Podcasts about Bonafede

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Play Episode Listen Later Dec 12, 2023 63:06

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Perfect albums

Beat Motel Zine

Play Episode Listen Later Dec 11, 2023 66:18

Roughly between 1967 and 2013 (these dates are arbitrary and unchecked, as is our diligence to fact-checking – Sam), the focus of many musicians (besides sex, drugs and rock'n'roll) was crafting the “perfect” album. This is something that should be endlessly playable, every track is a banger (fucking hell – Sam), but some bang (oh god – Sam) more than most. And, of course, there are some undeniable classics – Bruce Springsteen's Born to Run (you're not ‘merican enough to like this, Sam – Sam), Limp Bizkit's Three Dollar Bills, Y'all (I like this album, actually - Sam), Cliff Richard's Kinda Latin (stop now, Sam – Sam), etc. – these choices are Bonafede classics. So, where will Sam and Andrew go with their choices? Will they provide easy listening surprises, or atonal noise assaults that means they probably need to stop and take a minute? What moral conundrums will they bring to bare in their exploration of the perfect album? Following Nitsche, if we are the creators of our own meaning, can any album be objectively perfect? Obviously, apart from Weezer's Pinkerton. No. ### Riffs of the week #### Dr Sam's Riff - Git Some - The Test (1.55) #### Andrew's Riff - Caroline Polachek - Dang (from start) ### Dr Sam's track choices 1. The Clash - Something About England (0.45) from Sandanista 2. Daughters - The Hit (0.40) from Daughters 3. Newtown Grunts - Newtown Grunts vs. The Insidious Right Wing Conspiracy 4. White Suns - Clairvoyant (opening) ### Andrew's track choices 1. The Stone Roses - Don't Stop (1:40) 2. Torche - Trumph of Venus (from start) 3. Mansun - Wide Open Space (3:30) 4. The Velvet Underground - Jesus (0:44) Email us - beatmotel@lawsie.com

Radio Carcere: "Affettività e intimità tra detenuti e conviventi" - Le questioni sottoposte alla Corte Costituzionale. "Caserme contro il sovraffollamento/2" - La proposta di Nordio che fu scartata nel 2019 anche da Bonafede, parla l'ex sottosegret

ON THE ROAD with Chuck Cramer

Play Episode Listen Later Dec 5, 2023 60:54

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South Bay LA, surfin USA, 12th anniversary, Loyola HS, wine & spirits and interview with Jeff Bonafede & Kathy Knoll, owners of Uncorked Wine Shops in Hermosa Beach & Manhattan Beach in LA.

Play Episode Listen Later Nov 9, 2023 63:00

South Bay LA, surfin USA, 12th anniversary, Loyola HS, wine & spirits and interview with Jeff Bonafede & Kathy Knoll, owners of Uncorked Wine Shops in Hermosa Beach & Manhattan Beach in LA. ON THE ROAD with mrCAwine is about California's cool, aspirational lifestyle and awesome wines hosted by Chuck Cramer, a California native, living in London and is the Director of European sales & marketing, Terlato Wines. This is a wine journey covering the hottest topics in the business of California wine, chatting along the way with the people who work in wine, and make it all happen. This week's episode includes an interview with husband & wife team, Jeff Bonafede and Kathy Knoll of Uncorked Wine Shops in Hermosa Beach & Manhattan Beach.

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I segreti di Matteo Messina Denaro | 25/09/2023 | Il Corsivo

Play Episode Listen Later Sep 25, 2023 2:37

A cura di Daniele Biacchessi Cosa si porta nella tomba Matteo Messina Denaro, morto dopo una lunga malattia? Quali segreti custodiva l'ultimo boss di Cosa nostra che non aveva dato alcun cenno di pentimento? Denaro era riuscito a restare latitante per trent'anni, nonostante dovesse scontare numerosi ergastoli: era fra i mandanti delle stragi di Capaci e di via d'Amelio, delle bombe di Firenze, Roma e Milano. Era stato ritenuto responsabile dai tribunali anche per il sequestro e l'omicidio del piccolo Giuseppe Di Matteo, il figlio del collaboratore che per primo svelò i segreti della strage di Capaci, e del delitto dell'agente della polizia penitenziaria Giuseppe Montalto. Matteo Messina Denaro era uno dei fedelissimi di Salvatore Riina, assieme a Giuseppe Graviano componente della “Super cosa” costituita dal capo dei capi di Cosa nostra per portare avanti la stagione delle stragi. Dunque aveva avuto un ruolo decisionale di primo piano nell'attacco al cuore dello Stato da parte della mafia. Poiché la sua latitanza è durata trent'anni ci si chiede chi ha potuto coprirlo sul piano logistico, al di là della rete di amicizie e parentele che lo avevano protetto per lungo tempo. A Campobello di Mazara, doveva fissato il suo covo, era visibile a molti: andava anche al ristorante e di tanto in tanto pure a giocare ai videopoker. La svolta nell'indagine è avvenuta il 6 dicembre, quando i carabinieri del Ros sono entrati nell'abitazione di Rosalia Messina Denaro, a Castelvetrano, e nel piede cavo di una sedia, dove volevano installare una microspia, hanno trovato un biglietto con il diario clinico di un malato di tumore. Le ricerche nella banca dati del ministero della Salute hanno portato a una persona in particolare, Andrea Bonafede, geometra di Campobello, nipote dello storico boss del paese, fedelissimo dei Messina Denaro. Il 16 gennaio, il geometra Bonafede aveva una seduta di chemioterapia alla clinica La Maddalena di Palermo. Ma non si presentò lui, piuttosto il padrino latitante, che venne arrestato. "Il Corsivo" a cura di Daniele Biacchessi non è un editoriale, ma un approfondimento sui fatti di maggiore interesse che i quotidiani spesso non raccontano. Un servizio in punta di penna che analizza con un occhio esperto quell'angolo nascosto delle notizie di politica, economia e cronaca. Per i notiziari sempre aggiornati ascoltaci sul sito: https://www.giornaleradio.fm oppure scarica la nostra App gratuita: iOS - App Store - https://apple.co/2uW01yA Android - Google Play - http://bit.ly/2vCjiW3 Resta connesso e segui i canali social di Giornale Radio: Facebook: https://www.facebook.com/giornaleradio.fm/ Instagram: https://www.instagram.com/giornale_radio_fm/?hl=it Twitter: https://twitter.com/giornaleradiofm

I segreti di Matteo Messina Denaro | 25/09/2023 | Il Corsivo

Citrus Valley Realtors Podcast

Play Episode Listen Later Sep 25, 2023 2:37

A cura di Daniele Biacchessi Cosa si porta nella tomba Matteo Messina Denaro, morto dopo una lunga malattia? Quali segreti custodiva l'ultimo boss di Cosa nostra che non aveva dato alcun cenno di pentimento? Denaro era riuscito a restare latitante per trent'anni, nonostante dovesse scontare numerosi ergastoli: era fra i mandanti delle stragi di Capaci e di via d'Amelio, delle bombe di Firenze, Roma e Milano. Era stato ritenuto responsabile dai tribunali anche per il sequestro e l'omicidio del piccolo Giuseppe Di Matteo, il figlio del collaboratore che per primo svelò i segreti della strage di Capaci, e del delitto dell'agente della polizia penitenziaria Giuseppe Montalto. Matteo Messina Denaro era uno dei fedelissimi di Salvatore Riina, assieme a Giuseppe Graviano componente della “Super cosa” costituita dal capo dei capi di Cosa nostra per portare avanti la stagione delle stragi. Dunque aveva avuto un ruolo decisionale di primo piano nell'attacco al cuore dello Stato da parte della mafia. Poiché la sua latitanza è durata trent'anni ci si chiede chi ha potuto coprirlo sul piano logistico, al di là della rete di amicizie e parentele che lo avevano protetto per lungo tempo. A Campobello di Mazara, doveva fissato il suo covo, era visibile a molti: andava anche al ristorante e di tanto in tanto pure a giocare ai videopoker. La svolta nell'indagine è avvenuta il 6 dicembre, quando i carabinieri del Ros sono entrati nell'abitazione di Rosalia Messina Denaro, a Castelvetrano, e nel piede cavo di una sedia, dove volevano installare una microspia, hanno trovato un biglietto con il diario clinico di un malato di tumore. Le ricerche nella banca dati del ministero della Salute hanno portato a una persona in particolare, Andrea Bonafede, geometra di Campobello, nipote dello storico boss del paese, fedelissimo dei Messina Denaro. Il 16 gennaio, il geometra Bonafede aveva una seduta di chemioterapia alla clinica La Maddalena di Palermo. Ma non si presentò lui, piuttosto il padrino latitante, che venne arrestato. "Il Corsivo" a cura di Daniele Biacchessi non è un editoriale, ma un approfondimento sui fatti di maggiore interesse che i quotidiani spesso non raccontano. Un servizio in punta di penna che analizza con un occhio esperto quell'angolo nascosto delle notizie di politica, economia e cronaca. Per i notiziari sempre aggiornati ascoltaci sul sito: https://www.giornaleradio.fm oppure scarica la nostra App gratuita: iOS - App Store - https://apple.co/2uW01yA Android - Google Play - http://bit.ly/2vCjiW3 Resta connesso e segui i canali social di Giornale Radio: Facebook: https://www.facebook.com/giornaleradio.fm/ Instagram: https://www.instagram.com/giornale_radio_fm/?hl=it Twitter: https://twitter.com/giornaleradiofm

Episode 18: "Focus on the R" with Jeff Bonafede

Play Episode Listen Later Jul 28, 2023 51:02

This episode of "Focus on the R" is wealth of information as we speak with the Broker of Record for C21 Peak, Mr. Jeff Bonafede. Join us as he shares his story and knowledge of becoming BrokerRemember to subscribe to "Focus on the R" so you won't miss any future episodes filled with practical advice, industry insights, and engaging interviews with top-notch professionals in the real estate realm. Happy listening!

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Border Nights, puntata 469 (Giulia Garaffo, Valerio Bonafede, Eduardo Ciampi 20-06-2023)

Border Nights

Play Episode Listen Later Jun 21, 2023 327:27

Puntata 469 di Border Nights - La Notte ai confini, in onda ogni martedì alle 22 su Web Radio Network. Prima ospite della puntata la biologa nutrizionista Giulia Garaffo per parlare di alimentazione: perché mangiamo così? Poi Valerio Bonafede ci parlerà di un suo esperimento lungo 12 anni per comprendere i meccanismi della realtà che viviamo. Per la rubrica Archè Salvo Milazzo ospita Eduardo Ciampi che dialogherà con Gianluca Marletta sul tema: "Il significato della musica". Con la partecipazione di Paolo Franceschetti, Roberto Simonini Steiner.Questo show fa parte del network Spreaker Prime. Se sei interessato a fare pubblicità in questo podcast, contattaci su https://www.spreaker.com/show/654467/advertisement

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Nuovo colpo alla cerchia di Messina Denaro (di Lara Sirignano) #ANSA

ANSA Voice Daily

Play Episode Listen Later Mar 16, 2023 3:52

Arrestati per favoreggiamento e procurata inosservanza di pena aggravati dal metodo mafioso Emanuele Bonafede, nipote del boss Leonardo Bonafede, e la moglie Lorena Ninfa Lanceri. Una foto di Messina Denaro che fuma un sigaro e tiene in mano un bicchiere da cognac, scattata a casa di Bonafede e Lanceri, tra gli elementi che incastrano i due coniugi: nell'immagine solo il corpo dell'allora latitante, al quale è stato appositamente tagliato il volto.

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Julia Bonafede — A Deep Dive into Deep Reinforcement Learning (EP.135)

Infinite Loops

Play Episode Listen Later Dec 1, 2022 65:15

Julia is the co-founder of Rosetta Analytics Inc, “an alternative asset manager that is pioneering the use of advanced artificial intelligence to build and actively manage liquid investment strategies.” Prior to co-founding Rosetta, Julia served as President of Wilshire Consulting and was a member of Wilshire's Board of Directors and Consulting Investment Committee. Julia joins the show to take a deep dive into deep reinforcement learning and Rosetta's pioneering work using AI as the basis of its investment strategies. Important Links: Rosetta Analytics Julia's LinkedIn Show Notes: Julia's journey from Wilshire to Rosetta Defining deep reinforcement learning AI and non-linear thinking Using adaptive models Overcoming the human need for ‘why' Pitching deep reinforcement learning models to new investors Telling positive stories about AI; improving our discourse “Wake up and look for the joy”; “overcoming fear is the biggest barrier to success” Books Mentioned: What Works on Wall Street: A Guide to the Best-Performing Investment Strategies of All Time; by Jim O'Shaughnessy The Beginning of Infinity: Explanations That Transform the World; by David Deutsch The Fourth Turning: An American Prophecy - What the Cycles of History Tell Us About America's Next Rendezvous with Destiny; by William Strauss and Neil Howe

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Verso un inverno freddo e di razionamenti?

Il Fatto di domani

Play Episode Listen Later Jun 9, 2022 5:35

Il Fatto di domani 10 giugno. Palermo, dopo l'arresto Polizzi si ritira. Candidati impresentabili, intervista a Bonafede. Gas, sarà un inverno freddo: verso i razionamenti. E le altre notizie che troverete in edicola

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Thrive or Wither with Gary Frey

The Leadership Hacker Podcast

Play Episode Listen Later Apr 11, 2022 47:09

Gary Frey has served as president of a number successful companies, including Bizjournals.com, a business news portal which he helped transform from a three-person organization to a $100 million company which he sold to Microsoft. In this show you can learn about: The most important attributes of successful leaders today The role gratitude plays in leading others The philosophy of just connecting with good people How to use the Thrive-Wither self-assessment. Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Gary below: Gary on LinkedIn: https://www.linkedin.com/in/garydfrey/ Gary's Blog Page: https://gfrey.wordpress.com Full Transcript Below ----more---- Steve Rush: Some call me Steve, dad, husband, or friend. Others might call me boss, coach, or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as The Leadership Hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors, and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush, and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you Our special guest today is Gary Frey. He's an entrepreneur, multiple C-suite executive, and now super coach. But before we get a chance to dive into the conversation with Gary, it's The Leadership Hacker News. The Leadership Hacker News Steve Rush: In the news today, we explore how to balance employee happiness and building business expectations. Toxic workplaces are nothing new. We've likely heard of horror stories of offices run on terror. What is new is, few workers are willing to put up with such conditions, a recent study for the Human Resources Management, SHRM. Completed the study that indicated one in five have left their job in the last five years because of company culture. So that culture is not only bad for the health of employees, but it's also bad for business with an estimated cost to businesses of being over 200 million pounds. Clearly, then keeping employees happy is critical to run a successful enterprise but needs a balance, and that balance needs to be achieved so that you get productivity too. And we can't become subservient to the needs of every employee, or we lose sight of the business needs. In 2017, Google's apparent overcompensation of some staff politically was incorrect at the time called the F.U. Money, but colloquially led to a departure of many, and they took their hefty paychecks and used them to pursue other roles. And if you're underpaying employees so much that they can triple their salary elsewhere, well, then they should leave. However, if we allow every person who is headhunted to jump ship, we won't be left much talent at all. Those do stick around most likely to be under performers and unable to get a job elsewhere. And therefore, the companies left scrambling again. So, we have to create the right environment that fosters loyalty and motivation, so that talent feel the need to stay and want to continue on that journey. And of course, some businesses may not have the budget or flexibility to pay more, but it's still vital to show employees that ownership or leadership of a firm are doing all they can to cultivate happy and healthy work culture. Paying more doesn't necessarily mean you get results. And this is where the key to balancing employee happiness lies. It's critical that we first communicate clearly and transparently any responsibilities that are tied to a position. If performance doesn't match that position, then there needs to be some open dialogue about standards, expectations, and the consequences of positively achieving and negatively achieving those outcomes. And honest, candid conversations can motivate individuals to work hard, to improve their skills while simultaneously given them a reason to stay finding their purpose. There'll also be times when it's in the best interest of the employee to leave too whether we'd like them to stay or not. Someone may get an offer that comes along, gives them new opportunities. In that case, I know that moving on is likely to be best for the individual in the long term, albeit it's going to be painful for you. The goal for each staff member is to thrive in tandem with the business and as leaders to clearly communicate honestly and identify the circumstances that will allow them to thrive and clear communication and openness fosters trust. So, show people your engage with careers so that that helps them want to succeed. And the hack here, with clarity, trust, and mutual understanding on both sides, you are more likely to achieve your expectations and outcomes and therefore standards are adhered. Expectations are met and positive consequences achieved by all. That's been The Leadership Hacker News. Dive into our social media and let us know what you'd like to talk about. Start of Podcast Steve Rush: Joining me on the show today is Gary Frey. He served as president as a number of successful companies, including bizjournals.com, a business news portal, where he helped transform the business from a three-person organization to a hundred million dollar plus company, which ended up selling on to Microsoft. He's now done two turnarounds and held executive positions in two Fortune 100 Companies, and now runs an incredibly successful coaching business and community. Gary, welcome to the show. Gary Frey: Thank you so much for having me. It's great to be with you. Steve Rush: Looking forward to diving into learning a little bit about the journey you've been on so far. And we'd like to kick things off by our guests, just giving our listeners a little bit of a perspective on how they've arrived to do what they do. So, what's the backstory for you? Gary Frey: Oh man, we don't have enough time. I started out as a graphic designer early in my career and did my first turnaround when I was 28 years old. I had no credentials whatsoever to be able to do that. But we did in nine months, which was really cool. I thought it was going to be my forever home. It became the Morris Frey Agency. So, my name was on the door, and we grew it into a really cool creative small but powerful little juggernaut. It was only a dozen people or so when we turned it around and then caught my partner, you know, his hand in the cookie jar one too many times financially. And I had to leave my own company. And so, I always thought I'm just going to, you know, I define myself as a creative director, you know, a designer and creative director and a guy in the ad agency world. And you know, again, kind of, I planned God laughed and my career journey has been anything but to typical. And it's been an amazing journey, actually terrifying in many times and exhilarating in other times and taking me into places that I would've never imagined. So, as you had mentioned, I've run four companies and done a couple turnarounds and I've been inside the belly of the beast of two Fortune 500 Companies and that's where the MacGyver in my title comes from actually was one of those Fortune 500 Companies, which was really cool. But you know, being able to look back in the rear-view mirror and, you know, it's easy to see patterns when you're looking backwards. It's hard to see it when you're in the fog of war. Steve Rush: Yeah. Gary Frey: Anyway, I'm extremely grateful. It's taken me into industries that I had no business doing, including bizjournals, you know, I was not a publishing guy and I was not, you know, a tech guy and yet, you know, I was running a .com in the middle of crazy .com stories. And I got some amazing, funny and wild stories from that time too. But, you know, on insulating glass manufacturing company, like what do I know about that? Nothing. When I look through all of these things, all of my jobs, except for two were because of somebody that knew me or had worked alongside me and saw something, typically they saw something in me that I didn't see myself. Steve Rush: Right. Gary Frey: So anyway, and I've had great leaders and I've had really terrible leaders and I've learned from both. So, you know, you're talking about, you know, leadership hacks, you know, that's awesome to be able to have worked under some really powerful and wonderful leaders that demonstrated servant leadership. And then under ogres that demonstrated just because you're sitting in a power perch, doesn't make you a leader. Steve Rush: Exactly, right. So, when you head did off on your entrepreneurial journey and you started bumping into these opportunities, was there something that was common amongst them that was alluring for you? What was that one thing that drew you towards the opportunities you had? Gary Frey: You know, it's funny. Relationships actually, quite frankly, a lot of it. And I would say early in my career, you know, there were some star gazing moments of, you know, I'm going to, you know, put my name in lights or whatever, and that was pretty short lived, you know, one thing about it, you get kicked in the teeth a few times and then you lose that luster. But one of the things early on, when I was 31, I caught my partner doing some financial impropriety things that he shouldn't have been doing and caught him twice, you know, which, you know, when you got to leave your own company and I chose to leave, because I wasn't going to destroy him, you know, he had made some bad choices, were all one stupid choice away from disaster, I think. Steve Rush: Yeah, you're right. Gary Frey: And I didn't want to destroy him, and I didn't want to destroy my own name. And I would've had to do that if I would've taken the company across the street, everybody in town and Wichita, Kansas knew who my partner was. He had been the head of corporate communications for Cessna Aircraft, and he was 20 years older than me. And you know, that's a big, small town, you know, a few hundred thousand people. And so, my choice was, I'm not going to destroy him and I'm not going to destroy my name. So, I got to start all over again. And one of the things that I did was at the ripe old age of 31, did this really simple T-Chart that I call thrive, wither. And you split the piece of paper in two. On the left side, you right thrive. And on the right side, you write wither. And I didn't have a ton of experience, but I had enough to know what environments and the kind of tasks and the kind of responsibilities and kind of environments that made me come alive. And on the right side, the wither side, I also had enough experience at that point. I've got a whole lot more now, but enough to be able to say, what are the things that I might even be good in these things, but they just drain my tank. Steve Rush: Yeah. Gary Frey: And you know, one of the things that I learned really quickly when we did that, turnaround, everybody quit except for me and my partner, we had to take 20% pay a cut. Everybody hit the doors except for me and my partner. And so, I had to do everything except for the PR, he was a PR guy. So writing, designing, selling, billing, that all fell on me. Steve Rush: Right. Gary Frey: Then when you scale, you got to divide and conquer, and you got to find other people that will never do it just like you did. And I had to find three people in particular pretty quickly to take some of the things off of me and, you know, we didn't have a lot of money. So, I had to hire younger folks, you know, with less experience, but had kind of batteries installed already. And so, I learned really quickly, you know, more about how to communicate better. I wasn't perfect at it, but, you know, set the sites on what the target is, let them find their own way to hit it as long as it doesn't violate core values and who you are as a company and what you're trying to instill, they're going to find a different path than you would've taken. And that's okay. So, I would say, you know, keeping, you know, true to my, you know, what makes me come alive. I started looking at all these additional opportunities that eventually came and some of them, they came on the heels of destruction, you know, quite frankly, where you're just forlorn, wondering, you know, if the world has fallen, you know, do you have what it takes to continue to move on, et cetera. I started really trying to evaluate, well, does this fit me and my unique giftings and that sort of thing or is it asking too much of things that I might even be able to do or that I really suck at that would drain my tank because that's not going to be a good move if that's the case. So hopefully that answers some of the question. Steve Rush: Sure does. And one thing, I guess I've just noticed in all of the things that you've just shared is that in entering those entrepreneurial journeys, you were pretty confident you had most of the attributes that were going to get you there, but not all. And therefore, there was definitely this energy that comes with that around confidence and conviction, as well as having a majority of the attributes, but not all of them, right? Gary Frey: Yeah, and quite frankly, in some cases, I didn't think I had any of them. Steve Rush: Right. Gary Frey: You know, it's really funny. That turnaround, that was kind of the first of many times where I've felt completely outgunned, completely unworthy, you know, completely like they've tapped the wrong guy on the shoulder. In some of those cases, in some of the biggest moves I've actually been brought into, which had me terrified. And I thought, oh my gosh, no, I'm not the right guy, because you know, then once I take that job, then they're going to see the emperor has no clothes. I don't know what I'm doing. In all of those cases, people identified stuff in me. So that first one, this guru that was brought in from Richmond, Virginia. He was a really a business development guru. And it was a Hail Mary because my partner was basically bankrupt. I mean, it was a last-ditch effort to try to keep from going bankrupt. And this guy was extremely expensive. I mean he was 10,000 bucks a day plus expenses in 1991. Steve Rush: That's a lot of cash. Gary Frey: It was a lot of money, but it was, like I said, a Hail Mary. And when they called me at home, we didn't have cell phones at the time. I didn't know him from Adam, and he said, Gary, you know, I know you don't know me, but here's the opportunity that I'm looking for. I've talked with a number of people and your peers around town, your name keeps coming up. And I said, I don't know anything about, you know, doing a turnaround or anything. Like, he goes, yeah, but these are the things that we need, and you know, the kind of position in the marketplace they were wanting to own. And I had worked for the top firm in town that had that position that they wanted to have. And that firm ended up selling to a larger company. And so, kind of destroyed a lot of the stuff that made it unique and special. And in all of those cases, bizjournals.com, same thing. When their top publisher said, Gary, you're the guy, we've got national search looking for somebody to be president over this entity. And I said, Ed, I don't know anything about, you know, publishing, I don't know, I'm not an early adopter technology guy, that's not me. And he goes, no, no, no, but here's what we need. You have started, run, and turned around companies and we need somebody to take this three-person entity and grown into real Bonafede business. Two, you're a bridge builder, you know, you connect really well with people, even in warring factions, in big companies. And I'd done that in a couple big companies. And he said, we got 41 publishers that basically run their own businesses. And they are terrified of the chairman announcing that we've got this .com entity and it's a separate entity. And they think they're going, by the way, the dodo bird, they're very defensive and we need your bridge building skills. And then the final thing is, it's called am city.com for American City. The holding company was American City Business Journals. And he said, it doesn't make sense, that name makes no sense for papers that are called business journals. And some of them are business chronicles. His was the Atlanta Business Chronicle and he was the top publisher. And he said, so we're going to have to rebrand this thing and you're the right guy to do that. So, he outlined very succinctly three things that I would was really good at, but I was terrified of going into a situation where I was going to fail because I didn't have those credentials. Oh, and by the way, I'm a college dropout. So, you know, I have two years of college and was offered a job at the height of the great recession actually before 2008-2009. But in 1982 is the highest unemployment in U.S. history since the great depression. And so, I had this job offer and my advisor said, ditch the paid scholarship and take it because grads aren't finding jobs. So, I had this additional achilles heel or, you know, albatross around my neck that was following me around everywhere saying I'm not good enough. Steve Rush: In hindsight, Gary, do you think that the fear of the unknown has actually been a driver in many respects? Gary Frey: I don't know if it was a driver, but it was definitely there. And the responsibility of providing for my family, you know, I got married at 21 and my wife was 19 and we're still married 39 years later. And we had kids, you know, a couple years later her after we got married and she stayed home with the kids. So, I had no option, you know, I had to provide for my family. I wanted to provide for my family. Steve Rush: Right. Gary Frey: And in many cases it threw me into situations where if I would've had an option, I wouldn't have taken the option. I would've taken a safer option. So, you know, the best boss I ever had was still one of the top execs at Bank of America, a woman. And she would often say, Gary, we have more confidence in you than you do, which was very true. But she did the same thing where she would just push me and encourage me, you know, you've got more under the hood than you think that you do. And sometimes a little bit of that kind of encouragement and cajoling combined with the necessity of, I just got to do this. has pushed me into it, but she would often say, Gary, you're just so entrepreneurial. And this place was a pretty entrepreneurial place. We went from 80,000 associates or employees to 160,000 in two years with the three largest bank acquisitions in history at that time. And so, it was a whirlwind all the time and she would say, you know, you're an entrepreneur. And I'd say, you know what, actually I'm not. I'm more of a turnaround guy. Entrepreneurs, like they see the non-existent and they call it into existence. I've worked for some I'm amazing entrepreneurs. And sometimes you would go, well, you're lying but they would go, no, I'm not lying. I can see it, even though it's not there yet. And that really isn't me, but I am a problem solver, and I can see things. And so typically I love to come in alongside, in bizjournals, the same thing, three people, we turned it into a real business, but you know, somebody had gotten that thing off the ground, they got it moving and then they needed some additional oomph to take it to the next level. Steve Rush: That must have been some moment though, when you know, Microsoft come along. Hundred-million-dollar company at this time, and you sell out. That must have been a really proud moment for you, right? Gary Frey: It was very interesting. So, they bought 20% of the company for $20 million. And before that, that was the second all offer that we actually had. And that was a year after the .com bubble blew up. And so, we had .com wasteland everywhere. The one before that though, and this was only a few months into my time there as the president, I was meeting with a competitor in San Francisco, we put a million dollars in this competitor, and it was before I got there. So as soon as I got there, the chairman said, I need you to go out to San Francisco, meet with these guys. I put a million bucks into them. I go, why'd you do that with a competitor? And he goes, and he just kind of winked at me. And he's like, I like to keep my enemies close, like smart, right. And so, I go meet with these guys. And then shortly after, within a few months I developed a pretty good rapport with them, but one of the first meetings was really hilarious. They were losing 40 million a year, burning it. They were just spending money like drunken sailors. They had a million-dollar top line, not quite. And I asked the guy, he was an Oxford educated, really brilliant Egyptian guy. And I said, Timor, you know, I was just blown away. They had big screen TVs everywhere when they were about $15,000 a piece, you know? And like, it was just crazy. Hundreds of people running around, bringing you lattes, doing neck massages between meetings. I'm like, what the heck is this? I said, what is your business model? And he says to me, look, Gary, it's a very nimble business model driven by eyeballs. That's what he said, word for word. And I said, so Timor, what you're telling me. I said, I'm not a real smart guy. And I didn't go to Oxford, but what you're telling me is you don't have one. And what you do have is advertising. Steve Rush: Yeah. Gary Frey: And he goes precisely. Well, they sold about a month later. He calls me and he says, Gary, you got to come out here and you got to meet with all these investment bankers. We're having this big celebration party. We sold to NBCI for $225 million. We're rich, and I thought, you have freaking got to be kidding. After they sold, they wanted to buy 20% of our company. And they had that same valuation. But we were going to have to take all of our traffic and run it through. It was called allbusiness.com. And so, I take this to my chairman. He has to think about it for a few weeks and he comes back and he says, you know what, that's mind blowing. But he said, I don't think these guys are going to be in business in 18 months. He goes, Gary, this whole .com thing is going to blow. And he called it to the month. He called to the month, and we ran extremely conservatively. I had gone from running tens of millions of dollars in marketing budgets at Bank of America. I had to arm wrestle this guy for, I think, 7,500 bucks for the whole year of marketing. But he called it. And so, when the next year when Microsoft came through and I mean, that really validated what we had, you know, a .com that sells to NBCI for stupid money in the stupid world of the .com crazy at the time. That was novel, but it, you know, toysrus.com had a much bigger valuation and they were losing money, hand over fist versus their brick and mortar, so that was kind of not real. Microsoft made it legitimate. But what that also meant was I was not going to be having the reins that I did and, you know, things were going to change. And so that's when I left actually to go, I had merged two companies together when I was at Bank of America. I was consulting with two friends who owned separate firms. And I actually merged those things together. I made the introductions, they asked me to be the third partner. And I said, no, you know, I'd been through the partner fiasco that I'd bitten once, I'm not doing that again. Steve Rush: Right. Gary Frey: Well, they came back after they heard about the Microsoft thing and they said, you know, why don't you come and be our third partner? We'll still give you a third of the company. You be president, so it's truly a merger because I don't really actually believe there are mergers. Somebody acquired somebody. And then the person that got acquired, they're made to feel better by yeah, we merged in with them. Well, you actually, he got acquired. In this case they really did merge. They both had very complimentary groups of people, their places in the marketplace. And by having me come in as president, it wasn't, well, one acquired the other is like, I'm completely a neutral party. And I actually brought those guys together. So that was kind of a cool thing. So yeah, it was cool with Microsoft, but it also meant that okay, things are going to change and I'm probably not going to enjoy a lot of it, you know, beholden to somebody out in Seattle Steve Rush: When one door closes another open though, right? Gary Frey: Well, yeah. And it did, yeah. Steve Rush: It led you to do what you do now, didn't it? Gary Frey: Yeah, yeah, yeah. Quite frankly I loved what I was doing there, but I'm glad I'm not in publish, you know. I mean, I loved it and I loved the people, but I've been in private equity since then. I've been in some really interesting places that I would've never been brought into had I just, and I actually took a pay cut to leave that gig and, you know, joined these two partners. Steve Rush: And one of the things that I remember from the first time that you and I met Gary, is you have this philosophy that cuts across all of the work you've done and that's just connecting good people with other good people. And that's been a real tenet of yours, isn't it? Gary Frey: Oh yeah. I love it. If I was a billionaire and when I was in private equity, we actually had a couple billionaires in the group, and I learned so much from these extremely high net worth people. But what I learned from them is even if they were in their eighties and some of them had run the largest oil companies in the world, you know, I mean just some amazing human beings. They were still engaged in what they loved to do. And, you know, rarely were they out playing golf. Steve Rush: Right. Gary Frey: You know, they were engaged in business. They were engaged actually in helping other people. And that was one of the things that I did within that private equity group, where we had 300 ultra-high net worth families in the group. I had actually invested in it a year before they bought my company. And I was small potatoes compared to all these other guys, quite frankly. But what I learned from them was, and what I learned about myself I guess was, I became the connecting rod in between these people, because they're all high value targets. They can't trust anybody for a good reason, you know, everybody is coming at them with an angle, and they want in their pockets quite frankly. Steve Rush: Yeah. Gary Frey: And so, it was an honor and a privilege to be able to connect these really amazing people with other people that they could trust. Because it's very lonely. It's very lonely, actually running a company and at the top of a company, but I can't even imagine being a billionaire or worth $350 million. And when you've gone from not much to that, and then all of a sudden, you know, everybody's coming at you for something rather than for who you are. Steve Rush: It's an interesting perspective, yeah. Because people then see people that high net worth as a commodity, don't they? Rather than a person, Gary Frey: Oh, big time. Steve Rush: Right. Gary Frey: Big time. Steve Rush: So, you're now focused on coaching some super big hitters, as well as some startups and a really nice diverse portfolio of coaching. What's next for you on your journey then Gary? Gary Frey: Well, so here's, what's interesting. Coaching is really lonely and every time I've done it, somebody's tried to hire me. So, the biggest one that I got to work with was the CEO of Yokohama Tires in California. And it was because the top American introduced me to them because after he had gotten to know me for about a year or so, I was helping them on some challenges that they had. He's like, you need to meet Mr. Karashima and so I did, and from what I can tell, I was the first kind of American outsider that was allowed to come into the inner circle, which was really cool. That was wonderful. And then they tried to hire me, you know; we did this huge project. And it was re really successful even to the point where a number of years later, when I talked with Jim, who was the top American, I said, you know, and this is right in the middle of the rubble of 2009, when the decimation of the great recession was everywhere. And our company, our private equity firm blew up 30 million bucks, most of us got wiped out, including me. And I just felt extremely low at that time. And I said, Jim, did we make a difference? And he said, do you know how many people we had to let go during the recession? And I said, no, I was just going to be even more depressed. And he said, zero. I said, are you kidding me? He goes, no, we didn't have to let go one person. And he goes, you know what? Karashima still says to this day that, that exercise and, it was kind of a repositioning and getting them really clear on their core values and their purpose. They had been chasing, you know, each CEO would come in after, you know, they'd do a three- or four-year stint and they would chase and put their own mark in the American market of whatever they were chasing. And they'd kind of lost their way, quite frankly. And so, all I did was help them using some research, but then also guiding them as to no, you guys need to own this market, hold fast, don't waiver. And, you know, they saw great success. Well, he said that was the single most impactful thing. He said, Gary, and I think we charged him a quarter million bucks for this. He said, you could have charged us 10 times the amount and it would've been worth it. And I thought, wow, this is amazing. But I've kind of taken that bait one too many times. But as soon as you take the bait and you go on the inside of the company, you lose your voice as the coach. And so, I've got kind of the best of both worlds right now. I rolled my coaching practice into a regional CPA firm. I'm not a CPA, don't want to be, but it's very unusual because 11 of the 80 of us have started run or turned around companies using our money. That's extreme unusual in the CPA world. And we work with privately held companies. We love helping them grow. So, for me, one of the things I learned early on part of my thrive, wither was, I got to be part of a team to really have fun. I could make more money just being a solo guy, coaching. And all you got is, you know, your brand and your time. And if you can, you know, one to many it by doing programs and stuff like that. But I love being part of a team. I swam my fastest splits when I was a swimmer in high school and college on my relays because I wanted to win more for the team than I wanted to a win for me. And so, I think, you know, I'm probably going to be the first non CPA to become a partner and buy into this company, because even if they changed all the tax laws and you could mail it all in, what we do is help business owners who know their industry and they know their company, run their companies better, more financially prudent and smarter to where they understand those things. But also, on the culture side to where they can get above the three line and not have to just be working in the business but working on the business. So that's kind of my happy spot. Steve Rush: Excellent stuff. So, this is the part of the show where we turn the tables a little bit. Gary Frey: Yeah. Steve Rush: And I get to have the great honor of diving in and hacking your great leadership brain. And if I could, I'd ask you this to get those leadership hacks down to your top three belters, what would they? Gary Frey: Yeah. So, the first one, and there's no substitution for this, in my opinion. And it comes down to, are you going to adopt the position of I'm going to serve or I'm going to be served. And only each CEO can really ask that, or each leader. Is my objective to be served or am I going to serve? That's the number one, the best leaders I've ever had and worked around. They had the disposition of humility, and I am going to serve. I'm going to choose to serve, and they walk among the troop. They're the ones that stay in the fight versus issue edicts from a position of safety. That's hands down, the number one thing. Number two would be, understand kind of your own thrive and wither. Like what makes you come alive and what makes wither? Because if you do that and then you do it among your team, then all of a sudden, what I do with my high growth coaching clients on a yearly basis, we'll go through kind of their thrive, wither. And then we'll look at how their functions are working you know, do we have bottlenecks where too many people are going into this, you know, are waiting for this person where they've got too much on their shoulders. And I do, I call it horse trading of responsibilities. The CEO is still the CEO, the CFO is still the CFO but sometimes stuff that they've willingly shouldered because there was nobody else do. It's dragging them down, kind of like barnacles on a boat, slowing the boat down, you got a dry docket. And then you see, oh gosh, we got barnacles, scrape them off, so that's really an important number two. And it is in that order because you could do thrive, wither and all that, but if you still have the disposition of y'all are serving me, well that's, you know, it's going to show, and you aren't going to go real far. Steve Rush: Yep. Gary Frey: And then the final thing is, really how do you, and you got to keep asking this question because you never really arrive, but getting the team, your team one, your core team around you. Aligned, focused and executing on the important versus the tyranny of the urgent. Those are my three. Steve Rush: Awesome. I love this whole notion of thrive, wither. Because it not only is it visual, but you can actually almost anchor energy to what makes you thrive and what makes you be aware of dragging that energy away from you as well. Love it. Gary Frey: Yeah. It's so simple, man. I'm again a T-Chart. you split the piece of paper vertically into two and you write and do a horizontal line at the top and you write thrive on the left and you wither on the right. And I have everybody do this. I say, give yourself 30 minutes, quiet, turn off all the distractions. And seriously just give yourself 30 minutes. Stream of consciousness, all the stuff that makes you come alive, the environments, the variety, or the routine, whatever those things are, focus on, what the positive first then move into the wither and think about even the stuff that you've accepted, because you may be good at it. You may be the expert in pivot tables, but you just hate doing pivot tables. Well, put it down. Steve Rush: Yeah, super. Next part of the show we call it Hack to Attack. So, this is to where something hasn't worked out well, but as a result, you've got some good learning out of it. And it now serves you positively. What would be your Hack to Attack? Gary Frey: You know when I was at Bank of America. Early on, I was given a team because I had to go figure out why did this acquisition, why is it not working? And why is our attrition high and blah, blah, blah. They thought it was a communication message. And you know, having run Ad Agencies or whatever, that's why they thought. And I was from that part of the country, this 11-state region in the Midwest versus the East Coast. And so that was another reason why I was in there. But what was interesting is, one of my lieutenants, she was really good at helping me kind of navigate the organization because you start in and you know, everything's new. But I had a very young associate vice president that was on her team. And what I was doing was I was actually micromanaging some stuff like; I wanting status reports probably too frequently on some stuff. I mean, we were moving at the speed of light, it seem like anyway, just trying to, you know, assimilate these acquisitions and then getting stuff done and dealing with problems and all this. And they were long days and short nights for sure. But this Lieutenant came to me and said, Gary, you know, Lisa, you are just killing her, you know? And I said, well, first of all, I'm really glad that she raised this to you. I wasn't aware that I was doing it. Steve Rush: Right. Gary Frey: So, she has complete access, and I was a senior VP, and she was, you know, three rungs down. She can come to me anytime if she sees me kind of grab up in the wheel again, she has a permission to spank my hand. Like, no, no more of that, and I will adhere to it. So that was one thing but another one that was kind of hand in hand with this is, she said when's the last time you ran? Because I was a big runner and I said, oh, it's been a few days. And I said why? And she kind of looked at me, she's go, Aah. I go, what do you mean? And she goes, well, your kind of edgy. I go, really? She goes, yeah. And so, she said, I'm going to take over your calendar and I'm going to make sure that at least three days of the business week, because on the weekends, I would run anyway. But at least three days, we're going to put meet with Jim and that's code to get your butt to the gym, strap on those running shoes and go run. And that was a huge thing for me, and my wife acknowledged that. She's like, yeah. And so, I know that I'll get more edgy. I want to get more controlling. If I'm not physically exerting myself and getting exercise to clear my head routinely. So not six days a week, period. I don't miss it. Steve Rush: Awesome. Gary Frey: So that's another one. Steve Rush: Yeah. And the last part our listeners have become really accustomed to and love diving into is you get a chance to give Gary some advice when you were 21 and do that time travel. What would your advice to Gary 21 be? Gary Frey: Well, I would've said ditch the Tom Selleck mustache that I was trying to hide behind first of all, it was ridiculous. But seriously I'm actually writing a book right now with this is the working title and it's ignored the imposter, give me anything but typical. And the imposter syndrome was really heavy with me. College dropout, every job I was up for was masters preferred, bachelors required. And yet somehow, I landed these jobs, but I always felt less than, and I was always comparing myself to somebody else. And it's been working with so many CEOs and entrepreneurs that I've realized that they have had some. There's this woman, she had 10,000 employees at one point, privately held business. And she's become a very good friend and she had two years of secretarial school. She never even had a CFO, even a fractional CFO when she had an organization that big, and she said, Gary, I don't know what I'm doing. I said, Tana, I know people that don't even have a hundred employees that they still can't survive without a fractional CFO or a CFO. You are far better than you thought. And some of those conversations just reinforced to me. Oh dang, you know, we're all created uniquely. We all have unique fingerprints by design. And so, I'm very, very passionate about helping people understand, like, you know, that imposter syndrome none of us are immune to it necessarily, but there's a way you can silence it and that's, you know, and some of that kind of goes back to thrive, wither and being true to yourself is, you know Shakespeare said, right? Steve Rush: Yeah, very much. So, Gary, I've loved chatting with you. You got loads of great stories, and I'm confident that our listeners would be thriving versus withing as a result of the conversation. Gary Frey: I hope so. Steve Rush: But how can we make sure that we can get them in touch with you? Gary Frey: Yeah, probably the easiest thing is just connected with me on LinkedIn, you know, it's just Gary Frey at LinkedIn and that's probably the easiest way to do it. I'm also on Instagram and again there, I'm just Gary Frey. Steve Rush: Brilliant. Gary Frey: But I love writing about leadership and things. Some of the crazy things that I've experienced to hopefully help and bless somebody else and give them encouragement. I'd be remiss if I mentioned we started a podcast like you. Steve Rush: Absolutely Gary Frey: A couple years ago and it's called the Anything But Typical Podcast. And we just feature privately held business owners and entrepreneurs. And primarily in my City, Charlotte, I've had people from around the globe say, hey, can we be on that? And typical, I say, no, because I want to continue to elevate what's happening in my own backyard first. Steve Rush: Well, Gary this goes without saying thanks ever so much coming and sharing your stories with us and thanks being part of our Leadership Hacker Community. Gary Frey: No thank you. It has been a blessing and just a ton of fun. So, thank you. Steve Rush: Thanks Gary. Closing Steve Rush: I want to sign off by saying thank you to you for joining us on the show too. We recognize without you, there is no show. So please continue to share, subscribe, and like, and continue to get in touch with us with the great new stories that we share every week. And so that we can continue to bring you great stories. Please make sure you give us a five-star review where you can and share this podcast with your friends, your teams, and communities. You want to find us on social media. You can find us on Facebook and Twitter @leadershiphacker, Leadership Hacker on YouTube and on Instagram, the_leadership_hacker and if that wasn't enough, you can also find us on our website leadership-hacker.com. Tune into next episode to find out what great hacks and stories are coming your way. That's me signing off. I'm Steve Rush, and I've been your Leadership Hacker.

La riforma penale, Gratteri, Caselli e Cassese ... la Cartabia sa quello che fa? Covid nel SEA.

Levocididentro

Play Episode Listen Later Aug 1, 2021 14:43

Abboccaperta con Omar Bassalti

covid-19 antonio conte quello draghi riforma caselli bonafede cartabia cassese abboccaperta ventunesimaregione levocididentro omarbassalti

La riforma penale, Gratteri, Caselli e Cassese ... la Cartabia sa quello che fa? Covid nel SEA.

Levocididentro

Play Episode Listen Later Aug 1, 2021 14:43

Abboccaperta con Omar Bassalti

covid-19 antonio conte quello draghi riforma caselli bonafede cartabia cassese abboccaperta ventunesimaregione levocididentro omarbassalti

Insulti a Draghi, Renzi: «Oltre a Travaglio devono vergognarsi D'Alema, Bersani e Speranza»

Play Episode Listen Later Jul 30, 2021 1:22

«Travaglio ha insultato vergognosamente Draghi. Ma non si deve vergognare solo lui: si devono vergognare D’Alema, Bersani e Speranza per aver invitato e fatto applaudire una persona che ha insultato un uomo rimasto orfano di padre a 15 anni». Così Matteo Renzi, leader di Italia Viva, a proposito delle polemiche scoppiate nei giorni scorsi per quanto dichiarato da Travaglio, il quale durante la partecipazione alla festa di Articolo 1, ha definito il premier Mario Draghi «un figlio di papà" che "non capisce un c...». Quanto alla riforma della giustizia, Renzi ha affermato: «Vorrei darvi una notizia: Il caro estinto è la riforma Bonafede che da» ieri sera «non c’è più. Non si può essere più imputati a vita. La riforma è una piccola parte, c’è ancora un lavoro lunghissimo da fare, ma ora abbiamo archiviato la Bonafede». Sul Pd, l'ex premier ha detto: «Avevamo il 40,8%, hanno voluto scientificamente distruggere quel Pd, hanno preferito liberare la strada a Salvini e Grillo anziché collaborare con noi. Quella parte lî può essere definita con tanti nomi io la chiamo con un solo cognome: D’Alema».

Julia Bonafede – Rosetta Analytics (Manager Meetings, EP.04)

Capital Allocators

Play Episode Listen Later Jul 29, 2021 61:44

On today's manager meeting, Jim Dunn speaks with Julia Bonafede. Jim is a past guest on the show and the CEO and CIO of Verger Capital, an OCIO whose anchor client is Wake Forest University. Jim previously served as CIO of Wake Forest and before that, was CIO of investment consultant Wilshire Associates, where he worked with Julia. Julia was at Wilshire for 24-years, capped by serving as President of Wilshire Consulting and as a member of Wilshire's Board of Directors and Wilshire Consulting's Investment Committee. In 2016, she co-founded Rosetta Analytics, an investment manager reinventing active management by creating advanced artificial intelligence strategies. Their conversation includes a discussion of the past, present and future of investment consulting, the application of neutral networks and reinforced learning to investing, and the challenges for allocators in adopting an AI approach. Before we dive in, Jim and I discuss why he chose to invest in Rosetta and how the strategy fits into Verger's portfolios. Learn More Subscribe: Apple | Spotify | Google Follow Ted on Twitter at @tseides or LinkedIn Subscribe Monthly Mailing List Read the Transcript

ceo director president ai board meetings cio wake forest wake forest university ocio investment committee wilshire verger analytics manager jim dunn bonafede wilshire associates

La riforma della giustizia della discordia | 27/07/2021 | Il Corsivo di Daniele Biacchessi

app camera cio governo movimento aula quella giustizia discordia riforma giuseppe conte cassazione appello governo draghi bonafede

Play Episode Listen Later Jul 27, 2021 1:43

Quella proposta dal ministro Guardasigilli cartabia è la riforma della Giustizia della discordia. E non che essere così viste le distanze tra alcuni partiti che sostengono il Governo Draghi. Il punto d'incontro tra il governo e il Movimento 5 stelle col suo leader in pectore Giuseppe Conte può arrivare in queste ore su un concetto semplice: nessuna improcedibilità nei giudizi su reati di mafia e terrorismo. Cioè una delle principali modifiche chieste dai pentastellati al testo della riforma del processo penale licenziato dal Governo. All'inizio della settimana decisiva per l'approvazione – l'arrivo in Aula alla Camera è fissato per venerdì – l'accordo dovrebbe essere fatto e i vertici del Movimento sarebbero in in attesa del testo dell'intesa, perché per siglare un accordo politico bisogna vedere le carte. Una mediazione, quindi, per scongiurare i rischi sulla tenuta del sistema di contrasto alle mafie. Nell'elenco dei reati per cui la “ghigliottina” non vale, oltre a quelli puniti con l'ergastolo, entrerebbero le fattispecie di criminalità organizzata di stampo mafioso e terroristico. In questi casi la prescrizione resterebbe quindi bloccata dopo la sentenza di primo grado (in base alla riforma Bonafede) senza il rischio di estinzione del processo per “sforamento” del termine di due anni in Appello o uno in Cassazione. Ascolta "Il Corsivo" a cura di Daniele Biacchessi, ogni giorno su www.giornaleradio.fm oppure scarica la nostra App

La riforma della giustizia della discordia | 27/07/2021 | Il Corsivo di Daniele Biacchessi

app camera cio governo movimento aula quella giustizia discordia riforma giuseppe conte cassazione appello governo draghi bonafede

Play Episode Listen Later Jul 27, 2021 1:43

Quella proposta dal ministro Guardasigilli cartabia è la riforma della Giustizia della discordia. E non che essere così viste le distanze tra alcuni partiti che sostengono il Governo Draghi. Il punto d'incontro tra il governo e il Movimento 5 stelle col suo leader in pectore Giuseppe Conte può arrivare in queste ore su un concetto semplice: nessuna improcedibilità nei giudizi su reati di mafia e terrorismo. Cioè una delle principali modifiche chieste dai pentastellati al testo della riforma del processo penale licenziato dal Governo. All'inizio della settimana decisiva per l'approvazione – l'arrivo in Aula alla Camera è fissato per venerdì – l'accordo dovrebbe essere fatto e i vertici del Movimento sarebbero in in attesa del testo dell'intesa, perché per siglare un accordo politico bisogna vedere le carte. Una mediazione, quindi, per scongiurare i rischi sulla tenuta del sistema di contrasto alle mafie. Nell'elenco dei reati per cui la “ghigliottina” non vale, oltre a quelli puniti con l'ergastolo, entrerebbero le fattispecie di criminalità organizzata di stampo mafioso e terroristico. In questi casi la prescrizione resterebbe quindi bloccata dopo la sentenza di primo grado (in base alla riforma Bonafede) senza il rischio di estinzione del processo per “sforamento” del termine di due anni in Appello o uno in Cassazione. Ascolta "Il Corsivo" a cura di Daniele Biacchessi, ogni giorno su www.giornaleradio.fm oppure scarica la nostra App

La riforma della giustizia della discordia | 27/07/2021 | Il Corsivo di Daniele Biacchessi

app camera cio governo movimento aula quella giustizia discordia riforma giuseppe conte cassazione appello governo draghi bonafede

Play Episode Listen Later Jul 27, 2021 1:43

Quella proposta dal ministro Guardasigilli cartabia è la riforma della Giustizia della discordia. E non che essere così viste le distanze tra alcuni partiti che sostengono il Governo Draghi. Il punto d'incontro tra il governo e il Movimento 5 stelle col suo leader in pectore Giuseppe Conte può arrivare in queste ore su un concetto semplice: nessuna improcedibilità nei giudizi su reati di mafia e terrorismo. Cioè una delle principali modifiche chieste dai pentastellati al testo della riforma del processo penale licenziato dal Governo. All'inizio della settimana decisiva per l'approvazione – l'arrivo in Aula alla Camera è fissato per venerdì – l'accordo dovrebbe essere fatto e i vertici del Movimento sarebbero in in attesa del testo dell'intesa, perché per siglare un accordo politico bisogna vedere le carte. Una mediazione, quindi, per scongiurare i rischi sulla tenuta del sistema di contrasto alle mafie. Nell'elenco dei reati per cui la “ghigliottina” non vale, oltre a quelli puniti con l'ergastolo, entrerebbero le fattispecie di criminalità organizzata di stampo mafioso e terroristico. In questi casi la prescrizione resterebbe quindi bloccata dopo la sentenza di primo grado (in base alla riforma Bonafede) senza il rischio di estinzione del processo per “sforamento” del termine di due anni in Appello o uno in Cassazione. Ascolta "Il Corsivo" a cura di Daniele Biacchessi, ogni giorno su www.giornaleradio.fm oppure scarica la nostra App

Giustizia, Bonafede: «Questa riforma è sbagliata e rischiosa»

carcere sapeva bonafede prima pagina

Play Episode Listen Later Jul 12, 2021 0:50

«La svolta importante sarà riuscire a tornare sui contenuti, perché è sempre stata la nostra forza. Dal mio punto di vista non stiamo parlando di una bandierina ideologica ma di valori, di una battaglia che è sempre stata fondamentale per il M5S, che riguarda il rischio che ci siano isole di impunità in questo Paese, parliamo di processi importanti». Lo ha affermato l'exministro della Giustizia, Alfonso Bonafede, durante l'assemblea del Movimento 5 Stelle. «Confermo di aver avuto una interlocuzione con il ministro Cartabia: c'è rispetto e stima. Non condivido però questa soluzione, perché è sbagliata e rischiosa», ha continuato. Quella sulla giustizia «è una battaglia che dobbiamo portare avanti con determinazione, dobbiamo uscire dal tema 'garantisti-giustizialisti'», ha sottolineato Bonafede.

stelle dal questa movimento paese quella giustizia riforma m5s bonafede cartabia

MusikNah #18 Giuseppe Bonafede Stagetalent der Woche

Stadtgespräch Marburg

Play Episode Listen Later Jul 4, 2021 6:40

Unsere Reihe #MusikNah ist eine Kooperation mit den Jungs von MusikNah. Yannik und Niklas haben schon im Interview erzählt wie sie Bands und Einzelkünstler:innen mit ihren Partner:innen fördern und verbreiten. Das Stadtgespräch Marburg ist nun auch Partner und möchte mithelfen Musiker:innen zu fördern. Bei uns könnt ihr in kurzen Selbstinterviews die Gewinner:innen der Stagetalents der Wochen Wahl hören. Sie erzählen kurz wer sie sind, was sie machen und warum. Wenn ihr dann richtig heiß geworden seid könnt ihr unter den unten angegebenen links die Musik auch gleich hören. Und wer noch mehr über Musikförderung wissen möchte kann sich unter musiknah.de mit der Arbeit der zwei Cappler vertraut machen. Giuseppe Bonafede (* 12. März 1989 in Wolfsburg) und lebt seit ca. 6 Jahre in Stuttgart. Er ist ein deutscher Singer/Songwriter, der sich vorgenommen hat durch seine Vielseitigkeit( R&B, Soul, HipHop/Rap) möglichst viele Menschen zu erreichen. Social Media: Instagram: https://www.instagram.com/giuseppe_bonafede_offiziell/ Facebook: https://www.facebook.com/giuseppe.bonafede.music YouTube: https://www.youtube.com/channel/UCP6GXeGRZe7hKzdHSOhhCnw (Dieser Beitrag steht unter Creative Commons cc-by-nc-sa, Jingle MusikNah/Michael/Jonaton, Schnitt Michael , Bild: Giuseppe Bonafede) /mh Folge direkt herunterladen

Prima Pagina - Pestaggio in carcere, "Bonafede sapeva"

Prima pagina

Play Episode Listen Later Jul 1, 2021 90:00

con Mario Sechi

La cosa giusta.

Play Episode Listen Later Apr 13, 2021 3:48

La cosa giusta. Quale è la cosa giusta da fare? Come fai a sapere se stai facendo la cosa giusta? E quando ti accorgi di aver sbagliato a fare quello che hai fatto? O quando di averci indovinato? Era giusto entrare nel governo Draghi? O era più giusto rimanere coerenti? La politica è una partita a scacchi, il tuo avversario ti studia, prima di fare una mossa, calcola la tua contromossa e poi la sua mossa alla tua contromossa…e così via fino alla fine della partita…fino allo scacco matto. A volte è lui a mandarti in una direzione, a farti credere che hai solo una mossa da fare, ti fa credere che non ce ne siano altre…ti voglio far cadere…ti faccio cadere e cerco un personaggio…anzi il personaggio che tu sicuramente non puoi accettare e ti costringo a dire no…scacco matto, partita finita. Ma agli scacchi si gioca in due, non è solo il tuo avversario a poter calcolare le tue contromosse e a costringerti ad andare in una direzione…anche tu puoi fare lo stesso, anche tu puoi studiare le contromosse per costringerlo a fare determinate scelte…a volte non ci si riesce, perché l'avversario è più preparato, perché è più astuto, perché mentre il tuo obiettivo è governare…il suo è farti fuori. Per cui se il tuo avversario ti spinge in una direzione, la prima cosa che devi fare è chiederti il perché….domandarti il motivo per cui sta facendo quella determinata mossa…il tuo avversario è furbo, il tuo avversario è molto furbo e sicuramente la sua mossa sarà accompagnata da spiegazioni preconfezionate…non chiedi il MES, la task force…il ponte sullo stretto…il piano sul Recovery… la riforma Bonafede…ci sono così tanti motivi che giustificano quella mossa…che tu non ti chiedi neanche se ce ne siano degli altri…sei soddisfatto delle spiegazioni che ti sei dato….perché sei convinto che sia stato tu stesso a dartele…e non ti rendi conto che invece è stato lui a fornirti il pacchetto completo. A questo punto cosa fare? Hai due scelte: far saltare il banco, oppure adottare una strategia diversa…continuare a giocare…se fai saltare il banco, la partita è finita….scacco matto…e a poco vale pensare e sperare che potrai giocarne un'altra in futuro…primo perché quella partita potresti non avere più la possibilità di giocarla e secondo perché tutto quello che avrai fatto fino a quel momento sarà raso al suolo…il tuo avversario come Attila passerà sui campi che hai coltivato e li non nascerà mai più un filo d'erba. E allora quale è la cosa giusta? Essere coerenti? Ma se è proprio sulla coerenza che il tuo avversario faceva conto…è proprio sulla tua rigidità che ha impostato la sua partita….oppure giocare d'astuzia? Abbozzare, mandare giù il boccone amaro…sedersi al tavolo del nemico e continuare la parità? Continuare la partita significa non far distruggere tutto quello che hai fatto, significa comunque stare nella stanza dei bottoni, significa comunque poter contare qualcosa…e finché si è della partita, non si è perso… Giusto, sbagliato? Chi può dirlo? Una cosa è certa, al momento abbiamo scoperto che la mossa fatta dal nemico valeva un milione di voti…anzi qualche milione di voti…e qualche milione di voti significano governare e governare significa fare i propri comodi…e fare i propri comodi significa…anzi può significare tantissime cose…nessuna delle quali avrebbe fatto bene alla gente. Quale è la cosa giusta? Ce lo dirà solo il tempo….posso dire però quale sia quella che sicuramente è sbagliata: dividersi e scontrarsi…scindersi per dimostrare che si aveva ragione…perché il nemico aveva previsto anche questo e noi comportandoci così stiamo facendo il suo gioco.

recovery era mes hai essere quale attila draghi giusto la cosa giusta continuare bonafede

Cambiamo tutto...

Play Episode Listen Later Apr 9, 2021 2:39

Cambiamo tutto… Cambiamo tutto per non cambiare nulla… Si fa cadere un governo accusandolo di non fare abbastanza, di non chiedere il MES, perché il piano del Recovery è insufficiente e inadatto…e perché la campagna vaccinale non decolla…e perché gli aiuti sono pochi…per la task force…e perché i DPCM sono una forma dittatoriale…perché prorogare lo stato emergenziale è incostituzionale…insomma un governo di vere "pippe"... un governo di incapaci e incompetenti che mettono a rischio la stabilità del paese. E lo sostituiamo con un governo di capaci…il governo dei "migliori"... Anzi dei "migliorissimi" E cosa accade poi?... Niente, nulla, nisba…zero…i DPCM ci sono ancora….lo stato di emergenza forse sarà prorogato fino al 31 luglio…del MES non c'è traccia…la campagna vaccinale un disastro…gli aiuti li vediamo con il cannocchiale…se una task force di Conte non andava bene perché esautorava il parlamento e il governo…Draghi pensa bene di farne addirittura tre… il Recovery quello è….insomma i "migliorissimi" sono delle "pippe" come quelli di prima…anzi forse ancora più "pippe" Ma allora perché cambiare? Perché bloccare un paese per un mese intero durante una pandemia? Interessi personali? Sabotare la riforma Bonafede? Minare il reddito di cittadinanza? Si, forse anche per questo, ma se lo scopo dei distruttori era far cadere Conte per smantellare tutto, il giochino non ha funzionato e qualcuno è rimasto con il cerino in mano… Ma se invece lo scopo fosse stato un altro? Se si fosse volutamente far cadere Conte non per l'incapacità, ma per la capacità? Se Conte avesse fatto il massimo possibile? E se si fosse voluta la sua testa proprio per questo? Troppa visibilità, troppa preparazione, troppo amato, troppo…tutto troppo…e quando sei troppo…devi essere fermato, se diventi troppo ingombrante, non sei più gradito. Bisogna livellare, riportare tutto com'era prima…si cambia tutto, per non cambiare nulla...bisogna abbassare il livello…le aspettative…così almeno anche gli incapaci risulteranno capaci agli occhi della gente…così almeno non si noterà la differenza fra i nani e i giganti della politica. Se non puoi competere con le capacità cosa fai? Se non sei in grado di reggere il confronto cosa fai? Se ti rendi conto che il tuo avversario (Conte) è irraggiungibile, imbattibile, cosa fai? Lo cambi con uno che è meno capace, con uno con cui puoi reggere il confronto…così alla fine per te sarà più facile emergere nuovamente… Cambiamo tutto per riportare tutto a com'era prima…e tutti vissero felici e contenti…tranne gli italiani logicamente.

recovery antonio conte perch mes tutto niente draghi bisogna anzi dpcm interessi troppa bonafede cambiamo

C'è sempre chi sta peggio.

Play Episode Listen Later Mar 18, 2021 3:52

C'è sempre chi sta peggio. Quando da piccolo andavo in giro per case con mia nonna e le amiche le chiedevano: "Giulia (nonna si chiamava così) come va?"...lei rispondeva sempre: "ehhh…c'è chi sta peggio"....e poi quel modo dire lo ha ripreso anche mia madre…"Rosa (mia mamma si chiama così) come va?"...e lei…come nonna…"ehhh…c'è chi sta peggio"...ed io siccome ormai ero un po cresciuto e cominciavo a capire come andava il mondo…fra me e me dicevo…"a mà...ma c'è pure chi sta meglio eh" Che poi mica ho capito perché vi parlo sempre di quando ero piccolo…forse perché mi sto invecchiando e come tutti i vecchi…"quando ero giovane io…" No scherzo, non ve lo dico perché mi sto invecchiando…o almeno spero…lo dico perché stavo pensando a come noi del movimento affrontiamo le problematiche e gli eventi che ci colpiscono e mi è venuto in mente questo modo modo differente di vedere le cose…c'è chi sta peggio…ma c'è anche chi sta meglio… Tutto dipende dalla prospettiva dalla quale guardiamo le cose…se guardo sempre le cose dalla prospettiva di chi sta peggio, vivrò sempre con un senso di inferiorità…mentre se guardo dalla prospettiva di chi sta meglio, sarò sicuramente più felice e consapevole della mia fortuna. Forse è per questo che nonna prima e mamma dopo rispondevano alla fatidica domanda con: "c'è chi sta peggio" Che poi guardando dalla prospettiva di chi sta meglio, si riesce anche a vedere cosa hanno gli altri meno di te, i loro problemi, le loro falle… Capacità che noi del movimento sembriamo non avere…viviamo sempre in una sorta di stato di inferiorità e invidia rispetto agli altri…loro sono furbi…loro indovinano tutto…e questo non ci permette di vedere come poi in effetti se la passino male. Perché ogni tanto invece di continuare a tirare fuori tutto quello che non va in noi, non cominciamo anche a vedere cosa non va negli altri? Siamo sicuri che siano così superiori? Che a loro vada tutto bene? Guardate il PD, più che un partito sembra una guerra tra bande…Renzi se ne va, fonda un partito suo, ma lascia gli avvoltoi dentro…Zingaretti sotto ricatto continuo, sbotta: "Mi vergogno che si parli di poltrone mentre esplode la pandemia”...sbatte la porta e se ne va...guardate che quello che ha detto è di una gravità assurda…per non parlare poi dei sondaggi… Vogliamo parlare di Renzi? Si sente un semi Dio…fa un bordello enorme, sfascia tutto…ma alla fine gli rimangono in mano solo i cocci…voleva distruggere il movimento…poi arriva Conte e il movimento schizza alle stelle…voleva il MES…voleva riscrivere il Recovery…e tutti sapete come e finita…senza prendere poi in considerazione la questione Arabia…che succederà ora che se ne parlerà in parlamento? Vogliamo parlare di Salvini? Da: "apriamo tutto" …a "chiudiamo tutto"…da "in Svizzera basta portare un foglio e ti danno fino a 500 mila euro" …a…a niente perché non parla più…anzi si, ma tutti sappiamo che farebbe più bella figura a non parlare…senza contare che è vero che è nel governo, ma i ministri sono della corrente avversa alla sua…e non ci ricordiamo del cambio di rotta che ha dovuto fare in Europa sul Recovery?... Prima no no no…e poi signorsi sissignore.. Vogliamo parlare della Meloni? Che sta all'opposizione, ma non può farla perché altrimenti va a dar fastidio agli amici degli amici? Non le è rimasto che chiedere di riaprire le palestre e raccomandarsi a Cartabia per la riforma Bonafede…chissà come mai…ma si sa, ognuno ha i suoi problemi da risolvere. Insomma…la vogliamo smettere di guardare sempre e solo le cose che non vanno? La vogliamo smettere di piangere…piangere…piangere? La vogliamo smettere di pensare che tutti sono più bravi di noi? Tutti meglio di noi? Il fatto che non si mettano a lavare i panni sporchi in piazza come facciamo noi, non vuol dire che se la passino poi così bene. E quando ci chiedono: "come va?"...vogliamo incominciare a rispondere: "ehhh c'è chi sta peggio"...perché c'è veramente chi sta peggio…lo dicono i fatti.

JazzTracks 48

Jazz Tracks

Play Episode Listen Later Mar 7, 2021 61:29

Joachim Kuhn - Warm CantoQOW trio - A Slow Boat to ChinaDewey Redman - QowFranco D'Andrea - LoopingFive for Jazz - Samba SwingGeri Allen - Unconventional loveIdris Muhammad - Loran's Dance

dance jazz goya redman kuhn carrington spalding urbani slow boat bonafede

Governo Draghi, M5S: «Con la recente approvazione del Milleproroghe abbiamo già sventato due agguati»

stelle governo movimento abbiamo draghi stiamo recente egrave bonafede approvazione milleproroghe

Play Episode Listen Later Feb 28, 2021 0:44

«Il nostro sottosegretario Manlio Di Stefano ricorda, ancora una volta, la mission del MoVimento 5 Stelle: stare nelle istituzioni per tutelare gli interessi dei cittadini. È con questo intento che siamo entrati nel governo Draghi. E con la recente approvazione del Milleproroghe abbiamo già sventato due agguati: uno sulla riforma della prescrizione di Bonafede, l’altro sulle trivellazioni». È quanto si legge in un post sulla pagina Facebook del Movimento 5 Stelle. «Abbiamo ottenuto, inoltre, la proroga del mercato tutelato gas e luce per i consumatori fino a fine 2022 scongiurando l’aumento delle bollette. Stiamo al governo solo per risolvere i problemi degli italiani», conclude il post.

Governo Draghi, M5S: «Con la recente approvazione del Milleproroghe abbiamo già sventato due agguati»

stelle governo movimento abbiamo draghi stiamo recente egrave bonafede approvazione milleproroghe

Play Episode Listen Later Feb 28, 2021 0:44

«Il nostro sottosegretario Manlio Di Stefano ricorda, ancora una volta, la mission del MoVimento 5 Stelle: stare nelle istituzioni per tutelare gli interessi dei cittadini. È con questo intento che siamo entrati nel governo Draghi. E con la recente approvazione del Milleproroghe abbiamo già sventato due agguati: uno sulla riforma della prescrizione di Bonafede, l’altro sulle trivellazioni». È quanto si legge in un post sulla pagina Facebook del Movimento 5 Stelle. «Abbiamo ottenuto, inoltre, la proroga del mercato tutelato gas e luce per i consumatori fino a fine 2022 scongiurando l’aumento delle bollette. Stiamo al governo solo per risolvere i problemi degli italiani», conclude il post.

#4 - Jeff Bonafede from Uncorked Wine Shops (wine shop series)

the naked wine podcast

Play Episode Listen Later Feb 24, 2021 45:21

Jeff Bonafede from Uncorked Wine Shops in Hermosa and Manhattan Beach joins the Naked Wine Pod duo! On our first-ever interview with a wine shop owner, we discuss how he fell in love with wine, how he opened up a wine shop 10+ years ago, his love for representing small winemakers in his shop, and how the growing demand for natural wine is affecting how he stocks his stores. Ultimately, it has lead to the launch of an organic-only wine club that he's super psyched about! We drank a beautiful bottle from Jeff's store, a Nebiollo from Piedmont, Italy by the legendary biodynamic farming producer Lorenzo Corino. Achille, 2016 https://uncorkedwineshops.com/

italy shops piedmont hermosa manhattan beach uncorked wine shop bonafede

Complici inconsapevoli.

Play Episode Listen Later Feb 24, 2021 2:58

Complici inconsapevoli. "Non sediamoci al tavolo con Forza Italia"..."mai un governo con Berlusconi"..."la mia coscienza non mi permette di sedere al fianco di…"..."mai con Forza Mafia"..."mai con Berlusconi, preserviamo almeno la dignità"... Quante frasi del genere avete sentito in questi giorni? Un'infinità vero? E dite la verità, alcune volte avete provato un po di vergogna per voi stessi, perché magari avete votato sì al governo Draghi, giusto? Vi siete sentiti sporchi? E magari anche un po complici…non è così? I duri e puri vi hanno attaccato…a volte anche duramente. Dite la verità…è brutto sentirsi complici inconsapevoli del vecchio signore di Arcore vero? Beh per me lo è stato… Poi però ci ho pensato bene su e ho cercato di fare qualche piccola ricerca e ho scoperto che: Nel 2017 ci sono state 125.659 sentenze di prescrizione dei reati, in crescita rispetto al 2016 quando furono 111.140. L'anno con il più alto numero di processi andati a vuoto a causa della prescrizione fu il 2009, quando 155.642 processi furono interrotti. La riforma Bonafede fermerà la prescrizione che si bloccherà dopo la sentenza di primo grado, praticamente potranno essere portati a termine 30mila….trentamila capito? Processi penali che, con l'entrata in vigore della riforma della prescrizione continueranno ad andare avanti… Purtroppo tale riforma nulla potrà contro il 62% dei processi penali che non arriva in aula, perché la durata delle indagini preliminari supera spesso i tempi della prescrizione. Per cui dire no al governo Draghi è vero che da una parte ci avrebbe fatto sentire con la coscienza a posto…che non ci saremmo seduti al tavolo con il nemico…che avremmo mantenuto la dignità…ma siamo sicuri che sarebbe stata la cosa giusta? Sapete cosa, significa essere al governo anziché in opposizione? Fratelli d'Italia ha presentato un emendamento per cancellare la riforma Bonafede..Il governo ha dato parere contrario e questo ha indotto Forza Italia,Lega e Italia Viva nonostante fossero tentati di votare come fratelli d'Italia….ad astenersi, perché non potevano andare contro il governo…ecco cosa vuol dire aver detto si a Draghi. È possibile avere la coscienza a posto e mantenere la dignità, non sedendosi al tavolo con i delinquenti, quando questo contemporaneamente lascia campo libero allo smantellamento della riforma Bonafede?....Trentamila processi l'anno che non avrebbero avuto un colpevole…trentamila...trentamila potenziali delinquenti che non avrebbero pagato per i loro atti… Una mossa geniale…per non sporcarsi con uno, ne salviamo trentamila l'anno. Ma siamo certi che i complici inconsapevoli siano quelli che hanno votato si?

beh nel poi silvio berlusconi draghi fratelli quante lega purtroppo dite sapete forza italia processi arcore italia viva bonafede

Meloni: «Conte si è dimesso ma nel silenzio generale lui e il suo Governo continuano a combinare disastri»

covid-19 antonio conte nel cos governo gli giorgia meloni meloni fratelli giustizia silenzio generale ministri continuano forze nazione palazzo chigi disastri bonafede

Play Episode Listen Later Feb 11, 2021 0:50

«Conte si è dimesso ma lui e il suo Governo continuano a combinare disastri. Nel silenzio generale, il grillino Bonafede, uno dei peggiori Ministri della Giustizia che questa Nazione abbia avuto, proroga al 30 aprile 2021 le misure scellerate che hanno consentito negli ultimi mesi di mandare a casa criminali e mafiosi con la scusa dell’emergenza Covid19». Così in un post su Facebook la leader di Fratelli d'Italia, Giorgia Meloni. «Un ignobile "svuota-carceri" mascherato, voluto dagli stessi partiti che ora si definiscono "migliori e meritevoli" e si preparano a rimanere a Palazzo Chigi. Gli italiani pretendono sicurezza, certezza della pena e non ne possono più di una sinistra che libera delinquenti e umilia il lavoro di inquirenti e Forze dell'Ordine», ha concluso Meloni.

Radio Carcere: "Carceri e Covid" - Ecco i numeri "nascosti" dei detenuti che sono usciti grazie ai decreti voluti da Bonafede per affrontare l'emergenza nelle carceri. (Meno di 400 detenuti ai domiciliari in 9 mesi). - Puntata del 2/02/2021

Liberi Oltre & Michele Boldrin

Play Episode Listen Later Feb 2, 2021 58:49

covid-19 sono ecco meno grazie mesi numeri affrontare carcere carceri detenuti bonafede domiciliari

Recovery plan, ma quale giustizia? con Alberto Saravalle e Nicole Vinci

Play Episode Listen Later Feb 2, 2021 48:47

Nel PNRR troviamo un ambizioso progetto di riforma della giustizia civile e penale. Ma stiamo andando nella giusta direzione? Costantino De Blasi e Marco Bellandi Giuffrida ne parlano insieme agli avvocati Alberto Saravalle (Bonelli Erede) e Nicole Vinci (Studio Vinci). 00:00 Introduzione 02:09 I numeri del PNRR sulla giustizia (De Blasi). 1) Riforma della giustizia civile: 05:15 La visione del PNRR sulla giustizia civile è miope (Saravalle) 11:53 La direzione è giusta ma le misure non sono idonee (Vinci) 19:04 L'approccio è solo quantitativo: «facciamo di più», ma si sa come (De Blasi & Saravalle) 21:12 Ma la Commissione europea come reagirà? (Saravalle) 25:31 Mancano gli strumenti per la digitalizzazione (Vinci) 30:33 L'assenza di misurazione nelle riforme: problema strutturale (De Blasi & Saravalle) 2) Riforma della giustizia penale 36:15 La riduzione delle garanzie e lo stravolgimento della prescrizione non sono risposte (Vinci) 39:24 La riforma Bonafede è figlia del giustizialismo incivile (Saravalle) 42:05 Il dialogo sordo tra Governo e parti sociali sulla giustizia (Saravalle & Vinci) _____________________________

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Due pesi e due misure.

Play Episode Listen Later Feb 1, 2021 2:22

Due pesi e due misure. Epilogo di una triste storia di un Leader che strumentalizza ogni norma e che poi tace quando quella norma fa comodo a lui: Repubblica 22 aprile 2020: "Coronavirus, boss ai domiciliari: si infiammano le polemiche. Lega all'attacco" Avvenire 22 aprile 2020: "L'ira di Salvini: mafiosi fuori per motivi di salute." PalermoToday 22 aprile 2020: "Boss mafiosi ai domiciliari, Salvini: "Cancellare decenni di lotte per il virus è vergogna nazionale" La Stampa 18 marzo 2020: Salvini: “Il governo fa uscire dalle celle cinquemila ladri e spacciatori, inaccettabile” Il Tempo 21 aprile 2020: "Mafiosi fuori dal carcere con la scusa del coronavirus. Matteo Salvini è una furia" Today 23 ottobre 2020: ""Il governo chiude i bar ma apre i cancelli delle carceri: a casa 5mila detenuti" Matteo Salvini all'attacco dopo la decisione del governo: 2mila detenuti in semilibertà potranno dormire a casa senza rientrare in cella e ci sarà la possibilità della detenzione domiciliare con l'applicazione del braccialetto elettronico per altri 3mila" Sputniknews 19 marzo 2020: Coronavirus, Salvini: "Detenuti più protetti in carcere che a spasso" Tutto coerente no? Salvini vuole tutti in carcere nonostante il coronavirus, anche perché in carcere si è più sicuri…tutto giusto, se non fosse che… Il Fatto Quotidiano 31 gennaio 2021: "Denis Verdini torna a casa (ai domiciliari): ad aspettarlo c'è anche Matteo Salvini Ad accogliere l'ex senatore berlusconiano dopo il rilascio per motivi di salute legati al rischio contagio c'era infatti pure il leader della Lega, in compagnia della fidanzata Francesca. L'ex ministro ha trascorso qualche ora nella villa della famiglia Verdini a Pian del Giullari, sulle colline del capoluogo toscano. Sono andato sulla pagina di Salvini per vedere se ci fosse qualche sua dichiarazione in merito allo "scandalo dei domiciliari", possibile che un condannato ad oltre 6 anni sia messo ai domiciliari a causa della pandemia, ma non ho trovato niente. Ho cercato in internet, dichiarazioni della Lega per questo "ennesimo erroraccio" di Bonafede, ma niente… E mi sembra che anche Meloni non abbia proferito parola sulla vicenda… Strano no?

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Radio Carcere: La Giustizia e la crisi di Governo: perchè Bonafede in questi mesi non ha ascoltato le ragioni chi digiunava? Covid e Carceri: i dati nazionali sui contagi e il focolaio nel carcere Rebibbia di Roma con 90 detenuti positivi. - Puntata del

Play Episode Listen Later Jan 26, 2021 59:04

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Il corsivo di Daniele Biacchessi del 26/01/2021: Una crisi pilotata

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Play Episode Listen Later Jan 25, 2021 1:43

La crisi politica è ormai nelle mani del Presidente della Repubblica Sergio Mattarella. La maggioranza non ha trovato la quadra per allargare la propria consistenza parlamentare, dopo il burrascoso voto di fiducia relativa ottenuto dal Presidente del Consiglio Giuseppe Conte in Camera e Senato. Uno dei principali azionisti del Governo, il Pd, è ormai convinto che in Senato non ci sono i numeri per affrontare il dibattito parlamentare sulla riforma della giustizia del ministro Alfonso Bonafede previsto il 28 gennaio. Le possibilità di farcela sono esigue, se non nulle, in quanto Italia Viva voterebbe con il centrodestra invece di astenersi come accaduto con la fiducia. E il M5s ha già detto che quello sulla giustizia è un provvedimento di tutto il Governo, rendendo chiaro l'obiettivo di fare quadrato sull'operato di Bonafede. Quindi il Governo andrebbe sotto e Conte sarebbe finito. Nelle ultime ore esponenti della maggioranza come Nicola Zingaretti e parlamentari indicati come possibili 'responsabili' come Bruno Tabacci e Pierferdinando Casini hanno indicato al premier la strada delle 'dimissioni-lampo' per ottenere il reincarico da Sergio Mattarella. Non è una strada, bensì un sentiero dissestato e pieno di ostacoli e trappole. Berlusconi ha già anticipato il suo intendimento: "unità nazionale o voto". Pezzi della maggioranza, tranne il M5s, lavorano in silenzio verso questa direzione.

M5S: «L’attacco al nostro Alfonso Bonafede è un attacco a tutti noi»

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Play Episode Listen Later Jan 25, 2021 1:02

«Era già una crisi di governo immotivata e incomprensibile agli occhi di tutti, in un momento in cui bisognerebbe solo pensare a fare, adesso mettono in mezzo la giustizia. Il MoVimento 5 stelle sta con Alfonso Bonafede e ogni attacco a lui è un attacco al MoVimento, al governo e alla maggioranza che lo sostiene». È quanto si legge in un post sulla pagina Facebook del Movimento 5 Stelle. «L’Italia oggi ha una legge anticorruzione all’avanguardia, riconosciuta a livello internazionale; norme che impongono la trasparenza a partiti e fondazioni collegate; il codice rosso che tutela le donne e i più piccoli; una stretta ulteriore al voto di scambio politico-mafioso; una vera regolamentazione per la class action. Da Bonafede, dal ministero da lui guidato e dal governo, sono arrivate anche le riforme del processo civile, di quello penale, del Csm e dell’ordinamento giudiziario, ferme alle camere per il sopravvenire della pandemia che ha monopolizzato l’attività parlamentare», conclude il post.

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RADIO ANCH'IO del 07/10/2020 - Ministro Bonafede e riforme giustizia

Rai Podcast Radio1

Play Episode Listen Later Oct 7, 2020 21:16

Alfonso Bonafede, Ministro Giustizia ; Gianrico Carofiglio, ex magistrato ; Gian Domenico Caiazza, Unione Camere Penali.

RADIO ANCH'IO del 07/10/2020 - Ministro Bonafede e riforme giustizia

Radio anch'io

Play Episode Listen Later Oct 7, 2020 21:16

Alfonso Bonafede, Ministro Giustizia ; Gianrico Carofiglio, ex magistrato ; Gian Domenico Caiazza, Unione Camere Penali.

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Qualcuno ha visto l’«elevato» Grillo?

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Play Episode Listen Later Jan 29, 2020 14:37

00:00 Continua il caos nel Movimento 5 Stelle che nomina Bonafede come capo delegazione al governo. 03:30 Sul Pd si apre il dibattito su come rapportarsi con il Movimento 5 […]

Il manettaro Bonafede ci prende pure in giro

Play Episode Listen Later Jan 25, 2020 19:04

00:00 Emilia Romagna, a leggere i giornali si capisce perfettamente che i sondaggi che loro conoscono non danno ancora un vincitore chiaro. 02:50 Il consiglio di Travaglio, chiede il voto […]

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Mafia Capitale era una balla!

Play Episode Listen Later Oct 23, 2019 13:04

00:00 Adesso il ministro Bonafede ci spiega la “svolta storica” della lotta di evasione. Ma per favore! 03:10 Polito sul Corsera ci spiega come il centrosinistra è da 25 anni […]

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Loro pensano alle carriere e gli italiani hanno una giustizia penosa