went on to say, "Okay, so we decided our 10th, grade 10 is a public exam in India. It's a very big deal for a child to sit for that exam, right?" And he said that, "We want to have flawless results. And we've had flawless results for the last eight years. We have so many students, so many, so many students every year, blah, blah, blah, blah, blah." And so if you multiply and all that, and then, "So how do we get this?" Now here came the best part. He said, "In grade nine, all..."   0:40:48.9 Balaji Reddie: All those who had failed or had not reached a certain grade, we threw them out. And so we had flawless results. And I could see people squirming in their chairs because they were all sitting in the audience were teachers. They were squirming in their chairs and then one guy could take it no more. He put his hand up. And I was chairing that session, by the way. You can imagine what was happening to me. Anyway, this gentleman put his hands up and he says, "How can you say that? How can you say that?" He was very agitated. And I could realize, I just stood up and I said, "Okay, Professor so-and-so, please sit down. I get your, I get your sentiment, but we need to do this differently." So I turned to this... And he was a principal, this gentleman... I said, "What is the aim and the purpose of an educational institution?" And this man said, "Results."   0:41:42.4 Andrew Stotz: Yeah.   0:41:45.8 Balaji Reddie: Then I said, "Let's throw this question open to everyone." And I said, "Let's stop." I asked the people organizing the seminar that could we take a small detour here? Let's just stop. Let's not stick to your timetable because I know you're here on a leash. So they said, with permission from the chair and the host college... They were sitting there, the main people... They said, "No, we want this question answered now. What is the purpose of an educational institution?" And there was a lot of goading. I was bringing in Profound Knowledge and I was throwing up questions. And finally we came to the conclusion that the aim of any educational institution is to create a well-rounded individual that contributes positively to society.   0:43:33.9 Andrew Stotz: All right, so on behalf of everyone listening, I want to thank you again for the discussion. And for listeners, remember to go to deming.org and jump into DemingNext to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work." As we're talking about how do we build that for the future.

Discover what's possible when constraint unlocks opportunity.  How do perceptions of autism vary across India?  If you're curious about the role that family, culture, and community play in autism support, you'll want to listen to this throwback episode with Jayashree Ramesh. Jayashree is the Founder and Director of the Academy for Severe Handicaps and Autism, ASHA for short, in Bangalore, India.  The Global Autism Project partnered with ASHA in 2018 and we've since sent four volunteer teams to their center through our SkillCorps® volunteer program. SkillCorps® is an opportunity for autism service providers and self-advocates to travel to our international partner sites and collaborate with their local teachers and therapists on clinical, administrative and leadership goals. We are currently accepting SkillCorps® applications for travel in 2027. Begin your journey today at globalautismproject.org/skillcorps. As a listener of our show, take advantage of the coupon code AUTISMPODCAST (no space and all caps) to waive the application fee. In part 1 of this conversation, originally released in July of 2021, we discuss: The varying perspectives of autism across India How Indian mothers and fathers accept autism differently What Jayashree loves about working with the autistic population Barriers she's had to overcome to develop her center How to engage families in supporting their autistic loved ones Cultural perspectives on community support To learn more about Jayashree and ASHA, please visit ashaforautism.com. ----more---- We appreciate your time. If you enjoy this podcast and you'd like to support our mission, please take just a few seconds to share it with one person who you think will find value in it too.  Follow us on Instagram: @autismpodcast Join our community on Mighty Networks: Global Autism Community Subscribe to our YouTube channel: Global Autism Project We would love to hear your feedback about the show. Please fill out this short survey to let us know your thoughts: Listener Survey 

The conversation focused on an engaging and lighthearted interview at Inkcarceration Fest, featuring insights from Andrea of Lacuna Coil. The discussion explored the band's experience performing at unique venues, the influence of European culture on their music and travels, as well as deeper topics such as religion, Italian heritage, and the nuances of Italian cuisine. Upcoming tour dates and new music releases were also discussed, alongside memorable stories from the band's festival adventures around the world.Main Topics CoveredPlaying at the Incarceration Festival and performing at unique venuesTouring history and experiences in Europe and beyondComparisons between American and European transport and architectureItalian heritage and the distinction between northern and southern ItalyEvolution of Italian cuisine and cultural traditionsMulticulturalism in religion and respecting faith differencesNotable festival memories around the world, especially in India and North AmericaUpcoming Lacuna Coil tour plans and music releasesThe importance of merchandise and VIP experiences for bandsKey Discussions & StoriesUnique Festival VenuesThe discussion explored the band's return to play at Inkcarceration Fest, held at Shawshank Prison, and the haunting, memorable atmosphere of performing in such a setting. The experience taking a tour of the prison, its ghost stories, and the appeal of performing at unconventional venues was described in detail 01:01.Touring in Europe vs. AmericaSeveral points were raised, including how travel is considerably easier and more affordable within Europe due to well-developed flights and train systems, compared to the U.S. where options are more limited 03:07.The architecture and atmosphere of the prison reminded many bands of venues in Europe, triggering memories of past performances in castles and fortresses 04:00.Italian Heritage and CultureOne concept discussed was the cultural diversity of Italy and how the architecture, traditions, and cuisine vary significantly from north to south 05:12.The conversation delved into the distinction between red sauces in southern Italian cuisine and rice dishes like saffron rice in the north, reflecting on how migration has influenced regional food traditions 09:03.Religion and MulticulturalismA key theme that emerged was the history of multiculturalism in southern Italy, where different religions have coexisted harmoniously, even with chapels bearing symbols of Jewish, Greek, and Muslim faiths alongside Christianity 05:34.The discussion emphasized the importance of respecting different beliefs and the value of faith as a positive force for bringing people together 06:34.Memorable Festival StoriesNotable anecdotes included playing at "Oktoberfest" in Bangalore, India, with Indian hosts donning Bavarian costumes and serving beer in traditional German steins, building the festival stage from bamboo, creating a unique East-meets-West experience 09:57.The impact of festivals like Rock on the Range and Ozzfest on Lacuna Coil's career, particularly breaking into the North American market, was highlighted 10:53.Touring and Music AnnouncementsThe discussion covered upcoming shows, including performing at Wacken in Germany, a festival in Crete, and plans for Asian shows in new territories. Upcoming European tours in 2025 with Yellow Effect and new music releases were teased, though some details remain under wraps 12:06.Merchandising and Band SupportThe conversation noted that merchandising and VIP meet-and-greet experiences have become significant sources of income for bands, as performance fees typically go toward covering costs 12:42.Notable Quotes"It's definitely unique. We've never seen anything like this... Very ghost-hunted kind of place, but very unique and fun." 01:02"Sometimes you can see some chapels which have signs of all the three main religions because in history they've been— and they always lived together, you know, they never really fought." 05:34"I think it's good as long as the faith brings people together." 06:34"A city like Milan where we live, it's like New York... You have all kinds of restaurants from everywhere, from all traditions." 08:46"Ozzfest was the place where Lacuna Coil became a known band in North America. So that's something of a special remembrance for us." 11:01"We make money from the VIP meet and greet, and, obviously, the merch is the biggest part." 12:42Resources & Links MentionedLacuna Coil Tour Dates & Merch: Encouraged to visit Lacuna Coil's official website and social media pages for up-to-date tour information, music releases, and merchandise.Festivals Mentioned: Inkcarceration Fest, Wacken (Germany), Festival in Crete (Greece), Rock on the Range/Sonic Temple, Ozzfest, Oktoberfest in Bangalore.Bands Referenced: Yellow Effect (featuring former members of In Flames and Dark Tranquility).Stay connected with Lacuna Coil for the latest music, tour information, and exclusive merchandise.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-adventures-of-pipeman--941822/support.Click Here to Subscribe for PERKS, BONUS Content & FREE GIVEWAYS!Follow @pipemanradio on all socials & Pipeman Radio Requests & Info at www.linktr.ee/pipemanradioStream The Adventures of Pipeman daily & live Mondays, Tuesdays, Wednesdays at 1PM ET on W4CY Radio & Talk 4 TV. Download, Rate & Review the Podcast at The Adventures of Pipeman, Pipeman Radio, Talk 4 Media, iHeartRadio, Apple Podcasts, YouTube & All Podcast Apps.

My guest today is Mathangi Sri Ramachandran, Co-Founder of YuVerse. The conversation included Mathangi 's early fascination with data-driven decision-making → AI as a force for democratisation → empathy at scale → career choices driven by impact → sustaining a long career as a woman → the ecosystem behind innovation and patents.00:00 – Introduction: A life and career deeply rooted in AIMathangi introduces herself as someone whose “heart and soul” are in AI. She talks about her role as CEO and co-founder of U-verse, a last-mile AI company focused on taking frontier AI models beyond experimentation and applying them to real business workflows and outcomes.01:20 – What does “last-mile AI” really mean?Mathangi explains the gap between powerful frontier models and actual enterprise outcomes. She discusses how AI transformation requires bringing together technology, workflows and the human elements of work—across banking, insurance, real estate, retail and other industries.02:30 – A 20-year journey in data scienceLong before the current generative AI wave, Mathangi was working in data science and analytics. She reflects on the long history of AI and reminds us that data-driven decision-making, machine learning and conversational technologies have been evolving for decades.03:50 – The campus interview that changed her career directionA simple example during a GE campus interview at NIT Trichy—using data to decide where windmills should be located—sparked Mathangi's interest in scientific, data-driven decision-making. That idea became a defining theme throughout her career.05:00 – Using data to improve decisions at scaleFrom marketing analytics to risk scorecards in financial services, Mathangi saw first-hand how large-scale data could improve enterprise decision-making. She shares her belief that moving from human judgement alone towards data-informed systems can help reduce bias and democratise access.06:30 – Can machines deliver empathy at scale?In one of the most thought-provoking parts of the conversation, Mathangi challenges the assumption that machines cannot be empathetic. Drawing from her experience with conversational AI, she argues that machines can deliver consistent empathy across hundreds or thousands of difficult interactions in ways that are extremely challenging for human agents.07:40 – Why difficult customer conversations can escalateUsing debt collection conversations as an example, Mathangi explains the emotional burden placed on human agents who may handle a hundred difficult calls every day. She demonstrates how quickly a human-to-human interaction can escalate—and how well-designed conversational AI can maintain consistency and bring the emotional temperature down.09:35 – From an idea today to an outcome tomorrowThe arrival of large language models has dramatically shortened the distance between an idea and its implementation. For Mathangi, this makes the current era one of the most exciting times to work in AI.10:55 – What continues to motivate her after two decades?The answer is simple: possibilities. Mathangi talks about her desire to use technology to build a better world by reducing bias, improving decision-making and democratising access to services.11:20 – AI, financial inclusion and a more equitable worldBetter decision-making can enable deeper financial inclusion and expand access to capital. Mathangi connects AI and data science to a larger societal purpose: ensuring that more deserving people can access opportunities without being excluded by individual biases or subjective judgements.12:50 – AI and access to healthcare and emotional supportMathangi explores the possibilities of AI in healthcare and therapy, particularly for people in underserved communities. She imagines a woman in a remote village being able to safely access a culturally aware, local-language AI companion when human support may be unavailable or difficult to approach.14:45 – Why this is the best time to be working in AIIdeas that once took years to reach the market can now move from concept to implementation at extraordinary speed. Mathangi reflects on why she has never enjoyed her work more than she does today.15:55 – Where the rubber meets the road: making AI deliver impactLooking across her career, Mathangi describes her current entrepreneurial journey as particularly impactful because she can not only build AI solutions but also take them directly into enterprises—improving processes such as customer conversations, underwriting and claims processing.17:40 – The AI tailwind and pressure from the boardroomAI adoption is increasingly being driven from the top. Boards are asking organisations what they have done with AI and, importantly, what measurable impact it has created. Mathangi discusses both the opportunities and the risks of this pressure.18:35 – Leadership is hard 95% of the timeMathangi offers a candid perspective on leadership: most days can be difficult and can test your sense of purpose. But the small percentage of moments when you see meaningful impact can make all that difficulty worthwhile.19:15 – Choosing a bigger canvas over compensationThroughout her career, Mathangi has made decisions based on one guiding principle: where can she create the maximum impact? At times, that has meant walking away from significant compensation and lifestyle benefits in exchange for a larger canvas on which to build and contribute.20:55 – A lesson from her mother: “Keep your job”Mathangi shares one of the most important pieces of advice she received from her mother. Through motherhood, travel, guilt and the many pressures women encounter, she remained determined not to compromise on her career.21:40 – Designing life around a career, not a career around everything elseRather than fitting her career around domestic responsibilities, Mathangi says she consciously worked to organise her personal life so that her career could continue. She reflects on the grit required to sustain a career over more than two decades.23:20 – The invisible infrastructure behind a long careerMathangi speaks with gratitude about mentors, organisations and, especially, her family. She explains why support at home is foundational to sustaining a demanding career—and why a headwind at home can be far harder to overcome than challenges at work.25:00 – Staying rooted in Bangalore while building a global careerDespite opportunities to relocate internationally, Mathangi made a conscious decision to keep Bangalore as her family's home base. Instead of treating that as a limitation, she built her career around the constraint—travelling extensively while remaining rooted in one place.27:00 – The story behind nearly 100 patentsMathangi credits the innovation ecosystem at [24]7.ai for creating the conditions in which patentable ideas could flourish. She discusses why innovation requires more than individual creativity—it also needs organisational encouragement, funding, legal support and processes.28:20 – What makes an idea patent-worthy?Not every mathematically sophisticated model becomes a patent. Mathangi explains that patentable ideas need novelty, meaningful technological application and executability. She reflects on what she learned about innovation, prior art and protecting ideas during her time in an organisation that actively encouraged invention.29:58 – The ecosystem that enables innovationReflecting on Mathangi's experience of filing nearly 100 patents, the conversation highlights how innovation is rarely an individual effort alone. A supportive organisational ecosystem—including encouragement from the team, financial resources, processes and institutional support—can make a significant difference in turning ideas into protected innovations.31:15 – Career advice for young women: build grit and resilienceMathangi's first piece of advice is particularly for young women entering the workforce: develop the grit not only to grow, but first to survive and persist. She speaks candidly about the headwinds women can encounter over the course of a career, including societal biases, workplace biases and even self-imposed pressures.31:50 – Why biases can become more visible as women progressMathangi reflects on something she wishes she had understood earlier: biases may become more pronounced as women move into more senior positions. Being aware of this possibility, she says, can help women build the resilience needed to navigate difficult moments without being completely shaken by them.32:55 – “Resilience is the crux of a long career”Her advice is simple and powerful: don't give up. For women in particular, where the headwinds may be stronger, resilience and the ability to keep going are fundamental to sustaining a long career.33:10 – Advice for AI professionals: start with the problem, not the technologyWhether the technology is AI, LLMs, data science, machine learning or whatever comes next, one thing remains constant: the problem. Mathangi urges technology professionals to develop genuine empathy for the person experiencing the problem they are trying to solve.33:35 – Let the problem guide the solutionRather than starting with a technology and searching for a problem to fit it into, Mathangi advocates the reverse: understand and empathise with a meaningful problem, and then use your skills and technology to solve it. Finding the right problem to work on, she suggests, can shape as much as 90% of a career.34:00 – Exposure, curiosity and finding problems worth solvingFinding meaningful problems requires stepping outside one's immediate world—speaking with people, seeking different perspectives and actively looking for opportunities to contribute. This mindset is valuable whether someone is just beginning their career or is already a senior executive.34:25 – Ending where the conversation began: empathyThe episode comes full circle. What began as a discussion about empathy in AI ends with empathy as Mathangi's central piece of career advice: understand the people and problems you are solving for. Alongside grit and resilience, empathy becomes the connecting thread across technology, innovation, leadership and a long career.Quotable quotes“Machines can do empathy at scale,” “Give me a handkerchief, I'll make it into a huge blanket and then paint on it,” “Whatever it is, I'm not going to compromise my career—and I'm unabashedly so.”Brief BioMathangi Sri Ramachandran is an accomplished technology leader, data scientist, and AI practitioner with extensive experience in building and scaling data-driven products, platforms, and teams. Over the course of her career, she has worked at the intersection of technology, data, artificial intelligence, and business, helping organisations translate complex technical possibilities into meaningful outcomes.Beyond her professional achievements, Mathangi is passionate about building strong technology communities, mentoring the next generation of professionals, and encouraging more women to grow and thrive in technology and leadership roles. She brings a valuable combination of deep technical expertise, leadership experience, curiosity, and a practical perspective on how technology continues to shape the way we work and build.In this conversation, we explore Mathangi's journey through the world of technology and data, the experiences and choices that have shaped her career, and the lessons she has gathered along the way.Mathangi can be reached at https://www.linkedin.com/in/mathangisri/ 

Discover what's possible when constraint unlocks opportunity.  How do perceptions of autism vary across India?  If you're curious about the role that family, culture, and community play in autism support, you'll want to listen to this throwback episode with Jayashree Ramesh. Jayashree is the Founder and Director of the Academy for Severe Handicaps and Autism, ASHA for short, in Bangalore, India.  The Global Autism Project partnered with ASHA in 2018 and we've since sent four volunteer teams to their center through our SkillCorps® volunteer program. SkillCorps® is an opportunity for autism service providers and self-advocates to travel to our international partner sites and collaborate with their local teachers and therapists on clinical, administrative and leadership goals. We are currently accepting SkillCorps® applications for travel in 2027. Begin your journey today at globalautismproject.org/skillcorps. As a listener of our show, take advantage of the coupon code AUTISMPODCAST (no space and all caps) to waive the application fee.   In part 1 of this conversation, originally released in July of 2021, we discuss: The varying perspectives of autism across India How Indian mothers and fathers accept autism differently What Jayashree loves about working with the autistic population Barriers she's had to overcome to develop her center How to engage families in supporting their autistic loved ones Cultural perspectives on community support To learn more about Jayashree and ASHA, please visit ashaforautism.com. ----more---- We appreciate your time. If you enjoy this podcast and you'd like to support our mission, please take just a few seconds to share it with one person who you think will find value in it too. Follow us on Instagram: @autismpodcast Join our community on Mighty Networks: Global Autism Community Subscribe to our YouTube channel: Global Autism Project We would love to hear your feedback about the show. Please fill out this short survey to let us know your thoughts: Listener Survey. 

Sanjeev Krishnan spent thirty years arriving at one conclusion: the clean economy's binding constraint isn't technology, it's capital structure. He watched brilliant technologies, brilliant people and brilliant visions get broken on the wheel of misaligned capital — not because the science failed, but because the financing never fit what they were trying to build.That gap is the heart of this episode of SRI360. His core belief is simple: the thing holding back the clean economy is not technology. It is capital structure. Get the financing right, and the building can follow.I'm joined by Sanjeev Krishnan, Co-Founder and Managing Partner of S2G Investments, a nearly $3 billion platform across eight funds, investing at the seams of food, energy, and ocean systems. S2G has backed more than 120 companies. Sanjeev has spent his whole career on one question: how do you change an economic system using markets?Sanjeev was born in Bangalore in pre-liberalization India and moved to Grosse Pointe, Michigan, at age nine — his first time ever on a plane. He studied development economics, transferred to the London School of Economics, and joined JPMorgan just in time to watch the dot-com boom collapse from the inside. His team in Europe went from 120 people to 15. He was one of the 15 who kept their job.What came next taught him how capital really works in the physical world: building mobile networks across Africa, cutting the cost of a Hepatitis B vaccine by roughly 80–90% at the World Bank's IFC, and five hard years inside “clean tech 1.0,” watching good companies fail for reasons that had nothing to do with their technology. In 2014, he co-founded S2G with Lukas Walton.Today Sanjeev invests at the seams — the gaps between asset classes and between sectors that most investors overlook. In this conversation we cover why capital structure is the real constraint, how he thinks about the wave of AI and energy demand, and why he is betting on the oceans, the part of the planet we have barely measured.In this episode we discuss:Why capital structure, not technology, is what really holds back the clean economyThe “missing middle” — too big for venture, too small for private equity, and where good companies get strandedWhat “investing at the seams” of food, energy, and ocean systems actually meansFit-for-purpose capital, and why biotech figured it out but climate has notThe five forces behind his “Age of Adaptation” thesisWhy he reframes climate as a 10,000-year economic megatrend, not a moral crusadeHis bet on the oceans, and the company measuring water almost no one else canFeatured guest:Sanjeev Krishnan, Co-Founder and Managing Partner at S2G InvestmentsListen Next:AgTech Profits Meet Planet: Where Climate Impact and VC Returns AlignDiscover More from SRI360°:Explore all episodes of the SRI360° PodcastSign up for the free weekly email updateKey Takeaways:Capital structure is the constraint, not technology. Across thirty years, Sanjeev watched good companies with real products fail because the money backing them was shaped wrong for what they were building.The missing middle is where good companies get stranded. A business with real revenue and real profits can still be too capital-intensive for venture and too small for private equity control. Venture wants a power law. These companies just grow steadily. So nobody funds them. In May, S2G closed a billion-dollar fund built for exactly this gap.Fit-for-purpose capital means matching the money to the reality. US biotech built a system that can take an unproven, clinical-stage company public and attract hundreds of millions. Climate has never built its equivalent. That, Sanjeev argues, is the real gap.Every great transition needed a financial invention first. The joint stock company made oceanic trade possible. Bond syndicates built the railroads. The venture partnership funded the microchip. In each case someone built the financial container before the future arrived.Impact does not have to be concessionary. At the IFC, his team helped cut the cost of a Hepatitis B vaccine by roughly 80–90% — from $2.50 a vial — while margins stayed above 60–70%. Cheaper, faster, better, and profitable at the same time.Invest at the seams. The best opportunities sit between asset classes and between sectors, where a typical energy investor would dismiss it and a food investor would call it something else — so nobody underwrites it.Climate is a 10,000-year economic megatrend, not a moral crusade. Humans take useful energy and turn it into useful materials — fire, agriculture, fossil fuels. And the next chapter will still be extractive: it needs copper, cobalt, nickel, lithium.Busts are where the returns are made. You learn more in the bust cycles than the boom cycles. Markets overshoot both ways, and the companies that survive get forced into product-market fit and a real P&L.The oceans are the least measured part of the planet. We know more about space. Sanjeev co-founded Apeiron Labs in 2022 to close a data gap between 6 and 200 meters — data that matters for weather, offshore wind, insurance, and defense.Additional ResourcesSanjeev Krishnan LinkedIn: https://www.linkedin.com/in/sanjeev-krishnan-0b1148/Sanjeev Krishnan at S2G: https://www.s2ginvestments.com/team/sanjeev-krishnanS2G Investments: https://www.s2ginvestments.com/S2G “Financing Reality” report: https://www.s2ginvestments.com/insights/report-financing-realityBuilders Vision: https://www.buildersvision.com/Connect with SRI360°:Sign up for the free weekly email update: https://sri360.com/newsletter/Visit the SRI360° PODCAST: https://sri360.com/podcast/Visit the SRI360° WEBSITE: https://sri360.com/Follow SRI360° on X: https://twitter.com/SRI360Growth/Follow SRI360° on FACEBOOK: https://www.facebook.com/SRI360Growth/

In this week's First $1,000 segment, we hear from Priya in Bangalore. She has a side hustle helping men with their dating profiles—and she keeps busy!Side Hustle School features a new episode EVERY DAY, featuring detailed case studies of people who earn extra money without quitting their job. This year, the show includes free guided lessons and listener Q&A several days each week.Show notes: SideHustleSchool.comEmail: team@sidehustleschool.comBe on the show: SideHustleSchool.com/questionsConnect on Instagram: @193countriesVisit Chris's main site: ChrisGuillebeau.comRead A Year of Mental Health: yearofmentalhealth.comIf you're enjoying the show, please pass it along! It's free and has been published every single day since January 1, 2017. We're also very grateful for your five-star ratings—it shows that people are listening and looking forward to new episodes.

Allegations of abuse and mistreatment of children at a daycare facility run on the campus of a tech company in Bangalore have sent shockwaves across the country. Videos of children allegedly being forced into washing machines and locked in bathrooms have emerged sparking widespread outrage and concerns. The larger question here, is how safe are the hundreds of creches and daycare facilities being run by private operators across the country? What laws, regulations and standards are followed here? Why is India's investment into early childhood care so abysmal? And importantly, why is childcare still seen as a family issue rather than a public concern? Guest: Chirashree Ghosh, Executive Director, Policy and Partnership, Mobile Creches, an organisation working in the field of early childhood development. Host: Zubeda Hamid Producer: Jude Weston Learn more about your ad choices. Visit megaphone.fm/adchoices

“Judas Kiss: The Traveling Clairvoyant of Tipton Mountain” — A hermit who claims he can watch distant events from inside a hollow pine tree becomes convinced the woman renting the cabin above his is a murderer — and only he knows what she's done.Look for this podcast on Apple Podcasts, Spotify, iHeart Radio, Amazon Music, Pandora, TuneIn Radio, and other podcast apps. Get a list of free listening apps here: https://weirddarkness.tiny.us/OTRCHAPTERS & TIME STAMPS (All Times Approximate)…00:00:00.000 = Show Open00:01:30.028 = CBS Radio Mystery Theater, “The Judas Kiss” (March 23, 1978) ***WD00:45:48.210 = Tales From The Tomb, “Spirit Calling” (1960s)00:50:20.385 = Two Thousand Plus, “World's Apart” (November 29, 1950) ***WD01:19:02.978 = The Unexpected, “Heat Wave” (1947-1948)01:31:11.637 = Unsolved Mysteries, “Indian Fakir” (February 17, 1944) ***WD01:44:47.860 = Dark Venture, “Elizabeth Is Frightened” (July 22, 1947)02:14:43.934 = The Weird Circle, “Haunted Hotel” (May 13, 1945)02:42:15.220 = The Whistler, “Murder Will Shout” (March 19, 1945)03:11:41.385 = Strange Wills, “Emily” (August 31, 1946)03:41:20.826 = Witch's Tale, “Statue of Thor” (May 22, 1933)04:04:13.136 = X Minus One, “Honeymoon In Hell” (December 26, 1956)04:33:07.327 = ABC Mystery Time, “Murder In Haste” (1957) ***WD04:56:48.877 = Strange Adventure, “Death Rides The Carousel” (1945) ***WD05:00:05.724 = Show Close(ADU) = Air Date Unknown(LQ) = Low Quality***WD = Remastered, edited, or cleaned up by Weird Darkness to make the episode more listenable. Audio may not be pristine, but it will be better than the original file which may have been unusable or more difficult to hear without editing.CUSTOM WEBPAGE: https://weirddarkness.com/WDRR0712Weird Darkness presents Retro Radio, a night of classic dark radio drama spanning three decades of murder, madness, and the supernatural.It opens with the CBS Radio Mystery Theater's "The Judas Kiss," in which Oscar Absecker, a solitary handyman living on a dying mountain outside the village of Tipton, believes a big black dog barks three times whenever someone dies — and believes he can watch distant events unfold by standing inside a lightning-struck, hollow pine tree. When Deputy Luke Marbury rents the cabin above his to a woman named Enid Grant, Oscar becomes convinced that she is destroying the much younger man who joins her there, and his visions show him one killing after another. Fred Gwynne stars, with E.G. Marshall hosting.From there comes "Spirit Calling" from Tales From The Tomb, a short piece about a nine-year-old girl named Amy, alone in the house during a violent summer storm after her uncle Stanley's death, and the telephone call that comes through on a dead line.Next is Two Thousand Plus and "World's Apart," in which rocket engineer Jim Granger talks his way onto Flight 17, the first crewed voyage to Neptune, only for the spaceship Phoenix to be dragged off course by an uncharted comet. Crippled and lost, the ship limps to a landing at a place called Green Valley, where Commander Dijkstra can hear heartbeats across a room, the milk is green, and gravity does not behave the way it should.The Unexpected follows with "Heat Wave," starring Barry Sullivan as Whitey Malone, a fugitive sweating out a 110-degree heat wave in a fifth-floor garret while the police close in — and burning to settle accounts with the woman he thinks tipped them off.Then Unsolved Mysteries brings "Indian Fakir," a story told at the United Services Club in Simla, where a colonel recounts what happened when his young English bride, alone in their Bangalore bungalow, tried to outsmart a fakir who demanded a strand of her hair — and handed him threads pulled from a Chinese rug instead.Dark Venture presents "Elizabeth Is Frightened," with Joan Banks as a wealthy woman who marries Philip Bailey, a widower fascinated by the power of one mind to dominate another. As the whole town starts believing Elizabeth is ill and suicidal, only her housekeeper Flora and Dr. Davis suspect what her husband is really doing.The Weird Circle offers "Haunted Hotel," in which Henry Westwick travels to Venice and takes room fourteen at a converted castle to learn how his brother Philip died weeks after marrying the mysterious Countess Narona — and finds the answers coming to him in dreams.The Whistler tells "Murder Will Shout," the story of garage owner George Kramer, buried in debt to a man named Albion, and the small-time racketeer Peanut Marola who offers a black-market car racket, a partnership, and a solution to the Albion problem that goes very wrong on Miller Highway.Strange Wills, starring Warren William, tells "Emily," tracing a violin built by Antonio Stradivarius in Cremona in 1732 through the hands of gypsies, Niccolò Paganini, and the Heller family of Vienna, until it turns up at a barn dance in the Tennessee hills as a GI's war souvenir.The Witch's Tale delivers "Statue of Thor," in which sculptor Neil Redding, bored and cruel, mocks his enormous Swedish model Olaf, seduces Olaf's fiancée Hedwig, and takes the big man to the foundry to watch the statue of Thor cast in bronze — a casting that comes out of the mold wearing a face Redding never sculpted.X Minus One presents "Honeymoon In Hell," set in the late 1960s, when male births stop worldwide and the cybernetics machine known as Junior recommends sending a married couple to the moon. Rocket pilot Ray Carmody is wed to Eastern Alliance pilot Anya Borisovna hours before launch, and on the lunar surface they find an unidentified craft that does not belong to either alliance.ABC Mystery Time offers "Murder In Haste," in which Elbert Taylor kills his wife Ellen, flees Miami by train under an assumed name, and — after a derailment in Georgia — steals the identity of a dead mystery writer named Leslie Jameson, only to have Jameson's wife walk into his New York hotel room.The episode closes with Strange Adventure and "Death Rides The Carousel," where a lawyer named Jeffrey Ford is found stabbed through the heart on a merry-go-round chariot at a village carnival in Merrimack, and Inspector Jonathan Hawke spots the flaw in the ticket taker's account.

This podcast explores St. Mary's Basilica in Bangalore, highlighting its rich history, the legendary plague-era miracle, and its role as a beautiful center of interfaith devotion and community prayer.

This podcast explores St. Mary's Basilica in Bangalore, highlighting its rich history, the legendary plague-era miracle, and its role as a beautiful center of interfaith devotion and community prayer.

In SheThePeople's signature style, this is a session of wit and grace. Bangalore Raani is a vibrant celebration placing female voices precisely where they've always belonged: centerstage. Unapologetic and electric, this dialogue brings together women whose presence, choices, and courage bring Bengaluru to life. In this edition, Shaili Chopra is joined by mother and daughter, Yasmin and Kubbra Sait. Through candid storytelling that moves from ambition to reinvention, relationships to those small everyday rebellions that shift culture, the conversation flows freely: sometimes hilarious, always real. Relatable yet aspirational, intimate yet energizing, this is the rare space where women's stories don't just resonate, but reverberate through lingering conversations, lasting inspiration and undeniable connection as a result of being deeply, and truly, seen. In collaboration with: Shethepeople In this episode of BIC Talks, Kubbra Sait and Yasmin Sait will be in conversation with Shaili Chopra. This is an excerpt from a conversation that took place in the BIC premises in Feb 2026. Subscribe to the BIC Talks Podcast on your favourite podcast app! BIC Talks is available everywhere, including Apple Podcasts, Spotify, Google Podcasts, Castbox, Overcast, Audible, and Amazon Music.

Shfoosja invite Rasa derrière les platines de la radio. De passage à Paris, la reine de la bass music de Bangalore, s'impose comme l'une des DJ indiennes les plus en vue à l'international. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

In this episode of Hunger for Wholeness, Ilia Delio continues her conversation with Robert Geraci on the ethical future of technology, the possibility of a global mind, and the stories we need to tell if civilization is to flourish. Together, they ask how AI might help us build shared spaces of learning, dialogue, and human connection rather than deepen division, surveillance, and algorithmic isolation.Ilia imagines noospheric classrooms and a global heart, where technology becomes a medium for shared values across cultures, religions, and planetary communities. Geraci reflects on the need for humility, public goods, meaningful work, and stories that draw us toward a better future rather than trap us in conflict, wealth, and power.Later in the episode, Geraci discusses his book Future-Proofing Humanity, exploring existential risk, technological culture, the Epic of Gilgamesh, and the importance of civilization as an unfinished project. Rather than fearing technology itself, Ilia and Robert invite us to ask what kind of humanity our technologies are calling us to become.ABOUT ROBERT GERACIRobert M Geraci is the Knight Distinguished Chair for the Study of Religion & Culture at Knox College. His research explores religion, science and technology in the contemporary world. He is the author of Apocalyptic AI: Visions of Heaven in Robotics, Artificial Intelligence, and Virtual Reality (Oxford 2010), Virtually Sacred: Myths and Meaning in World of Warcraft and Second Life (Oxford 2014), Temples of Modernity: Nationalism, Hinduism, and Transhumanism in South Indian Science (Lexington 2018), Futures of Artificial Intelligence: Perspectives from India and the U.S. (Oxford 2022), and Futureproofing Humanity: Existential Risk and the Technomyths of Human Engineering, Artificial Intelligence, and Our Future among the Stars (self 2026). He has been a visiting researcher at Carnegie Mellon University's Robotics Institute, the Indian Institute of Science and the National Institute for Advanced Studies in Bangalore, India. His research has been supported by the US National Science Foundation, the Republic of Korea National Research Foundation, the American Academy of Religion and two Fulbright-Nehru research awards. He enjoys kayaking, hiking, videogames, and Dungeons & Dragons but doesn't really have time for any of it. Join us for the Center's 10th Anniversary Conference, November 9–11 in Villanova, Pennsylvania, with a virtual option available. In a time of deep political, social, ecological, and spiritual division, this gathering explores how love can become a compass for transformation. Learn more and register at christogenesis.org/conference. We are currently in the midst of our summer fundraiser, From Fear to Hope: Change and the Perpetual Growth of Life. As the Center marks its tenth anniversary, your support sustains our conferences, webinars, publications, and emerging global learning platform. Please consider making a generous contribution at christogenesis.org/donate.Support the showA huge thank you to all of you who subscribe and support our show! Support for A Hunger for Wholeness comes from the Fetzer Institute. Fetzer supports a movement of organizations who are applying spiritual solutions to society's toughest problems. Get involved at fetzer.org.Visit the Center for Christogenesis' website at christogenesis.org/podcast to browse all Hunger for Wholeness episodes and read more from Ilia Delio.  Follow us on Facebook and Instagram for episode releases and other updates.

Once known as a garden city and a pensioner's paradise, Bengaluru has undergone extraordinary economic and demographic change over the past three decades. While growth has brought opportunity, it has also reshaped everyday life in ways that go far beyond traffic and waste. This second edition of The Bengaluru Debates turns a critical lens on our city to ask whether it still supports healthy lives for its citizens. Public health research increasingly shows that the roots of urban ill-health lie not only in hospitals or clinics, but in planning, infrastructure, and governance. Air quality, water and sanitation, food systems, mobility, housing design, open spaces, and access to light and ventilation all shape how healthy a city allows its people to be. Yet these questions rarely enter public debate in Bengaluru. Opening with a short context setting, the session will move into a panel discussion between Dinesh Gundu Rao, Hon'ble Minister of Health & Family Welfare, Government of Karnataka; Dr. C N Ashwath Narayan, Former Deputy Chief Minister of Karnataka and Member of the Legislative Assembly for Malleshwaram; Dr. Shreelata Rao Seshadri, Professor and Director, Ramalingaswami Centre for Equity and Social Determinants of Health, Public Health Foundation of India(PHFI). Moderated by Srikanth Viswanathan, CEO, Janaagraha, the panel will reflect on the relationship between the health of a city and the that of its citizens: what Bengaluru must rethink to secure a healthier future. The session will also include a talk by Nachiket Mor, Economist & Health Systems Researcher. The discussion will be followed by an audience Q&A. The Bengaluru Debates: A BIC–Janaagraha Dialogue Series on Urban Governance in Bengaluru and Beyond aims to expand civic space in the city by fostering conversations through a civic lens. The series is designed to be informative, constructive, and entertaining, while also serving as a trigger for local community action. Its objective is to bridge the gap between policy, practice, and public discourse on urban governance challenges, and to catalyse citizen and policymaker engagement towards systemic solutions. In collaboration with: Janaagraha Centre for Citizenship and Democracy, founded in 2001 in Bengaluru, is dedicated to transforming the quality of life in India's cities and towns. Their mission is to strengthen the systems of urban governance so that cities can deliver clean, green, safe, and liveable environments for all citizens. For them, "quality of life" is not only about infrastructure and services, but equally about responsive institutions, citizen engagement, and transparent, data-driven governance. In this episode of BIC Talks, Dinesh Gundu Rao, C N Ashwath Narayan, Shreelata Rao Seshadri and Nachiket Mor will be in conversation with Srikanth Viswanathan. This is an excerpt from a conversation that took place in the BIC premises in Jan 2026. Subscribe to the BIC Talks Podcast on your favourite podcast app! BIC Talks is available everywhere, including Apple Podcasts, Spotify, Google Podcasts, Castbox, Overcast, Audible, and Amazon Music.

Ever wondered why songs get stuck in our heads, or what neuroscience is really all about? Join us as we explore the fascinating world of the human brain with Sukalyan Deb, a PhD scholar in Cognitive Neuroscience at IISc Bangalore.

Pankaj Rai | Group Chief Data and Analytics Officer, Aditya Birla Management Corporation Pvt LtdPankaj Rai, Chief Data and Analytics Officer at Aditya Birla Group, has been enabling the analytics maturity journey across group companies by solving problems leveraging Data Science, creating horizontal data platforms and developing people capabilities.He completed his graduation from IIT Delhi and Post Graduate Programme in Management from IIM Ahmedabad. He went on to spearhead teams across diverse portfolios including consulting, credit, six-sigma, strategy, analytics and digital across financial services and offshoring.During his career, he has been associated with companies like GE Capital, ICICI Bank, Standard Chartered Bank and Feedback Ventures. He has served as Director (Strategy) at Dell, Bangalore for their offshore business and built the internal Analytics team. He also led Wells Fargo's Global Delivery Strategy as Senior Vice President. He is a speaker in various leading platforms including TEDx.  

This is the final episode of our special series on the India AI Impact Summit, examining the conversations, decisions, and debates that are shaping global AI governance. This episode explores: India has a clear North Star in Viksit Bharat 2047, but what will it actually take to get there and what role does AI play? Should India focus on diffusing AI or building its own frontier research capability, and is that even the right way to frame the question? What did the working group on AI for Economic Growth and Social Good set out to do, and what is the Global AI Impact Commons designed to deliver? From skilling to last mile delivery, what stands between a great AI solution built in Bangalore and the farmer or district hospital that could benefit from it? Debjani pushes back early on one of the most debated questions in India's AI conversation. The framing of frontier research versus diffusion, she says, is simply the wrong debate. India needs to do both. Without the machinery to convert its own data into intelligence, India would be diffusing imported intelligence, with no guarantee that the channel will always remain open. Building that machinery, while simultaneously deploying AI at scale, is not a choice. It is a necessity. On the working group, the most important conversation was not about technology at all. It was about the human being. Every country in the room was still trying to figure out how to unlock AI's impact at population scale, and the group's key insight was that the world does not yet have a common standard for what impact even means. The Global AI Impact Commons, launched at the summit with over 80 stories from more than 30 countries, is designed to change that, giving countries a shared repository of real world success stories to learn from and replicate. Her advice for getting AI to the last mile draws directly from India's DPI experience. None of the platforms that reached population scale, not Aadhaar, not UPI, started with the technology. They started with the problem. The best AI, she says, is the AI that is invisible. People should not have to think about it. And that principle, starting grassroots up, keeping it simple, and keeping the human at the center, is what India's AI builders need to take forward. Every two weeks, Interpreting India brings you diverse voices from India and around the world to explore the critical questions shaping the nation's future. We delve into how technology, the economy, and foreign policy intertwine to influence India's relationship with the global stage.As a Carnegie India production, hosted by Carnegie scholars, Interpreting India, a Carnegie India production, provides insightful perspectives and cutting-edge by tackling the defining questions that chart India's course through the next decade.Stay tuned for thought-provoking discussions, expert insights, and a deeper understanding of India's place in the world.Don't forget to subscribe, share, and leave a review to join the conversation and be part of Interpreting India's journey.

My guests today are Gavin Uberti and Rob Wachen, the founders of Etched.  A few years ago, when they set out to build a better AI chip than the largest companies in the world, almost everyone I called told me it could not be done. They have since done it, taping out a working chip on their first attempt and becoming the first hardware company founded after ChatGPT to do so. They already have more than a billion dollars of customer demand for their first product, and have raised eight hundred million dollars to build it.  Etched builds chips and systems designed to run AI models faster and at lower cost. They started the company in 2023, and that product is a complete rack for inference, the chip along with the boards, the power delivery, the interconnects, and the manufacturing to produce it all. We talk about the technical bets behind their architecture, how they hired industry legends and paired them with elite 22 year-olds, and why they believe inference will become one of the largest markets in the world. I think you will find the story of what they have built hard to forget. Please enjoy my conversation with Gavin and Rob. For the full show notes, transcript, and links to mentioned content, check out the episode page ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠.  ----- Become a Colossus member to get our quarterly print magazine and private audio experience, including exclusive profiles and early access to select episodes. Subscribe at ⁠colossus.com/subscribe⁠. ----- ⁠Ramp's⁠ mission is to help companies manage their spend in a way that reduces expenses and frees up time for teams to work on more valuable projects. Go to⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠ramp.com/invest⁠⁠ to sign up for free and get a $250 welcome bonus. ----- Trusted by thousands of businesses, ⁠Vanta⁠ continuously monitors your security posture and streamlines audits so you can win enterprise deals and build customer trust without the traditional overhead. Invest Like the Best listeners get a special offer of $1,000 off Vanta when you go to ⁠vanta.com/invest⁠.  ----- WorkOS⁠ is the infrastructure B2B and AI-native companies use to sell to enterprise. It covers everything enterprise security requires: SSO, SCIM, RBAC, Audit Logs, AI governance, and more. Trusted by 2,000+ fast-growing companies, including OpenAI, Anthropic, Cursor, and Vercel. ----- Rogo is the AI platform for finance. They're building agents for Wall Street that are trained to understand how bankers and investors actually do work: from diligence and modeling, to turning analysis into deliverables. To learn more, visit rogo.ai/invest. ----- ⁠Ridgeline⁠ has built a complete, real-time, modern operating system for investment managers. It handles trading, portfolio management, compliance, customer reporting, and much more through an all-in-one real-time cloud platform. Visit⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ridgelineapps.com⁠. ----- Editing and post-production work for this episode was provided by The Podcast Consultant. Timestamps: (00:00:00) Welcome to Invest Like The Best (00:02:07) Gavin Uberti and Rob Wachen (00:03:54) Two 21-Year-Olds Taking on NVIDIA (00:07:52) The Two Technical Bets Behind Their Architecture (00:14:15) Why Inference Becomes the Biggest Market (00:20:23) Rob and Gavin's Origins Stories (00:28:38) How They Recruit Industry Legends (00:36:30) Moving a Dozen Engineers to Bangalore for Six Months (00:38:01) Speed Wins (00:43:58) Getting More Concurrency Out of Every Megawatt (00:52:44) Vertical Integration (00:57:43) Hardest Obstacles to Overcome (01:01:09) Raising The Largest AI Chip Series A Ever (01:06:29) TSMC (01:13:20) Designing Gen 2 for Gigawatt-Scale Production (01:16:42) Why Machines Don't Think Like People (01:20:03) A Year of Compute Compressed Into a Month (01:23:44) The Trillion-Dollar Data Center (01:26:19) The Kindest Thing

Join Achyuta Ghosh and Arvind Vaishnav for a conversation on how a healthcare GCC creates real impact for patients and clinicians, and what it takes for a center to move from running functions to shaping enterprise outcomes. They discuss how the Philips Innovation Campus is building AI-led solutions that cut MRI scan times in half, the talent shifts behind end-to-end value creation, and how partnerships with clinicians, academia, and startups are reshaping healthcare innovation from Bangalore. What you'll hear: Why the Philips Innovation Campus, with around 4,000 people and more than 30 years in Bangalore, is one of the largest healthcare innovation hubs in India, and what makes its work different from a traditional GCC. Arvind walks through real examples of how the campus delivers functional, economic, and social value, including SmartSpeed MRI, a homegrown AI capability that cuts scan time by 50 percent. Key takeaways: How a healthcare GCC measures impact through three lenses: functional value, economic value, and social value. A real example of bringing MRI scan time down from an hour to thirty minutes, and what that means for patients, clinicians, and access to care. Why end-to-end ownership of the clinician and patient journey is the new bar for healthcare GCCs. The talent shifts driving this change: clinical and product roles, quality and safety expertise, and digital skills like AI and cloud.The role of ecosystem partnerships with clinicians, academia, and startups in accelerating healthcare innovation. How AI is helping clinicians spend more time with patients, and less time with the technology. What is changing in how healthcare GCCs are expected to deliver, from supporting functions to shaping outcomes.To know more about HFS on Global Capability Centers (GCCs), visit us here: https://www.hfsresearch.com/global-capability-centers-gccs/

Need Indian tax filing help as an NRI or returnee? https://desireturn.com/services/india-tax-filing?utm_source=youtube ​ Planning your return to India? Don't guess — plan it right

Akshata Murthy, entrepreneur, philanthropist and wife of the former Prime Minister, Rishi Sunak, is our guest today. And it's particularly interesting to listen to this episode in light of the resignation of Keir Starmer yesterday (Monday 22 June 2026): what is it really like to be married to a prime minister? What are Akshata's memories of the day, in the pouring rain, that Rishi Sunak announced the fateful 2024 election? Did she feel she sacrificed her own life and career to make way for Rishi's ambitions? Plus, this episode opens with some topical chat from Gyles and Harriet - move over, Rest is Politics!But this episode is really about Akshata's own life and times - her unusual childhood, in which she was raised until the age of five by her maternal grandparents in a small, dusty town, eating mangoes straight from the tree, while her parents worked hard to build their company. She talks of the pain and confusion of missing her parents, and of the conflicting emotions that brings up. Akshata talks about her parents' vision and commitment to giving back to India - to "compassionate capitalism" and philanthropy. She talks about moving to Bangalore, her school life and her first crush. She talks about college in California and meeting Rishi.This is an interesting, unexpected conversation. With many thanks to Akshata Murthy. Enjoy this. Hosted on Acast. See acast.com/privacy for more information.

Why did global VCs invest $60M into India's most operationally heavy marketplace problem?The early bet was undoubtedly on the founder, Anjali Sardana.A 23 year old biology graduate from Georgetown University who is today the solo founder of Pronto. The company founded on 2nd April 2024 is at a $200 Million valuation, just a year later and they are growing at god-speed. What began in a single hub in Sector 56, Gurgaon is today 22,000 bookings a day, 5,000+ professionals, and operations across India's biggest cities.But Pronto was never just about convenience. It was built on a belief that India's home services market is broken not just for customers, but even more so for workers. No income stability. No safety net. No formal identity in the system. Not many individual investors write a $20M cheque. Lachy Groom did, alongside General Catalyst and Gladebrook. One year in, Pronto's growth explains the conviction. This episode is the story of the chaos, the urgency and the belief behind one of India's fastest moving startups.00:00 — Trailer01:32 — What is Pronto?03:16 — Hiring the first 30 pros in a single day06:13 — Delivering uniforms in 48 hours08:02 — Hustling to make the first payroll09:23 — The first home office11:28 — Why the customer app is only a nice-to-have17:18 — How pros are trained21:11 — How Gurgaon, Mumbai & Bangalore behave differently29:17 — TAM expands based on ease of access34:58 — Mission is bringing dignity to formal labour42:27 — Pronto's 30-year vision42:48 — How US investors see Indian startups44:37 — How a ₹400 headhunter brought the first hire47:05 — Final round interview for Pronto's chief of staff49:29 — How Anjali hires missionaries54:31 — One thing Anjali would always do as founder58:29 — One thing she's most proud of59:29 — One value Pronto would never compromise on1:01:44 — A company with urgency as core value1:03:55 — What needs to change in India for Pronto to succeed?1:05:18 — How to build a win-win-win business1:07:40 — Why was this problem not solved yet?1:09:02 — If Pronto fails, what would be the reason?1:10:05 — How Anjali spends a day as a solo founder1:15:30 — One lesson learned the hard way-------------India's talent has built the world's tech—now it's time to lead it.This mission goes beyond startups. It's about shifting the center of gravity in global tech to include the brilliance rising from India.What is Neon Fund?We invest in seed and early-stage founders from India and the diaspora building world-class Enterprise AI companies. We bring capital, conviction, and a community that's done it before.Subscribe for real founder stories, investor perspectives, economist breakdowns, and a behind-the-scenes look at how we're doing it all at Neon.-------------Check us out on:Website: https://neon.fund/Instagram: https://www.instagram.com/theneonshoww/LinkedIn: https://www.linkedin.com/company/neon-fund/X: https://x.com/TheNeonShowwConnect with Nansi on:LinkedIn: https://in.linkedin.com/in/nansi-mishraX: https://x.com/nansi_mishra-------------This video is for informational purposes only. The views expressed are those of the individuals quoted and do not constitute professional advice.Send us Fan Mail

In this episode of Hunger for Wholeness, Ilia Delio speaks with scholar Robert Geraci about apocalyptic AI, robotics, transhumanist hope, and the religious stories embedded in technological imagination. Geraci traces how his study of robotics led him to notice strikingly religious themes in the writings of engineers and futurists: immortality, resurrection, salvation, and the future transformation of humanity.Together, Ilia and Robert explore the mid-20th-century roots of computer intelligence, the shadow of world war, and the deep eschatological hopes and fears that shaped early conversations about machines, minds, and human destiny. They consider how figures such as Hans Moravec, Ray Kurzweil, J. B. S. Haldane, Julian Huxley, Norbert Wiener, and Alan Turing reveal the religious imagination at work within technological culture.Later in the episode, the conversation turns toward technology, ecology, and responsibility. Rather than treating technology as the enemy, Ilia and Robert ask how human beings might reclaim the deeper narratives, values, and forms of belonging needed to guide technological development toward the flourishing of the whole Earth community.ABOUT ROBERT GERACIRobert M Geraci is the Knight Distinguished Chair for the Study of Religion & Culture at Knox College. His research explores religion, science and technology in the contemporary world. He is the author of Apocalyptic AI: Visions of Heaven in Robotics, Artificial Intelligence, and Virtual Reality (Oxford 2010), Virtually Sacred: Myths and Meaning in World of Warcraft and Second Life (Oxford 2014), Temples of Modernity: Nationalism, Hinduism, and Transhumanism in South Indian Science (Lexington 2018), Futures of Artificial Intelligence: Perspectives from India and the U.S. (Oxford 2022), and Futureproofing Humanity: Existential Risk and the Technomyths of Human Engineering, Artificial Intelligence, and Our Future among the Stars (self 2026). He has been a visiting researcher at Carnegie Mellon University's Robotics Institute, the Indian Institute of Science and the National Institute for Advanced Studies in Bangalore, India. His research has been supported by the US National Science Foundation, the Republic of Korea National Research Foundation, the American Academy of Religion and two Fulbright-Nehru research awards. He enjoys kayaking, hiking, videogames, and Dungeons & Dragons but doesn't really have time for any of it. Join us for the Center's 10th Anniversary Conference, November 9–11 in Villanova, Pennsylvania, with a virtual option available. In a time of deep political, social, ecological, and spiritual division, this gathering explores how love can become a compass for transformation. Learn more and register at christogenesis.org/conference. We are currently in the midst of our summer fundraiser, From Fear to Hope: Change and the Perpetual Growth of Life. As the Center marks its tenth anniversary, your support sustains our conferences, webinars, publications, and emerging global learning platform. Please consider making a generous contribution at christogenesis.org/donate.Support the showA huge thank you to all of you who subscribe and support our show! Support for A Hunger for Wholeness comes from the Fetzer Institute. Fetzer supports a movement of organizations who are applying spiritual solutions to society's toughest problems. Get involved at fetzer.org.Visit the Center for Christogenesis' website at christogenesis.org/podcast to browse all Hunger for Wholeness episodes and read more from Ilia Delio.  Follow us on Facebook and Instagram for episode releases and other updates.

She Asked Her CIO for a New Challenge at Lunch. Got a "Poison Chalice" Role. Flew to Japan in December 2019. Beat COVID by Three Weeks. PVH VP Shatabdi on Small Acts of Courage With Big Consequences. At a lunch with her CIO, she asked a simple question: "Is there a specific role where you need help? I'm ready to take a new challenge, even change my domain completely." The answer was an invitation to lead PVH's global SAP/ERP transformation across Japan, Hong Kong, Taiwan, China, and North America. She had no team in Asia Pacific. She had less than two months to build one remotely from the United States. People in the room called it a poison chalice. She flew to Japan in December 2019, got the team in place, flew home in January 2020. COVID hit weeks later. She had made it by the skin of her teeth. That is one story. But Shatabdi, VP of Global Application Engineering Services at PVH Corp — home of Tommy Hilfiger and Calvin Klein — believes the more important stories are the small ones. The under-60-second moments. The ones that most senior leaders stay quiet through. In this episode, she shares both kinds. You'll learn: A woman in a meeting quietly mentioned her son kept missing his classes because someone kept scheduling meetings after 5 PM. Shatabdi backed her up in under a minute. That intervention spread into a best practice across PVH's global time zones including Hong Kong and Bangalore. Why she credits a single direct ask at a CIO lunch for the entire trajectory of her VP career, and what she said that made the difference between getting an opportunity and being overlooked. How she heard people call her new role a "poison chalice" and responded by using their doubt as fuel: "If my leaders believe in me, I should believe in myself." What happened when a co-op intern named Christopher walked into her office and told her the access request process could be simplified to save significant man hours — and added that an AI solution could auto-fill the whole thing. She was amazed. She calls it reverse mentorship. The moment her longtime colleague Brian McGrath introduced her in a room by saying "if she's in the meeting, I know it's going to go positive" — and why that kind of public acknowledgment primes an entire room to actually listen to you. The "we vs. I" leadership model she uses: collaborative "we" language for collective goals, firm "I" language for deadlines and deliverables. And why learning when to use which one took her longer than developing either. How she structures team communication across three levels — broad town halls, staff meetings that start with "how's your family?", and one-on-ones where she opens up first about her own week — to build the kind of trust that makes honest feedback land well in both directions. About Shatabdi: Vice President of Global Application Engineering Services at PVH Corp, the fashion company behind Tommy Hilfiger and Calvin Klein. Shatabdi leads a global team across North America, Europe, Hong Kong, and Bangalore. She previously led e-commerce at Hitachi Consulting and at PVH before pivoting into global ERP transformation leadership.

What does it take to start over and build a life in wine? In this episode, Namratha Stanley shares her extraordinary journey from Bangalore to Bordeaux, where she built her own wine brand, Solicantus, from scratch. Alongside her powerful personal story, she breaks down Bordeaux Wine 101 – grapes, regions, and how to actually enjoy wine without intimidation. This is a conversation about reinvention, resilience, and what happens when you trust yourself enough to begin again. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this 24th Episode of Ageing Gracefully, we embark on the “Supervised Care for the Elderly - Part 1”. This can be a thorny topic, ‎‎especially when faced with the dilemma - of caring for a loved one in the family home or, in some cases, a measured decision ‎to move ‎into a Senior Citizens Home. This is not an easy decision, but paramount is – the need to provide the best possible ‎supervised care.‎The panel consists of Dr John Tharakan, who once again, enriches us with his wealth of knowledge and experience. We also have Sr ‎‎Reena Philips SSPS who has been instrumental in beginning and then, being very involved in one such Home for Seniors in Bangalore. ‎‎Fr Juventius Andrade anchors this program while drawing on his pastoral experiences and insights. We trust that these discussions will ‎‎enable you to make the best-informed decision - as the talk show navigates through some of these issues.‎

In this Silver Jubilee Edition of Ageing Gracefully, we present Episode 25: Supervised Care for the Elderly - Part 2. It continues to ‎address the decision making involved in caring for a loved one in the family home or, in some cases, a measured decision ‎to move into a ‎Senior Citizens Home. This is not an easy decision, but paramount is – the need to provide the best possible ‎supervised care.‎‎The panel consists of Dr John Tharakan who brings his expertise, Sr ‎Reena Philips SSPS who leads the Holy Spirit Home for the Aged ‎in Bangalore and Fr Juventius Andrade who anchors this program while drawing on his pastoral experiences and insights. And we have ‎a wonderful mix of those in the audience who bring their perspectives based on - either their own experience - or the ones they love and ‎care for.‎

With Episode 26, we come to the third and last section of Supervised Care for the Elderly - Part 3. It continues to address the decision-‎making involved in caring for a loved one in the family home or, in some cases, a measured decision ‎to move into a Senior Citizens ‎‎Home. This is not an easy decision, but paramount is – the need to provide the best possible ‎supervised care.‎ ‎ The panel consists of Dr John Tharakan who brings his expertise, Sr ‎Reena Philips SSPS who leads the Holy Spirit Home for the Aged ‎‎in Bangalore and Fr Juventius Andrade who anchors this program while drawing on his pastoral experiences and insights. And we have ‎‎a wonderful mix of those in the audience who bring their varying perspectives.‎‎In this Episode, the different dimensions are assessed and Fr Juventius indicates how dialogue and discernment can form a good basis ‎‎for the decision and doing what it takes to bear fruit.‎ 

In this wide-ranging and utterly fascinating episode, host Augustine sits down with Vandana — doctor, public health expert, MBA, entrepreneur, beekeeper, candle maker, and one of the most multi-dimensional humans to ever grace this podcast. Born and raised in Bangalore, India, now based on Long Island, New York, Vandana has spent over two decades working across 13 countries in disaster zones, war zones, and underserved communities — always following the woman, always asking: what does she actually need to thrive?This conversation moves from the villages of rural India to the boardrooms of global philanthropy, from beehives in Brooklyn to the operating table, and from the burnout of nonprofit founderitis to the liberating power of learning to ask. There is so much in this episode for midwives, birth workers, nonprofit founders, and anyone who has ever built something from scratch and wondered why it won't grow.Resources & Links:

Mohnish Pabrai's Q&A session with Dakshana scholars at the JNV Bangalore Urban, Karnataka, India on December 25, 2025.                        (00:00:00) - Introduction (00:00:31) - Charlie Munger's mental models (00:05:40) - The Karam Yogi model; Mukesh Ambani & Jio (00:09:45) - Books: Time travel for entrepreneurs (00:12:01) - The Founders Podcast (00:16:01) - Giving back through Dakshana (00:20:29) - Upanishads: Your deepest desire is your destiny (00:24:13) - Building Dakshana: Cloned from the Super 30 model (00:33:32) - Follow your passion, success follows naturally (00:35:10) - With hard work think smart (00:36:42) - Clone smartly, compete confidently (00:39:05) - Technology is overrated, follow your passion (00:42:48) - Growth begins outside comfort zone; Toastmasters (00:46:25) - Cloning Dakshana from Super 30; Anand Kumar (00:50:36) - Human reciprocation mental model (00:57:28) - Execution and determination make the idea successful (01:00:29) - Life's reverses; Charlie's No self-pity mode The contents of this audio are for educational and entertainment purposes only, and do not purport to be, and are not intended to be financial, legal, accounting, tax, or investment advice. Investments or strategies that are discussed may not be suitable for you, do not take into account your particular investment objectives, financial situation, or needs, and are not intended to provide investment advice or recommendations appropriate for you. Before making any investment or trade, consider whether it is suitable for you and consider seeking advice from your own financial or investment adviser.

Kunal Bhatia is originally from India, but moved to the Bay Area to start building his company. He admits there is quite a contrast between the two places, but originally he was from Bangalore, which is like the Silicon Valley of India - so the professional transition felt familiar. He's worked in AI For 12 years, and is on his 3rd company in the AI space. Outside of tech, he is married with a 3 year old daughter. He and his family love to go on hikes and be outdoors.Kunal and his team have been researching AI technologies within their current venture. In particular, they were focused on building self improving AI. Beyond that, they have started building and thinking about how to build the AI platform that builds all other technology.This is the creation story of Hexo Labs.SponsorsUnblockedTECH DomainsMezmoBraingrid.aiLinkshttps://hexolabs.com/https://www.linkedin.com/in/kunalbhatia91/Our Sponsors:* Check out Cash App and use my code CASHAPP10 for a great deal: https://click.cash.app/ui6m/mt82fpxl #CashAppPod. Cash App is a financial services platform, not a bank. Banking services provided by Cash App's bank partner(s). Prepaid debit cards issued by Sutton Bank, Member FDIC. See terms and conditions at https://cash.app/legal/us/en-us/card-agreement. Cash App Green, overdraft coverage, borrow, cash back offers and promotions provided by Cash App, a Block, Inc. brand. Visit http://cash.app/legal/podcast for full disclosures.* Check out Plaud AI and use my code CODESTORY for a great deal: https://plaud.aiAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

The energy system is not about supply and exports and generation and distribution. It's about how we use energy in our daily lives and workplaces. The so-called energy trilemma, affordability versus reliability versus environmental performance looks very theoretical in the boardrooms of an NGO or a consulting company. But it's not theoretical at all for someone struggling to run their life, do their job and pay their bills. What we need is a system focused on usage, not on supply. Joining Michael on Cleaning Up this week is Harish Hande, a Bangalore-based social entrepreneur, co-founder and CEO of the Selco Foundation, which focuses on decentralized solar energy solutions for underserved communities. A graduate of IIT Kharagpur with a master's and PhD in energy engineering from the University of Massachusetts, Harish has over three decades of grassroots experience using sustainable energy to drive poverty reduction in rural India. In 2011, he received the Ramon Magsaysay Award for his efforts to make solar power accessible and affordable for the poor through innovative, livelihood‑linked energy services. Leadership Circle: Cleaning Up is proud to be supported by its Leadership Circle. The members are Actis, Alcazar Energy, Arup, Copenhagen Infrastructure Partners, Cygnum Capital, Davidson Kempner, Ecopragma Capital, EDP, Eurelectric, the Gilardini Foundation, KKR, Mitsubishi Heavy Industries, National Grid, Octopus Energy, Quadrature Climate Foundation, Schneider Electric, SDCL and Wärtsilä. For more information about the Leadership Circle, visit cleaningup.live Links: The Selco Foundation: https://selcofoundation.org/ Impact Investing Has it Backward: https://nextbillion.net/impact-investing-backward-time-prioritize-needs-social-enterprises-not-just-investors/ How Solar is Saving 100s of Lives in Sierra Leone — Ep204: Project Bo: https://www.youtube.com/watch?v=z-5QjSfy2SM A Life of Energy Access and Inclusion - Ep20: Richenda Van Leeuwen: https://www.youtube.com/watch?v=8tyk1xcf7nQ What India Gets Right About The Energy Transition | Ep226: Dr Arunabha Ghosh: https://www.youtube.com/watch?v=qMrn-JewoCo  

These episodes of #thePOZcast, live from Transform 2026 in Las Vegas, are proudly brought to you by our friends at Overalls What if your employees had one central hub to handle real life? Meet Overalls. A smarter way to support your team, combining expert human LifeConcierges™ with AI to solve everyday challenges across healthcare, caregiving, benefits, insurance, finances, life admin, and more. From start to finish, Overalls handles the details — using existing benefits where they fit, and filling in the gaps where they don't. So employees save time, reduce stress, and stay focused at work, while employers boost engagement and get more value from their benefits. Overalls is redefining how work supports life, helping employee teams from Reddit, Patreon, BeatBox, and more cross pesky to-dos off their lists every day. Learn more at https://getoveralls.com/?utm_source=podcast&utm_medium=podcast&utm_campaign=pozcast Thanks for listening, and please follow us on Insta @NHPTalent and www.youtube.com/thePOZcast For all episodes, please check out www.thePOZcast.com TAKEAWAYS: 1. Global Benefits Require Local Listening There is no universal benefits playbook. What matters to an employee in Bangalore — where the daily commute can be a two-hour ordeal — is fundamentally different from what matters to someone in Austin or Cork. Companies with global teams need to engage local employees to understand what's actually meaningful, rather than exporting the US benefits model everywhere. 2. Transportation Is an Underrated Global Benefit In cities like Bangalore and Manila, commuter benefits can have a more meaningful daily impact than gym memberships or wellness stipends. Dave's team is actively exploring cab subsidies and transportation allowances as targeted benefits for teams in markets where commuting is genuinely burdensome. 3. Mental Health Benefits Only Work If Confidentiality Is Real and Communicated On-demand therapy platforms drive adoption when employees genuinely believe their sessions are private. People leaders need to actively and repeatedly communicate that they have zero access to individual usage data — because the fear that HR is watching is a real barrier to utilization, even for platforms that are genuinely confidential. 4. Aggregate Mental Health Data Is a Strategic Signal Even without individual visibility, the top themes surfaced by a mental health platform — stress, burnout, anxiety — give people leaders actionable intelligence about where the organization needs to go deeper. That's qualitative data that should be feeding benefits strategy and manager training. 5. What Candidates Care About Depends on Where They Are in Life Junior employees ask about food and gym benefits. Senior employees want to know about 401(k) match and parental leave. But across every level and every geography, candidates are asking to see the benefits package — and those conversations are happening on par with base salary discussions. 6. Elder Care Is the Next Major Benefits Frontier — and It's Personal for Dave Dave went through the elder care journey for both parents with nothing from his employer to help navigate it. That experience led him to advise an elder care platform and made him one of the most vocal advocates for this benefit category. His message: companies that don't build something here in the next few years will lose the sandwich generation employees who need it most. 7. The Elderly Population Is About to Eclipse the Child Population in the US The demographic shift is imminent. The sandwich generation — employees simultaneously raising children and caring for aging parents — is about to become the dominant workforce cohort. People leaders who are not designing benefits for this reality are already behind. 8. Concierge Benefits Address the Real Cost of Being Away The most relatable benefit Dave wishes he had: someone to handle real-life logistics when you're traveling for work. A fallen tree, a lawn that needs cutting, a home emergency — the mental load of worrying about what's happening at home while you're on the road is a real productivity drain that concierge services can address. 9. HR Needs a Purposeful AI Design — Not a Default One Dave's key insight from Transform 2026: the most important AI conversation in HR isn't about what AI can do — it's about what you want it to do. Mapping capabilities and making deliberate decisions about where AI takes over and where human judgment is protected is the strategic work that separates thoughtful people organizations from reactive ones. CHAPTERS: 00:00 – Introduction Adam welcomes Dave Hanrahan from SolarWinds, fresh off a panel session, and sets up a conversation about global people leadership and benefits. 02:00 – Meet SolarWinds & Dave's Role Dave describes SolarWinds — a B2B IT observability platform — and his role as SVP of People, including joining two weeks before an acquisition and managing a team spanning six countries. 04:30 – Managing a Global Workforce Up Close Why Dave prioritizes getting out to international offices in person, and what you can only understand about site culture when you're actually there. 07:00 – How Benefits Work Around the World A rarely discussed topic: how benefits are structured differently by country, why one-size-fits-all doesn't work globally, and what SolarWinds is learning about meeting employees where they are in each market. 10:00 – Transportation Benefits in Bangalore & Manila The standout benefit conversation: why commuter subsidies matter more than gym memberships for teams in some of the world's most congested cities — and how SolarWinds is working with local teams to figure out the right solution. 13:00 – Mental Health Benefits & the Confidentiality Challenge How SolarWinds approaches global on-demand therapy benefits, why anonymity is the key to adoption, and what aggregate data from the platform tells Dave as a people leader about workforce stress trends. 16:30 – How Benefits Are Priced & Structured A practical breakdown: per-employee session allotments, how utilization is tracked, when the company raises session limits, and how group sessions expand access across the organization. 19:00 – What Candidates Actually Ask About in Total Comp Dave's generational breakdown: junior employees ask about food and gym benefits; senior employees go straight to 401(k) match and parental leave. And across the board, every candidate asks to see the benefits flyer. 22:00 – The Elder Care Gap — Dave's Personal Story Dave's most personal moment in the episode: going through elder care for both parents with zero company support, becoming an advisor to an elder care benefits platform, and why he believes this is the next major benefits frontier. 26:00 – The Sandwich Generation Is Here The data point that stops the conversation: the US elderly population is about to eclipse the child population. Dave and Adam get real about what that means for employees caught in the middle — raising kids while caring for aging parents. 29:30 – Concierge Benefits & the Value of Peace of Mind What Dave wishes he had as an employee traveling for work: concierge services that handle real-life logistics — the lawn, the fallen tree, the home emergency — so employees can focus on the job. 32:00 – Mapping AI to HR: What to Automate, What to Protect Dave's aha moment from Transform 2026: the importance of purposefully mapping which HR functions should become agentic versus where human judgment — on hiring, promotions, compensation, feedback — must be retained. 35:00 – Keeping the Human at the Center Dave's words of optimism: at this conference, HR leaders are pushing back on the narrative that AI should replace human judgment. The energy at Transform is about keeping people at the heart of the most important decisions.

Um ministro do Supremo revê decisões e admite que pode ter sido injusto. O que acontece na cabeça de quem julga quando a pressão passa e sobra a consciência? Esse é o acontecimento que inspira este episódio, que trata do peso de decidir sobre a vida dos outros, do risco de agir no calor do momento e do que muda quando o próprio juiz começa a se perguntar: fui justo?See omnystudio.com/listener for privacy information.