Podcasts about booz allen

Researchers crack Apple's M5 memory protections with a kernel exploit. An IBM Security executive emerges as a possible CISA pick. Researchers uncover four malicious npm packages.  AI-generated “slop” floods bug bounty programs. Major healthcare breaches hit the HHS tracker, 7-Eleven confirms a breach, and chained OpenClaw AI flaws could enable full host compromise. Santa Clara County sues Meta over alleged scam ads on Facebook and Instagram. Monday business breakdown. Our guest is Jason Madigan, Director of Commercial Cloud Security at Booz Allen, discussing the tension between resilience and data residency laws. A fond farewell for a security pioneer.  Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest On today's Industry Voices segment we are joined by Jason Madigan, Director of Commercial Cloud Security at Booz Allen, discussing the tension between resilience and data residency laws. If you enjoyed this conversation, check out the full interview here. Selected Reading First public macOS kernel memory corruption exploit on Apple M5 (Calif) IBM executive floated for CISA director as concerns persist for agency (SC Media) Former CISA nominee Sean Plankey named US CEO of defense startup (CyberScoop) New Actors Deploy Shai-Hulud Clones: TeamPCP Copycats Are Here (OX Security) ‘Never-ending' AI slop strains corporate hacking reward schemes (Financial Times) Millions Impacted Across Several US Healthcare Data Breaches (SecurityWeek) 7-Eleven Data Breach Confirmed After ShinyHunters Ransom Demand (SecurityWeek) 'Claw Chain' OpenClaw Flaws Allow Sandbox Escape, Backdoor Delivery (SecurityWeek) Santa Clara County sues Meta over alleged scam ads (San José Spotlight) Exaforce raises $125 million in Series B funding. (N2K Pro Business Briefing) Peter G. Neumann, Who Warned of Computer Security Risks, Dies at 93 (The New York Times) Share your feedback. What do you think about CyberWire Daily? Please take a few minutes to share your thoughts with us by completing our brief listener survey. Thank you for helping us continue to improve our show. Want to hear your company in the show? N2K CyberWire helps you reach the industry's most influential leaders and operators, while building visibility, authority, and connectivity across the cybersecurity community. Learn more at sponsor.thecyberwire.com. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

With the half-life of professional skills shrinking every year, is the traditional model of corporate learning and development fundamentally broken, and what role should employers play in the new era of continuous education?Agility requires a workforce that can adapt and acquire new skills as quickly as the market changes. This means the old models of education and professional development must be re-engineered for a world that demands continuous learning integrated with professional life.Today, we're going to talk about the evolution of higher education, specifically how online programs are being redesigned from the ground up to meet the complex needs of working adults. We'll explore how concepts we often discuss in customer experience—like personalization and flexibility—are being applied to learning to help professionals advance their careers without putting the rest of their lives on hold.To help me discuss this topic, I'd like to welcome, Ruth Veloria, Chief Strategy and Customer Officer at University of Phoenix. About Ruth Veloria Ruth Veloria is Chief Strategy and Customer Officer at the University of Phoenix, where she leads strategic vision, customer experience innovation, and the use of student data to support progress, graduation, and career success. She joined the University in 2009 and has held roles including chief customer officer and executive dean of the Business School, with prior strategy experience at Booz Allen, BCG, and Charles Schwab. Veloria holds a bachelor's degree in chemistry from New College at the University of Oxford and a master's in management from the Kellogg School at Northwestern University. Ruth Veloria on LinkedIn: https://www.linkedin.com/in/ruthveloria/ Resources University of Phoenix: https://www.phoenix.edu/ The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703 Drive your customers to new horizons at the premier retail event of the year for Retail and Brand marketers. Learn more at CRMC 2026, June 1-3. https://aglbrnd.co/r/d15ec37a537c0d74 We're proud to be a media partner for #MAICON26 - Oct. 13-15! Learn how AI can power your marketing and business and help you grow smarter. Use code AGILE150 to save! https://aglbrnd.co/r/7fe458ced0f04658Reach your customers with Reddit. Spend $500 in ad spend, get $500 back in ad credit! Learn more: https://advertalize.com/r/491818c79fb1873f Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://aglbrnd.co/r/faaed112fc9887f3 Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://aglbrnd.co/r/35ded3ccfb6716ba Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company Hosted on Acast. See acast.com/privacy for more information.

With the half-life of professional skills shrinking every year, is the traditional model of corporate learning and development fundamentally broken, and what role should employers play in the new era of continuous education? Agility requires a workforce that can adapt and acquire new skills as quickly as the market changes. This means the old models of education and professional development must be re-engineered for a world that demands continuous learning integrated with professional life. Today, we're going to talk about the evolution of higher education, specifically how online programs are being redesigned from the ground up to meet the complex needs of working adults. We'll explore how concepts we often discuss in customer experience—like personalization and flexibility—are being applied to learning to help professionals advance their careers without putting the rest of their lives on hold. To help me discuss this topic, I'd like to welcome, Ruth Veloria, Chief Strategy and Customer Officer at University of Phoenix. About Ruth Veloria Ruth Veloria is Chief Strategy and Customer Officer at the University of Phoenix, where she leads strategic vision, customer experience innovation, and the use of student data to support progress, graduation, and career success. She joined the University in 2009 and has held roles including chief customer officer and executive dean of the Business School, with prior strategy experience at Booz Allen, BCG, and Charles Schwab. Veloria holds a bachelor's degree in chemistry from New College at the University of Oxford and a master's in management from the Kellogg School at Northwestern University. Ruth Veloria on LinkedIn: https://www.linkedin.com/in/ruthveloria/ Resources University of Phoenix: https://www.phoenix.edu/ The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703 Drive your customers to new horizons at the premier retail event of the year for Retail and Brand marketers. Learn more at CRMC 2026, June 1-3. https://aglbrnd.co/r/d15ec37a537c0d74 We're proud to be a media partner for #MAICON26 - Oct. 13-15! Learn how AI can power your marketing and business and help you grow smarter. Use code AGILE150 to save! https://aglbrnd.co/r/7fe458ced0f04658Reach your customers with Reddit. Spend $500 in ad spend, get $500 back in ad credit! Learn more: https://advertalize.com/r/491818c79fb1873f Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://aglbrnd.co/r/faaed112fc9887f3 Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://aglbrnd.co/r/35ded3ccfb6716ba Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

Five Eyes agencies issue agentic AI guidance. A federal database leaks Social Security numbers. A stealthy worm poisons open source packages. OT firms are sidelined from frontier cyber models. The FBI warns of a surge in cyber-enabled cargo theft. Officials flag likely election interference as security programs face cuts. Researchers uncover a covert Python backdoor. Ubuntu's site takes Iranian-linked DDoS fire. Cyber pros are sentenced in a ransomware case. Our guest is Andrew Carr, Global Head of Threat Management at Booz Allen, discussing how AI is accelerating cyberattacks. OpenAI joins the invitation-only club. Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest On today's Industry Voices we are joined by ⁠Andrew Carr⁠, Global Head of Threat Management at ⁠Booz Allen Hamilton⁠, discussing how AI is accelerating cyberattacks and reshaping cybersecurity defenses. If you enjoyed this conversation be sure to check out the full interview here. Selected Reading Careful Adoption of Agentic AI Services (CISA)  Careful adoption of agentic AI services (Cyber.gov.au) Medicare portal exposed health providers' Social Security numbers (The Washington Post) Open-source registries hit by 'Mini Shai-Hulud' supply chain attacks (Developer) OT Cybersecurity Frozen Out by Frontier Labs (OTToday) FBI Warns of Surge in Hacker-Enabled Cargo Theft (SecurityWeek) Breach Roundup: US Cyber Command Flags Election Threats (Gov Infosecurity) Sophisticated Deep#Door Backdoor Enables Espionage, Disruption (SecurityWeek) Pro-Iran group turns Ubuntu DDoS into shakedown (The Register) Two Americans Who Attacked Multiple U.S. Victims Using ALPHV BlackCat Ransomware Sentenced to Prison (United States Department of Justice) OpenAI locks GPT-5.5-Cyber behind velvet rope (The Register) Share your feedback. What do you think about CyberWire Daily? Please take a few minutes to share your thoughts with us by completing our brief listener survey. Thank you for helping us continue to improve our show. Want to hear your company in the show? N2K CyberWire helps you reach the industry's most influential leaders and operators, while building visibility, authority, and connectivity across the cybersecurity community. Learn more at sponsor.thecyberwire.com. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

Lew Wolff didn't set out to become a successful developer or a professional sports team owner. He didn't grow up around business, and by his own account, he stumbled into real estate almost by accident. But over the course of a decades-long career, he would go on to reshape downtown San Jose, partner with 20th Century Fox, and take ownership stakes in teams like the Oakland Athletics and Golden State Warriors.In this episode of Big Shot, Lew sits down with Harley and David to reflect on the unconventional path that led him there. He shares how the sudden death of his father forced him to grow up quickly, how a chance decision in college set him on a career in real estate, and how one unexpected opportunity led to a role at Fox and a headline that would change everything overnight.Along the way, Lew explains why he built his career around partnerships, how he thinks about choosing the right people to work with, and why he has always prioritized relationships over short-term profit. He also reflects on his time in professional sports, including the story behind Moneyball, the challenges of public scrutiny, and the behind-the-scenes dynamics that shaped the future of the A's.—In This Episode We Cover:(00:00) Intro(02:25) Lew's early years growing up in the Midwest(05:54) How his father's death changed his path(10:28) Growing up Jewish in St. Louis(11:43) His first job and move to Los Angeles(14:34) Starting his own firm and selling to Booz Allen(17:18) His work with 20th Century Fox(24:39) Balancing the San Jose development with his work at Fox(27:20) How his studio office helped attract clients(29:21) How Bud Selig led him to buy a stake in the Oakland A's(38:18) Lew's philosophy on partnerships and how to choose them (42:54) Buying and selling his stake in the Golden State Warriors(45:46) The kind of work he enjoys and what he credits for his success(50:42) The story behind Moneyball(54:19) Why he stays focused on the future(55:20) Why he prioritizes relationships over profit(58:57) How he handled negative press as owner of the A's(1:03:48) How the Giants blocked the A's from building a new stadium(1:08:59) How he learned to let things go(1:12:51) Lew and Bud's attempt to integrate their fraternity(1:15:07) His thoughts on Jewish entrepreneurship(1:18:38) What he's most proud of—Where To Find Lew Wolff:• Website: https://www.wolffurban.com/ Where To Find Big Shot: • Website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.bigshot.show/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠• YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@bigshotpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  • TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@bigshotshow⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠• Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/bigshotshow/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  • Harley Finkelstein: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/harleyf⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • David Segal: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/tea_maverick⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠• Production and Marketing: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://penname.co⁠

The General Services Administration announced 17 new Presidential Innovation Fellows, refreshing the technologist-focused program. A release shared with FedScoop ahead of the announcement described the 2026 cohort as “experts from top tech companies, startups, and organizations around the country.” Per that announcement, the fellows will serve their yearlong tours of duty at 10 federal agencies. The PIF program is located under GSA's Technology Transformation Services and has been around since 2012. The Treasury Department's loss of “confidence” in Booz Allen Hamilton led to the agency's decision to cancel its contracts with the consulting firm earlier this year, Secretary Scott Bessent said earlier this week, a surprise move that came years after a former employee leaked tax returns to media outlets. Booz's response to Bessent's new comments was that Charles Edward Littlejohn's conduct more than five years ago occurred on government systems, not Booz Allen systems. The firm said that it stores no taxpayer data on its systems and has no ability to monitor activity on government networks. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

Wed, 01 Apr 2026 04:45:00 +0000 https://jungeanleger.podigee.io/3034-borsepeople-im-podcast-s24-08-alexander-von-schirmeister b5c5be97296573d411b3ab638f5e5e78 Alexander von Schirmeister ist der neue CEO von Nomentia. Mit dem "in Mexiko aufgewachsenen Topmanager mit deutschem Pass" spreche ich über die Fussball-WM 1986, über Procter & Gamble, Mexiko, dann Booz Allen in London, 12snap UK, weiters Telefonica in Madrid, lange Jahre bei eBay (auch als Länderchef und Vice President EMEA Expansion und Advisory Board bei Facebook), über RS Components, Xero und sogar eine Tätigkeit für "His Majesty". Seit Jänner ist Alexander CEO des Treasury-Software-Anbieters Nomentia. Da holen wir ebenfalls weit aus, reden über Finnland, Wien, die Treasury & Finance Conventions von SLG Treasury, Alexander Fleischmann, typische Kunden, Regulatorik und KI. Aber auch über Wein, DC Waterline und Angel-Investor-Sein. https://www.nomentia.com https://treasury-finance-convention.at Alle TFC Podcast incl. Alexander Fleischmann: https://audio-cd.at/search/tfc Melanie`s Einspieler: DC Waterline, Wien 22 . https://www.strabag-real-estate.com/de-AT/projekt/dc-waterline/ https://www.strabag-real-estate.com/de-DE/ https://www.mischek.at/de Kontakt: hallo@strabag-real-estate.com bzw,. Hotline +43 720 710 90 90. About: Die Serie Börsepeople des Podcasters Christian Drastil, der im Q4/24 in Frankfurt als "Finfluencer & Finanznetworker #1 Austria" ausgezeichnet wurde, findet im Rahmen von http://www.audio-cd.at und dem Podcast "Audio-CD.at Indie Podcasts" statt. Es handelt sich dabei um typische Personality- und Werdegang-Gespräche. Die Season 24 umfasst jahreszahlbezogen unter dem Motto „26 Börsepeople“ 26 Talks. Presenter der Season 25 ist Strabag Real Estate https://www.strabag-real-estate.com/de-AT/. Welcher der meistgehörte Börsepeople Podcast ist, sieht man unter http://www.audio-cd.at/people. Der Zwischenstand des laufenden Rankings ist tagesaktuell um 12 Uhr aktualisiert. Bewertungen bei Apple (oder auch Spotify) machen mir Freude: http://www.audio-cd.at/spotify , http://www.audio-cd.at/apple . Du möchtest deine Werbung in diesem und vielen anderen Podcasts schalten? Kein Problem!Für deinen Zugang zu zielgerichteter Podcast-Werbung, klicke hier.Audiomarktplatz.de - Geschichten, die bleiben - überall und jederzeit! 3034 full no Christian Drastil Comm. (Agentur für Investor Relations und Podcasts) 2483

This episode features a reply of Season 4, Episode 80 of Talking Technology with ATLIS.Below are the show notes and link to the original episode:This episode replays a dynamic panel from the 2025 ATLIS Annual Conference, exploring the future of education with experts in AI, quantum computing, and extended reality (XR). Dr. Jacob Farinholt of Booz Allen, Vriti Saraf of Ed3 DAO, and Patrick Schuermann of Optima XR, along with students Jalen and Maggie, discuss how emerging technologies will reshape learning, the skills students will need, and why human-centered pedagogy remains critical.Original Episode

Today's Headlines: A Los Angeles jury found Meta and YouTube liable for a user's social media addiction — the first verdict of its kind — awarding $6 million in damages for negligently designing platforms to be addictive despite knowing the harm. Meta 70% liable, YouTube 30%. Both stocks went up anyway. With 2,000 pending related lawsuits and a separate New Mexico jury ordering Meta to pay $375 million for enabling child exploitation, this may be the Big Tobacco moment for social media — or the beginning of a very long appeals process. Probably both. Day 27 of the Iran war: Trump deployed 2,000-3,000 paratroopers from the 82nd Airborne while telling reporters "we've won this war." Iran rejected his 15-point peace proposal as "extremely maximalist and unreasonable" — their counteroffer included war reparations and permanent sovereignty over the Strait of Hormuz. Not close. Rubio told Congress the U.S. may need to physically enter Iran to secure nuclear material. NBC News reported Trump's daily war briefing is a two-minute explosion montage, which explains a lot. TSA is at 450 resignations, callout rates above 40%, no funding deal in sight. Epstein's accountant — who managed his finances for decades, opened bank accounts for victims, organized their housing, and appeared on shell companies used to move money — testified the FBI and DOJ never once interviewed him during their "exhaustive" investigation. French prosecutors raided a Rothschild bank in Paris in a separate Epstein probe involving a diplomat who allegedly passed UN Security Council material to Epstein. Newly released Jack Smith memos state Trump had a business motive for retaining classified documents, one of which only six people in the U.S. government were authorized to see. Finally, Melania hosted a global summit on children and technology, arrived with a humanoid robot, and suggested AI could be "the educators of the future." Ok.  Resources/Articles mentioned in this episode: CNBC: Jury in Los Angeles finds Meta, YouTube negligent in social media addiction trial NPR: Iran rejects Trump's proposal to end the war and lays out 5 conditions Axios: White House downplays reports Iran rejected Trump peace proposal NBC News: Inside Trump's daily video montage briefing on the Iran war Axios: TSA staffing crisis escalates as agents quit, stay home Oversight Committee: Oversight Committee Releases Richard Kahn and Darren Indyke Deposition Videos AP News: French authorities search Paris arm of Swiss bank Edmond de Rothschild in Epstein-linked probe MS Now: Trump appeared to have business motive for keeping classified documents, Jack Smith finds Axios: Republican Sen. Rick Scott sues Booz Allen over leaked tax returns NYT: Melania Trump Appears With a Robot, Saying More Children Should Be Educated by Them Subscribe to the Betches News Room and join the Morning Announcements group chat. Go to: ⁠⁠⁠betchesnews.substack.com Morning Announcements is produced by Sami Sage and edited by Grace Hernandez-Johnson Learn more about your ad choices. Visit megaphone.fm/adchoices

The U.S. military has spent decades optimizing platforms while largely underinvesting in the system that actually operates them: the warfighter. As body-worn technologies mature, that imbalance is becoming harder to justify.In this episode, Sonya Rahmani, Warfighter Performance Lead at Booz Allen, joins Dr. Arun Seraphin to argue that the future of military advantage lies in treating the warfighter as an integrated system—one that spans cognitive, physiological, and tactical domains. The challenge is no longer collecting data but transforming it into actionable insights using Defense AI Technology.The conversation explores why the real bottlenecks are not just in AI or sensing, but in power management, system integration, and cybersecurity. Warfighters cannot manage fragmented devices, incompatible batteries, or constant data streams. The burden must shift from the individual to the system—through automation, edge computing, and intelligent filtering powered by Defense AI Technology.Rahmani also explains why commercial wearable technologies, while essential, are insufficient on their own. Devices built for connected, civilian environments must be fundamentally reengineered for disconnected operations, cybersecurity risks, and mission-specific demands in modern defense environments. Learn more about Booz Allen's Defense Technology: https://www.boozallen.com/defenseSAVE THE DATE: 2026 NDIA Emerging Technologies for Defense Conference and Exhibition September 9-10, 2026, at the Walter E. Washington DC Convention Center: ndiatechexpo.org/Be sure to follow us on social media for updates, early access to upcoming events, inside scoops, & more: LinkedIn: https://bit.ly/4htROo0 Twitter: https://bit.ly/48LHAx3 Facebook: https://bit.ly/47vlht8And for more podcasts, articles, & publications all things emerging tech, check out our website at: ndiaeti.org

Raised in the high Himalayas, educated across 22 homes in multiple countries, and fluent in five languages , Simmi Singh was never going to follow a conventional path. She started out wanting to be a UN translator. A mentor stopped her and said: you have a voice of your own. That single conversation redirected her toward management consulting at Booz Allen and Ernst and Young, then entrepreneurship, then scaling the health vertical at Cognizant from a $10M fledgling unit into one of the company's most significant growth stories, then 15 years as a partner and global practice leader at Egon Zehnder placing boards and entire management teams for some of the most transformational companies in the world, then a secondment as Senior Advisor on Health Innovation to the U.S. Secretary of Health and Human Services, and most recently joining Blue Cross Blue Shield of Massachusetts as Chief People Officer and Executive Vice President. In this episode of Inspiring Women, host Laurie McGraw sits down with Simmi Singh to trace the through line of a brilliantly discontinuous career and pull out the lessons that only come from decades of doing it at the highest levels. They discuss: Growing up in the Himalayas surrounded by brilliant women with broken dreams, and how that shaped her hunger for agency at a time when no recipe existed for women like her Being one of 12 women in a college of 3,000 men and becoming the first female valedictorian in the institution's 100 year history What she learned scaling Cognizant's health vertical by giving away power before she had any, and why that was the most strategic move she made How she decoded great leadership by surrounding herself with human textbooks, including mentors under 30, even at 62 Why she believes women need sponsors far more than mentors, and what it actually means to be worthy of one The mistake she sees leaders making in healthcare AI right now, and the more audacious problems she believes women should be solving Simmi Singh is proof that intellectual homelessness, the restless feeling of living on the bridges between worlds, is not a liability. It is the rarest kind of preparation.

Chrissy Cox, VP & Head of Corporate Development, Booz Allen Hamilton ​​Booz Allen Hamilton didn't build one of the most active acquisition programs in federal tech by waiting for banker inbounds. They built it by showing up years before anyone else. Chrissy Cox has built Booz Allen's corporate development function from scratch and done it twice. Her team was named Deal Team of the Year by the Association for Corporate Growth, and under her leadership, roughly 80% of their acquisitions come from companies they already have a relationship with. That's not luck, it's a system. In this episode, she breaks down exactly how that system works — from pipeline development to cultural diligence to integration ownership — and what most corp dev teams get wrong before they ever get to LOI. What You'll Learn in This Episode How to build a proprietary pipeline that makes you the preferred buyer before a process starts The specific cultural fit questions Chrissy asks — and the one answer that ended a deal on the spot Why she tells founder-led sellers to hire their own banker, even on proprietary deals How to navigate a carve-out when scope is impossible to fully define upfront When spinning out a business beats building it internally The three mistakes that derail most corp dev functions before they find their footing This episode is sponsored by M&A Science Intelligence Hub If you're trying  to move from cold outreach to genuine relationship-building with targets, the Intelligence Hub has the Partner-First Acquisition Evaluation Playbook — a practitioner-built framework for structuring pre-acquisition partnerships, evaluating targets through the lens of existing relationships, and moving from partner to acquirer with conviction. Become an M&A Scientist at www.mascience.com/membership  _____________________ ‍This episode is also sponsored by DealRoom‍ The best M&A teams close deals faster...not because they work harder, but because they have better systems. DealRoom helps you manage your entire deal lifecycle from target identification through close. No more hunting for documents or wondering what's blocking progress. Request a Demo today: https://hubs.ly/Q03ZMvQX0 ____________________ Episode Chapters  [00:00:00] Intro [00:04:20] Chrissy Cox's path into M&A [00:05:04] Building Booz Allen's corp dev function [00:10:32] How Booz Allen builds a proprietary deal pipeline [00:15:08] The partner-first approach to acquisitions [00:20:31] When founders should consider selling [00:23:49] Why culture can kill a great deal [00:29:40] Carve-out lessons from the PAR Government deal [00:33:24] Why founders should hire bankers [00:43:43] Integration: protect the secret sauce [00:48:01] The biggest mistakes in corporate development [00:49:33] The craziest thing about M&A

*Originally released in April 2022Steve Escaravage, Executive Vice President at Booz Allen, talks about what A.I. is and its uses at Booz Allen, as well as popular ideas surrounding artificial intelligence. Tim and Steve also discuss how entrepreneurs can approach opportunities to collaborate with venture capital firms, hurdles to A.I. development, and Steve's thoughts on where the technology is headed.

A white canvas. One black line. Nothing else.This is Bernhard's favorite painting—by German artist Lilo Rinkens—a meditation on the empty space.THE QUESTION:AI and digital tools encroach on every moment. Phones are with us constantly.What do we need to counter that? The empty space.THE LILO RINKENS PAINTING:German painter. Large white canvas. One black line.Bernhard discovered her at Booz Allen (now Strategy&) in Munich. Her earlier work: letters and handwriting you couldn't read."The Kelly Briefe" (book with poet Wolf Wondratschek): He typed letters, she answered in beautiful handwritten letters—unreadable but full of energy.Studio visit: Six paintings, one black line each."One line spoke to me immediately. It gave me positive energy.""A play on the empty space. Just this one line. It takes time that it grows on you."PETER BROOK - THE EMPTY SPACE:British theatre director: "Any empty space with a person walking across is actually a stage."Away from detailed sets → Big, empty stages."The actor or singer had to be even more present than ever before."JOHN CAGE - 4'33":American composer. Famous piece: 4 minutes and 33 seconds of silence."Peace and quiet of nothing at all."Performers can move, but no note whatsoever.First performance: Audience outrage."An experiment on the empty space."TRUE EMPTY SPACE:"When you think back to your normal week, when you actually have a really empty space—where you don't look at anything, you don't listen to anything, you just focus on yourself."Meditation apps?"I'm skeptical because they make you believe you're in an empty space, but you're not—you have them in your ears."True empty space:"Just us, nothing else. We don't see, hear, taste, smell, or touch anything."All five senses: Nothing. Just you.ANECHOIC CHAMBERS:US experiments in rooms with no echo."You felt deaf because even if a person was speaking to you, you couldn't hear them."How long could people stay: "Just a couple of minutes until everyone wants to get out."Why? "It's uncomfortable. We are so used to hear things unconsciously. But the empty space is different. It is silence. It's just being."BERNHARD'S PRACTICE:"Finding that empty space in myself and staying there for a couple of minutes is quite a challenge, to be honest.""It's so much easier to look at my phone or go to my computer than just be with myself in that empty space."Why it matters:"With all the digital input we get, and that will be increasing, the empty space becomes more important."WHY IT'S UNCOMFORTABLE:"Things come up which we have buried really far down. Pictures that are not pleasant. But it is important to give these feelings, emotions, experiences the space they need so we can resolve them over time."THE INVITATION:"For this week I invite you to experiment with the empty space."How:Go somewhere undisturbedSit or stand for a couple of minutesClose your eyesFocus on pictures from insideFocus on sounds from insideJust let it beThe promise:"Things will come up you never imagined and you'll come out different.""This is one of the most fantastic human experiences we can have."THIS WEEK:Find 5 minutes of true empty space.No phone. No apps. No input. Just you.Share your experience: www.bernhardkerres.comLINKS:RolePlays.AI: www.roleplays.aiBernhard: www.bernhardkerres.com#EmptySpace #Meditation #Silence #JohnCage #PeterBrook

The annual tradition continues!David Kim (

Mark Girard of Booz Allen Hamilton pulls back the curtain on what it takes to build and grow a cleared career inside one of the defense industry's top advanced technology employers. He explains how Booz Allen's culture allows professionals to “choose their own adventure” by reinventing themselves across projects, clients, and technologies—including software development, cloud, geospatial work, cybersecurity, AI, and emerging areas like quantum. Learn why tailoring your resume to specific roles—and being proactive at events—can turn a single connection into a long-term career.Find complete show notes at: https://clearedjobs.net/booz-allen-hamilton-choosing-your-own-adventure-podcast_ This show is brought to you by ClearedJobs.Net. Have feedback or questions for us? Email us at ajones@clearedjobs.net. Create a cleared job seeker profile on ClearedJobs.Net. Engage with us on LinkedIn, Facebook, Instagram, X, or YouTube. _

This week on All Quiet on the Second Front, Tyler sits down with Brian MacCarthy to talk about why defense innovation keeps getting stuck between good ideas and real delivery. They dig into why the ecosystem keeps confusing motion with progress, and what it takes to get past pilots and into production.What's Happening on the Second Front:Why capital without execution doesn't move the missionThe real friction slowing commercial tech adoption in governmentCulture change as the hardest (and most necessary) battlegroundWhy “prime vs. neoprime” misses the pointWhat it actually takes to move from pilots to scaled impactConnect with BrianLinkedIn: Brian MacCarthyConnect with TylerLinkedIn: Tyler Sweatt

Farrukh Bezar and Railway Age Editor-In-Chief William C. Vantuono discuss the proposed Union Pacific-Norfolk merger to create the first east-west transcontinental Class I railroad in the U.S. Bezar offers his views on market conditions and the regulatory environment, truck-to-rail conversion, rail-to-rail competition and how the merger could impact the North American rail industry, among other topics of interest. Farrukh Bezar has more than 30 years of consulting, investment and industry experience in the transportation, logistics, financial services and supply chain industries. His areas of expertise include strategic planning and growth strategy, operations improvement, sales effectiveness and mergers and acquisitions support. A Partner at Littlejohn & Company, an integrated private equity and special situations investor focused on industrial and services companies in North America, Bezar is a strategic advisor, board member and investor across the transportation and logistics sector. Bezar spent five years at CSX as Chief Strategy & Innovation Officer and Senior Vice President, Marketing. Launching his career as a Senior Analyst, Intermodal Marketing & Sales at the Santa Fe Railway, he has also held senior-level positions at The Clarendon Group, Oliver Wyman, A.T. Kearney and Booz Allen & Hamilton. He also was a Founding Partner of Miami-based Lynwood Capital Partners. Farrukh Bezar is a featured speaker at the Railway Age “Next-Gen Freight Rail Conference” at the Union League Club of Chicago, March 10, 2026. Confirmed participants include Jim Vena (UP), Mark George (NS), Keith Creel (CPKC), Tracy Robinson (CN), Tom G. Williams (BNSF), Patrick Fuchs and Michelle Schultz (STB), and 2026 Railroader of the Year John Orr.

In the security news this week: Residential proxy abuse is everywhere this week: from Google's takedown of IPIDEA to massive Citrix NetScaler scanning and the Badbox 2.0 botnet Supply chain fun time: Notepad++ updates were hijacked Attackers set their sights on: Ivanti EPMM, Dell Unity storage, Fortinet VPNs/firewalls, and ASUSTOR NAS devices Russian state hackers went after Poland's grid Is ICE on a surveillance shopping spree and into hacking anti-ICE apps? Ukraine's war-time Starlink problem is turning into a policy and controls experiment The AI security theme is alive and well with exposed LLM endpoints, OpenClaw/Moltbot/Moltbook fiasco, and letting anyone hijack agents Signed forensic driver for Windows is still an EDR killer The Trump administration's rollback of software security attestation National Cyber Director Sean Cairncross says: “less regulation, more cooperation.” Finally, there are some “only in infosec” human stories: * pen testers arrested in Iowa now getting a settlement, * a Google engineer convicted over stolen AI IP, * Booz Allen losing Treasury work over intentional insider leaks, * and an “AI psychosis” saga at an adult-content platform. Visit https://www.securityweekly.com/psw for all the latest episodes! Show Notes: https://securityweekly.com/psw-912

In the security news this week: Residential proxy abuse is everywhere this week: from Google's takedown of IPIDEA to massive Citrix NetScaler scanning and the Badbox 2.0 botnet Supply chain fun time: Notepad++ updates were hijacked Attackers set their sights on: Ivanti EPMM, Dell Unity storage, Fortinet VPNs/firewalls, and ASUSTOR NAS devices Russian state hackers went after Poland's grid Is ICE on a surveillance shopping spree and into hacking anti-ICE apps? Ukraine's war-time Starlink problem is turning into a policy and controls experiment The AI security theme is alive and well with exposed LLM endpoints, OpenClaw/Moltbot/Moltbook fiasco, and letting anyone hijack agents Signed forensic driver for Windows is still an EDR killer The Trump administration's rollback of software security attestation National Cyber Director Sean Cairncross says: "less regulation, more cooperation." Finally, there are some "only in infosec" human stories: * pen testers arrested in Iowa now getting a settlement, * a Google engineer convicted over stolen AI IP, * Booz Allen losing Treasury work over intentional insider leaks, * and an "AI psychosis" saga at an adult-content platform. Show Notes: https://securityweekly.com/psw-912

In the security news this week: Residential proxy abuse is everywhere this week: from Google's takedown of IPIDEA to massive Citrix NetScaler scanning and the Badbox 2.0 botnet Supply chain fun time: Notepad++ updates were hijacked Attackers set their sights on: Ivanti EPMM, Dell Unity storage, Fortinet VPNs/firewalls, and ASUSTOR NAS devices Russian state hackers went after Poland's grid Is ICE on a surveillance shopping spree and into hacking anti-ICE apps? Ukraine's war-time Starlink problem is turning into a policy and controls experiment The AI security theme is alive and well with exposed LLM endpoints, OpenClaw/Moltbot/Moltbook fiasco, and letting anyone hijack agents Signed forensic driver for Windows is still an EDR killer The Trump administration's rollback of software security attestation National Cyber Director Sean Cairncross says: "less regulation, more cooperation." Finally, there are some "only in infosec" human stories: * pen testers arrested in Iowa now getting a settlement, * a Google engineer convicted over stolen AI IP, * Booz Allen losing Treasury work over intentional insider leaks, * and an "AI psychosis" saga at an adult-content platform. Visit https://www.securityweekly.com/psw for all the latest episodes! Show Notes: https://securityweekly.com/psw-912

In the security news this week: Residential proxy abuse is everywhere this week: from Google's takedown of IPIDEA to massive Citrix NetScaler scanning and the Badbox 2.0 botnet Supply chain fun time: Notepad++ updates were hijacked Attackers set their sights on: Ivanti EPMM, Dell Unity storage, Fortinet VPNs/firewalls, and ASUSTOR NAS devices Russian state hackers went after Poland's grid Is ICE on a surveillance shopping spree and into hacking anti-ICE apps? Ukraine's war-time Starlink problem is turning into a policy and controls experiment The AI security theme is alive and well with exposed LLM endpoints, OpenClaw/Moltbot/Moltbook fiasco, and letting anyone hijack agents Signed forensic driver for Windows is still an EDR killer The Trump administration's rollback of software security attestation National Cyber Director Sean Cairncross says: "less regulation, more cooperation." Finally, there are some "only in infosec" human stories: * pen testers arrested in Iowa now getting a settlement, * a Google engineer convicted over stolen AI IP, * Booz Allen losing Treasury work over intentional insider leaks, * and an "AI psychosis" saga at an adult-content platform. Show Notes: https://securityweekly.com/psw-912

In this episode of The Lending Brief  (sponsored by Allocore), Bill Webner, CEO of Allocore, joins the podcast to break down why federal lending remains one of government's most mission-critical—but technologically neglected—functions, and what it will take to modernize it at scale.Drawing on his career spanning Freddie Mac, Booz Allen, Capgemini, and now Allocore, Webner explains how legacy, fragmented loan systems slow disbursements, increase fraud risk, and drive unnecessary operating costs across more than 175 federal credit programs. He contrasts the federal approach with modern commercial banking platforms, where speed and accountability are the norm, not the exception.The conversation explores lessons from SBA's pandemic-era lending programs, why emergency conditions often catalyze modernization, and how a sanctioned, shared lending platform could dramatically improve speed to disbursement, borrower experience, and fraud prevention across government. Webner also discusses why federal lending modernization is uniquely solvable, how it mirrors past shared-services efforts like payroll and travel, and why getting this right has an outsized impact on the broader economy.Want more from The Lending Brief? Check out The Lending Brief Newsletter.

Silver and Gold – Still Going. Big week for earnings. Fed decision on Wednesday. Nat Gas price exploding higher. US Dollar drops hard over past few days. PLUS we are now on Spotify and Amazon Music/Podcasts! Click HERE for Show Notes and Links DHUnplugged is now streaming live - with listener chat. Click on link on the right sidebar. Love the Show? Then how about a Donation? Follow John C. Dvorak on Twitter Follow Andrew Horowitz on Twitter Warm-Up - What we learned from Davos - President Miyagi - tariffs on, tariffs off - January: stocks are trying to finish with gains - Small-caps flying - S&P  500: All-time highs going into earnings Markets - Silver and Gold - Still Going - Big week for earnings - Fed decision on Wednesday - Nat Gas price exploding - US Dollar drops hard over past few days Can't Keep Track Anymore -Trump has announced he is raising tariffs on South Korean imports to 25% after accusing Seoul of "not living up" to a trade deal reached last year. - In a post on social media, Trump said he would increase levies on South Korea from 15% across a range of products including automobiles, lumber, pharmaceuticals and "all other Reciprocal TARIFFS". - South Korea is planning on voting on the "agreement" with the US in February - KOSPI hits all-time high after being down 1% on the news - S. Korea President re-affirms their commitments Davos - 2026 - What we learned - Not much - Same bifurcated view of the world - Trump backed off the Greenland threats - Framework of a "deal" / "plan" - So, no tariffs - (Going to get a boy who cried wolf ....) Gold and Silver - Off to the races - Silver was up again in a big way Monday. Fell back down to earth (up 5% from up 15% earlier in the day - Hovering around $110 - that is impressive - parabolic move - GOLD! - Proving itself as a USD hedge and safety trade (Bitcoin in the dust) - Gold above $5,000 per ounce - - Plenty of reports that central banks are buying up| - USD weakness Economy - Still Strong - The US economy expanded in the third quarter by slightly more than initially reported, supported by stronger exports and a smaller drag from inventories. - Inflation-adjusted gross domestic product increased at a revised 4.4% annualized rate, the fastest in two years, according to Bureau of Economic Analysis data. - Consumer spending advanced at a 3.5% annualized pace last quarter, reflecting the fastest pace of outlays for services in three years, while spending on goods also accelerated from the previous quarter. Amazon - Trimming.... 30,000 jobs is plan - First half of that was in October and now trhery are laying off the remainder - CEO Jassey says that it is not financial of AI issues ---- Again - why so important to state that and make that a focal point? - Layoffs amount to 10% of the corporate workforce - Company still has 1.5 million employees Comeback? - Spirit Airlines is in talks with investment firm Castlelake for a potential takeover of the discount airline, CNBC has learned. - Remember, all started when Jetblue deal was blocked - Frontier tried - Spirit tried a few times to get head above water - nothing worked Booz Cancelled - Treasury Secretary Scott Bessent canceled department contracts with the consulting firm Booz Allen Hamilton, whose employee leaked President Donald Trump's tax records to The New York Times. - The department noted that between 2018 and 2020, Booz Allen employee Charles Edward Littlejohn “stole and leaked the confidential tax returns and return information of hundreds of thousands of taxpayers.” - Booz Allen Hamilton's stock price dropped by more than 10% on the heels of the Treasury Department's announcement. - Why does Booz have tax records in the first place? - Stock down 50% since end of 2024 Private Credit - BlackRock TCP Capital shares lower by 13% after it disclosed Friday night that net asset value declined approximately 19.0%; other private credit stocks falling in sympathy - The Company's net asset value per share as of December 31, 2025 to be between approximately $7.05 and $7.09, an anticipated decline of approximately 19.0% during the quarter ended December 31, 2025, compared to a net asset value per share of $8.71 as of September 30, 2025. - This decline is primarily driven by issuer-specific developments during the quarter. - The Company's net investment income per share to be between approximately $0.24 and $0.26 for the three months ended December 31, 2025. - Decliners: TCPC -13.40% OWL -3.07% ARES -3.30% KKR -2.08% BAM -0.41% CG -0.33% Zoom Communications - Valuation of Anthropic stake - The news is driving shares higher as analysts suggest ZM's $51 mln stake could now be worth between $2-$4 bln based on Anthropic's rumored $350 bln valuation, effectively acting as a "hidden gem" on its balance sheet. - From a fundamental perspective, the company's performance has also significantly improved, evidenced by its Q3 beat-and-raise report in late November where revenue rose 4.4% yr/yr to $1.23 bln. - This stronger financial performance is being driven by robust growth in the Enterprise segment, the rapid adoption of AI Companion features, and the scaling of adjacent growth businesses like Zoom Contact Center and Workvivo. - Consequently, the combination of high-margin operational rigor -- highlighted by a 41.2% non-GAAP operating margin -- and the massive unrealized gains from its AI investments has shifted investor sentiment firmly back toward growth. UNH and Health Stocks - DOWN 20% today - The administration's proposal (via the Centers for Medicare & Medicaid Services, or CMS) for Medicare Advantage reimbursement rates to rise by only 0.09% in 2027. This was far below Wall Street expectations of 4-6% (or higher), following a more generous ~5% increase for 2026. - The near-flat rate aims to improve payment accuracy, curb overbilling practices, and protect taxpayers, according to CMS statements, but it sparked widespread concerns about squeezed insurer margins, potential benefit cuts for seniors, reduced plan offerings, or market exits. - UnitedHealth has significant exposure to Medicare Advantage (roughly 30% of national enrollment), making it particularly vulnerable. The proposal, announced late Monday (January 26), led to a broader sell-off in health insurers: - - Humana (HUM) plunged over 20-21%. - - CVS Health (CVS) and Elevance Health (ELV) each dropped around 13-14%. Tech Earnings Microsoft (MSFT) Reports: Wednesday, January 28 (After Market Close) - Wall Street Expectations:  Earnings per share (EPS): about $3.86 and Revenue: about $80 billion - Growth: high teens year over year revenue growth - Investors are focused on Azure and broader cloud growth, particularly how much of that growth is coming from AI related demand. Microsoft has built a reputation for consistent execution, which also means expectations are high. The critical issues will be cloud growth sustainability, margin stability, and how aggressively management plans to keep spending on AI infrastructure. Meta Platforms (META) Reports: Wednesday, January 28 (After Market Close) - Wall Street Expectations:  EPS: about $8.15–$8.20 and Revenue: about $58–$59 billion - Growth: roughly 20–21% year over year revenue growth - Advertising remains the core driver, with AI driven ad targeting continuing to improve returns for advertisers. While topline growth expectations remain strong, investors are closely watching expense growth. The biggest question is whether rising AI and infrastructure spending can be managed without eroding margins or spooking investors, as Meta works through the next phase of its AI strategy. Tesla (TSLA) Reports: Wednesday, January 28 (After Market Close) - Wall Street Expectations:  EPS (non GAAP): about $0.40–$0.45 and Revenue: about $24.5–$25 billion - Trend: earnings expected to be sharply lower than a year ago - Tesla enters earnings with the weakest expectations among the major tech names this week. Vehicle deliveries declined year over year, and automotive margins remain under pressure. While the energy and services segments continue to grow, they are not yet large enough to offset slowing EV demand. - Investors will be far more focused on forward guidance than on the quarter itself—particularly updates on Full Self Driving, robotaxis, and the broader AI roadmap. Apple (AAPL) Reports: Thursday, January 29 (After Market Close) Wall Street Expectations -  EPS: about $2.65–$2.67 and Revenue: about $138 billion Growth: approximately 11–12% year over year revenue growth - This is Apple's most important quarter of the year. Expectations call for record revenue driven by the iPhone 17 cycle and continued Services growth. The focus will be on margins, China demand, and forward guidance—particularly how higher costs (memory prices and tariffs) may impact profitability. Apple typically beats expectations, but the stock reaction will hinge on what management says about growth beyond this quarter. Company Ticker Report Date Est. EPS Key Focus Area Microsoft MSFT Wed, Jan 28 (AMC) $3.92 Azure AI revenue growth & CapEx spending Meta Platforms META Wed, Jan 28 (AMC) $8.17 Ad monetization of AI & 2026 CapEx guidance Tesla TSLA Wed, Jan 28 (AMC) $0.45 Full Self-Driving (FSD) & Robotaxi updates Apple AAPL Thu, Jan 29 (AMC) Varies iPhone 17 demand & Apple Intelligence rollout ServiceNow NOW Wed, Jan 28 (AMC) $0.88 Enterprise AI software adoption rates IBM IBM Wed, Jan 28 (AMC) $4.28 Hybrid cloud and watsonx performance *AMC = After Market Close; EPS = Earnings Per Share (Consensus Estimates) Boeing - The company's airplane deliveries last year were the highest since 2018, helping drive revenue. Boeing brought in $23.9 billion in the last three months of 2025, a 57% increase over the same period in 2024 and topping analysts' expectations. Cash flow of $400 million was roughly double what Wall Street was expecting. - Boeing brought in $23.9 billion in the last three months of 2025, a 57% increase over the same period in 2024. The airplane manufacturer delivered 600 airplanes last year, up from 348 a year earlier. Another MoonShot - U.S. natural gas prices surged over 17% on Monday morning, climbing above $6 for the first time since late 2022. - It comes as Winter Storm Fern leaves hundreds of thousands without power and forces mass flight cancellations. - The National Weather Service has forecast wind chills as low as -50 degrees Fahrenheit (-45.56 degrees Celsius) across the eastern two-thirds of the U.S. this week. -Up 68% YTD - Nat gas is used in a whole lot of things - electrical grid 43% is fueled by Nat Gas Government - Not Again! - Seems like Dems are threatening a shutdown again - A partial U.S. government shutdown is set to begin on Friday, January 30, 2026. - The Senate is expected to vote on a funding package to avert this shutdown, with delays from a winter storm pushing initial votes to at least January 27, 2026 - The issue is being exacerbated with the ICE / Minnesota issues This is precious - Ex-finance minister Noda currently co-heads largest opposition party - He says that Japan unlikely to get international consent for intervention - Yen, bond selloff requires Japan to be in crisis mode, he says - Government must vow to restore fiscal discipline to end yen fall, Noda says - Japan must create environment allowing for steady BOJ rate hikes, he says - THIS shows us all that the whole thing with these guys/gals is all political. - NEVER EVER if he was in the role would he say anything like this.       Love the Show? Then how about a Donation? ANNOUNCING THE WINNER OF THE THE CLOSEST TO THE PIN CUP 2025 Winners will be getting great stuff like the new "OFFICIAL" DHUnplugged Shirt!     FED AND CRYPTO LIMERICKS   See this week's stock picks HERE Follow John C. Dvorak on Twitter Follow Andrew Horowitz on Twitter

The hits keep coming for federal consulting contractors. First, the Trump administration questioned the value of these types of contracts, leading to a significant reduction in existing deals and the slow down of awards of new solicitations. Now the Treasury Department is taking aim specifically at one of the biggest vendors. Treasury cancelled all 31 of its contracts with Booz Allen Hamilton. For more on why Treasury is taking these actions and what it means for the consulting market more broadly, Federal News Network executive editor Jason Miller joins me now.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The General Services Administration has leaned into its role as a central, shared services provider for the rest of the federal government during the second Trump administration. In particular, it has taken a leadership position centralizing most federal procurement under one roof and serving as a sort of clearinghouse for federal AI efforts. With so much transformation underway, the GSA during Trump 2.0 has taken on an even brighter spotlight, fueling federal operations. Miranda Nazzaro is the FedScoop reporter covering GSA during this pivotal time, and she joins the podcast to discuss some of the agency's top priorities, from OneGov and the TMF to eliminating woke AI, among others. The Treasury Department said Monday that it would cancel all of its contracts with Booz Allen Hamilton, linking the decision to a former employee now serving prison time for leaking tax returns. Treasury Secretary Scott Bessent said in a three-paragraph press release that the agency's 31 contracts with Booz Allen Hamilton — worth $21 million in total obligations and $4.8 million in annual spending — would be scrapped as part of President Donald Trump's push to “root out waste, fraud and abuse.” “Canceling these contracts is an essential step to increasing Americans' trust in government,” Bessent said. “Booz Allen failed to implement adequate safeguards to protect sensitive data, including the confidential taxpayer information it had access to through its contracts with the Internal Revenue Service.” A Booz spokesperson said in an email to FedScoop that the firm was “surprised by this announcement” — especially given Treasury's reasoning regarding Charles Edward Littlejohn, who between 2018 and 2020 leaked the confidential tax returns and information of hundreds of thousands of taxpayers. “Booz Allen fully supported the U.S. government in its investigation, and the government expressed gratitude for our assistance, which led to Littlejohn's prosecution,” the Booz spokesperson said. “We were surprised by this announcement and look forward to discussing this matter with Treasury.” Per the Treasury release, the IRS determined that the data breach affected roughly 406,000 taxpayers. Littlejohn, who was sentenced to five years in prison last January after pleading guilty to one count of disclosing tax return information without authorization, leaked the returns of Trump, Elon Musk and other wealthy individuals to a pair of news organizations. NASA has a new top official for artificial intelligence and data. Kevin Murphy began serving in an acting capacity in both roles Nov. 30, 2025, NASA spokesperson Jennifer Dooren confirmed to FedScoop in an email. He replaces David Salvagnini, who was the agency's CDO for roughly two-and-a-half years, and CAIO for just over a year-and-a-half. Salvagnini was the agency's first-ever CAIO. According to Murphy's LinkedIn, he has been at NASA for over 17 years. He first served as a system architect at NASA's Goddard Space Flight Center and has held a series of data-related roles, including chief science data officer. As the agency's lead for data science, Murphy has already worked to advance technologies — such as cloud computing, machine learning, and data platforms — for use with NASA's scientific data, per an agency bio. He also oversees the agency's high-end computing capability (HECC) portfolio, which deploys computing technologies to support large-scale modeling, simulation and analysis at the agency. Murphy's designation as acting CAIO and CDO comes after Salvagnini announced his plans to leave the agency in a LinkedIn post roughly two months ago. In that post, Salvagnini said he opted into the Trump administration's deferred resignation program. He said he began his transition Oct. 31 and would retire from federal service in the spring of 2026.

Welcome to the Daily Compliance News. Each day, Tom Fox, the Voice of Compliance, brings you compliance-related stories to start your day. Sit back, enjoy a cup of morning coffee, and listen in to the Daily Compliance News. All, from the Compliance Podcast Network. Each day, we consider four stories from the business world, compliance, ethics, risk management, leadership, or general interest for the compliance professional. Top stories include: Santander fined for AML oversights. (Bloomberg) TikTok to collect precise user geo-data. (BBC) DOT cancels Booz Allen contract over tax information leaks. (FT) Why people matter more in the age of AI. (FT) Learn more about your ad choices. Visit megaphone.fm/adchoices

Season 3 Premiere: “Marketplace Model for Government: Faster Discovery, Faster Awards” Ratio Exchange founders Jim Benson and Josiah Cushing join Nick Schutt to explain why open marketplaces — not rigid contract vehicles — are the future of rapid federal acquisition. We dive into: Building Ratio: from Booz Allen roots to disrupting federal sourcing Market-as-a-Service: stand up ecosystems in days, connect demand directly to supply Real examples: Tradewinds, Softwerx, defense underwater drones, self-tying boots Cautious AI use: best models per use case, no all-in bets Why cultural change (not just tech) is the real barrier to faster awards Hope: missions connecting straight to market, unconstrained innovation If you're tired of slow federal sourcing, this episode is your 2026 wake-up call. Channel: @RobotsandRedTapeAI | Host: Nick Schutt Subscribe — Season 3 is here.

About Mary Varghese Presti:Mary Varghese Presti is a transformational healthcare leader with over two decades of experience spanning clinical care, federal reform, biopharma, and health technology. As Corporate Vice President of Microsoft Health & Life Sciences, she drives growth in complex environments by creating clear strategy, aligning organizations, and operationalizing execution with discipline. Her prior roles include leading Nuance's Dragon Medical business, overseeing IBM Watson Health's Life Sciences portfolio, incubating new ventures at athenahealth, and driving digital-health transformation at Pfizer. She began her career as a pediatric nurse at Johns Hopkins and later helped shape national health IT and payment reforms at Booz Allen. Known for navigating complexity with optimism and rigor, she consistently turns ambiguity into strategy and strategy into measurable results.Things You'll Learn:AI in healthcare is evolving from simple assistants to agentic services that can independently execute predictable workflows, allowing clinicians to regain time and focus. This shift enables a hybrid workforce where human and digital colleagues work side by side.Dragon Copilot for nurses was designed specifically to support the way nurses document care, capturing structured inputs such as vitals, intake/output, and observations through natural speech. By reducing EHR time and ambiently recording bedside interactions, it helps turn “caring out loud” into complete documentation.Nurses spend more than a quarter of their 12-hour shifts documenting in the EHR, often feeling emotionally torn between screens and patients. AI that listens in the background can significantly reduce this burden while allowing for more presence at the bedside.New tools are starting to expose the “invisible work” nurses perform, from constant micro-assessments to coordination with ancillary departments. Making this work visible is a critical step toward properly valuing nursing labor and improving workforce planning.Real-world use cases, such as AI agents assembling data for tumor boards at academic centers, show that agentic workflows can compress decision timelines from weeks to days. These same principles can be extended to many clinical and non-clinical tasks, accelerating care while preserving clinician judgment.Resources:Connect with and follow Mary Varghese Presti on LinkedIn.Follow Microsoft on LinkedIn.Visit the Microsoft and Life Sciences website.Listen to Mary's previous interview on our podcast here.Watch Mary's keynote presentation at the HLTH conference here.

In this podcast episode, Dr. Jonathan H. Westover talks with Francoise Brougher about rethinking the workforce of the future. Francoise Brougher is a pioneering technology leader with more than 25 years of experience scaling category-defining companies and driving AI-first business transformation. She currently serves as the Chief Executive Officer and Board Member at Pebl (formerly Velocity Global), where she is leading the company's reinvention as an AI-first global workforce platform. Under her leadership, Pebl is reshaping the Employer of Record industry by combining 10+ years of compliance precision with AI-driven simplicity, speed, and transparency, empowering companies to hire and manage talent across 185+ countries. Francoise has a proven track record of building and scaling global organizations responsible for multi-billion-dollar revenue growth. She took both Square (2015) and Pinterest (2019) public as the executive leader of GTM strategy. Earlier at Google, she scaled SMB Global Sales and Operations into a 15B+ business, pioneering the application of machine learning to customer engagement. She currently serves on the boards of Qonto (Chair, Compensation Committee), Too Good To Go, and as a Board Observer at Alan. She started her career in Japan, working for L'Oreal in a manufacturing plant for three years, where she installed a Computer-Assisted Manufacturing System. After her MBA, she joined Booz Allen and Hamilton in Paris and San Francisco. Check out all of the podcasts in the HCI Podcast Network!

Jon Pundyk is a Dartmouth MBA, P&G brand manager, and a Booz-Allen strategy consultant. He's been in Glamorise for 35 years. Glamorise is a size-inclusive lingerie brand that designs bras for curvy women. Founded in New York City in 1921, Glamorise is one of the world's oldest bra manufacturers, and it has been size-inclusive since their inception.In This Conversation We Discuss:[00:28] Intro[00:53] Learning the fundamentals of consumer marketing[02:01] Climbing the ladder one title at a time[02:17] Pivoting a century-old business online[04:01] Transitioning from wholesale to direct-to-consumer[07:33] Balancing wholesale partners with D2C growth[10:08] Stay updated with new episodes[10:18] Investing ahead for scalable D2C growth[13:43] Sponsors: Electric Eye, Freight, Taboola, Next Insurance[19:16] Collecting data before knowing how to use it[20:25] Leveraging legacy brand recognition online[23:05] Relying on product quality to drive loyalty[24:08] Driving growth through actionable data insightsResources:Subscribe to Honest Ecommerce on Youtube https://www.youtube.com/c/HonestEcommerce?sub_confirmation=1Plus size bras & lingeries for full-figured women glamorise.com/Follow Jon Pundyk linkedin.com/in/jrpundykSchedule an intro call with one of our experts electriceye.io/connectTurn your domestic business into an international business freightright.com/honestPerformance beyond Search and Social discover.taboola.com/honest/Tailored business insurance. Zero hassle. Big savings nextinsurance.com/honest/If you're enjoying the show, we'd love it if you left Honest Ecommerce a review on Apple Podcasts. It makes a huge impact on the success of the podcast, and we love reading every one of your reviews!

Welcome and Introduction- Will Townsend welcomes Anshel Sag to episode 240 of G2 on 5G.- Coverage of six topics spanning 5G and 6G developments.T-Mobile's Edge Control Solution- Launch of Edge Control at fourth annual Innovate Awards.- Combines 5G advanced network with local breakout for private-like cellular experience.- Zero on-premise infrastructure requirement distinguishes this solution.- Strategic positioning against Verizon and AT&T in enterprise cellular offerings.Nvidia and Nokia Partnership- Extension of aerial RAN computer announcements for 6G.- Nvidia's billion-dollar investment in Nokia signals strategic alignment.- Partnership includes T-Mobile and Dell Technologies for server infrastructure.- Nokia stock surged 25% following the announcement.All-American AI RAN Stack- Announcement of domesticated supply chain for 6G development.- Nvidia's aerial platform moving to open source to accelerate adoption.- Full-stack solution involving Cisco, Mitre, and Booz Allen.- Focus on spectrum sensing and computer vision applications.Nvidia DGX Spark Developer Experience- Anshel Sag shares hands-on experience with DGX Spark device.- 200 gigabit connectivity and scalable memory capacity.- Simplified software stack enables AI deployment without extensive coding knowledge.Samsung Networks and SoftBank MOU- Joint research agreement for 6G and AI-based RAN technologies.- Four focus areas: 6G, AI for RAN, AI in RAN, and large telecom models.- Cultural significance of Korean-Japanese partnership in telecommunications.5G Techratory Event Insights- Will Townsend's experience hosting panels in the Baltic region.- "Defense of 5G" panel discussion with European experts and skeptics.- Challenges in European 5G deployment due to fragmented regulation.- Delayed standalone 5G rollout creating similar frustrations as experienced in U.S.Fixed Wireless Access as Killer Use Case- FWA success in U.S. market with T-Mobile leading adoption.- AT&T's Internet Air product serving consumers and enterprises.Verizon's Fiber Expansion Strategy- New CEO driving aggressive fiber buildout through wholesale partnerships.- Deal with Eaton Fiber for network expansion without direct capital investment.- Following AT&T's successful fiber strategy after years of market leadership.Competitive Fiber Market Dynamics- AT&T's overinvestment in fiber driving strong ARPU and earnings performance.- T-Mobile's strategic shift toward fiber for backhaul and FWA support.- Verizon's Pac-Man approach with Frontier acquisition correcting previous divestiture.- Competition driving price improvements and better consumer options.

Send us a text with your feedback on an episode and recommendations for topics you'd like us to discussHe has avoided this since the start of the podcast, but Basil and Chris get Ravi to open up about some of his story.  Join the guys as Ravi gets uncomfortable and dives into:Ravi's Family Background and Upbringing: Ravi shared with Basil and Chris the story of his family's immigration journey from India to England, then Canada, and finally New Jersey, highlighting their parents' entrepreneurial spirit in starting a steel fabrication business and the impact of growing up working in a family business alongside their two older brothers.Impact of Upbringing on Career and Personal Development: Ravi discussed with Basil and Chris how early experiences in the family business shaped their work ethic, approach to challenges, and interpersonal skills, and how these lessons influenced their later career choices and personal growth.Educational and Early Career Path: Ravi recounted to Basil and Chris his educational journey from UMass Amherst to Elon College, the decision to move away from engineering to business, and the challenges of entering the workforce without a clear career path, eventually leading to roles in real estate, industrial safety, and management consulting.Career Transitions and Geographic Moves: Ravi described to Basil and Chris major career transitions, including leaving Booz Allen for Parsons, moving from DC to Los Angeles, and the motivations behind these decisions, such as seeking new opportunities for their family and personal growth.Reflections on Mental Health, Support Networks, and Advice for Others: Ravi, in conversation with Basil and Chris, reflected on the importance of mental health, the value of support networks, and offered advice to younger generations about resilience, seeking help, and building meaningful connections.Current Focus and Future Aspirations: Ravi shared with Basil and Chris current priorities, including focusing on family, community involvement, mentoring, and making a positive impact, while expressing a desire to continue personal and professional growth without slowing down.Click subscribe and please leave a rating and review! We appreciate all of our listeners! Please leave a comment and rating via the podcast platform you use to enjoy your podcasts! Make sure to follow the No U-Turn Podcast crew on Linked In and Instagram! Linked In: https://www.linkedin.com/company/no-u-turn-podcast/ Instagram: nouturn_podcast Follow the guys on Linked In: Ravi Singh: www.linkedin.com/in/ravi-h-singh-1508006 Chris Fernando: https://www.linkedin.com/in/chris-fernando Basil Yap: https://www.linkedin.com/in/basil-yap-461b1975 Check out Terry Ann Fernando, the designer of our No U Turn logo: https://www.linkedin.com/in/terry-ann-fernando-70b5b07

Quantum computing might be the most powerful tool we barely understand but Booz Allen's partnership with SEEQC is betting big on its future. By tackling the engineering hurdles, they're aiming to unlock breakthroughs in national security, material science, and beyond. Here to explain how quantum could change everything in the next decade… even if no one can quite explain why it works is Booz Allen's CTO, Bill Vass See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Federal, state, and local agencies are preparing for the most complex security challenge in modern U.S. history. But outdated systems and a lack of coordination could put citizens at risk. Here to explain how to improve the national playbook is Senior VP of Law Enforcement and Homeland Security at Booz Allen, Carl Ghattas.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Booz Allen Hamilton has invested in 17 startups since the launch of its venture capital fund in 2022, which initially had $100 million to work with and is now tripled in size to $300 million.Matt Calderone and Brian MacCarthy, respectively chief financial officer for Booz Allen and its VC organization leader, join for this episode to explain why the firm expanded the fund and all that happens after the investment.As they tell our Ross Wilkers, technologists at both Booz Allen and the startups it invests in collaborate closely to develop the solutions for usage by federal agencies at scale.Calderone and MacCarthy also highlight how reindustrialization is a new area for Booz Allen Ventures, in conjunction with the core tech priorities that have defined the fund over three years.Booz Allen gives big boost to its venture armBooz Allen formally stands up ventures armPROJECT 38: Booz Allen signaling intent with $100M ventures fund

Bill Vass is the Chief Technology Officer of Booz Allen. Vass joins Big Technology Podcast to discuss how governments can harness AI to cut redundancy and deliver better citizen services. Tune in to hear his inside view on LLM deployments from the VA to the International Space Station and the difficulty of modernizing mass bureaucracies. We also cover autonomous driving, humanoid robots, and quantum computing's first real use-cases. Hit play for fascinating look into public sector AI, along with deep perspective on technology's state of the art. --- Enjoying Big Technology Podcast? Please rate us five stars ⭐⭐⭐⭐⭐ in your podcast app of choice. Want a discount for Big Technology on Substack + Discord? Here's 25% off for the first year: https://www.bigtechnology.com/subscribe?coupon=0843016b Questions? Feedback? Write to: bigtechnologypodcast@gmail.com

This week on The MisFitNation Show, host Rich LaMonica sits down with Derek Funk—a 13-year U.S. Army Veteran and longtime contractor who served an additional 13 years supporting Identity Intelligence missions with NGIC. With 8 combat deployments to Iraq and Afghanistan under his belt, Derek brings a gritty, honest perspective on service, sacrifice, and what it really means to continue the mission after the uniform comes off. Today, Derek works as a Scrum Master for Booz Allen, supporting the USMC on PEO Digital, and sits on the Board of Directors for Living Free Together, an organization focused on helping military and Veteran families rebuild, reconnect, and thrive. In this episode, we'll dive into:

The future fight won't be won by those with the biggest budgets, most polished strategies, or largest armies. It will be won by those who can translate breakthrough technology into usable capability at speed and scale. Ryan was joined by Horacio Rozanski, the CEO of Booz Allen, to talk about the role his company is playing in this race. Having reoriented Booz Allen into a technology integrator, he shares the cultural and organizational challenges of turning Booz Allen into a company of builders, the bets being made on emerging technologies, and how his personal journey — from immigrant to Booz Allen intern to CEO — shapes how he sees change.   This is a special cross-posted episode of Cogs of War, our show on defense tech and industry. Click here to subscribe using your podcast app of choice: https://pod.link/1818133762

This episode is a rebroadcast of host Auren Hoffman's appearance on the CMO Confidential Podcast.Auren shares why he believes vendor management is the #1 skill for future executives—and why most companies should rent world-class capabilities rather than hire executives they can't fully utilize. From “scaffolding” young talent to his provocative views on procurement's negative value, Booz Allen, MBAs, and the transformation of private equity, this episode is packed with contrarian insights for CMOs, CEOs, and founders alike.

For technology startups, the closure of an external investment round should be considered only the beginning of a new cycle in their strategies to grow the business and accelerate adoption of their products.Michael Hauser, managing partner for Science Applications International Corp.'s venture capital arm, joins for this episode to explain how SAIC Ventures works with startups after investing in them to bring their technologies into government missions.As Hauser explains to our Ross Wilkers, the SAIC Ventures team acts as a business model scout in addition to playing its role in the parent company's overall tech scouting function.Hauser also walks through the decision process of when a tech is ready for the customer to use, plus how Dairy Queen's famous Blizzard blend helps explain the art and science of technology integration.SAIC backs satellite bus design startupSAIC joins zero trust startup's network of investorsInfleqtion closes $100M Series C roundUndersea drone startup fetches $16M to aid hiring, manufacturing pushVenture investing is part of the M&A conversation tooWT 360: RTX Ventures casts its net wide and far across an expanding tech ecosystemWT 360: For Lockheed's ventures team, its investments are merely step onePROJECT 38: How Razor's Edge Ventures scouts for tech and companiesPROJECT 38: Booz Allen signaling intent with $100M ventures fund

A CMO Confidential Interview with Auren Hoffman, CEO of SafeGraph, formerly co-founder and CEO of LiveRamp. Auren discusses his belief that vendor management is the most critical skill for the future and why most companies should "rent" a high caliber pool of talent instead of hiring individual executives. Key topics include: thoughts on improving your vendor management skill (with outside law firms as an example); the concept of "scaffolding" developing talent; why he believes procurement is a "negative value" function; and why he would short consulting firm Booz Allen. Tune in to hear why he thinks private equity has shifted from making companies better into financial engineers and his belief that an MBA usually has a negative ROI.CMO Confidential: Auren Hoffman on Vendor Management, Talent Strategy, and the Broken MBAIn this week's episode of CMO Confidential, Mike Linton sits down with Auren Hoffman, CEO of SafeGraph and former co-founder/CEO of LiveRamp, to challenge conventional thinking on hiring, procurement, and leadership development.Auren shares why he believes vendor management is the #1 skill for future executives—and why most companies should rent world-class capabilities rather than hire executives they can't fully utilize. From “scaffolding” young talent to his provocative views on procurement's negative value, Booz Allen, MBAs, and the transformation of private equity, this episode is packed with contrarian insights for CMOs, CEOs, and founders alike.

From the ATLIS Annual Conference 2025This episode replays a dynamic panel from the 2025 ATLIS Annual Conference, exploring the future of education with experts in AI, quantum computing, and extended reality (XR). Dr. Jacob Farinholt of Booz Allen, Vriti Saraf of Ed3 DAO, and Patrick Schuermann of Optima XR, along with students Jalen and Maggie, discuss how emerging technologies will reshape learning, the skills students will need, and why human-centered pedagogy remains critical.This episode of Talking Technology with ATLIS is sponsored by Ruvna.ResourcesBooz Allen: https://www.boozallen.comEd3 DAO: https://www.ed3dao.com/Optima Ed: https://optimaxr.ai/The Mount Vernon School: https://mountvernonschool.org/X Prize: https://www.xprize.org/ASU+GSV Summit: https://www.asugsvsummit.com/World Economic Forum: https://www.weforum.org/OECD (Organisation for Economic Co-operation and Development): https://www.oecd.org/UNESCO: https://www.unesco.org/enPine Crest School: https://www.pinecrest.edu/Woodward Academy: https://www.woodward.edu/"The Perfect Match" by Ken Liu: https://www.lightspeedmagazine.com/fiction/the-perfect-match/

What was it like to learn from Dr. Deming himself -- a decade before his name became legend in U.S. business circles? In this deeply personal episode, William Scherkenbach shares with host Andrew Stotz what it was like to sit in Deming's classroom in 1972, join him for late-night chats at the Cosmos Club, and help ignite transformational change at Ford and GM. Learn how Deming's teachings shaped a lifetime of purpose, and why Scherkenbach, now in his 80th year, is stepping back into the arena with lessons still burning bright. TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm here with featured guest William Scherkenbach, and he is known as one of the men who has spent a huge amount of time with Dr. Deming, as he mentioned to me previously, starting from 1972, over a thousand meetings and many other activities that he's been involved in. So, Bill, welcome to the show. Why don't you give us a little background about you?   0:00:39.5 William Scherkenbach: Oh, okay. Good to be here, Andrew. Well, I'm going to start with, since it's about Deming, in '72, I was newly married in April, but had been accepted to NYU Graduate School of Business, and I don't know, I never found out who wrote the course syllabus, but whoever did wrote something that it sounded like a darn interesting course, sampling, manufacturing. I was a protocol officer at the United Nations at the time and was going to night school at the New York University Graduate School of Business. So, I said, this sounds like a good course, interesting course. Had no idea who Dr. Deming was, and I walked into the first class, and there was an old, I'm 26, so he was 72 in 1972, and he was one of the first, one of the only old person who didn't say, I used to be, and I don't want to stereotype all of my peers now that I'm 79, but hopefully I don't fall into the, well, I used to be and what happened. But he did tell, I mean, statistics can be a very technical subject, and the way he taught it, I had courses in some theory of sampling, which was one of his books.   0:02:52.2 William Scherkenbach: He had three, I said three courses. The other course that I took was based on his lectures in Japan in 1950, and in fact, two of them. The third course was an extension of that. So, he was, he would teach the statistics, but he was able to tell the history of the people behind all of the thoughts and the formulas and approaches, and I found that extremely, extremely interesting. And he handed out tons of papers and material, and it was just a very, very good experience. I know he had, and he had, in my opinion, a great sense of humor, but then statisticians, what's our status? Yeah, we're like accountants, in any event. .   0:04:12.2 Andrew Stotz: Why was he teaching? I mean, at 72, most men, you know, maybe women also, but most of us are like, it's the twilight of our years, and we now know he had 30 more years to go, but why was he teaching? And also, what's interesting is when I think about Deming, I think about his overall system of what he's teaching, whereas it's interesting to think about how he taught one relatively narrow subject.   0:04:43.7 William Scherkenbach: I'll get to that as to why I think he was teaching. But yeah, back then there were no 14 Points, no glimmer of Profound Knowledge. It was, not theoretical statistics, but applied statistics with a theory behind it. And he still was really expanding on Shewhart 's work with the difference between enumerative and analytic. He used his own. Now, why he was teaching, years later, probably 1987, so yeah, a bunch of years later, when I was at Ford and I had attended at the time, I attended a senior executive week-long get-together in order to get constancy of purpose or more continuity in the senior executive group. One of the people we brought in was Dr. Peter Kastenbaum. And I found as I attended his lecture in that week-long meeting, he was a student of CI Lewis. And CI Lewis, Deming learned about from Walter Shewhart and his work in the epistemology theory of knowledge. And in any event, Deming, when he was asked, and at the time it was still in the '30s, I think, when he was at the School of Agriculture, or the agriculture department, and bringing in Shewhart, he had tried to get CI Lewis to come talk. And CI said, I would love to, but I have a commitment to my students. And so I can't adjust my schedule.   0:07:33.9 William Scherkenbach: And the students, the people who wanted to learn were sacred. And I think that had a huge impact on Dr. Deming. I mean, he spoke about it a lot. And the way, you know, in a lot of the videos that Clare Crawford-Mason did, lovingly called the old curmudgeon. But for students, he had the greatest empathy and charity for, he just didn't suffer fools gladly. If you showed him that you weren't willing to learn, he took great joy in letting them know where they, where they stood.   0:08:43.1 Andrew Stotz: And one of the things when I went into my first Deming seminar in 1990, so now we're fast forwarding 30 years from when you first met him. It was almost like there was a safe harbor for workers, for young people, for people with open minds. I mean, I didn't, I watched as he didn't suffer fools, but I'm just curious, when you go back to 1972 in those classes, I'm assuming that he was pretty gentle with the students, encouraging them and all that was...   0:09:19.0 William Scherkenbach: Oh, absolutely. In my experience, I mean, if you were by, you know, in a student in graduate school, even though the graduate school of business in New York, down on 90 Church Street, Wall Street area, there were very few people going directly from your bachelor's to the master's program. And so these were people that had probably 10 years experience in business doing stuff. And yet by going to the class, absolutely were willing to learn, listen to different points of view, which is absolutely crucial. As you progress with theory of knowledge to be able to get different perspectives on whatever it is you're trying to look at.   0:10:23.2 Andrew Stotz: I would like to continue on this period of time just because it's a snapshot we don't get that often or that easily. You mentioned CI Lewis, a man who lived from about 1880 to about the year I was born, around 1964-65, and he was known for his understanding and discussion about logic and things like that. But why was CI Lewis someone that was interesting to Dr. Deming? What was the connection from your perspective?   0:10:59.6 William Scherkenbach: Well, my understanding is Shewhart referred to him, and Lewis was a professor at Harvard, and he was in the Peirce, I believe it's called. It looks like Peirce, but it's Peirce School of, or Chair of Philosophy, and Charles Sanders Peirce was a huge, huge influence in epistemology. And so that whole chain of thought or train of thought interested Deming, but it really was, he was introduced to it by Walter Shewhart.    0:11:48.3 Andrew Stotz: There's a famous quote, I believe, by Deming about CI Lewis and his book Mind and the World Order.   0:11:56.0 William Scherkenbach: Mind and the World Order, yeah.   0:11:59.9 Andrew Stotz: Deming said he had to read it six times before he fully understood and could apply its insights. And sometimes I think maybe Dr. Deming was truly inspired by that because when I think about his work, I'm still reading it and rereading it. And just listening to the video that you did many years ago with Tim talking about reduced variation, reduced variation, what he was talking about. Sometimes when we see the big picture, there's many different components of Deming's teachings. But if you had to bring it down to kind of its core, you know, he mentioned on that video that I just watched this morning, he mentioned reduced variation, and that will get you lower costs, happier customers, more jobs. How would you say, after you've looked at it from so many different angles over so many different years, how would you say you would sum up Dr. Deming's message to the world?   0:13:01.5 William Scherkenbach: Well, that's a difficult thing to sum up. Back then, when we did the video, which was in the early '80s, maybe '84, again, he had his 14 Points by then, but he hadn't, it hadn't really, the Profound Knowledge part of that wasn't there. Now, he had used what Shewhart said, and he had read, tried to read CI Lewis, and when he spoke about the connection between theory and questions, that's what he got from Shewhart and, well, and from Lewis, and a bunch of other pragmatist philosophers. So, he, you know, he was influenced by it, and, well, that's all I can say.   0:14:27.5 Andrew Stotz: So, let's go back in time. So, you're sitting in this classroom, you're intrigued, inspired. How did the relationship go at, towards the end of the class, and then as you finished that class, how did you guys keep in touch, and how did the relationship develop?   0:14:51.0 William Scherkenbach: Well, that is an interesting story. I usually am, well, I am introverted. So I had, after I moved from New York, I got a job at Booz Allen and Hamilton in Washington, DC. So in '74, when I got the degree from NYU, we moved to Silver Spring. And obviously, he's lived on Butterworth Place since there was a Butterworth Place. So we were able to, one of the things, and this is, well, I will say it, one of his advice to me, although he gave everyone an A, I later kidded him, he didn't remember that he gave me a B. No, he gave me an A. In any event, but one of his piece of advice was, you really don't need to join ASQC. You know more about quality than any of those inspectors. And so he had learned from the '50s in the past 20 years from the 50s that inspection wasn't going to do it. Well, I didn't take his advice, and I joined ASQC, and I was reading...   0:16:36.1 Andrew Stotz:Which for those who don't know is the American Society for...   0:16:41.6 William Scherkenbach: Quality Control, back then, now it's just the American Society for Quality. I had recommended when we did a big recommendations and forecasts for the year 2000 that quality, it should be the Society for Quality worldwide, but it's ASQ now. Let's see.   0:17:07.7 Andrew Stotz: So he recommended you don't join and you didn't follow his recommendation.    0:17:12.1 William Scherkenbach: I don't join, and I read an article, and it was by a professor in Virginia Tech, and he was showing a c-chart and the data were in control, and his recommendations were to penalize the people that were high and reward the people that were low, which is even back then, Dr. Deming was absolutely on track with that. If your process is in control, it doesn't make any sense to rank order or think that any of them are sufficiently different to reward or penalize. And I had never done this, but it was, I wrote a letter to quality progress. I sent a copy to Dr. Deming, and he said, "By golly, you're right on, that's great." And so I think it probably was '75, yeah, 1975. So I had been a year or so out, and he started inviting me over to his place at Butterworth, and we would go to the Cosmos Club. And that was a logistical challenge because at the time he had, well, his garage was a separate, not attached, it was in the backyard and emptied onto an alley. And he had a huge Lincoln Continental, the ones with the doors that opened from the center.   0:19:29.0 William Scherkenbach: And he would get in and drive and then park it in back of the club and someone would watch over it. But those were some good memories. So that was my introduction to keep contact with him. As I said, I had never done that. I don't think I've written a letter to an editor ever again.   0:20:04.8 Andrew Stotz: And you're mentioning about Butterworth, which is in DC.   0:20:12.6 William Scherkenbach: Butterworth Place, yeah.   0:20:14.7 Andrew Stotz: And Butterworth Place where he had his consulting business, which he ran, I believe, out of his basement.   0:20:18.3 William Scherkenbach: Out of the basement, yep, yep, yep.   0:20:21.2 Andrew Stotz: And just out of curiosity, what was it like when you first went to his home? Here, you had met him as your teacher, you respected him, you'd been away for a little bit, he invited you over. What was that like on your first walk into his home?   0:20:38.5 William Scherkenbach: Well, went down the side, the entrance to the basement was on the side of the house, and Seal had her desk set up right by the door. And then, I don't know if you can see, this is neat compared to his desk. It was filled with books and papers, but he knew where everything was. But it was a very cordial atmosphere.   0:21:25.2 Andrew Stotz: So when you mentioned Cecelia Kilian, is that her name, who was his assistant at the time?   0:21:36.3 William Scherkenbach: Yes, yes.   0:21:38.0 Andrew Stotz: Okay, so you...   0:21:38.8 William Scherkenbach: Yeah. For Jeepers. I don't know how long, but it had to be 50 years or so. So I don't, I mean, back in the '70s, I don't know of any other. He might have had, well, okay. He, yeah.   0:22:01.1 Andrew Stotz: I think it's about 40 or 50 years. So that's an incredible relationship he had with her. And I believe she wrote something. I think I have one of her, a book that she wrote that described his life. I can't remember that one right now but...   0:22:14.2 William Scherkenbach: Yeah. A lot of, yeah, it contained a lot of...   0:22:16.6 Andrew Stotz: The World of Dr. W. Edwards Deming, I think was the name of it, yeah.   0:22:20.6 William Scherkenbach: Okay. It contained a lot of his diaries on a number of his visits to Japan and elsewhere.   0:22:32.1 Andrew Stotz: So for some of us, when we go into our professor's offices, we see it stacked full of papers, but they've been sitting there for years. And we know that the professor just doesn't really do much with it. It's just all sitting there. Why did he have so much stuff on it? Was it incoming stuff that was coming to him? Was it something he was writing? Something he was reading? What was it that was coming in and out of his desk?   0:22:55.7 William Scherkenbach: A combination of stuff. I don't know. I mean, he was constantly writing, dictating to seal, but writing and reading. He got a, I mean, as the decades proceeded out of into the '80s, after '82, the NBC white or the '80, the NBC white paper calls were coming in from all over, all over the world. So yeah, a lot of people sending him stuff.   0:23:35.8 Andrew Stotz: I remember seeing him pulling out little scraps of paper at the seminar where he was taking notes and things like that at '90. So I could imagine he was just prolific at jotting things down. And when you read what he wrote, he really is assembling a lot of the notes and things that he's heard from different people. You can really capture that.   0:23:59.0 William Scherkenbach: Yeah. He didn't have an identic memory, but he took notes and quite, you know, and what he would do at the end of the day before retiring, he'd review the notes and commit them to memory as best he could. So he, yeah, very definitely. I mean, we would, you know, and well, okay. We're still in the early days before Ford and GM, but.   0:24:37.6 Andrew Stotz: Yeah. And I want to, if I shoot forward to '90, '92, when I studied with him, I was impressed with his energy at his age and he was just on a mission. And when I hear about your discussion about the class and at that time, it's like he was forming his, you know, System of Profound Knowledge, his 14 Points. When do you think it really became a mission for him to help, let's say American industry?   0:25:09.0 William Scherkenbach: Oh, well, I think it was a mission when Ford began its relationship with him. The ability of a large corporation, as well, and Ford at the same time Pontiac, the Pontiac division, not the whole GM, but Pontiac, was learning as well. But the attachment to Ford was that you had Don Peterson at the time was president of Ford, and he was intellectually curious, and he and Deming were on the same frequency. Now, I don't want to jump ahead, but if anyone has, well, you've read my second book there, you'll know that I have mentioned that the way to change is physical, logical, and emotional. And when you look at the gurus back then, there was Deming, who was the logical guru. You had Phil Crosby, who was the emotional guru. You go to the flag and the wine and cheese party, and Deming would say, "No," and Joe Juran, who was interested in focusing on the physical organization, you report to me kind of a thing. And so each of these behemoths were passing each other in the night with the greatest respect. But, but, and so they had their constituents. The challenge is to be able to broaden the appeal.    0:27:33.8 Andrew Stotz: So we've gone through '72, and then now '75, you've written your piece, and he's brought you into the fold. You're starting to spend some time with him. I believe it was about 1981 or so when he started working with Ford. And at that time, the quality director, I think, was Larry Moore at the time. And of course, you mentioned Donald Peterson. Maybe you can help us now understand from your own perspective of what you were doing between that time and how you saw that happening.   0:28:13.4 William Scherkenbach: Well, I had, my career was, after Booz Allen, mostly in the quality reliability area. I went from Booz Allen and Hamilton to, I moved to Columbia, Maryland, because I can fondly remember my grandfather in Ironwood, Michigan, worked at the Oliver Mine. There's a lot of iron ore mines up in the UP. ANd he would, and his work, once he got out of the mines later on, was he would cut across the backyard, and his office was right there. And so he would walk home for lunch and take a nap and walk back. And I thought that really was a good style of life. So Columbia, Maryland, was designed by Rouse to be a live-in, work-in community. And so we were gonna, we moved to Columbia, and there was a consulting firm called Hitman Associates, and their specialty was energy and environmental consulting. So did a bunch of that, worked my way up to a vice president. And so, but in '81, Deming said, you know, Ford really is interested. He was convinced, and again, it's déjà vu, he spoke about, when he spoke fondly about his lectures in Japan in 1950 and onward, that he was, he was very concerned that top management needed to be there, because he had seen all the excitement at Stanford during the war, and it died out afterwards, because management wasn't involved.   0:30:42.8 Andrew Stotz: What do you mean by that? What do you mean by the excitement at Stanford? You mean people working together for the efforts of the war, or was there a particular thing that was happening at Stanford?   0:30:51.7 William Scherkenbach: Well, they were, he attributed it to the lack of management support. I mean, they learned SPC. We were able to improve quality of war material or whatever, whoever attended the Stanford courses. But he saw the same thing in Japan and was lucky to, and I'm not sure if it was Ishikawa. I'm just not sure, but he was able to get someone to make the call after a few of the seminars for the engineers to make the call to the top management to attend the next batch. And he was able, he was able to do that. And that he thought was very helpful. I, I, gave them a leg up on whatever steps were next. I'm reminded of a quote from, I think it was Lao Tzu. And he said that someone asked him, "Well, you talk to the king, why or the emperor, why are things so screwed up?" And he said, "Well, I get to talk to him an hour a week and the rest of the time his ears are filled with a bunch of crap." Or whatever the Chinese equivalent of that is. And he said, "Of course the king isn't going to be able to act correctly." Yeah, there are a lot of things that impacted any company that he helped.   0:33:07.6 Andrew Stotz: It's interesting because I believe that, I think it was Kenichi Koyanagi.   0:33:15.8 William Scherkenbach: Koyanagi, yes, it was.   0:33:17.8 Andrew Stotz: And it was in 1950 and he had a series of lectures that he did a series of times. But it's interesting that, you know, that seemed like it should have catapulted him, but then to go to where you met him in 1972 and all that, he still hadn't really made his impact in America. And that's, to me, that's a little bit interesting.   0:33:44.4 William Scherkenbach: Yeah, and quite, my take, I mean, you could tell even in '72 and '3 in classes, he was very frustrated that he wasn't being listened to. I mean, he had, his business was expert testimony in statistical design of surveys. He did road truck, truck transport studies to be able to help the interstate commerce commission. And made periodic trips back to Japan, well known in Japan, but frustrated that no one really knew about him or wasn't listening to him in the US. And that was, I mean, for years, that was my, my aim. And that is to help him be known for turning America around, not just Japan. But it's usually difficult. I mean, we did a great job at Ford and GM and a bunch of companies, but it's all dissipated.   0:35:25.9 Andrew Stotz: It's interesting because it's not like he just went as a guest and gave a couple of guest lectures. He did about 35 lectures in 1950. About 28 or almost 30 of them were to engineers and technical staff. And then about seven of them were to top level executives. And, you know, one of the quotes he said at the time from those lectures was, "the problem is at the top, quality is made in the boardroom." So just going back, that's 1950, then you meet him in 1970, then in '72, then you start to build this relationship. You've talked about Booz Allen Hamilton. Tell us more about how it progressed into working more with him, in particular Ford and that thing that started in, let's say, 1981 with Ford.   0:36:22.0 William Scherkenbach: Well, again, he was very enthusiastic about Ford because Peterson was very receptive to this, his approach. And again, it's, I think the British philosopher Johnson said, "there's nothing like the prospect of being hung in the morning to heighten a man's senses." So he, Ford had lost a couple billion bucks. They hadn't cashed in like Chrysler. GM lost a bunch too, but that, and Japan had lost a war. So does it take a significant emotional, logical, or physical event? For some folks it does. So he was very encouraged about what he was seeing at Ford. And he had recommended that Ford hire someone to be there full time to coordinate, manage, if you will. And I was one of the people he recommended and I was the one that Ford hired. So I came in as Director of Statistical Methods and Process Improvement. And they set it up outside, as Deming said, they set it up outside the quality. Larry Moore was the Director of Quality and I was Director of Statistical Methods. And that's the way it was set up.   0:38:08.0 Andrew Stotz: Were you surprised when you received that call? How did you feel when you got that call to say, "Why don't you go over there and do this job at Ford?"   0:38:18.6 William Scherkenbach: Oh, extremely, extremely happy. Yeah. Yeah.   0:38:23.1 Andrew Stotz: And so did you, did you move to Michigan or what did you do?   0:38:27.7 Andrew Stotz: I'm sorry?   0:38:29.4 Andrew Stotz: Did you move or what happened next as you took that job?   0:38:32.0 William Scherkenbach: Oh yeah, we were living in Columbia. We moved the family to the Detroit area and ended up getting a house in Northville, which is a Northwest suburb of Detroit.   0:38:49.9 Andrew Stotz: And how long were you at Ford?   0:38:53.8 William Scherkenbach: About five and a half years. And I left Ford because Deming thought that GM needed my help. Things were going well. I mean, had a great, great bunch of associates, Pete Chessa, Ed Baker, Narendra Sheth, and a bunch of, a bunch of other folks. Ed Baker took the directorship when I left. That was my, well, I recommended a number of them, but yeah, he followed on. Deming thought that there was a good organization set up. And me being a glutton for punishment went to, well, not really. A bunch of great, great people in GM, but it's, they were, each of the general managers managed a billion dollar business and a lot of, difficult to get the silos to communicate. And it really, there was not much cooperation, a lot of backstabbing.   0:40:25.0 Andrew Stotz: And how did Dr. Deming take this project on? And what was the relationship between him and, you know, let's say Donald Peterson, who was the running the company and all the people that he had involved, like yourself, and you mentioned about Ed Baker and other people, I guess, Sandy Munro and others that were there. And just curious, and Larry Moore, how did he approach that? That's a huge organization and he's coming in right at the top. What was his approach to handling that?   0:41:02.1 S2  Well, my approach was based on his recommendation that the Director of Statistical Methods should report directly to the president or the chairman, the president typically. And so based on that, I figured that what I would, how we would organize the office, my associates would each be assigned to a key vice president to be their alter ego. So we did it in a, on a divisional level. And that worked, I think, very well. The difficulty was trying to match personalities and expertise to the particular vice president. Ed Baker had very good relations with the Latin American organization, and, and he and Harry Hannett, Harold Hannett helped a lot in developing administrative applications as well. And so we sort of came up with a matrix of organization and discipline. We needed someone for finance and engineering and manufacturing, supply chain, and was able to matrix the office associates in to be able to be on site with those people to get stuff, to get stuff done.   0:43:09.5 Andrew Stotz: And what was your message at that time, and what was Dr. Deming's message? Because as we know, his message has come together very strongly after that. But at that point, it's not like he had the 14 Points that he could give them Out of the Crisis or you could give them your books that you had done. So what was like the guiding philosophy or the main things that you guys were trying to get across?   0:43:35.9 William Scherkenbach: Well, I mean, he had given in, I think, Quality, Productivity, Competitive Position back in the late '70s, and he was doing it through George Washington University, even though Myron Tribus at MIT published it. But it was a series of lectures, and he didn't really, even in the later 70s, didn't have the, the, the 14 Points. And so those came a couple years later, his thinking through, and Profound Knowledge didn't come until much later over a number of discussions of folks. But the, I mean, the key, I mean, my opinion of why it all dropped out is we dropped the ball in not working with the board. And at Ford, we didn't, weren't able to influence the Ford family. And so Peterson retires and Red Poling, a finance guy, steps in and, and everything slowly disintegrates. At least not disintegrates, well, yes. I mean, what was important under Peterson was different. But that happens in any company. A new CEO comes on board or is elected, and they've got their priorities based, as Deming would say, on their evaluation system. What's their, how are they compensated?   0:45:46.8 William Scherkenbach: And so we just didn't spend the time there nor at GM with how do you elect or select your next CEO? And so smaller companies have a better, I would think, well, I don't know. I would imagine smaller companies have a better time of that, especially closely held and family held companies. You could, if you can reach the family, you should be able to get some continuity there.   0:46:23.5 Andrew Stotz: So Donald Peterson stepped down early 1995. And when did you guys make or when did you make your transition from Ford to GM?   0:46:38.5 William Scherkenbach: '88.   0:46:39.6 Andrew Stotz: Okay, so you continued at Ford.   0:46:42.1 William Scherkenbach: The end of '88, yeah, and I left GM in '93, the year Dr. Deming died later. But I had left in, in, well, in order to help him better.   0:47:07.8 Andrew Stotz: And let's now talk about the transition over to General Motors that you made. And where did that come from? Was it Dr. Deming that was recommending it or someone from General Motors? Or what...   0:47:21.4 William Scherkenbach: Yeah, Deming spoke with them and spoke with me. And I was a willing worker to be able to go where he thought I could be most helpful.   0:47:41.9 Andrew Stotz: And was he exasperated or frustrated that for the changes that happened in '95 when Peterson stepped down, he started to see the writing on the wall? Or was he still hopeful?   0:47:55.4 William Scherkenbach: No, Deming died in '93, so he didn't see any of that.   0:47:58.9 Andrew Stotz: No, no, what I mean is when Peterson stepped down, it was about '85. And then you remain at Ford until '88.   0:48:08.0 William Scherkenbach: No, Peterson didn't step down in '85. I mean, he was still there when I left.   0:48:14.0 Andrew Stotz: So he was still chairman at the time.   0:48:17.3 William Scherkenbach: Yeah.   0:48:17.6 Andrew Stotz: Maybe I'm meaning he stepped down from president. So my mistake on that.   0:48:20.3 William Scherkenbach: Oh, but he was there.   0:48:24.3 Andrew Stotz: So when did it start...   0:48:25.9 William Scherkenbach: True. I mean, true, he was still there when Deming had died.   0:48:31.3 Andrew Stotz: Yeah, okay. So did the whole team leave Ford and go to GM or was it just you that went?   0:48:39.1 William Scherkenbach: Oh, just me. Just me.   0:48:42.8 Andrew Stotz: Okay. And then.   0:48:44.0 William Scherkenbach: Yeah, because we had set up something that Deming was very pleased with. And so they were, everyone was working together and helping one another.   0:48:59.5 Andrew Stotz: Okay. So then you went to General Motors. What did you do different? What was different in your role? What did you learn from Ford that you now brought to GM? What went right? What went wrong? What was your experience with GM at that time?   0:49:16.5 William Scherkenbach: Well, I've got a, let's see. Remember Bill Hoagland was the person, Hoagland managed Pontiac when Deming helped Pontiac and Ron Moen was involved in the Pontiac. But Bill Hoagland was in one of the reorganizations at GM was head of, he was group, group vice president for Buick, Oldsmobile, Cadillac. And so I went over and directly reported to him and each of the, I mean, Wendy Coles was in, Gypsy Rainey, although Gypsy was temporary, worked for powertrain and Pontiac and still, but powertrain was where a lot of the expertise was and emphasis was, and then Buick and Cadillac and so, and Oldsmobile. So we, and in addition to that, General Motors had a corporate-wide effort in cooperation with the UAW called the Quality Network. And I was appointed a member of that, of that and, and helped them a lot and as well as the corporate quality office, but focused on Buick, Oldsmobile, Cadillac.   0:51:18.6 Andrew Stotz: And then tell us about what was your next step in your own personal journey? And then let's now get into how you got more involved with Deming and his teachings and the like.   0:51:32.8 William Scherkenbach: Well, I mean, he would be at GM two and three days a month, and then every quarter he'd be here for, just like Ford, for a four-day seminar. And while at Ford and at GM, I took uh vacation to help him as he gave seminars and met people throughout the world. Even when he was probably 84, 85, I can remember, well, one of the, he always, not always, but he would schedule seminars in England over the Fourth of July because the English don't celebrate that, although he said perhaps they should, but right after the Ascot races. And so he would do four-day seminars. And on one case, we had one series of weeks, the week before Fourth of July, we did a four-day seminar in the US and then went to London to do another four-day seminar. And he went to South Africa for the next four-day seminar with Heero Hacquebord. I didn't go, but I went down to Brazil and I was dragging with that, with that schedule. So he was able to relish and enjoy the helping others. I mean, enjoy triggers a memory. We were at helping powertrain and Gypsy was there, Dr. Gypsy Rainey.    0:53:59.2 William Scherkenbach: And she, we were talking and goofing around and he started being cross at us. And Gypsy said, "Well, aren't we supposed to be having fun?" And Deming said, "I'm having fun." "You guys straighten out." Enjoy, enjoy, enjoy, yeah.   0:54:40.6 Andrew Stotz: And for the typical person to imagine a man at the age of 80, 85, traveling around the world. And it's not like you're traveling on vacation in London, you're walking into a room full of people, your energy is up, you're going and it's not like he's giving a keynote speech for an hour, give us a picture of his energy.   0:55:09.5 William Scherkenbach: And over in London, it was brutal because the hotel, I forget what hotel we're in. When he started there, I think it was Dr. Bernard that he wanted to help. And Bernard wasn't available. So he recommended Henry Neave. And so Henry was a good student, a quick learner. So he helped on a few of them. And I can still remember, I mean, the air, it was 4th of July in London and the humidity was there. There's no air conditioning in the hotel. I could remember Henry, please forgive me, but Henry is sitting in his doorway, sitting on a trash can, doing some notes in his skivvies. And it was hot and humid and awful. But so it reminded Deming a lot of the lectures in Japan in 1950, where he was sweating by 8 AM in the morning. So, yeah.   0:56:30.6 Andrew Stotz: What was it that kept him going? Why was he doing this?   0:56:39.5 William Scherkenbach: I think he, again, I don't know. I never asked him that. He was very, to me, he was on a mission. He wanted to be able to help people live better, okay, and take joy in what they do. And so he was, and I think that was the driving thing. And as long as he had the stamina, he was, he was in, in, in heaven.   0:57:21.1 Andrew Stotz: So let's keep progressing now, and let's move forward towards the latter part of Dr. Deming's life, where we're talking about 1990, 1988, 1990, 1992. What changed in your relationship and your involvement with what he was doing, and what changes did you see in the way he was talking about? You had observed him back in 1972, so here he is in 1990, a very, very different man in some ways, but very similar. How did you observe that?   0:57:56.6 William Scherkenbach: Well, toward the end, it was, I mean, it was, it was not, not pleasant to see him up there with oxygen up his nose, and it just, there had to have been a better way. But Nancy Mann was running those seminars, and they did their best to make life comfortable, but there had to have been a better way to, but I don't know what it was. He obviously wanted to continue to do it, and he had help doing it, but I don't know how effective the last year of seminars were.   0:59:01.1 Andrew Stotz: Well, I mean, I would say in some ways they were very effective, because I attended in 1990 and 1992, and I even took a picture, and I had a picture, and in the background of the picture of him is a nurse, and for me, I just was blown away and knocked out. And I think that one of the things for the listeners and the viewers is to ask yourself, we're all busy doing our work, and we're doing a lot of activities, and we're accomplishing things, but for what purpose, for what mission? And I think that that's what I gained from him is that because he had a mission to help, as you said, make the world a better place, make people have a better life in their job, and help people wake up, that mission really drove him.   0:59:57.8 William Scherkenbach: Yeah, and it, it really did. But for me personally, it was just not pleasant to see him suffering.    1:00:09.6 Andrew Stotz: And was he in pain? Was he just exhausted? What was it like behind the scenes when he'd come off stage and take a break?   1:00:18.7 William Scherkenbach: Yeah, yeah.   1:00:20.8 Andrew Stotz: And would he take naps or?   1:00:23.2 William Scherkenbach: In the early days, we'd go to, well, at Ford and GM, we would go out to dinner just about every night and talk and enjoy the conversation. We'd, my wife Mary Ellen, went many, many times. He enjoyed Northville, some of the restaurants there, and enjoyed the Deming martinis after the meetings at the Cosmos Club. So very, very much he enjoyed that, that time off the podium. So, but he couldn't do that in the, in the later years.   1:01:28.7 Andrew Stotz: And let's now try to understand the progression as you progress away from General Motors and did other things. How did your career progress in those years until when you retired or to where you are now? Maybe give us a picture of that.   1:01:51.4 William Scherkenbach: I tried to help. I've developed my view on how to operationalize change, worked for, was vice president of a company in Taiwan, spent a couple of, and before that had helped Dell, and would spend probably ending up a couple of years in PRC and Taiwan, and growing and learning to learn, in my opinion, there's too much generalization of, well, Asians or Chinese or whatever. There are many, many subgroups, and so change has to be bespoke. What will work for one person won't work for another. For instance, trying to talk to a number of Chinese executives saying, drive out fear, and they will, oh, there's no fear here. It's respect. And so, yeah. But that was their sincere belief that what they were doing wasn't instilling fear. But it broadened my perspective on what to do. And then probably 10 years ago, my wife started to come down with Alzheimer's, and while we lived in Austin, Texas, and that I've spent, she died three years ago, but that was pretty much all-consuming. That's where I focused. And now it's been three years. I'm looking, and I'm a year younger than Deming when he started, although he was 79 when he was interviewed for the 1980 White Paper.   1:04:36.3 William Scherkenbach: So I'm in my 80th year. So, and I'm feeling good, and I also would like to help people.   1:04:46.6 Andrew Stotz: And I've noticed on your LinkedIn, you've started bringing out interesting papers and transcripts and so many different things that you've been coming out. What is your goal? What is your mission?   1:05:02.3 William Scherkenbach: Well, I also would like to take the next step and contribute to help the improvement, not just the US, but any organization that shows they're serious for wanting to, wanting to improve. On the hope, and again, it's hope, as Deming said, that to be able to light a few bonfires that would turn into prairie fires that might consume more and more companies. And so you've got to light the match somewhere. And I just don't know. Again, I've been out of it for a number of years, but I just don't know. I know there is no big company besides, well, but even Toyota. I can remember Deming and I were in California and had dinner. Toyoda-san and his wife invited Deming and me to a dinner. And just, I was blown away with what he understood responsibilities were. I don't know, although I do have a Toyota Prius plug-in, which is perfect because I'm getting 99 miles a gallon because during my, doing shopping and whatever here in Pensacola, I never use gas. It goes 50 miles without needing to plug in.   1:07:00.6 William Scherkenbach: And so I do my stuff. But when I drive to Texas or Michigan, Michigan mostly to see the family, it's there. But all over, it's a wonderful vehicle. So maybe they're the only company in the world that, but I don't know. I haven't sat down with their executive.   1:07:26.4 Andrew Stotz: And behind me, I have two of your books, and I just want to talk briefly about them and give some advice for people. The first one is The Deming Route to Quality and Productivity: Roadmaps and Roadblocks, and the second one is Deming's Road to Continual Improvement. Maybe you could just give some context of someone who's not read these books and they're new to the philosophy and all that. How do these books, how can they help them?   1:07:58.8 William Scherkenbach: Well, the first book, Deming asked me to write in, I think it was '84. And I don't remember the first edition, but it might be '85, we got it out. But he asked me to write it, and because he thought I would, I could reach a different audience, and he liked it so much, they handed it out in a number of his seminars for a number of years. So.   1:08:40.7 Andrew Stotz: And there's my original version of it. I'm holding up my...    1:08:47.0 William Scherkenbach: Yeah, that's a later version.   1:08:49.7 Andrew Stotz: And it says the first printing was '86, I think it said, and then I got a 1991 version, which maybe I got it at one of the, I'm sure I got it at one of the seminars, and I've had it, and I've got marks on it and all that. And Deming on the back of it said, "this book will supplement and enhance my own works in teaching. Mr. Scherkenbach's masterful understanding of a system, of a process, of a stable system, and of an unstable system are obvious and effective in his work as well as in his teaching." And I know that on Deming's Road to Continual Improvement, you do a good amount of discussion at the beginning about the difference between a process and a system to try to help people understand those types of things. How should a reader, where should they start?   1:09:42.8 William Scherkenbach: Well, not with chapter six, as in CI Lewis, but well, I don't know what... I don't remember what chapter six is. As I said, the first book, and a lot of people after that did it, is essentially not regurgitating, but saying in a little bit different words about Deming's 14 Points. What I did on the first book is arrange them in the order that I think, and groupings that I think the 14 Points could be understood better. The second book was, the first half was reviewing the Deming philosophy, and the second half is how you would go about and get it done. And that's where the physiological, emotional, and all of my studies on operationalizing anything.   1:10:55.4 Andrew Stotz: And in chapter three on page 98, you talk about physical barriers, and you talk about physical, logical, emotional. You mentioned a little bit of that when you talked about the different gurus out there in quality, but this was a good quote. It says, Dr. Deming writes about the golfer who cannot improve his game because he's already in the state of statistical control. He points out that you have only one chance to train a person. Someone whose skill level is in statistical control will find great difficulty improving his skills.   1:11:32.1 William Scherkenbach: Yeah. Well, yeah, I mean, well, you're old enough to know the Fosbury Flop. I mean, for all high jumpers did the straddle in jumping and made some great records, but many of them had difficulty converting their straddle to the Fosbury Flop to go over backwards head first. And that's what got you better performance. So anything, whether it's golf or any skill, if you've got to change somehow, you've got to be able to change the system, which is whether you're in production or whether it's a skill. If you're in control, that's your opportunity to impact the system to get better.   1:12:40.3 Andrew Stotz: Yeah, and this was Dick Fosbury in 1968, Mexico City Olympics, where he basically went in and blew everybody away by going in and flipping over backwards when everybody else was straddling or scissors or something like that. And this is a great story.   1:12:57.0 William Scherkenbach: You can't do that.   [laughter]   1:12:58.8 Andrew Stotz: Yeah, and it's a great story of something on the outside. An outsider came in and changed the system rather than an existing person within it. And that made me think about when you talked about Ford and having an outsider helping in the different departments. You know, what extent does that reflect the way that we learn? You know, can we learn internally, or do we need outside advice and influence to make the big changes?   1:13:29.7 William Scherkenbach: Yeah. I mean, we had a swim coach, Higgins, at the Naval Academy, and he was known for, again, following in Olympic swimming. And I'm probably going to get the strokes wrong, but there was no such thing as a butterfly stroke. And he used it in swimming the breaststroke, and supposedly the only criteria was recovery had to be underwater with two hands. But I'm screwing up the story, I'm sure, but Higgins rewrote, rewrote the book by doing something a little bit different or drastically different.   1:14:25.4 Andrew Stotz: I'd like to wrap up this fascinating discovery, or journey of discovery of you and your relationship also with Dr. Deming. Let's wrap it up by talking about kind of your final memories of the last days of Dr. Deming and how you kind of put that all in context for your own life. And having this man come in your life and bring you into your life, I'm curious, towards the end of his life, how did you process his passing as well as his contribution to your life?   1:15:08.1 William Scherkenbach: That's, that's difficult and personal. I, he was a great mentor, a great friend, a great teacher, a great person, and with, on a mission with a name and impacted me. I was very, very lucky to be able to, when I look back on it, to recognize, to sign up for his courses, and then the next thing was writing that letter to the editor and fostering that relationship. Very, very, very difficult. But, I mean, he outlived a bunch of folks that he was greatly influenced by, and the mission continues.   1:16:34.1 Andrew Stotz: And if Dr. Deming was looking down from heaven and he saw that you're kind of reentering the fray after, you know, your struggles as you've described with your wife and the loss of your wife, what would he say to you now? What would he say as your teacher over all those years?   1:16:56.3 William Scherkenbach: Do your best.   1:16:59.0 Andrew Stotz: Yeah, wonderful.   1:17:01.4 William Scherkenbach: He knows, but he knows I know what to do. So, you need to know what to do and then to do the best. But I was, I mean, he was very, he received, and I forget the year, but he was at Ford and he got a call from Cel that his wife was not doing well. And so we, I immediately canceled everything and got him to the airport and he got to spend that last night with his wife. And he was very, very appreciative. So I'm sure he was helping, helping me deal with my wife.   1:17:56.4 Andrew Stotz: Yeah. Well, Bill, on behalf of everyone at the Deming Institute and myself personally, I want to thank you for this discussion and opening up you know, your journey with Dr. Deming. I feel like I understand Dr. Deming more, but I also understand you more. And I really appreciate that. And for the listeners out there, remember to go to Deming.org to continue your journey. And also let me give you, the listeners and viewers, the resources. First, we have Bill's book, which you can get online, The Deming Route to Quality and Productivity. We have Deming's Road to Continual Improvement, which Bill wrote. But I think even more importantly is go to his LinkedIn. He's on LinkedIn as William Scherkenbach and his tagline is helping individuals and organizations learn, have fun, and make a difference. So if you want to learn, have fun, and make a difference, send him a message. And I think you'll find that it's incredibly engaging. Are there any final words that you want to share with the listeners and the viewers?   1:19:08.9 William Scherkenbach: I appreciate your questions. In thinking about this interview, we barely scratched the surface. There are a ton of other stories, but we can save that for another time.   1:19:26.1 Andrew Stotz: Something tells me we're going to have some fun and continue to have fun in these discussions. So I really appreciate it and it's great to get to know you. Ladies and gentlemen.   1:19:36.7 William Scherkenbach: Thank you, Andrew.   1:19:37.7 Andrew Stotz: You're welcome. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and that is that "people are entitled to joy in work."    

Panelists: Derek M. Tournear, Ph.D., Director, Space Development Agency; Bill Vass, CTO, Booz Allen; And Frank Konkel, Editor-in-Chief, Government Executive. View more of this year's Tech Summit discussions on YouTube here. 

This week we're bringing you an episode of our podcast Bold Names, where hosts Tim Higgins and Christopher Mims interview leaders of the bold-named companies featured in the pages of The Wall Street Journal. In this episode, Horacio Rozanski says he is obsessed with speed. As the CEO of Booz Allen Hamilton, a company that helps government agencies leverage the latest advances in technology used by the private sector, he has insight into the global race to develop artificial intelligence–especially in the realm of warfare. How does Rozanski see the relationship between the U.S. government and Silicon Valley evolving?  Learn more about your ad choices. Visit megaphone.fm/adchoices

Horacio Rozanski says he is obsessed with speed. As the CEO of Booz Allen Hamilton, a company that helps government agencies leverage the latest advances in technology used by the private sector, he has insight into the global race to develop artificial intelligence, especially in the realm of warfare. How does Rozanski see the relationship between the U.S. government and Silicon Valley evolving? He speaks to WSJ's Christopher Mims and Tim Higgins on the latest episode of the Bold Names podcast. Check Out Past Episodes: This CEO Says Global Trade Is Broken. What Comes Next? Venture Capitalist Sarah Guo's Surprising Bet on Unsexy AI What This Former USAID Head Had to Say About Elon Musk and DOGE Palmer Luckey's 'I Told You So' Tour: AI Weapons and Vindication Let us know what you think of the show. Email us at BoldNames@wsj.com Sign up for the WSJ's free Technology newsletter. Read Christopher Mims's Keywords column. Read Tim Higgins's column. Learn more about your ad choices. Visit megaphone.fm/adchoices

The client list of corporations that Steven Gaffney and his colleagues at the Steven Gaffney Company have consulted reads like a Who's Who of America's best corporations, including Allstate, Amazon, American Express, Best Buy, Booz Allen, and BP.  And those are just some of the “A”s and “B”s on the roster. Steven's expertise lies in building consistently high-achieving teams and organizations that set goals, overcome obstacles, and achieve their desired results. The founder and CEO of the eponymous consultancy, he asserts that honest communication and the right mindset will overcome most business maladies. His latest book, Unconditional Power: Thriving in Any Situation, No Matter How Frustrating, Complex, or Unpredictable, offers actionable methods to empower executives and entrepreneurs to maintain a resilient state even in the face of adversity.  It is achievement, not performance, that counts in the long term, Steven counsels. While performance covers behavior and effort, achievement is about outcomes. There's much to learn in this week's not-to-miss conversation with Steven, including what any business can do over the next 30 days to progress on the path to greater achievement. Monday Morning Radio is hosted by the father-son duo of Dean and Maxwell Rotbart. Photo: Steven Gaffney, Steven Gaffney CompanyPosted: June 16, 2025 Monday Morning Run Time: 41:40 Episode: 14.2 RELATED EPISODES: Setting Business Goals and Scoring Them No Matter the Circumstances, Resilience is a Muscle Anyone Can Develop Take it from a Man Who Rowed Across the Atlantic Ocean, You Can Achieve “Impossible” Goals

Send us a textBooz Allen Hamilton just dropped a bombshell - cutting 2,500 jobs in one of the largest workforce reductions in its history. What's behind this sudden move?In this episode, MC COO Namaan Mian unpacks the sharp slowdown in federal civilian contracts, the government's tightening grip on consulting spend, and what it all means for Booz Allen's future.Join Namaan as he breaks down the numbers, examines what Booz leadership is saying, and explores the broader implications for the consulting industry. Whether you're in the Beltway or boardroom, this is a story that hits close to home for anyone watching the future of government services and private sector partnerships.Want Namaan to share more on your podcast or for a news story you're writing? Reach out.Timestamps:Revenue growth slumps, stock plunges 15% [1:24]CEO points to defense and AI as growth paths [2:15]Consulting industry faces government push for efficiency [2:39]Join Management Consulted for the NYC Case Camp from June 27-29Intensive, hands-on experience that will give you skills, confidence, and insider insights to break into consultingSeats are limited; confirm your spot

What happens when a trade war meets bureaucratic red tape? In this episode, Blake and David dive into the explosive impact of 145% tariffs on Chinese goods and what it means for American businesses' bottom lines. Through real-world examples—from small retailers to tech giants like Apple—they break down how these policies could devastate supply chains and force difficult decisions for companies caught in the crossfire.Meanwhile, the Department of Government Efficiency is shaking up the IRS, transforming a login button change from a 103-day project into a 71-minute fix. But that's not all: CPAs at private equity-owned firms are now being told to remove their credentials from email signatures and LinkedIn profiles. Tune in to understand how these seemingly separate issues reflect larger battles over professional identity, government efficiency, and America's economic future.SponsorsCloud Accountant Staffing - http://accountingpodcast.promo/casBluevine - http://accountingpodcast.promo/bluevine (Bluevine is a financial technology company, not a bank. Banking Services provided by Coastal Community Bank, Member FDIC.) Chapters(01:40) - Weekly News Roundup (03:03) - IRS Updates and Controversies (03:59) - Private Equity and CPA Titles (05:08) - Government Efficiency and IRS Hackathon (18:46) - Tariffs and Trade Wars (27:57) - Impact of Tariffs on Businesses (46:33) - Economic Impact of Tariffs and Debt (47:26) - Trump Administration's Strategic Challenges (48:14) - Job Loss Projections Due to Tariffs (51:09) - China's Economic Transformation and Future (54:43) - Human Impact of US-China Trade Policies (58:48) - IRS Sharing Tax Information with Homeland Security (01:03:06) - Private Equity's Influence on CPA Firms (01:16:29) - Shopify's AI Hiring Policy (01:29:25) - Conclusion and Announcements  Show NotesDepartment of Government Efficiency – X posting on re-engineering a 103-day projecthttps://x.com/DOGE/status/1910067646827057152DOGE plans now reportedly include an IRS ‘hackathon'https://www.theverge.com/news/644327/musk-doge-irs-hackathon-taxpayer-data-transfer-cloudIRS Workers Get Final Chance to Take Deferred Resignation Offerhttps://www.cpapracticeadvisor.com/2025/04/07/irs-workers-get-final-chance-to-take-deferred-resignation-offer/158668/Appeals Court Clears Path for Trump to Resume Firing ...https://www.nytimes.com/2025/04/09/us/politics/trump-federal-workers-firing.htmlElon Musk Secretly Working to Rewrite the Social Security Codebase Using AIhttps://futurism.com/elon-musk-rewriting-social-security-code-aiPentagon hits Accenture, Booz Allen and Deloitte with contract cancellationshttps://www.nextgov.com/acquisition/2025/04/pentagon-hits-accenture-booz-allen-and-deloitte-contract-cancellations/404525/?oref=ng-homepage-riverHere's the iPhone. Here's the iPhone With Tariffs.https://www.wsj.com/tech/personal-tech/iphone-apple-tariffs-china-bb20c7a3Between tariffs and survival, American business owners are doing alarming mathhttps://www.npr.org/2025/04/07/nx-s1-5352833/trump-tariffs-china-manufacturing-businessesAt Home Group, Stung by Trade War, Explores Bankruptcyhttps://www.wsj.com/articles/at-home-group-stung-by-trade-war-explores-bankruptcy-853b9a83How Much Revenue Can Tariffs Really Raise for the Federal Government?https://taxfoundation.org/research/all/federal/universal-tariff-revenue-estimates/IRS agrees to share tax information of undocumented immigrants with Icehttps://www.theguardian.com/us-news/2025/apr/08/irs-ice-tax-dataActing IRS commissioner resigning after agency reaches data-sharing deal with immigration authoritieshttps://www.cnn.com/2025/04/08/politics/melanie-krause-acting-irs-commissioner-resigning/index.htmlAccounting firm that sold out to private equity is now requiring CPAs that work for them to stop using "CPA" on their personal LinkedIn and in email signatureshttps://www.reddit.com/r/Accounting/comments/1jx2338/accounting_firm_that_sold_out_to_private_equity/?rdt=47047Shopify CEO: No new hires, unless you prove AI can't do the jobhttps://thehill.com/policy/technology/5239841-shopify-ceo-ai-first-hiringKPMG's new AI bot has cut interview scheduling time by almost 60% and saved more than 1,000 hours for the talent acquisition teamhttps://finance.yahoo.com/news/kpmg-ai-bot-cut-interview-121831887.htmlNeed CPE?Get CPE for listening to podcasts with Earmark: https://earmarkcpe.comSubscribe to the Earmark Podcast: https://podcast.earmarkcpe.comGet in TouchThanks for listening and the great reviews! We appreciate you! Follow and tweet @BlakeTOliver and @DavidLeary. Find us on Facebook and Instagram. If you like what you hear, please do us a favor and write a review on Apple Podcasts or Podchaser. Call us and leave a voicemail; maybe we'll play it on the show. DIAL (202) 695-1040.SponsorshipsAre you interested in sponsoring the Cloud Accounting Podcast? For details, read the prospectus.Need Accounting Conference Info? Check out our new website -