Podcasts about bety

I denne episoden utforsker vi først hvordan negative relasjoner kan påvirke hvordan vi eldes. Hva skjer egentlig i kroppen når vi har med mennesker i nære relasjoner å gjøre, som tapper oss for energi? Vi ser nærmere på forskning på såkalte «hasslers» – personer som gir andre stress over tid – og diskuterer om slike relasjoner faktisk kan bidra til raskere biologisk aldring. Deretter løfter vi blikket og ser på optimisme: Kan en positiv grunnholdning beskytte helsa vår, gi bedre livskvalitet og til og med påvirke risiko for sykdom og demens? Og er optimisme noe vi er født med, eller kan den trenes opp? Som vanlig tar vi også et skråblikk på forskningen. Denne gangen retter vi blikket mot en studie som kobler noe så hverdagslig som nesepilling til demens. Hvor seriøst skal vi egentlig ta slike funn selv om studien er seriøs? Hosted on Acast. See acast.com/privacy for more information.

Náš podcastový pořad jede dál a tentokrát tě vezme přímo do epicentra největší studentské akce ve Zlíně! Máš pocit, že nestíháš jednu seminárku? Tak si poslechni, jaké to je plánovat festival pro stovky lidí a u toho nepropadnout u zkoušek na UTB ve Zlíně. Naše moderátorské duo Áďa a Terka si tentokrát do studia pozvalo hlavní tváře letošního Majálesu, manažery Alžbětu Hruškovou a Petra Sedláčka. Na co se můžeš těšit? Zákulisí: Co se pokazilo těsně před startem a co diváci nikdy neuvidí? Time management level UTB: Jak skloubit organizaci takto obrovské akce se studiem a nezbláznit se z toho. Exkluzivní novinky: Odhalujeme detaily, které tě navnadí na letošní line-up! Žádné filtry, jen čistá festivalová energie, stres i euforie. Zapni play a nezapomeň všechno to Začíná to UTeBe!

According to research by G2, organizations with a sales enablement strategy achieve, on average, a 49% higher win rate on forecasted deals. But to see these kinds of returns, you first need to get sellers, leaders, and the business itself bought into the value of enablement. So, how do you build confidence in the function's value across stakeholders at every level of the business? Riley Rogers: Hi, and welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic are Mateo Perretta, senior director of revenue enablement, and Bety Garcia, sales enablement program manager at Loopio. Thank you both so much for joining us. I’m really excited to have you here and to learn a little bit from your expertise. Before we kick off, would you mind telling us a little bit about yourself, your background, and your role? Betty, maybe can we start with you? Bety Garcia: Yeah, no, thank you for having us. I’m a sales enablement program manager here at Loopio. I’ve been in enablement for a little bit under a decade at this point.  I’ve always been part of pretty small teams, so I’ve had to be pretty creative when it comes to, you know, how do we get a whole bunch of different initiatives done across the board. RR: The story of scrappy teams and figuring it out is one that a lot of folks in enablement know well, so I’m sure there will be a lot of similarities in what you have to share. Matteo, would you mind telling us a little bit about your journey? Matteo Perretta: Yeah, absolutely. And thanks for having us today. You know, it’s interesting. I tell a story about, I  started my career in telemarketing. I was in sales support did sales myself. I became a sales leader. And then I stumbled into this thing called sales effectiveness, sales excellence, sales enablement. It’s changed over the years, but probably in 2010 when I stumbled across it. And what I’d like to say is I’ve moved from the game of quantity to quality. RR: From your perspective, having now stumbled into sales effectiveness, now sales enablement and led it at several different companies, how would you define what great enablement looks like, especially for growing GTM organizations like Loopio? MP: I’ve walked into sales organizations and the first feedback I get is, we’ve done way too much enablement. We really haven’t had any time to digest it. And that’s usually a symptom of teams being reactive. What I mean by that is sales leaders and salespeople will come to you and tell you they need all this enablement and you just keep filling that funnel and you almost become a catch-all for everyone versus being proactive and really looking at, you know, data and insights to kind of figure out what do we need to do and how does that actually align to the KPIs or the results and what the organization’s ultimately trying to do? And so for me, it’s really understanding: “What do we have, what are our assets, and how do we align them to our goals?” When you do that, you become a partner and you show them with insight what’s important versus just, you know, being this order taker and doing a lot of enablement that just isn’t resonating. RR: The other piece of the puzzle is giving enablement the agency to kind of direct course and build a strategy with sellers in mind, but also not built for every single thing that every single seller needs, because that is an endless hamster wheel that you will never escape. So I love that call out and I’m curious to hear how technology fits into that when it comes to building a great enablement strategy. Betty, you’ve been with Loopio through a couple of enablement tool changes, including when Loopio made the decision to step away from a previous tool and kind of run without one for six months. Can you walk us through what wasn’t working then and why for a little while maybe no tool was better than the wrong tool? BG: It wasn’t so much that we had issues with the tool itself, but more so what it had become at the time. Right? So like we have a ton of unorganized, outdated content in there. And the problem with something like this at the time is that users don’t tend to be loud about those issues. They tend to just find workarounds. On one hand, you might have, you know, top performers starting to create all of their own content that maybe they share with a few individuals and those individuals might share with others. On the other, you have the opposite of that, where you have a whole bunch of outdated content out there that’s just circulating. And so what this creates is a few different challenges for the team that doesn’t necessarily go noticed right away, which is that the messaging becomes completely random depending on, you know, who knows what, their experience level. That then translates to performance. So, now it’s not just an issue of, you know, do we have a good source of content for everybody to draw from? It’s, you know, how do we get everybody back to performing at the same level with the same level of knowledge and the same level of information? So that was sort of like, you know, stepping back. That was the real challenge that we were looking to solve. And part of what, having that time in between not having a tool and then looking for a new solution to bring into Loopio was having the time to plan for that, right? If we’re gonna do this, how are we gonna do it? There was a lot of planning involved in that and really trying to make that decision and, and started to tie it to the real business challenges that we had there, which was how do we get everybody working at the same level once again? RR: Yeah. And I’m really excited to dig into how you rebuilt that trust, because that’s not easy. So, we’ll touch on that in a minute. I want to start with the decision over that six-month period to strategize how we’re gonna rebuild and then who we’re gonna rebuild with, and eventually that decision led you here to Highspot. Bety, you mentioned that you’d launched Highspot at a previous company. What made you confident over this time as your planning, planning, planning, that this would be the right tool and you’d be able to build that trust in that confidence with your users with it? BG: I think it, I mean, I had a huge advantage, right? Because I had done it a few times, and I mean, had a great positive experience working with the team at Highspot, but also I knew that it was a really great tool, right? It sort of sells itself when it’s launched correctly, right? So instead of evaluating the tool itself, from that standpoint, it was like, great.How do we get strategic about doing a launch that’s gonna be really impactful. And that looked like doing cross-functional partnerships. So working with marketing and product, it wasn’t just an enablement initiative anymore. We really did spend a lot of time doing a ton of content review across the board and reevaluating what it was that we wanted to arm the team with. And then in fact, actually starting to anchor some of our own enablement initiatives into the launch of the tool itself. So when we did launch Highspot at, we actually also relaunched our onboarding program and we launched a whole new product to enablement program. Now, we were touching on the needs of marketing, the needs of product, the needs of our sales organization when it came to even just onboarding and starting to ramp up ours. And we could really start to show that impact very quickly across many different areas. RR: So from that moment, you’ve reached a pretty stable place with the platform and have built out a really robust environment that, just looking at the data, is well utilized by your teams. Matteo, from a leadership perspective, as someone who came in a little bit post-launch: When you joined Loopio and started looking at what you wanted the strategy to look like and the enablement approach to look like, how did Highspot start fitting into your vision as you were thinking about high priority initiatives, things like onboarding, things like, you know, Loopio's, monthly product launch cadence? MP: Yeah. I mean, I think it’s interesting when people say enablement or to define enablement, it’s what’s the modality? And I think a lot of times. People see enablement with a classroom and an instructor up all the time. And one of the things, you know, I kept saying was, you know, it can’t be Bety and me in a classroom every time doing this. And so really Highspot allows us to give them different modalities and look at ways of giving people what they need when they need it. And so I think that was part of the strategy. The other thing was, you know, I’ve spent some time with a Highspot team, like, how are we gonna measure this? How are we gonna prove ROI to our leaders so that we can get them to buy in? I know in speaking to other sales enablement leaders, one of the biggest challenges is actually getting people to complete the courses, and so we’ve gotta make it easy for them. So with Highspot, we can quickly pull reports, help people understand who’s completing, who’s not, but then take it one level deeper. Some of the work that Bety’s done, we’re actually able to look at who are our top performers and how much time they are spending in Highspot versus those that aren’t top performers. There’s a correlation there. To me, that’s the most valuable thing, being able to go back to our leaders and saying: “This is working, this isn’t working. Here’s why we need to change and, and here’s the insight behind it.” RR: You mentioned something interesting there, which is the ability to, at a very granular individual level, see what users are doing, how they’re behaving, what they’re completing or what they’re not completing, and then kind of act on that. And that comes back to what I wanted to touch on, Bety, is driving that end-user adoption. So, how have you gotten reps to see Highspot as a value-add in their day to day, and maybe a little bit more depth on what Matteo touched on in terms of the impact you’ve seen on those high adopters, those high users.? BG: I think it becomes, uh, sort of self-explanatory when you can show what top performers are doing to the rest of the team. Because the minute that you can point to, you know, these people are doing all of these things as well, people get curious. And so it doesn’t have to be enablement asking them to do it. And you also have leaders asking them to do it. A really good example, early on what we did is we ran a Digital Room challenge. So yes, we had a few initiatives that were tied to the launch of Highspot, but I also knew from experience that the more they used Highspot, the more likely we would be able to get that adoption, which then gives us the analytics and gives us the feedback loop that we need to be able to get even better and make an even better experience for them. So we created this competition and had them start using Digital Rooms where, you know, now there was all of this buzz just in terms of like the engagement analytics that they were getting. Top performers shared what they were doing, reps were getting curious about, you know, what was being shared, what was resonating with prospects. And we didn’t have to do any of that. That was a pretty low effort initiative from our end. That was, I would say, more so on the side of how do we, again, build that credibility and get everybody changing the behavior of coming to Highspot all of the time for everything that they need with the understanding that they’re getting the right content at the right time. When we move into sort of ongoing enablement, now that we’ve established that. How do we then also make the same sort of correlations between the top performers who are completing all of the courses or reviewing all of the content that we’re launching in Highspot? People get excited about being able to do something a little bit better, and then that knowledge sharing starts to happen just organically across the board where people will start asking each other: “How do you do this?Can you share this with me? Where did you find this?” RR: I really like the approach where instead of, you know, it being a conventional top-down mandate that maybe doesn’t land with reps as well or feels like a forced addition to their workflow, it was instead more of like a grassroots initiative led through seller competition, which is gonna be there naturally. One piece that you did say is, you know, getting leaders to help you in that mission of getting reps to do the right things. Matteo, can you talk to us about what it’s like to get your leaders bought in? MP: Yeah, I mean, I think it’s interesting. I had a sales leader who once said to me: “Am I flying a plane or am I running a sales team?” And he was making reference to the fact that he had so many dashboards and he didn’t know what to start with. Highspot gives us the ability to pull reports and, and, and track success very quickly so that I can send it to a leader to be able to say, I need you to take action on this. They know exactly what they do, and they know exactly how to act on it. When they’ve got a team of ten and we’re showing that four people are spending more time in Highspot than everyone else, and those four people happen to be performing better than everyone else, you get the leader’s attention and now they know they have to action it because it affects their bottom line and it affects their team performance. Leaders are busy. Tools are supposed to make their lives easier, but if they’re inundated with it and they don’t know what to do with it, that’s where we as enablers need to empower them, give them the resources, give them the insights to be successful. And with the analytics and reporting that we can pull out of Highspot, the tool sells itself and, and they action it because they realize the value. RR: To the point of data. I think a lot of times when you talk about leadership engagement and earning sales, leadership buy-in, it’s really a conversation of like: “Can I convince them of the value?” And more often than not, what is going to convince them is hand them a number and say you can look at it and see that this is what you need to go run and do. So I love that. It’s really just I have a dashboard that tells you how to win. Are you gonna work with me on this or not? When did you feel that shift kind of happening and that accountability shifting from enablement-only to some of the onus going on to sales leaders? MP: One, we track monthly product enablement completion rates. When we made it important to them, they made it important to their AEs and CSMs. All of a sudden you see the completion rates going up. Not only that, we also track, you know, are they mentioning that product enablement from the previous month in their calls? We can start to track their calls and find out, hey, they actually are taking the information. And so for us, it’s not just a completion rate because, let’s face it, people can create a lot of click-through training and they’re just completing it to complete it. We’re actually going one step further or measuring that success or the validity of it, or whether or not they’re using it in their talk tracks. Again, all those numbers go back to the sales leaders, which makes it important to them, which means it’s important to the sales reps because the sales leaders are looking at it, and all of a sudden you’ve got better completions, better progress, and success in winning more because they’re using the assets and the training that you’ve shared with them on Highspot. RR: How are you kind of drawing that conclusion? What are you looking at when you are correlating that top users of Highspot are also our top performers? BG: I mean the, the most straightforward answer to that is that you look at, you know, our Salesforce data to take a look at win things like win rates, deal velocity, ARR, and then look at utilization metrics within Highspot. Beyond that, when you’re thinking about enablement as a whole, it’s almost like there’s a few different stages when I’m thinking about a program in terms of measurement, because the biggest shift that I think we’ve done from an enablement success metric standpoint is really thinking about outcomes, which is what Matteo was sort of alluding to, right? Like enablement always gets stuck in the measurement of completion rates and attendance rates, and that’s a really hard thing to then translate into impact to the business. And so when we’re thinking about outcomes, we’re leveraging a few different tools across the board to build that story. So how do we first deliver the learning? Then, how do we measure how they adopted the learning? And then do we have a way to measure that the behavior has actually become consistent? And so, looking at milestones, if you think about them from that perspective, to be able to measure how we’re doing every single step of the way. Yes, we can, you know, share that the team maybe hasn’t completed something for whatever reason. But when we start to show the outcome of these things, right, like these are the behaviors that are driving the right kinds of numbers that we wanna be able to see in terms of win rates, then it’s not really an issue. Right? It’s sort of like a self-serving argument at this point because it’s such an easy thing to sell to them. RR: It does often happen that I chat with enablement teams and measurement and real outcome and impact mapping is very much kind of a North Star still, and it seems like you guys have comfortably landed in a place where you can consistently point to: “Here is the initiative we’re running, the programs we’re driving, and here is exactly over the course of, you know, today, a month from now and then quarter over quarter, what that impact has had on our reps.” So I would be curious to hear from each of you in terms of the impact you’ve seen over the last, you know, year and change of running with Highspot, executing initiatives through the platform. What have you seen that do to your business outcomes? MP: There’s a lot of ways to measure that business outcome for us. And you know, I’ve heard other enablement teams struggle with how do they actually measure it? For us, every quarter we’re looking at what are our targets, what are we doing, what are the KPIs behind the targets, and how do we align to that? And so we closely manage and monitor our impact and what we’re doing to, what those KPIs are and what the business metrics are. And so when a request comes in, we actually look at it and say: “Hey, what’s the impact?” And if it doesn’t fit within that, rather than put it through Highspot and, and get people to do it, we kind of deprioritize that. I would say that’s probably one of the biggest impacts. The other one is one that I said earlier, which is that we have struggled with product enablement in the past and getting completion rates as most companies do. But I think now with this tool and the insights that we’re able to prove, and the validity and the ROI behind it, we’re seeing better completion rates. And those completion rates, again, are correlating in performance. And that’s really the piece that we continue to drive. RR: Bety from, from your end of things, anything you’d like to add to that in terms of. The impact or outcomes you’re seeing? BG: I mean, one I would say that I could point to is our onboarding program. I think that’s usually the easiest one to measure. The fact that, you know, we were able to launch a really structured, self-led onboarding program within Highspot meant that, you know, even though we have a really small team, I did have time to then focus on business as usual enablement, skills enablement. But you know, being able to rely on that also meant that our ramp became a lot easier to predict. And so even thinking back to, you know, a year ago or so before we had our onboarding program launched, we probably cut the time to get reps to the field by about 25%. Right? And so that’s huge. I, as an enabler, who’s doing all of these different things to be able to rely on things like that when we have a growing team if we’re gonna be successful at anything else that we’re doing. Otherwise you’re, you’re spread too thin and you’re not able to accomplish anything. It’s really great to be able to show from an organizational standpoint that what we are putting out from an enablement side is impacting other initiatives across departments. Right? So the biggest questions we sometimes get is like: “Great, we did all this training, but is the team actually selling that? Or we have new messaging, like how do we ensure that everybody is actually working on that? When you’ve been able to tie some of those behaviors to, well, we started here, right?” We were not just focused on whether or not they were looking at the content. We were actually focused on whether or not they actually learned something from it. That it's part of their overall deal management. RR: So it sounds like kind of the broad, overarching theme there is that you’ve been able to drive consistency. You have folks ramping at a standard time, you can reliably say, our program is working and it’s working faster on ongoing training. People are completing the work that they need to, to be ready for all of these product launches, and then all of that work is translating into better returns in the field down the line. So it’s kind of just a full end-to-end process that gets a rep ready to go and delivering better. Looking back at all of this work, Matteo, I would love to hear from you. What, if any, other signals are you looking at that tell you that this is, this is the right approach that you and the team have developed something that really sustainably works? MP: I think sometimes if you’re not getting people training or not getting people completed, it’s because it’s too hard. They couldn’t find it, they couldn’t locate it. You know, I wish we had everything in one central, you know, repository. With Highspot, we have that, and ultimately the experience for the AEs and the AMS and CSMs to complete training is much better because of a tool like Highspot. Ultimately, that’s the, I think, the best measurement, and that’s why we know it’s working well. RR: To go way back to the very beginning about what you were saying, Bety, with the earlier solution that maybe just had kind of broken down and folks were quietly unhappy, not saying anything to go to a point now where you have people coming to you and telling you: “This works. I like it. Please keep going.” I think you’re right to say that that is the best signal and that tells you that everything that you’re doing is delivering exactly what you would hope it would. So fantastic to hear, especially knowing that you both are running this from a relatively small team. So I’d love it if you could close us out with some advice for other folks, maybe working on small teams. What advice would you give them when it comes to developing a scaled program that they can run consistently and reliably? BG: I think I kind of said this at the very beginning, like, you do need to get creative. Anytime that you can do more with less, I guess is the best way to put it, you’re going to get so much more return for your effort. And what I mean by that is, you know, I mentioned, you know, having onboarding, product enablement, everything tied in into the launch of Highspot. That was very intentional. If I’m doing something to make a launch a success, but it’s also benefiting other initiatives that I’m also responsible for, then I’m multiplying the effort that I’m putting into that work. And the other piece is you, and you kind of touched on this, the positive feedback from the team is super important with any sort of implementation for a new tool. Your biggest, biggest challenge is first credibility, and the second is adoption. I would say like, celebrate your wins often and, and like in as many ways as you can. So, you know, the Digital Room, while that was, you know, just a fun challenge to put out there to the team, what it actually did is it created a ton of buzz, right? And so people were essentially showing the rest of the business, like leaders and others around them, that this was a tool worth looking at and worth implementing into their day to day. If you can get creative there, in terms of not just showing the numbers. But actually having people talk about how great something is, that’s huge. And so really always celebrate the wins in every single way that you can. RR: That’s such great advice because it recognizes the people who are doing what you want them to and gives them a little bit of a thank you for it. And then it also, to your point earlier, drives that competition for everybody who’s trying to achieve those exact same outcomes. Matteo, any advice from your time here now at Loopio that you, you’d like to share? MP: Yeah, I mean, I think with smaller teams, there’s two things that come to mind. One, if you can’t measure it, ask yourselves and your leaders, why are we doing it. The second one is you have to enable your managers and your leaders to be enablers. That’s the way you can scale, and we spent a lot of time, Bety and I, meeting with the managers, collaborating with them, coming up with agendas, coming up with ideas, but then also delivering workshops together in tandem. And so if you’re gonna have any tool or anything that you’re trying to drive, you’ve gotta get their buy-in, but then also help them be enablers and, and when you do that, you can scale. RR: Yeah, maybe your team isn’t huge, but if you have champions across the organization advocating for you, well, all of a sudden you’ve doubled your capacity somehow. Bety, Mateo, thank you so much for joining us today. MP: Thank you for having us. RR: To our audience, thank you for listening to this episode of the Win/Win Podcast. Be sure to tune in next time for more insights on how you can maximize go-to-market success with Highspot.

- ¿Cómo se iba a quedar fuera de la red de corrupción de lópez, el hermano de la Bety? - Obvio le tenía que tocar también al él la miel de la corrupción que derrama su cuñado en todo aquel que los ayude a mantener el poder. - Gracias a una nota del Universal nos enteramos que en los últimos 6 años el primer cuñado de la nación se convirtió en minero, agropecuario, gasolinero y financiero. - Imposible que el hermano de la Bety se perdiera de la oportunidad de ofrecerle a socios e inversionistas la cercanía con el corruptor de Macuspana. - Imposible que socios e inversionistas oportunistas se negaran a meter su dinero en el reino de la corrupción, el tráfico de influencias y la impunidad. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Ez itt a Paraméter kommentált hírösszefoglalója, a LÉNYEG. A nap legfontosabb eseményeit szemlézzük, így garantáltan nem marad le semmiről.  

Liturgické čítania na každý deň z rímskokatolíckeho liturgického kalendára. Svätej Alžbety Uhorskej, rehoľníčky (spomienka) 1 Mach 1, 10-15. 41-43. 54-57. 62-64 Ž 119, 53. 61. 134. 150. 155. 158 R.: Pane, dožič mi života a budem sa pridŕžať tvojej náuky. Lk 18, 35-43 Tento podcast vám prinášajú študenti, členovia tímu a priatelia Kolégia Antona Neuwirtha. Email: podcast@kolegium.org

Momentky: Momentky s Lídou a Luskou a Bety. Moderuje: Lída Matušková.Tento podcast můžete podpořit na https://radio7.cz

I podcasten TEKNOLOGIOPTIMISTENE møter du beslutningstakerne for de store IT-investeringene i bransjen, personene som leder de mest fremoverlente IT-selskapene, personene som løser de viktigste samfunnsoppdragene og menneskene i investeringsselskapene som muliggjør rask vekst hos IT-selskapene. Menneskeskapte klimaendringer er vår tids største trussel, og det grønne skiftet er avhengig av teknologioptimister. Målet vårt med podcastserien er å gi beslutningstakerne innenfor IT i energibransjen kunnskap for bedre beslutninger.Live podcast fra Energibransjens IT-konferanse 2025. Debattdeltagere: Heikki Holmås, Direktør strategi og energi, Sopra Steria John Henrik Andersen, CTO, CegalSigbjørn Høgne, CEO, ElhubTore Morten Wetterhus, Administrerende direktør, Glitre Nett Debattleder: Bjørg Davidsen, Nyhetssjef, Europower Hosted on Acast. See acast.com/privacy for more information.

Slováci vo svete: Krajanskí novinári na pôde STVR – slovenskí novinári pôsobiaci v printových a elektronických médiach z Maďarska, Srbska, Rakúska, Poľska a Veľkej Británie sa stretli na pôde televízie, aby sa zdokonalili vo svojej profesii/ v oblasti prejavu. Podujatie organizačne zastrešovalo Kreatívne centrum STVR Arténa. Mysteriózne Slovensko: Avízo 9. kolo - Dóm svätej Alžbety v Košiciach

I denne episoden dykker Anni Voll, Silje Nord-Baade og Åste Herheim ned i samfunnspsykologiens verden og utforsker noe helt grunnleggende for oss mennesker: behovet for å føle at vi betyr noe – både for oss selv og for andre. Dette fenomenet kalles mattering, og henger tett sammen med medborgerskap og tilhørighet. Hvorfor er dette så viktig og hvordan påvirker det hvordan vi har det?

Den rødgrønne siden beholder makten. I denne spesialepisoden av Pengerådet ser vi på hva valgresultatet kan bety for privatøkonomien din. Skatt og avgifter: Vil formuesskatten endres, og hva med arveavgiften? Barnetrygd og velferd: Blir det økt barnetrygd, gratis SFO eller billigere tannhelse? Strøm og energi: Fortsetter strømordningen «Norgespris» og lavere elavgift? Statsbudsjettet: Hvordan vil Ap, SV, Rødt og MDG påvirke budsjettdisiplinen og oljepengebruken? Renter og kronekurs: Hvor mye betyr egentlig politikken for rentenivået framover? Det er mange løfter på bordet – men hva kan faktisk bli virkelighet?

How do you keep moving forward when the road isn't clear? In this episode of Stories of Change and Creativity – Scotland Edition, I sit down with Bety Téllez Mora, Content and Campaigns Officer at Queen Margaret University - Edinburgh. Bety navigates challenges and career pivots—across countries and creative fields.From journalism to digital storytelling, Bety shares how embracing change, taking risks, and staying curious has helped her shape a meaningful creative journey—one step at a time.“I was self-conscious about having three degrees and not much experience, but now I see every part of that journey helped me get here.”Bety opens up about adapting to life abroad, overcoming self-doubt, and learning to say yes—even when the path was unclear. This candid conversation explores what it means to build a career through risk, resilience, and a commitment to lifelong learning.Key Takeaways • Growing up as a diplomat's daughter gave Bety the skills to adapt • Studying journalism provided a foundation, but an internship revealed her true path• Balancing perfectionism with practical experience helped her prioritize opportunities outside the classroom• Learning to embrace uncertainty and recognize that career paths don't need to be linear• Overcoming imposter syndrome and building confidence is important• Using international experience as a strength rather than seeing it as a limitation• There's a constant challenge to maintain brand consistency while reflecting the university community“Even if you don't get it right the first time, that is part of the process.” — Bety Téllez Mora

O práci ve zdravotnictví, nesplněných očekáváních anebo třeba o mezigeneračích vztazích - v Momentkách s Anet a její hostkou Bety

Ansiedad, soledad, vacío, inseguridad... la adolescencia es una zona de guerra emocional, una tierra de nadie, entre la niñez y la adultez. Bety Coppola, especialista en esta etapa, nos confronta con verdades incómodas sobre lo que viven los jóvenes y lo poco que realmente los escuchamos. Casos reales, herramientas prácticas y una invitación urgente: dejar de reaccionar y empezar a conectar. Un episodio esencial si eres padre, madre, educador o simplemente quieres comprender mejor el universo emocional de los jóvenes.Contacto Bety Coppola:IG: @psic.betycoppolaCorreo: betycoppolaz@gmail.comwebsite: https://betycoppola.com/Mi Plataforma Educativa: https://cursos.horaciomarchand.comMi tienda online: https://tienda.horaciomarchand.com/Contacto: info@horaciomarchand.com ¡Sígueme!— INSTAGRAM: https://www.instagram.com/horacio.marchand/TIKTOK: https://www.tiktok.com/@horaciomarchandFACEBOOK: https://www.facebook.com/horaciomarchandfX: https://x.com/HoracioMarchandLINKEDIN: https://www.linkedin.com/in/horacio-marchand-ph-d-8a3a3141 THREADS: https://www.threads.net/@horacio.marchand?igshid=NTc4MTIwNjQ2YQ==

Mkutano wa pili wa siku mbili wa Baraza Kuu la Makazi la shirika la Umoja wa Mataifa la Makazi Duniani UNHABITAT leo unafunga pazia jijini Nairobi Kenya. Baraza hilo linalofanyika kila baada ya miaka minne ni chombo cha juu kabisa duniani cha kufanya maamuzi kuhusu maendeleo ya miji endelevu na limewaleta pamoja wawakilishi kutoka nchi zote 193 wanachama wa Umoja wa Mataifa pamoja na wadau mbalimbali wa amendeleo ya miji. Flora Nducha na taarifa zaidi.

¿Cuántas veces has sentido que vives según las expectativas de los demás y no las tuyas? En este episodio, vamos a romper con esos patrones y descubrir cómo convertirte en la versión de ti que realmente deseas ser.Nuestra invitada especial, Bety Domínguez, nos comparte herramientas poderosas para dejar de vivir en automático, recuperar el control de nuestra identidad y construir una vida alineada con nuestra verdadera esencia.

In this inspiring episode we sit down with three phenomenal entrepreneurs: Ariell Ilunga, Bety Le Shackelford, and Edith Gutierrez. Together, they share their journeys of following their hearts, overcoming challenges, and answering the call to create meaningful change in their communities. They explore resilience, purpose, and the power of staying true to yourself when the road gets tough. This episode is a celebration of determination, creativity, and the strength it takes to pursue your dreams. Don't miss these stories of courage and connection!

The Top Independent Music Artists & Singers from around the world: EDM, Indie Rock, Indie Pop, Hip Hop, R & B, Rap, reggae, Jazz, Country, Folk, & more...Hosted by DTongAdvertising & Sponsorship: http://goo.gl/ioP6HwGuaranteed Song Play & Promotion: http://goo.gl/4aD98wBROUGHT TO YOU BY:Betyar Csikos Knifehttps://tinyurl.com/2vpe5j6yCatharsis by Richard Pochehttps://bit.ly/40oaTRyThe Retirement Planning Acceleratorhttps://tinyurl.com/mrn5n6hxReturn Of The Mack by Grand Rising Productionshttps://tinyurl.com/46kjczawLove In The Shadows by Elaine Franhttps://tinyurl.com/2j2d38r4Poison Gun by Dee Freemanhttps://bit.ly/4fVwhlICan't Stop Wanting You by Nola Gilbreathhttps://tinyurl.com/yeyufku3A Jester's Heart by Nicholashttps://tinyurl.com/mr2c7e8bIntimidatingly Insecure Lovehttps://bit.ly/4j3mhK8Pathways 2 Performancehttps://tinyurl.com/488bv6vwWilted Rose by Ghenrietta Von Bloomehttps://www.amazon.com/dp/B0DLG3LBQZWavve Soundwave For Podcasts & Music Artistshttps://wavve.co?ref=johntongThe Fiverr Life podcasthttps://spoti.fi/30OnzPPAlso New Music from:Plastic Souls 'War In My Heart'Murchy 3 'Billie Eilish'Daph Veil 'I Dont Need You'Paul James 'Giving Hell To Me'Smooth Talk 'Wanna Dance'Teddy Mac w/ a Back2backCherry Fu 'The Words I Say'Brian Purnell 'Defeat is not an option'Tyran Lee Ingram 'Thank the Lord'Marc Biala 'Been Everywhere But Me'Ergo, Bria 'Tastes Like Candlesticks'Big Swizzle 'Ol'Geez'Mr Mig & Kathrine Jackie 'Tragedy'Jojo Quinney 'Xmas Bells Of Peace'Walt Phelan 'Weight of the World'Blame Tracy 'Loop'Keysh 'After Effect'AVII Gold 'Lazy'Simon Jaglom 'Loyal'Big Bus Dream 'When You Were Drunk'Jaylious 'Lycanthropy'Catch the show on iTunes, Spotify, iHeartRadio, PlayerFM, TuneIn, Soundcloud, & www.DTongRadio.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/dtong-radio-indie-music-showcase--954466/support.

Lódobogás hallatszik az alföldi pusztában. Kisvártatva megjelenik egy alak: fején pörge kalap, bő gatyája lobog a szélben, inge felett posztómellényt visel. Egyik kezében egy karikás ostor, öve alól egy revolver kandikál ki. Aki látja, jobb, ha menekül - egy betyár közeledik! A leghíresebb magyar betyár Rózsa Sándor volt, akiről már életében legendák terjedtek. A nép hősként tisztelte, a hatóságok tűzzel-vassal üldözték - bűnlajstroma ugyanis igencsak hosszú volt: gyilkosságok, rablások száradtak a lelkén. A betyár élete 180 fokos fordulatot vett, amikor Kossuth Lajos megbízatására 150 fős seregével csatlakozott a szerbek elleni harcokhoz. A története azonban itt nem ért véget: szerelem, gyilkosságok, börtön, árulás, bujkálás… De tudjátok mit? Hallgassátok meg az adást és ismerjétek meg az alföldi betyárkirály életét, amiről sok minden elmondható, de hogy unalmas lett volna, az biztosan nem! Források Szentesi Zöldi László: Rózsa Sándor c. könyv Küllős Imola: Betyárok könyve c. könyv https://mnl.gov.hu/mnl/ol/hirek/rozsa_sandor_nyomaban https://wmn.hu/kult/57978-rozsa-sandor-a-zsivanyfi-betyarkiraly-akinek-kossuth-jarta-ki-a-kegyelmet-hiaba https://mnl.gov.hu/mnl/ol/hirek/rozsa_sandor_nyomaban https://www.arcanum.com/hu/online-kiadvanyok/KossuthHirlapok-kossuth-hirlapiroi-munkassaga-1/kossuth-hirlapja-1105D/1848-1105E/18481123-csutortok-125-sz-1531A/a-lagerdorfi-csata-nov-7-en-1536A/ Ha szeretnél havi extra tartalmakat kapni tőlünk, akkor gyere a Patreon oldalunkra és válaszd ki a neked megfelelő támogatói szintet. https://www.patreon.com/hihetetlentortenelem Kiemelt Patreon támogatóink: Busa-Fekete Róbert, Lovas Gabriella, Rója Gergő Elérhetőségek: E-mail cím: hihetetlentori@gmail.com Facebook oldalunk linkje Spotify linkünk . Hirdetés és együttműködés: hallgatom@betonenetwork.hu www.betonenetwork.hu Learn more about your ad choices. Visit megaphone.fm/adchoices

Craig runs through the top stories of the day, according to him including another look at information released yesterday involving the tragic death of Nevaeh Mitchell. Craig also has a surprise visit from Bety because he "stole" her phone. Finally, Craig closes the show with some lighter stories he can't help but discuss. Happy Friday!Become a supporter of this podcast: https://www.spreaker.com/podcast/the-craig-collins-show--6214297/support.

Craig chats with his wife Bety about why they are doing an audio podcast only today and the plan for this evening! Then, Craig does a Top Stories of the Day according to him! Finally, Craig ends the show with a discussion about the air quality in your car and much more!Become a supporter of this podcast: https://www.spreaker.com/podcast/the-craig-collins-show--6214297/support.

Dyr ferie i utlandet er det minste problemet med den svake krona. Det at vår egen valuta stiller så dårlig mot euro og dollar kan gjøre større skade på økonomien her din hjemme. Med økonomijournalist Joakim Midtbø Viland. Foto: Philip A. Johannesborg

Bety is back to be the main star of the show with an opening Spanish Word of the Day segment. Then Craig discusses top stories including Hunter Biden's sentencing date, VP Harris secures the nomination after getting zero primary votes, and an update to a viral story from women's boxing at the Olympics. Become a supporter of this podcast: https://www.spreaker.com/podcast/the-craig-collins-show--6214297/support.

V letním horku přinášíme pořádně žhavý díl Appliště podcastu. Nejdříve se podíváme na zoubek iPhone 16, který by měl přinést až 20 novinek! Je to věštění z křišťálové koule anebo opět úniky, které se potvrdí? ⚗️ Instalace betaverzí operačních systémů je na vlastní riziko. Proč (ne)instalovat betu watchOS 11 a iOS 18 se dozvíte v druhém tématu.

Craig runs through the top stories of the day, according to him. He also wonders if former President Trump's speech will be similar in tone to his V.P pick J.D. Vance. Craig starts off by asking what the hell is Joy Reid saying now?? Craig also gets a Spanish Word of the Day from his wife Bety and finds out spellings socks quickly doesn't sound like you are speaking spanish, even if the internet told him that would work. All that and more!Become a supporter of this podcast: https://www.spreaker.com/podcast/the-craig-collins-show--6214297/support.

Contaminación por residuos del Narco; Convención republicana en EU con León Krauze; Violencia en Acapulco; Laboratorio electoral presenta en Anúlometro; El día del Emoji con José Antonio Pontón; Se estrena Bety la Fea: La historia continúa con Arturo Magaña; Boda pone a perritos en adopción…See omnystudio.com/listener for privacy information.

Craig runs through the five biggest stories of the day, according to him! Today's topics including Pres. Biden's Big Boy Press Conference, how CNN is trying to tell you Trump is connected to Project 25, and why George Clooney is in the same headline as Dave Portnoy! Later, Bety stops by for a Bety was Right and surprise Spanish Word of the Day segment! Finally, Craig ends the show with a couple of additional silly stories including how many people say they are told they mow their grass wrong and why Ellen DeGeneres is once again quitting show business.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-craig-collins-show--6214297/support.

Craig runs through the top stories of the day according to him on 7/1/24! These include a big decision by the Supreme Court and a surprising to some demonstration of our countries divided beliefs on abortion bans. Craig kicks off the show with a special Spanish Word of the Day and Bety was right segment!Become a supporter of this podcast: https://www.spreaker.com/podcast/the-craig-collins-show--6214297/support.

Hour 2 - Guests include Tony Mattivi of the KBI, and Sheriff Jeff Easter 

In this episode, Sachin interviews Dr. Betty Murray   Key Takeaways: [1:02] Sachin introduces Dr. Betty Murray, the CEO and Founder of Living Well Dallas, a functional medicine center. Betty is a nutritionist and researcher who has helped hundreds of people to feel their absolute best, so she has had great success and prosperity.   [2:08] Sachin and Betty will focus on Betty's methods for success and prosperity to help you succeed and prosper in your practice and life. Sachin welcomes Betty to Perfect Practice.   [2:52] Betty started her practice 20 years ago. In 2004, she did not find many clients for functional medicine. She bootstrapped her business with her part-time job. She didn't have enough runway to make a lot of mistakes. She had to be more resourceful with her resources.   [4:58] In Betty's clinic today, there are internal medicine, psychiatry, hormone replacement, clinical nutritionists, life coaches, counselors, and diagnostics. At first, her clinic was fee-for-service, and nobody was using coaching because they didn't know its value.   [6:40] Betty had to let go of her belief that if she educated someone, they would find value in her program, and instead, create the value proposition and give it to them so they would find value. If the market is not buying your strategy, your strategy is wrong and you need to rearrange it.   [8:44] Always add value for your client first. When you give value to your customers, patients, and clients, you get rewarded. When you're driving toward a value, and you're giving people what they need and helping them understand what they need, people will value that.   [9:47] When you're starting, the narrower you get with what you're doing, whom you're serving, and what problem you're solving, the easier it is to stand out in that market. Don't go bigger, faster, better and think it's going to be more money. It's complex. Betty has to spend more on marketing than others because she has more avatars. She has to spend more time on staff.   [13:45] Sachin says to keep it simple. Betty adds that if you have this burning desire to have a multi-disciplinary team, recognize that you'd better be a good business person or hire a good business person, which requires a runway of cash flow. It's not a low-paying job.    [14:57] Most of us in healthcare never had business training. Betty had a business degree before she came into healthcare. It's still a concept until you get it into action. Being a 30,000-hour expert comes from experience, not from a book or an education.   [17:09] The Mosaic of Autoimmunity, by Dr. Yehuda Schoenfeld, is a textbook Betty has been studying. It's probably the best textbook to explain the underpinnings of autoimmunity. Regardless of who our avatar is, all of us are going to be in the immune system.   [18:07] 10X is Easier than 2X: How World-Class Entrepreneurs Achieve More by Doing Less, by Dan Sullivan is the business-building book Betty recommends. It is easier and more effective to leapfrog from where you are to where you want to go than it is to make small changes.   [18:52] Betty recommends two personal/financial development books: Disruptor: How to Challenge the Status Quo and Unlock Innovation, by Alex Gonzalez, about innovation. The second book is Die with Zero: Getting All You Can from Your Money and Your Life, by Bill Perkins. It's about not amassing money but using it to do good as you go.   [24:11] Betty tells how she grew her money mindset. As a child, she was determined to work and she falsified her birth certificate to get a job underage. She sees the world as abundant and if she lives in that abundance and does the right things, she will be rewarded for it. She doesn't hesitate to spend money. He husband is cautious so she asked him to handle the finances.   [25:55] Sachin also has a story about going after what he wanted at a young age. He learned to cut hair by watching a barber and then opened a barber shop in his garage. Bety's and Sachin's experiences helped mold them into who they are as adults.   [28:57] Walter Isaacson wrote about Elon Musk, Steve Jobs, and others who have changed the world. None of them had an easy life. Those things that are more difficult for us make us tenacious. Opening a practice outside the traditional medical establishment is also an adversity. Don't keep a Plan B that's easy to go back to. Keep marching forward, iterating, and changing.   [31:33] Whenever Betty is told she can't do something or the world will beat her, that is when it's “game on” for her. That guarantees she would act. Recognize that your challenges are also helpful.   [32:34] Justin notes that success is in doing things differently. Sally Hogshead said that different is better than better. Betty built a large, busy center. At first, she didn't want to be the brand but learned that your brand is you. You have to be part of the brand. One year, Betty spoke 220 times. She showed up everywhere as the owner so people would know about the center.   [34:17] When people leave a practice it's not from what happened but how it was handled. Every part of the customer experience must be planned and managed to make it extraordinary. If there's a problem, own it, fix it, and apologize. Betty's team out-executes everybody.   [35:37] When you want to stand out, look at the non-clinical stuff and double down on it all, from the emails to how the phone is answered. Those things will make up for a world of pain and will make you look better. Most practices shirk that, and people get mad about it.   [36:42] Betty tells about her hiring process. She starts with a matrix of requirements. Betty has a team member do the initial interviews to figure out if the applicant is a culture fit. Betty doesn't want “yes people” but they have to be on board for her strategy. Betty has a “Volkswagen test.”   [38:34] If they pass the culture fit and the skill set, they come in to interview 12 to 14 of the practitioners. Finally, Betty interviews them. If she likes them, they come in for a working day. They get paid for the day and do a final interview with Betty. Betty is slow to hire; and quick to fire. Because of the extensive interview process, Betty doesn't often have to fire.   [39:31] Betty tells about her first hire. It was an administrative assistant. Betty's role was to bring people through the door. She didn't want to spend billable hours doing unbillable work.   [42:09] Betty's last piece of advice: If you're a practitioner, you do not need any more certifications or training to do what you do. You need to do what you are trained to do.   [44:04]  Sachin warns against continual certifications. It's a form of procrastination and it leads to imposter syndrome. The way you build the muscles is by doing the reps. If you get into a situation where you don't know the answer, you have the resources to find it quickly.   [45:17] Betty got her Ph.D. not because she needed it for her business but because she wanted to dig into the research and get better at that, to prove this type of medicine works.   [46:12]  Sachin thanks Dr. Betty Murray for everything that she shared today. Betty mentions her practice Livingwelldallas.com, her website, Bettymurray.com, and her podcast Menopause Mastery. Sachin thanks her for sharing her wisdom.   Mentioned in this episode Perfect Practice Live   More about your host Sachin Patel How to speak with Sachin Go one step further and Become The Living Proof Perfect Practice Live sachin@becomeproof.com To set up a practice clarity call and opportunity audit   Books by Sachin Patel: Perfect Practice: How to Build a Successful Functional Medical Business, Attract Your Ideal Patients, Serve Your Community, and Get Paid What You're Worth The Motivation Molecule: The Biological Secrets To Eliminate Procrastination, Skyrocket Productivity, and Get Sh!t Done

Airbnb revolusjonerte hvordan vi bor når vi reiser. Nå har selskapet havnet i trøbbel flere steder. Er dette starten på slutten for nettsiden? Hør alle episodene i appen NRK Radio

It has been six months since his award winning movie George came out and Craig finally went around the corner for a shoeshine! Bety and Craig discuss how great it is to spend time with the Manias brothers!See omnystudio.com/listener for privacy information.

It has been six months since his award winning movie George came out and Craig finally went around the corner for a shoeshine! Bety and Craig discuss how great it is to spend time with the Manias brothers!See omnystudio.com/listener for privacy information.

Last time we spoke about the aftermath of the battle for Attu. The American victory over Attu meant the end of the Aleutian campaign for the Japanese, Tokyo decided to pull everyone out. Over 6000 Japanese needed evacuation from Kiska and it would be very tricky for the Japanese to get past Admiral Kinkaids blockade. Then we finished up the West Hubei offensive, with a part of it being known colloquially as the Rice Bowl Campaign. The Japanese had brutalized the Chinese, but we're stopped short of invading Chongqing or Sichuan. Thus for the Chinese it was a victory, but at the same time the Japanese had secured exactly what they wanted, stealing vast amounts of property, notably rice. Vessels left Yichang and sailed further west through the riverways acquiring large sums of goods to help the China war cause. Today we are diving back into the south Pacific. This episode is Operation Cartwheel starts rolling Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  So honestly for awhile now we have been hitting the North Pacific and China theaters, which certainly was a change of pace, but as you can imagine these events do not simply move along in a vacuum. Yes a lot was going on in the other theaters and this episode is going to be tackling a lot of different events so buckle up buckos. First we are going to talk about Operation Cartwheel. The ULTRA intelligence that brought Yamamoto's death was not the only information the Americans received in April. A lifeboat bearing a list of the names of 40,000 active Japanese officers washed ashore after the battle of the Bismarck Sea. Using this Cryptographers were able to match each name to radio signals from Japanese army units, ensuring General MacArthurs intelligence remained as operationally up to date as it could be. At the same time William Bull Hasley showed to on April 15th to Brisbane to meet with MacArthur and the two hit it off. Halsey would later write this about their first encounter. “Five minutes after I reported, I felt as if we were lifelong friends. I have seldom seen a man who makes a quicker, stronger, more favorable impression. He was then sixty-three, but he could have passed as fifty. His hair was jet black; his eyes were clear; his carriage erect….My mental picture poses him against the background of these discussions; he is pacing his office, almost wearing a groove between his large, bare desk and the portrait of George Washington that faced it; his corncob pipe is in his hand (I rarely saw him smoke it): and he is making his points in a diction I have never heard surpassed. “ Both men would hammer out a plan on April 26th, it was a revision to MacArthur's Elkton plan, this one would be known as Elkton III, but it was soon to be coded as Operation Cartwheel.  The plan consisted of 13 amphibious landings in just 6 months with MacArthur and Halsey providing maximum support to each others efforts. The first phase of the plan would see MacArthur seizing Woodlark and the Kirwina islands while Hasley invaded New Georgia. Phase 2 would commence 2 months after the start of the offensive where MacArthur would capture Lae, Salamaua and Finschhafen. Phase 3 would be the seizure of the Shortland islands and Bougainville in the south pacific. In December MacArthur would seize Cape Gloucester in Western New Britain and shortly after that they would seize Rabaul. Halsey's forces would knock out Japanese air bases on Buka, allowing MacArthurs men to clear the northwestern half of New Guinea. By January of 1944, MacArthur and Halsey figured they would be ready for the final assault on Rabaul which was their ultimate objective for victory. MacArthur resisted sending details of their joint plan to Washington, probably fearing the Europe first obsessed chiefs of staff would veto their ambitious thrust. He told them only that he anticipated that the first move toward Woodlark and Kirwina would start in June. However this was too slow for Admiral King. King wanted his protege Admiral Nimitz to begin a thrust into the central pacific, heading through the Marshalls in November and proposed shifting the Marine 1st and 2nd divisions, the ones that fell under MacArthurs and Halsey's command to help with the Marshalls offensive, this alongside two bomber groups promised to General Kenney. MacArthur was very pissed off and he sent a distressed message to George Marshall damning the entire central Pacific strategy as a quote “unnecessary and even wasteful diversion from what should be the main pacific strategy”,  that being MacArthur's own.”. He added in “from a broad strategic viewpoint, I am convinced that the best course of offensive action in the Pacific is a movement from Australia through New Guinea to Mindanao. Air supremacy is essential to success, for the southwestern strategy where large numbers of land-based aircraft are utterly essential and will immediately cut the enemy lines from japan to his conquered territory to the southward. Pulling any additional heavy bombers groups would in my opinion, collapse the offensive effort in the southwest pacific area…in my judgment the offensive against Rabaul should be considered the main effort, and it should not be nullified or weakened ”. But King was adamant. There would indeed be a thrust through the central pacific led by the navy with its main axis passing through the Marshalls and Marianas towards Japan,which might I remind you listening, bypasses the Philippines. It of course was a strategy completely at odds with MacArthurs. Marshall supported King, as did the other Joint Chiefs. But in the end MacArthurs whining forced King to relent on the transfer of the two marine divisions and the bomber groups, thus MacArthur revealed his timetable for operation Cartwheel. He told them he planned to take Kiriwna and Woodlark in the Trobriand Island around June 30th. The advance on New Georgia would start on the same date, and in September the First Cavalry and 3 Australian divisions would begin operations against the Madang-Salamaua area. Meanwhile MacArthur's 43rd division would invade southern Bougainville on October 15th, while the 1st Marines and 32nd division would invade Cape Gloucester on December 1st.  For all of these amphibious landings, there were no serious problems when it came to shipping and landing craft….that is for Nimitz designated areas. However at the beginning of 1943, MacArthur had practically no amphibious equipment nor experts in these types of operations. The only units available to him were the Army's engineering special boat brigade which had very few small craft. The man who would be responsible for the amphibious assaults during much of the coming campaigns was to be Rear Admiral Daniel Barbey. On January 10th, 1943 he took command of the forces that would later be designated the 7th Amphibious force. Barbey from the offset established good relations with MacArthur…because well anyone who worked with MacArthur had to. He had nearly nothing to work with in the beginning, but started with establishing bases at Toobul Bay, near the mouth of the Brisbane river and Point Stephens. MacArthur had requested more small craft and transports as early as mid 1942, but because of the European and central pacific being a priority, little had come his way. Before the equipment came, MacArthur was receiving American and Australian troops, so he got Barbey's team to improvise. They began training the troops in debarking from larger ships down cargo nets to smaller landing craft. However Barbey had no attack transports (APA), which was the key to this kind of operation. To solve this they rigged nets from cliffs, boy that must have been fun. The first Landing ship tanks LSTs and Landing craft tanks LCTs would not arrive until mid january, and on Easter Sunday 13 Landing craft infantry's LCI's were delivered, giving them very little time before the first operations were to begin to train the crews on how to use them.  Now on the other side Halsey had his own three phase operation. Part 1 saw the invasion of New Georgia, part 2 was the seizure of Buin and Rekata Bay if possible and last 3 was the seizure of Kieta and the neutralization of Buka. Phase 1 was codenamed Operation Toenails. Halsey described the operation to Nimitz as “a infiltration and staging operation”. The operation would see simultaneous landings at Wickham Anchorage to hit its landing craft base; Segi point for its airfield site; Viru Harbor for its small craft base and Rendova Harbor which would serve as a new base to stage troops for a future attack upon Munda. This would all occur on June 30th. The main force assigned to Operation Toenails was General Hester's 43rd division. Admiral Turner and his Task Force 31 were in charge of the amphibious landings while Admiral Fitch would toss 1182 aircraft to give them aircower and Admiral's Ainsworth and Merrill's Task force 36 would provide further naval support. On the other side, interservice coordination between the Japanese Generals and Admirals remained intermittent and largely ad hoc, when it was not hostile. General Imamura's 8th area army HQ at Rabaul stood above Hyakutake's 17th Army, comprising 3 divisions spread over the SOlomons and New Britain, and General Hatazo Adachi's 8th Army had 3 divisions on New Guinea. Troop reinforcements were arriving in Rabaul bolstering the garrison at one point to 90,000 men. Vice Admiral Jinichi Kusaka remained in command of navy forces at Rabaul and held responsibility for the defense of the central solomons. Admiral Mineichi Koga had succeeded the slain Yamamoto as commander in chief of the combined fleet, based at Truk. Nowhere in the theater was there a blended command, the army and navy had to coordinate their operations through a meticulous process of “nemawashi / digging around the roots” for a consensus. The Japanese moved new air units into the theater, including more of the elite carrier aircrews that had trained and honed their skills prior to the war, but the loss ratios in air combat was ruining them.  As a result of the devastating loss during the battle of the Bismarck Sea, the Japanese were forced to change plans. USAAF and RAAF aircraft based at Port Moresby and Milne Bay had slaughtered an entire convoy of Japanese transports attempting to land troops in the Lae-Slaamaua area using a new technique called “skip bombing”. Imperial General HQ set up a joint Army/Navy investigation board to study the disaster, seeing the IJA accused the IJN of being too focused on the Solomons rather than on New Guinea. The Army argued New Guinea was vital for the national defenses and proposed that if a retreat became necessary, it would be as a direct result of the navy's lack of support. If this were to happen they would have to pull back and create a defensive line from northwest New Guinea to Timor. The Navy's representatives argued that the Huon Peninsula must be held or its loss would swing open the western gate to Rabaul, forcing the combined fleet to withdraw from Truk. Well the fighting eventually resulted in an ultimatum with both sides agreeing the army/navy operations should focus on eastern New Guinea. It was decided that both the army and navy would literally operate as one unit, because that would go well. The Central solomons were still under the overall responsibility of the 8th fleet, now commanded by Vice Admiral Baron Samejima Tomoshige with some IJA units placed under naval command according to agreements made between General Imamura and Admiral Kusaka. It seems the Japanese could get along once and awhile, as just like Halsey and MacArthur, Imamura and Kusaka developed a deep friendship. Both of their staffs ate lunch together once or twice a week, where southeast area affairs were discussed informally and their respective staffs got to know another personally. Kusaka went on the record to say Imamura was a very great person. Many army units would be sent to reinforce the New Georgia defenses and by late May the bulk of the 229th regiment arrived to Munda, and the 13th regiment went to Vila by late June. Imamura placed both regiments under the command of Major General Sasaki Noboru's southeast detachment who responded directly to Samejima. Samejima's first orders were to arrange the responsibilities between General Sasaki's southeast detachment and Admiral Ota's 8th combined SNLF, seeing Sasaki in charge of Munda and Ota in charge of the Enogai and Bairoko area's. If the situation arose, command would be unified under the senior officer on New Georgia, General Sasaki. Ota would also have responsibility for coastal artillery defense, radio communications, and barge operations. Admiral Koga in his new role as commander of the combined fleet, preemptively sent move of his forces back to the home islands in preparation to reinforce Attu. But as the fate of the Aleutians became sealed by late May, Koga decided to concentrate the combined Fleet at Truk, so it would be primed and ready for a decisive naval battle with the Americans. Without the aid of Koga's carriers, Kusaka had launched another air counteroffensive after I-Go, this one taking place in June. The aim was yet again to prevent the Americans from invading the central solomons . Kusaka began tossing waves of Bety's against American shipping east of San Cristobal and night raids over guadalcanal. Simultaneously he also unleashed Operation SO; a major offensive to smash allied air power in the Solomon islands; and operation SE: which targeted airfields and shipping. He sent 105 Zeros to sweep and bomb the enemy airfields with a new type of gasoline bomb. Operation SE began with 25 Val dive bombers attacking US shipping in the Guadalcanal-Tulagi area and Operation SO began on June 7th with 81 Zeros led by Lt Commander Shindo Saburo assaulting the Russels. However the Russel group ran right into 104 allied fighters who shot down 9 Zeros. A follow up attack was made on the 12th with 74 Zeros led by Lt Miyano Zenjiro, this time the Japanese lost 7 fighters but took down 6 American. As usual the Japanese pilots made wild claims, stating the first attack saw 41 American fights shot down and the second attack 24.  Kusaka launched the main attack of Operation SE on June 16th led by Lt commander Saburo consisting of 24 Vals and 70 Zero escorts who swung south of the Russells, turning at Beaufort Bay. Yet again they were intercepted, this time by 74 allied fighters over BEaufort Bay and the ensuing ari battle rolled over the mountainous spine of guadalcanal. This time the Japanese lost 15 Zeros and 13 Vals while only shooting down 6 allied fighters. The Japanese lost first rate pilots such as Lt Miyano who had scored a total of 16 kills during the war. Again Japanese veteran pilots were being bled dry severely affecting the nation's airpower. Despite their waves being intercepted nearly every time, the Vals were able to press through with their attacks and managed to hit the cargo ships Caleno and LST-340. But such results were hardly worth the cost, so Kusaka began to urgently request reinforcements. The carrier Ryhuo would lend her bombers to replace the lost ones, arriving on the 2nd of July. The losses taught the Japanese pilots some bitter lessons and never again would the fly over guadalcanal during daylight as the American CAP was far to powerful. Over in New Guinea, General Blamey was laying out his plan for the capture of Lae, codenamed Operation Postern which was approved by MacArthurs headquarters. Before the allies would invade Woodlark and Kiriwana, MacArthur proscribed the seizure of Lae and the Markham and Ramu valley. The Markham operations were to be based on Port Moresby while the north coast operations would be staged from Buna and Milne Bay. The invasion of Woodlark and Kiriwana islands codenamed Operation Chronicle would be entrusted to Lt General Walter Kruegers 6th army. The islands northeast of the Papuan coast would allow the allies to have air bases closer to Japanese targets in the Solomons and around Rabaul, thus Blamey had devised his plan to secure the northeastern part of New Guinea. The first phase of his plan was Lae and the Markham and Ramu Valleys; the 2nd phase was to seize a shore base within 60 miles of Lae, he chose Nassau Bay. Nassau Bay would help with the supply problems in the Wau-Mubo-Bobdubi area, as all the supplies were being flown in from Port Moresby. The mountains were serious obstacles for transport aircraft, not to mention the Japanese fighters that could spring out of nearby Lae. Taking Nassau Bay would greatly shorting supply lines for allied troops fighting in the Salamaua region and also allow a junction to be made with General Saviges forces operating at Mubo The 162nd American Regiment led by Colonel Archibald MacKechnie would help hit Nassau Bay, they would be known as the MacKechnie force. They would seize the high ground around Goodiew Junction and Mount Tambu and the ridges running down therefrom to the sea, allowing the Australians to link up with the 15th brigade at Bobdubi and the American landing force at Nassau. D-day for the Nassau Landing was set for June 30th and it was all going to act as a feint, hoping to lure Japanese forces from Lae to Salamaua.  Now the last time we left off in New Guinea, General Savige had launched a limited offensive against the Japanese at Mubo and Bobdubi ridge. General Nakano was certain Salamaua was the main allied target and this prompting him on the 29th to order Major General Chuichi Muroya to lead the 51st division to fortify it. In the process Muroya's men expelled Warfe's commandos from the northern ridge. To the east of Mubo, Brigadier Moten was trying to take the Pimple, but his 17th brigade would be performing more patrolling than actual attacks throughout the later half of May. Eventually Savige would relieve the exhausted 2/7th battalion with the 2/6th battalion led by Lt Colonel Frederick Wood who would begin an advance on May the 27th. Meanwhile Nakano had brought more reinforcements to defend Mubo and launched a strong counterattack in early May, nearly breaking through towards the main Australian camp at Lababia ridge. On May 23rd Nakano received two battalions of the 66th regiment and began to work out a plan for assembling supplies and ammunition in the Mubo area to prepare for an offensive. Men would move at night in a single file along the narrow jungle trails carrying the materials by hand, through mud and rain. The main train was a slope on Komiatum ridge known to the Japanese as Regret Hill as the hard working soldiers became more exhausted with each passing day marching along it. The Japanese sought to clear out Lababia ridge as far as Guadagasal, thus securing Mubo. On June 3rd, allied patrols discovered Nakano had reoccupied Markham point which forced Savige to keep the bulk of the 24th away from the action at Bobdubi and Mubo. From their camp at the bank of the Markham Savige ordered patrols to investigate the Nadzab area. On June 14th, a 3 man patrol came across friendly natives at the village of Gabsonkek who informed them of the Japanese activity in the area. They said "that the Japs come to the village every day between 10:00 and 12:00 hours taking everything in sight—pigs, fowls, fruit, etc., without paying; they take native girls back to Lae if they can catch them. The guides would not proceed farther to Ngasawapum because Japan man come up Big Road, cut us off", and they would not go to Narakapor because they claimed there were too many Japs and two big guns". The patrol went back to camp by the 18th informing command. A second patrol was made, led by Lt Dave Burke who forded the Tabali River to get to Nassau Bay. Their report indicated the area was suitable for landing and road construction. To further prepare for the American landings, the Australians began building a footbridge over the Bitoi River and blazed a track up to Bitoi Ridge. On Lababia Ridge the main defensive position withdrew to a junction on the Jap Tracks where it would be easier to counter enemy encirclement attempts. Reports came in from forward platoons that there was considerable enemy activity along the Komiatum-Mubo track. This was Nakano's 66th regiment carrying the food and ammunition in preparation for the upcoming offensive. In response to this, Savige ordered Brigadier Frank Hosking of the 15th brigade to assume command of the Bobdubi ridge area and to begin harassing the Japanese supply route. Meanwhile the 58th/59th battalion relieved the 2/3rd independent company at Hote and a party of Warfe's commando's were sent to attack the Komiatum-Mubo track. However disaster struck as the Australians ran into their own booby-traps on June 16th suffering a number of casualties. By June 20th, the commando's established ambush positions along a ridge near the junction of Stephens Track and the Komiatum Track. They successfully ambushed some Japanese later that day, killing a few men and capturing valuable documents about the arrival of Nakano's 66th regiment. However by this point Nakano's units were already assembling in front of Lababia ridge and the offensive was about to begin. Now we gotta finish up the episode talking about some developments in India. After the disastrous first Arakan Campaign, Marshal Wavell was to receive a promotion, and by promotion I mean he was kicked upstairs as they say, succeeded Lord Linlithgow as the new Viceroy of India. But until then he began looking into training his forces in jungle warfare as the bitter lessons learned at Arakan proved the men were very unprepared. Wavell also wanted to investigate what the hell had happened during the disaster, so he sent Major General Roland Richardson in late May to head a infantry committee at New Delhi for the task. The committee's report about the Arakan campaign found the troops fighting spirit was fundamentally sound, but the major problems that affected their combat performance were more about the over expansion of the army in India. The army mobilization had been rushed, they barely met basic training and the supplying of their sheer numbers was a catastrophe. There were also issues regarding their low status, inferior pay for the infantry, which further deprived them of skilled and well educated recruits.  Yet above all else the Infantry committee found their lack of jungle training to be the most egregious issue. As observed “This is the most urgent problem facing us, and one which requires prompt and energetic action if results are to be produced in time for the winter campaigning season.” The lack of jungle training severely undermined their ability to fight efficiently and ultimately led to the breakdown of infantry battalions in the Arakan. And of course there was the ever present unseen enemy, that of malaria, alongside an assortment of other ailments that were wreaking havoc on the men. But many of these problems could not be tackled until June 20th, when General Claude Auchinleck was officially appointed as the new Commander in Chief in India. For General Slim this was excellent news and certainly worked in his favor alongside the sacking of Irwin. The “Auk” as he was called, had always been a Slim supporter and was the one who recommended him to Wavell for advancement when Wavell was Commander in Chief of the middle east back in 1941. The Auk had wanted to retain Slim in the middle east and fought hard to dissuade Wavell from taking him over to Burma. Churchill never held Wavell ever in high regard and was tired of his quasi-academic effusions and preferred a “fighting general” in Burma. Alongside the Auk, Irwin was replaced with General George Giffard, and Slim had this to say of the replacement.  “The new Army Commander had a great effect on me. A tall, goodlooking man in the late fifties, who had obviously kept himself physically and mentally in first-class condition, there was nothing dramatic about him in either appearance or speech. He abhorred the theatrical, and was one of the very few generals, indeed men in any position, I have known who really disliked publicity . . . But there was much more to General Giffard than good taste, good manners and unselfishness. He understood the fundamentals of war – that soldiers must be trained before they can fight, fed before they can march, and relieved before they are worn out. He understood that front-line commanders should be spared responsibilities in the rear, and that soundness of organization and administration is worth more than specious short-cuts to victory” Auckinleck went to work from the offset of his new command by improving the welfare, health and feeding of the Indian army to foster improved morale. General Giffard as the new commander of the Eastern Army had Major General Temple Gurdon to oversee some reforms for training and the development of new doctrines. A lot of effort was made to conduct intensive collective training under jungle conditions. The men would train near Nasik, Ranchi, Dehradun and in the Jhansi-Nowgong-lalitpur region. Commanders low to high were given a chance at handling units to improve standards of staff work, practice combined army tactics and build team spirit. Auchinleck also initiated a policy of active patrolling at Assam and Arakan to gather intelligence and maintain touch with the Japanese as to destroy the feeling that they were super soldiers.    I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. A lot of chess pieces were moved around the board this week. Bitter lessons had been learnt in multiple theaters of the war and now it came time to reorganize and try new things to ultimately bring the war against Japan to a closer end. 

Bety joins the show in the second half of the hour to talk about why the Honor Flight experience was so special to her. Bety, of course, also challenges Craig with a brand new word of the day. See omnystudio.com/listener for privacy information.

Bety joins the show in the second half of the hour to talk about why the Honor Flight experience was so special to her. Bety, of course, also challenges Craig with a brand new word of the day. See omnystudio.com/listener for privacy information.

Craig takes on some of the biggest headlines of the day before his wife Bety stops by the studio to debut a brand new daily segment, "Bety's message."See omnystudio.com/listener for privacy information.

Craig runs through some of the biggest headlines before his wife Bety stops by with a special message for truck drivers and why she values what they do for us everyday!See omnystudio.com/listener for privacy information.

Craig takes on some of the biggest headlines of the day before his wife Bety stops by the studio to debut a brand new daily segment, "Bety's message."See omnystudio.com/listener for privacy information.

Craig runs through some of the biggest headlines before his wife Bety stops by with a special message for truck drivers and why she values what they do for us everyday!See omnystudio.com/listener for privacy information.

Craig runs through both Former Pres. Trump's Town Hall and the rapid reactions to it. Later, we do yet another "In Memoriam" but Bety shows up late in the hour to say no more! Finally, Craig kicks off the show by wondering why so little coverage exists after the Rep. Comer press conference yesterday. See omnystudio.com/listener for privacy information.

Craig runs through both Former Pres. Trump's Town Hall and the rapid reactions to it. Later, we do yet another "In Memoriam" but Bety shows up late in the hour to say no more! Finally, Craig kicks off the show by wondering why so little coverage exists after the Rep. Comer press conference yesterday. See omnystudio.com/listener for privacy information.

Craig continues to take calls before playing a moment from Ted Lasso that he really likes and why. Craig also talks about how awful the lies have gotten from the White House Press Secretary. Finally, Bety hangs out and discusses their latest trip to the VFW in Peoria Heights before starting their Mother's Day celebrating way too early!See omnystudio.com/listener for privacy information.

Craig continues to take calls before playing a moment from Ted Lasso that he really likes and why. Craig also talks about how awful the lies have gotten from the White House Press Secretary. Finally, Bety hangs out and discusses their latest trip to the VFW in Peoria Heights before starting their Mother's Day celebrating way too early!See omnystudio.com/listener for privacy information.

Matematikkprofessor advarer : Utviklingen innen kunstig intelligens går altfor fort og er en trussel mot sivilisasjonen. Hør episoden i appen NRK Radio

Belvárosi Betyárok   A Belvárosi Betyárok zenekar egy interaktív gyermek-családi műsorral utazó csapat. A kétszeresen Fonogram-díjra jelölt zenekar országszerte a legnagyobb hazai kulturális-, zenei-, művészeti fesztiválokon lép fel, emellett visszatérő fellépők 12 ország magyar közösségében Szlovákiától Észak-Amerikáig. Dalaik tudatosan kétirányúak, egyszerre szólnak a gyerekeknek és üzennek a felnőtteknek is. Évszakokhoz, ünnepekhez igazodó műsorukban (Tavaszváró-, Nyári-, Őszi-, Farsangi-, Télapó- és Adventi műsorok) a közönség végig szereplőként vesz részt, dalszövegeik tanító, okos humorral íródtak. A műsor része megzenésített mondókák, népdalok, rávezető játékok, hangszerbemutató és közös dalírás is.   Koncert referenciák: KAPOLCS - MŰVÉSZETEK VÖLGYE, KALÁKA FESZTIVÁL, GYŐRKŐC FESZTIVÁL, VIDOR FESZTIVÁL, GYEREK SZIGET FESZTIVÁL, ORSZÁGOS TÁNCFESZTIVÁL, FATEMPLOM FESZTIVÁL BÉCS, BOSTON, BRÜSSZEL, CHICAGO, KARLSRUHE, SZATMÁRNÉMETI, LOS ANGELES, MÜNCHEN, NEW YORK, PÁRIZS, PHOENIX, POZSONY, SEPSISZENTGYÖRGY, SZÉKELYUDVARHELY AKUSZTIK STAND UP Az Akusztik Stand Up egy izgalmas funky, jazz, blues könnyűzenei produkció. Ebben nem csak a zene különleges ötvözet, a való életből merített és sokszor társadalomkritikus dalszövegek összekötik az irodalmat a zenével, csípős humorral fűszerezve. Az előadás fesztiválszínpadokon és intimebb hangulatú klubokban is nagyon jól működik, amerikai fesztiváloktól Székelyudvarhelyen át az A38 Hajóig szerepel sikerrel. Koncert referenciák: SZIGET FESZTIVÁL, MR2 AKUSZTIK, KAPOLCS - MŰVÉSZETEK VÖLGYE, FISHING ON ORFŰ, VIDOR FESZTIVÁL, A38 HAJÓ, BUDAPEST, SZEGED, SZENTENDRE, GYŐR, DEBRECEN, SOFIA - SINGER SONGWRITER FESTIVAL, PHOENIX, NEW YORK, CHICAGO, KÉZDIVÁSÁRHELY, STRASBOURG, SZÉKELYUDVARHELY, ZÜRICH, BOSTON, WASHINGTONI NAGYKÖVETSÉG www.facebook.com/belvarosibetyarok www.youtube.com/belvarosibetyarok www.facebook.com/varaylaszlohivatalosoldal www.youtube.com/varaylaszlo Váray László Zenész, dalszerző +36302625788 www.varay.hu www.betyarok.hu Belvárosi #Betyárok #Váray

El pavo real sabe que es ese colorido, ese simbolismo, ese despliegue soberbio es lo que importa.  El luto y el nuevo rey de Inglaterra - El pavo real debe caer bien - Un colorido simbólico - El Grito de la Independencia mexicana - AMLO y Bety en el zócalo - La investigación del atentado a CFK - Ucrania y Rusia avances y retrocesos - Beijing y Moscú de la mano en Uzbekistán... ECDQEMSD podcast episodio 5351 El Pavo Real Conducen: El Pirata y El Sr. Lagartija https://canaltrans.com Noticias Del Mundo: El plan de AMLO para frenar la guerra - La culpa de lo que le pasa a Argentina - Ganó Canelo en Las Vegas - El festival de cine de San Sebastián - La bio de Joaquín Sabina - Las 15 Sucias - El comité y la música que corrompe juventudes - Los terremotos de México de 1985 y 2017 -  En los Juicios de Salem - La banda tapatía - El Club de Lectura Desintegrado. Historias Desintegradas: Más refranes para recordar - Afecciones y curaciones - Los beneficios del ajo - El verde es genial - La mañanera con los Power Rangers - Cosechando elotes - En la Milpa del Abuelo - Mejor voy a estudiar - Los vendedores de Ollas - Regalos especiales - Herramientas premium - Número, letras y símbolos - Dónde está Chelsea? y más... https://www.canaltrans.com/ecdqemsd_podcast_2022/5351_el_pavo_real.html En Caso De Que El Mundo Se Desintegre Podcast no tiene publicidad, sponsors ni organizaciones que aporten para mantenerlo al aire. Solo el sistema cooperativo de los que aportan a través de las suscripciones hacen posible que todo esto siga siendo una realidad. Gracias Dragones Dorados: https://www.canaltrans.com/radio/suscripciones.html

Hello Family!Welcome back! This is day 4 of our 54-Day Rosary Novena. I'd like to invite you to our live Rosary prayer this Saturday, August 20th at 7 am pacific time. It will take place over Zoom, and we will follow the same format as our Novena here in the podcast.   Saturday will be Day 6, and will pray the Glorious Mysteries. in petition, I hope that you can join. It will be a nice way to connect with our family here on the podcast.  Please click on the link in the show notes to register for our Live Rosary prayer.Click to register: https://calendly.com/54daysofroses/liverosary_8Day 4: Joyful Mysteries in PetitionWith that, let's get started, Today we're praying the Joyful Mysteries in petition. Blessed Mother, Queen of the Most Holy Rosary, we ask that you intercede for our petitions and bring us closer to the Sacred Heart of Jesus. Blessed Mother, we pray for the intentions of everyone listening and praying along to this podcast. We pray for the intentions received by email. We Pray for our family on Instagram and YouTube And we pray for the intentions of: Adrian, Patricia, Emily, Tamara, Carolyn, Nhan, Marly, Dawn, Nicholas, Maria, Vaugh, Trevor, Claudia, Alexandra, Anabel, Sebastian, Analia, Damian, Enrique, Soul of Juanita, Bety, Courtney, Maria, Thomas, John, Carlos, Anabel, Preslaysa, Jonathan, and Jordan.With love,Maritza MendezWebsite:https://www.54daysofroses.com/Venmohttps://account.venmo.com/u/Novena54DaysofRosesContent Creator & Web designhttps://lillywriteshere.com/Audio Engineerhttps://luisaperez238.wixsite.com/portafolioThe song "Meditation 2" created by Patrick Buddehttps://www.patrickbudde.comSupport the show