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We’re breaking down The Capture of the Green River Killer. It’s the story of serial killer Gary Ridgway, who confessed to 48 murders and evaded capture for nearly 20 years, and the detective who refused to give up the chase. This true-crime drama shook a generation and delivers performances that are impossible to forget. The iconic Sharon Lawrence joins us with stories you won’t hear anywhere else.See omnystudio.com/listener for privacy information.
We’re breaking down The Capture of the Green River Killer. It’s the story of serial killer Gary Ridgway, who confessed to 48 murders and evaded capture for nearly 20 years, and the detective who refused to give up the chase. This true-crime drama shook a generation and delivers performances that are impossible to forget. The iconic Sharon Lawrence joins us with stories you won’t hear anywhere else.See omnystudio.com/listener for privacy information.
Dr. Michael Breus—known worldwide as “The Sleep Doctor”—is a clinical psychologist, board-certified sleep specialist, bestselling author, and one of the ten most influential people in sleep. He's appeared on The Dr. Oz Show around 40 times, was named the top sleep specialist in California by Reader's Digest, and has spent over 25 years helping executives, entrepreneurs, and high performers use sleep as a true performance enhancer instead of treating it like a weakness. On this episode we talk about: Why “sleep is for the weak” is terrible advice for entrepreneurs, and how poor sleep quietly wrecks resilience, safety, creativity, and business performance. The truth about “how many hours you really need,” why 8 hours is a myth, and why consistently needing 9–10 hours is actually a red flag. How stress (physical, emotional, spiritual, and business-related) changes your sleep needs, and why waking up feeling good is the real metric that matters. The reality of wearables like Whoop and Oura: what data is useful, what's inaccurate, and how to avoid letting your sleep score hijack your day. Chronotypes (night owl vs. morning lark), why they're genetic, and how aligning your schedule with your type can dramatically increase productivity. Top 3 Takeaways Eight hours is not a universal rule—sleep need is individual, but less than six hours consistently hurts reaction time, decision-making, and creativity, all of which are crucial for making money. Most wearables are decent at telling you when you slept and woke up, but bad at sleep stages; use them to spot trends, not to obsess over nightly scores. Aligning your work, workout, and wind-down times with your chronotype (your genetic sleep–wake preference) can make you more productive without forcing “5 a.m. hustle” that fights your biology. Notable Quotes “Eight hours is a myth—not everybody in the universe needs eight hours of sleep.” “If you're getting less than six hours, that's when reaction time drops and things become highly problematic.” “There's no universe where your wearable is accurate, but it can be consistently inaccurate—and that's still useful if you look for trends.” Connect with Dr. Michael Breus: Website: thesleepdoctor.com Chronotype quiz: chronoquiz.com ✖️✖️✖️✖️
A federal grand jury has indicted two Texans, Gavin Rivers Weisenburg and Tanner Christopher Thomas, for allegedly plotting to invade Haiti's Gonâve Island with violent intentions. The indictment details an alleged plot targeting Gonâve Island, home to approximately 87,000 residents. Prosecutors claim the plan was in development for nearly a year and involved acquiring resources like a sailboat, firearms, and ammunition, as well as recruiting homeless individuals from the Washington, D.C. area as mercenaries. Alleged preparations included learning Haitian Creole and attempting to gain relevant skills through activities like fire academy, sailing lessons, and military service. Weisenburg and Thomas are charged with conspiracy to murder, maim, or kidnap in a foreign country and a related child pornography charge. They face significant potential prison sentences if convicted, and both intend to plead not guilty. The investigation involved the FBI and the U.S. Air Force Office of Special InvestigationsBusiness Inquiries DaDojoProduction@gmail.com Insta https://www.instagram.com/senseink/ Pod Insta: https://www.instagram.com/dadojocast/ Sports Page @IKINDAKNOWBALL
The Automotive Troublemaker w/ Paul J Daly and Kyle Mountsier
Shoot us a Text.Episode #1226: We're talking rising auto prices and longer-term debt in the U.S., Kazakhstan's record-setting manufacturing momentum, and Simon Sinek's take on why Gen Z might be the most rational workforce yet.As new car prices have climbed 33% since 2020, affordability is slipping out of reach for many. Buyers are stretching loan terms to eight, nine, even ten years—trading short-term relief for long-term debt.Average new vehicle price broke $50K this fall, up from under $38K in early 2020.Monthly payments now average $760; rising prices and high interest rates are fueling defaults.One-third of buyers now take loans of at least 72 months; some exceed 100 months, especially on pickups.Automakers are lowering prices and leaning into base trims—Ford's Maverick jumped 76% in November sales.Kazakhstan's automotive sector is on a record-breaking run. Through the first 11 months of 2025, vehicle production has already topped the full-year total from 2024, signaling both rising demand and growing sophistication in local manufacturing. With nearly $4 billion in output, the industry is becoming a major economic engine.From January to November, Kazakhstan built 146,163 vehicles valued at $3.9B—a 15.7% jump from 2024.November alone set a monthly record with 22,580 units produced worth $601M, up 25.5% year-over-year.Auto manufacturing now makes up 41.7% of the country's entire machine-building sector, up from 2024.Growth was led by Allur (79K+ units) in Kostanay and Hyundai plants in Almaty and Shymkent (up 26.7%), including those operated by our friends at Astana MotorsSimon Sinek and Garry Ridge are taking aim at the "lazy Gen Z" stereotype. In a recent podcast conversation, the leadership thinkers argue that Gen Z's workplace demands are less about entitlement—and more about a rational response to broken corporate trust.On A Bit of Optimism, Sinek says Gen Z's need for upfront value stems from growing up in a world with "no loyalty from the company."Ridge, former WD-40 CEO, agrees: leaders must build trust and ditch outdated performance models.Both advocate for regular coaching check-ins over once-a-year reviews.Gen Z doesn't want delayed recognition—they want feedback, growth, and transparency now.“I don't want to wait 364 days for you to tell me what I should've done better,” said RidgeThank you to today's sponsor, Mia. Capture more revenue, protect CSI, and never miss a call or connection again with 24/7 phone coverage and texting (SMS) follow-up for sales, service, and reception. Learn more at https://www.mia.inc/0:00 Intro with Paul J Daly and Kyle Mountsier4:21 Average Monthly Payments arJoin Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/
We need to stop the Federal Subsidies that are causing the nation to go broke.
In this episode, Travis and his producer Eric break down how to think about relationships in business—from early-stage networking, to picking partners, to knowing when it's time to walk away. Using personal stories (including a near “bridge-burning” moment that later turned into a restored friendship and new deals), Travis lays out a practical framework for building a network that actually supports your goals without turning you into a ruthless opportunist. On this episode we talk about: Why, early on, you should say “yes” a lot, go to events, and focus on volume and exposure instead of over‑filtering people too soon. How to distinguish between true business partners (like a marriage) and looser collaborations or joint ventures—and why the standards are different. What to look for in deeper partnerships: aligned values, shared vision, complementary skills, and genuine trust. When and how to end client or partner relationships that are technically profitable but are destroying your mental energy. The danger of “covert contracts” in friendships and business—unspoken expectations that, when violated, lead to resentment and broken relationships. Top 3 Takeaways Early in your career, prioritize exposure and reps: go places, meet people, and let real‑world interactions teach you what you actually value in partners and peers. Ending a partnership isn't just about money; it's about whether the relationship still serves both parties without draining your time, energy, and integrity. Before burning a bridge, ask what part you played in the breakdown, own your side, and rebuild your half of the bridge—you might recover a valuable relationship later. Notable Quotes “You don't want all your time taken up by people who have no goals—but that doesn't make them bad people. It just means you need to go find others who share your ambitions.” “Your job in sales and business is not to ‘win' against people; if only you win, that's a problem.” “Most broken partnerships are fueled by covert contracts—agreements you wrote in your head that the other person never actually signed.” ✖️✖️✖️✖️
PGA Tour veteran Jay Delsing is a nationally syndicated host of Golf with Jay Delsing, a member of the Missouri Sports Hall of Fame, and author of You Wouldn't Believe Me If I Told You: An Unforgettable Memoir of Golf, Grit, and a Blue-Collar Kid on the PGA Tour. From a modest, sports-obsessed upbringing in St. Louis to earning his PGA Tour card and building a hospitality business around pro-ams, Jay brings rare behind-the-scenes stories and practical wisdom on relationships, mindset, and money. On this episode we talk about: How a blue-collar kid from St. Louis earned a scholarship to UCLA and eventually a PGA Tour card Why caddying as a teenager became Jay's masterclass in soft skills, networking, and dealing with high achievers Wild stories from the course with Sean Connery, George Lucas, Steven Spielberg, Arnold Palmer, and Jack Nicklaus How Jay turned pro-am rounds into a multi-decade hospitality and entertainment business using simple follow-up tactics The mindset, gratitude practices, and “soft skills” he believes will separate winners in the next generation of business Top 3 Takeaways Deep competence in anything (golf, guitar, business, whatever) combined with soft skills and respect will open doors you can't predict. Small, “old school” touches like handwritten notes, genuine gratitude, and being great at the bottom rung of the ladder still massively differentiate you. You get more of whatever you focus on—shifting from excuses and victimhood to ownership and opportunity is a non‑negotiable money and life skill. Notable Quotes “You get what you think the most about.” “Write handwritten notes to people. Nobody does that now—and that's exactly why it works.” “You don't have to be good at golf, just don't be an ass. People do business with people they enjoy being around.” Connect with Jay Delsing: LinkedIn: https://www.linkedin.com/in/jay-delsing-83142914 Twitter/X: https://x.com/JayDelsing Instagram: https://www.instagram.com/jaydelsinggolf Other: https://jaydelsinggolf.com ✖️✖️✖️✖️
You follow Lindsay Manfredi's wild, non-linear path from merch table to main stage, and she shows you exactly how saying yes, showing up, and outworking your fear can change your entire trajectory. You hear how she moved to Florida at twenty chasing a rock-star dream, became an instant Cold superfan, and eventually landed the bass gig through a Twitter message that felt too unreal to be real. She talks candidly about law-of-attraction moments, why every Cold song has to matter, and where the line sits between authentic human creativity and formulaic or AI-generated music. Through it all, she reminds you that most fears never materialize and it takes the same effort to believe in yourself as it does to doubt yourself. Always Be Performing. From there, you shift into the discipline behind her artistry: preparing for tours months in advance, running the set nearly every day, and over-preparing so the stage actually feels fun. She shares how making the road feel like home keeps her grounded, and how her book “The Girl Who Cried Love” came from losing her sense of self and rebuilding true self-worth, not just confidence. You explore dropping habits that don't serve you, reconnecting with what you really value, and even why revisiting Mad Men taught her to only compete with herself. Finally, you wrap with a deep dive into in-ear monitor strategy, why a great mix beats great gear, and the small decisions that make performing sustainable for the long haul. 00:00:00 Gig Gab 513 – Monday, December 22nd, 2025 December 22nd: National Cookie Exchange Day Guest co-host: Linsday Manfredi NAMM coming up! GG Coverage Sponsor: Ultimate Ears Pro! 00:01:30 Twenty years old, moved to Florida to become a rock star Sprung Monkey needed a “merch girl”, Lindsay grabbed the gig Saw Cold, loved the music, loved Scooter's voice. Instant fan! Unfuckwithable: A Guide to Inspired Badassery 00:04:45 Bringing the Law of attraction into the rock world Lindsay's Cold tattoo made it into the album insert 00:06:00 Getting the Cold gig… on Twitter in 2014 Picture Yes was playing at The Vogue in Indianapolis on tour with Saving Abel Check your Facebook messages: “Will you be in our band?” 00:07:32 Always say “yes!” — Build the plane while you're flying it. Bought a 5-String 00:09:09 Play music because you love to play music No fluff songs in Cold Every song matters 00:11:25 Fuck AI to create music Is Formulaic Music from humans just as bad as AI-Created Music When do we hit the point where it's OK to use AI to create music 00:20:13 If you're an artist, you're going to create art. 85% of what we're afraid of won't happen. It takes just as much effort to have faith in something as it does to fear something 00:23:46 Transitioning from fan to band member Scooter says: “bring your personality to it!” Capture the original intent and emotion Lindsay rewrote the run in “So Long June” and… it was welcomed! 00:27:30 Preparing enough to have fun on stage Months of practice before a tour In order to have fun on stage… I need to be an over-preparer! Fender P-Bass at home to learn and prepare for tour Heavier strings on the practice bass Run the set every day (almost) 00:33:42 Start rehearsal in December for tour in April It's more fun to be prepared 00:36:10 Making the road feel like home Making your bunk your own Cold is a family Touring is my favorite thing to do 00:39:52 The Girl Who Cried Love, a Pivot to Self Worth Lindsay: I lost myself into what became a failed relationship Trying to prove my worth to someone who didn't see my worth So many of us aren't taught what our true worth is Asking herself: “Lindsay, what do you really want in your life? What is your purpose? What are your values?” The difference between confidence and self-worth. 00:45:33 It's hard to drop the shit that's not serving you 00:46:37 How can I make the world a little bit better? Being in the audience first makes everything so much clearer 00:47:51 Identifying a bad habit before you can drop it “My goal in life is to wake up laughing every day” 00:49:01 Revisiting Mad Men, of all things Better to compete with yourself 00:51:19 In Ear Monitors Having a great mix Mix is more important than gear Dissecting in-ears Universal Fits Dave recommends: Ultimate Ears Universal Fit Soundbrenner Wave Huberman Lab episode on hearing health 01:01:52 Gig Gab 513 Outtro Follow Lindsay Manfredi On IG @Lindsay Manfredi ColdArmy.com Contact Gig Gab! @GigGabPodcast on Instagram feedback@giggabpodcast.com Sign Up for the Gig Gab Mailing List The post Lindsay Manfredi's Road to Cold: Music, Micro-Pivots, and Radical Self-Worth — Gig Gab 513 appeared first on Gig Gab.
AP correspondent Charles de Ledesma reports Turkey intelligence agents have captured who they believe to be a senior member of the Islamic State group along the Afghanistan-Pakistan border.
Peter Imburg is the founder and CEO of Elfster, the world's most widely used Secret Santa and gift exchange platform, now serving over 40 million users globally. He bootstrapped the company from a side project in his basement into a profitable, affiliate-driven e‑commerce engine—without taking a dollar of venture capital or angel money. On this episode we talk about: How Peter went from paper routes and grocery bagging to tech consulting and then founding Elfster. The origin story of Elfster and how a frustrating family Secret Santa experience sparked a global platform. Bootstrapping for years without outside funding, including early experiments with sponsorships and brand campaigns. The pivotal shift from seasonal ad deals to an affiliate/e‑commerce model that finally aligned user growth with revenue. What Elfster looks like today: tens of millions of users, hundreds of millions in gross merchandise volume, and a lean global team. Top 3 Takeaways You don't need VC money to build something big; you do need a real problem, relentless iteration, and patience through years of “keeping the lights on.” Business models matter as much as product—Elfster didn't really turn the corner until it aligned its product with an evergreen revenue engine (affiliate commerce) instead of one‑off ad experiments. Long-term success often comes from saying yes to “small” opportunities (like a late‑season campaign) and then spotting the bigger strategic insight hidden inside them. Notable Quotes “There's got to be somebody doing this online…I looked all around, there's nothing.” “For years we were getting enough money to keep the lights on, but user growth didn't translate into revenue growth.” “Once we made the shift, as we grew users, our revenue grew too—that was the pivotal moment.” Connect with Elfster: Website: elfster.com ✖️✖️✖️✖️
Producer Eric joins Travis for a door-to-door sales deep dive, pulling from years of real-world canvassing experience in security, solar, and church outreach. From getting chased by dogs and dealing with “ostrich” homeowners to dissecting viral sales clips, this episode turns war stories into a practical masterclass on how to sell at the door without being sleazy or burning out. On this episode we talk about: Why door-to-door is still one of the fastest skill-building & income-boosting paths for young hustlers The fine line between having fun at the doors and sabotaging your own pitch Why “I know you hate door-to-door guys” is a terrible opener—and what to say instead How to reframe objections (“That's exactly why I'm here…”) and handle competitors without trash-talking them Ethics and strategy around “No Soliciting” signs, and how being older, a parent, and a homeowner changes the way you see canvassing Why pest control can be a sleeper-hit business model with strong recurring revenue and scalable door-to-door teams Top 3 Takeaways Never lead with shame or apology at the door; if you act like you're a nuisance, the prospect will believe you and treat you that way. Reframe objections as openings: “That's exactly why I'm here” keeps the conversation going and gives you time to build trust instead of slamming the door on yourself. Long term, the real money in door-to-door is often in owning the recurring-revenue business (like pest control) and building commission-only sales teams to feed it. Notable Quotes “Half your job as a door-to-door guy is just to get them to talk to you longer so you have time to earn trust.” “When you start telling people you're annoying them, you eventually believe it—and you start selling like it.” “There are unlimited doors; you don't need to win the ones that literally put a sign up saying they don't want you there.” ✖️✖️✖️✖️
Andrew Giancola is the creator of MasterMoney.co and host of The Personal Finance Podcast, a top personal finance show doing over 400,000 downloads every month. He started with no money, no investing knowledge, and the same fears around asking for a raise most people have, and now teaches millions how to build real, lasting wealth through simple systems, smart debt strategies, and increasing income. On this episode we talk about: How Andrew went from $30,000-a-year financial analyst to business owner, real estate investor, and top personal finance podcaster. Why most people dramatically overcomplicate money—and how automating your finances can free up your time and mental energy. The “1–3–6 Method” for building your emergency fund and getting out of the paycheck-to-paycheck cycle. Why paying off high-interest credit card debt is a “pants-on-fire” emergency and how credit card APR really works against you. The fastest paths to increasing your income: raising your W‑2 salary, smart side hustles, and stacking high-value skills. Top 3 Takeaways Build a rock-solid foundation with Andrew's 1–3–6 Method: save one month of expenses, pay off high-interest debt (6%+), then grow to three and finally six months of essential expenses before going aggressive on investing. High-interest credit card debt is compound interest working against you; if you're carrying balances at 20–30% APR, paying them off should be your top financial priority. Long-term wealth is built in “the gap” between your income and expenses—so you must both manage money well and actively increase earnings through negotiating raises, job-hopping strategically, certifications, and scalable side hustles. Notable Quotes "Credit card debt is compound interest basically working against you." "Once you have your foundation in place, the biggest catalyst for most people is increasing their income." "Everything out there is an opportunity—you just have to be able to see it and then take advantage of it." Connect with Andrew Giancola: Website: MasterMoney.co ✖️✖️✖️✖️
In this episode, Travis and his producer Eric react to a series of viral skits that poke fun at B2B sales reps, door-to-door bros, and MLM stereotypes—and use them to break down what actually makes for good, ethical selling. The conversation hits on empathy, objection handling, long-term thinking, and why trying to “pound” customers for one big commission check is a terrible strategy if you want a real career in sales. On this episode we talk about: Viral comedy skits about B2B sales, breakups with sales bros, and door-to-door stereotypes—and why they're so accurate. Why great salespeople are genuinely empathetic, listen deeply, and try to understand prospects instead of waiting to talk. How phrases like “totally understand” and “so what I'm hearing is…” can be powerful when they're rooted in real curiosity, not manipulation. The difference between transactional, burn-and-churn sales (pest control, alarms, etc.) and relational, long-cycle sales where reputation matters. Why treating people well, solving real problems, and playing the long game leads to referrals, repeat business, and an actual book of business. Top 3 Takeaways The best salespeople don't see selling as “winning” against a customer; they aim for a genuine win–win where the client's problem is solved and the rep is fairly paid. Simple frameworks like “feel–felt–found,” restating what you're hearing, and handling objections are ethical and effective when you truly believe in your product and its fit. Burning customers for a slightly bigger commission check destroys long-term opportunity; taking care of people builds referrals, repeat deals, and an actual business instead of just a job. Notable Quotes "Your job as a salesperson is to remove all obstacles to the person making a decision that's going to help them." "If only you win in the deal, that's a problem—either your product sucks or you're actually in a pyramid scheme." "Most salespeople just want to get through the pitch; they forget there's an actual person on the other side of the call." ✖️✖️✖️✖️
durée : 01:01:57 - Les Nuits de France Culture - par : Albane Penaranda - "Merce Cunningham, comme par hasard", ce numéro de "Radio danse" permet d'entendre Merce Cunningham parler de son travail de chorégraphe et de danseur. Première diffusion le 28 novembre 1999 sur France Culture. - réalisation : Virginie Mourthé - invités : Merce Cunningham Chorégraphe; Emmanuelle Huynh Danseuse et chorégraphe; Gilles Jobin Chorégraphe; Robert Swinston Directeur du CNDC d'Angers
In this episode of the Authors On Mission Podcast, host Danielle Hutchinson sits down with Andrea W. LeDew to discuss her powerful new book Polemics: political poems and prose. Together, they explore how poetry and prose can serve as a time capsule of the past decade, capturing moments of division and offering a plea for unity.Andrea shares her writing process, the inspiration behind her work, and her upcoming projects—including an audiobook release and a novel inspired by her son's autism journey. Listeners will also hear practical tips for aspiring writers:• ✍️ Capture ideas immediately—don't dismiss fleeting thoughts.•
Retired Navy Senior Chief Travis Winfield is a bestselling author and the CEO of Military Operated Real Estate (MORE), the first national real estate brand built specifically for service members and veterans. He went from growing up with almost nothing to building a powerhouse six‑agent team that has closed over 700 homes and more than $350 million in sales, and his mission now is to fix the financial literacy crisis holding military families back from real wealth. On this episode we talk about: How Travis went from bad credit, 25% car loans, and debt to building a multi‑million‑dollar real estate business. Why so many service members leave the military in a worse financial position than when they joined. The blended retirement system, why it's dangerous without financial literacy, and what it means for younger service members. How military families can use benefits like the VA loan, GI Bill, and state education programs to build long‑term wealth instead of selling key assets. How MORE and programs like SkillBridge and GI Bill on‑the‑job training help veterans transition into real estate with a real runway instead of starting from zero. Top 3 Takeaways You do not need to start wealthy to build wealth; understanding budgeting, debt payoff, and compound interest is enough to change your financial trajectory. Military benefits like the VA home loan, education benefits, and the new blended retirement plan can be powerful wealth tools—but only if service members actually know they exist and how to use them. Real estate remains one of the strongest paths to long‑term wealth for veterans, especially when combined with VA loan strategies, house hacking, and guided transition programs into the industry. Notable Quotes "Everybody thinks you need to have wealth to build wealth—but you can come from nothing and still build a multi‑million‑dollar business." "Congress basically banked on the lack of financial literacy with the blended retirement; if you don't understand it, you'll choose spending today over security tomorrow." "Every service member deserves to own a piece of the land they defend—hard stop." Connect with Travis Winfield: Website & book: traviswinfield.com Military Operated Real Estate: militaryoperatedrealestate.com ✖️✖️✖️✖️
Travis teams up with his producer Eric to react to a wild news story about two Dairy Queen franchise owners in Long Island who got hit with a $6 million lawsuit over a technical payroll violation. Using their situation as a springboard, Travis unpacks the often invisible risks of small business ownership, the realities of razor-thin margins, and why the legal and regulatory environment can feel stacked against entrepreneurs. On this episode we talk about: The Dairy Queen “DQ sisters” case—how paying employees every two weeks instead of weekly triggered a multi‑million‑dollar lawsuit under an old New York pay‑frequency law. Why lawyers, not workers or owners, often walk away with the biggest payday from these kinds of class actions. The myth that small business and franchise owners are “rolling in cash” versus the reality of 12–16% profit margins and massive fixed costs. How minimum wage pressures, government regulations, permits, and franchise fees compound the financial strain on brick‑and‑mortar businesses. Why demanding higher pay without building new skills can backfire as automation and robotics become more attractive than hiring entry‑level labor. Top 3 Takeaways Small business owners—especially franchise operators—often operate on thin margins and can be wiped out by unexpected legal or regulatory hits, even when they're acting in good faith. Many “worker protection” lawsuits end up benefiting attorneys far more than employees, while leaving owners financially devastated and sometimes out of business. The most reliable way to increase your income is not to rely on lawsuits or mandated wage hikes, but to build valuable skills, increase your earning power, and keep extra cash reserves for the inevitable surprises of business and life. Notable Quotes "People think business owners are taking their workers to the cleaners, but a lot of them are barely keeping the lights on." "You might feel like you're suing ‘McDonald's,' but in reality you're wrecking the local franchisee who leveraged their house to open that one store." "We need a skill‑building mindset, not a ‘demand more money for the same work' mindset, or we'll just price ourselves right into being replaced by robots." ✖️✖️✖️✖️
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Ben Burgis talks about why he doesn't buy Olúfẹ́mi O. Táíwò's defense of identity politics in Táíwò's book "Elite Capture: How the Powerful Took Over Identity Politics (And Everything Else)."Check out the book:https://www.haymarketbooks.org/books/1867-elite-captureRead Ben's review:https://damagemag.com/2025/06/11/uncaptured-identity-politics-is-no-substitute-for-a-politics-of-class/Follow Ben on Twitter: @BenBurgisFollow GTAA on Twitter: @Gtaa_ShowBecome a GTAA Patron and receive numerous benefits ranging from occasional patron-exclusive content to access to the GTAA Discord to our undying love and gratitude for helping us keep this thing going:patreon.com/benburgisRead the weekly philosophy Substack:benburgis.substack.com
The Automotive Troublemaker w/ Paul J Daly and Kyle Mountsier
Shoot us a Text.Episode #1223: Cars Commerce lines up its next CEO as a new chapter begins for dealer tech. Lucid's factory-backed used pricing puts EV depreciation in plain sight. And even as consumers keep spending this holiday season, a growing “joy deficit” reveals how tired—and cautious—shoppers really are.Show Notes with links:Our good friends at Cars Commerce are teeing up a major leadership transition. Longtime CEO Alex Vetter will hand the keys to Tobias “Tobi” Hartmann in early 2026, marking the end of an era and signaling a renewed push around growth, digital tools, and AI for dealers.Hartmann brings 25+ years of experience leading global marketplaces, most recently as CEO of Scout24 and previously at HelloFresh and eBay Enterprise.Alex Vetter, who has been with Cars.com since its 1998 launch, will step down after transforming the company into a vertical SaaS and marketplace platform for dealers.Under Vetter, Cars Commerce expanded through acquisitions like Dealer Inspire, AccuTrade, and DealerClub, strengthening its dealer-facing tech stack.Alex Vetter: “I'm confident that Tobi will continue our momentum for the next chapter of firsts. He will be a tremendous leader for this next phase of growth.”Lucid just launched its first factory-backed used-car program, and the pricing is doing more talking than the marketing.Lucid Recharged is the brand's certified pre-owned program for the Air sedan, with the Gravity SUV coming later.Eligible cars must be single-owner examples under 62,000 miles and pass a 160+ point factory inspection.Pricing is the headline: a 2023 Air Pure with ~20,000 miles can land in the mid-$40Ks versus a new MSRP just under $71K.Consumers are still spending this holiday season—but they're not exactly enjoying it as a new Retail Dive report says shoppers are leaning heavily on credit and BNPL.Katie Thomas of the Kearney Consumer Institute summed it up bluntly: there's a “real joy deficit for consumers,” driven by high prices and constant anxiety-focused messaging.Despite steady spending, consumers are fatigued, stressed, and increasingly reliant on credit, resale, and “dupe” gifting to get through the holidays.Shoppers feel stuck in an echo chamber of stress—online, in ads, and in daily life—where everything is expensive and brands keep reminding them of it.“Getting emotional doesn't have to be serious,” Thomas noted0:00 Intro with Paul J Daly and Kyle Mountsier6:05 Cars Commerce Announces Leadership Transition9:52 Lucid Launches CPO Program12:31 The Joy Deficit In RetailThank you to today's sponsor, Mia. Capture more revenue, protect CSI, and never miss a call or connection again with 24/7 phone coveraJoin Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/
Wherein dozens of Orca were kidnapped in an unspeakable scene and Christopher didn't bring a laptop (and John didn't have a camera yet). Certificate #41344.
Austin Armstrong is a 20+ year social media marketing veteran who started on MySpace at 14 and has since built a successful agency and AI-powered software company, Syllaby. He's also the author of Virality, a book distilling two decades of wins, losses, and experiments into a practical playbook for turning attention into income. On this episode we talk about: How Austin stumbled into social media marketing as a teenager on MySpace and turned it into real income. Why mentorship, agency life, and eventually software shaped how he thinks about content and business. The volume vs. quality debate and how to systematically “test” content topics, formats, and platforms. How to use AI to speed up ideation, scripting, and production without creating generic “AI slop.” Why entrepreneurs should treat content as a growth channel for their business, not their entire business. Top 3 Takeaways Consistent volume matters, but it must be paired with strategic testing—categories, formats, and topics—so you can double down on what actually performs instead of blindly posting. AI should be used to buy back time (ideation, drafting, B‑roll, scheduling), not to fully replace your voice or expertise with regurgitated content that audiences and platforms are starting to reject. The real money is made when you connect content to a clear backend offer, system, or product—views are leverage, but they only pay if they point to a business. Notable Quotes "You're not going to science the hell out of this—the only way to keep getting hits is to increase volume, maintain quality, and keep publishing." "There are seasons of growth and seasons of learning; when what used to work stops working, it's time to experiment, not quit." "AI shouldn't be an excuse to ship more garbage—it should make you more productive at the parts of the process you already understand." Connect with Austin Armstrong: Instagram: https://www.instagram.com/socialtypro Purchase a copy of his book: https://www.amazon.com/dp/B0FSTK8QNB ✖️✖️✖️✖️
In this episode, Travis and his producer Eric react to a call from The Ramsey Show with George Kamel and John Delony, where a 26-year-old caller wrestles with whether to wipe out his $20,000 savings to pay off credit card and truck debt. Using that scenario as a springboard, they dig into the psychology of safety, why cash in the bank feels like a “warm blanket,” and how to make smarter decisions about debt payoff and emergencies—without accidentally rebuilding high-interest debt later. The conversation eventually veers into gambling, new casino tech, and the dangerous allure of hooking your bank account up to slot machines and even Uno tables. On this episode we talk about: Why a $1,000 emergency fund often isn't enough in real life, even if it sounds good on paper The tradeoff between aggressively attacking debt versus keeping meaningful cash reserves for job loss or life emergencies How gambling debt, sports betting, and new “bank-connected” casino tech can quietly wreck your finances Why having cash while still in debt can be a psychological trap—and why zero cash can be just as dangerous Creative ways to pay down car loans faster (without draining your savings) like extra jobs, lump-sum payments, and clear payoff rules Top 3 Takeaways Credit card debt should go first: if you have the cash to kill high-interest consumer debt—especially from gambling—do it quickly before it snowballs. Staying liquid matters: draining a $20,000 cushion down to $1,000 just to slightly lower a truck balance can backfire if you lose your job or get hit with real emergencies. Systems beat vibes: set clear rules (e.g., “everything above X in savings goes to the loan each quarter”) so you can both protect your downside and make real progress on debt. Notable Quotes "If you have credit card debt that lasts beyond a 30-day cycle, you're using it wrong." "When you see cash in your account, you think it's yours—but if you're in debt, by definition, it's not; it belongs to your creditors." "Please don't hook your debit card or bank account up to a slot machine—that's how you go from ‘just having fun' to ‘I'm not going home tonight.'" ✖️✖️✖️✖️
It's always helpful to know your audience's pain points. However, your pain points can be an avenue to building a relationship with them. Today, Darren and Mark share how to do just that, with ideas that can help you be unforgettable. SNIPPETS: • Explore your pain points • Pain points are connectors • Give your audience the gift of your story • Capture your pain points and the lessons learned • Find common pain points in travel stories • Uncover the joy in your pain • Your pain can change their perspective • There is power in your pain • Your pain story can trigger your audience's memories and experiences • Ask yourself: "What was my worst (fill in the blank) • Ask friends and family about frustrations and pet peeves Work with Mark and Darren: https://www.stagetimeuniversity.com/get-a-speaking-coach/ Check Out Stage Time University: https://www.stagetimeuniversity.com
Highlights of the show include the return of MJF, the continuation of the Continental Classic and more! CONNECT WITH DENISE SALCEDO ON SOCIAL MEDIA! Tik Tok: https://www.youtube.com/denisesalcedo Twitter: https://twitter.com/_denisesalcedo Instagram: https://www.instagram.com/_denisesalcedo/ Facebook: https://www.facebook.com/denisesalcedovideos Patreon: https://www.patreon.com/c/denisesalcedo Twitch: https://www.twitch.tv/hollywooddenisesalcedo Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Landscape photography with Joseph Rossbach: Landscape Photography and Manufacturing Inspirado, Desert and Swamp Vibes, & Finding Your Creative Flow.Joseph Rossbach is an American landscape photographer and educator who has built a life around wild places, quiet light, and the type of images that reward patience. Over the past two decades, he's explored everything from the slot canyons of Utah to the cypress swamps of the American South and everywhere in between. His work reflects a deep respect for the land and a belief that the strongest photographs say as much about the photographer as they do about the place itself.Notable Links:Joseph Rossbach Photography WebsiteJoseph Rossbach InstagramTenacious D - The Search For Inspirado*****This episode is brought to you by Lexar.For almost 30 years, Lexar has been trusted as a leading global brand of memory solutions so they know firsthand just how quickly content is transforming our world. Their award-winning lineup performs second to none and includes professional memory cards, card readers, and solid state drives for creators of all skill levels. So - Whether shooting photos, capturing video, or transferring content on the go, Lexar provides the reliability and performance you can rely on to get the shot with confidence.I certainly do. I've been using Lexar Professional CFexpress 4.0 Type B GOLD memory cards with my Canon mirrorless cameras for years and years. And they deliver the blazing speed and the durability for the extreme weather conditions I encounter all over the world.To learn more about Lexar Memory Solutions, please visit lexar.com*****This episode is brought to you by Kase Revolution Plus Filters. I travel the world with my camera, and I can use any photography filters I like, and I've tried all of them, but in recent years I've landed on Kase Filters.Kase filters are made with premium materials, HD optical glass, shockproof, Ultra-Low Reflectivity, zero color cast, round and square filter designs, magnetic systems, filter holders, adapters, step-up rings, and everything I need so I never miss a moment.And now, my listeners can get 10% off the Kase Filters Amazon page when they visit. beyondthelens.fm/kase and use coupon code BERNABE10Kase Filters, Capture with Confidence.
The Automotive Troublemaker w/ Paul J Daly and Kyle Mountsier
Shoot us a Text.Episode #1222: Today we break down Cox Automotive's 2026 forecast and why fragmentation is becoming the industry's defining theme. We also cover California regulators taking aim at Tesla's Autopilot language.Show Notes with links:Cox Automotive says the auto industry beat expectations in 2025, but 2026 will be shaped by fragmentation everywhere—from consumers and labor to policy, EVs, and AI. The result is softer volumes, tighter margins, and a market that rewards precision over optimism.The 5 big forces at play: A bifurcated consumer trading down, a stagnant job market, inflation easing but Fed uncertainty lingering, shifting policy and an EV incentive cliff, and AI hitting an operational inflection point—all pulling the market in different directions.New-vehicle volumes reset lower: Cox forecasts 15.8 million SAAR in 2026, down 2.4% YoY, signaling the high-15 million range as the new normal rather than a temporary dip.Retail, fleet, and leasing cool: New retail sales fall about 1.5%, fleet declines more sharply, and lease penetration drops toward 21%, the lowest level in three years as EV tax credits and leasing loopholes disappear.Used remains the pressure valve: Total used sales dip roughly 1%, but tight retail inventory and affordability concerns keep demand steady, pushing more shoppers toward lower-priced vehicles.Wholesale values normalize: Cox expects the Manheim Used Vehicle Value Index to rise 2% by the end of 2026, pointing to normal depreciation—with growing EV volume adding pricing complexity.California regulators ruled Tesla misled consumers with its “Autopilot” and “Full Self-Driving” marketing, giving the automaker 90 days to fix its language. The case briefly threatened Tesla's ability to sell cars in the state, but stops short of halting production.The DMV ordered a 30-day suspension of Tesla's dealer license, which would prevent Tesla from selling vehicles directly to consumers in California if it goes into effect.That dealer suspension is stayed for 90 days, meaning Tesla can keep selling cars as long as it updates its advertising and disclosures within that window.A separate manufacturing license suspension—which could have affected Tesla's ability to build vehicles in California—was permanently stayed and will not take effect.Regulators say Tesla's use of “Autopilot” and “Full Self-Driving Capability” implied autonomy that doesn't exist, creating unsafe assumptions for drivers.Tesla pushed back strongly, saying no consumer complained and stating, “Tesla has never misled consumers.”Thank you to today's sponsor, Mia. Capture more revenue, protect CSI, and never miss a call or connection again with 24/7 phone coverage and texting (SMS) follow-up for sales, service, and reception. Learn more at https://www.mia.inc/Join Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/
The Gulf as One System: Bahrain's Aerospace EcosystemMany organizations get too big to succeed. Bahrain is small enough to call the minister and align an ecosystem over coffee. That's not a limitation—it's infrastructure. Leena Faraj spent a decade proving that relationship density beats bureaucratic scale. One island. Neighbors who outspend you ten to one. The puzzle: how do you win when you can't win the resource game? The answer: don't fight for the whole trip—win the increment. For some, Bahrain may not be big enough for two-week stays. But "pop in for a couple of days" works when the Gulf operates as one system. Regional partnerships turn constraints into market expansion.The method: incubate what government can't control, prove it works, and hand it back. Tamkeen for SMEs. Mumtalakat—the sovereign fund whose subsidiaries now include McLaren. Airport operations are separated from the regulator. Ten years of lobbying later: Bahrain's first National Aviation Strategy.Paradigm Shifts:
Houston's positioned to take advantage of another floundering team in the Raiders with the opportunity to extend the Texans win-streak to seven games. What stands in their way and how much does the loss of Tim Settle and Mario Edwards set back their defense?
Send us a textPat Conroy's writing tips focus on using personal experience to craft honest, passionate prose. His advice emphasizes deep exploration of one's inner world, dedicated hard work, and the importance of reading widely. On finding your subjectWrite to understand your own life. Conroy wrote to make sense of his own story and invited readers to join him in the journey. He believed a writer's "central agony cowers in the limestone cave, licking its wounds, awaiting my discovery of it".Draw from your memories. Conroy frequently mined his difficult childhood, particularly his father's violence, as the central truth of his work. He wrote for the "people who can't speak" and explored where his life and relationships had gone off course.Use your life as fuel, not as a script. As a "creative non-fiction" writer, Conroy used his experiences to inform his fictional stories and craft complex characters, rather than simply presenting estranged family members with their names changed.Gather stories. Conroy was an avid collector of stories, treating them like "rare stamps" or a library of music. He was known to claim a good story for his own writing if he heard it. On the writing processWrite the first draft by hand. Conroy famously wrote the first drafts of his books on long yellow legal pads with a pen, preferring to lose himself in the narrative flowing from his hand.Dedicate yourself to hard, fanatical work. Conroy described writing as "hard labor and one of the most pleasant forms that fanaticism can take." He believed nothing lazy should ever enter his books.Practice with an "ironclad" schedule. Writing requires discipline and a consistent schedule. Conroy committed to a routine no matter where he was, knowing that the process "does not permit much familiarity with chaos".Go deeper, then go deeper again. He instructed writers to dive past the surface of their narratives. Your job, he said, is to discover the angels or demons—the enigmas—buried within you.Write for yourself. While Conroy loved his readers and answered every letter he could, he believed that ultimately, you write for yourself. Your art is "desperately trying to make its own voice heard to you"—you just need to listen. On language and craftListen to the sound of your sentences. He insisted words had to "come out right".Pursue amplitude and exactness. Early in his career, Conroy was drawn to extravagance, but over time, he learned that "exactness is a virtue in even the most word-possessed writer". His writing balances lyrical, lush prose with simple and well-stated truths.Capture the spirit of a place. Conroy was a master of place, especially the South Carolina Lowcountry. He advised writers to make locations concrete, exact, and so vivid that they are indispensable to the story.Trust the power of story. The most powerful words, according to Conroy, are, "Tell me a story." On reading and learningRead everything, especially your contemporaries. Read 200 pages a day. Embrace the long apprenticeship. Conroy believed that his first, "naive" book, The Boo, taught him that he had a long way to go and would have to work as hard as any writer alive to master his craft. Questions or comments at , Randalrgw1@aol.com , https://twitter.com/randal_wallace , and http://www.randalwallace.com/Please Leave us a review at wherever you get your podcastsThanks for listening!!
Producer Eric joins Travis in this episode to break down why creators, podcasters, and business owners do not need millions of followers to build a serious income online. Eric is a veteran content producer and host in his own right, bringing a creator's eye for monetization strategies, niche positioning, and long-term brand building to the conversation. On this episode we talk about: Why a massive audience is not required to make a full-time income as a creator How brands are shifting ad dollars toward small and midsize, niche creators Real examples of niche creators making five figures per month with modest audiences Why CPMs/RPMs vary wildly by niche (finance vs comedy vs generic entertainment) How to think about “blue ocean” opportunities and combining niches like Chiefs + Swifties Top 3 Takeaways You can out-earn much bigger creators by going narrow: a small, high-intent, niche audience often monetizes better than a huge, generic one because sponsors know exactly who they're reaching. Niche, high-ticket categories (brain health gear, vertical farming, audiophile equipment, real estate, finance) command far better ad rates and affiliate payouts than broad entertainment content. The real lever is fit, not fame: if your content solves a specific problem for a clearly defined group—and you either sell something yourself or attract aligned sponsors—you do not need a massive following to build a multi–six or seven-figure business. Notable Quotes "You don't need to have a million subscribers on YouTube to be able to make a full time income from doing YouTube videos." "Some people will have a half a million subscribers and make less than somebody with 15,000 subscribers, because it's in a very broad market that has really low RPMs." "Sometimes niching down means niching up—you can combine two things you care about and create a blue ocean where there's literally no competition." ✖️✖️✖️✖️
Bishop Kevin Foreman is a visionary leader, entrepreneur, and wealth strategist who has generated and managed millions through ministry, real estate, coaching, and digital ventures. From pioneering his first business at 12 to building Denver's largest Black-owned mortgage company and leading Harvest Church, he blends biblical principles with bold execution to help people break cycles of lack and step into abundance. On this episode we talk about: How Bishop Foreman combined a “Bible and briefcase” mindset from childhood into a life of purpose and profit Starting a first business at 12, pioneering a youth business loan program, and learning to “stack” cash early Building a multi-million-dollar mortgage company in his early 20s and navigating the 2000s housing collapse How painful pivots led to planting a debt-free church, Bible college, and a portfolio of M&A-driven businesses Why biographies, constant learning, and seeing yourself as a lifelong student are unfair advantages in life and business Top 3 Takeaways Faith and finances are not enemies: when money is treated as a tool for purpose, wealth-building becomes a spiritual assignment, not a selfish pursuit. Seasons of collapse and reinvention (like the mortgage crash) can be the catalyst that pushes you into your real calling—if you're willing to pivot instead of panic. One of the most underutilized wealth vehicles is buying existing businesses: M&A lets you acquire cash flow, corporate credit, and teams instead of always starting from scratch. Notable Quotes "Money was a tool. Money was a resource. The purpose of obtaining wealth was what I would do with it, not just getting it for its own sake." "The idiot is the one that thinks they know everything. The smart guy sits there and listens as a student." "Sometimes the best move isn't to build from nothing—it's to buy what someone else already built and make it better." Connect with Bishop Kevin Foreman: Twitter/X: https://x.com/bishopforeman Instagram: https://www.instagram.com/bishopforeman/ Other: https://bishopforeman.com ✖️✖️✖️✖️
In this episode, Travis and his producer Eric riff on the wild success of Jesse Cole and the Savannah Bananas, a baseball franchise that exploded by obsessing over fan experience instead of traditional revenue models. Using Jesse's journey from near-bankruptcy to selling out NFL stadiums, they unpack how “fans first” thinking can transform any business, not just sports. On this episode we talk about: Why Jesse Cole eliminated every ad in the stadium and built a business that doesn't rely on sponsorships How the Savannah Bananas turned low-level summer league baseball into a sellout national phenomenon The power (and risk) of saying no to traditional TV money and insisting on non‑exclusive broadcast deals Why most owners cling to short‑term cash (fees, sponsors, overpriced concessions) instead of long‑term fan loyalty How to apply “fans first” thinking in your own business by overdelivering value and playing a longer game Top 3 Takeaways When you truly put fans first—removing junk fees, overdelivering on experience, and making the product genuinely fun—you create word-of-mouth growth that no ad budget can buy. Long-term vision requires rejecting easy, short-term money; saying no to ads, exclusive rights, or bad-fit sponsorships can unlock far bigger upside later. Disruptors often look “insane” at first, but building for the next 10–20 years instead of the next 10–20 months is how you end up owning the category. Notable Quotes "Nobody walks into a ballpark saying, ‘I can't wait to see what billboards they have in the outfield.'" "Most people would rather keep the sponsors and the processing fees than mortgage their house to build the experience they actually believe in." "If you massively overdeliver for the people already willing to part with their hard-earned dollars, it's going to end up going pretty well for you." ✖️✖️✖️✖️
Our October Office Hour went into detail on the Capture, Clarify, and Relect steps. We also discussed procrastination and its causes. That led us to consider closed vs flexible task lists. You can watch the entire Office Hour from October 2025 at GTD Connect. -- This audio is one of many available at GTD Connect, a learning space and community hub for all things GTD. Join GTD practitioners from around the world in learning, sharing, and developing the skills for stress-free productivity. Sign up for a free guest pass Learn about membership options Knowing how to get the right things done is a key to success. It's easy to get distracted and overwhelmed. Stay focused and increase productivity with GTD Connect—a subscription-based online learning center from the David Allen Company. GTD Connect gives you access to a wealth of multimedia content designed to help you stay on track and deepen your awareness of principles you can also learn in GTD courses, coaching, and by reading the Getting Things Done book. You'll also get the support and encouragement of a thriving global community of people you won't find anywhere else. If you already know you'd like to join, click here to choose from monthly or annual options. If you'd like to try GTD Connect free for 14 days, read on for what's included and how to get your free trial. During your 14-day free trial, you will have access to: Recorded webinars with David Allen & the certified coaches and trainers on a wide range of productivity topics GTD Getting Started & Refresher Series to reinforce the fundamentals you may have learned in a GTD course, coaching, or book Extensive audio, video, and document library Slice of GTD Life series to see how others are making GTD stick David Allen's exclusive interviews with people in his network all over the world Lively members-only discussion forums sharing ideas, tips, and tricks Note: GTD Connect is designed to reinforce your learning, and we also recommend that you take a course, get individual coaching, or read the Getting Things Done book. Ready to start your free trial?
How do we take that "I should scrapbook this!" moment and save it for later? That's what this episode is all about. I asked a group of Simple Scrapper staff and team members to join me for a conversation all about journaling. Our discussion includes stories about personal journals, how we decide what to share in our scrapbooks, and systems for keeping track of the facts, feelings, and memories we don't want to forget.Links MentionedKeynoteShutterflyAli Edwards Quarterly KitApple Journal AppDay One AppMomento App I Am AppProject LifeSusannah Conway Journal Your LifeStacy Julian Library of MemoriesCreative MemoriesAffinity PhotoTrelloClickupAli Edwards Storyteller ClassShimelle Journal Your ChristmasBlurbEvernoteThe Playbooks from Kendra AdachiCanon QX 20 (*)Canon Ivy (*)*Affiliate links help to support the work we do, at no additional cost to you.
In this episode, Logan sits down with AJ Ballantine to break down how Cornerstone Remodeling grew from $2M to $10M in five years—without hiring five times the people. The secret? A radically optimized design process, driven by empathy mapping, technology, and sales finesse. AJ walks through the systems, tools, and scripts he used to cut his sales cycle, boost his close rate, and wow clients—all while keeping a high-touch, boutique feel. If you're a design-build remodeler struggling with lengthy sales processes, low perceived value, or slow growth, this episode is your blueprint for change.
The Automotive Troublemaker w/ Paul J Daly and Kyle Mountsier
Shoot us a Text.Episode #1221: Today we break down GM's post-Cruise autonomy reboot, why used EVs are quietly outperforming new ones as buyers regain confidence, and how a soaring SpaceX valuation has pushed Elon Musk's wealth past $650 billion.A year after pulling the plug on Cruise robotaxis, GM is rebooting autonomy with a very different endgame. Instead of ride-hailing, the focus is now on hands-free, eyes-off driver assistance designed to scale across consumer vehicles.GM has deployed 138 test vehicles — Cadillac Escalade IQs and GMC Yukons — equipped with lidar, radar, cameras, and advanced computing to collect real-world driving data across the U.S.Cruise's technology and talent have been merged with GM's Super Cruise team, signaling a full pivot away from robotaxis toward scalable driver-assistance for retail customers.The goal is a Level 3 “eyes-off” highway system debuting on the Escalade IQ around 2028, with plans to expand across brands and vehicle sizes.Jason Ekelmann of GM's advanced vehicle integration team: “It's that we're coming together to do something unique and awesome and really, really hard.”November revealed a split EV market. New EV buyers slowed down and waited for clarity, while used EV shoppers kept moving. The contrast highlights where confidence is building — and where the industry is still adjusting to life after heavy incentives.New EV sales cooled to about 70,000 units as shoppers paused amid tax credit changes, pushing new inventory to 149 days' supply and forcing incentives back into play.Used EVs told a different story, with sales up 14% year over year to more than 28,000 units in November.Used EV pricing averaged around $36,000, with many mainstream models now below $30,000, while supply stayed tight at 46 days, supporting healthier resale confidence.Cox Automotive's Stephanie Valdez Streaty framed it simply, saying the industry is “adjusting to a post-incentive environment.”Elon Musk just crossed a line no one else ever has. A new SpaceX valuation pushed his net worth past $650 billion, moving him closer to becoming the world's first trillionaireSpaceX launched a tender offer valuing the company at $800 billion, doubling its valuation since August and setting the stage for a potential 2026 IPO that could value it near $1.5 trillion.Musk owns roughly 42% of SpaceX, making that stake worth about $336 billion and now the largest single contributor to his net worth.Thank you to today's sponsor, Mia. Capture more revenue, protect CSI, and never miss a call or connection again with 24/7 phone coverage and texting (SMS) follow-up for sales, service, and reception. Learn more at https://www.mia.inc/0:00 Intro with Paul J Daly and Kyle Mountsier3:40 GM Building Join Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/
John Hardie discusses US pressure on Ukraine to withdraw from Donetsk and drop NATO bids for peace. He details Russian advances near Pokrovsk but doubts their ability to capture remaining fortress cities. Hardie notes Ukrainian resistance to territorial concessions despite Russian battlefield initiative and Western diplomatic maneuvering. 1859 Odessa
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Travis sits down with long‑time friend and entrepreneur Jason Haugen to unpack the very real, very unsexy side of building and exiting a nine‑location RV dealership group that peaked at $100M a year—then got crushed by a 70% sales drop and exploding interest costs. After taking some time off, walking through his wife's cancer battle, and licking his wounds, Jason is now co‑founder and CEO of Black Jet Ventures, acquiring and growing brands with a focus on operations, marketing, and sustainable profitability. On this episode we talk about: How Jason scaled from a few RV stores to nine locations and $100M+ in revenue—and what actually triggered his decision to sell The brutal reality of a market swing: going from 350–400 units a month to 100, floorplan interest jumping from ~$107k to ~$700k, and why revenue can hide operational inefficiencies Losing $20M, having an executive team walk out, sleeping at the office, and how he managed his mental health and focus through calls from the bank and constant crises Why he believes in “grow, then stabilize, then grow” (not growth at all costs), and how over‑expansion can kill a business even when top‑line numbers look impressive What Black Jet Ventures and Iconic Marketing do today—acquiring CPG and media brands, running a major golf‑focused content/marketing agency, and helping founders build real systems, not just hype Top 3 Takeaways Big revenue doesn't equal real success; without tight operations, intentional growth phases, and clear profitability targets, you can “grow” your way straight into a cash‑flow crisis. Mental resilience in entrepreneurship comes from focusing only on what you can control, staying in motion, and building routines (like golf or other outlets) that let you reset even in the middle of chaos. Sustainable businesses are built by going deep, not just wide: simplifying SKUs, optimizing existing locations, and stabilizing systems before expanding again often leads to far better margins than chasing vanity scale. Notable Quotes “The best thing that ever happened to me was losing $20 million—because I get to take those lessons into everything I do now.” “You can't grow and stabilize at the same time; you grow, then you stabilize, then you earn the right to grow again.” “If you're not absolutely crushing it with three locations, adding six more isn't going to save you—it's just going to multiply your problems.” Connect with Jason Haugen: https://www.iamjasonhaugen.com/ ✖️✖️✖️✖️
The Automotive Troublemaker w/ Paul J Daly and Kyle Mountsier
Shoot us a Text.Episode #1220: Ford slams the brakes on big EV bets and kills the Lightning, pivoting to hybrids and EREVs. HGreg proves luxury buyers don't need a separate dealership—just a smarter one. GM learns loyalty points are real money after a rewards loophole wipes out a loan.Show Notes with links:Ford just hit the brakes on its EV ambitions, announcing nearly $19.5 billion in charges as it pivots away from loss-heavy electric trucks.Ford will discontinue the all-electric F-150 Lightning, replacing it with an extended-range electric version that includes a gas engine.Its Kentucky EV battery plant will be repurposed to produce stationary battery storage for utilities, data centers, and renewable energy projects.The company has already lost $13 billion on EVs since 2023, and intends to shift to more hybrid and EREV models, including a mid-size pickup expected to launch in 2027.CEO Jim Farley: “Instead of plowing billions into the future knowing these large EVs will never make money, we are pivoting. “We now know enough about the U.S. market where we have a lot more certainty in this second inning” Canada-based dealer group HGreg has opened a Lux boutique inside its flagship Orlando used-car store, betting that high-line buyers want a premium experience without leaving the pre-owned ecosystem.The new HGreg Lux Orlando is a dealership-within-a-dealership, marking the group's fifth Lux location across Florida and California.HGreg is leaning into convenience and flexibility with same-day delivery, contactless buying, and even cryptocurrency payments.CEO John Hairabedian framed the move as emotional as much as strategic, saying, “For many of us, driving a luxury car is one of life's most memorable moments.”GM's loyalty program briefly turned into free money. A loophole in GM Rewards let users generate millions of points without spending a dime—most notably a Cadillac Escalade-V owner who used nearly $60,000 worth of points to pay down a GM Financial loan before GM shut it down.Users could earn up to 16,000 free points per account by completing surveys and watching GM videos, then repeat the process by creating new accounts.Points were instantly transferable, allowing millions to be stacked in minutes and funneled into a single account.The biggest problem for GM: points could be redeemed on service, accessories, and even vehicle loans—not just swag.GM fixed the exploit but honored the points, taking a page from the airlines: protect the program, not just the balance sheet.Thank you to today's sponsor, Mia. Capture more revenue, protect CSI, and never miss a call or connection again with 24/7 phone coverage and texting (SMS) follow-up for sales, service, and reception. Learn more at httpsJoin Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/
Hey before I begin I just want to thank all of you who have joined the patreon, you guys are awesome. Please let me know what other figures, events or other things you want to hear about in the future and I will try to make it happen. If you are a long time listener to the Pacific War week by week podcast over at KNG or viewer of my youtube channel you have probably heard me talk about Tomoyuki Yamashita, the Tiger of Malaya quite often. It goes without saying when it comes to Japanese generals of WW2 he stands out. Not just to me, from the offset of the war he made a large impression on westerners, he achieved incredible feats early on in the war. Now if you look up books about him, you will pretty much only find information in regards to his infamous war crimes trial. Hell it was so infamous the legal doctrine of hierarchical accountability for war crimes, whereby a commanding officer is legally responsible for war crimes and crimes against humanity committed by his subordinates, was created. This is known as the command responsibility or “the Yamashita standard”. His court case was very controversial, he remains a controversial figure, certainly to the people of territories he campaigned in, but I think what can be said of him the most is he was special amongst the Japanese generals. Anyways lets get the show on the road as they say. So who was Yamashita? When he was 59 years old commanding forces in the Philippines against General Douglas MacArthur, he weighed 220 ls and stood 5 feet 9 inches. His girth pressed out against his green army uniform. He had an egg shaped head, balding, wide spaced eyes and a flat nose. He wore a short mustache, sort of like Hitlers, until it grayed then he shaved it off. He was not a very attractive man, Filipinos referred to him as “old potato face” while Americans called him “a florid, pig faced man”. Tomobumi Yamashita was born in 1885, he was the second son of Dr. Sakichi Yamashita and Yuu Yamashita in Osugi village, on Shikoku island. Like most males of his day he was indoctrinated into military preparatory school from a young age. Yamashita had no chosen the army as a career, in his words ‘my father suggested the idea, because I was big and healthy, and my mother did not seriously object because she believed, bless her soul, that I would never pass the highly competitive entrance examination. If I had only been cleverer or had worked harder, I would have been a doctor like my brother”Yamashita would graduate from the 18th class of the IJA academy in november of 1905, ranked 16th out of 920 cadets. In 1908 he was promoted to the rank of Lt and during WW1 he fought against Imperial German and Austro-Hungarian forces in the famous siege of Qingdao, which if you are interested I did an episode over on my Youtube channel about this battle. Its a very overlooked battle, but many histories firsts occurred at it like the first carrier attack. In 1916 he was promoted to captain and attended the 28th class of the Army War college to graduate sixth in his class that year. He also married Hisako Nagayama in 1916, she was the daughter of the retired General Nagayama. It seems Yamashita's brush against the Germans in 1914 had a huge influence on him, because he became fascinated with Germany and would serve as assistant military attache at Bern and Berlin from 1919-1922. He spent his time in Germany alongside Captain Hideki Tojo, both men would run into each other countless times and become bitter rivals. Both men toured the western front, visiting Hamburg and witnessed first hand the crippling inflation and food prices that came from Germany's defeat. Yamashita said to Tojo then “If Japan ever has to fight any nation, she must never surrender and get herself in a state like this.” He returned to Japan in 1922, was promoted to major and served a few different posts in the Imperial Headquarters and Staff College. Yamashita became a leading member of the Kodoha faction, while Tojo became a leading member of the rival Toseiha faction. In 1927 Yamashita was sent again to Europe, this time to Vienna as a military attache. Just prior to departing he had invested in a business selling thermometers starting by one of his wife's relatives, the business failed horribly and Yamashita was tossed into debt, bailiffs literally came to seize his house. As told to us by his biographer “For a regular officer to have contracted such a debt, however innocently, was a disgrace. He felt he should resign his commission.” Yamashita's brother refused to allow him to quit, instructing him to leave for Vienna, while he resolved his debts. His days in Vienna were the best of his life, professed Yamashita. He studied economics at Vienna university and made friends with a Japanese widow, who introduced him to a German woman named Kitty and they had an affair. This would spring forward his reputation as an eccentric officer. Yamashita was obsessed over hygiene,and refused to eat fruit unless it was thoroughly washed. He avoided ice water, hated dancing and never learnt how to drive a car. One of his most notable quirks was his habit of falling asleep often during meetings where he legendarily would snore. Like I may have said in previous podcast and youtube episodes, this guy was quite a character, often described as a big bear. Now this is not a full biography on Yamashita so I cant devolve to far into things, such as his first fall from grace. During the February 26th coup incident of 1936, Yamashita was a leading member of the Kodoha faction and helped mediate a peaceful end to the standoff, however in truth he was backing the coup. He simply managed to not get caught red handed at the time doing too much for the mutineers, regardless he lost favor with the outraged Emperor and many young captains whom he loved like sons killed themselves in disgrace. If you want to know more about the February coup of 1936, check out my series on Emperor Hirohito or General Ishawara, they both talk about it in depth and touch upon Yamashita's role a bit. The coup led to the dissolvement of the Kodoha faction and the dominance of the Toseiha, led by Tojo. Yamashita tried to resign from the IJA, but his superiors dissuade him. He was relegated to a post in Korea, which honestly was a punishment. Yamashita would say “When I was posted to Korea, I felt I had been given a tactful promotion but that in fact my career was over. Even when I was given my first fighting company in North China, I still felt I had no future in the Army, so I was always on the front line, where the bullets flew the thickest. I sought only a place to die.” He had some time to reflect upon his conduct while in Korea, he began to study Zen Buddhism. He was promoted to Lt General in November of 1937 and when the China war broke out he was one of those speaking out that the incident needed to end swiftly and that peaceful relations must be made with the UK and US. He received a unimportant post in the Kwantung army and in 1938 was assigned command of the IJA 4th division. He led the forces during in northern china against insurgents until he returned to Tokyo in July of 1940. His fellow officers lauded him as Japan's finest general. Meanwhile Tojo had ascended to war minister and one of his first moves was to send a delegation to Germany. Tojo considered Yamashita a ruthless and forceful commander and feared he would become a powerful rival against him one day. Yamashita would go on the record to say then “I have nothing against Tojo, but he apparently has something against me.” You see, Yamashita had no political ambitions, unlike Tojo who was by nature a political monster. “My life, is that of a soldier; I do not seek any other life unless our Emperor calls me.” In late 1940, Tojo asked Yamashita to lead a team of 40 experts on a 6 month train tour of Germany and Italy, a move that kept him out of Tokyo, because Tojo was trying to solidify his political ambitions. This is going to become a looming theme between the two men. He was presented to Adolf Hitler in January of 1941, passing along messages from Tojo and publicly praising the Fuhrer, though privately he was very unimpressed by the man “He may be a great orator on a platform, with his gestures and flamboyant way of speaking. But standing behind his desk listening he seems much more like a clerk.” Hitler pressed upon him to push Japan to declare war on Britain and the US. At the time of course Japan was facing China and had two major conflicts with the USSR, thus this was absolutely not in her interest. “My country is still fighting in China, and we must finish that war as soon as possible. We are also afraid that Russia may attack us in Manchuria. This is no time for us to declare war on other countries.” Yamashita hoped to inspect Germany's military techniques and technology to help Japan. Hitler promised open exchanges of information stating “All our secrets are open to you,”, but this would prove to be a lie. “There were several pieces of equipment the Germans did not want us to see. Whenever I tried to persuade the German General Staff to show us things like radar—about which we had a rudimentary knowledge—the conversation always turned to something else.” Yamashita met with field Marshal Hermann Goring who gave him an overview of the war in europe. Goring would complain about Yamashita falling asleep during lectures and meetings and he believed the man was drunk often. Yamashita met Benito Mussolini in June of 1941 receiving a similar rundown to what he got in Germany. Yamashita visited Kitty in Vienna for a quick fling, but overall the trip deeply impacted Yamashita's resolve that Japan should stay out of the Europeans war and that Germany made a grievous error invading the USSR in June of 1941. This is what he said the members of the commission “You know the results of our inspection as well as I do. I must ask you not to express opinion in favor of expanding the alliance between Japan, Germany and Italy. Never suggest in your report that Japan should declare war on Great Britain and the United States. We must not and cannot rely upon the power of other nations. Japan needs more time, particularly as there may be aggression against us from Russia. We must have time to rebuild our defense system and adjust the whole Japanese war machine. I cannot repeat this to you often enough.” His report was similar, and it really pissed off Tojo who was trying to develop plans for a war against America. Yamashita would then get exiled to Manchuria in July of 1941, but Tojo's resentment towards him could only go so far, because Yamashita was one of their best generals and in his planned war against Britain and America, he would need such a man. Yamashita's time in Europe reshaped his views on how to conduct war. He saw first hand blitzkrieg warfare, it seems it fascinated him. He consistently urged the implementation of new proposals calling for the streamlining of air arms; to mechanize the Army; to integrate control of the armed forces in a defense ministry coordinated by a chairman of Joint Chiefs of staff; to create a paratroop corps and to employ effective propaganda. Basically he saw what was working for the Germans against the allies and wanted Japan to replicate it. Tojo did not like many of the proposal, hated the fact they were coming from Yamashita, so he obviously was not keen on making them happen. Luckily for Yamashita he would be given a chance to implement some of his ideas in a big way. On November 6th of 1941, Lt General Yamashita was appointed commander of the 25th Japanese army. His orders were to seize the Malay Peninsula and then the British naval base at Singapore. The Malaya Peninsula snakes 700 miles south of Thailand, a rugged sliver of land that constricts at its narrowest point to about 60 miles wide. It hold mountains that split the peninsula in half, some going as high as 7000 feet. During this time Malaya produced around 40% of the worlds rubber, 60% of its tin, two resources vital for war. At its very southern tip lies Singapore, a diamond shaped island connected to the mainland by a 1115 stone causeway. Singapore's largest asset was its naval base guarding the passage from the Pacific and Indian oceans. Together Malay and Singapore represented the key to controlling what Japan called the Southern Resource Area. Singapore was known as the gibraltar of the east for good reason. It was a massively fortified naval base. The base had been developed between 1923-1938 and cost 60 million pounds, around 2 billion pounds today. It was 21 square miles, had the largest dry dock in the world, the 3rd largest floating dock and enough fuel tanks to support the entire royal navy for 6 months. She was defended by 15 inch naval guns stationed at the Johre battery, Changi and Buona vista battery. And despite the infamous myth some of you may have heard, these guns were fully capable of turning in all directions including the mainland. For those unaware a myth perpetuated after the fall of Singapore that her large 15 inch guns could not turn to the mainland and that this spelt her doom, no it was not that, it was the fact they mostly had armor piercing shells which are using to hit ships and not land targets. Basically if you fire an armor piercing shell at land it imbeds itself then explodes, while HE shells would have torn any Japanese army to pieces. Alongside the 15 inch monsters, there were countless other artillery pieces such as 9.2 inch guns. By December of 1941 Malaya and Singapore held 164 first line aircraft out of a total of 253 aircraft, but many of the fighters were the obsolete Brewster F2A Buffalo, a pretty slow, fat little beast that could take a licking as it was armored, but against the Zero fighter it was unbelievably outmatched in speed and maneuverability. The Japanese acquired a major gift prior to the outbreak of war. On november 11th, 1940, the SS Automedon, a German raider attacked the HMS Atlantis which was carrying documents intended for the British far east command. The documents indicated the British fleet was not going to help Singapore; that Britain would not declare war if Thailand was invaded and that Hong Kong was expendable. The Germans gave the documents to the Japanese who were very excited by the information. Starting in January of 1941, Colonel Masanobu Tsuji led the Taiwan Army Research section based on Formosa to investigate how a campaign could be waged in Malay and Singapore. His findings on the defenses of Malay and Singapore were summed up in these 3 points: 1. Singapore Fortress was solid and strong facing the sea, but vulnerable on the peninsular side facing the Johore Strait; Newspaper reports of a strong Royal Air Force (RAF) presence were propaganda; Although British forces in Malaya numbered from five to six divisions (well over 80,000 men), less than half were Europeans. Now just a little bit about Tsuji as he was to become the chief of staff operations and planning under Yamashita. Tsuji was extremely insubordinate and a political schemer. He was a Toseiha faction fanatic, loyal to Tojo and thus definitely an enemy to Yamashita. Yamashita wrote of Tsuji in his war diary “is egotistical and wily. He is a sly dog and unworthy to serve the country. He is a manipulator to be carefully watched.” Tsuji would go on to have a infamous reputation for ordering atrocities in the name of his superiors, often without them knowing and this would be very much the case under Yamashita. Now using Tsuji's intelligence Yamashita began plans at his HQ at Samah, a port on Hainan island, starting in November of 1941 on how to launch the campaign. He was initially offered 5 divisions for the invasion, but he felt he could accomplish the objective with only three. There are a few reasons why he believed this; first, Tsuji's research suggested the peninsula roads would be the center of the battlefront and that the flanks would extend no more than a km or so to the left or right due to the dense jungle terrain (in fact Yamashita was planning to assault from the jungle specifically); 2nd intelligence indicated the defending troops were not of the highest caliber (the British were busy in Europe thus many of the troops in southeast asia were poorly trained, half were british regulars the rest were Australian, Indian and Malayan); 3rd Yamashita was aware “the Japanese army were in the habit of flinging more troops into the battle than could possibly be maintained” boy oh boy tell that one to the future boys on Guadalcanal. Thus he calculated 3 divisions was the maximum to be fed, equipped and supplied. Based on his recommendations the 25th army was created with 3 divisions; the 5th under Lt General Takuma Matsui; 18th under Lt General Renya Mutaguchi and the Imperial guards division of Lt General Takuma Nishimura. Supporting these would be two regiment of heavy field artillery and the 3rd tank brigade. Something that made Yamashita's campaign quite interesting was the usage and amount of tanks. He was invading with around 200 or so tanks consisting of the Type 95 Ha-Go light tank, type 97 Chi-Ha and Type 89 I-Go medium tanks and Type 97 Te-Ke tankettes. For aircraft he had the 3rd Air division, 459 aircraft strong with an additional 159 aircraft from the IJN to support them. The 3rd air division had a variety of aircraft such as Nakajima Ki-27 Nate's, Nakajima ki-43 Oscars, Kitsubishi ki-51 Sonia's, Kawasaki ki-48 Lily's, Mitsubishi ki-21 sally's, Mitsubishi ki-30 Ann's, Mitsubishi ki-15 babs and Mitsubishi ki-46 dinahs. For the IJN it was the 22nd air flotilla using Mitsubishi G3M1 Nell's, Mitsubishi A5M4 Claudes and some A6M Zeros. To say it was a lot of firepower at his disposal is an understatement, Yamashita was packing heat, heat he could use in a blitzkrieg fashion. His staff at Samah identified 5 operational objectives: 1 Simultaneous capture of Singora and Patani, Thailand and Kota Bharu, Malaya. 2 Capture of all enemy airfields in southern Thailand and Malaya. 3 Occupation of Kuala Lumpur, Malaya. 4 Occupation of Johore Bahru, and control of Johore Strait. 5 Conquest of Singapore. Colonel Tsuji, appointed Chief of Operations and Planning for the 25th Army, proposed the following plan which was readily approved: Land the main strength of the 5th Division simultaneously and without warning at Singora and Patani, and at the same time land a powerful section of the 18th Division to attack Kota Bharu. The troops disembarked at Singora and Patani to press forward immediately to attack the line of the Perak River Hand capture its bridge and the Alor Star aerodrome. The troops landed at Kota Bharu to press forward along the eastern coast as far as Kuantan. The landing at Kota Bharu, the only one in Malaya was expected to be opposed and quite risky. But if it was successful, it would create a useful diversion away from the main force landings in Thailand. The landings took place around 2:15am local time on December 8th, about an hour and 20 minutes before the attack on Pearl Harbor. The landings went largely unopposed, except at Kota Bahru where the Japanese saw heavy resistance. The British had anticipated this landing point and created operation Matador, a plan to pre-emptively invade southern thailand to secure defensive lines against the Japanese, however this plan was never accepted by British high command for obvious political reasons. But on December 5th, with a Japanese invasion looking certain, suddenly London gave permission to the Far east commanders to decide if Operation matador should be activated or not. The commander in Malaya, General Arthur Percival recommended forestalling it, fearing to violate Thai sovereignty, which ultimately would be the doom of a defense for Malaya. At the battle of Kota Bharu, the 9th infantry division of Major General Barstow attempted holding off the Japanese from taking the important Kota Bharu airfield. The 8th brigade of Billy Key had fortified the beaches with pillboxes, barbed wire and land mines. The Japanese took heavy losses, but they were able to find gaps and fill them up until Brigadier Key had to ask permission to pull out. The royal air force at Kota Bharu tossed Hudson bombers to hit the troop transports, but it was a suicide mission to do so. Meanwhile the IJA 5th division landed at Pattani and Songkhla in Thailand while the Imperial guards division marched over the border from French Indochina. The Japanese encountered very little resistance, the leader of Thailand Plaek Pibulsonggram had been trying to get assurances from the allies and Japanese all the way up until the invasion, once the Japanese landed he knew his best option was to play nice and sign an armistice. This basically spelt doom for malaya as the Japanese were given access to Thailand's airfields which they used to smash the forward airfields in Malaya. The first day of aerial encounters were a catastrophe for the British. General Percival would comment “The rapidity with which the Japanese got their air attacks going against our aerodromes was quite remarkable. Practically all the aerodromes in Kelantan, Kedah, Province Wellesley, and Penang, were attacked, and in most cases fighters escorted the bombers. The performance of Japanese aircraft of all types, and the accuracy of their bombing, came as an unpleasant surprise. By the evening our own air force had already been seriously weakened.” Brigadier Key withdrew after causing an estimated 800 casualties upon the Japanese while taking roughly 465. While Kota Bharu was being fought over, Percival unleashed Operation Krohcol, a 2.0 of Matador seeing British forces cross into Thailand to intercept the incoming enemy. It was an absolute disaster, the British attackers were defeated not only by the Japanese 5th division, but some Royal Thai police also defended their territory. The operation had basically become a race to who could seize the important focal point first and the Japanese took it first thus winning decisively. To add to that misery, force Z, consisting of the battleship HMS Prince of Wales,, battlecruiser Repulse and 4 destroyers tried to intercept the Japanese invasion fleet only to be utterly destroyed by overwhelming Japanese airforces. Within 4 days of the landings, the 5th division advanced from Singora through the town of Jitra to capture the RAF airfield at Alor star, around 100 miles away. Yamashita managed this using flanking techniques that saw his army take town after town and airfield after airfield. There were numerous natural obstacles to the advance such as dense jungles, very long supply lines, torrential rain and heat, but he had a secret weapon, bicycles. At Jitra Percival made his first major stand. Holding Jitra would safeguard the northern airfields of Malaya, but it was a folly to do so as the airfields in question were not provided adequate aircraft and the British lacked something extremely important to be able to defend themselves, tanks. Colonel Tsuji saw the fighting at Jitra first hand and reported “Our tanks were ready on the road, and the twenty or so enemy armored cars ahead were literally trampled underfoot … The enemy armored cars could not escape by running away, and were sandwiched between our medium tanks … It was speed and weight of armor that decided the issue.” The British had spread themselves far too thinly across a 14 mile front with jungle on their right flank and rubber plantations and mangrove swamps to their left. Yamashita used a innovative blitzkrieg like tactic, he combined his air, artillery, tanks and bicycle infantry to punch holes in concentrated attacks forcing allied defenders to withdraw. As Percival would write later in his memoirs “This withdrawal would have been difficult under the most favorable conditions. With the troops tired, units mixed as the result of the fighting, communications broken and the night dark, it was inevitable that orders should be delayed and that in some cases they should never reach the addressees. This is what in fact occurred … the withdrawal, necessary as it may have been, was too fast and too complicated for disorganized and exhausted troops, whose disorganization and exhaustion it only increased” Yamashita had ingeniously thought of employing large numbers of bicycles for his infantry so they could keep up momentum and speed with his mechanized forces. Oh and he didn't bring thousands of bicycles over to Malaya, the real genius was that they were there ready for him. His intelligence prior to the invasion indicated nearly all civilians in malaya had bicycles, so when the Japanese came over they simply stole them. Half of Yamashitas troops moved in motor vehicles while the rest road on 18,000 bicycles. As noted by Tsuji “With the infantry on bicycles, there was no traffic congestion or delay. Wherever bridges were destroyed the infantry continued their advance, wading across the rivers carrying their bicycles on their shoulders, or crossing on log bridges held up on the shoulders of engineers standing in the stream.” They Japanese overwhelmed the defenders who were forced to fight, flee into the jungles or flee along the roads where they were simply outsped by the faster Japanese. The defenders left numerous stores of food, abandoned vehicles, and supplies that Yamashita's men would dub “churchill's allowance”. British Lt Colonel Spencer Chapmanwas forced to hide on the sides of roads watching Japanese pedal past remarking “The majority were on bicycles in parties of forty or fifty, riding three or four abreast and talking and laughing just as if they were going to a football match.” The Japanese had the ability to carry their gear on the bicycles, giving them an enormous advantage over the allies fleeing on foot. The Japanese could travel faster, further and less fatigued. When the British destroyed 250 bridges during their flight, “the Japanese infantry (to continue) their advance, wading across the rivers carrying their bicycles on their shoulders, or crossing on log bridges held up on the shoulders of engineers standing in the stream”. The British could not escape the bicycle blitzkrieg as it became known, countless were forced to surrender under constant pressure and relentless pursuit. Alongside the bicycle warfare, whenever Yamashita faced terrain unsuitable for his tanks, he ordered amphibious landings further south to outflank the enemy's rear. Meanwhile the war in the air went equally terrible for the allies. The RAF had pulled back its best pilots and aircraft to deal with the war for Britain against the Luftwaffe. 21 airfields were in Malaya and Singapore, few of them had modern facilities, only 15 concrete runways. The heavy rain made the grass airstrips unusable. All the airfields were allocated around 8 heavy and 8 light anti aircraft guns. Quality radar units were completely inadequate. The Super Spitfires and Hyper Hurricanes were mostly in Britain fighting the Germans, while Buffaloes were allocated to Malaya. The Japanese airforces easily overcame the allied opposition and established air superiority quickly. Launching from airfields in Vietnam, they bombed all the airfields into submission and continuously applied pressure to Singapore. . The aerial dominance of the Zero and ‘Oscar' fighters served to undermine the morale of the British infantryman on the ground. As historian H. P. Wilmot has observed, “in the opening phase of the war the Zero-sen was just what the Japanese needed, and the Allies were devastated by the appearance of a ‘super fighter.' To add insult to injury, every airfield taken starting at the most northern going further and further south towards Singapore offered the Japanese new launching points to make for faster attack. Yamashita's forces reached the southern tip of the peninsula in just 8 weeks, his men had covered some 700 miles, about 12 miles a day on average. They fought 95 large and smaller battles doing so. Multiple lines of defense were erected one after another to try and halt the Japanese advance, to kill their momentum. Starting at the beach landings, to Jitra, then to Kampar, over the Slim river, then Johor. The British failed to employ “leave behind forces” to provide guerilla warfare in lost territories leading not only the Japanese to easily consolidate their gains, the Thai's also came down and grabbed some territory. At the battle of Muar Major General Gordon Bennet deployed the allied defenders south of the Muar River and it was widely believed here they would finally halt the Japanese. Then the Imperial Guards division outflanked them performing an amphibious landing and advancing down the coastal route. The 5th Japanese division followed a parallel route through the center and the 18th division landed near Endau. The allies were thus surrounded and took heavy casualties, countless were forced to flee through swamps and thick jungle abandoned their stuff. Gordons 45th brigade were absolutely shattered, effectively disbanded and left north of the Muar river as the rest of the allies fled south. The defeat at Muar broke the British belief they could hold even a toehold on Malay. Percivals strategy to fight delaying actions until the arrival of reinforcements to Singapore had fatally undermined his troops ability to hold onto defensive positions. As the British governor of the Johore straits settlement, Sir Shenton Thomas would say on January 6th ‘“We … have gone in for mechanized transport to the nth degree. It is a fearsomely cumbersome method. We have pinned our faith to the few roads but the enemy used tracks and paths, and gets round to our rear very much as he likes.”” Yet alongside the conquest came a series of atrocities. At the Parit Sulong Bridge south of the Muar, Captain Rewi Snelling was left behind with 150 wounded Australian and Indian soldiers not able to trek south. The Imperial guards division herded them into buildings, denied them medical treatment, many of the Indians were beheaded, others shot. This become known as the parit sulong massacre. Its hard to saw what Yamashita would have known about this incident, it technically was under the command of Takuma nishimura. On January 22nd, Nishimura gave the orders for prisoners to be forced outside, doused with petrol and set on fire. Nishimura would be sentenced to life in prison by a Singapore court, but on a flight back to Japan he was hijacked by Australian military police in Hong Kong who grabbed him and held a trial for the Parit Sulong massacre, finding him guilty and hanging him on june 11th of 1951. When the Japanese reached the straits of Johore, Yamashita took several days to perform reconnaissance, allowing his forces to regroup and prepare to attack the massive fortress. His plan for the invasion would see the Imperial guards perform a feint attack on the northeast side of Singapore, landing on the nearby Palau Ubin island on february 7th. The 5th and 18th division would remain concealed in the jungle until the night of the night of the 8th when they would cross the Johore and hit the northwest side of Singapore. The causeway to Singapore had been blown up by the retreating British, but the ability for Singapore to defend itself from a northern attack was lackluster. When Churchill was told by Wavell the Japanese sat on the other side of the Johore strait ready to attack the fortress he said ““I must confess to being staggered by Wavell's telegram. It never occurred to me for a moment that … Singapore … was not entirely fortified against an attack from the Northwards …”” With barely enough supplies or logistical support for his campaign, Yamashita's rapid advance down the Malay peninsula walked a tightrope of what was possible. His 70,000 men of which 30,000 were frontline troops had overcome a British force double their number. In Japan he garnered the epithet “Tiger of Malaya”, which ironically he was not too happy about. Later on in the war he would bark at a German attache “I am not a tiger. The tiger attacks its prey in stealth but I attack the enemy in a fair play”. By this point Singapore had swollen from a population of 550,000to nearly a million. Percival had a total of 70,000 infantry of mixed experience plus 15,000 clerks and support staff to man lines if necessary. 38 battalions, 17 Indian, 13 British, 6 Australian and 2 Malayan. He placed his weakest troops west of the causeway, near the abandoned naval base rather than nearby the airfield which he considered was going to be Yamashita's thrust. He placed his best forces over there, which would prove fatally wrong as Yamashita hit west of the causeway. Yamashita meanwhile could only muster 30,000 troops, he was outnumbered 2:1 and amphibious assaults called for the attacker to hold a 2:1 advantage for success. Yamashita's men were exhausted, they had suffered 4565 casualties, roughly 1793 deaths in their 55 day advance south. Worse yet, Yamashita had a critical supply issue. He had greatly exceeded his supply lines and had been surviving on the abandoned churchill stores along the way. His ammunition was critical low, it is said he was down to 18 functional tanks, allowing his men to fire 100 rounds per day, the fuel ran out, and as Yamashita put it “My attack on Singapore was a bluff—a bluff that worked. I had 30,000 men and was outnumbered more than three to one. I knew that if I had to fight for long for Singapore, I would be beaten. That is why the surrender had to be at once. I was very frightened all the time that the British would discover our numerical weakness and lack of supplies and force me into disastrous street fighting.” He told his men of the 5th and 18th division not to build any cooking fires so they could conceal their positions in the jungle as he gathered hundreds of collapsible boats and other crafts to ford the strait. He gathered 40 divisional commanders and senior officers to a rubber plantation and with a flushed red face read out his attack orders while pouring them Kikumasamune (ceremonial wine). He made a traditional toast and said “It is a good place to die; surely we shall conquer”. He had to get the British to surrender quickly, he had to essentially ‘bluff” his enemy. He had to make the British think he was fully armed and supplied for a prolonged siege, how could he do so? He fired his artillery like a mad man, knowing full well they would run out of shells. Starting on February 3rd, Yamashita's artillery supported by aerial bombings hit Singapore for 5 days. On the night of the 7th, 400 Imperial Guards crossed to the Ibin island performing their feint attack. Percivals attention was grabbed to the east successfully, while on the night of the 8th the 5th and 18th divisions assembled carefully at the water's edge. At 8:30pm the first wave of 4000 Japanese troops crossed the Johore strait aboard 150 small vessels. The noise of their engines was drowned out by artillery. The thinly spread Australian lines, 3000 or so men led by Major General Bennet were breached fast leading to pockets of surrounded australian troops. As Lewis Gunner cliff olsen recalled “We were horribly spread out and it was pitch black and they [Japanese troops] were very hard to see. They walked through us half the time.” A beachhead was formed, a soon 14,000 Japanese had crossed by dawn. Communications broke down for the allies, Percival unwilling to believe the Japanese's main thrust was in the west declined to send reinforcements there. When he did finally realize the main thrust was in the west he began to withdraw troops from quiet sectors and built up a reserve. The Japanese held air supremacy and their artillery was fierce. The big 15 inch guns of singapore held mostly armor piercing shells designed to hit ships, there were few HE shells available. When they fired upon the Japanese the shells would hit the ground they would embed deeply before exploding doing little damage. The defenders had no tanks, basically no more aircraft. The last departing ships fled the scene as everything was burning chaos around them. Morale was breaking for the defenders. By the 9th, Japanese bombers were raining bombs on allied positions unopposed. Bennet was forced to pull men back to a new line of defense from the east of the Tengah airfield to the north of Jurong. Poor communications hampered the northern sector of Brigadier Duncan Maxwell whose troops actually battered the hell out of the Imperial Guards who had landed at 10pm on the 9th. The Imperial guards gradually managed a foothold on a beach, but Maxwell feared encirclement and withdrew his men against direct orders of Bennet. The retreat opened up the flank of the 11th indian division who were overrun. All of the beaches west of the causeway fell to the enemy, when they did Yamashita brought over his tanks to smash the new Jurong line. The Japanese could have potentially stormed the city center at this point, but they held back, because in reality, Percival had created a formidable reserve in the middle. The Australian 22nd brigade took the brunt of the fighting. Yamashita was running out of reserves and his attacks were reaching their limit, but he needed the battle to end swiftly. Yamashita was shocked and shaken when he received a report that the British troop strength within the city was twice what they believed. With covert desperation, Yamashita ordered his artillery to fire until their last rounds and sent Percival a demand for surrender. “In the spirit of chivalry we have the honour of advising your surrender. Your army, founded on the traditional spirit of Great Britain, is defending Singapore, which is completely isolated, and raising the fame of Great Britain by the ut¬ most exertions and heroic feelings. . . . From now on resistance is futile and merely increases the danger to the million civilian inhabitants without good reason, exposing them to infliction of pain by fire and sword. But the development of the general war situation has already sealed the fate of Singapore, and the continuation of futile resistance would only serve to inflict direct harm and in¬ juries to thousands of non-combatants living in the city, throwing them into further miseries and horrors of war. Furthermore we do not feel you will in¬ crease the fame of the British Army by further resistance.” Singapore had received another order prior to this from Churchill “It is certain that our troops on Singapore Island greatly outnumber any Japanese that have crossed the Straits. We must defeat them. Our whole fighting reputation is at stake and the honour of the British Empire. The Americans have held out on the Bataan Peninsula against far greater odds, the Russians are turning back the picked strength of the Germans, the Chinese with almost complete lack of mod¬ ern equipment have held the Japanese for AVi years. It will be disgraceful if we yield our boasted fortress of Singapore to inferior enemy forces. There must be no thought ofsparing troops or the civil population and no mercy must be shown to weakness in any shape or form. Commanders and senior officers must lead their troops and if necessary die with them. There must be no question or thought of surrender. Every unit must fight it out to the end and in close contact with the enemy. ... I look to you and your men to fight to the end to prove that the fighting spirit that won our Empire still exists to enable us to defend it.” What was Percival to do? The Japanese had seized control over Singapore water reservoirs, the population would die of thirst within 2-3 days. Japanese shells were causing fires and death everywhere. People were panicking, trying to get on the very last boats leaving the port, even though that surely meant death to the IJN. An American sailor recalled “There was a lot of chaos and people killed on the docks during these bombardments. Everywhere you looked there was death. Even in the water there were dead sharks and people floating all around.” Defeatism was endemic. Australian troops were overheard saying “Chum, to hell with Malaya and Singapore. Navy let us down, air force let us down. If the bungs [natives] won't fight for their bloody country, why pick on me?” Sensing a complete collapse Percival formed a tight defense arc in front of the city, and by the 13th his commanders were telling him they believed Singapore was already doomed. Wavell was asked for approval for surrender, but he replied “to continue to inflict maximum damage on enemy for as long as possible by house-to-house fighting if necessary.” Percival then told him the water reservoirs were taken, so Wavell sent back “YOUR GALLANT STAND IS SERVING A PURPOSE AND MUST BE CONTINUED TO THE LIMIT OF ENDURANCE” On the 15th, Percival held a morning conference reported there was no more fuel, field gun nor bofor ammunition. In 24 hours their water would be done. He told them he would ask for a ceasefire at 4pm, by the end of the day Wavell gave him permission to surrender. Over at his HQ on the Bukit Timah heights, Yamashita was staring at a Union Jack fluttering over Fort Canning. Then a field phone rang, and a frontline commander reported the British were sending out a flag of truce. Meanwhile back on February the 14th, Japanese forces reached the Alexandra Barracks hospital at 1pm. At 1:40pm a British Lt greeting them waving a white flag and was bayoneted on the spot. The Japanese stormed the hospital and murdered the staff and patients. 200 male staff and patients, badly wounded were bound over night and marched to an industrial estate half a mile away. Anyone who collapsed was bayoneted. The survivors of the march were formed into small groups and hacked to death or bayoneted. For a few days over 320 men and women were massacred. Only 5 survivors would give recounts of the event. It is suspected by historians that Tsuji was the architect of the Alexandra hospital massacre. This is because he was the instigator of countless atrocities he ordered unbeknownst to his superior commanders such as Yamashita. Percival was ordered to go to the Ford motor factory to where he met with Yamashita. Yamashita was hiding his surprise that the surrender party came and as he glanced at the surrender terms he said through his interpreter “The Japanese Army will consider nothing but surrender,” Yamashita knew his forces were on the verge of running out of ammunition and he still held half troops Percival did, he was anxious Percival would figure it out. Percival replied “I fear that we shall not be able to submit our final reply before ten-thirty p.m.,” Percival had no intention of fighting on he simply wanted to work out specific details before signing the surrender. Yamashita was sure Percival was stalling. “Reply to us only whether our terms are acceptable or not. Things must be settled swiftly. We are prepared to resume firing.Unless you do surrender, we will have to carry out our night attack as scheduled.”” Percival replied ““Cannot the Japanese Army remain in its present position? We can resume negotiations again tomorrow at five-thirty A.M”. Yamashita screamed “Nani! I want the hostilities to cease tonight and I want to remind you there can be no arguments.” Percival replied ““We shall discontinue firing by eight-thirty p.m. Had we better remain in our present positions tonight?” Yamashita said yes and that firing would cease at 8:30pm and that 1000 allied men could keep arms to maintain order within the city. Yamashita stated “You have agreed to the terms but you have not yet made yourself clear as to whether you agree to surrender or not.” Percival cleared his throat and gave a simple nod. Yamashita looked at his interpreter “There's no need for all this talk. It is a simple question and I want a simple answer.” He turned to Percival and shouted, “We want to hear ‘Yes' or ‘No' from you! Surrender or fight!” Percival finally blurted out “Yes, I agree. I have a request to make. Will the Imperial Army protect the women and children and British civilians?”Yamashita replied “We shall see to it. Please sign this truce agreement”. At 7:50 the surrender was signed off, 40 minutes later Singapore was in the hands of the Japanese. In 70 days Yamashita took at the cost of 9824 casualties, had seized Malaya and Singapore, nearly 120,000 British surrendered. It was the greatest land victory in Japanese history. Churchill called the fall of Singapore to the Japanese "the worst disaster and largest capitulation in British history" Churchills physician Lord Moran wrote The fall of Singapore on February 15 stupefied the Prime Minister. How came 100,000 men (half of them of our own race) to hold up their hands to inferior numbers of Japanese? Though his mind had been gradually prepared for its fall, the surrender of the fortress stunned him. He felt it was a disgrace. It left a scar on his mind. One evening, months later, when he was sitting in his bathroom enveloped in a towel, he stopped drying himself and gloomily surveyed the floor: 'I cannot get over Singapore', he said sadly With the fall of singapore came another atrocity, the Sook Ching massacre. After February 18th, the Japanese military began mass killings of what they deemed undesirables, mostly ethnic Chinese. It was overseen by the Kempeitai and did not stop in Singapore, but spread to Malaya. It seems the aim of the purge was to intimidate the Chinese community from performing any resistance. According to postwar testimony taken from a war correspondent embedded with the 25th army, Colonel Hishakari Takafumi, he stated an order went out to kill 50,000 Chinese, of which 20 percent of the total was issued by senior officials on Yamashita's operations staff, most likely Tsuji. It is certain at the behest of Tsuji the orders were extended to Malay. The death toll is a tricky one, the Japanese went on the record to admit to 6000 murders, the Singaporean Chinese community and the Prime Minister Lee Kuan Yew allege 70,000-100,000. Historians analyzing the scale of discovered mass graves after some decades think around 25,000-50,000. How much Yamashita knew of the massacre is debatable, the orders came from his office after all, but it seems Tsuji had orchestrated it. Many of Japan's generals wanted Yamashita to be appointed war minister, a move that obviously threatened then Prime Minister Hideki Tojo, who feared his rival. Tojo retaliated, ordering Japan's new war hero back to Manchuria. On the surface, the assignment appeared worthy as Yamashita would serve as the first line of defense against a possible Soviet invasion. But since the two nations had signed a neutrality pact in April 1941, and Soviets were bogged down fighting the Germans, immediate war appeared unlikely. In reality, Tojo had parked Yamashita on the war's sidelines. Tojo went even further, he barred Yamashita any leave in Tokyo, preventing him from visiting his wife as well as from delivering a speech he had written for the emperor. No worries though, an aide of Yamashita's sent him three geishas. Allegedly he said this “I know they want to please me with these girls. But send them back—and don't forget to tip them.” The Tiger of Malaya would maintain a low profile in Manchuria where he received a promotion to full General. As months fell to years Yamashita sat on the sidelines helpless to aid the Japanese forces. His exile would come to an end in 1944 when Tojo was outed and the Tiger was required to try and save the Philippines from General Douglas MacArthur.
In this episode of the Business of Aesthetics Podcast, host Don Adeesha is joined by Alana Dzurek, Founder and CEO of Beverly Hills Hairfree, to challenge the limits of the industry's gold standard: laser hair removal. They discuss the "laser ceiling" the frustration practice owners face when turning away patients with gray, white, blonde, or red hair. Alana argues that as the patient demographic ages, this untreatable segment is growing and represents a massive leak in potential revenue for clinics relying solely on lasers. Alana introduces multi-probe galvanic electrolysis, a modernized technology that transforms the only FDA recognized method for permanent removal from a slow, tedious process into a high speed, scalable profit center. She breaks down the math, explaining how treating up to 5,700 follicles per hour allows clinics to generate significant revenue ($220/hour) with minimal consumables, effectively competing with laser room profitability while delivering the "permanent" results laser often promises but cannot legally guarantee. A critical part of the conversation focuses on safety and ethics, specifically the rise of Paradoxical Hypertrichosis, where laser stimulates dormant follicles to grow, particularly in patients with hormonal imbalances like PCOS. Alana contends that for facial and upper arm areas, electrolysis shouldn't just be an option, but a mandatory protocol to protect patients from worsening conditions. Finally, she advocates for a "Hybrid Protocol" using laser for bulk reduction and electrolysis to finish the final 20% or treat non candidates allowing clinics to capture the 50% of the market that laser misses and future proof their retention strategy.
Sudan's paramilitary Rapid Support Forces (RSF) have seized the Heglig oilfield, a critical site located on the border of Sudan and South Sudan. The capture of vital oil infrastructure is part of the RSF's latest push to dominate the country's Kordofan region. What will this takeover mean for the next stage of Sudan's war? In this episode: Hiba Morgan (@hiba_morgan), Al Jazeera Correspondent Episode credits: This episode was produced by Haleema Shah, Sarí el-Khalili, and Melanie Marich, with Phillip Lanos, Spencer Cline, Diana Ferrero, Fatima Shafiq, Farhan Rafid, and our host Malika Bilal. It was edited by Kylene Kiang. The Take production team is Marcos Bartolomé, Sonia Bhagat, Spencer Cline, Sarí el-Khalili, Tamara Khandaker, Kylene Kiang, Diana Ferrero, Tracie Hunte, Phillip Lanos, Chloe K. Li, Melanie Marich, Haleema Shah, and Noor Wazwaz. Our editorial interns are Farhan Rafid and Fatima Shafiq. Our host is Malika Bilal. Our engagement producers are Adam Abou-Gad and Vienna Maglio. Andrew Greiner is lead of audience engagement. Our sound designer is Alex Roldan. Rick Rush mixed this episode. Our video editors are Hisham Abu Salah and Mohannad Al-Melhem. Alexandra Locke is The Take’s executive producer. Ney Alvarez is Al Jazeera’s head of audio. Connect with us: @AJEPodcasts on X, Instagram, Facebook, and YouTube
Aden Bahadori and Brett Granstaff join Travis to unpack how AI is about to change the economics of filmmaking and content creation. Aden is an award‑winning editor, post‑production engineer, and longtime Adobe advisor who has cut music videos, TV, and features; Brett is a veteran producer, writer, and actor, and the president/founder of Ridge Rock Entertainment Group with two decades in independent film. Together, they're building Tachi‑AI, a human‑centric tool that automates the most tedious parts of editing so creatives can spend more time actually telling stories. On this episode we talk about: How Aden went from working for free on music videos to six figures by year two, and how Brett parlayed ADR gigs and “distressed” studio scripts into a producing career What producers actually do, why there are so many different producer credits, and the real split between creative vs. financial producers The origin of Tachi‑AI: Aden's 2012 dream of an “auto‑edit” button, an early proof of concept (Fast Track), and why now is the moment to bring AI into post‑production How Tachi‑AI ingests raw footage and a script to generate multiple assembly edits—saving editors from hours of slogging through dailies and freeing them to focus on nuance, performance, and story Why they see AI as a creative utility (like AutoCAD for architects), the democratization of filmmaking, and how lower technical barriers can make story—not budget—the real differentiator Top 3 Takeaways The biggest immediate impact of AI in film will be in post‑production, where automating assembly edits and other technical grunt work gives editors and directors more time and energy for true creative decisions. As tools like Tachi‑AI spread, high‑quality visual storytelling will no longer be reserved for massive studio budgets; independent creators will be able to prototype and finish projects faster and cheaper than ever. AI will not replace filmmakers; it will reward those who learn to wield it—by treating it as an assistant that expands their capacity, not a shortcut that replaces taste, judgment, or original stories. Notable Quotes “Our goal isn't to replace editors; it's to give them their time and mojo back by killing the most tedious, technical parts of the job.” “Think of it like AutoCAD for filmmakers—the software doesn't design the building for you, it just lets you explore way more options, way faster.” “As AI democratizes the creative process, the thing that wins isn't the biggest budget anymore; it's the strongest story and the most original point of view.” Connect with Tachi‑AI: Website: https://tachi-ai.com ✖️✖️✖️✖️
The Automotive Troublemaker w/ Paul J Daly and Kyle Mountsier
Shoot us a Text.Episode #1219: Carvana adds another CDJR store as its retail expansion heats up. Mexico hits Chinese auto imports with a crushing 50% tariff. And Tesla tests its first fully driverless vehicle on the streets of Austin — no humans required.Carvana's push into franchised retail continues as it acquires South Atlanta CDJR‑Fiat, marking its fourth traditional dealership buy of 2025. Once known for vending machines and used cars, Carvana is rapidly becoming a notable player in new‑car retail.The store, now Carvana CDJR of South Atlanta, sits in Union City, GA, just outside Atlanta.It was acquired from Houston‑based ZT Corporate, a group ranked 132nd among U.S. dealership organizations.The aggressive expansion comes on the heels of a Q3 record: $5.6B in revenue, up 55%, and 155,941 used units sold—a 44% increase YoY.Carvana has said it's “always experimenting” and views select dealership acquisitions as tests to learn how to “provide great customer experiences” in a franchise setting.Mexico is drawing a bold line in the sand, approving sweeping new tariffs with some aimed squarely at imported Chinese cars.Chinese vehicles will now face a 50% import tariff, the highest among 1,400 affected products.The policy is seen as a direct defense against a surge of low-cost Chinese EVs and ICE vehicles entering Latin America.Mexico's auto industry has voiced support, fearing China's growing presence could erode market share and local jobs.Beijing slammed the move as “protectionist” and warned of possible retaliation.The future Elon Musk promised is officially rolling through Austin — driverless, empty, and already controversial. Tesla has begun testing its Robotaxi platform without a human behind the wheel or even a safety monitor in the car, marking its most aggressive autonomy move yet.The sighting appears to involve a Model Y testbed rigged for Tesla's upcoming Robotaxi platform.Elon Musk confirmed: “Testing is underway with no occupant in the car.”This marks the first known on-road test without a safety driver or passenger.According to NHTSA filings, Tesla's Robotaxi tests in Austin have already logged a crash every ~62,000 miles — with safety monitors still inside.Thank you to today's sponsor, Mia. Capture more revenue, protect CSI, and never miss a call or connection again with 24/7 phone coverage and texting (SMS) follow-up for sales, service, and reception. Learn more at https://www.mia.inc/Join Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/
Bob Phibbs joins Travis to break down why great retail is really about great human connection—and how that truth is even more important in an AI‑driven world. Known globally as “The Retail Doctor,” Bob has spent decades turning around struggling stores, training more than 250,000 associates, and helping brands like LEGO, Seiko, and Yamaha boost sales with people‑first systems that actually work in the real world. On this episode we talk about: How a paper route, cowboy‑boot sales, and a near‑dead coffee shop across from Starbucks led Bob to create “The Retail Doctor” and land a New York Times business feature The turnaround of a Long Beach coffee roaster that was down 10% a year for eight straight years and facing two nearby Starbucks—and how Bob helped it grow 50% in year one, 40% in year two Why so many retailers die: undertrained staff, no standards, commoditized experiences, and leaders who think customers (not employees) are the “greatest asset” The future of brick‑and‑mortar vs. e‑commerce, why online sales have likely capped around 20%, and how physical stores can win by focusing on discovery, experience, and real conversations How retail work “normalizes” young people—teaching responsibility, resilience, and people skills—and why every aspiring entrepreneur should spend time on a sales floor Top 3 Takeaways Products and locations don't win in retail—people do. Training front‑line associates to make shoppers feel seen, heard, and helped is the most reliable sales lever any store owner has. E‑commerce and AI will keep eating the easy, transactional parts of shopping, but brick‑and‑mortar thrives when it leans into what online can't replicate: laughter, serendipity, and genuine human connection. If you're serious about entrepreneurship, you should treat retail or customer‑facing work as a rite of passage; learning to open hearts and make someone else's day is foundational to making serious money later. Notable Quotes “It doesn't matter what I sell; it matters how the person feels when I'm standing in front of them.” “You're known more for your compromises than for your successes—especially in how you treat your people.” “If you can't get someone to open their heart to another human being, you're not going to make money, no matter what business you're in.” Connect with Bob Phibbs (The Retail Doctor): Website: https://www.retaildoc.com ✖️✖️✖️✖️
Travis and producer Eric dig into an old clip from 2019 where a 27‑year‑old Travis explains why polarizing beliefs and “true fans” are critical for creators and entrepreneurs. Using that as a jumping‑off point, they talk candidly about content, integrity, legacy, and what it means to build an audience your future kids can look up—and cringe—at. On this episode we talk about: Whether Travis still agrees with his past take that 100 “true fans” can fuel a multi‑seven‑figure business The difference between healthy polarization (clear beliefs and opinions) and cheap outrage or political hot‑takes How becoming a parent changed the way Travis thinks about what he says online and the digital footprint his kids will one day see The pressure and temptation to use extreme hooks (“you'll never be a millionaire if…”) versus playing the long game with trust and authenticity Why Travis believes entrepreneurs who refuse to create content will be “left in the dust” over the next decade Top 3 Takeaways You don't need millions of casual followers; a relatively small group of true fans who deeply trust you can support a highly profitable business. Being “polarizing” doesn't require rage‑bait or politics—it means taking clear, defensible stances on ideas you actually believe, even if others disagree. As an entrepreneur, publishing content is no longer optional; showing up consistently online is becoming a baseline requirement for long‑term relevance and opportunity. Notable Quotes “If you talk to everybody, you're talking to nobody—lines in the sand are what turn listeners into true fans.” “If I wouldn't feel in integrity saying it to my kids one day, I'm not going to say it just for clicks.” “If you're refusing to create content as an entrepreneur, you're going to be left in the dust in the next ten years." ✖️✖️✖️✖️
Daniel Solin joins Travis to explain why most investors are overcomplicating things and quietly lighting their wealth on fire. A former Wall Street attorney who spent decades representing clients burned by bad brokers, Daniel became a New York Times bestselling author of the “Smartest” series of investing books and now focuses on helping ordinary people outperform most professionals with a no‑nonsense, low‑cost strategy. On this episode we talk about: How 30 years as a securities lawyer opened Daniel's eyes to how often brokers harm clients while putting their own commissions first Why most “experts” don't actually know how to beat the market—and why the real experts are the researchers publishing peer‑reviewed data, not pundits on TV The core strategy: broad‑market index and ETF investing, keeping fees ultra‑low, not timing the market, and doing as little trading as possible Red flags when hiring an advisor, including complex portfolios, stock‑picking, market‑timing promises, and products stuffed with hidden costs and conflicts How to think about crypto, real estate, and other speculative plays versus your core, set‑it‑and‑forget‑it retirement portfolio Top 3 Takeaways Most people don't need an advisor or a complex strategy; owning low‑cost, globally diversified index or ETF funds and leaving them alone will beat the vast majority of active managers over time. Fees, turnover, and advisor conflicts quietly erode returns; simple, transparent portfolios almost always outperform complicated, high‑fee “genius” strategies. Treat speculative assets like crypto or concentrated real estate deals as gambling with a small slice of your net worth—never as the foundation of your long‑term financial security. Notable Quotes “Investing is really simple: do as little as possible, ignore almost everything you see in the financial media, and capture the total return of the market at the lowest possible cost.” “Wall Street has a vested interest in making investing look complicated so you feel forced to use them—even though complexity usually just means higher fees and lower returns.” “If you buy one broad stock‑market fund and a short‑term Treasury fund in your 30s, then barely touch it for decades, you'll likely beat 95% of professionally managed money.” Connect with Daniel Solin: https://danielsolin.com ✖️✖️✖️✖️
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