Podcasts about budapest university

Timestamps: 10:34 - What is high precision electronics manufacturing? 17:52 - How to understand the problems of potential customers 22:03 - Giving robots proximity sensors 26:55 - Inveel's fundraising strategy 33:38 - The money candle and the motivation candle  This episode was produced in collaboration with startup days, taking place next year on May 14th 2025. Click ⁠here⁠ to purchase your ticket. About Barbara Horvath: Barbara Horvath is the co-founder and CEO of Inveel, a startup providing technology for low-cost and high speed production of extreme-high resolution printed electronics. She holds a PhD in Materials Science & Engineering from the Budapest University of Technology and Economics, and worked as a researcher at the National Institute for Materials Science (Japan), the Centre National de la Recherche Scientifique (France) and the Paul Scherrer Institut (Zurich) before starting Inveel in 2024. Inveel fabricates 100 nm - 2 µm linewidth wires and electrodes with low resistivity — this what they term their “high precision electronics”. At first they struggled with finding a market, since the applications for their tech were very numerous, but eventually settled on robotics. Inveel adds value to a robot by basically giving it another layer of “skin”, full of “nerve endings”, which help the robot better understand how it is interacting with the world. For instance: If a robot is holding an egg, having an Inveel skin is useful to know how much pressure to apply in order to maintain grip but not crush the egg. If the egg starts slipping, the robot will know because it will feel the egg in different parts of their “hand”, and can adjust the movements of their “hand” to prevent the egg from escaping their grasp. If a robot bumps their knee, it is very easy for their whole balance to be thrown off and for them to fall over. If their knee is wearing an Inveel skin, the robot can react faster to the perception of having bumped it and more quickly readjust their body posture so as not to fall down. If a robot needs to go up and down stairs, or walk in terrain where there are voluminous rocks, having an Inveel skin on the soles of their “feet” will help them ascertain whether they're placing their “feet” correctly on the steps of the stairs, and will help them quickly realize they've stepped on a rock, and again adapt their body posture so as not to fall over. Inveel skins also give robots proximity sensors, which allow them to sense if a person (or object) is nearby. Currently, robots have cameras through which they perceive the presence of people, and when they detect people, they slow down quite a lot as a form of risk mitigation. Inveel's proximity sensors allow robots to remain fast even in environments filled with people, because they make them much quicker in reacting to the presence of a person and avoiding collision.  Inveel is currently establishing pilots with big players and kicking their R&D into turbo mode in order to cater successfully to the robotics industry. The cover portrait was edited by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.smartportrait.io⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

Are you interested in individual steps as strengths for the future of cities? What do you think how we can be brave in political decisions for thinking long term? How can we create the right to live in the city for everyone? Special celebratory episode with a summary of the interview with Emil Melles, civil engineer and my father. We talked about his vision for the future of cities, liveability, accessibility, urban air becoming unbreathable, and many more. Emil Melles is an accomplished civil engineer with decades of experience in urban development and infrastructure projects across Hungary. Since earning his degree from the Budapest University of Technology and Economics in 1980, Emil has held various leadership roles and he has been instrumental in overseeing and managing complex projects such as city rehabilitations, flood protection measures, and significant municipal investments. His career is marked by a strong commitment to improving urban environments, ensuring project efficiency, and fostering sustainable development. Emil is also a dedicated family man, music enthusiast, and lifelong learner with a passion for exploring new ideas in his field. And last, but not least, he is my father, so it was especially exciting to interview him about these questions. Connecting episodes you might be interested in: No.069 - Interview with Dr Éva Kereszty about urban accessibility No.156 - Interview with Fanni Melles, future of cities researcher No.200 - NeurodiverCity panel conversation You can find the transcript through ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠this link⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. What wast the most interesting part for you? What questions did arise for you? Let me know on Twitter ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@WTF4Cities⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ or on the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠wtf4cities.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ website where the⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠showno⁠t⁠es⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠are also available. I hope this was an interesting episode for you and thanks for tuning in. Music by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Lesfm ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠from ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Pixabay⁠

Fluent Fiction - Hungarian: Summer of Change: Triumphs in Friendship & Self-Discovery Find the full episode transcript, vocabulary words, and more:fluentfiction.org/summer-of-change-triumphs-in-friendship-self-discovery Story Transcript:Hu: A nyitott ablakon át friss nyári szellő járta át a szobát.En: A fresh summer breeze flowed through the open window, filling the room.Hu: A Budapest Egyetem kollégiumának egyik kis, zsúfolt szobájában Zsófia és Áron készültek a vizsgáikra.En: In one of the small, crowded rooms of the Budapest University dormitory, Zsófia and Áron were preparing for their exams.Hu: Az asztalon halmokban álltak a tankönyvek és jegyzetek.En: Textbooks and notes were piled high on the desk.Hu: Zsófia, mindig fegyelmezett és szorgalmas, érezte a nyomást.En: Zsófia, always disciplined and diligent, felt the pressure.Hu: Meg akarta nyerni az ösztöndíjat.En: She wanted to win the scholarship.Hu: Áron, bár nyugodtnak tűnt, titokban küzdött az önbizalomhiánnyal.En: Áron, although he appeared calm, secretly struggled with a lack of self-confidence.Hu: Nem akarta csalódást okozni a szüleinek.En: He didn't want to disappoint his parents.Hu: Zsófia nézte Áront, aki egy könyvet bámult, de láthatóan nem értette.En: Zsófia observed Áron, who was staring at a book but clearly didn't understand it.Hu: "Segítek neked tanulni," mondta neki.En: "I'll help you study," she said to him.Hu: Áron vonakodva bólintott.En: Áron nodded reluctantly.Hu: Szégyellte, hogy segítségre volt szüksége, de tudta, hogy muszáj átmenni a vizsgákon.En: He was ashamed that he needed help, but he knew he had to pass the exams.Hu: Az első pár napban Zsófia és Áron együtt tanultak.En: During the first few days, Zsófia and Áron studied together.Hu: Zsófia magyarázott, és Áron próbálta követni.En: Zsófia explained, and Áron tried to follow along.Hu: "Ez az anyag nagyon fontos," mondta Zsófia, "ha ezt megtanuljuk, biztosan jól sikerül a vizsga.En: "This material is very important," Zsófia said, "if we learn this, we'll definitely do well on the exam."Hu: " Áron bólintott, de egyre inkább elkeseredett.En: Áron nodded, but he was becoming increasingly discouraged.Hu: Nem akarta kimutatni, hogy nem ért semmit.En: He didn't want to show that he didn't understand anything.Hu: Egy este, a szoba csendjét csak a lapozás zaja törte meg.En: One evening, the silence of the room was broken only by the sound of pages turning.Hu: Áron végül felrobbant.En: Finally, Áron burst out.Hu: "Nem megy!En: "I can't do it!Hu: Nem értem ezt az egészet!En: I don't understand any of this!"Hu: " kiáltott fel.En: he shouted.Hu: Zsófia megdöbbent, de nem adta fel.En: Zsófia was taken aback but didn't give up.Hu: "Miért nem szóltál korábban?En: "Why didn't you say something earlier?"Hu: " kérdezte szelíden.En: she asked gently.Hu: "Nem akarok csalódást okozni," vallotta be Áron.En: "I don't want to disappoint anyone," Áron confessed.Hu: Zsófia sóhajtott.En: Zsófia sighed.Hu: "Mindannyiunknak megvannak a nehézségei," mondta.En: "We all have our difficulties," she said.Hu: "De együtt meg tudjuk csinálni.En: "But together we can do it."Hu: " Áron ránézett és látta, hogy Zsófia is feszültség alatt áll.En: Áron looked at her and saw that Zsófia was also under pressure.Hu: Mindketten rájöttek, hogy túl sok nyomást helyeztek magukra.En: They both realized they had placed too much pressure on themselves.Hu: Az elkövetkező napokban lassítottak a tempón.En: In the following days, they slowed down their pace.Hu: Zsófia megtanulta engedni magát, és nem keresni a tökéletességet mindenben.En: Zsófia learned to let go and not seek perfection in everything.Hu: Áron megértette, hogy nincs semmi szégyellnivaló abban, ha segítséget kér.En: Áron understood that there was nothing shameful about asking for help.Hu: Együtt új stratégiákat találtak, és hatékonyabban tanultak.En: Together they found new strategies and studied more effectively.Hu: Az utolsó este tanulás közben mindketten ránéztek a jegyzeteikre, majd egymásra.En: On the last evening of studying, they both looked at their notes and then at each other.Hu: Érezték, hogy sikerülni fog.En: They felt confident that they would succeed.Hu: Áron már nem kételkedett magában, és Zsófia is jobban érezte magát.En: Áron no longer doubted himself, and Zsófia felt better too.Hu: A vizsga napján mindketten magabiztosan mentek be az épületbe.En: On the day of the exam, they both walked into the building with confidence.Hu: Az együtt töltött idő segített nekik a felkészülésben, és nem csak a tananyagban, hanem az életben is.En: The time they spent together had helped them prepare, not just in terms of the material but for life as well.Hu: Tudták, hogy bármi is történik, megküzdenek vele – együtt.En: They knew that whatever happened, they would face it together.Hu: A nap végén visszatértek a kollégiumba, fáradtan, de boldogan.En: At the end of the day, they returned to the dormitory, tired but happy.Hu: Megértették, hogy az igazi siker nem csak a jegyekben rejlik, hanem abban is, hogy támogatták egymást.En: They understood that real success was not just in the grades but in supporting each other.Hu: És ez a nyár, bármilyen nehéz is volt, meghozta a változást mindkettejük számára.En: And that summer, however difficult it had been, brought about a change for both of them.Hu: Zsófia már nem hajszolta a tökéletességet, és Áron önbizalommal nézett a jövőbe.En: Zsófia no longer chased perfection, and Áron faced the future with confidence. Vocabulary Words:breeze: szellőcrowded: zsúfoltdormitory: kollégiumdisciplined: fegyelmezettdiligent: szorgalmasconfidence: önbizalompressure: nyomásscholarship: ösztöndíjashamed: szégyelltereluctantly: vonakodvadisappoint: csalódást okoznifollow: követniincreasingly: egyre inkábbdiscouraged: elkeseredettconfess: bevallanigently: szelídensigh: sóhajtanirealize: rájönnisuccess: sikerstrategies: stratégiákeffectively: hatékonyanperfection: tökéletességbuilding: épületprepare: felkészülnistruggle: küzdenimaterials: anyagnothing: semmiask: kérnisupport: támogatásfuture: jövő

From fashion dreams to tech leadership as the President and Managing Director of SAP Southeast Asia, Verena Siow is truly a force of nature who knows how to design success on her own terms! She has amassed a wealth of experience in sales, business development and startup ventures within the technology sector, spanning across the continents of Asia, the Middle East and Americas.In her current role, Verena drives SAP's sustainable growth across the diverse markets of Indonesia, Malaysia, Philippines, Singapore, Thailand, Vietnam, and other emerging regions. Verena holds a bachelor's degree in Business Administration from the Budapest University of Economic Sciences. She is currently based in Singapore, where her leadership continues to make a significant impact on SAP's mission to help SEA run better and improve people's lives with sustainability at the core.In conjunction with International Women's Day this year with the theme: Invest in Women: Accelerate Progress, Verena shines a light on how women can design success on their own terms and claim their seat at the table!CONNECT WITH US HERE:✨Instagram✨Youtube✨Spotify✨Apple Podcast✨Email: actsplorethis@gmail.com✨Buy us a coffee

Katie-Ann Wilson, Managing Director of OMFIF's Digital Monetary Institute is joined by Peter Faykiss Director, Digitalization, Central Bank of Hungary, Imre Kocsis, Assistant Professor, Budapest University of Technology, Laszlo Gonczy Associate Professor, Budapest University of Technology and Chris Ostrowski, CEO and founder of SODA to explore what we mean by programmable money and how it could impact how we use money in society. They also discuss the BIS's Project Rosalind and why it is important to CBDC development, real life use cases for CBDCS using smart contracts and the technical models used.

We continue our look back at some of the names breaking out in 2023 and with ambitions set fully on Paris in the company of Hungary's exciting talent Marta Kropko.Still only 20 years old, this season saw Marta cement her place in the Hungarian Mixed Relay squad after what was a tough debut in Leeds in 2022, this time helping the team to 5th place at the World Championships in Hamburg, 3rd at the European Games Krakow and now suddenly eyeing an Olympic qualification spot that would guarantee two men and two women on the Paris start lines.The U23 Aquathlon World Champion after winning in Ibiza, Marta scored a first World Cup top 10 in Weihai in August and is now hunting a first WTCS start in 2024, all fitting around an Economics degree in which she is in her third year at Budapest University.

Patrik Reizinger is a Ph.D. student in machine learning at the University of Tübingen and part of the ELLIS and IMPRS-IS doctoral programs. He holds a B.Sc. and M.Sc. in electrical engineering from the Budapest University of Technology, where he specialized in control engineering and intelligent systems. His main research interests include designing AI that can understand cause-effect relationships. In his free time, he tries to decrypt sustainable strategies for earning a Ph.D., which he summarizes in his newsletter, The Path to PhD.   For show notes and transcript visit: https://kk.org/cooltools/patrik-reizinger-doctoral-researcher-in-machine-learning/   If you're enjoying the Cool Tools podcast, check out our paperback book Four Favorite Tools: Fantastic tools by 150 notable creators, available in both Color or B&W on Amazon: https://geni.us/fourfavoritetools

In this week's episode of Clean Talk, Tamás Haidegger, Co-founder of HandInScan, joins us to share what he and HandInScan are doing to improve hand hygiene and patient outcomes across the globe.Listen in as Tamás and host, Bradley Whitchurch, discuss:- The mission to help professionals provide better care- The technology behind HandInScan- The benefits of a UV-based hand hygiene assessment method- The importance of the data collected in correlation with improving hand hygiene & patient safety- How cloud-based data saves time of workflow and training- HandInScan's work with WHO and the leaders of ISO- Covid's push to improve hand hygiene in all public spaces- What to expect in the future for HandInScan Tamás Haidegger received his MSc degrees from the Budapest University of Technology and Economics (BME) in Electrical Engineering and Biomedical Engineering, then PhD in medical robotics. He received habilitation from Óbuda University in 2022. His main field of research is on medical technologies, control/teleoperation of surgical robots, image-guided therapy and digital health technologies. Currently, he is associate professor at Óbuda University, serving as the director of the University Research and Innovation Center (EKIK), and as the technical lead of medical robotics research at the Antal Bejczy Center for Intelligent Robotics. Besides, he is a research area manager at the Austrian Center of Medical Innovation and Technology (ACMIT), working on minimally invasive surgical simulation and training, medical robotics and usability/workflow assessment through ontologies. Tamás is the co-founder of a university spin-off—HandInScan—focusing on objective hand hygiene control in the medical environment, member of the World Health Organization POPS group. He is an active member of various other professional organizations, including the IEEE Robotics and Automation Society (serving as an associate VP), IEEE SMC, IEEE EMBS, IEEE SA and euRobotics aisbl, holding leadership positions in the IEEE Hungary Section as well. He is a national delegate to the ISO TC299 standardization committee focusing on the safety and performance of medical robots and the ISO TC 304 working on hand hygiene and patient safety standards, furthermore, involved in the IEEE Global Initiative on Ethics of Autonomous and Intelligent Systems. He is co-Editor-in-Chief of Acta Polytechnica Hungarica and Associate Editor to the IEEE Trans. on Medical Robotics and Bionics, the IEEE Robotics and Automation Magazine and the Intl. J. of Computer Assisted Radiology and Surgery. Tamas is the author and co-author of over 250 scientific papers, books, articles across the various domains of biomedical engineering, with over 2000 independent citations to his work.Clean Talk Registration: https://cleantalk.onlineClean Talk Official Website: https://cleantalk.tvLinkedin Group: https://linkedin.com/groups/9094477/Facebook Group: https://facebook.com/groups/986587845276744Buzzsprout: https://feeds.buzzsprout.com/1841006.rss#cleantalk#infectioncontrol #infectionprevention #infectionpreventionpodcast#infectioncontrolpodcast#sealshield

In this week's episode of Clean Talk, Tamás Haidegger, Co-founder of HandInScan, joins us to share what he and HandInScan are doing to improve hand hygiene and patient outcomes across the globe.Listen in as Tamás and host, Bradley Whitchurch, discuss:- The mission to help professionals provide better care- The technology behind HandInScan- The benefits of a UV-based hand hygiene assessment method- The importance of the data collected in correlation with improving hand hygiene & patient safety- How cloud-based data saves time of workflow and training- HandInScan's work with WHO and the leaders of ISO- Covid's push to improve hand hygiene in all public spaces- What to expect in the future for HandInScan Tamás Haidegger received his MSc degrees from the Budapest University of Technology and Economics (BME) in Electrical Engineering and Biomedical Engineering, then PhD in medical robotics. He received habilitation from Óbuda University in 2022. His main field of research is on medical technologies, control/teleoperation of surgical robots, image-guided therapy and digital health technologies. Currently, he is associate professor at Óbuda University, serving as the director of the University Research and Innovation Center (EKIK), and as the technical lead of medical robotics research at the Antal Bejczy Center for Intelligent Robotics. Besides, he is a research area manager at the Austrian Center of Medical Innovation and Technology (ACMIT), working on minimally invasive surgical simulation and training, medical robotics and usability/workflow assessment through ontologies. Tamás is the co-founder of a university spin-off—HandInScan—focusing on objective hand hygiene control in the medical environment, member of the World Health Organization POPS group. He is an active member of various other professional organizations, including the IEEE Robotics and Automation Society (serving as an associate VP), IEEE SMC, IEEE EMBS, IEEE SA and euRobotics aisbl, holding leadership positions in the IEEE Hungary Section as well. He is a national delegate to the ISO TC299 standardization committee focusing on the safety and performance of medical robots and the ISO TC 304 working on hand hygiene and patient safety standards, furthermore, involved in the IEEE Global Initiative on Ethics of Autonomous and Intelligent Systems. He is co-Editor-in-Chief of Acta Polytechnica Hungarica and Associate Editor to the IEEE Trans. on Medical Robotics and Bionics, the IEEE Robotics and Automation Magazine and the Intl. J. of Computer Assisted Radiology and Surgery. Tamas is the author and co-author of over 250 scientific papers, books, articles across the various domains of biomedical engineering, with over 2000 independent citations to his work.Clean Talk Registration: https://cleantalk.onlineClean Talk Official Website: https://cleantalk.tvLinkedin Group: https://linkedin.com/groups/9094477/Facebook Group: https://facebook.com/groups/986587845276744Buzzsprout: https://feeds.buzzsprout.com/1841006.rss#cleantalk#infectioncontrol #infectionprevention #infectionpreventionpodcast#infectioncontrolpodcast#sealshield

[00:00:00] Jack Briggs: Hubris is the death nail to leadership. It's the poison dart in the heart of leadership because you'll believe the things that people tell you and you will be manipulated.  You will get yourself into situations with finances or with power or with relationships that will be detrimental to the organization and your own personal development and career. [00:00:25] Tommy Thomas: Our guest today is Jack Briggs, the President and CEO of the Springs Rescue Mission in Colorado Springs. Jack enjoyed a 31-year career in the United States Air Force, retiring as a major general. His final role in the Air Force was Director of Operations for the US Northern Command Headquarters in Colorado Springs. Jack is a graduate of the United States Air Force Academy. He ultimately got his doctorate in education from NYU. Along the way, he picked up master's degrees from Troy University, Budapest University of Economic Science, and the Air War College. Prior to joining the Springs Rescue Mission, Jack was a Vice President for Global resiliency and Security at NYU. [00:01:08] Tommy Thomas: Jack, welcome to NextGen nonprofit leadership. [00:01:11] Jack Briggs: Thank you. Great to see you again. [00:01:14] Tommy Thomas: It's good to see you.  I remember you and I met several years ago. You were, you and your family were visiting Nashville around Christmas time and I think a mutual friend of ours, John, and I'm drawing a Blake on his last name now, but he said, you need to have lunch with Jack. He's thinking about what's after the Air Force, and it might be higher ed and I guess since I worked in higher ed a lot, John thought that would be a good idea. And as I remember it, you were two-star then and maybe up for your third star. I guess aside from the fact that I was having lunch with a two-star general, and he was asking me questions about his future, the thing I remembered that day was your family your wife and kids. I don't remember the ages of the kids, but I remember their demeanor. I thought it was so impressive for them to sit and we spent an hour, probably an hour and 15 minutes at a Mexican restaurant and they just, they were engaging, and I thought, wow that's what a family looks like, so thank you. [00:02:10] Jack Briggs: That's all their mom that has nothing to do. That's all their mom. [00:02:13] Tommy Thomas:  I'd like to start at the beginning. I'm thinking back on people's upbringing. What's your most beloved memory from your childhood? [00:02:21] Jack Briggs: Wow. A lot of different things come to mind. I think the thing that stands out more than anything else was on my mother's side. My grandfather was an immigrant from England. He was an orphan and came to the United States and was a dairy farmer, and we would go to the dairy farm in Vermont. my dad was in the army and so we were in a variety of different locations, but we always rallied there as a family. And I just remember that very distinctly. I don't think I appreciated it as much as I I was a kid. But now I look back on that time where it was essentially our grandmother would kick us out the door after breakfast. We could eat outside for lunch and then we'd come back in for dinner. But we were outside just enjoying being around family and playing as kids, and it was just really a wonderful time. Tommy Thomas:   Expanding on that a little bit. So maybe two or three things that you think shaped your career [00:03:13] Jack Briggs: Yeah. I would say that probably the things that shaped me most when I was growing up, one, I was raised in a Christian family. I think that foundation of respect for faith, respect for people. I think that was very pivotal. I think my decision to join the Air Force at a young age, I wanted to be a fighter pilot in the Air Force. And so that's what I ended up going to the Air Force Academy and then spending little over 30 years as an active-duty officer. Obviously that was very influential and shaped who I was marrying somebody that compliments me, meaning she fills in those gaps that I don't have real solid in my own life. She does. And that helps a lot. I'd say those three things probably. [00:03:56] Tommy Thomas: If your dad was in the army, a career Army Officer, how does the guy get the vision of being a fighter pilot in the Air Force? [00:04:02] Jack Briggs: When I was a little kid, I was about eight years old, I saw the Thunderbirds fly and I said, I want to do that. And  I was the kind of kid who was pretty focused. And so I started asking around, like, how do you do that? And my dad had some friends that had been in the Air Force and they talked about going to the Air Force Academy. And so I looked that thing up in the World's book Encyclopedia. And said, okay, that's what I want to do. And took a trip out to Colorado Springs when I was in my, maybe early teens or 12 or 13, and said, okay. And so, whatever I did in high school, whatever I did as a teenager was to try to get to the Air Force Academy. And then I did and graduated and got to have the career that I dreamed of. I got to be a fighter pilot. [00:04:46] Tommy Thomas: Did you think going in it would be a career or did you think it would be a four-to-six-year stint? Jack Briggs: My initial intent was for it to be a career. And then over time it, it grew into that. [00:04:57] Tommy Thomas:  What do you remember about your first command? the first time that you actually had people reporting to you? [00:05:02] Jack Briggs: That weight is interesting. It's the weight of command. It's hard to describe of but when you do it, you understand it.  It was challenging. It's people and people can be challenging. But if you can develop them it's thrilling to watch somebody develop. [00:05:17] Tommy Thomas: Did you have a, a mentor or somebody that you looked up to in the service as a model or did you, were you winging it part? Pardon the pun. [00:05:25] Jack Briggs: There's no winging it. They're variety of, I, I could give you 20 names of folks. 15 of 'em. I wanted to do exactly the way they were doing it, and five of 'em, I wanted to do it exactly the opposite of the way they were doing it. But it was a learning experience at each level. I think you have to maybe take things as they come at different levels of your own capacity and capability to really grasp what you're being presented. Some of the things are over your head when you're, when it's early in your career you think you've got it, but you just don't have enough experience for it to stick. And getting out ahead of your own headlights a couple of times we'll teach you, maybe I need to go at a pace where the organization helps me to develop as I go. [00:06:06] Tommy Thomas:  What did you learn as an Air Force Officer that's maybe been most helpful as you moved into the nonprofit sector? People matter and projects don't [00:06:11] Jack Briggs:.  Projects are a thing to do. And I think if we look back in our lives, maybe to the last thing you ever, you did at a place you're probably not thinking about that slide deck you created or that paper you typed up or that product you put together. You're probably thinking about the people you worked and interacted with, either positively or negatively, but the people is what matters. And so taking that one step further as a leader, I think you have to frame your approach to people this way. I did it. I would always say that we're gonna advance on the mission because the mission is why we're here. [00:06:52] Jack Briggs: We're gonna focus on the welfare of the people that we lead.  We're gonna focus on their welfare. Now that doesn't mean just holding their hand. It's challenging them. It's creating an environment where they can grow where they can gain more self-worth and responsibility and confidence in themselves. Last thing is being a good steward of the resources you're provided. You get time, money, equipment, people. As a leader, you need to be a good steward of those so that you can focus on the welfare of the people that you lead. So they will advance the mission. If you can get that, that sauce together, right? The problem becomes going too fast. And now you've gotta regulate how quickly the organization moves because people are bought in, they're committed because they know that you're after their welfare so that they can go do what we're supposed to do. [00:07:50] Tommy Thomas: If you invited me to a staff meeting next week and I got a chance to talk to your senior team and maybe we excused you and if I were to ask them what's the toughest part of working for Jack Briggs?  What do you think I would hear? [00:07:53] Jack Briggs: Oh gosh. Huh. I guess I would say maybe the, and this is my own, this is my own issue. Sure. That this is my issue. I have a perfectionism streak that I have to make sure I don't apply to everyone else around me. Not that I am perfect, but I am the hard part, the thing about it is I am hard on myself.  When mistakes happen and those sorts of things I don't typically transfer that to the folks that I lead, but I can. I can react negatively to that if I let somebody down. That, that's the thing maybe I would say is that I'll take things very personal if I'm, if I've come up short I try not to transfer that to the folks that, that I'm working with. But I think they can see it. [00:08:33] Tommy Thomas: So let's flip that question around.  What do you think they'd say was the most rewarding thing of working for Jack Briggs? [00:08:39] Jack Briggs: Now this is something I have been told. Not that I would say that I believe this so much. It sounds true but I think externally I've been told this is that I have an ability to put the current situation into a broader context, whatever's happening. I'm able to bring it up and to not focus so much on the issue but get to the principle of what we're trying to do in a broader context of where we want to go. And that's, that is to relieve the pressure of people trying to just slay the immediate dragon that's right in front of 'em, but to put their own decision making into the context of where the organization is trying to go, so that then they can make independent decisions so that they're moving in the same direction all the time, even though I may not be there to help them with their deciding. Because if I have to decide everything, then I don't need them, right? I want to empower them with the framework of context and then let them go do their expertise. [00:09:39] Tommy Thomas: How far along in your Air Force career do you think you were when you began to think like that? Does that happen as a Captain or do you have to have 20 years in before you have the experience to conceptualize that way? [00:09:51] Jack Briggs: I would say it's earlier than that. I think it was my upbringing with my father. Huh. He was a coacher.   He was a coach kind of guy. And he saw leadership traits in me, and we would talk about those sorts of things if, know, it was a sports or boy scouts or, whatever it happened to be. Taking the opportunity to exercise those leadership muscles and figure out that it is, it's never about you. You know that I think that he instilled in that, in me at an early age was leadership is servant. It's about serving those who you lead. Now you have to have a framework and you have to have a vision. But really then you need to support your, the folks that are gonna go do it. And that, again, that's focusing on their welfare by being a good steward of the resources you're providing. [00:10:36] Tommy Thomas: What skills or competencies did you use in the latter part of your career in the Air Force, and how does that compare or differ from today? [00:10:45] Jack Briggs: I think they're very similar. Again, people matter. Projects don't.   We have all kinds of projects at the rescue mission.  That's not why we're here.    We're here is to help people meet them at their point of need and then help move them along a pathway away from homelessness, addiction, poverty and so the programs are tools that, but they're not the thing and the people that we're working with are the thing. And so, people matter. Projects don't. If a project isn't working or a program isn't working to achieve the objective with a client, then what we need to change the program to meet them at from a different angle. one of the things that I think makes us successful is we're very transactional with our clients. We're not we're not we're not based on altruism. I'll just put it that way. I know that sounds weird but we're not we're based on mutual respect, dignity, and transaction. Meaning for our clients, we want to elevate their selves, and help them rediscover their own worth to do that. You transact with them.  You have something they want, they have something you want and you transact with them. And in doing that you level this sort of power gap that can occur in social services where if you just give things to people, you create a power gap because you're the one who has everything, and you have worth and they don't. We don't like to do that. We like to engage in transactional things. It starts off with their very first moment at the rescue mission when we do our first transaction is they want to come in because they want food or shelter or medical care or whatever. We, they have something we want. And that's this. What's your name? Not your street name, but your real name. We'd like to know your name. Now, on the street, a name is a commodity. Because if I know your name, I can find out if you've got an open warrant, I can find out if you've been a sex offender, I can find out all kinds of stuff about you if I've got your name. That's a transaction. There's a first trust moment right there. And so it's people, and it's incentivization of people. [00:12:42] Tommy Thomas: What was the hardest thing you had to learn, coming into your current role from the military and from higher education? What was the maybe the biggest difference or the hardest lesson [00:12:54] Jack Briggs: Speed. I think speed is the is one of the things.  You have to have a little more patience in this world of social services and nonprofit. It doesn't move at the same speed as a military organization for a variety of reasons. It seemed obvious.  But think for me it was understanding the cycle, the rhythm of decision making and that sort of thing. [00:13:15] Tommy Thomas: How did you know, or how did you get an inkling that this job was right for you? [00:13:20] Jack Briggs: I have a family history of some addiction and being on the streets a little bit.  And having been around that in my family I, my eyes were open to it early. And then when I was here at the, in Colorado Springs, in my last assignment, I was on the board of directors at the Rescue Mission. When I retired and moved to New York, I stayed in contact. And when the then CEO wanted to retire, they called me and asked me if I might be interested in coming back and interviewing for the position. My wife and I had considered coming back to Colorado as our final destination. Regardless, it just seemed like good timing. [00:13:56] Tommy Thomas:  You mentioned a few minutes ago that you probably weren't always ready for the for the next assignment in the Air Force. Maybe can you share with us a leadership position that was different than you anticipated and how you came out of it? [00:14:10] Jack Briggs: Oh, I think they were all different. I think this is different. But again, I don't tend to really worry too much about that anymore after those experiences because I try to do things based on principle and not just the circumstance or issue of the day. It's what are the principles involved and when you focus on those, then the leadership tends to be very similar. [00:14:31] Tommy Thomas: When you think of the, maybe the leader that maybe had the most influence in you on the Air Force, can you gve me some words and phrases that come to mind about their leadership? [00:14:40] Jack Briggs: Integrity and humility. I think the particularly in senior level leadership, whether it's the military or business or in a nonprofit if you if you can't, if you can't have, be integrated, that's the word, right? Integer meaning whole. Yeah. 1, 2, 3. Those are integers, right? They're whole being integrated is whole and having integrity is whole. It means that you're consistent, transparent, you've got a principal base for decision. that, that piece of it. The second is humility, because it's easy. Oh, so easy to get wrapped up in yourself because everybody laughs. They all stand up when you walk in the room, they're gonna say, yes, sir. There's this sort of thing around it. Not very many people will argue with you. I used to tell folks, look, hey, if you disagree with me, you need to speak up because if we both agree all the time, then one of us is extra and I'm not leaving. , I don't know. Let's, be polite about it, but if you disagree with me, do it. So the humility piece, because on the bad side of that hubris is the death nail to leadership. it's the poison dart in the heart of leadership because you'll believe the things that people tell you, you will be manipulated. You will get yourself into situations with finances or with power or with relationships that will be detrimental to the organization and your own personal development and career. [00:16:11] Tommy Thomas:  Would you say, I you probably answered my next question, but would you say that's the biggest threat to derail a leader's career? [00:16:17] Jack Briggs: Oh, absolutely.  Absolutely hubris. [00:16:20] Tommy Thomas: Yeah. Let's talk about hiring for a minute. What are you looking for when you hire somebody? Maybe go back to the service and there or now what do I need to be successful under Jack? [00:16:32] Jack Briggs: It depends. Am I hiring for a technical position? That requires expertise, something engineering finances, so part of it is do you have the requisite experience for the level of the position that you're being hired into? But the bedrock of that goes back to those other, those two things that I mentioned before, integrity and humility. It's just one of those things that you've gotta try to understand. And it's hard in an interview to do that.  There's a variety of different ways that you can ask questions. There's a sense to it. If you've made a bad decision when you recognize that maybe early on in the relationship, then you have to make a decision to about whether the person can develop those traits or if it's just not gonna work, if the fit's not good, right? You talk about fit, right? Fit goes both ways. Do we fit the organization?  Does the person fit the organization and you have to be willing to make those decisions if you've made a poor choice. Yeah. The other thing I ask people when I'm interviewing them is “which kind of person are you”? Are you the kind of person that likes to come up with the idea and then give it to somebody to execute? Or are you the kind of person that likes to hear a good idea and refine it, make it better as you execute it? Typically, people are one or the other. There are some people who are both, but typically it's one or the other. [00:17:54] Tommy Thomas: I know you've had to do this probably several times in both the military and all around. Think about giving somebody a second chance. What goes into your thought there? [00:18:06] Jack Briggs: I don't mind people making mistakes. That's not an issue. Now, if somebody routinely makes mistakes, they continually show bad judgment in not in the moral sense, but in the I had two options to pick, to make this bridge, and I keep picking the wrong one. [00:18:22] Jack Briggs: Okay. That's a, that's an issue, right? That's a skills issue. Can those skills be elevated to the right spot where they can be successful? I don't mind people making mistakes, but they, can't be their habit.  On the other hand, If it's a moral or ethical or in an integrity kind of an issue we have to have a much deeper discussion about what's going on. I work at a homeless shelter. People come here scared, cold, tired, afraid injured, traumatized.  Their integrity is not their first thing. Their survival mode is their first thing. And so, they'll do what they can to survive. That can be manipulation, lying, stealing, because that's all they know at the time, they're at their base. Maslow hierarchy of needs, if you will. Yeah. So, we have to replace that mindset with more positive basic survival skills. We'll help you eat we'll, help you sleep we'll, help you be safe and get some medical attention. But in return, we've gotta start rebuilding the concept that you can be trusted. [00:19:25] Tommy Thomas: Let's talk about risk for a minute. Frederick Wilcox says, progress always involves risk. You can't steal second base and keep your foot on first.  Any thoughts there? [00:19:37] Jack Briggs: Risk is and that's something that I talk about a lot with people. What is at risk, I think is one of the key questions you must ask. If it's not a big deal, whatever's at risk, then you're the value proposition of taking a chance might be very high. On the other hand, if it's something of incredible significance is at risk you need to be taking some steps ahead of time to protect that asset or that decision making process or those people because something catastrophic could happen. So I think it depends on what you mean by risk. And again, I would go with the severity of whatever that is at risk. [00:20:11] Tommy Thomas: if you could go back in time and tell a younger version of Jack one thing, what would you say? You have choices in how you react. There are very few situations where you have no choice. [00:20:17] Jack Briggs: You may have to walk away from the situation. Maybe that's the choice that you have to make. And in that you can start to build a habit pattern of responding versus reacting. to situations because reaction is right now, it's the temporal. Now when you react it's almost physical, right? So, your body sits in the now. Your body is feeling the now your mind is capturing the past, the now and the future. And so, when you have something happen to you and you react bodily or in the now, and you don't bring your mind into that, you don't pause enough to get your mind into it. To remember the influences of the past, to to assess the situation for today, whatever it is in the moment. And then think about the impact for the future. You can be lucky and react well, or you could be unlucky and react very poorly. And typically, in those reactions. I tend to react poorly.  I do better when I respond to something. Tommy Thomas: You've been listening to my conversation with Jack Briggs, the President and CEO of the Springs Rescue Mission in Colorado Springs. Next week, we will continue this conversation. I've asked Jack to give us an abbreviated version of a workshop that he gives on Crisis Management, Mitigation, and Leadership. Until then keep up the good work you're doing to help make the nonprofit sector more effective and sustainable.   Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas Springs Rescue Mission   Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile Tommy's Twitter Profile

Financing of the energy transition in Hungary – this was the title of a two-day, four-session, English-language online conference organised by Cambridge Econometrics, the British Embassy in Budapest and the Hungarian Economic Association on 12-13 December 2022. The aim of the roundtable discussions was to discuss current state of affairs with regards to the four topics in the focus of the event on the financing of the energy transition, namely: (1) green bonds issuance and their role in financing the energy transition in Hungary, (2) ESG risk measurement and data requirements, (3) buildings decarbonisation and (4) renewables policies and subsidies, and to produce a briefing document of panel findings and recommendations which will inform policy development for the green transition in Hungary. Session #4 Renewable energy Keynote Speakers: Ede Borbély, Head of Renewables and Energy Efficiency, MOL Nyrt. Simone Cooper-Searle, Head of Hydrogen Strategy, Department for Business, Energy and Industrial Strategy (BEIS) Panellists: Attila Aszódi, Full Professor – Department of Nuclear Energy, Budapest University of Technology and Economics Anita Simon, Deputy CEO – Sustainability and Circular Economy, Alteo Group László Szabó, CEO, REKK Edward Jones, Senior Policy Manager, Energy UK Moderator: Claudia Patricolo, Editor-in-chief, CEEnergyNews

In Episode S4E15, Steve Bowcut talks about encrypted collaboration with István Lám, the co-founder and CEO at Tresorit—a global leader in cloud encryption. István explains why staying in control of your data is important when collaborating with others and shares how Tresorit's end-to-end encryption technology protects email and documents. He discusses Tresorit's idea of Zero Knowledge and why it's important. About our Guest István Lám is a cryptographer, computer scientist, entrepreneur, and Tresorit's co-founder and CEO. István earned his MSc degree with top honors at the Budapest University of Technology and Economics. As a researcher, he worked on cryptographic key sharing and distributed systems. While still at university, István co-founded Tresorit. Today, Tresorit provides end-to-end encrypted collaboration and file-syncing tools for more than 10,000 businesses globally. Be sure to listen to learn more about how to collaborate safely and protect your privacy.

Interview with Dr Rolland Vida, the Head of High Speed Networks Laboratory. We talk about his vision for the future of cities, second and third rate effects of smaller urban changes, the future of education, and many more. Dr. Rolland Vida graduated in Computer Science at Babes-Bolyai University, Cluj, Romania, where he also obtained a BSc degree in European Studies. He obtained his PhD in Computer Networks at Université Pierre et Marie Curie, Paris, France, in 2003. He is currently an Associate Professor at Budapest University of Technology and Economics, Department of Telecommunications and Media Informatics, and Head of HSN Lab, a research laboratory that is a strategic partner of Ericsson for 30 years. In the last 15 years Rolland Vida had leading roles in IEEE formerly known as the Institute of Electrical and Electronics Engineers, which is the world's largest technical professional organisation, with more than 400.000 members worldwide. Rolland served in both the IEEE Sensors Council, IEEE Communications Society and IEEE Smart Cities Initiative, and was involved in different roles, in organizing more than 40 international scientific conferences. His research areas are wireless sensor networks, sensor communications, Internet of Things, vehicular communications and Smart Cities of course. He is the Head of the Smart Cities MSc Specialisation at the university in Budapest. You can find out more about Rolland through these links: Dr Rolland Vida on LinkedIn; High Speed Networks Laboratory website; IEEE website; What wast the most interesting part for you? What questions did arise for you? Let me know on twitter @WTF4Cities! I hope this was an interesting episode for you and thanks for tuning in. Music by Lesfm from Pixabay

An interview with Peter Toth, CEO of Extraterrestrial Power. Originally from Hungary, Peter has a Masters in Computer Science from the Budapest University of Technology and Economics. He has worked on embedded devices such as marine VHF, digital satellite news gathering units for Ericsson, and cupboard size computers for Endace.Later, he branched out to producing silicon solar cells in the lab, and developed his passion towards green technologies - solar, wind and electric vehicles. This became the inspiration for making solar cells out of Moon soil which lead to Extraterrestrial Power. In this interview, he talks about his career and his startup, focusing on creating power and electricity using lunar soil for the wave of space missions settling the Moon and the solar system.For more info on Peter:LinkedinExtraterrestrial PowerHostd by: Emeline Paat-Dahlstrom, Co-Founder, SpaceBaseMusic: reCreation by airtone (c) copyright 2019 Licensed under a Creative Commons (3.0)If you like our work, please consider donating to SpaceBase through The Gift Trust or RSF Social Finance (for US charitable donations) and indicate "SpaceBase" gift account.

Episode 56: Gábor Ungvári (https://rekk.hu/colleague/1/gabor_ungvari ) is senior water economist at AQUA.REKK the water economics unit of the Regional Centre for Energy Policy Research. He received his MSc in economics in the Budapest University of Economic Sciences. His main professional interest is applying economics for the advanced use of water resources and water related ecosystem services in the current context of water policy problems. Since 1999 he has worked in a series of water-resource focused, interdisciplinary research and economic consultancy programs. His analytical work in water economics targets (among many) flood risk management, the problem of waterlogging management of sub-surface water resources and waterway development issues on the Danube. These experiences were used in the Economic Expert Group that contributed to the first National River Basin Management Plan of the WFD and in the Ex-ante economic analysis in the current second round of the plan's supervision. You can find all his papers on researchgate: https://www.researchgate.net/profile/Gabor_Ungvari2 The paper we discussed: https://www.researchgate.net/publication/335619466_A_macroeconomics-inspired_interpretation_of_the_terrestrial_water_cycle To make the complex issues along the water cycle more understandable for a wider audience he edits the Hungarian language blog and webpage www.szelidvizorszag.hu This episode's motto: "If you think the economy is complex and interconnected then wait til you look at ecology!" Other links: Water for the Recovery of the Climate - A New Water Paradigm . http://www.waterparadigm.org/download/Water_for_the_Recovery_of_the_Climate_A_New_Water_Paradigm.pdf Traditional floodplain farming in the Hungarian Flats https://link.springer.com/chapter/10.1007/978-3-319-73250-3_28

Immigration and Russian foreign policy are focal points of contemporary US politics, yet little in-depth information about either is on offer. This panel discussion will address both through the lens of the unrecognized impact of the waves of Russian-speaking immigrants to the US described in Hammer and Silicon, (Cambridge University Press, 2018). The presentation of the book and the panel discussion will provide important background for current policy discussions through delving into the unintended consequences of past Soviet and Russian foreign policy that allowed for the immigration of many highly educated, talented Russian-speaking scientists, researchers and entrepreneurs to the US. Hammer and Silicon presents the untold story of the significant contributions of these technical professionals to the US innovation economy, particularly in the sectors of software, social media, biotechnology and medicine. Drawing upon more than 150 in-depth interviews split between Boston/Cambridge and Silicon Valley, the book chronicles the hardships they endured in transit and in cultural adaptation; while also exploring how they took advantage of new opportunities in their adopted homeland. Their stories and experience are part of a broader picture of immigrant contributions to the US tech sector that is extremely relevant to today’s debates over the future of immigration policy. Author Bios: Dr. Sheila M. Puffer is University Distinguished Professor at Northeastern University, Boston, USA, where she is a professor of international business at the D’Amore-McKim School of Business. She is also an Associate at the Davis Center for Russian and Eurasian Studies at Harvard University, and has served as program director of the Gorbachev Foundation of North America. In 2015 she was a visiting research professor at the Graduate School of Business at Stanford University where she studied entrepreneurs and other technical professionals from the former Soviet Union. She worked for six years as an administrator in the Government of Canada and has consulted for a number of private and nonprofit organizations. Dr. Puffer earned a diploma from the executive management program at the Plekhanov Institute of the National Economy in Moscow and holds BA (Slavic Studies) and MBA degrees from the University of Ottawa, Canada, and a PhD in business administration from the University of California, Berkeley. Daniel M. Satinsky, Esq. is a Business Development Consultant and Independent Scholar. For more than 20 years, Daniel has been engaged in technology-related international business projects and building practical business networks, with a concentration on Russia-related projects. He has traveled to the Soviet Union and Russia more than 100 times from 1984 to the present. He was President of the Board of the U.S.-Russia Chamber of Commerce of New England for more than 15 years and is an Associate of the Davis Center for Russian and Eurasian Studies of Harvard University. He holds a Master of Law and Diplomacy degree from the Fletcher School of Law & Diplomacy, a Juris Doctor degree from Northeastern University Law School and a Bachelor of Arts degree from James Madison College of Michigan State University. Moderator: Anna Uritsky, is a Harvard Club member, who has been the Executive Director and a Board member of the U.S.- Russian Chamber of Commerce of New England for the last 8 years. She studied and worked in Russian, Hungary, and the United States. She previously worked at Morgan Stanley, Deloitte Touche Tohmatsu (Moscow office), and pre-eminent strategic communications firm the PBN Company (Moscow office). Anna attended the Budapest University of Economic Sciences (currently Corvinus University of Budapest) and the Fletcher School of Law and Diplomacy at Tufts University.

Hand hygiene is the number one line of defense when it comes to controlling the spread of healthcare-associated infections (HAI) and infectious disease.  Since we know that antibiotic and antimicrobial resistance is on the rise, and few new antibiotics are being developed, it becomes exceedingly important that we prevent people from acquiring these infections in the first place. Checkout our extensive coverage of the Infection Prevention and Control (IPAC) space We know that hand-washing is effective when done right, and we know that when monitored, we do it right. In fact, right after we recorded this podcast the Jama Network showed us that patient mortality decreased during unannounced accreditation surveys at US Hospitals. The point is that you can expect what you inspect. Episode 004 (part 3 of our IPAC series): On this episode, we get into the details with Tamás Haidegger and discuss: Why hand hygiene is so important How the struggle to get it right goes back to the 1800s The complex human psychology that we need to address to solve this problem The astonishing number of people who fail hand-washing tests even when they know they're being monitored Engineering solutions that can help keep us objective How hand-hygiene can save the U.S. healthcare system $9 Billion next year This conversation is way more fun than you think it's going to be and very informative. I hope you enjoy! - Don Lee   About Tamás Haidegger Tamás Haidegger received his M.Sc. degrees from the Budapest University of Technology and Economics (BME) in Electrical Engineering and Biomedical Engineering in 2006 and 2008, respectively. His Ph.D. thesis (2011) was based on a neurosurgical robot he helped develop when he was a visiting scholar at the Johns Hopkins University. His main field of research is control/teleoperation of surgical robots, image-guided therapy, and supportive medical technologies. Currently, he is an associate professor at the Óbuda University, serving as the deputy director of the Antal Bejczy Center for Intelligent Robotic. Besides, he is a research area manager at the Austrian Center for Medical Innovation and Technology (ACMIT), working on minimally invasive surgical simulation and training, medical robotics and usability/workflow assessment through ontologies. Tamás is the co-founder and CEO of a university spin-off—HandInScan—focusing on objective hand hygiene control in the medical environment. They are working together with Semmelweis University, the University Hospital Geneva and the World Health Organization POPS group. About HandInScan HandInScan Zrt. is a health-tech company focusing on the unmet and critical need of reducing healthcare-associated infections (HAIs) that causes more than 250,000 unnecessary deaths in the developed world and 1.4 million cases a day worldwide. HandInScan was formed in 2012 as a spin-off of the Budapest University of Technology and Economics (BME). As a spinoff project, HandInScan was incubated at Demola from 2013. Original founders were private individuals from the engineering development team, aiming to create a device to objectively control hand hygiene performance of medical staff. The innovation and the technology transfer received numerous international awards. After the initial successful validation with early prototypes of the Hand-in-Scan device, the application domains were significantly extended to target clean manufacturing sites, the food industry and high-end tourism. The founders' core team skill set included biomedical engineering, infection prevention and control, electrical engineering, computer science, finance, marketing and project management. The company exclusively licensed the relevant patent from BME, entitled “Method and apparatus for hand disinfection quality control (HU P1000523)”. HandInScan has a key partnership agreement with its regional development partner, the Austrian Center for Medical Innovation and Technology (ACMIT), and continued working together with researchers at BME. http://www.handinscan.com Twitter: @HandInScan Facebook: https://www.facebook.com/handinscan Tamás also mentioned the World Health Organization's Hand Hygiene day on May 5th, 2017. Learn more here. About the Infection Prevention and Control Series This episode is part of The #HCBiz Show's Infection Prevention and Control (IPAC) series. We'd like to thank our partners InfectionControl.tips and the Center of Excellence for Infection Prevention and Control (COE IPAC) for their support and guidance with the series. About InfectionControl.tips InfectionControl.tips is a Pan-Access journal that extends globally and touches locally. www.IC.tips is: Free to Publish. Free to Access and provides Accessible Scientific Services. About Center of Excellence for Infection Prevention and Control (COE IPAC) Center of Excellence for Infection Prevention and Control (COE IPAC) is a collaborative effort to accelerate and support new solutions that hold the promise of significantly advancing infection prevention and control. On a quarterly basis, the Center of Excellence will evaluate at least 3 international innovations – giving them access to independent testing, publication as well as a US commercialization site. The #HCBiz Show! is produced by Glide Health IT, LLC in partnership with Netspective Media.   Soundtrack credit: Acid Lounge by FoolBoyMedia

Podcast Interview with Gábor Szárnyas, Budapest University of Technology and Economics by The Neo4j Graph Database Community

Zoltán Antal-Mokos has been a full professor (of strategy) and ESMT's first associate dean of degree programs since November 2009. In April 2011, the president appointed him dean of degree programs. He joined ESMT in May 2005 as an associate professor and served as the director of ESMT's Executive MBA Program from July 2007 to November 2009. Prior to joining ESMT, Zoltán was the director of Budapest School of Management of BUESPA and the associate dean of the university's Faculty of Business Administration where he held the McKinsey & Co. Chair in Strategy. He graduated from Budapest University of Economic Sciences, which is where he also received his first university doctorate degree. With a grant from the Joint Japan/World Bank Graduate Scholarship Program, Zoltán then completed his second PhD at London Business School. Zoltán has vast experience in teaching MBA and executive courses. He has created new and successful courses on privatization, corporate strategy, and M&A. He was member of the Committee of Management and Organization Science of the Hungarian Academy of Sciences between 1996 until 2011. Zoltán has delivered classes and lectures at the London Business School, Purdue’s Executive Master’s, Copenhagen Business School, Aristotle University of Thessalonica, as well as various international conferences.