Podcasts about booz allen

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/

In this episode of the AlchemistX Innovators Inside Podcast, Ian Bergman welcomes Matt Brady, Strategy & Growth Advisor at Innosight, to uncover how venture studios are reshaping the way corporations and universities launch disruptive startups. Dive into a masterclass on strategic innovation as Matt shares his winding journey from aerospace consulting at Booz Allen to pioneering the venture studio model for Fortune 500s. You'll learn practical frameworks and real-world tactics to:Frame the right problems: Discover why rigorous problem selection and diligence underpin every successful startup venture.Set expectations: Learn how to align timelines, ROI metrics, and stakeholder incentives to avoid the “innovation team pendulum.”Map corporate pathways: Explore the “Sherpa” approach to navigating procurement, legal, and compliance so your venture avoids common roadblocks.Leverage strategic advantages: See how combining deep analytical rigor, experienced founders, and powerful partner networks creates “advantaged startups.”Drive real impact: Hear the inspiring case study of Gold Health—an opioid-crisis solution born from a partnership with UNC and Buncombe County, already saving lives across North Carolina.Whether you're an innovation leader, intrapreneur, or aspiring founder, this episode delivers actionable insights on building, partnering, and scaling ventures inside large organizations.

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 talk about PFF's “2nd Year Quarterback Floors & Ceilings” ratings and a breaking story about collusion between the NFL and it's owners. COLLUSION! Bears in the Neighborhood is a podcast by Samir Patel and Chirag Rathod, your weekly insight into the Chicago Bears in under 30 minutes! “Bears in the Neighborhood” is part of the “Mr. Rathod's Neighborhood” network of podcasts!---Music: “Juicy Booty” by Subpar Snatch – used with permission from the bandVideo: Created using Luma Dream Machine and ClipchampPodcast Art: Created using CanvaOpening Clip: https://www.youtube.com/watch?v=rjB_anThp7UPablo Torre Podcast referenced in today's episode: https://www.youtube.com/watch?v=P42Wq3fmTYg&t=1239s---*Samir Patel*Samir is a contributing author for On Tap Sports Net and a lifelong Chicago Bears fan.Website: https://www.mylifewithme.com/Article: https://ontapsportsnet.com/nfl/pff-includes-two-bears-in-their-list-of-breakout-playersIG and X @smpatel06 *Chirag Rathod*Chirag is host of the podcast Mr Rathod's Neighborhood, an improvisor and a lifelong Chicago Bears fan.Website: https://www.chiragrathod.com/IG @mrrathodsneighborhood---Check out the podcast Mr Rathod's Neighborhood on all streaming platforms to listen to episodes of “Bears in the Neighborhood”. Spotify: https://open.spotify.com/show/6CWTRtL5dizA1iyS2O7qeN?si=573ff211b80c4d8aApple Podcasts: https://podcasts.apple.com/us/podcast/mr-rathods-neighborhood/id1445766040Video: Episodes available on YouTube! https://youtu.be/1g9rN9HEzuY ------ChiragRathod.comIG: @mrrathodsneighborhoodYouTube: https://www.youtube.com/@chiragrathod9882

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

En este episodio de FICTalks, el podcast del Club de Finanzas de la Universidad de los Andes, conversamos con Camilo Navarrete, socio fundador de Oval Consultoría y referente clave en el desarrollo del sector de consultoría estratégica en Colombia. Con más de 27 años de experiencia en transformación digital, estrategia organizacional y analítica para la toma de decisiones, Camilo comparte su inspiradora trayectoria desde la ingeniería civil hasta el mundo de los negocios globales, pasando por su formación en Columbia University y su paso por firmas internacionales como Booz Allen. Hablamos sobre la historia y filosofía de Oval, casos emblemáticos como la descentralización del sistema educativo en Puerto Rico, y cómo la consultoría está evolucionando frente a los desafíos económicos, sociales y tecnológicos del país. Además, ofrece consejos valiosos para quienes sueñan con construir una carrera sólida en consultoría. Una conversación honesta, cercana y llena de aprendizajes para futuros líderes.

The U.S. defense landscape has a few mainstays whose corporate headquarters are in another country and the reverse is very much true as well regardless of geopolitical and economic conditions.But the ongoing tariff turbulence stemming from the Trump administration does pose questions about why international companies are still looking at the U.S. as a key market to grow their defense businesses.Lauren Williams, a senior editor focused on technology and business at our partner publication Defense One, joins for this episode to lay out some of the answers she has found so far and how receptive the Pentagon customer is to this trend.Lauren also tells our Ross Wilkers where, again with what she has found so far, tariffs fit into the equation of the global defense industrial landscape. Agenda item number two for their discussion is the future of the Defense Information Systems Agency as it prepares to lose as much as 10% of its workforce.Made in the USA: foreign defense companies eye bigger slice of the American pieThe DOD's tech agency braces for 10% workforce cutPentagon heightens scrutiny on IT, management consulting contractsPentagon hits Accenture, Booz Allen and Deloitte with contract cancellationsPentagon launches consulting contract review process

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

My guest for Episode #309 of the My Favorite Mistake podcast is La Tonya Roberts, the founder and CEO of Harmony Consulting Group. La Tonya is a fractional COO, HR consultant, and executive coach who helps women entrepreneurs scale their service-based businesses from six to seven figures through systems, strategic planning, and operational excellence. Before launching her firm, she built her career at top consulting organizations like Deloitte and Booz Allen, where she developed deep expertise in organizational change and operational leadership. EPISODE PAGE WITH VIDEO, TRANSCRIPT, AND MORE In this episode, La Tonya shares her favorite mistake—staying too long in roles she had outgrown, taking on too much responsibility, and ultimately burning out. After experiencing both physical and emotional fatigue, including a dramatic moment that sent her to the hospital, she realized that her tendency to overfunction in high-demand environments was unsustainable. Those hard lessons eventually led her to rediscover joy in her work by launching her own business focused on operational harmony and intentional growth. La Tonya explains how she now helps founders—especially women—build scalable, process-driven businesses without sacrificing their well-being. She also shares how she uses tools like ChatGPT to automate repetitive tasks and increase efficiency, both in her business and her clients'. We also talk about the importance of aligning systems, people, and strategy, and how La Tonya's clients benefit from her experience in both large enterprises and nimble startups. Listeners will hear practical advice on avoiding burnout, building systems that run without you, and why "work-life harmony" may be a better goal than elusive "balance."

A sweeping executive order is shaking up how the U.S. government procures common goods and services, shifting authority to the General Services Administration (GSA) and aiming to cut inefficiencies in federal buying.In this episode inspired by the artcile titled: Federal contract cutbacks: How firms can deal with DOGE upheaval, we examine:What the March 2025 executive order really mandatesHow consulting giants like Deloitte, Booz Allen, and Accenture could lose hundreds of millions in federal revenueWhat “DOGE upheaval” means for federal contractorsFour actionable ways firms can pivot to stay competitive in a rapidly centralizing procurement environmentWhether you're in government services or watching adjacent sectors, this change could have far-reaching effects—and presents an opportunity to rethink how value is delivered in federal contracts.What You'll Learn in This Episode:

​​In a conversation recorded live at the White House Correspondents' Weekend TGAIFriday Lunch, Navy CTO Justin Fanelli describes how he is harnessing AI to make our military smarter, safer, and ensure our war fighters keep their competitive edge. He also explains why the Pentagon is shedding “technical debt,” and moving at “flank speed” to outpace China. Booz Allen engineer Zane Price reveals how the Space Llama model–a collaboration between Meta and Booz Allen that was announced that day–for the first time gives astronauts direct access to information through a trusted, safe open source LLM. 

Sponsored By AdCirrus ERP, your trusted partner for cloud ERP solutions. Learn more at adcirruserp.com.Meet Vivek JoshiVivek is the founder and CEO of Entytle, a provider of Installed Base Intelligence solutions to Original Equipment Manufacturers. He has extensive leadership experience in various industries, spanning diversified industrial manufacturing, healthcare, high technology and private equity. He previously was founder and CEO of LumaSense Technologies Inc., an Operating Partner at Shah Capital Partners, and Senior Vice President of Marketing for Sun Services, a $3.6 billion division of Sun Microsystems. He also served at Webvan as Vice-President of Program Operation; at GE Transportation as General Manager, Off Highway/Transit Systems; at GE Corporate as Manager of Corporate Initiatives; at Booz Allen & Hamilton as a Management Consultant; and at Johnson & Johnson in an operations role. Vivek has an M.S. in Chemical Engineering and an M.B.A. from the Darden School of Business at the University of Virginia, Charlottesville and a B.Tech in Chemical Engineering from IIT, Mumbai.Connect with Vivek!Entytlevivek.joshi@entytle.com LinkedInAftermarket Champions PodcastLinksKirin Holdings will begin online sales of "Electric Salt Spoon", a spoon that uses electricity to enhance salty and umami tasteHighlights00:00 Fun Team Question: What's Your Career Theme Song?01:55 Introducing Our Guest: Vivek Joshi04:58 Vivek's Journey in Manufacturing08:50 The Impact of Key Mentors11:10 Why Entrepreneurship?13:03 The Importance of Aftermarket Services16:28 I Just Learned That: Fascinating Insights21:31 Addressing the Labor Crisis in Manufacturing24:49 Conclusion and Contact InformationConnect with the Broads!Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs! Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!Connect with Erin on LinkedIn!

In this episode of Unveiled: GovCon Stories, we explore what happens when innovation meets bureaucracy in government contracting. Dean Niedosik shares how his team developed a promising cyber/AI product—only to have progress stalled by the pandemic and ultimately shut down by corporate decision-making. He reflects on navigating leadership hurdles, the shift to small business agility, and the balance between structure and creativity. It's a candid look at resilience, pivoting under pressure, and rethinking innovation in federal markets.Dean Niedosik is the Director of Growth at HumanTouch (HT), with over 20 years of experience in strategic innovation, tech sales, and systems integration across the public and private sectors. He leads business development, capture, and marketing to drive federal sector growth through data management and AI/NLP solutions. His career includes building the Red Bull brand, launching Alcatel Mobile's IP products, and leading strategic innovation at Booz Allen. Dean also co-chairs AFCEA's International Small Business Committee and Innovation Roundtable, championing small business success in government markets.Call(s) to Action:Help spread the word about Unveiled: GovCon Stories: https://shows.acast.com/unveiled-govcon-storiesDo you want to be a guest or recommend a topic that you would like to learn or hear about on the podcast? Let us know through our guest feedback and registration form.Links:HumanTouch: https://www.humantouchllc.com/ Case Studies & Insights: https://www.humantouchllc.com/blog HumanTouch Capability Statement HumanTouch SolutionsSponsors:The views and opinions expressed in this podcast are solely those of the hosts and guests, and do not reflect the views or endorsements of our sponsors.Withum – Diamond Sponsor!Withum is a forward-thinking, technology-driven advisory and accounting firm, helping clients to be in a position of strength in today's complex business environment. Go to Withum's website to learn more about how they can help your business! Hosted on Acast. See acast.com/privacy for more information.

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 -

Today the Late Crew discusses how Boeing's Starliner may fly again (04:47), Booz Allen unveils ‘Brilliant Swarms' satellite concept for missile defense (12:05), those ‘Hegseth bodyguards' are actually there for the ‘Doomsday' plane (22:52), how Ranger School is scrapping traditional pushups and situps for functional fitness test (29:05), a proposal to tie soldiers' promotions more to job proficiency (38:44), and the creation of the Air Force Academy on 1 April 1954 (50:59).

Inflation, tariffs, recession fears, and major policy shifts. Today's market is clouded with uncertainty. But when good information is hard to come by, insider moves can provide clarity. Join Ben Silverman and Verity Senior Analyst Max Magee as they uncover how insider buying, selling, corporate buybacks, and executive compensation can help guide investors through volatile times.Tickers discussed: ORCL, JBHT, MPC, BAHIn this episode, Ben and Max explore:Oracle's unexpected insider purchase amid speculation of a TikTok deal and historical ties to government contracts.JB Hunt's logistics executive placing a substantial $10 million bet despite tariff uncertainties.Marathon Petroleum's insider action signaling optimism amid energy sector turbulence.Defense contractors like Booz Allen strategically responding to market headlines through insider buying.Edited, mixed, and scored by Calvin Marty.

When publicly traded companies release their financial results, the most interesting aspect of the conference calls have little to do with the numbers themselves and everything to do with trends across the market.Luis Avila, a managing director in BDO's technology and transformation practice, joins our Ross Wilkers for this episode that is also a note-swapping exercise of sorts. Both listened to the most recent round of GovCon investor calls in their respective roles of research and analysis, plus journalism.The Elon Musk-led Department of Government Efficiency, the race to technology superiority, supply chain health and wealth, and new entrants all were themes of those calls and feature in the conversation between Luis and Ross.Keep in mind throughout their conversation that government contractors have their own unique approach to transparency, given their customers have publicly available budgets and policy documents.Parsons explores 2 growth pathways for missile defenseLeidos eyes missile defense, border security tech as growth avenuesMaximus CEO sees tech modernization as opportunity in Trump's efficiency pushHow the CEOs of Booz Allen, L3Harris view DOGE's visionCACI's CEO weighs in on efficiency and acquisitionLockheed's CEO: Efficiency push is 'an opportunity' for both industry and government

The legal industry is facing its “Netflix vs. Blockbuster” moment. AI, automation, and alternative legal service providers (ALSPs) are rapidly reshaping how legal services are delivered, and the biggest question is: Who will adapt—and who will be left behind? Roger Pilc leads a $600M+ division at Epiq, bringing experience from McKinsey, Booz Allen, CA Technologies, and Pitney Bowes. With insights from Satya Nadella's vision on AI, Clayton Christensen's The Innovator's Dilemma, and leadership lessons from Peter Drucker, Adam Grant(Author of Think Again), and Daniel Pink(Author of Drive), Roger explains how ALSPs are positioned to disrupt legal in ways law firms and Big Four consultancies cannot. In this episode, we explore how Legal Service Management mirrors IT's digital transformation, why Zach Posner at TLTF is betting on AI-driven legal platforms, and how Nicole Giantonio and the team at Epiq are investing in tech that's changing legal service delivery. Key Takeaways You Can Use Today: Legal is facing a “Simultaneous Equation Problem.” GCs must manage rising litigation, regulatory complexity, and shrinking budgets—but traditional models no longer work. AI & ALSPs Are Changing Everything. Like Netflix disrupting Blockbuster, AI-powered legal service models are creating massive efficiencies for corporate legal teams. The 30% Rule: Leadership is Talent Spotting. Echoing Bill Gates, Steve Jobs, and Jack Welch, Roger spends 30% of his time recruiting and developing top talent—a critical strategy for legal leaders.

If you missed last week's Zero Trust Summit at the Spy Museum in downtown D.C., you're in luck. We have a replay of what was one of the best panels of the day focused on U.S. military cybersecurity and the adoption of zero trust across the services. FedScoop's Billy Mitchell was joined by Wanda Jones-Heath of the Air Force and Ann Marie Schummann of the Navy, principal cyber advisors for their respectives services, as well as Imran Umar, Booz Allen's vice president of zero trust, for a panel that explored the progress made in zero-trust adoption and what comes next as the Pentagon targets zero-trust readiness by the end of 2027, including embracing the framework for operational technology systems and weapons platforms. In the news: Government agencies responded with caution to the Office of Personnel Management's request that federal workers provide five bullet points about what they accomplished last week by the end of the day Monday. The Securities and Exchange Commission gave workers a template to follow; the General Services Administration and Department of Commerce told employees not to send classified information, links or attachments; and the Department of Defense told employees to pause responses for the time being, according to emails obtained by FedScoop and agency statements. At least some agencies ultimately told employees participation wasn't required. Technical systems housed within USAID may be transferred to the State Department, including those related to global health, a source familiar with the matter told FedScoop, with about 40 systems potentially impacted by the transition. The USAID.gov website has now been updated to note the long-anticipated reduction in force at the agency, noting that approximately 1,600 personnel are now on administrative leave. A small group within the agency seems to be involved in discussions related to transferring technical assets to the State Department, the source said. Some of those systems might end up on OpenNet, a global network State uses for data applications. 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.

Today, I'm joined by Dr. Renee Moorefield, and we're talking about Thriving Leadership. Renee is a visionary leader and innovator in the field of human-centered leadership. She is CEO and co-founder of Wisdom Works Group, a company that focuses on developing thriving leaders. Her company has worked with many Fortune 500 companies such as Coca-Cola, Barilla, Roche, Booz Allen, Google, Nike, Hyatt, and others. They use a science-based platform called Be Well Lead Well® to help certify and nurture change leaders in every region of the world. I'm excited to have her on the show to talk about Thriving Leadership. Show resources: Wisdom Works Group Dr. Renee Moorefield on LinkedIn Sponsors: Cadre of Men Farrow Skin Care Salty Sailor Coffee Company Leader Connect The Qualified Leadership Series ____ Get all of Jon Rennie's bestselling leadership books for 15% off the regular price today! HERE Learn more about your ad choices. Visit megaphone.fm/adchoices

Technology is like a flywheel. Flywheels do a lot of work, but they slow down if the don't get an injection of new energy. Artificial intelligence looks like the energy coming into the flywheel of information technology. My next guest has looked into this. He's the chief technology officer at Booz Allen, Bill Vass. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Technology is like a flywheel. Flywheels do a lot of work, but they slow down if the don't get an injection of new energy. Artificial intelligence looks like the energy coming into the flywheel of information technology. My next guest has looked into this. He's the chief technology officer at Booz Allen, Bill Vass. Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Full video: Trump's Days Of Thunder (2-16-25), https://www.youtube.com/watch?v=9iPY94nU4Nw Politico: Trump's Anti-DEI Edicts Just Scared a Big Sponsor Away From a Major Pride Event, https://www.politico.com/news/magazine/2025/02/14/booz-allen-worldpride-sponsor-00204059 Booz Allen Hamilton, the mammoth Beltway federal contractor, has long been a supporter of LGBTQ+ causes. “For two decades and counting, we've dedicated ourselves to the advancement of our lesbian, gay, bisexual, transgender, non-binary, queer, and questioning employees,” a page on the firm's site declared in 2024. So when Washington first won the right to host one of the world's biggest gay festivals, it was only natural that Booz Allen signed on to underwrite the event known as WorldPride 2025. But that was before the election. This week, with WorldPride projected to draw three million visitors in just a few months, Booz Allen abruptly withdrew as a sponsor — apparently worried that merely supporting a global gay festival would put it on the wrong side of its dominant customer: President Donald Trump's federal government. “They have a lot of federal contracts,” said Ryan Bos, the organizer of WorldPride, who explained that Booz Allen had indicated that sponsoring WorldPride could put it out of compliance with Trump's executive order forbidding diversity, equity and inclusion rules in federal contracting. “They made the decision that to protect their business, they did not want to risk the backlash.” https://odysee.com/@LukeFordLive, https://lbry.tv/@LukeFord, https://rumble.com/lukeford https://dlive.tv/lukefordlivestreams Superchat: https://entropystream.live/app/lukefordlive Bitchute: https://www.bitchute.com/channel/lukeford/ Soundcloud MP3s: https://soundcloud.com/luke-ford-666431593 Code of Conduct: https://lukeford.net/blog/?p=125692 https://www.patreon.com/lukeford http://lukeford.net Email me: lukeisback@gmail.com or DM me on Twitter.com/lukeford, Best videos: https://lukeford.net/blog/?p=143746 Support the show | https://www.streamlabs.com/lukeford, https://patreon.com/lukeford, https://PayPal.Me/lukeisback Facebook: http://facebook.com/lukecford Feel free to clip my videos. It's nice when you link back to the original.

https://www.politico.com/news/magazine/2025/02/14/booz-allen-worldpride-sponsor-00204059 Booz Allen Hamilton, the mammoth Beltway federal contractor, has long been a supporter of LGBTQ+ causes. “For two decades and counting, we've dedicated ourselves to the advancement of our lesbian, gay, bisexual, transgender, non-binary, queer, and questioning employees,” a page on the firm's site declared in 2024. So when Washington first won the right to host one of the world's biggest gay festivals, it was only natural that Booz Allen signed on to underwrite the event known as WorldPride 2025. But that was before the election. This week, with WorldPride projected to draw three million visitors in just a few months, Booz Allen abruptly withdrew as a sponsor — apparently worried that merely supporting a global gay festival would put it on the wrong side of its dominant customer: President Donald Trump's federal government. Join this channel to get access to perks: https://www.youtube.com/channel/UCEYmda1KQTjrhLBeWutKuGA/join https://odysee.com/@LukeFordLive, https://rumble.com/lukeford, https://dlive.tv/lukefordlivestreams Superchat: https://entropystream.live/app/lukefordlive Bitchute: https://www.bitchute.com/channel/lukeford/ Soundcloud MP3s: https://soundcloud.com/luke-ford-666431593 Code of Conduct: https://lukeford.net/blog/?p=125692 http://lukeford.net Email me: lukeisback@gmail.com or DM me on Twitter.com/lukeford, Best videos: https://lukeford.net/blog/?p=143746 Support the show | https://www.streamlabs.com/lukeford, https://patreon.com/lukeford, https://PayPal.Me/lukeisback Facebook: http://facebook.com/lukecford Book an online Alexander Technique lesson with Luke: https://alexander90210.com Feel free to clip my videos. It's nice when you link back to the original.

In today's episode we embark upon a rigorous analysis using a meticulous scientific approach, to uncover the probable roots of numerous modern diseases including autism, autoimmune disorders, neurodegeneration, cancer and more, all through the lens of vaccine-induced vascular and genetic damage.  Today we are fortunate to once again host Monsieur Marc Girardot direct from Paris, France.   Born in San Francisco in 1966, Marc is a visionary author, researcher, and strategic thought leader, known for his contributions in the fields of health, technology, and innovation.  Mr. Girardot is a regular lecturer and keynote speaker at leading business schools and corporations around the world. Mr. Girardot holds an MBA from INSEAD, as well as a Masters in Economics from ESSEC. He has deep experience in innovation and complex systems, having worked for Cisco, Booz Allen & Hamilton, and Air Liquide.  Mr. Girardot also has extensive experience in the oil and gas industry, where he consulted for British Petroleum, Exxon, and Elf. Most recently, his seminal work, “The Needle's Secret: Unraveling the Mystery of Vaccine Harm and the Bolus Theory Revolution”, has become a bestseller and has attracted significant attention for its exploration of modern health challenges. The book presents the “Bolus Theory,” as a groundbreaking analysis that posits how improperly administered vaccines and other injectables can lead to systemic harm through intravascular injection.  His efforts have garnered a dedicated following, including more than 25,000 subscribers to Marc's “Bolus Theory Series” on Substack, with over 1.5 million views.  For those listeners who may have missed Mr. Girardot'd previous appearance, please listen to  Episode #120 for additional information on this subject. To buy Marc's book please click HERE (https://www.amazon.ca/NEEDLES-SECRET-UNRAVELING-MYSTERY-REVOLUTION/dp/B0CYLSCMHN/ref=sr_1_1?sr=8-1) To visit Marc's substack please click HERE (https://covidmythbuster.substack.com/)

https://slasrpodcast.com/      SLASRPodcast@gmail.com  Welcome to episode 183 of the sounds like a search and rescue podcast. This week, we deep dive for recent hikes on Mt. Tom, Mt. Field, Mt. Avalon and Mt. Isolation. Talk about ghost malls, electric hand warmers, upside down gaiters, notable hikes and more!  This weeks Higher Summit Forecast Topics Show was delayed because Stomp has to save some lost Snowmobilers Earthquake survival Plane Crash in DC New show spinning off for SLASR - So You Wanna…  Extreme Cold Weather in NH - Staying warm tips Stomp sees a Bobcat and we discuss fighting a Bobcat and Mountain Lions Pond Hockey Event in NH - Skating skill, Shooting the Duck, fun team names Upcoming Events - Ty Gagne, 48 Peaks, Stomp DJ gigs New REI CEO - Mike teaches Stomp how to be a CEO Mike and Stomp discuss Liberty Tree Mall History Canada - US Border for PCT Hikers Place Names, Denali / Mt. McKinley Rec.gov website is running a lottery scheme Double Amputee from a minor hiking injury Electric Hand Warmers are the future of hiking Dake Joke spotted in the wild Beer talk and notable hikes Recent Hike on Mt. Tom, Mt. Field, and Mt. Avalon Recent Hike on Mt. Isolation Rescue on Mt. Belknap   Show Notes Apple Podcast link for 5 star reviews SLASR Merchandise SLASR LinkTree MWRR registration Northern Extremes Snowmobile How rare was the earthquake that shook NH and Maine? American Airlines fight collides with US Army Blackhawk in DC overnight. Pond Hockey Classic MWOBS event  48 Peak Winter Event reminder White Lake Ultras - May 3rd Race the Cog - June 28th Jigger Johnson- Aug 16th & 17th REI - New CEO Anne and Hope Alladin's Castle Arcade Northern Border update - PCT closed to thru hikers.  Denali now to be renamed Mt. McKinley.  Interesting Denali facts Hiking Denali Transit Bus Hike with a Ranger for free Off-trail discovery hikes  Denali Visitors Center Why is Booz Allen Renting us back our own National Parks? Booz Allen running rec.gov Veteran Hiker Explains How Minor Injury Led to Double Amputation  Electric Hand Warmers Sponsors, Friends  and Partners Wild Raven Endurance Coaching CS Instant Coffee 2024 Longest Day - 48 Peaks Mount Washington Higher Summits Forecast Hiking Buddies  Vaucluse - Sweat less. Explore more. – Vaucluse Gear Fieldstone Kombucha

Scott Wapner and the Investment Committee debate mega cap tech stocks as Meta and Microsoft report earnings tonight amid all the questions about Deepseek and what it means for their AI spend. Plus, the Committee share their latest portfolio moves in Apple, Vertiv, Booz Allen and more. And later, the desk discuss the latest Calls of the Day and how to trade the names. Investment Committee Disclosures

Are you thinking big enough about your retirement? You'll have time for the things you always wanted to do but didn't have time for in your full-time working years. With a blank canvas to work with, what are the meaningful personal goals you'd like to pursue now? How you start can make the difference. Caroline Adams Miller joins us to discuss her new book Big Goals: The Science of Setting Them, Achieving Them, and Creating Your Best Life  and how you can use a research-backed method to set challenging but attainable goals - and make this year your best year. Caroline Adams Miller joins us from Maryland. ________________________ Bio Caroline Adams Miller is a globally renowned expert in positive psychology, with a special focus on goals and grit. For over 30 years, she has been a trailblazer in advancing these fields, helping individuals and organizations reach their most ambitious goals and improve overall well- being. She was among the first to earn a Master of Applied Positive Psychology (MAPP) from the University of Pennsylvania in 2006, a program pioneered by Dr. Martin Seligman, the founder of positive psychology. Caroline also graduated magna cum laude from Harvard University, laying the groundwork for her future achievements in psychology and personal development. She is a black-belt martial artist and a Masters swimmer. Caroline is the author of nine influential books, including:  My Name is Caroline (Doubleday 1988, Gurze 2000, Cogent 2014), a pioneering recovery memoir that has given hope to countless individuals battling eating disorders. •    Getting Grit (SoundsTrue 2017), which explores the science of perseverance and was recognized as one of the “top ten books that will change your life” in 2017 and one of the “top 25 books that will help you find your purpose” in 2023. •    Creating Your Best Life (Sterling 2009, 2021), a #1-ranked book on goal-setting that combines the science of success with research on happiness and was the first mass-market book to bridge these fields using Locke and Latham's goal- setting theory. •    Big Goals (Wiley, 2024), which offers an accessible, updated framework for achieving significant goals, incorporating modern research on mindset, grit, artificial intelligence, and resilience. It provides practical strategies for both personal and organizational success, grounded in 15 years of new research in positive psychology. This book is destined to change the way people view goalsetting and has been selected as a must-read for The Next Big Idea Club. Her books have been translated into multiple languages, including German, Korean, Spanish, Chinese, Japanese, and Italian, reaching a global audience. Caroline's impact on positive psychology has earned widespread recognition. Dr. Martin Seligman highlighted her work in Flourish, and Angela Duckworth, a leading researcher on grit, praised Caroline's profound insights and practical applications of grit research, saying, “No one has thought more than Caroline about how to apply the scientific research on grit and achievement to our own lives!” A sought-after speaker, Caroline has presented at prestigious venues such as Wharton Business School's Executive Education program and delivered a TEDx talk titled “The Moments That Make Champions,” resonating with audiences worldwide. Her work has been featured in major media outlets like BBC World News, The New York Times, The Washington Post, NBC, NPR, The Wall Street Journal, Forbes, Fortune, and CNN. She has consulted with high-profile clients, including Morgan Stanley, lululemon, Coldwell Banker, American Bankers Association, Blizzard Entertainment, RE/MAX, Booz Allen, Harvard Law School, The World Bank, and Swisse Wellness, helping them pursue ambitious goals and create environments that foster success and well-being. Caroline's memoir My Name is Caroline details her personal journey of overcoming bulimia and demonstrates her belief in the power of grit an...

CISA and FBI detail exploit chains used by Chinese hackers to compromise Ivanti Cloud Service Appliances. Energy systems in Central Europe use unencrypted radio signals. A critical SonicWall vulnerability is under active exploitation. The Nnice ransomware strain isn't. Cisco discloses a critical vulnerability in its Meeting Management tool. GhostGPT is a new malicious generative AI chatbot. ClamAV patches critical vulnerabilities in the open-source anti-virus engine. A new report questions the effectiveness of paying ransomware demands. DOGE piggybacks on the United States Digital Service. On our Industry Voices segment, we are joined by Joe Gillespie, Senior Vice President at Booz Allen, discussing Cyber AI. Jen Easterly leaves CISA a legacy of resilience and dedication.  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. Industry Voices Today on our Industry Voices segment, we are joined by Joe Gillespie, Senior Vice President at Booz Allen, discussing Cyber AI. Selected Reading FBI/CISA Share Details on Ivanti Exploits Chains: What Network Defenders Need to Know (SecurityWeek) Researchers say new attack could take down the European power grid (Ars Technica) Critical SonicWall Vulnerability Exploited In Attacks Execute Arbitrary OS Commands (Cyber Security News) Nnice Ransomware Attacking Windows Systems With Advanced Encryption Techniques (GB Hackers) Cisco Fixes Critical Vulnerability in Meeting Management (Infosecurity Magazine) New GhostGPT AI Chatbot Facilitates Malware Creation and Phishing (Infosecurity Magazine) Open-Source ClamAV Releases Critical Security Patch Updates – What's Inside! (Cyber Security News) Companies who pay off ransomware attackers rarely get their data back, survey shows (Cybernews) Elon Musk Plays DOGE Ball—and Hits America's Geek Squad (WIRED) Under Trump, US Cyberdefense Loses Its Head (WIRED)  Share your feedback. We want to ensure that you are getting the most out of the podcast. Please take a few minutes to share your thoughts with us by completing our brief listener survey as we continually work to improve the show.  Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at cyberwire@n2k.com to request more info. 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

To listen to the full audio of the excerpts in this episode, click the links below:Reaching for the STARs with Katie HermosillaMilitary Appreciation Month: Transitioning into the Civilian Workforce with Dr. Esha HarrisExploring Wellness: Caregiving & Its Impacts with Nora HugginsCulture at Work: Purposeful Engagement with Carey Hodges CONTACT: unstoppable@bah.comPodcast Host: Jennie Brooks, Executive Vice President, Navy Marine Corps TeamWriting, Editing, & Production: Enrico E. Manalo, Content StrategistGuest Scheduling: Bridget Bunning, Executive Assistant

T. Scott Clendaniel has been a pioneer and leader in Data Science and Artificial Intelligence since his career began in 1986. Scott's employers/ clients have included 3M, Ameritrade, Biogen, Booz Allen, Bristol-Myers Squibb, FDIC, Mercedes, Morgan Stanley, The Los Angeles Times and a host of other marquee names. He sits on several boards of directors and is constantly mentoring the next generation. Additionally, he has been a guest lecturer at both Johns Hopkins University and the University of Maryland.

Missed Parts 1 to 3 of this series? Click on the links below to listen!Belonging & Inclusion at Booz Allen: Sector by Sector, Ep. 1 - GDS, ft. Stacey MahoneyBelonging & Inclusion at Booz Allen: Sector by Sector, Ep. 2 - CivilBelonging & Inclusion at Booz Allen: Sector by Sector, Ep. 3 - EO & CTO  CONTACT: unstoppable@bah.comPodcast Host: Jennie Brooks, Executive Vice President, Navy Marine Corps TeamWriting, Editing, & Production: Enrico E. Manalo, DEI Content StrategistGuest Scheduling: Bridget Bunning, Executive Assistant For more Unstoppable Together, check out Unstoppable Together Magazine: https://unstoppabletogethermovement.com/post-resources#magazine

WHO WOULD YOU RATHER BE/VOTE FOR?Home Depot co-founder, GOP donor Bernie Marcus dead at 95. Berne endorsed Trump in November… 2023 and said two years ago that “Nobody works, nobody gives a damn. Just give it to me. Send me money. I don't want to work — I'm too lazy, I'm too fat, I'm too stupid. We used to have free speech here. We don't have it. The woke people have taken over the world. You know, I imagine today they can't attack me. I'm 93. Who gives a crap about Bernie Marcus?” WHO WOULD YOU RATHER BE?Lead “Independent” Director Gregor BrennemanCEO Ed Decker already on boardDoesn't have to sit on any committees (all other independent directors sit on at least two)$380,000 in pay last year to meet 11 times; one of two directors who didn't even give to charity as part of the board's matching charitable contribution programHas an actual voice that matters (14%); CEO has 25%Director Gerard Arpey$315,000 despite low pressure (only 3% influence)No leadership rules: sits on Nominating Committee with four other directors and FInance Committee with 5 other directorsDoesn't even have a “Real” job: says he has been a partner in Emerald Creek Group, a private equity firm since 2012. Prior to his retirement in 2011, he served as CEO of AMR CorporationEmerald Creeks's website is a picture of an orange grove. In the “news” section of the website the last listed event was from November 29, 2011: Arpey Joins Emerald Creek GroupMeta Permits Its A.I. Models to Be Used for U.S. Military Purposes.Meta will allow U.S. government agencies and contractors working on national security to use its artificial intelligence models for military purposes.Meta said that it would make its A.I. models, called Llama, available to federal agencies and that it was working with defense contractors such as Lockheed Martin and Booz Allen as well as defense-focused tech companies including Palantir and Anduril.Meta's move is an exception to its “acceptable use policy,” which forbade the use of the company's A.I. software for “military, warfare, nuclear industries,” among other purposes.WHO WOULD YOU RATHER BE?Meta Platforms Emperor Mark Zuckerberg72% influence; 61% voting powerWorld's 4th richest person: ~$200BBlah blah blahMeta director John Arnold1% influenceMember on only one committee (Audit & Risk) with 4 other membersNo other directorships; only have a BAreceived an $8M bonus from Enron just before the company filed for bankruptcy; the largest cash bonus ever distributed by the company. Known as "king of natural gas”You work at a place named after you (Arnold Ventures) and you're still just the co-founder and co-chairYour board appointment was announced on Valentine's DayPay will be roughly $500,000 annually. He also received two initial equity grants worth $1.4M In 2007, Arnold became the youngest billionaire in the U.SBoeing Union Approves New Contract, Ending Costly StrikeLeaders of the International Association of Machinists and Aerospace Workers district in Seattle said 59% of members who cast ballots agreed to approve the company's fourth formal offer and the third put to a vote.The new contract will raise wages more than 43 percent cumulatively over the next four years, an improvement over the two previous offers. The first proposal would have raised wages just over 27 percent.The deal also includes a $12,000 ratification bonus, which is four times as much as the bonus in the initial offer, and productivity bonuses.However, Boeing refused to meet strikers' demand to restore a company pension plan that was frozen nearly a decade ago.Bank of America analysts estimated last month that Boeing was losing about $50 million a day during the now-ended strikeWHO WOULD YOU RATHER BE?Current CEO Kelly Ortberg, who inherited a messOr former CEO David Calhoun, who got to step down when he felt like it and got $98M in total summary compensation since 2020Kroger Finalizes $1.37 Billion Opioid Crisis SettlementUnder the agreement, which wasn't an admission of wrong doing or liability by Kroger, the company agreed to pay about $1.2 billion over 11 years and around $177 million over a six-year period, each in equal installments. WHO WOULD YOU RATHER BE?CEO and Chair Rodney McMullen since 2014$94M pay since 2019; ; holds $350M in Kroger stockPay ration 502:1; median associate for 2023 was $31,302; received $600k in dividend payments in 202492% shareholder supportNora A. Aufreiter, chair of the Public Responsibilities Committee that met a whopping 3 times last year; served on our Public Responsibilities Committee for nine years, the last four as chairDirector Emeritus of McKinsey & Company; retired in 2014 after more than 27 years with McKinsey$321,000 last year; holds $3M in Kroger stock98% support from shareholders; 99% last year2% board influence despite having served for a decadeElon Musk and X are epicenter of US election misinformationFalse or misleading claims by billionaire Elon Musk about the U.S. election have amassed 2 billion views on social media platform X this year, according to a report by non-profit group Center for Countering Digital Hate.The platform is also playing a central role in enabling the spread of false information about the critical battleground states that will likely determine the outcome of the presidential raceWHO WOULD YOU RATHER BE?Someone who drives a TeslaOr someone who drives literally anything else, including the vehicle from this headline: Guy makes “dodgy e-bike” from 130 used vapes to make point about e-wasteSouthwest Airlines names Rakesh Gangwal as board chair following Gary Kelly's retirementThe airline brought in the co-founder of India's largest carrier Indigo to its board in July despite criticism from Elliott Investment Management at the time.Gangwal bought Southwest shares worth more than $100 million last month before the airline settled its boardroom feud with Elliott in a deal that allowed CEO Bob Jordan to retain his job by making bigger board-level concessions.Co-founder IndiGo Airlines, former CEO and Chair at US Airways Group; served on the boards of CarMax, Office Depot, OfficeMax and PetSmartWHO WOULD YOU RATHER BE?Rakesh Gangwal Former Southwest CEO and Chair Gary Kelly who remains on the board at Chairman EmeritusNow longest-tenured independent director Douglas BrooksNo leadership roles; owns over $2M in stock; made $305K for board service last year(iii) while serving on the Board, free travel on Southwest Airlines for the Director, the Director's spouse, and the Director's children, as well as 50 one-way flight passes annually that may be used for free travel on Southwest Airlines on an unrestricted basis, and an additional 50 one-way flight passes annually for use by qualified charitable and 501(c)(3) organizations;(iv) subsequent to Board servicea lifetime privilege of 50 one-way flight passes annually that may be used for free travel on Southwest Airlines on an unrestricted basis;lifetime free travel on Southwest Airlines for the Director and the Director's spouseif the Director is deceased, free travel on Southwest Airlines for the Director's spouse for the lifetime of the spouse$75,000 cash when he retiresBarry Diller calls timing of The Washington Post's non-endorsement a ‘blunder'To Barry Diller, a friend of Amazon founder Jeff Bezos, the decision for The Washington Post not to endorse a candidate in tomorrow's presidential election was “absolutely principled” — and poorly timed, he said MondayWhich Barry Diller directorship would you vote for?Expedia Group (27%)Chair and Senior Executive $7MMore influence than CEO Peter KernNearly $2B in equity; about 49% in voting powerThe Coca-Cola Company (8%)$12M in shares; $300k annual pay; 3 board committeesMGM Resorts (9%)One committee no leadership; no board pay; IAC owns 20% of MGM equity ($2.3B)IAC (65%)Chair and Senior Executive $3M43% voting power; $650M equityLet's end in Omaha, where the small Nebraska district may decide our next president: Warren Buffett skipped endorsing a presidential candidate this election as many CEOs retreat from politics. WHO WOULD YOU RATHER BE?America's cuddly rich man Warren Buffett, 93 years old and currently 7th richest in world at ~$140B, who doesn't even have to take a stand.Or nepo babies Howard Buffett and Susan Buffett, who sit on the Berkshire board and will be inevitably looked at as failures when the company loses its luster after daddy dies.Or non-Berkshire director and nepo baby Peter Buffett who, after dropping out of Stanford University, used the proceeds of his inheritance from his grandfather to pursue a career in music

Missed Part 1? Listen to it here!Interested in learning more about Disability and Neurodiversity at Booz Allen? Interested in working with us? Check out our Neurodiversity Internship in partnership with BroadFutures! CONTACT: unstoppable@bah.comPodcast Host: Jennie Brooks, Executive Vice President, Navy Marine Corps TeamWriting, Editing, & Production: Enrico E. Manalo, DEI Content StrategistGuest Scheduling: Bridget Bunning, Executive Assistant For more Unstoppable Together, check out Unstoppable Together Magazine: https://unstoppabletogethermovement.com/post-resources#magazine

Osvaldo Giménez serves as the President of Fintech at Mercado Libre, and is also the CEO of Mercado Pago, its financial services division. Osvaldo shares his journey, the challenges of building fintech solutions for diverse markets, and the strategies that have made MercadoLibre Latin America's largest e-commerce powerhouse, Mercado Pago is Mercado Libre's financial services unit accounting for over 50M active users and over $50B in transaction volume, where he oversees the business strategy, including product development and promotion. Mr. Giménez joined Mercado Pago in 2004 and became President in 2020. Osvaldo was previously Country Manager for Mercado Libre in Argentina and was responsible for launching the digital trading platform in Chile, Uruguay and Peru following the firm's IPO. Before joining Mercado Libre, Giménez was an associate consultant at Booz Allen and Hamilton and worked in the fixed income department at Santander in New York. Giménez graduated with a degree in industrial engineering from ITBA (Instituto Tecnológico de Buenos Aires) and holds an M.B.A. from Stanford University. LinkedIn: https://www.linkedin.com/in/osvaldogimenez/ Company LinkedIn: https://www.linkedin.com/company/mercadolibre --- Support this podcast: https://podcasters.spotify.com/pod/show/geeksofthevalley/support

How is DOD adopting autonomous technologies for both tactical missions and back-end work? How are industry and government working together to deliver those capabilities? Join Randy Yamada, Vice President at Booz Allen Hamilton overseeing technical teams and signal processing for control systems, as he discusses Booz Allen's engineering labs, how speed of technological change affects acquisition, and what challenges and opportunities exist for integrating commercial and DOD product development. Booz Allen Hamilton: https://www.boozallen.com/ ___________________________________________________ This episode is sponsored by Booz Allen: https://www.boozallen.com/ ___________________________________________________ To receive updates about the conference please join our mailing list here: https://www.emergingtechnologiesinstitute.org/sign-up http://emergingtechnologiesinstitute.org https://www.facebook.com/EmergingTechETI https://www.linkedin.com/company/ndia-eti-emerging-technologies-institute https://www.twitter.com/EmergingTechETI

Sukkot is upon us! Does that mean we like camping? Well we do but this holiday is less about camping and more about commemorating the 40 years Jews lived in temporary shelters while wandering the desert on the way to Israel, their promised land. On this holiday, when you actually enter this holy "shack" you come across a ritual of waving around fruits and sticks... If it's your first time witnessing this, you must agree that this is a bizarre ritual.  Rabbi Yitz Jacobs of MyAishLA and Aish Los Angeles helps us understand the deeper meaning behind this highly choreographed ritual. Chaz Volk, host of Bad Jew, goes beyond the joy of building the sukkah in order to understand the movements and philosophies behind this act.  00:00 Introduction 06:11 High holiday breakdown by purpose 09:15 Divine protection and dependency 10:33 Beyond the "shack" 16:07 6-dimensional 19:37 Feminine perfection 23:24 Unity with God through tradition 25:07 Tree of Life 28:42 World-building About Rabbi Yitz Jacobs: Rabbi Yitz Jacobs grew up in one of the only secular sections of Long Island. He earned a BS in Biology at Cornell University, and is still repenting for the freshman dorm experience. He then stayed on at Cornell and earned a Masters in Public Administration. He often wonders why, after spending all that money at Cornell, they're still trying to get more out of him. After working in technology consulting for two years in Washington D.C. for Booz-Allen and Hamilton, he decided to do what every Jewish boy dreams of doing after being in the work force—go back to graduate school! Upon acceptance to University of Virginia Law school, he quit his job and took a quick detour to the holy land for a “three hour cruise.” He ended up staying for six years and earning his Rabbinical degree from Aish. R. Jacobs is married to his wonderful wife, Chavi Jacobs, and has 5 beautiful children. Connect with Rabbi Yitz Jacobs: Follow him on FB and IG @myaishla    Connect with Bad Jew: BadJew.co https://linktr.ee/badjew BadJewPod@gmail.com Ig @BadJewPod TikTok @BadJewPod

Jeff Janey is Chair of NDIA's Munitions Technology Division, which facilitates technical dialogue between industry and government concerning the development, production, maintenance and demilitarization of munitions. We caught up with Jeff at the 2024 Future Forces Capabilities Conference (FFC) to discuss the state of play in munitions acquisitions, trends in emerging technologies like AI and directed energy, how the munitions industry thinks about cyber threats, and why working in the munitions industry can be so fulfilling. NDIA Munitions Technology Division: https://www.ndia.org/divisions/munitions-technology Czechoslovak Group: https://czechoslovakgroup.com/en Leveraging Artificial Intelligence in Acquisition Symposium: https://www.ndia.org/events/2024/10/18/ai-in-acquisition-symposium ___________________________________________________ This episode is sponsored by Booz Allen: https://www.boozallen.com/ ____________________________________________________ To receive updates about the conference please join our mailing list here:  https://www.emergingtechnologiesinstitute.org/sign-up  http://emergingtechnologiesinstitute.org https://www.facebook.com/EmergingTechETI https://www.linkedin.com/company/ndia-eti-emerging-technologies-institute https://www.twitter.com/EmergingTechETI

In this week's episode of the SIMPLE brand podcast, I talk with Jennifer Kenny.Jennifer is a master of innovation practices having held senior roles to drive innovation for companies like Accenture, Booz Allen, Gartner, Wells Fargo Bank, Cisco, and Stanford Research Institute.Today she works with teams and organizations to help them fuel their innovation, performance, and revenue.And Jennifer is the author of the best-selling book - The Innovation Mindset: A Proven Method to Fuel Performance and Results.Here's what we discuss:How to make innovation a practice instead of sporadic ideationThe barriers that hinder innovation in teamsThe importance of co-inventing and building trust within teamsHow gender balance impacts an organization's innovation capacityJennifer's six-step practice model for fostering innovationHow innovation drives employee satisfaction and retentionRESOURCES FROM THIS EPISODE:Jennifer's websiteJennifer's book - The Innovation Mindset: A Proven Method to Fuel Performance and Results Jennifer on LinkedIn

Nick Perry, NDIA Armaments Division Chair and Director of Global Strategy and Defense Systems at Northrop Grumman, joins live from the floor of the 2024 Future Force Capabilities Conference & Exhibition to discuss the conference, the Armaments Division, and the impact of emerging technologies on armaments. Mr. Perry and host Arun Seraphin cover advancements in UAS and C-UAS, the new generation of munitions, how the division is addressing workforce challenges, and how the government can best support the munitions and armaments industrial base. Northrop Grumman: https://www.northropgrumman.com/ NDIA Armaments Division: https://www.ndia.org/divisions/armaments Leveraging Artificial Intelligence in Acquisition Symposium: https://www.ndia.org/events/2024/10/18/ai-in-acquisition-symposium _________________________________________________ This episode is sponsored by Booz Allen: https://www.boozallen.com/ __________________________________________________ To receive updates about the conference please join our mailing list here: https://www.emergingtechnologiesinstitute.org/sign-up http://emergingtechnologiesinstitute.org https://www.facebook.com/EmergingTechETI https://www.linkedin.com/company/ndia-eti-emerging-technologies-institute https://www.twitter.com/EmergingTechETI

Welcome to our National Literacy Month series of podcasts, presented in partnership between the Be Podcast Network and Reading Is Fundamental (RIF).In this episode of Transformative Principal, Jodi Rubin, Senior Vice President of Marketing & Partnerships at Reading Is Fundamental (RIF), discusses the "Rally to Read 100" initiative. Launched in response to declining reading frequency and motivation among children, this initiative aims to encourage children to read 100 books by the end of March. Anyone can participate, and there are incentives for schools and individuals, including book giveaways and social media contests. RIF provides various resources to support the initiative, such as videos, activity sheets, and purposeful questions for each book. Rubin emphasizes the importance of early reading experiences, reading aloud, and community involvement in fostering a love of reading in children. She also highlights the "RIF Literacy Central" website, which offers over 30,000 resources for educators and families.Rally to Read 100Frequency and motivation of reading was way down100,000,000th B&N storytime pick and Random House partnershipsRead 100 books by the end of the month of March. Anyone can participateWhy community is so important! Competition in individual groups. Motivation - giving away 10,000 books. 100 schools to win 100 books. Social media contestsEvery month 2 new videos will appear for the month's theme (community, nature, changemakers, and more).Packets, coloring sheets, and more activities for students to do and use. 12 titles for read-alouds - Maxine Gets a Job and Built to Last, for example.Purposeful questions for each book they read. The power of early reading experiences.Importance of reading aloud. Enter to get your classroom sets. Celebratory event live at Union Square in NY. RIF Literacy Central - over 30,000 resourcesPlease add your bio here: Jodi Rubin is a marketing strategy and project management leader with more than 25 years of experience in the areas of strategic marketing, brand management, partnership marketing, communications, and strategy development. Jodi currently serves as RIF's Senior Vice President Marketing & Partnerships and is responsible for the organization's marketing strategy, communications, and partnership marketing to drive awareness and engagement with the RIF brand and its programs.Prior to RIF, Jodi was with Discovery Communications serving in a variety of strategic marketing roles in Domestic Distribution and Discovery Education. Jodi oversaw international educational marketing initiatives, new content provider partner efforts, and worked with Discovery's various networks to bring key initiatives to teachers and students with unique educational content and resources to inspire and engage students.Jodi also held prior positions at Comsat International, W.B Doner Advertising, and Booz Allen & Hamilton.Jodi holds a Master of Business Administration from the University of Maryland and a Bachelor of Business Administration from the University of Michigan. We're thrilled to be sponsored by IXL. IXL's comprehensive teaching and learning platform for math, language arts, science, and social studies is accelerating achievement in 95 of the top 100 U.S. school districts. Loved by teachers and backed by independent research from Johns Hopkins University, IXL can help you do the following and more:Simplify and streamline technologySave teachers' timeReliably meet Tier 1 standardsImprove student performance on state assessments

SUBSCRIBE TO OUR YOUTUBE Channel! Get CERTIFIED: Become a certified GovClose Advisor and Earn up to $400K a year as a freelance GOVERNMENT CONTRACT CONSULTANT HIRE An Expert: Hire one of our certified advisors to optimize your approach to federal sales and win more contracts. Full, Part Time & project based options available. Follow me on Linkedin! American AI Logistics In this episode of the DOD Contract Academy Podcast, we interview John Conferencesco from American AI Logistics. The focus is on a revolutionary service that allows companies to generate numerous government contract proposals easily and cost-effectively using AI. John shares his industry insights, starting from his civilian work with the Navy to his entrepreneurial achievements. The discussion covers the intricacies of government contracting, ranging from products like toilet paper to high-end software solutions, highlighting strategies like 'bid to lose' for market entry. Tune in to learn about this innovative tool that can transform how businesses approach government contracting. 00:00 Introduction and Special Interview Announcement 01:00 Introducing John and His Background 01:52 John's Early Career with the Navy 02:43 Transition to the Private Sector 07:24 Experiences at Lockheed Martin and Booz Allen 12:43 Building a Business with Active Navigation 14:11 Sales Strategies and Client Relationships 23:11 Success with Cybersecurity and Starting a New Company 24:50 Understanding Bid Strategies in Government Contracting 25:59 The Concept of 'Bid to Lose' 30:40 Leveraging Technology and AI in Bidding 32:39 Challenges and Realities of Government Contracting 38:59 The Importance of Relationships and Salesmanship 42:05 Exploring the Future of Bidding with AI 48:59 Getting Started with AI-Driven Bidding