Podcasts about cgo

Natalia Ball, global chief growth officer at Mars Pet Nutrition joins The Big Impression podcast to talk about how Pedigree transformed a local Brazilian insight into a global business story. She also shares why she is now focused on the next frontier of growth: Connected commerce and making sure brands show up when AI agents, not just people, are making purchasing decisions.  Episode TranscriptPlease note, this transcript  may contain minor inconsistencies compared to the episode audio. Damian Fowler (00:00):I'm Damian Fowler.Ilyse Liffreing (00:01):And I'm Ilyse Liffreing.Damian Fowler (00:02):And welcome to The Big Impression.Ilyse Liffreing (00:09):This week we're joined by Natalia Ball Global Chief Growth Officer at Mars Pet Nutrition home to brands like Pedigree and Sheba.Damian Fowler (00:18):Last March, pedigree launched a bold, purpose-driven campaign in Brazil celebrating mixed breed dogs, especially the iconic Vela Caramelo.Ilyse Liffreing (00:27):It wasn't just a campaign, it became a movement boosting adoption and challenging long held bias.Damian Fowler (00:35):The work went on to win top honors at the 2025 cans. Lions including the titanium lionIlyse Liffreing (00:41):And its impact is still rippling across markets and media channels worldwide.Damian Fowler (00:45):So today we're unpacking what made it work with the person who helped drive it. Natalia, tell us about the Carello campaign and how you landed on the idea.Natalia Ball (00:57):Carmelos are mixed dogs that are beloved in Brazil. They are found on the streets everywhere. They are the subject of meme, street culture, and people just identify Carmelo as the Brazilian dog. However, the inside that we discover was that this dog is 90% less likely to get adopted than breed dogs. So it is the most popular dog in Brazil, but the most overlooked. And when we learned about that, we decided that we wanted to make a difference and that we wanted this dog to get the position it deserve and pedigree decided to champion the underdog and become the official brand of caramel's in Brazil.Damian Fowler (01:41):You talked about the caramel. Could you just describe a little bit more for people who don't really know the caramelo and that term Vita, where does that come from?Natalia Ball (01:52):Yes, so caramels are basically mixed breed dogs that you can find on the streets of Brazil everywhere they are called caramel because they are caramel color and that's what it is in Spanish and they tend to be that caramel color, short hair. But there are different ways that these dogs look and feel because they are mixed breeds. But like I said, they are beloved dogs in Brazil, but when it comes to getting a pet, getting a dog, they are not the ones that people are going for. They see them as street dogs, not a dog that you have in your house. And the whole campaign was about, like I said, championing these caramels, driving adoption of mixed breed dogs, not only breed dogs. And we did that by saying that if caramels were considered non breeded, pedigree was going to give them a breed and who better to give them a breath than pedigree.Ilyse Liffreing (02:48):Great. And then at what point did you connect that insight to the campaign itself?Natalia Ball (02:54):What you need to know about pedigree? Pedigree is one of the largest dog brands in the world. Pedigree feeds more dogs than any other brand, and it has been there for many years and for the past 20 years or more, pedigree has been driving adoption, encouraging people to adopt pets everywhere. We have had a lot of iconic campaigns so much which maybe you would've heard, like for example, docs on Zoom during COVID or the child replacement program, which was a very interesting one. And we were talking about adoption in Brazil, but other local brands were talking about adoption too. So we were not cutting through and it was only when this insight came to us, which was a very deeply local insight that we made the connection, if we want to drive adoption in Brazil, this is going to be the way in and we're going to make this as big as it can possibly be.(03:51):Because we, from the very beginning saw we understood this idea of the vi Lata. You mentioned it before by the way, the vi lata is how you call mixed breed dogs in Brazil. And so when we had these conversations about this insight, the injustice of this beautiful dog not getting adopted, but also the cultural impact that it would have on resilience themselves, who could see themselves related in the fact that they were being championed, we decided to go really big on this campaign and not only do just an activation, but actually we are doing this campaign. We did it all of last year and we continue activating through this year. And some of the ways in which we championed this was actually by creating a caramel kennel club by creating the first ever caramel DNA testing. And it's the largest ever DNA test done in mos in all of history, kept creating a Carmelo dog show and not only that, putting caramels for the very first time ever on our packs. So it was really a way to give them the rightful place.Ilyse Liffreing (05:01):I love how you guys just took it a step further than even just it being a campaign and you actually adopted it into your packaging and the whole bit. At what point did you realize that the campaign wasn't only just a marketing ploy and it began actually affecting culture?Natalia Ball (05:23):Yeah, I mean this campaign has really changed culture in Brazil, but it was a campaign that was deeply rooted in culture itself because Carmelos were part of Brazilian culture. But when we realized the campaign became bigger than ourselves, absolutely. When it started driving difference in adoption of Carmelos, we saw more than 200% lift of caramelo adoption just in the first month. And we saw a 65% increase in likelihood to adopt a Carmelo in the future with this campaign. And then when we started seeing other brands and other businesses even outside of the pet care category start using the Carmelo in their campaigns in their advertising, that's when we knew this had really hit culture big. An example of that was Chevrolet that actually launched a partnership with Netflix that launched a documentary about caramel, and several launched a caramel or a caramel colored car in a promotion.(06:29):Other brands like Honda or Whirlpool also feature caramels in their advertising. So we started seeing that this became much bigger than ourselves, but maybe the biggest achievement that we had with this campaign other than driving adoption itself, which was the cost at the end of the day, was the fact that we were betting on the mixed pre-doc actually not being accepted in dog shows because only breed dogs are accepted usually in dog shows. But at the end of the day, the movement became so big that after only two weeks of this campaign, the federation that actually controls the dog shows called us and said, we now want to move to accept mixed breed dogs in all of our shows. So that was a huge achievement that we never knew it would be possible.Damian Fowler (07:18):What's really interesting to me about this campaign is the way you focused on one region, one country, one market, but obviously you're a global brand. So how does that connection to the local end up escalating? So it became this global campaign.Natalia Ball (07:35):Like I said, adoption is a huge cost for us, and we have been very consistently on pedigree, driving adoption for a long time. So we have an evergreen brief that goes out to all of our agencies on adoption, and in my case in particular, I am a strong believer in creative excellence as a driver for growth. And so I put a creative excellence program in place that included building capabilities on creative excellence, but also creating a creative council where the best ideas could come faster to the marketing leadership of Mars Pet Nutrition so that we could move at speed, but also we could fund the better ideas. And in this creative council DL map team, Al Map VO, who are the agency that came up with this idea presented Carmelo. And from the very beginning, me and the whole leadership team fell in love with it, and so we decided to fund it.(08:31):We decided to go big and to give it our full support. We knew it had the potential to drive the business and change culture, and I think in this case, the important thing about the campaign, obviously it did a lot of good. So it's a purposeful campaign and pedigree is a purposeful brand, but it was not only about the purpose, it was also about driving business results. Through the campaign in the first couple of months, we were able to grow 15% and through all of last year, we moved to grow volume and value by double digits. So the campaign really did the job about turning around the pedigree brand and delivering results not only on the cost but also on the business.Ilyse Liffreing (09:11):That's great. And you're doing something right when all the other brands out there are copying you guys suddenly in pop culture and everything like that. I'm very curious about as the campaign evolved, obviously it started out from a social aspect, but as it evolved, how did you decide what other channels to bring it into? What other channels did you try out in this process?Natalia Ball (09:42):Yes. Actually this campaign started as social first and we then boosted with media. The way it started is we partner with local influencer called Tata Vernick. She loves caramels and she herself has adopted caramels. And we asked her to register her caramel in a dog show because we knew that her caramel was going to get rejected, which it did. And so she posted on her Instagram that had 60 million followers that she was outraged that her beautiful and smart caramelo could not be accepted in a dog show. This went viral immediately in Brazil and everybody was outraged. This went on the evening news, the morning shows everywhere, and we waited for it to gain enough fire for us to step in. So actually we were planning that this was going to take a couple of days, but at the end we had to act after only 10 hours because this became so big so quickly.(10:41):And we step in and we said, you know what, Tata, don't worry. Pedigrees got you. We're going to give all caramels a breed. And we launched the campaign with our beautiful campaign video that talks about our program of giving them a DNA test, giving them a show, giving them a kennel club and giving them everything that breed dogs have. And then after that, we use that video and we boost the message. The video went viral as well, but we boost the message, for example, with connected TV as well as Prime and Disney, et cetera. So in order to make sure that everybody had listened to it, but it was truly an omni-channel approach because we use a lot of offline tools like for example, the dog show itself that we created or the adoption drive that we had later on where we were invited people to adopt caramels and then online tools like Instagram or Connected TV or Disney, et cetera.Damian Fowler (11:38):You suggested that the kind of timeline got really sped up really fast. So this thing you had to act very quickly. At what point did you realize you had a hit on your hands in a way, and how quickly did it escape the local context and became this bigger campaign that everyone looked at?Natalia Ball (12:01):Yeah, this exceeded all of our expectations. So we knew that it was going to get picked up, but like I said, we were not expecting for this to become so big so fast. And the fact that it appeared in all of the big shows, evening news, morning shows, et cetera, it appeared as well on national media, on print Everywhere meant that we needed to step in faster, but we were fully prepared for that. So that didn't represent the challenge. It was more of an opportunity. And then the other thing that really surprised us was that the largest dog association reached out to us after only 24 hours to partner to see how mixed beat dogs could then be allowed to compete. We were not expecting this. We were expecting actually that to be attention point that we were going to leverage in our campaign, and this became so big that they just couldn't ignore it. So it was a big win just from the very beginning.Damian Fowler (12:57):Wow.Natalia Ball (12:57):Now one of the things that we're seeing is even though this was very, very local, as we have started sharing this work across many other places in the world, we have realized that the insight actually exists in many other markets. For example, in Chile they have a dog called the Quilter, which is the equivalent of the caramel. We have them in Philippines, we have them all over the world. So this insight can travel. The way to activate might be different because you need to localize to the nuance, but we are very excited about the potential of drive more inclusion of these dogs with these campaigns, but also for pedigree to stand stronger in culture.Ilyse Liffreing (13:36):I love that. As a dog owner, myself and owner of a mutt, I'm glad they're getting their time in the spotlight a little bit more around the world. Generally, I feel like post COVID in the marketing world today, some brands have actually moved away from purpose-driven marketing a little bit, but this is a really good example of it done right. What would you say this campaign proved or maybe disproved about purpose-led marketing?Natalia Ball (14:04):I am a strong believer of purposeful brands actually growing stronger, but it only works when it's aligned truly and authentically to the reason for the brand to exist. Pedigree itself, the purpose of the brand is we believe that dogs bring out the best in us, and pedigree wants to bring out the best in dogs. So the purpose of pedigree is pedigree brings out the good dogs bring to the world to do that. We obviously do that with our great nutrition, but we do that by putting dogs in houses so that they can bring out the best in people. That's what we do because we strongly believe that dogs make us better. So that's why we have been driving adoption for more than 20 years. And when you really make this part of your core DNA and it's authentically linked to the brand, that's when it really works.Damian Fowler (14:56):And one of the proof points of that is the awards that you scooped up last year. Can you tell us a little bit more about how that happened? And that must have happened quickly because the campaign rolled out in March, 2025 by June, you're already in the spotlight.Natalia Ball (15:13):Yes. So this campaign was picked up for a lot of awards at Cannes last year. We won the Rainbow, silver, gold and Titanium. The titanium we are very excited about because it's Mars Inc. First ever titanium. So we are really proud of that, and it's also an award that rewards transformation in the creative industry, and we believe this idea was transformational. We're also proud of, I mean, we've got the many other awards, but the other one that we're really proud of is that we got the Grand Phy in the latam phy and in the Brazil phy, which shows that this was not only a creative idea that was very strong, but also a very effective idea in driving the business. So you can achieve both. You can do good in the world, you can drive the business and you can be creative actually. So it's three.Damian Fowler (16:03):Yeah, that's great. I love that trifecta. What happens to the titanium award?Natalia Ball (16:09):Well, I have it right hereIlyse Liffreing (16:10):With me.Damian Fowler (16:12):NoIlyse Liffreing (16:12):Way. Very nice. Beautiful here. It's beautiful.Damian Fowler (16:16):Beautiful. Well, congrats again. So from that, obviously momentum has come on. We've talked a little bit about how it influenced other brands, but in terms of the campaign continuing, what's next? How are you thinking about expanding this?Natalia Ball (16:33):In Brazil itself? We want to stay committed to this idea. We don't want to do one and go, and we are working, we continue activating the campaign through all of our channels. We continue doing adoption drives. For example, very recently we released the results from the DNA research that we did. So we find ways to keep this relevant. But now I think the next stage is to move on from not only caramels but all mixed breed dogs. Because with this campaign, the sentiment has been extremely positive. We got 99% positive sentiment. The only 1% negative comments was what about the other mixed breed dogs? They also deserve to be adopted. They also deserve recognition. So I think that's probably where we're taking it next in Brazil and then outside of Brazil, we are working on, like I said, these inside travels very well, but we're working on how to localize it in a world that feels authentic for the specific markets. I can't share anymore. Stay tuned, because some interesting things are coming soon.Ilyse Liffreing (17:44):And it sounds like that theme is going to keep going with this idea of all putting mutts in the spotlights from now on too.Natalia Ball (17:54):Exactly, yes. This is about inclusion. At the end of the day, our hope is that mutts are shown everywhere. We also love breed dogs. They're great. All dogs deserve to be feature everywhere. So our hope is that this campaign will drive inclusion, inclusion in advertising, inclusion in homes, inclusion everywhere.Damian Fowler (18:16):Another thought I had actually is when you were filming this campaign, did you have any standout caramelo stars?Natalia Ball (18:22):Actually, actually, I think our biggest star was Patas Caramel, which we then did a lot of things with her, I think. I mean, I don't record very well, but I think it was Mia, her name, but we did a lot with her in our activation. She was present when we did the dog show, et cetera. So I think that was our biggest star.Ilyse Liffreing (18:43):Oh, that's great. It can't always be that easy to shoot with dogs though, even if they're very well-trained, I imagine it's still a different world than human actors. So Natalia, what problem are you most obsessed with solving right now?Natalia Ball (18:59):I am right now obsessed with agentic commerce and agentic search and winning the race to thatIlyse Liffreing (19:08):BecauseNatalia Ball (19:09):I'm really concerned that in only a couple of years, if we are not winning, we will completely disappear the way all decisions are going to be made. So together with my team, we're trying to figure out how do we stay ahead of that race and how do we crack it pretty soon, so we're ready future.Ilyse Liffreing (19:26):Wow. And just to press you a little bit more on that, so you're talking about probably using agents on your website directly.Natalia Ball (19:35):It's about we are very good about marketing to people. We have cracked the code on how do we talk to people. We have the best insights in pet care, so we know how to create compelling stories that humans will listen to, but we need to crack how to market to agents, how to market to the machine because they are going to be making a lot of decisions for us in the future, in the very near future. And that's what we're working on.Damian Fowler (20:05):You're talking about media buying specifically on the creative side of itNatalia Ball (20:12):Or the LLM. This is about how do you make your brands show up in searches that are being done on ai? This is how do you make your brands be the ones that get recommended to be bought? So for example, when you're on Cha G PT and you're asking Cha G pt, I got a new puppy, what brands should I buy for my puppy? We want our brands to be the first ones to be recommended if you are going to buy a gift, anything like that, we want our brands to show up and we want our brands to show up in good light. And so that's what we're trying to figure out and to win. There is a combination of how do you have the right content in the right places? How do you get the right third parties to talk about you in the right way? What are the media channels where you need to show up? How do you optimize your search? So it is a very complex way. We need to crack the algorithm basically.Damian Fowler (21:12):On that point, how do you ensure your marketing teams have the right capabilities for success?Natalia Ball (21:19):Well, that's a big priority for me as CGO is one of my main jobs is to make sure that we're building capabilities for today and for the future. So in my team, we have a strong capabilities program where each and every one of the people on my team owns a capability and owns making sure that we get best in class content training and as well as the tools, because it's not only the knowledge, it's also the tools in order to do that. But the reality is that none of this works unless you are creating a culture of curiosity. And I really want to instill that in myself and in my teams because the industry is changing so fast. The minute you think you have cracked something, there is a new challenge. And the only way to stay fresh, the only way to stay in line with what's happening is to be curious. Whenever you don't know anything, go and ask someone who knows, go and ask questions like really try to learn instead of fearing the change, be curious about the change, and that's the way that we will build future proof capabilities.Ilyse Liffreing (22:22):Beyond ai, how do you see the role of connected commerce in the pet industry? Are there any other channels, for instance, that you're testing out? I'm thinking of are you testing shopping ads on CTV or any of that?Natalia Ball (22:40):Connected commerce is extremely important for us in pet care. The reason for that is because this category is one of the highest engagement categories that there are out there. People are making decisions for living beings, and they need to do deep research in order to make those decisions because they have real consequences. And so people are very engaged in reading through rating and reviews, and connected commerce gives us an opportunity to connect better with pet parents in those moments that matter most. We also, when it comes to pet care, a lot of our products come in huge bags that are hard to carry. So actually the fact that the convenience of those bags getting delivered at home make so that digital commerce becomes really important in our category. And so what we're trying to is to really help consumers navigate the pet parent journey and moving from content to commerce in a seamless way so that they can make the best decisions for their pets and that we are helping them along the journey to make those decisions.Damian Fowler (23:46):Okay, here's another, what's one marketing rule? This campaign, the Caramelo campaign happily ignored.Natalia Ball (23:52):The one rule that we happily ignore is about keeping your distinctive memory structures consistent because pedigree has always had a golden retriever on its pack. But with the Caramel campaign, we thought that it would be hypocritical of us to feature a breed dog while we were championing a mixed breed dog. So for the first time ever in history, we changed our pack and we feature a caramel, and this made the news again. And this was a huge bold move that we made and that made the campaign even more authentic and more powerful.Ilyse Liffreing (24:28):Now we have a fun one for you. Personal one really. Are dogs better than cats when it comes to brand lift?Natalia Ball (24:36):Oh, when it comes to brand lift, well, actually both are great for brand Lift. We actually have studies that show that when you feature cats or dogs in advertising, attention significantly increases emotional connection, significantly increases. This is why you see a lot of brands that are not in the pet care space featuring cats and dogs. They are both fantastic. Cats are more powerful in meme culture, as you probably know. They are huge in meme culture. And then dogs are some of the biggest stars in social media today. Some of the biggest accounts on social media are dogs accounts. So we are lucky that we get to work in this beautiful category because people want to see dogs and cats. I myself have a dog. My dog's name is Bella. She's been with us for three years and she's great. But the more I work in this category, the more I'm falling in love with cats as well because they are so particular and so unique. So yeah, both are fantastic.Damian Fowler (25:45):And that's it for this edition of The Big Impression.Ilyse Liffreing (25:47):This show is produced by Molten Hart. Our theme is by love and caliber, and our associate producer is Sydney Cairns.Damian Fowler (25:54):And remember,Natalia Ball (25:55):You can do good in the world, you can drive the business, and you can be creative.Damian Fowler (26:00):I'm Damian.Ilyse Liffreing (26:01):and I'm IlyseDamian Fowler (26:01):And we'll see you next time.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Amardeep Parmar from Bae HQ welcomes Dr. Jing Ouyang, Cofounder and CGO of Patchwork Health.Amardeep Parmar:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/amardeepsparmar⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dr. Jing Ouyang: https://www.linkedin.com/in/jingouyang1/Patchwork Health: https://www.linkedin.com/company/heypatchwork/

De 15 à 65 millions de clients : les secrets de croissance de Revolut.Antoine Lenel n'a pas le profil classique d'un VP fintech. Ingénieur de formation, passé par le conseil puis Candy Crush, il devient CGO et CMO monde de Revolut, l'une des rares licornes européennes à domination mondiale.Aujourd'hui, Revolut c'est 65 millions de clients dans 39 pays, 3,5 milliards d'euros de chiffre d'affaires, 900 millions de bénéfices, et une valorisation à 75 milliards de dollars.Dans cet échange brute, Antoine décortique la machine Revolut : une culture de performance radicale, une obsession du détail portée par le fondateur Nick Storonsky, et des méthodes de croissance qui bousculent les codes du marketing traditionnel.Antoine partage également sa vision sans concession du marketing ("je n'ai jamais lu un livre marketing, ça ne sert à rien"), pourquoi les benchmarks de concurrence sont une perte de temps, et comment garder l'intensité sur le long terme en prenant 7-8 semaines de vraies coupures par an.Un épisode dense, radical, et profondément instructif pour tout entrepreneur qui veut comprendre ce qui sépare une startup qui stagne d'une machine de guerre à 75 milliards de dollars.Pour qui ? Les fondateurs qui veulent scaler sans perdre l'intensité, les marketeurs qui cherchent à mesurer l'impact réel de chaque euro investi, et tous ceux qui veulent comprendre comment une culture de performance extrême peut devenir un avantage concurrentiel décisif.

AI search is no longer experimental and it is already shaping how patients choose providers. On this episode of Ignite, Lauren Leone Cardinal's CGO is joined by Rob Sauter, Cardinal's SVP of Earned and Owned, to break down what the State of AI Search 2026 really means for healthcare marketers. He explains how platforms like ChatGPT and Google AI are influencing patient research earlier in the journey and why traditional SEO alone is no longer enough to stay visible. For growth-focused teams, this shift can be the difference between being considered or overlooked during patient research. You will learn • How AI search is changing the patient decision journey before they ever click a website • Why healthcare brands must move from keyword pages to connected authority • Where most organizations have content gaps that hurt AI visibility • How to balance SEO fundamentals with AI-focused strategy today If patient acquisition and digital visibility matter to your growth goals this year, this is a must-listen for your 2026 strategy. RELATED RESOURCES Healthcare PPC & Google Ads Marketing Trends in 2026  - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/healthcare-ppc-google-ads-trends-2026/ 2026 Healthcare Marketing Trends: The New Rules Redefining Growth - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/healthcare-marketing-trends-2026/ Optimizing for AI Search: A New Era in Healthcare Marketing - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/optimizing-for-ai-search-a-new-era-in-healthcare-marketing/ How a Primary Care Provider Futureproofed Their SEO in an AI-Driven Search World - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/search-content-strategy-ai-landscape/

ComTech Gold is a digital asset platform enabling the tokenization of physical gold for the digital economy. Built on the XDC Network, ComTech Gold issues CGO — a 100% physical gold-backed token.Lim Say Cheong is an award-winning finance and digital assets leader and Chief Adviser for Digital Assets at ComTech Gold, with deep experience across global capital markets and sovereign advisory. He now focuses on advancing tokenized gold and real-world assets to enable transparent, accessible, and globally investable on-chain products. He recently joined the Bitcoin.com News Podcast to talk about the technology.To learn more about the project visit ComTechGold.com, and connect with Lim Say Cheong on LinkedIn.

In Episode 48 of Chain Reactions, we sit down with Ben Sanders, Chief Growth Officer at [Rootstock Labs](https://rootstock.io/), to unpack what it takes to grow the oldest Bitcoin sidechain in an industry obsessed with short-term wins.Ben came into crypto with zero degen credentials. His background spans management consulting at Bain, go-to-market at WorldPay ahead of their IPO, and executive roles at fintech startups like Chipper Cash. He joined Rootstock for an interim role and ended up staying to lead growth for a chain that's been quietly building Bitcoin programmability for nearly a decade.**We cover:**- How Ben learned Bitcoin, crypto, and Rootstock all at once (with no prior Web3 experience)- The origin of Rootstock: Argentinian Bitcoiners building EVM compatibility on Bitcoin before it was cool- Why Rootstock is the "next best thing to Bitcoin" with 90% of Bitcoin's hash rate- The 3 A's framework for growth: Awareness, Attractiveness, Accessibility- Market entry strategies for Korea (retail, CEX listings) vs Japan (institutional, relationship-driven)- Rootstock Institutional and the $260B opportunity in dormant Bitcoin- Why long-term brand building is the most underrated tactic in Web3We also get into TradFi-DeFi convergence, why airdrops are overrated, and what it means to "run your own race" when every project around you is chasing flavor-of-the-month narratives.---**Timestamps**00:00 – Intro and getting started02:00 – Ben's path: Bain, WorldPay, fintech startups, zero crypto background05:30 – Learning Bitcoin, crypto, and Rootstock all at once07:30 – The shift back to utility and self-sovereignty of money09:30 – What is Rootstock: Argentinian Bitcoiners and programmable Bitcoin11:30 – Rootstock vs Rootstock Labs vs RIF token explained14:00 – First priority as CGO: interoperability and on-ramps17:00 – Why Rootstock over other Bitcoin L2s (safety, security, hash rate)20:00 – Bitcoin holders vs retail degens: different audiences, different approaches24:00 – The 3 A's framework: Awareness, Attractiveness, Accessibility26:00 – Market entry into Korea and Japan with Myosin28:30 – Korea Blockchain Week and the Korbit listing31:00 – 2026 focus: consolidation over expansion32:30 – Rootstock Institutional and unlocking $260B in dormant Bitcoin40:00 – TradFi and DeFi convergence: the industry is finally catching up44:00 – Where Rootstock fits as the space matures47:00 – Alpha for Bitcoin holders: what's coming in the next 6-9 months51:00 – Rapid fire: most underrated marketing tactic (long-term brand building)53:30 – Rapid fire: most overrated tactic (airdrops, renting TVL)55:30 – Projects doing it right: Morpho, Midas, Wheeler57:30 – Biggest learning: stay focused, run your own race---**Show Notes & Mentions**-

De retour à cinq dans l'épisode, les cast codeurs démarrent cette année avec un gros épisode pleins de news et d'articles de fond. IA bien sûr, son impact sur les pratiques, Mockito qui tourne un page, du CSS (et oui), sur le (non) mapping d'APIs REST en MCP et d'une palanquée d'outils pour vous. Enregistré le 9 janvier 2026 Téléchargement de l'épisode LesCastCodeurs-Episode-335.mp3 ou en vidéo sur YouTube. News Langages 2026 sera-t'elle l'année de Java dans le terminal ? (j'ai ouïe dire que ça se pourrait bien…) https://xam.dk/blog/lets-make-2026-the-year-of-java-in-the-terminal/ 2026: Année de Java dans le terminal, pour rattraper son retard sur Python, Rust, Go et Node.js. Java est sous-estimé pour les applications CLI et les TUIs (interfaces utilisateur terminales) malgré ses capacités. Les anciennes excuses (démarrage lent, outillage lourd, verbosité, distribution complexe) sont obsolètes grâce aux avancées récentes : GraalVM Native Image pour un démarrage en millisecondes. JBang pour l'exécution simplifiée de scripts Java (fichiers uniques, dépendances) et de JARs. JReleaser pour l'automatisation de la distribution multi-plateforme (Homebrew, SDKMAN, Docker, images natives). Project Loom pour la concurrence facile avec les threads virtuels. PicoCLI pour la gestion des arguments. Le potentiel va au-delà des scripts : création de TUIs complètes et esthétiques (ex: dashboards, gestionnaires de fichiers, assistants IA). Excuses caduques : démarrage rapide (GraalVM), légèreté (JBang), distribution simple (JReleaser), concurrence (Loom). Potentiel : créer des applications TUI riches et esthétiques. Sortie de Ruby 4.0.0 https://www.ruby-lang.org/en/news/2025/12/25/ruby-4-0-0-released/ Ruby Box (expérimental) : Une nouvelle fonctionnalité permettant d'isoler les définitions (classes, modules, monkey patches) dans des boîtes séparées pour éviter les conflits globaux. ZJIT : Un nouveau compilateur JIT de nouvelle génération développé en Rust, visant à surpasser YJIT à terme (actuellement en phase expérimentale). Améliorations de Ractor : Introduction de Ractor::Port pour une meilleure communication entre Ractors et optimisation des structures internes pour réduire les contentions de verrou global. Changements syntaxiques : Les opérateurs logiques (||, &&, and, or) en début de ligne permettent désormais de continuer la ligne précédente, facilitant le style "fluent". Classes Core : Set et Pathname deviennent des classes intégrées (Core) au lieu d'être dans la bibliothèque standard. Diagnostics améliorés : Les erreurs d'arguments (ArgumentError) affichent désormais des extraits de code pour l'appelant ET la définition de la méthode. Performances : Optimisation de Class#new, accès plus rapide aux variables d'instance et améliorations significatives du ramasse-miettes (GC). Nettoyage : Suppression de comportements obsolètes (comme la création de processus via IO.open avec |) et mise à jour vers Unicode 17.0. Librairies Introduction pour créer une appli multi-tenant avec Quarkus et http://nip.io|nip.io https://www.the-main-thread.com/p/quarkus-multi-tenant-api-nipio-tutorial Construction d'une API REST multi-tenant en Quarkus avec isolation par sous-domaine Utilisation de http://nip.io|nip.io pour la résolution DNS automatique sans configuration locale Extraction du tenant depuis l'en-tête HTTP Host via un filtre JAX-RS Contexte tenant géré avec CDI en scope Request pour l'isolation des données Service applicatif gérant des données spécifiques par tenant avec Map concurrent Interface web HTML/JS pour visualiser et ajouter des données par tenant Configuration CORS nécessaire pour le développement local Pattern acme.127-0-0-1.nip.io résolu automatiquement vers localhost Code complet disponible sur GitHub avec exemples curl et tests navigateur Base idéale pour prototypage SaaS, tests multi-tenants Hibernate 7.2 avec quelques améliorations intéressantes https://docs.hibernate.org/orm/7.2/whats-new/%7Bhtml-meta-canonical-link%7D read only replica (experimental), crée deux session factories et swap au niveau jdbc si le driver le supporte et custom sinon. On ouvre une session en read only child statelesssession (partage le contexte transactionnel) hibernate vector module ajouter binary, float16 and sparse vectors Le SchemaManager peut resynchroniser les séquences par rapport aux données des tables Regexp dans HQL avec like Nouvelle version de Hibernate with Panache pour Quarkus https://quarkus.io/blog/hibernate-panache-next/ Nouvelle extension expérimentale qui unifie Hibernate ORM with Panache et Hibernate Reactive with Panache Les entités peuvent désormais fonctionner en mode bloquant ou réactif sans changer de type de base Support des sessions sans état (StatelessSession) en plus des entités gérées traditionnelles Intégration de Jakarta Data pour des requêtes type-safe vérifiées à la compilation Les opérations sont définies dans des repositories imbriqués plutôt que des méthodes statiques Possibilité de définir plusieurs repositories pour différents modes d'opération sur une même entité Accès aux différents modes (bloquant/réactif, géré/sans état) via des méthodes de supertype Support des annotations @Find et @HQL pour générer des requêtes type-safe Accès au repository via injection ou via le métamodèle généré Extension disponible dans la branche main, feedback demandé sur Zulip ou GitHub Spring Shell 4.0.0 GA publié - https://spring.io/blog/2025/12/30/spring-shell-4-0-0-ga-released Sortie de la version finale de Spring Shell 4.0.0 disponible sur Maven Central Compatible avec les dernières versions de Spring Framework et Spring Boot Modèle de commandes revu pour simplifier la création d'applications CLI interactives Intégration de jSpecify pour améliorer la sécurité contre les NullPointerException Architecture plus modulaire permettant meilleure personnalisation et extension Documentation et exemples entièrement mis à jour pour faciliter la prise en main Guide de migration vers la v4 disponible sur le wiki du projet Corrections de bugs pour améliorer la stabilité et la fiabilité Permet de créer des applications Java autonomes exécutables avec java -jar ou GraalVM native Approche opinionnée du développement CLI tout en restant flexible pour les besoins spécifiques Une nouvelle version de la librairie qui implémenter des gatherers supplémentaires à ceux du JDK https://github.com/tginsberg/gatherers4j/releases/tag/v0.13.0 gatherers4j v0.13.0. Nouveaux gatherers : uniquelyOccurringBy(), moving/runningMedian(), moving/runningMax/Min(). Changement : les gatherers "moving" incluent désormais par défaut les valeurs partielles (utiliser excludePartialValues() pour désactiver). LangChain4j 1.10.0 https://github.com/langchain4j/langchain4j/releases/tag/1.10.0 Introduction d'un catalogue de modèles pour Anthropic, Gemini, OpenAI et Mistral. Ajout de capacités d'observabilité et de monitoring pour les agents. Support des sorties structurées, des outils avancés et de l'analyse de PDF via URL pour Anthropic. Support des services de transcription pour OpenAI. Possibilité de passer des paramètres de configuration de chat en argument des méthodes. Nouveau garde-fou de modération pour les messages entrants. Support du contenu de raisonnement pour les modèles. Introduction de la recherche hybride. Améliorations du client MCP. Départ du lead de mockito après 10 ans https://github.com/mockito/mockito/issues/3777 Tim van der Lippe, mainteneur majeur de Mockito, annonce son départ pour mars 2026, marquant une décennie de contribution au projet. L'une des raisons principales est l'épuisement lié aux changements récents dans la JVM (JVM 22+) concernant les agents, imposant des contraintes techniques lourdes sans alternative simple proposée par les mainteneurs du JDK. Il pointe du doigt le manque de soutien et la pression exercée sur les bénévoles de l'open source lors de ces transitions technologiques majeures. La complexité croissante pour supporter Kotlin, qui utilise la JVM de manière spécifique, rend la base de code de Mockito plus difficile à maintenir et moins agréable à faire évoluer selon lui. Il exprime une perte de plaisir et préfère désormais consacrer son temps libre à d'autres projets comme Servo, un moteur web écrit en Rust. Une période de transition est prévue jusqu'en mars pour assurer la passation de la maintenance à de nouveaux contributeurs. Infrastructure Le premier intérêt de Kubernetes n'est pas le scaling - https://mcorbin.fr/posts/2025-12-29-kubernetes-scale/ Avant Kubernetes, gérer des applications en production nécessitait de multiples outils complexes (Ansible, Puppet, Chef) avec beaucoup de configuration manuelle Le load balancing se faisait avec HAProxy et Keepalived en actif/passif, nécessitant des mises à jour manuelles de configuration à chaque changement d'instance Le service discovery et les rollouts étaient orchestrés manuellement, instance par instance, sans automatisation de la réconciliation Chaque stack (Java, Python, Ruby) avait sa propre méthode de déploiement, sans standardisation (rpm, deb, tar.gz, jar) La gestion des ressources était manuelle avec souvent une application par machine, créant du gaspillage et complexifiant la maintenance Kubernetes standardise tout en quelques ressources YAML (Deployment, Service, Ingress, ConfigMap, Secret) avec un format déclaratif simple Toutes les fonctionnalités critiques sont intégrées : service discovery, load balancing, scaling, stockage, firewalling, logging, tolérance aux pannes La complexité des centaines de scripts shell et playbooks Ansible maintenus avant était supérieure à celle de Kubernetes Kubernetes devient pertinent dès qu'on commence à reconstruire manuellement ces fonctionnalités, ce qui arrive très rapidement La technologie est flexible et peut gérer aussi bien des applications modernes que des monolithes legacy avec des contraintes spécifiques Mole https://github.com/tw93/Mole Un outil en ligne de commande (CLI) tout-en-un pour nettoyer et optimiser macOS. Combine les fonctionnalités de logiciels populaires comme CleanMyMac, AppCleaner, DaisyDisk et iStat Menus. Analyse et supprime en profondeur les caches, les fichiers logs et les résidus de navigateurs. Désinstallateur intelligent qui retire proprement les applications et leurs fichiers cachés (Launch Agents, préférences). Analyseur d'espace disque interactif pour visualiser l'occupation des fichiers et gérer les documents volumineux. Tableau de bord temps réel (mo status) pour surveiller le CPU, le GPU, la mémoire et le réseau. Fonction de purge spécifique pour les développeurs permettant de supprimer les artefacts de build (node_modules, target, etc.). Intégration possible avec Raycast ou Alfred pour un lancement rapide des commandes. Installation simple via Homebrew ou un script curl. Des images Docker sécurisées pour chaque développeur https://www.docker.com/blog/docker-hardened-images-for-every-developer/ Docker rend ses "Hardened Images" (DHI) gratuites et open source (licence Apache 2.0) pour tous les développeurs. Ces images sont conçues pour être minimales, prêtes pour la production et sécurisées dès le départ afin de lutter contre l'explosion des attaques sur la chaîne logistique logicielle. Elles s'appuient sur des bases familières comme Alpine et Debian, garantissant une compatibilité élevée et une migration facile. Chaque image inclut un SBOM (Software Bill of Materials) complet et vérifiable, ainsi qu'une provenance SLSA de niveau 3 pour une transparence totale. L'utilisation de ces images permet de réduire considérablement le nombre de vulnérabilités (CVE) et la taille des images (jusqu'à 95 % plus petites). Docker étend cette approche sécurisée aux graphiques Helm et aux serveurs MCP (Mongo, Grafana, GitHub, etc.). Des offres commerciales (DHI Enterprise) restent disponibles pour des besoins spécifiques : correctifs critiques sous 7 jours, support FIPS/FedRAMP ou support à cycle de vie étendu (ELS). Un assistant IA expérimental de Docker peut analyser les conteneurs existants pour recommander l'adoption des versions sécurisées correspondantes. L'initiative est soutenue par des partenaires majeurs tels que Google, MongoDB, Snyk et la CNCF. Web La maçonnerie ("masonry") arrive dans la spécification des CSS et commence à être implémentée par les navigateurs https://webkit.org/blog/17660/introducing-css-grid-lanes/ Permet de mettre en colonne des éléments HTML les uns à la suite des autres. D'abord sur la première ligne, et quand la première ligne est remplie, le prochain élément se trouvera dans la colonne où il pourra être le plus haut possible, et ainsi de suite. après la plomberie du middleware, la maçonnerie du front :laughing: Data et Intelligence Artificielle On ne devrait pas faire un mapping 1:1 entre API REST et MCP https://nordicapis.com/why-mcp-shouldnt-wrap-an-api-one-to-one/ Problématique : Envelopper une API telle quelle dans le protocole MCP (Model Context Protocol) est un anti-pattern. Objectif du MCP : Conçu pour les agents d'IA, il doit servir d'interface d'intention, non de miroir d'API. Les agents comprennent les tâches, pas la logique complexe des API (authentification, pagination, orchestration). Conséquences du mappage un-à-un : Confusion des agents, erreurs, hallucinations. Difficulté à gérer les orchestrations complexes (plusieurs appels pour une seule action). Exposition des faiblesses de l'API (schéma lourd, endpoints obsolètes). Maintenance accrue lors des changements d'API. Meilleure approche : Construire des outils MCP comme des SDK pour agents, encapsulant la logique nécessaire pour accomplir une tâche spécifique. Pratiques recommandées : Concevoir autour des intentions/actions utilisateur (ex. : "créer un projet", "résumer un document"). Regrouper les appels en workflows ou actions uniques. Utiliser un langage naturel pour les définitions et les noms. Limiter la surface d'exposition de l'API pour la sécurité et la clarté. Appliquer des schémas d'entrée/sortie stricts pour guider l'agent et réduire l'ambiguïté. Des agents en production avec AWS - https://blog.ippon.fr/2025/12/22/des-agents-en-production-avec-aws/ AWS re:Invent 2025 a massivement mis en avant l'IA générative et les agents IA Un agent IA combine un LLM, une boucle d'appel et des outils invocables Strands Agents SDK facilite le prototypage avec boucles ReAct intégrées et gestion de la mémoire Managed MLflow permet de tracer les expérimentations et définir des métriques de performance Nova Forge optimise les modèles par réentraînement sur données spécifiques pour réduire coûts et latence Bedrock Agent Core industrialise le déploiement avec runtime serverless et auto-scaling Agent Core propose neuf piliers dont observabilité, authentification, code interpreter et browser managé Le protocole MCP d'Anthropic standardise la fourniture d'outils aux agents SageMaker AI et Bedrock centralisent l'accès aux modèles closed source et open source via API unique AWS mise sur l'évolution des chatbots vers des systèmes agentiques optimisés avec modèles plus frugaux Debezium 3.4 amène plusieurs améliorations intéressantes https://debezium.io/blog/2025/12/16/debezium-3-4-final-released/ Correction du problème de calcul du low watermark Oracle qui causait des pertes de performance Correction de l'émission des événements heartbeat dans le connecteur Oracle avec les requêtes CTE Amélioration des logs pour comprendre les transactions actives dans le connecteur Oracle Memory guards pour protéger contre les schémas de base de données de grande taille Support de la transformation des coordonnées géométriques pour une meilleure gestion des données spatiales Extension Quarkus DevServices permettant de démarrer automatiquement une base de données et Debezium en dev Intégration OpenLineage pour tracer la lignée des données et suivre leur flux à travers les pipelines Compatibilité testée avec Kafka Connect 4.1 et Kafka brokers 4.1 Infinispan 16.0.4 et .5 https://infinispan.org/blog/2025/12/17/infinispan-16-0-4 Spring Boot 4 et Spring 7 supportés Evolution dans les metriques Deux bugs de serialisation Construire un agent de recherche en Java avec l'API Interactions https://glaforge.dev/posts/2026/01/03/building-a-research-assistant-with-the-interactions-api-in-java/ Assistant de recherche IA Java (API Interactions Gemini), test du SDK implémenté par Guillaume. Workflow en 4 phases : Planification : Gemini Flash + Google Search. Recherche : Modèle "Deep Research" (tâche de fond). Synthèse : Gemini Pro (rapport exécutif). Infographie : Nano Banana Pro (à partir de la synthèse). API Interactions : gestion d'état serveur, tâches en arrière-plan, réponses multimodales (images). Appréciation : gestion d'état de l'API (vs LLM sans état). Validation : efficacité du SDK Java pour cas complexes. Stephan Janssen (le papa de Devoxx) a créé un serveur MCP (Model Context Protocol) basé sur LSP (Language Server Protocol) pour que les assistants de code analysent le code en le comprenant vraiment plutôt qu'en faisant des grep https://github.com/stephanj/LSP4J-MCP Le problème identifié : Les assistants IA utilisent souvent la recherche textuelle (type grep) pour naviguer dans le code, ce qui manque de contexte sémantique, génère du bruit (faux positifs) et consomme énormément de tokens inutilement. La solution LSP4J-MCP : Une approche "standalone" (autonome) qui encapsule le serveur de langage Eclipse (JDTLS) via le protocole MCP (Model Context Protocol). Avantage principal : Offre une compréhension sémantique profonde du code Java (types, hiérarchies, références) sans nécessiter l'ouverture d'un IDE lourd comme IntelliJ. Comparaison des méthodes : AST : Trop léger (pas de compréhension inter-fichiers). IntelliJ MCP : Puissant mais exige que l'IDE soit ouvert (gourmand en ressources). LSP4J-MCP : Le meilleur des deux mondes pour les workflows en terminal, à distance (SSH) ou CI/CD. Fonctionnalités clés : Expose 5 outils pour l'IA (find_symbols, find_references, find_definition, document_symbols, find_interfaces_with_method). Résultats : Une réduction de 100x des tokens utilisés pour la navigation et une précision accrue (distinction des surcharges, des scopes, etc.). Disponibilité : Le projet est open source et disponible sur GitHub pour intégration immédiate (ex: avec Claude Code, Gemini CLI, etc). A noter l'ajout dans claude code 2.0.74 d'un tool pour supporter LSP ( https://github.com/anthropics/claude-code/blob/main/CHANGELOG.md#2074 ) Awesome (GitHub) Copilot https://github.com/github/awesome-copilot Une collection communautaire d'instructions, de prompts et de configurations pour optimiser l'utilisation de GitHub Copilot. Propose des "Agents" spécialisés qui s'intègrent aux serveurs MCP pour améliorer les flux de travail spécifiques. Inclut des prompts ciblés pour la génération de code, la documentation et la résolution de problèmes complexes. Fournit des instructions détaillées sur les standards de codage et les meilleures pratiques applicables à divers frameworks. Propose des "Skills" (compétences) sous forme de dossiers contenant des ressources pour des tâches techniques spécialisées. (les skills sont dispo dans copilot depuis un mois : https://github.blog/changelog/2025-12-18-github-copilot-now-supports-agent-skills/ ) Permet une installation facile via un serveur MCP dédié, compatible avec VS Code et Visual Studio. Encourage la contribution communautaire pour enrichir les bibliothèques de prompts et d'agents. Aide à augmenter la productivité en offrant des solutions pré-configurées pour de nombreux langages et domaines. Garanti par une licence MIT et maintenu activement par des contributeurs du monde entier. IA et productivité : bilan de l'année 2025 (Laura Tacho - DX)) https://newsletter.getdx.com/p/ai-and-productivity-year-in-review?aid=recNfypKAanQrKszT En 2025, l'ingénierie assistée par l'IA est devenue la norme : environ 90 % des développeurs utilisent des outils d'IA mensuellement, et plus de 40 % quotidiennement. Les chercheurs (Microsoft, Google, GitHub) soulignent que le nombre de lignes de code (LOC) reste un mauvais indicateur d'impact, car l'IA génère beaucoup de code sans forcément garantir une valeur métier supérieure. Si l'IA améliore l'efficacité individuelle, elle pourrait nuire à la collaboration à long terme, car les développeurs passent plus de temps à "parler" à l'IA qu'à leurs collègues. L'identité du développeur évolue : il passe de "producteur de code" à un rôle de "metteur en scène" qui délègue, valide et exerce son jugement stratégique. L'IA pourrait accélérer la montée en compétences des développeurs juniors en les forçant à gérer des projets et à déléguer plus tôt, agissant comme un "accélérateur" plutôt que de les rendre obsolètes. L'accent est mis sur la créativité plutôt que sur la simple automatisation, afin de réimaginer la manière de travailler et d'obtenir des résultats plus impactants. Le succès en 2026 dépendra de la capacité des entreprises à cibler les goulots d'étranglement réels (dette technique, documentation, conformité) plutôt que de tester simplement chaque nouveau modèle d'IA. La newsletter avertit que les titres de presse simplifient souvent à l'excès les recherches sur l'IA, masquant parfois les nuances cruciales des études réelles. Un développeur décrit dans un article sur Twitter son utilisation avancée de Claude Code pour le développement, avec des sous-agents, des slash-commands, comment optimiser le contexte, etc. https://x.com/AureaLibe/status/2008958120878330329?s=20 Outillage IntelliJ IDEA, thread dumps et project Loom (virtual threads) - https://blog.jetbrains.com/idea/2025/12/thread-dumps-and-project-loom-virtual-threads/ Les virtual threads Java améliorent l'utilisation du matériel pour les opérations I/O parallèles avec peu de changements de code Un serveur peut maintenant gérer des millions de threads au lieu de quelques centaines Les outils existants peinent à afficher et analyser des millions de threads simultanément Le débogage asynchrone est complexe car le scheduler et le worker s'exécutent dans des threads différents Les thread dumps restent essentiels pour diagnostiquer deadlocks, UI bloquées et fuites de threads Netflix a découvert un deadlock lié aux virtual threads en analysant un heap dump, bug corrigé dans Java 25. Mais c'était de la haute voltige IntelliJ IDEA supporte nativement les virtual threads dès leur sortie avec affichage des locks acquis IntelliJ IDEA peut ouvrir des thread dumps générés par d'autres outils comme jcmd Le support s'étend aussi aux coroutines Kotlin en plus des virtual threads Quelques infos sur IntelliJ IDEA 2025.3 https://blog.jetbrains.com/idea/2025/12/intellij-idea-2025-3/ Distribution unifiée regroupant davantage de fonctionnalités gratuites Amélioration de la complétion des commandes dans l'IDE Nouvelles fonctionnalités pour le débogueur Spring Thème Islands devient le thème par défaut Support complet de Spring Boot 4 et Spring Framework 7 Compatibilité avec Java 25 Prise en charge de Spring Data JDBC et Vitest 4 Support natif de Junie et Claude Agent pour l'IA Quota d'IA transparent et option Bring Your Own Key à venir Corrections de stabilité, performance et expérience utilisateur Plein de petits outils en ligne pour le développeur https://blgardner.github.io/prism.tools/ génération de mot de passe, de gradient CSS, de QR code encodage décodage de Base64, JWT formattage de JSON, etc. resumectl - Votre CV en tant que code https://juhnny5.github.io/resumectl/ Un outil en ligne de commande (CLI) écrit en Go pour générer un CV à partir d'un fichier YAML. Permet l'exportation vers plusieurs formats : PDF, HTML, ou un affichage direct dans le terminal. Propose 5 thèmes intégrés (Modern, Classic, Minimal, Elegant, Tech) personnalisables avec des couleurs spécifiques. Fonctionnalité d'initialisation (resumectl init) permettant d'importer automatiquement des données depuis LinkedIn et GitHub (projets les plus étoilés). Supporte l'ajout de photos avec des options de filtre noir et blanc ou de forme (rond/carré). Inclut un mode "serveur" (resumectl serve) pour prévisualiser les modifications en temps réel via un navigateur local. Fonctionne comme un binaire unique sans dépendances externes complexes pour les modèles. mactop - Un moniteur "top" pour Apple Silicon https://github.com/metaspartan/mactop Un outil de surveillance en ligne de commande (TUI) conçu spécifiquement pour les puces Apple Silicon (M1, M2, M3, M4, M5). Permet de suivre en temps réel l'utilisation du CPU (E-cores et P-cores), du GPU et de l'ANE (Neural Engine). Affiche la consommation électrique (wattage) du système, du CPU, du GPU et de la DRAM. Fournit des données sur les températures du SoC, les fréquences du GPU et l'état thermique global. Surveille l'utilisation de la mémoire vive, de la swap, ainsi que l'activité réseau et disque (E/S). Propose 10 mises en page (layouts) différentes et plusieurs thèmes de couleurs personnalisables. Ne nécessite pas l'utilisation de sudo car il s'appuie sur les API natives d'Apple (SMC, IOReport, IOKit). Inclut une liste de processus détaillée (similaire à htop) avec la possibilité de tuer des processus directement depuis l'interface. Offre un mode "headless" pour exporter les métriques au format JSON et un serveur optionnel pour Prometheus. Développé en Go avec des composants en CGO et Objective-C. Adieu direnv, Bonjour misehttps://codeka.io/2025/12/19/adieu-direnv-bonjour-mise/ L'auteur remplace ses outils habituels (direnv, asdf, task, just) par un seul outil polyvalent écrit en Rust : mise. mise propose trois fonctions principales : gestionnaire de paquets (langages et outils), gestionnaire de variables d'environnement et exécuteur de tâches. Contrairement à direnv, il permet de gérer des alias et utilise un fichier de configuration structuré (mise.toml) plutôt que du scripting shell. La configuration est hiérarchique, permettant de surcharger les paramètres selon les répertoires, avec un système de "trust" pour la sécurité. Une "killer-feature" soulignée est la gestion des secrets : mise s'intègre avec age pour chiffrer des secrets (via clés SSH) directement dans le fichier de configuration. L'outil supporte une vaste liste de langages et d'outils via un registre interne et des plugins (compatibilité avec l'écosystème asdf). Il simplifie le workflow de développement en regroupant l'installation des outils et l'automatisation des tâches au sein d'un même fichier. L'auteur conclut sur la puissance, la flexibilité et les excellentes performances de l'outil après quelques heures de test. Claude Code v2.1.0 https://github.com/anthropics/claude-code/blob/main/CHANGELOG.md#210 Rechargement à chaud des "skills" : Les modifications apportées aux compétences dans ~/.claude/skills sont désormais appliquées instantanément sans redémarrer la session. Sous-agents et forks : Support de l'exécution de compétences et de commandes slash dans un contexte de sous-agent forké via context: fork. Réglages linguistiques : Ajout d'un paramètre language pour configurer la langue de réponse par défaut (ex: language: "french"). Améliorations du terminal : Shift+Enter fonctionne désormais nativement dans plusieurs terminaux (iTerm2, WezTerm, Ghostty, Kitty) sans configuration manuelle. Sécurité et correction de bugs : Correction d'une faille où des données sensibles (clés API, tokens OAuth) pouvaient apparaître dans les logs de débogage. Nouvelles commandes slash : Ajout de /teleport et /remote-env pour les abonnés claude.ai afin de gérer des sessions distantes. Mode Plan : Le raccourci /plan permet d'activer le mode plan directement depuis le prompt, et la demande de permission à l'entrée de ce mode a été supprimée. Vim et navigation : Ajout de nombreux mouvements Vim (text objects, répétitions de mouvements f/F/t/T, indentations, etc.). Performance : Optimisation du temps de démarrage et du rendu terminal pour les caractères Unicode/Emoji. Gestion du gitignore : Support du réglage respectGitignore dans settings.json pour contrôler le comportement du sélecteur de fichiers @-mention. Méthodologies 200 déploiements en production par jour, même le vendredi : retours d'expérience https://mcorbin.fr/posts/2025-03-21-deploy-200/ Le déploiement fréquent, y compris le vendredi, est un indicateur de maturité technique et augmente la productivité globale. L'excellence technique est un atout stratégique indispensable pour livrer rapidement des produits de qualité. Une architecture pragmatique orientée services (SOA) facilite les déploiements indépendants et réduit la charge cognitive. L'isolation des services est cruciale : un développeur doit pouvoir tester son service localement sans dépendre de toute l'infrastructure. L'automatisation via Kubernetes et l'approche GitOps avec ArgoCD permettent des déploiements continus et sécurisés. Les feature flags et un système de permissions solide permettent de découpler le déploiement technique de l'activation fonctionnelle pour les utilisateurs. L'autonomie des développeurs est renforcée par des outils en self-service (CLI maison) pour gérer l'infrastructure et diagnostiquer les incidents sans goulot d'étranglement. Une culture d'observabilité intégrée dès la conception permet de détecter et de réagir rapidement aux anomalies en production. Accepter l'échec comme inévitable permet de concevoir des systèmes plus résilients capables de se rétablir automatiquement. "Vibe Coding" vs "Prompt Engineering" : l'IA et le futur du développement logiciel https://www.romenrg.com/blog/2025/12/25/vibe-coding-vs-prompt-engineering-ai-and-the-future-of-software-development/ L'IA est passée du statut d'expérimentation à celui d'infrastructure essentielle pour le développement de logiciels en 2025. L'IA ne remplace pas les ingénieurs, mais agit comme un amplificateur de leurs compétences, de leur jugement et de la qualité de leur réflexion. Distinction entre le "Vibe Coding" (rapide, intuitif, idéal pour les prototypes) et le "Prompt Engineering" (délibéré, contraint, nécessaire pour les systèmes maintenables). L'importance cruciale du contexte ("Context Engineering") : l'IA devient réellement puissante lorsqu'elle est connectée aux systèmes réels (GitHub, Jira, etc.) via des protocoles comme le MCP. Utilisation d'agents spécialisés (écriture de RFC, revue de code, architecture) plutôt que de modèles génériques pour obtenir de meilleurs résultats. Émergence de l'ingénieur "Technical Product Manager" capable d'abattre seul le travail d'une petite équipe grâce à l'IA, à condition de maîtriser les fondamentaux techniques. Le risque majeur : l'IA permet d'aller très vite dans la mauvaise direction si le jugement humain et l'expérience font défaut. Le niveau d'exigence global augmente : les bases techniques solides deviennent plus importantes que jamais pour éviter l'accumulation de dette technique rapide. Une revue de code en solo (Kent Beck) ! https://tidyfirst.substack.com/p/party-of-one-for-code-review?r=64ov3&utm_campaign=post&utm_medium=web&triedRedirect=true La revue de code traditionnelle, héritée des inspections formelles d'IBM, s'essouffle car elle est devenue trop lente et asynchrone par rapport au rythme du développement moderne. Avec l'arrivée de l'IA ("le génie"), la vitesse de production du code dépasse la capacité de relecture humaine, créant un goulot d'étranglement majeur. La revue de code doit évoluer vers deux nouveaux objectifs prioritaires : un "sanity check" pour vérifier que l'IA a bien fait ce qu'on lui demandait, et le contrôle de la dérive structurelle de la base de code. Maintenir une structure saine est crucial non seulement pour les futurs développeurs humains, mais aussi pour que l'IA puisse continuer à comprendre et modifier le code efficacement sans perdre le contexte. Kent Beck expérimente des outils automatisés (comme CodeRabbit) pour obtenir des résumés et des schémas d'architecture afin de garder une conscience globale des changements rapides. Même si les outils automatisés sont utiles, le "Pair Programming" reste irremplaçable pour la richesse des échanges et la pression sociale bénéfique qu'il impose à la réflexion. La revue de code solo n'est pas une fin en soi, mais une adaptation nécessaire lorsque l'on travaille seul avec des outils de génération de code augmentés. Loi, société et organisation Lego lance les Lego Smart Play, avec des Brique, des Smart Tags et des Smart Figurines pour faire de nouvelles constructions interactives avec des Legos https://www.lego.com/fr-fr/smart-play LEGO SMART Play : technologie réactive au jeu des enfants. Trois éléments clés : SMART Brique : Brique LEGO 2x4 "cerveau". Accéléromètre, lumières réactives, détecteur de couleurs, synthétiseur sonore. Réagit aux mouvements (tenir, tourner, taper). SMART Tags : Petites pièces intelligentes. Indiquent à la SMART Brique son rôle (ex: hélicoptère, voiture) et les sons à produire. Activent sons, mini-jeux, missions secrètes. SMART Minifigurines : Activées près d'une SMART Brique. Révèlent des personnalités uniques (sons, humeurs, réactions) via la SMART Brique. Encouragent l'imagination. Fonctionnement : SMART Brique détecte SMART Tags et SMART Minifigurines. Réagit aux mouvements avec lumières et sons dynamiques. Compatibilité : S'assemble avec les briques LEGO classiques. Objectif : Créer des expériences de jeu interactives, uniques et illimitées. Conférences La liste des conférences provenant de Developers Conferences Agenda/List par Aurélie Vache et contributeurs : 14-17 janvier 2026 : SnowCamp 2026 - Grenoble (France) 22 janvier 2026 : DevCon #26 : sécurité / post-quantique / hacking - Paris (France) 28 janvier 2026 : Software Heritage Symposium - Paris (France) 29-31 janvier 2026 : Epitech Summit 2026 - Paris - Paris (France) 2-5 février 2026 : Epitech Summit 2026 - Moulins - Moulins (France) 3 février 2026 : Cloud Native Days France 2026 - Paris (France) 3-4 février 2026 : Epitech Summit 2026 - Lille - Lille (France) 3-4 février 2026 : Epitech Summit 2026 - Mulhouse - Mulhouse (France) 3-4 février 2026 : Epitech Summit 2026 - Nancy - Nancy (France) 3-4 février 2026 : Epitech Summit 2026 - Nantes - Nantes (France) 3-4 février 2026 : Epitech Summit 2026 - Marseille - Marseille (France) 3-4 février 2026 : Epitech Summit 2026 - Rennes - Rennes (France) 3-4 février 2026 : Epitech Summit 2026 - Montpellier - Montpellier (France) 3-4 février 2026 : Epitech Summit 2026 - Strasbourg - Strasbourg (France) 3-4 février 2026 : Epitech Summit 2026 - Toulouse - Toulouse (France) 4-5 février 2026 : Epitech Summit 2026 - Bordeaux - Bordeaux (France) 4-5 février 2026 : Epitech Summit 2026 - Lyon - Lyon (France) 4-6 février 2026 : Epitech Summit 2026 - Nice - Nice (France) 5 février 2026 : Web Days Convention - Aix-en-Provence (France) 12 février 2026 : Strasbourg Craft #1 - Strasbourg (France) 12-13 février 2026 : Touraine Tech #26 - Tours (France) 19 février 2026 : ObservabilityCON on the Road - Paris (France) 6 mars 2026 : WordCamp Nice 2026 - Nice (France) 18-19 mars 2026 : Agile Niort 2026 - Niort (France) 20 mars 2026 : Atlantique Day 2026 - Nantes (France) 26 mars 2026 : Data Days Lille - Lille (France) 26-27 mars 2026 : SymfonyLive Paris 2026 - Paris (France) 26-27 mars 2026 : REACT PARIS - Paris (France) 27-29 mars 2026 : Shift - Nantes (France) 31 mars 2026 : ParisTestConf - Paris (France) 1 avril 2026 : AWS Summit Paris - Paris (France) 2 avril 2026 : Pragma Cannes 2026 - Cannes (France) 9-10 avril 2026 : AndroidMakers by droidcon - Paris (France) 16-17 avril 2026 : MiXiT 2026 - Lyon (France) 22-24 avril 2026 : Devoxx France 2026 - Paris (France) 23-25 avril 2026 : Devoxx Greece - Athens (Greece) 24-25 avril 2026 : Faiseuses du Web 5 - Dinan (France) 6-7 mai 2026 : Devoxx UK 2026 - London (UK) 22 mai 2026 : AFUP Day 2026 Lille - Lille (France) 22 mai 2026 : AFUP Day 2026 Paris - Paris (France) 22 mai 2026 : AFUP Day 2026 Bordeaux - Bordeaux (France) 22 mai 2026 : AFUP Day 2026 Lyon - Lyon (France) 29 mai 2026 : NG Baguette Conf 2026 - Paris (France) 5 juin 2026 : TechReady - Nantes (France) 5 juin 2026 : Fork it! - Rouen - Rouen (France) 6 juin 2026 : Polycloud - Montpellier (France) 11-12 juin 2026 : DevQuest Niort - Niort (France) 11-12 juin 2026 : DevLille 2026 - Lille (France) 12 juin 2026 : Tech F'Est 2026 - Nancy (France) 17-19 juin 2026 : Devoxx Poland - Krakow (Poland) 17-20 juin 2026 : VivaTech - Paris (France) 2 juillet 2026 : Azur Tech Summer 2026 - Valbonne (France) 2-3 juillet 2026 : Sunny Tech - Montpellier (France) 3 juillet 2026 : Agile Lyon 2026 - Lyon (France) 2 août 2026 : 4th Tech Summit on Artificial Intelligence & Robotics - Paris (France) 4 septembre 2026 : JUG Summer Camp 2026 - La Rochelle (France) 17-18 septembre 2026 : API Platform Conference 2026 - Lille (France) 24 septembre 2026 : PlatformCon Live Day Paris 2026 - Paris (France) 1 octobre 2026 : WAX 2026 - Marseille (France) 1-2 octobre 2026 : Volcamp - Clermont-Ferrand (France) 5-9 octobre 2026 : Devoxx Belgium - Antwerp (Belgium) Nous contacter Pour réagir à cet épisode, venez discuter sur le groupe Google https://groups.google.com/group/lescastcodeurs Contactez-nous via X/twitter https://twitter.com/lescastcodeurs ou Bluesky https://bsky.app/profile/lescastcodeurs.com Faire un crowdcast ou une crowdquestion Soutenez Les Cast Codeurs sur Patreon https://www.patreon.com/LesCastCodeurs Tous les épisodes et toutes les infos sur https://lescastcodeurs.com/

In this episode of The Digital Executive, host Brian Thomas speaks with Roland Austrup, Chief Growth Officer and Executive Committee member at Innventure—an industrial growth platform that transforms validated R&D from multinational corporations into high-growth standalone companies. With deep experience as CFO, Head of Capital Markets, and now CGO, Roland brings decades of financial and strategic expertise to the challenge of commercializing breakthrough technologies.Roland shares lessons learned from scaling industrial tech companies, including underestimated lead times, capital intensity, and the slow, trust-driven adoption cycles of risk-averse industrial buyers. He explains why success requires adaptability, a clear capital strategy, and a realistic view that “if you build it, they will come” rarely applies in this sector.He also breaks down how Innventure's model differs from traditional venture and corporate venture approaches. Instead of spread betting on startups, Innventure builds and operates its own companies, leveraging the massive “ore body” of R&D inside global enterprises. Their approach overcomes corporate barriers such as siloed structures, low risk tolerance, and misalignment between innovation and core business metrics—acting as a bridge between proven technologies and entrepreneurial execution.Looking ahead, Roland explores the macroeconomic and technological forces reshaping industrial growth—from inflation and geopolitics to aging workforces and reshoring trends. Despite headwinds, he sees significant tailwinds in Industry 4.0 advancements, including AI and industrial robotics, which he believes will unlock major productivity gains and drive strong North American growth.A thoughtful and forward-looking conversation for innovators, investors, industrial leaders, and anyone navigating the future of advanced manufacturing and commercialization.If you liked what you heard today, please leave us a review - Apple or Spotify. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The following article of the Finance & Fintech industry is: “Regulation, Innovation: Two Sides of Efficient Financial Services” by Marlene Garayzar, CGO and Co-Founder, Stori.

Timestamps:4:58 - Diversity in tech: challenges and opportunities6:08 - Recruiting challenges in tech13:00 - Supporting girls in STEMThis episode was sponsored by Google Cloud. Join their Founder's Story event on December 4th to hear an exclusive panel discussion with visionary leaders sharing what it takes to go from building companies to funding them. Link is in the bio! This episode was originally a live conversation recorded at the SEF.Growth Founders Conference back in June 2025.Episode Summary:Beat Knecht is the co-founder and CEO of the TV streaming provider Zattoo, and a general partner at the VC fund REALR. She also founded Genistat and Levuro. Bea holds a BA in Computer Science from the University of California, Berkeley.Carla Bünger is the co-founder of Phoenix Technologies, a tech cluster that drives the AI landscape through its sovereign hyper-secure IT infrastructure (kvant Cloud) and its SaaS solutions in frontier technologies. She also co-founded KORE Technologies Switzerland. Carla holds an MA in International Relations from the Geneva Graduate Institute.Sandra Trittin is the co-founder and CGO of beebop.ai, a power grid orchestration software which unlocks grid flexibility within consumer devices, turning it into a valuable, tradable asset. She also founded Futurize Energy. Sandra holds an MBA from Mannheim Business School.During their chat with Silvan, our 3 guests discussed the current representation of women in tech in the Western world. Women are significantly underrepresented in tech, especially in leadership roles (e.g., only 22% of AI professionals in Switzerland are women). They face career obstacles such as stereotypes, biases, and societal filters that hinder their progress.Diverse teams drive innovation, but the tech industry often overlooks this potential. To improve gender representation, proactive efforts are needed, including:Encouraging risk-taking (critical for startups and leadership).Building support systems (mentorship, peer networks).Fostering STEM environments for girls to ensure future diversity.Addressing unconscious biases in hiring and promotions.Ultimately, empowering women in tech requires systemic change, from education to workplace culture, to unlock their full potential and drive long-term progress.

Book a free Discovery Call to see how we can help you hit your goals and beyond: https://bit.ly/3TvGiNW or call us at: (214)-453-1591   

In this episode of The Rainmaking Podcast, Scott Love speaks with Jacob Parks, President of Profitable Ideas Exchange and author of The Growth Engine, about how professional services firms can drive sustained growth through structured client feedback systems. Jacob reveals that most firms miss huge opportunities by treating client feedback as a formality rather than a core business strategy. He explains that when firms pursue feedback to genuinely learn—not just to increase revenue—they inevitably uncover insights that lead to deeper relationships, new opportunities, and stronger retention. Jacob introduces the concept of client advisory boards—groups of top clients who meet regularly to offer candid feedback, co-create solutions, and shape a firm's direction. He outlines the steps to implement a client feedback system: identify ideal clients, engage them in ongoing two-way conversations, and, most importantly, follow through on the insights gathered. Jacob emphasizes that curiosity, collaboration, and action are the hallmarks of firms that sustain growth over time. Visit: https://therainmakingpodcast.com/ YouTube: https://youtu.be/9AV80rUHyUo ----------------------------------------

Cameron Zoub is the Co-founder and CGO of Whop. Whop is a social commerce platform designed for creators, entrepreneurs, and small businesses to build, market, and sell products online. Whop is backed by Peter Thiel, Kevin O'leary and Cory Levy. Build apps with Whop - https://docs.whop.com/apps/introduction/?a=thebrettway Launch your business on Whop today - https://whop.com/sell/?a=thebrettway Guest: Cameron Zoub Twitter - https://x.com/czoob3 Instagram - https://www.instagram.com/camzoub/?hl=en Timestamps 0:00 finding an Idea 2:30 Finding a partner 4:58 Building your MVP 7:10 Getting your first users 19:55 Guerilla sales tactics 23:26 When to raise money and why 29:11 Scaling to $100M in revenue 37:44 Habits, routine and health 44:58 Mentality of moving fast 47:38 What drives you to go through pain 57:59 Intuition and spirituality in business

新番組：採用乱世｜人事が抱える見えない戦い番組概要：この番組は、激動の採用市場を舞台に、人事が抱える葛藤や現場でのリアルな課題を掘り下げ、“採用”の本質とその裏側に迫っていくラジオです。孤独に日々戦う人事の方にとって明日から使える人事の今をお伝えしていきます。毎週水曜日朝6時配信。こちらから聴けますSpotify：https://open.spotify.com/show/5nF34zgD7YSHOXHdKzHM4a?si=1e9c48254b4b487fApplePodcastshttps://podcasts.apple.com/jp/podcast/%E6%8E%A1%E7%94%A8%E4%B9%B1%E4%B8%96-%E4%BA%BA%E4%BA%8B%E3%81%8C%E6%8A%B1%E3%81%88%E3%82%8B%E8%A6%8B%E3%81%88%E3%81%AA%E3%81%84%E6%88%A6%E3%81%84/id1847047828▼MC：高稲 祐貴（たかいねゆうき / 株式会社b&q 代表取締役）東京都立大学（旧・首都大学東京）在学中にマレーシアでのコミュニティ事業立ち上げを経験し、学生の頃から事業創出に携わる。在学期にはスタートアップ企業の創業メンバーとして参画し、事業拡大や組織づくりの実務に従事。その後、東証プライム上場グループ企業にて役員を務め、経営および採用戦略の実行に携わる。2023年9月、東京都品川区に株式会社b&qを設立。「採用は経営そのもの」という考えのもと、企業の採用領域に特化した支援事業を展開。採用戦略設計から母集団形成、選考プロセスの構築、オンボーディング支援まで一気通貫で伴走する採用コンサルティングを提供している。これまで累計100社近くの採用支援を行い、スタートアップから大企業まで幅広い成長フェーズの企業を支援。事業は人材紹介を含むエージェント事業、採用実務支援（RPO）、経営人材獲得のためのヘッドハンティング事業、HRBP機能の外部提供型支援など多岐にわたる。ーーーー▼タレントークMC：佐野 貴（たかちん／株式会社TALENT 代表取締役）⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/takachiiiiii3⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠東海大学政治経済学部卒。ECコンサルタント・フリマアプリの担当を務めM&Aした後独立。 2018年に株式会社リオンを設立し、経営者や専門家を対象としたタレントマーケティング事業を創出。2020年にCOTENに参画し、新規事業創出を担当した後に、社員全員の才能を最大化させることに責任を持つ役割（CGO）兼 取締役などを歴任した後、退任。2023年に株式会社リオンを株式会社TALENTに社名変更。心理学者とともに人々の「才能」についての研究を行い、その成果をもとに、人材開発事業を展開。同時に才能コーチングプログラムを開発し400名以上に実施し、起業家の事業創出プロデュースも手がける。好きなことは、猫と新しい体験と人との出会い。▼感想ポスト：X（旧：Twitter）には「#タレントーク」をつけて投稿ください。▼参考URL：株式会社TALENT 公式サイト⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://talent-inc.jp/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Want Nate's 5 AI Ad Creation Workflows? Get it here: https://clickhubspot.com/tnk Ep. 369 This guest grew his YouTube channel by hundreds of thousands subscribers in just one year by sharing advanced AI automation workflows. Kipp, Kieran, and Nate Herk, Co-Founder and CGO at TrueHorizon AI, dive into how you can use cutting-edge AI agents to automate creative marketing tasks, boost productivity, and reshape your business. Learn more about building smart AI workflows that turn images into ads and videos, how to set up and prompt agents in n8n without coding, and where to start automating your most valuable business processes for maximum ROI. Mentions Nate Herk https://www.linkedin.com/in/nateherkelman TrueHorizon AI https://www.truehorizon.ai/ n8n https://n8n.io/ Zapier https://zapier.com/ Nano Banana https://nanobanana.ai/ Telegram https://telegram.org/ Get our guide to build your own Custom GPT: https://clickhubspot.com/customgpt We're creating our next round of content and want to ensure it tackles the challenges you're facing at work or in your business. To understand your biggest challenges we've put together a survey and we'd love to hear from you! https://bit.ly/matg-research Resource [Free] Steal our favorite AI Prompts featured on the show! Grab them here: https://clickhubspot.com/aip We're on Social Media! Follow us for everyday marketing wisdom straight to your feed YouTube: ​​https://www.youtube.com/channel/UCGtXqPiNV8YC0GMUzY-EUFg  Twitter: https://twitter.com/matgpod  TikTok: https://www.tiktok.com/@matgpod  Join our community https://landing.connect.com/matg Thank you for tuning into Marketing Against The Grain! Don't forget to hit subscribe and follow us on Apple Podcasts (so you never miss an episode)! https://podcasts.apple.com/us/podcast/marketing-against-the-grain/id1616700934   If you love this show, please leave us a 5-Star Review https://link.chtbl.com/h9_sjBKH and share your favorite episodes with friends. We really appreciate your support. Host Links: Kipp Bodnar, https://twitter.com/kippbodnar   Kieran Flanagan, https://twitter.com/searchbrat  ‘Marketing Against The Grain' is a HubSpot Original Podcast // Brought to you by Hubspot Media // Produced by Darren Clarke.

Sheila Dada, pesquisadora do MIT e líder de IA em uma instituição financeira, Priscila Ferreira, Head de Inteligência Artificial no Banco BV, e Lourenço de Paula, Diretor de Growth da MATH, discutem como a IA está redefinindo o futuro do trabalho, transformando carreiras e exigindo novas competências humanas.Da maturidade da IA generativa ao impacto na formação profissional, eles abordam o papel da curiosidade, da ética e da adaptabilidade como pilares para prosperar em um mundo movido por dados, tecnologia e propósito.“A IA não vai substituir o humano — vai transformar o papel que cada um de nós exerce nas organizações.” — Priscila FerreiraMatéria da Axios - ‘Banho de Sangue do Colarinho Branco': https://www.axios.com/2025/08/18/ai-jobs-layoffs 

Gabriel Porto, CMO do Sem Parar, revela como a empresa evoluiu de tag de pedágio para uma plataforma completa de mobilidade. Da criação do super app à personalização da jornada do motorista, ele mostra como dados, inovação e posicionamento de marca estão transformando a experiência de quem vive o carro no Brasil.“Nosso papel é antecipar e facilitar a jornada do motorista. O Sem Parar não resolve só o pedágio, resolve toda a burocracia em torno do carro.”

Renan Rios, Superintendente de Planejamento e Gestão Comercial do Bradesco Seguros, revela como dados, disciplina e estratégia estão redefinindo o papel da força de vendas em um setor marcado pela hipercompetição. Da transformação cultural dos corretores ao uso de inteligência artificial na produtividade, ele mostra como a profissão comercial deixou de ser apenas relacional para se tornar estratégica e orientada por evidências.“Planejamento comercial não pode depender de motivação ou desejo. A métrica primordial é disciplina — ela sustenta todo o resto.”

Alex Vieira, CIO do Hcor, revela como a transformação digital redefine a gestão hospitalar em um ambiente de missão crítica. Da digitalização de prontuários à inteligência artificial em imagens médicas, ele mostra os desafios culturais, tecnológicos e geracionais de aplicar inovação em um setor onde erros são irreparáveis e a prioridade máxima é salvar vidas.“Tecnologia em hospital não é tecnologia. Somos profissionais de saúde prestando serviços de tecnologia. Cada decisão precisa refletir que nosso negócio é salvar vidas.” 

Taiäne Sìlva, CDAO da Whirlpool, explora como dados e cultura digital estão transformando indústrias centenárias em negócios ágeis e inovadores. Da sua trajetória em diferentes setores ao impacto do BI as a Service, do D2C e do engajamento cultural, ela mostra como dados se tornam ativos estratégicos para acelerar a digitalização e sustentar decisões de alto impacto.“Transformação digital não é apenas técnica, é cultural. É preciso engajar pessoas, quebrar crenças e transformar dados em confiança para decisões estratégicas.”

Flávio Basílio, economista, PhD e Diretor-Executivo da Elopar, explora como a geopolítica e a inteligência artificial estão moldando o futuro das empresas brasileiras. Da sua trajetória entre academia, governo e grandes instituições ao impacto estratégico da IA e da segurança de dados, ele mostra por que decisões pragmáticas e visão de longo prazo são essenciais para manter a competitividade.“Empresas que não compreendem o impacto da geopolítica e os riscos de backdoors em IA podem se tornar meras peças no tabuleiro global. É preciso pensar além do custo e priorizar segurança, confiabilidade e inovação colaborativa.”

Neste episódio do Vamos de Vendas, mergulhamos nas estratégias de crescimento em contas Enterprise — um dos maiores desafios do mercado B2B. Recebemos Breno Riether, CGO da Skyone, para compartilhar sua visão sobre como aplicar o mindset de growth no universo de grandes contas e ciclos longos de vendas.

Roberto Pasqualoni, Diretor Internacional da Bauducco, compartilha os desafios e aprendizados de levar uma marca brasileira para mais de 50 países. Do Panettone nas prateleiras do mundo ao equilíbrio entre tradição e adaptação local, ele mostra como dados, execução e flexibilidade cultural são essenciais para crescer globalmente sem perder a essência.“Em alguns mercados, não basta apresentar a marca — às vezes é preciso até adaptar a receita. Mas o que não muda é a qualidade e a cultura executora que guiam cada passo da Bauducco.” 

This week, we're joined by Jake “The Wizard” Tlapek, CGO of Finch and no-fluff marketing strategist helping entrepreneurs turn confusion into clarity and clarity into growth.In this high-impact conversation, Jake breaks down:Why 99% of businesses are ignoring the biggest free marketing opportunityThe "One Strategy, One Offer, One Channel, One Year" frameworkHow to fire yourself from day-to-day tasks and scale with focusThe most common misstep even great founders makeWhen (and why) to work with an agency vs. building in-houseWhether you're stuck in the weeds or scaling fast, Jake shares how to build systems that rank, convert, and grow without guessing your way through marketing.

Want to make social media work for your healthcare marketing strategy—even with today's privacy limitations? Join Cardinal's CGO, Lauren Leone, and Associate Media Director, Lisa Fisher, as they dive into how healthcare marketers can maximize the impact of social media advertising despite increasing privacy and tracking restrictions. You'll learn actionable strategies for building trust, nurturing patient relationships, and driving brand awareness using platform-native tools and creative approaches, even without website pixels. If you're looking for practical ways to engage audiences, diversify your social presence, and keep your marketing funnel strong in a privacy-first world, this episode is packed with valuable insights tailored just for you. RELATED RESOURCES How Meta's Data Restrictions Impact Healthcare Advertising Strategies - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/meta-announces-major-changes-healthcare-advertising/ 10 Ways to Succeed on Meta in 2025 - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/10-ways-to-succeed-on-meta-in-2025/ Performance Creative: The Key to Paid Media Success - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/performance-creative-the-key-to-paid-media-success/ How to Build a Full-Funnel Healthcare Marketing Strategy - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/healthcare-full-funnel-marketing-strategy/ Get your free ticket to Scaling Up 2025: https://www.cardinaldigitalmarketing.com/scalingup-healthcare-performance-marketing-summit/

Secret Thoughts of CEOS Ep. 138 Self Awareness & Emotional Intelligence with Stephanie Chung In this electric and eye-opening episode, Chris Yonker sits down with aviation pioneer and leadership strategist Stephanie Chung to unpack what it truly takes to lead in today's world of diverse teams, generational differences, and ever-shifting business landscapes. Stephanie, the first African American president of a private aviation company in the U.S. and former CGO of Wheels Up, blends boardroom brilliance with neuroscience-backed leadership insight. From building trust through body language to unlocking innovation by embracing difference, Stephanie shares stories from her jet-fueled career and her newest book Ally Leadership. Whether you're a CEO, a team leader, or a parent navigating complex human dynamics, this episode will stretch your perspective on influence, equity, and modern leadership. Timestamps 01:45 - Meet Kristi Baxter and Chris Yonker: their backgrounds in family business, coaching, 01:45 – Introduction to Stephanie Chung and her aviation leadership journey 05:10 – Why we default to leading and selling in our own style - and why it limits us 07:15 – Six generations in the workforce: a communication and leadership wake-up call 09:45 – How the brain evaluates trust - and the power of facial expressions 13:00 – Ask, Listen, Learn, Act: the “ALLY” leadership model and its impact 19:00 – Dropping preconceived notions: how bias forms and how to meet people where they are 23:00 – Finding business in unlikely places: a story of jet sales and chicken farms 29:30 – Navigating generational differences around work-life values 33:00 – Meeting dynamics and how to create true psychological safety 35:00 – E.A.R.N. Model: How to truly earn allyship as a leader 39:00 – Why every team member should walk a mile in another's shoes 44:45 – One question every leader should ask to connect personally and meaningfully 46:30 – Where to learn more from Stephanie and access her leadership resources Quotes ·       “It's not about how you communicate. It's about how they prefer to be communicated with.” [08:25] ·       “Bias isn't always bad. But we must be aware of it - especially when we're leading people who aren't like us.” [19:30] ·       “Employees want leaders who are better communicators. Not just with words, but with presence and action.” [44:50] Websites: ·       fambizforum.com. ·       www.chrisyonker.com ·       StephanieChung.com ·       YourAllyInLeadership.com - Sign up for Stephanie's neuroscience-backed leadership newsletter   Stephanie is not just an #1 international best-selling author; she's a force of strategic innovation, a beacon of change, and a titan in the world of business growth and human capital management. With over 30 years of experience, Stephanie has cultivated a reputation for turning challenges into opportunities and transforming growing businesses into thriving hubs of success. In her book, Ally Leadership: How to Lead People Who Are Not Like You, Stephanie Chung provides practical strategies for leaders willing to admit they don't have all the answers, accept that their perspective isn't the only one, and commit to learning about people different from themselves.

Join Nick Lamagna on The A Game Podcast with our guest Benmont Locker, a powerhouse in the real estate investing and coaching industry.  He is a partner of Eric Brewer and Integrity First Home Buyers known as the authority in novations and master of many ways to take down hundreds of real estate deals!  He is a builder of businesses, systems and processes for owners and entrepreneurs and a master integrator of putting these into action to make money. Fighting out of Pennsylvania and getting bit by the entrepreneur bug early on, he started out in the outdoor industry and ended up scaling it to 20 locations in 9 states before he sold what he coined as the, "Redneck TJ Maxx," for a profit.  He learned marketing, sales and SOPs through this experience and when almost becoming a dentist or ski instructor he this one-time soccer player found his calling in real estate helping an investment company stabilize, profit and scale their business and from there things have escalated quickly and efficiently He is now the CGO of Integrity First Home Buyers where he has helped add an extra hundred deals a year!  He now teaches investors just like you how to align strategy with targets, set clear goals and establish lucrative systems, processes, and operations through RampREI.  He is a father, husband, photographer, dirt bike rider and our guest who drops a TON of content on this no fluff episode! Topics for this episode include: ✅ Systems and processes in business and real estate ✅ The importance of relationships for success in business ✅ How to overcome fear and failures in business ✅ How to choose a correct time frame for KPIs ✅  How novation creates conventional financing opportunities + more! Check the show notes to connect with all things Benmont and RampREI!   Connect with Benmont: Benmont Locker on Facebook Benmont Locker on Instagram Benmont Locker on LinkedIn Benmont Locker on Twitter Benmont Locker on Youtube Benmont Locker on TikTok     Connect with RampREI: www.ramprei.com Ramp REI on Facebook Ramp REI on Instagram   Connect with Integrity First Home Buyers: www.integityfirsthomebuyers.com Integrity First Home Buyers on Facebook Integrity First Home Buyers on instagram Integrity First Home Buyers on LinkedIn Integrity First hHome Buyers on Youtube --- Connect with Nick Lamagna www.nicknicknick.com Text Nick (516)540-5733 Connect on ALL Social Media and Podcast Platforms Here FREE Checklist on how to bring more value to your buyers

First-party data can only take you so far. To scale your healthcare marketing strategy and reach high-intent patients, you need to tap into third-party audiences. Cardinal's CGO, Lauren Leone, and CSO, Rich Briddock, break down how to use third-party data to improve targeting, reach clinical and payer-based segments, and overcome data limitations.The discussion also covers the costs and platforms for activating these audiences, providing you with a comprehensive understanding of how to integrate them into your marketing strategy to improve lead quality and operational efficiency. RELATED RESOURCES Reaching the Right Patients with 3P Data - https://www.cardinaldigitalmarketing.com/healthcare-resources/podcast/reaching-right-patients-with-3p-data/ How Meta's Data Restrictions Impact Healthcare Advertising Strategies - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/meta-announces-major-changes-healthcare-advertising/ 10 Ways to Succeed on Meta in 2025 - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/10-ways-to-succeed-on-meta-in-2025/ 5-Step Paid Media Strategy to Attract Your Ideal Patients - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/paid-media-patient-acquisition-guide/#)-implement-advanced

Performance creative isn't just about great design—it's about driving meaningful results. Host Lauren Leone, Cardinal's CGO, and Jean Zhang, Sr. Creative Director, explore the critical role of performance creative in enhancing media strategies for healthcare marketers. You'll gain insights into how audience segmentation and tailored messaging can significantly improve patient engagement and conversion rates. By understanding your audience's digital journey and leveraging creative testing, you can craft more effective campaigns that resonate with specific segments. This episode provides valuable strategies for optimizing your creative approach to drive higher quality patient interactions and outcomes. RELATED RESOURCES The Performance Creative Playbook for Healthcare Marketers - https://www.cardinaldigitalmarketing.com/healthcare-resources/podcast/performance-creative-playbook-for-healthcare-marketers/ Performance Creative: The Key to Paid Media Success - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/performance-creative-the-key-to-paid-media-success/ 5-Step Paid Media Strategy to Attract Your Ideal Patients - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/paid-media-patient-acquisition-guide/ The Art of Patient Journey Mapping: Creative Strategies for Marketing Success - https://www.cardinaldigitalmarketing.com/healthcare-resources/podcast/patient-journey-mapping-creative-strategies-for-marketing-success/

On today's podcast, I'll have the pleasure of speaking with Wayne Liu, CGO at Perfect Corp.  Perfect Corp is a leading innovator in the AI and AR space providing solutions for the aesthetics and beauty industry.  We'll talk about how AI is helping to shape the future of our industry and how we use AI and Perfect Corp tools specifically in our practice.  To find out more about the products Perfect Corp provides visit their website to get in touch! https://www.perfectcorp.com

April 18, 2025: Jason Taylor, CGO from Panda Health, explores the pressing challenges facing healthcare systems in the uncertain economic landscape of today. How are health systems navigating potential Medicaid cuts and declining elective procedures while balancing innovation needs? Jason reveals how organizations are shifting from purchasing "cool new toys" to rationalizing existing budgets and application stacks without compromising patient care. The conversation delves into Panda Health's approach of democratizing knowledge across healthcare systems, connecting those with similar challenges to share lessons learned. Key Points:X: This Week HealthLinkedIn: This Week HealthDonate: Alex's Lemonade Stand: Foundation for Childhood Cancer

April 18, 2025: Jason Taylor, CGO from Panda Health, explores the pressing challenges facing healthcare systems in the uncertain economic landscape of today. How are health systems navigating potential Medicaid cuts and declining elective procedures while balancing innovation needs? Jason reveals how organizations are shifting from purchasing "cool new toys" to rationalizing existing budgets and application stacks without compromising patient care. The conversation delves into Panda Health's approach of democratizing knowledge across healthcare systems, connecting those with similar challenges to share lessons learned. Key Points:01:47 The Uncertainties of Healthcare04:16 Technology Implementation06:52 Pandas Social Intelligence12:20 Organizational Change Management X: This Week HealthLinkedIn: This Week HealthDonate: Alex's Lemonade Stand: Foundation for Childhood Cancer

Doubt that your social media ads are driving patient bookings? Here's how to find out. Our hosts, Cardinal's CGO, Lauren Leone and Senior Director of Analytics, Alex Kemp, dive into the hidden influence of social media on paid search—what we call ‘The Halo Effect.' We'll break down how we test, analyze, strategize, and forecast to maximize impact.  RELATED RESOURCES When & How to Expand Your Healthcare Media Mix - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/expanding-channel-media-mix-strategy/  10 Ways to Succeed on Meta in 2025 - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/10-ways-to-succeed-on-meta-in-2025/  How to Engage Patients with a Full-Funnel Facebook Ads Strategy - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/healthcare-full-funnel-facebook-ads-strategy/ 

James Sharman, Craig Forrest and Dan Wong, along with JC lurking, welcome CGO and Co-Founder of the Northern Super League Diana Matheson. The former Canadian National Women's Team player shares with the Amy/Jimmy-less FP Crew what it took to get to L minus 1 and what the inaugural season will hold!GET IN!Presenters: James Sharman, Craig Forrest, Jimmy Brennan, Amy Walsh & Dan WongOnomatopoeia Expert: Jeff Cole, VO and Editor/ProducerThis podcast has content that may use words and share tales that offend, please feel free to use your best discretion.Parental discretion is advisedwearefootyprime.comX @footy_primeTikTok @FootyPrimePodcastYoutube @FootyPrimePodcastIG FootyPrimeIGFacebook Footy Prime The PodcastEmail footyprimepodcast@gmail.comONE BALL GIN https://www.nickel9distillery.com/products/footy-prime-one-ball-gin Hosted on Acast. See acast.com/privacy for more information.

This one was a blast. I got to sit down with Cristy Ballard, the Chief Growth Officer at Solstice Senior Living, and let me tell you, she brings it.Cristy shares her personal story, starting from humble beginnings (we're talking grocery bagger and lawn care hustle), to becoming a powerhouse CGO in senior living. She's been through the grind, made the pivots, and now leads with a bigger purpose than just the bottom line.In this episode, we get into:What drives true growth (hint: it's not just the numbers)The evolving meaning of successHow personal ambition shifts, and why that's a good thingHer real talk on sales, leadership, and helping others winCristy's the leader who'll hype you up and challenge you to think deeper. We laughed, reflected, and even kinda matched outfits—unplanned, of course.Whether you're in sales, marketing, leadership, or just someone who wants to do meaningful work, this episode is for you.

Evolving privacy regulations, platform changes, and shifting consumer behavior are making it harder for healthcare marketers to reach the right patients. That's where third-party (3P) data comes in. From claims and payor data to social determinants of health, these insights help brands build qualified audiences, optimize media, and drive patient acquisition. In this episode, Cardinal's CGO, Lauren Leone and Group Media Director, Ruchi Patel explore how to get started, best practices, and real-world use cases for leveraging 3P data to connect with high-intent patients. RELATED RESOURCES Healthcare Claims Data: The Secret to Effective Consumer Targeting - https://www.cardinaldigitalmarketing.com/healthcare-resources/podcast/healthcare-claims-data-secrets-to-effective-targeting-definitive-healthcare/   How Meta's Data Restrictions Impact Healthcare Advertising Strategies - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/meta-announces-major-changes-healthcare-advertising/  Privacy First: Marketing Technologies That Prioritize HIPAA Compliance - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/hipaa-compliant-martech/ 

Haven Hot Chicken was previously featured on the show for episode 1151 when Jason Sobocinski, President and Co-Owner of Haven Hot Chicken, was a guest! All three of our guests today are co-owners of Haven hot chicken today. Haven Hot chicken is a hot chicken concept based in New Haven, CT with 9 locations. Etkin Tekin is the CEO, Craig Sklar is the CIO, and Rob LaTronica is the CGO!  Join the Restaurant Unstoppable Network TODAY! Restaurant Unstoppable - EVOLVE! - Eric of Restaurant Unstoppable is now taking consultation and coaching calls! Book a consultation today! Schedule your call to become UNSTOPPABLE! Check out the website for more details: https://www.restaurantunstoppable.com/evolve Today's sponsors: Meez: Are you a chef, owner, operator, or manage recipes in professional kitchens? meez is built just for you. Organize, share, prep, and scale recipes like never before. Plus, engineer your menu in real-time and get accurate food costs. Sign up for free today and get 2 FREE months of invoice processing as a listener of the Restaurant Unstoppable Podcast. Visit getmeez.com/unstoppable to learn more. Restaurant Systems Pro: When you join Restaurant Systems Pro through February of 2025, They will handle your 2024 books at no charge. Here's what you get: Organization of all invoices and expenses;AI Scanning of products so you know the usage; Reconciling your accounts; Tracking inventory and labor costs; and Providing detailed P&L reports Head to RestaurantUnstoppable.com/RSP and be sure to mention this special offer.   Let's make 2025 the year your restaurant thrives. Today's guests recommends these tools: Ovation Toast Rightworks Bikki LoopAI World Manager Service Physics Contact the guests: Click here for contact info Thanks for listening! Rate the podcast, subscribe, and share!  We are on Youtube: @RestaurantUnstoppable

▼今回のトーク内容：新シーズン突入！フリートークで語る「才能」の世界／本日のテーマ「キャリアのゴールは成功か、幸せか、自己実現か」 ／欲求を満たす活動の中で才能は輝く／短期的な「登りたい山」と、長期的に「ありたい状態」の両方が必要そう／目標設定が得意な人間は3割程度／ゴールを定めるかどうかも、人によって異なる／幸せ・自己実現・キャリアの定義なども人それぞれ▼番組概要：才能研究を基盤としたタレントプロデュース・プロダクション・スクール・研修事業を行う株式会社TALENT代表取締役の佐野 貴（たかちん）が、Podcast Studio Chronicle代表の野村高文とともに、一人ひとりに秘められた才能を見つけ、その才能を活かして、自分らしい仕事や人生をつくっていくためのヒントを楽しく発信していく番組。毎週金曜朝6時配信。▼MC：佐野 貴（たかちん／株式会社TALENT 代表取締役）⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/takachiiiiii3⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠東海大学政治経済学部卒。ECコンサルタント・フリマアプリの担当を務めM&Aした後独立。 2018年に株式会社リオンを設立し、経営者や専門家を対象としたタレントマーケティング事業を創出。2020年にCOTENに参画し、新規事業創出を担当した後に、社員全員の才能を最大化させることに責任を持つ役割（CGO）兼 取締役などを歴任した後、退任。2023年に株式会社リオンを株式会社TALENTに社名変更。心理学者とともに人々の「才能」についての研究を行い、その成果をもとに、人材開発事業を展開。同時に才能コーチングプログラムを開発し400名以上に実施し、起業家の事業創出プロデュースも手がける。好きなことは、猫と新しい体験と人との出会い。野村高文（音声プロデューサー／Podcast Studio Chronicle代表）⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/nmrtkfm⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠音声プロデューサー・編集者。東京大学文学部卒。PHP研究所、ボストン・コンサルティング・グループ、ニューズピックスを経て、2022年にChronicleを設立。制作した音声番組「a scope」「経営中毒」で、JAPAN PODCAST AWARD ベストナレッジ賞を2年連続受賞。その他の制作番組に「News Connect」「みんなのメンタールーム」など。TBS Podcast「東京ビジネスハブ」メインMC。著書に『視点という教養』（深井龍之介氏との共著）、編集した書籍に『ビジネスシーンを生き抜くための仏教思考』（松波龍源氏・著）がある。▼サポーター制度（TALENT Supporter）についてはこちら⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://talent-inc.jp/supporter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠▼番組への感想、MCへのメッセージは以下までお寄せください。⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/KVchEoVpfr6FwquJA⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠▼感想ポスト：X（旧：Twitter）には「#タレントーク」をつけて投稿ください。▼参考URL：株式会社TALENT 公式サイト⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://talent-inc.jp/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TALENT PRENEUR⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://talent-preneur.jp/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Podcast Studio Chronicle 公式サイト⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://chronicle-inc.net/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠▼編集：FUBI⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://fubi.co.jp/studio⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠▼Design：NEWTOWN⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://newtown.tokyo/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠▼調査：渡辺 悠太

In this episode, Cardinal's CSO, Rich Briddock and CGO, Lauren Leone, dive into Meta's recent advertising changes that significantly impact healthcare providers, exploring the new restrictions to data sharing via CAPI and its impact on optimization and audience creation. Our hosts will unpack what these updates mean, their implications for marketers and actionable steps to adapt. RELATED RESOURCES Meta Announces Major Changes to Healthcare Advertising - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/meta-announces-major-changes-healthcare-advertising/  How to Build a Full-Funnel Healthcare Marketing Strategy - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/healthcare-full-funnel-marketing-strategy/  Healthcare Marketing Trends in 2025: Marketers Doing More - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/healthcare-marketing-trends-2025/

This week on the show I'm talking with Ian Andersen, Sunnyside co-founder and CGO all about the independent peer-reviewed study from 2024.Sunnyside demonstrated to reduce weekly alcohol consumption by 33% in 12 weeks. We're talking about what's new and what's coming in 2025 for people who want to change their drinking habits. New to the podcast? Download the Podcast Listening Guide.Want to schedule a call to talk about how I work with people?  Click here for a FREE call. Join my private FB group Alcohol Minimalists here: https://www.facebook.com/groups/changeyouralcoholhabitHas this podcast helped you? Please leave a review.Follow me on Facebook & Instagram: @AlcoholMinimalist Low risk drinking guidelines from the NIAAA:Healthy men under 65:No more than 4 drinks in one day and no more than 14 drinks per week.Healthy women (all ages) and healthy men 65 and older:No more than 3 drinks in one day and no more than 7 drinks per week.One drink is defined as 12 ounces of beer, 5 ounces of wine, or 1.5 ounces of 80-proof liquor. So remember that a mixed drink or full glass of wine are probably more than one drink.Abstinence from alcoholAbstinence from alcohol is the best choice for people who take medication(s) that interact with alcohol, have health conditions that could be exacerbated by alcohol (e.g. liver disease), are pregnant or may become pregnant or have had a problem with alcohol or another substance in the past.Benefits of “low-risk” drinkingFollowing these guidelines reduces the risk of health problems such as cancer, liver disease, reduced immunity, ulcers, sleep problems, complications of existing conditions, and more. It also reduces the risk of depression, social problems, and difficulties at school or work. ★ Support this podcast ★

The gaming industry is undergoing a transformative shift as Web3 technologies begin to integrate with traditional gaming experiences. In this episode of Games Growth with Upptic, we are republishing a recent webinar Upptic did in partnership with Adjust – which brought together leading voices in the field, including Adjust Partnerships Manager Ben Bowen, Eyeball Games' Marketing Head Francois Daoud, Immutable Marketing Lead Stefano Cantù, and Upptic's own CGO, Warren Woodward. Together with these experts, explore how Web3 gaming is evolving, its challenges, and its potential. Many thanks to Adjust for allowing us to republish this webinar! CHAPTERS 00:00 – Opening 01:45 – Guest introductions 06:51 – Why care about Web3? 11:43 – UA at the intersection of mobile and Web3 20:01 – Marketing in Web3-native ecosystems 26:05 – Measurement in hybrid ecosystems 32:52 – How do you fight fraud in Web3 gaming? 37:23 – Advice for Web3 devs and Web3-curious 45:12 – Closing #Web3 #Gaming #Marketing #Attribution #UserAcquisition

Will Ethereum L2s overtake Solana? Optimism's CGO, Ryan Wyatt, joins us on The Milk Road Show to discuss why major companies like Sony choose to build L2s, the future of interoperability, and the monolithic vs. modular blockchain debate. Ryan shares his 2025 predictions and explains why the "blockchain race" is far from over. ~~~~~

In this episode of Risk Intel, host Ed Vincent, CEO of SRA Watchtower, is joined by Shawn Ryan, CFO of SRA Watchtower, and Niki White, CGO of SRA Watchtower to discuss the importance of natural disaster preparedness within financial institutions. As climate risks grow and on the heels of two back-to-back hurricanes, financial entities must be proactive to help strengthen their risk management frameworks to protect key assets and ensure operational resilience. Many people have been significantly impacted by the recent hurricanes Helene and Milton. Please find the below link to donate to the American Red Cross to support those impacted. https://www.redcross.org/donate/donation.html/Follow us to stay in the know!

Are you leaving money on the table when it comes to Amazon reimbursements? Join us for an in-depth discussion with Yoni Mazor, the CGO of Getida and a seasoned expert who has been navigating the complexities of Amazon seller reimbursements since 2015. In this episode, we'll dive into the essential strategies and industry insights you need to maximize your returns. We'll discuss the evolving landscape of Amazon reimbursement services, including the critical changes to Amazon's upcoming reimbursement policies. Yoni will share proven tactics for ensuring you're not leaving money on the table. Don't miss out on this invaluable advice that could significantly impact your bottom line. Tune in to learn how top sellers efficiently audit tens of billions in transactions and why private equity-backed solutions are setting new standards in transparency and compliance. Episode Notes: 00:30 - Yoni Mazor Introduction   02:21 - Getida's History   07:55 - Scaling Challenges and Innovations   11:35 - Patent Innovation and Document Handling   12:35 - Recent Changes in Amazon's Policies   17:35 - Logic Behind Amazon Timeframes   21:45 - Leaving Money on the Table   23:45 - The Inconsistencies in Amazon   26:20 - Advertising Click Fraud   28:50 - Getida's Future LinkedIn: linkedin.com/in/yoni-mazor-b204a274 Website: getida.com/   Related Post: What Is an Amazon Returnless Refund?

Send us a textKai Billings, an Air Force officer and co-founder of CRE8 Force, shares his enlightening experiences from a recent conference and dives deep into the importance of fostering insightful conversations within the military community. We'll explore the genesis of CRE8 Force—a unique platform that combines podcasting, storytelling, and short-form content to tackle untold airmen stories and critical issues. Additionally, Kai opens up about his journey to the Air Force Academy, the power of teamwork, and the vital role of social media in connecting with the younger generation. Stay tuned as we discuss leadership, the impact of criticism, and some heartwarming personal anecdotes that are sure to inspire. Let's get into it!Connect with Passing The Torch: Facebook and IG: @torchmartin More Amazing Stories: Episode 28: Purple Heart Recipient CMSgt Ben Seekell – Your Capacity is Limitless Episode 31: Todd Henry – Choose To Be Brave Episode 35: Brook Cupps – Shaping Leaders On and Off The Court Episode 41: Lee Ellis – Freeing You From Bond That Make You Insecure

"A mother came up to us during an open enrollment meeting saying, ‘If this program is actually what you say it is, I'll be able to get tubes for my son's ears right now. He's deaf.' This steels us for the hard days." — David Sloves, CEO…Yeah, you might want a box of tissues close by for this episode. It's no secret that Nonstop Administration and Insurance Services, Inc. was built to break down barriers that inhibit equitable, affordable, and high-quality healthcare access. The past 12 years of success in the industry have demonstrated our ability to drive down the cost of healthcare for employees nationwide.The Nonstop difference is even more palpable when you hear it directly from those who created and championed it. Join us for the interview of David Sloves, CEO, and Kristin Donahue, CGO, as they recount why Nonstop was formed, how our shift to partnering with brokers has catapulted our vision forward, and the impact of Nonstop Health® on members and their families. “We've never shied away from our mission. We believe people should be able to access care when they need it and not have to make hard financial trade-offs,” says Donahue. These two leaders have worked closely together to disrupt the health insurance status quo since the early days of Nonstop. They have seen enormous growth in broker partners and their wins, positive client feedback, heartwarming stories from members, and fulfilled Nonstop employees. There's a reason 80% of the leadership team has been with Nonstop for over 10 years. David describes it as “a feeling, not intellectual, but a gut-level emotional thing." Listen to the podcast episode now to get all the feels. To learn more about Nonstop Health: nonstophealth.comShow edited by: Tim Pogo timpogo@timpogo.com

President of Strategy for PIE, Jacob Parks is the author of Never Say Sell, a guide to how professional firms expand their business with key clients. His expertise includes partner remuneration and incentive plans, account planning, trigger of engagement, and how to expand a brand to include new service offerings, new industries, or new geographies. He has led client teams for McKinsey, Accenture, and KPMG among others. He leads The PIE Professional Services CMO and CGO network and is a graduate of Gonzaga's MBA program, having previously taught undergraduate business students. ---------------------------------------- This show is sponsored by Leopard Solutions Legal Intelligence Suite of products, Firmscape, and Leopard BI. Push ahead of the pack with the power of Leopard. For a free demo, visit this link: https://www.leopardsolutions.com/index.php/request-a-demo/ www.theplacementclub.com Links: https://www.linkedin.com/in/jacob-parks/ https://www.profitableideas.com/about/meet-our-team/jacob-parks/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Brig. Gen. Gavin Marks '96 discusses the absolute importance of standards and integrity in leadership, and how a new, more rigorous approach at the Academy will build that in to cadets making them Day-1 leaders. SUMMARY Brigadier General Gavin P. Marks, Commandant of the Air Force Academy, shares his journey from being a young man in Atlanta, Georgia to becoming a pilot and eventually serving as the Commandant. He discusses his experiences at the Air Force Academy, including basic cadet training and the challenges he faced. General Marks emphasizes the importance of perseverance, leaning on support networks, and maintaining high standards in leadership. He also reflects on the impact of the Academy on his personal and professional development. General Gavin Marks reflects on his personal journey and the impact of his wife on his military career. He discusses the importance of being adaptable and humble as a leader and the unique responsibilities of command. He shares his decision to return to the Air Force Academy and the changes he is implementing to better prepare cadets for the challenges of great power competition. General Marks emphasizes the love and passion that the leaders at the Academy have for developing future officers and encourages listeners to continue dreaming big.   OUR FAVORITE QUOTES "How you do anything is how you do everything." "There's always somebody better." "I want to make sure that they feel like they got their money's worth from a military development perspective or military training perspective."  "The leaders at the Air Force Academy, from top to bottom, love deeply, deeply love the institution, and are incredibly passionate about the development of these young men and women into officers in the Air Force and the Space Force." "Continue to dream big. Don't let anyone dissuade you from goals that you have. And as it relates specifically to the Air Force Academy, it is absolutely worth it."   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   CHAPTERS 00:00:  Introduction and Background 01:53:  Returning to the Air Force Academy 02:52:  Young Gavin Marks: Childhood and Calling to Serve 07:04:  Challenges and Growth in Basic Cadet Training 08:29:  Lessons in Leadership and Perseverance 11:45:  Choosing the Air Force Academy and Pilot Training 15:06:  Reflections on the Academy's Impact 20:52:  Leadership Experiences as a Cadet 23:43:  Lessons in Leadership and Perception 27:55:  Successes and Career Progression 32:35:  Meeting His Wife and Reflecting on Tinker Air Force Base 37:25:  Personal Journey and the Impact of Relationships 57:54:  Changes in the Life of a Cadet 01:05:48:  Challenges and Partnerships 01:09:39:  Rigor and Expectations 01:11:09:  Love and Passion for Developing Future Officers 01:12:34:  The Value and Worth of Attending the Air Force Academy   TAKEAWAYS The importance of perseverance, resilience, and grit in overcoming challenges, especially during difficult experiences like the Air Force Academy. The value of having a strong support network, including family and friends, to help navigate challenging times. The significance of leadership roles and experiences during the Air Force Academy in shaping one's development and future success. The Air Force Academy's focus on evolving its training and development methods to better prepare cadets for the challenges of great power competition. The deep passion and commitment of the Air Force Academy's leadership in developing leaders of character who are ready to serve their country.   ABOUT GEN. MARKS BRIG. GEN. MARKS' BIO Brigadier General Gavin P. Marks is the Commandant of Cadets, U.S. Air Force Academy, Colorado Springs, Colorado. He commands the 4,300-member Cadet Wing and more than 200 Air Force and civilian personnel. He guides military, leadership, character development, Basic Cadet Training and Expeditionary Skills Training for the Air Force Cadet Wing in addition to providing facilities and logistical support.  Brig. Gen. Marks earned his commission from the U.S. Air Force Academy in 1996 and his pilot wings from Specialized Undergraduate Pilot Training at Columbus Air Force Base, Mississippi, in 1998. Brig. Gen. Marks has served as a T-1A instructor pilot (at both the undergraduate and graduate training levels) and flight examiner, an E-3B/C instructor pilot and flight examiner, an Air Force Intern, a staff officer on multiple joint staffs, and has commanded at the squadron and wing levels.  Prior to his current assignment, he served as the Director, Electromagnetic Spectrum Superiority, Headquarters U.S. Air Force, Washington, D.C.   Brig. Gen. Marks is a command pilot with more than 3,400 flying hours in the T-3, T-37, T-1A, E-3B/C/G, RC-135S/U/V, TC-135W, OC-135B, and WC-135C aircraft.   - Copy credit:  AF.MIL   CONNECT WITH GEN. MARKS INSTAGRAM: @‌USAFACOMMANDANT     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          FULL TRANSCRIPT OUR SPEAKERS Guest:  Brig. Gen. Gavin P. Marks '96  |  Host:  Naviere Walkewicz '99   Naviere Walkewicz 00:01 My guest today is Brig. Gen. Gavin P. Marks, USAFA Class of '96, and currently serving as the commandant of the Air Force Academy. This is his third command position since becoming a member of the Air Force. Gen. Marks was drawn to service as a young man in Atlanta, Georgia, and joined the Junior ROTC program in high school before coming to the Academy in 1992. After he graduated, he became a pilot and flew for 26 years, in addition to continuing his personal and professional development. In 2000, Gen. Marks graduated with distinction from Squadron Officer School at Maxwell Air Force Base in Alabama. In 2015, he again graduated with distinction from the National War College at Fort McNair in Washington, D.C. He has held command positions at the squadron and wing levels. His attachment to the Academy has remained strong, so much so that 20 years ago, he committed to returning and had been working his way back to USAFA when he was called to service, assuming his role as commandant in 2023. Gen. Marks, it is a pleasure. Welcome to Long Blue Leadership. Thank you for being here.   Brig. Gen. Marks 01:03 Thank you very much. It is an honor for me to be here. It really is.   Naviere Walkewicz 01:07 This is an exciting time for us, because especially for me, being a Class of 1999 — “Gold will shine” — I had to get that in there. We go back to Arnold Hall in Basic Cadet Training, when you were the commandant of cadets during Basic Cadet Training for us. So I remember you vividly as your taps from your shoes hit the floor in Arnold Hall. So this is truly a pleasure, sir, thank you.   Brig. Gen. Marks 01:29 It is absolutely surreal to be back, and especially during this period that we're in right now during Basic Cadet Training, and as I interact with basic cadets and the cadre, it's hard not to reminisce about that time. It's hard not to share stories as well. I'm careful that I don't inundate the cadets with my stories of when I was the Basic Cadet Training commander. But it's just it's absolutely wonderful to be back here. Yeah, really is.   Naviere Walkewicz 01:53 Well, we'll get to hear some of those, I think, you know, from your perspective, back then, and also, more recently, as we weave through this podcast. But really excited. And where we like to start is when we go back to young Gavin Marks. So Gen. Marks, tell us about what you were like as a child.   Brig. Gen. Marks 02:08 My mother would tell you that I was precocious, that I was inquisitive. I was very, very talkative as well. So I have an older brother, and we are the sons of two parents that have been married for 55 years, and that's important, because 55 years is a long time, and it taught me the value of being committed. It also taught me the value of what love really looks like, up close and personal as well. I'm from Atlanta, Georgia, as you mentioned, so I'm a product of the South. I am a product of public schools, Baptist churches and Southern upbringing. So, I love sweet tea. I love this disgusting candy called Sugar Babies. And just about anything that you think of with regard to the South, you could probably say that that's pretty accurate as it relates to me and my personality as well. I call everyone ma'am and sir, regardless of rank, just based on my upbringing as well. I really would tell you that I got a calling to serve in the military by virtue of JROTC. I followed my brother into JROTC. We went to different high schools, and he enjoyed it, but it just wasn't his calling. I got involved in it and knew immediately that it was something that I wanted to do. I love shining my shoes. I love shining the brass belt buckle that I had on my trousers. I love marching. I love drill. I did Color Guard. I did Drill Team. It was wonderful for me. It was, I think, the thing that was missing in my life in terms of knowing what my niche was going to be. And so, my professor at that time in that particular JROTC program, I think he saw something in me, and he was the first one to actually bring up a military service academy. Prior to that point, I hadn't heard of anything about West Point or Annapolis or the Air Force Academy at all. And so, I took a trip with my father and we went out to all three and I can't swim, and so Annapolis was pretty difficult for me to wrap my mind around. West Point was too gray. You know, this is a 17-year-old at the time, or a 16-year-old at the time thinking these things. It's like, “Wow, this was really gray and dreary.” No offense to West Point. And then I got to the Air Force Academy, and I remember stepping off the plane and again, coming from Atlanta, Georgia, to see the snow-capped mountains, to immediately be able to feel the difference in the air, I knew that this was the place that I wanted to be. And so, I told my dad right then, as we stepped off the plane, I said, “This is it.” And he said, “What do you know about this place? You haven't even gone here yet.” But I knew, and the rest, as they say, is history.   Naviere Walkewicz 04:48 Wow. So, neither your parents served and your brother was the first kind of introduction to Junior ROTC. What was that like growing up without having that, in Atlanta, not having that military, I guess, presence around you, and you said that's what you learned was missing. But what kind of got you to that point?   Brig. Gen. Marks 05:08 So, I would say, just to be clear, so dad did not have a career in the military, but my father and my uncle both were drafted in Vietnam, and so to that extent, what I would say is, while there wasn't discussions or a lot of military impact in my household, I think, more than anything else, just through watching television, et cetera, there was something about the discipline. There was something about the professionalism. There was something about how revered those that are in service to their nation were in this country that really drew me to the profession of arms. It was just something about the fact that this is a career field. This is a profession that is extremely highly regarded across all facets of life, and I wanted to be a part of it.   Naviere Walkewicz 06:03 So, as a young man in public school, did you find yourself drawn to things, like, I started to think about programs that were like discipline-based, like taekwondo or sports in that manner. Did you have some of those experiences as young man?   Brig. Gen. Marks 06:16 I played — I ran track, following after my brother. My brother thrived in track and field. I followed him, and I absolutely loathed it. I was not athletically inclined, and try as I might, you know, I work out and I try to stay in good shape, but I would not call myself necessarily an athlete of the highest order by any stretch. And so that absolutely was an albatross around my neck coming to the Air Force Academy, especially during basic training, especially during Jacks Valley.   Naviere Walkewicz 06:52 Well, let's talk about that a little bit. Was there a specific instance in Jacks Valley where — because I feel like now you might be able to run circles around some of us.   Brig. Gen. Marks 07:01 Well, I will tell you — so, what I remember a lot about Jacks Valley, I remember the power-line runs. And back then we had the M1 Garand, 11, 12 pounds and we carried it everywhere. And it was heavy. You know, 12 pounds doesn't seem like it's heavy, but it's heavy when you're at port arms, and you're running for miles and miles on end, and the altitude, obviously, is vastly different. Jacks Valley is very dusty. You know, “Jacks Hack” is a thing. And so, all of those things, in aggregate, really caused me a lot of trouble. And so, what I remember is thinking often “I'm not going to make this. This is not going to happen for me,” in terms of graduating out of basic training, because I am falling behind in my runs, et cetera, et cetera. But I made it. I made it.   Naviere Walkewicz 07:56 I love that. And I think for some of our listeners, the key thing, even just in that one was, you know, you didn't give up. You recognized you just had to keep working at it, and you got through it. And you're now serving as a commandant of cadets. So, I feel like there's definitely a story here that talks about you and your grit and your perseverance and everything throughout these years.   Brig. Gen. Marks 08:15 The thing that I took from the Air Force Academy experience probably more than anything else — and there are several things that I took from it — is that this is a an incredibly difficult journey that is made better if you think about it from the perspective of just taking one step at a time every single day. Just show up, just show up, just be present, and that's 80% of it. If you just keep showing up, you are going to be OK. And so that was my mentality: They were going to have to kick me out. I was not going to self-eliminate at all. And so, no matter how slowly I ran back, then they were going to have to kick me out and I was going to keep showing up. The other thing is, I would say this: I had tremendous teammates. Our squad, well, in Jacks Valley, our flight, which became our squadron — we were so close, even back then. And if one of us was falling behind, “Come on, Gavin, let's go. Pick it up.” And that really helped a lot, because you didn't want to let your teammates down.   Naviere Walkewicz 09:22 So, we got a little glimpse of Jacks. So I'm just gonna' dial it back just real quick, back to the point where you said to your dad, “This is it. This is where I'm going.” So, what was that journey like from Junior ROTC to getting into the Academy? Because I think a lot of people want to know what that looked like for you.   Brig. Gen. Marks 09:38 So, I knew that from probably my junior year in high school that I wanted to go into the Air Force or to into the military. I didn't know which branch to be perfectly clear. So I applied to all three service academies. I applied to The Citadel and I applied to VMI and to Rensselaer Polytechnic Institute. Those are all of the ones that I could think of at the time, and the visits helped a lot to crystallize in my mind what I wanted to do. But what really also helped was this fascination with flying. Originally, I wanted to be an astronaut, a dentist, a doctor, an actor, and so many different things when you're growing up, but the idea of flying was really at the forefront of my mind as well. I also knew I wanted to lead. And so, combining those two desires, it made sense to go to the Air Force Academy. And again, I couldn't swim. I tried as much as I possibly could to learn how to swim through the YMCA, et cetera. I'm a product of basic swimming at the Air Force Academy — twice. If I'm being completely candid with you and your listeners, if I could have swam at the time, it is likely that I would have gone to Annapolis, and it is likely that I would have been a Marine, because that is much more, at least in my thinking back then, in line with my personality. Because I am — I will just say the military pillar of the Air Force Academy was, as the young people would say, that's my jam, for sure.   Naviere Walkewicz 11:15 I can see that. While I appreciate that, I can see that. We're so glad that we were able to get you here at the Air Force Academy. So, let's talk about your time at the Academy. You wanted to be an astronaut. You turn the dials toward pilot. Let's talk about what that experience looked like.   Brig. Gen. Marks 11:30 So, the Academy was very, very challenging. What made it challenging primarily was the balance of so many requirements, and that's on purpose. It is rigorous on purpose because the profession of arms requires it, and the nation needs it, it deserves it. I wasn't prepared for it. High school — I wouldn't say high school came easy for me. I would say I did well in high school, and I did well in high school by virtue of cramming and by virtue of instincts. So, I came to the Air Force Academy not really knowing how to study. I didn't know how to prioritize tasks or manage tasks well at all. And the Academy humbled me tremendously.   Naviere Walkewicz Can you share a story about that?   Brig. Gen. Marks Oh, well, I would say this, and the dean, who I know has also been on the Long Blue Leadership podcast as well, she would cringe. So, I never got an F, I'm proud to say, but I certainly am on the team of Ds. I received a D in Aero, and, if I recall, Astro, civil engineering when we had that as a core as well. And that was an incredibly humbling experience for me, because prior to that point, I had never had anything in my career lower than a C in high school or anything like that. And so that kind of thing makes you think, “What am I doing wrong here?” And as you are engaged in that type of introspection, you're still having to get ready for the PFT, and you're still having to get ready for this chemistry test, and you're still having to shine your shoes and get ready for this knowledge test, et cetera, et cetera. And so it was just in my mind, based on my training to that point, not enough time in the day for the reflection that I needed in order to make some changes to my habit pattern. And you're just trying to survive, and you're just showing up every day, one step at a time. So that made it very difficult: the inability for me to study, to not know how to study, the prioritization of tasks. I loved the military piece, and I probably spent more time on that than I should have spent on other things.   My roommates would often comment on the fact that I would be shining my shoes for hours, and I would bypass the need to study until the last minute, until the test came. And that didn't work out very well for me. The other thing I would tell you is this: I wouldn't say that I got homesick, but it was a long way from home. It really was, and so going home really helped to fill my cup back up in terms of just being able to reacclimate with my family and those that were around me — extended family, church, friends, et cetera. It was a long way from home.   I developed a lot of great friends in my squadron. We were in the same squadron all four years, Way of Life committee, gospel choir at the time as well. And then this team of friends that I had on the Cadet Honor Guard as well. What an interesting year that was on the Cadet Honor Guard. But we became incredibly close, and they're still close to this day.   Naviere Walkewicz 14:47 So, I'd like to talk more about the Honor Guard, but before we get there, I think it's important for people to understand that when you find yourself in those tough situations in life and in experiences, how did you pull yourself out of that? You know, you obviously got through. So, something had to change. How did you maneuver that?   Brig. Gen. Marks 15:06 So, I will start by saying this: I talked to my parents a lot, and their support was incredibly helpful for me. They approached it from a different perspective. You know, I learned a lot of great things from both of my parents: hard work, my father's work ethic, my mother and unconditional love and what that truly means. And so, when I'm talking to my parents about the rigors of the Academy experience, my mom would say, “You know, baby you can just quit and come on home and go to Georgia Tech. It's right around the corner, and we'd love to have you, and you don't need this.” And my dad would say, “You better not quit. If you come home, it's for Christmas and you're going back.” And reflecting on both of those comments, my mother was basically saying, “No matter what, we're gonna' love you.” My dad was saying, “No matter what, you can do this, I know you can do it.” And the amalgamation of those emotions and those messages really helped me a lot. It let me know that no matter what, I have support, but I also have the confidence of my parents as well, that leaning on friends is — the friend groups that I talked about as well was really important. And then to a large extent, I would say this: The ability to dig deep inside and pull yourself up even when you are struggling, or even when you are faltering, to be able to show up the next day is really, really important, that grit, that resilience — the thing that we preach to our cadets about now we try to instill in them through the rigors of the Academy experience. It's really important. It's not only important at the Air Force Academy, it's important throughout life, because life obviously throws so many different curveballs your way, right?   Naviere Walkewicz 17:11 I appreciate that you shared that leaning into your support network, not only for their love and their confidence in you, but also it sounds like there was a bit of asking for help and what that was, and so I think that's important for people to hear too. While you are having to pull yourself up, there's no shame in asking for help along the way.   Brig. Gen. Marks 17:27 Not at all. And I would tell you, my mother has so many letters at home and letters that I don't even remember writing during my time at the Air Force Academy, where I was explaining to her different things that were going on that would bring a smile to my face now, because I would be shocked that I would have said these things to my mother or my father in terms of what was taking place and the help that I perhaps needed at the time.   Naviere Walkewicz 17:53 That's great perspective. So, you mentioned Honor Guard, and what an incredible year. I was not part of Honor Guard, but I did appreciate how they helped us stay militarily ready. What was that journey like for you?   Brig. Gen. Marks 18:08 Hard. It was very, very difficult. What I would say is this: So the Cadet Honor Guard attracted me because of the discipline that they had, that they have because of what they represented for the institution as well. These were the cadets that in every formation, carried our nation's flag. These were the cadets that were held up as the example of what a good uniform looked like and what military professionals should strive to look like and resemble and the precision with which they drilled was incredibly impressive to me. And so, when they had an opportunity to showcase what they were about to the fourth-class cadets at the time, so that we could show interest in different clubs, et cetera…   Naviere Walkewicz 19:02 Because you had to try out for honor guard. Is that correct, sir?   Brig. Gen. Marks 19:06 I'm trying to think if I would call it a try-out.   Naviere Walkewicz That's probably not the right word.   Brig. Gen. Marks I think it's probably one of the greatest examples that I can talk to about just showing up, which is to say, “Come one, come all, and there's going to be a lot of physical activity, a lot of running, a lot of drill work, et cetera, all meant to condition you and build your endurance for challenging times when you're in formation, and bad weather and things of that nature, because you know, when you're carrying the nation's flag, it's a no-fail mission, and you can't drop it. And it doesn't matter that it's 20 degrees and 50 knots of wind, you can't drop it.” And so how do I build that into you: the importance of what you're doing means to not only this institution, not only to the Cadet Wing, but to the nation as well? It was a grueling year. It was a hard year. And so I think we started probably with 70-ish fourth-class cadets, and our team ended up at the conclusion at about 16. And that was our team, and that was the team that we carried forth throughout the remainder of our time at the Air Force Academy. And again, I still stay in touch with them to this day. It was a fantastic group of people.   Naviere Walkewicz 20:35 That's incredible. So aside from Honor Guard and some of the time that you spent as a cadet, let's talk about your leadership as a cadet, because you've had multiple positions of leadership.   Brig. Gen. Marks 20:47 So, the two that resonate most with me right now, and that I gained a tremendous amount from — the summer leading into my two-degree year I was the Basic Cadet Training group training non-commissioned officer. That's a mouthful, and so the privilege of being able to, and I'm gonna' use air quotes, “greet” every new appointee as they arrived on the bus to the base of the ramp was given to me, and it was quite an honor. And so, I got to get on the bus and welcome every single basic cadet in the Class of 1998. I will never forget that. And then the next summer, I was the Basic Cadet Training commander, like you were talking about in your earlier comments,   Naviere Walkewicz I definitely recall that.   Brig. Gen. Marks I had a lot of fun, and beyond the fun that you have as cadre during Basic Cadet Training, I had a lot of fun in this regard. As the training NCO, seeing the progress, the development of the basic cadets from I-day, or from that first day of basic training, until the Acceptance Day Parade, if you will, or until we handed them off to the Jacks Valley cadre was something that I really appreciated, because it was very, very noticeable: the changes in drill, the changes in customs and courtesies, the changes in uniform wear, the changes in Mitchell Hall decorum, the changes in how they kept their rooms, et cetera. It was noticeable. And I really appreciated being able to see the fruit of the labor of the cadre. As the BCT commander in so much that you can learn executive-level leadership as a cadet, it taught me a lot about that. So this is the first time that I had an opportunity to conduct my own staff meetings, to build my own staff, to chart a vision, to set objectives, to hold accountable. It taught me a tremendous amount beyond the fun and the great memories of walking across the stage with my taps on during the Fourth of July at A-Hall, which I absolutely still remember to this day, I absolutely remember to this day. But both of those experiences are indelible for me at this point. And I talked to the BCT cadre about them now, because I want them to know that this time that they have is so precious, precious not only because of the memories that they're going to make, but precious because of the impact that they're going to have on these basic cadets. They will remember them forever. They will remember them forever.   Naviere Walkewicz 23:30 Truth. So, I think one of the things that is so unique about that: You said, it was the first time you had the experience of conducting kind of your own operations, or what that looked like, the battle rhythm, the vision. I think a lot of our listeners, you know, they look at you, you're a general, you've been a leader. You know all this. What are some of the things you learned about yourself in that experience that maybe you would share just some lessons in leadership in the early parts of your leadership journey?   Brig. Gen. Marks 23:55 So, I learned very early on, probably as a three degree, that standards really, really matter. It crystallized for me as a probably a three degree, and it just continued to resonate throughout the rest of my career that standards matter greatly in our profession, and perhaps across all walks of life. They matter because of the fact that if we allow someone to not be questioned about meeting standards, we will likely allow further deterioration down the road and erosion down the road, which could lead to catastrophic occurrences. And I've seen it in numerous instances, whether we're talking about accidents, aircraft accidents, whether we're talking about units that have toxic cultures. Because oftentimes it starts with the breadcrumbs that you can walk back to the erosion of standards. There's a line that I love in John Wick. I'm a big John Wick fan. The fourth movie, the bad guy, I don't remember his name, said that his father used to tell him, “How you do anything is how you do everything.” And that is so powerful to me. It is so incredibly powerful. “How you do anything is how you do everything.” I believe that. I truly, truly do. And I learned that for the really, for the first time, as a three degree. I would also tell you perception matters. And I learned that as a firstie as well. How you conduct yourself — as Patton would say, “You're always on parade.” It's important. And if your staff thinks that you are cutting corners here or showing favoritism there, whether that's true or not, it's their reality, and they are going to respond based on how they view their reality, how they view the world in that context. And so, I as a firstie through the experience of the BCT group commander, began to truly pay attention to what perceptions I was perhaps enabling. How about I put it that way? Those are two that come to mind in terms of lessons in leadership that I learned here at the Air Force Academy. When I talk about the idea of building a staff and running a staff meeting, they seem minor. Building the staff was important because it was at that time that I realized that while I may have some things that I'm pretty good at, there are a lot of things that I'm not, and I want to surround myself with people that are good in those areas that I'm not. And so I was very, very deliberate in who I surrounded myself with from a BCT group staff perspective. And then I would also say it's important to, especially when you walk into a group for the first time, to know what you're going to say, to have an agenda for how you want to run things. Because that first impression when you walk in as the leader, as the boss, as the commander, et cetera, it's gonna matter. It is absolutely gonna matter, and you will never have another opportunity to make a good first impression. And so, I could go on and on. I learned a lot from my experiences here in leadership at the Air Force Academy.     Naviere Walkewicz Those are excellent examples.     Brig. Gen. Marks That's why I wanted to come back. While I understood what standards meant and the importance of them as a three degree, I didn't fully put together the impact that the Academy had on me until I was a captain. Leaving here, probably like you and others, I drove away as fast as I could.   Naviere Walkewicz The rear-view mirror…   Brig. Gen. Marks Absolutely, and I told myself that I would never be back here.   Naviere Walkewicz Really?   Brig. Gen. Marks I really did at that time, because enough time hadn't passed to allow me to reconcile all of the wonderful things that had taken place in my development during that four-year period. And it wasn't until I was a captain that I realized that who I was as a function of the Air Force was in large part due to the development that I had received at the Air Force Academy. I credit my parents as well, for sure, but the Air Force Academy, for sure, had a lot to do with that, and I wanted to give that back to other cadets.   Naviere Walkewicz 29:03 Was that in a moment of reflection that you realized that, or was that — did something happen where you were like, “Wow, that's something that I kind of took from the Academy.”? How did you come to that realization?   Brig. Gen. Marks 29:15 I was having — a lot of positive things occurred to me in my career. At that point, I was having a lot of successes, and at some point, I thought about the fact that while certainly I am truly blessed, and certainly there is some luck that plays into that as well, I at some point, through introspection, just kind of look back on the journey that I had gone through from being the knucklehead kid from Atlanta, Georgia, to being this captain in the Air Force, and the metamorphosis that occurred and how that happened. And, so I can only attribute it — some of that, again, is the development over time, when your parents are teaching you things and instilling values and virtue into you, and at the time, when you're a know-it-all teenager, you don't think that it's sinking in, but it does, and it shapes you over time. So, some of it's that, but some of it was the Academy itself. I will tell you this: So, there was a program that I participated in as a junior, I guess, in high school, where I got to come to the Academy for an overnight visit. And I stayed with a cadet, and what I remember about that is this: So I think I stayed two nights. But the first night I went to a pay phone to call a friend, and there was a $20 bill at the top of the pay phone. And so, I went back to the room to tell the cadet, “Hey, somebody left some money there,” and he said, “Don't worry about it. Whoever left it, they'll remember that they left it there, and they'll come back and get it.” And I was bewildered. I was like, I don't understand how that's possible. OK, so the next night, I went to the same pay phone, and it was still there. And I was blown away, and I never forgot that, that this is a place where honor really, really matters. And certainly my parents have integrity, and certainly they, you know, preached and instilled those types of values, but here at the United States Air Force Academy, it was practiced every single day, and it was visibly discernible to me throughout all facets of the Academy experience that undergirding these, you know, push-ups that I was doing and this chemistry test that I was taking, et cetera, was this honor code and these core values that all of us together share. And I just absolutely love that. Reflecting on that over the course of seven years changed my life, truly, for the better.   Naviere Walkewicz 32:15 Thank you for sharing that story. And I actually got chill bumps just thinking about, well, I mean, but you're, right now, you can't think about a lot of places where you can leave something and it's probably still going to be there, or if it was identifiable, it would probably been returned. So, I think that is something we can be so proud of. So, you mentioned, sir, some of your successes. They were kind of, you know, happening outside of the Academy once you'd graduated. Let's talk about what your career looked like and what those successes were.   Brig. Gen. Marks 32:50 So, I was a casual lieutenant. And I guess the claim to fame that I have is that I was Gen. Lorenz's casual lieutenant. So Gen. Lorenz was the commandant immediately after I graduated, went on to become a four-star general, and he is still incredibly active here in the Academy community, and being his casual lieutenant, specifically, his special projects officer, was enlightening in a lot of different ways. Gen. Lorenz is a great leader. He's a unique leader as well. And I learned a lot from being in his space, being in his presence, and seeing how he conducted business. Interestingly enough, when you walk up to the office spaces of the Cadet Wing where my office is, in the hallway is a display of all the previous commandants and their biographies. That was one of my projects as a lieutenant, believe it or not, a long, long, long, long time ago. And so, it gave me an opportunity to be able to research all of the previous commandants to that point and see the commonalities between them as well. So I did that for a little less than a year, and then I went to pilot training. Pilot training was hard. Pilot training was very, very hard. In fact, I came back, if I recall correctly, either in the middle of pilot training or just as I was graduating to talk to the Cadet Wing, the Class of 1998 — one of the classes, '98 or '99 — invited me back to talk at M5.   Naviere Walkewicz I'd like to say it was us.   Brig. Gen. Marks I would like to say it was you all too.   Naviere Walkewicz Can I claim it?   Brig. Gen. Marks And you all gave me the bird, and it was wonderful, and I still have that bird in my office to this day. And I talked about how hard pilot training was, but maybe you'll remember this. I listed the top five hardest things that I've ever done in my life to that point, and I can't remember — I remember No. 1, but I can't remember the exact order, but it was something along the lines of the four-degree year, the entire cadet experience, pilot training, SERE at the time, and my four-degree Honor Guard experience was No. 1 for sure. But all of that to say, just being able to come back to the Academy was a tremendous honor, especially for this silly second, actually, I was a first lieutenant at the time. So went to pilot training and then was selected to be able to stay at pilot training and be an instructor. I went from Columbus to Vance Air Force Base and did that for three years in the T-1, which I absolutely loved. The T-1, that aircraft was probably, if I had the resources, if I was well healed, I would buy myself a T-1 and if I could afford the maintenance. I absolutely love flying that plane and enjoyed my time in AETC. And really, there's nothing special about me. When you enjoy what you're doing and feel like you have a passion for it, oftentimes you're going to do well. I think that's that holds true for just about anybody. I did pretty well in the T-1. After that, I went to an internship at the Pentagon, and so I was there on 9/11 and I got my master's in D.C., left there. After that, I went to Tinker Air Force Base. I did not want to go fly AWACS, and I love AWACS now, but I did not at the time. And I remember when I drove up to the gate for the first time after my year in D.C., and the Security Forces airmen that saw me at the gate asked me, “Are you OK?” just based on the, luckily, based on the look on my face after driving cross country. But what was special about Tinker is that that is where I truly learned, as I would call it, meat-and-potatoes flying, stick-and-rudder flying, no kidding, no thrills and frills. In the AWACS aircraft, you've got to know how to move that jet where you need it to move. You've got to know how to compensate for the aerodynamics of the roto-dome when you're refueling, you've got to know how to fly. And I so it was very enjoyable in that regard, and just being operational was enjoyable. Tinker, though, what I will always credit Tinker for is this: Tinker is where I met my wife.   Naviere Walkewicz 37:15 So I was gonna' ask when the magic happened.   Brig. Gen. Marks 37:19 Yeah, it happened at Tinker. We met through a mutual friend and so, interestingly enough, I always say that the two best decisions I ever made in my entire life, I show on my left and my right hand: my wedding ring on my left, my class ring on my right. Best decisions I've ever made for myself. My wife is retired Air Force 23 years, and she was a first lieutenant, I was a captain. We met through a mutual friend and became friends, and over time, over a period of about a year and a half, we started dating. I asked her to marry me after another year and a half or so, probably a little longer than I should have waited. So, I arrived in 2002, we were married in 2005.   Naviere Walkewicz 37:59 Was her uniform better than yours, sir.   Brig. Gen. Marks 38:05 Oh, goodness, no. So my wife, she will listen to this. My wife would tell you that she has had a wonderful 23-year Air Force journey. Started off with 13 years enlisted time and went to OTS, et cetera. My wife would tell you that I am, I think the term is, I am very “ate up” in terms of the military. Hopefully your listeners know what that means.   Naviere Walkewicz 38:32 Yes.   Brig. Gen. Marks She was not, at all. Not at all. That was not her personality.   Naviere Walkewicz They say opposites attract.   Brig. Gen. Marks 38:35 But I think really, more than anything, what I loved about her, beyond her candor and her honesty, was her compassion as well, her intellect, her ability to be able to see the world in a different way than I saw it — for us to respect each other's opinions about different things, for her difference of a net of opinion, but how she viewed the Air Force and her journey through the Air Force differently than I viewed mine. But we respected each other's nonetheless. And my wife is the reason why I'm still serving and I say that because of this, if my wife was not still in love with this Air Force journey, I would have stopped. I absolutely would have, because being married — and our family is, I hate to say it, is more important to me, truly it is. And so, I would have absolutely stopped. But she loves it. I loathe PCSing. Can't stand it. I'm in a great career field, but my wife loves it, loves the excitement, loves thinking about what's next. And so as long as she's enjoying it, I'm enjoying it too. Yeah, she's my best friend, my best friend for sure. So, we met after that, got married. Fast forward, I left Tinker and went to a Staff assignment in Suffolk, Virginia, stayed there for about three years, went back to the T-1 as a director of operations, a commander in the 99th of Tuskegee Airmen heritage. Then I went to National War College, went to Staff, went back to Tinker, 10 years as the vice wing commander, Offut as the wing commander, back to Staff again, and then here as the commandant.   Naviere Walkewicz 40:32 So, when did the idea trickle back to the mind of, “I want to get back to the Academy?” How did that come into play? Was that just a natural progression of your career? Or how? How does one navigate that?   Brig. Gen. Marks 40:43 So, it was at the time this realization that it had changed me so much and so positively. How can I be a part of another person's just incredible admiration for the experience and appreciation for the experience that they had while they were here? And so, I started investigating becoming an AOC, because at the time, that was where my status in life was in terms of rank, and was the most appropriate, if you will. It just didn't work out for me in terms of the timing.   Naviere Walkewicz 41:24 So, you'd already been looking throughout your career to come back.   Brig. Gen. Marks 41:27 At different points in my career, so about the seven-year point is when I said, “No, I would really like to go back and give back.” And now it's a function of trying to maneuver the timing and all of the other facets that make up an assignment and career progression to try to see how that could work. As an Air Force intern, that counted as my in-residence intermediate developmental education. And so, because of that, I was fast-tracked to staff immediately. And so, timing just didn't work in terms of that intermediate level, getting back to the Academy and making a difference. And so, the next opportunity for me was as a lieutenant colonel, because at that time, our group commanders were group AOCs and they were lieutenant colonels, the opportunity didn't present itself and command of a flying squadron did, and so I absolutely jumped on that with both feet. The idea kind of was off in the back portions of my brain after graduating from command and it didn't come back into the forefront until I got back to the Pentagon because I view the Pentagon as most people do. You know, it's a necessary evil. There is tremendous virtuous work that takes place at the Pentagon. It really is. And I certainly don't mean to poo-poo it. Staff work is important. It's necessary. I wanted to get back into, no kidding, base, desperately. And it had been 27 years-ish to that point. I'd come back for coronavirus. I was working for Gen. Brown and for Secretary Kim. I came back for corona and that was one of the first times that I had been back. And I knew I had to get back here. And interestingly enough, I brought my check to Doolittle Hall. I wanted to be a life member, and I had my $800 check in my pocket. My wife gave me permission, and I was like, “I'm ready.” And I'll never forget this. I don't remember who I talked to, but she said, “Hey, if you wait just a few more months, it'll be free for everybody.”   Naviere Walkewicz Membership for all graduates!   Brig. Gen. Marks I was like, “Sweet!” And then she happened to look at my ring, and she's like, “You got a chip on your ring. Why don't you hand that over to us? Your buying this ring came with a lifetime warranty.” And I was like, “This is unbelievable. This is like, divine intervention. I gotta get back to this place. I love it.” Yeah, I'm so happy to be back here.   Naviere Walkewicz 44:18 That is wonderful. So maybe before we go into arriving back here, kind of some of the surge of what that experience was like — what were some of the leadership nuggets, or the leaders that you worked either under with as peers, those you learned from that worked under you, that you kind of continued to evolve yourself as a leader. What were some of those that shaped you?   Brig. Gen. Marks 44:39 So, I think I will start with my time at Tinker as a flight commander. I think one of the things that I learned then was the importance of being credible in an operational flying squadron. Yeah. Your worth is, especially in a flying squadron, especially as a CGO, your worth is in how well you fly, speaking for pilots in that career field. And so, when you fast forward that to now, what I tell junior officers is this, “As a CGO, your No. 1 objective, your sole objective, is to be a master of your craft. Nothing else really matters. Being a master at your craft is the recipe for success, and if you are not able to do that, it is going to be difficult for you.” So, I learned that at Tinker Air Force Base, I would say, fast forwarding a little bit further to some of my Staff assignments, I would imagine, one of the reasons why I have never been incredibly fond of Staff is because I have — there has never been a good fit for me in terms of the staff assignments that I've been in. I could argue maybe the last one was perhaps, but where I'm going is this: It taught me the need to be able to be adaptable to learn as you go, to be open to learning, and to be humble enough to ask a lot of questions. And I think that that's a tremendous leadership trait to have, to humble yourself to your team, to come in and say, “I don't know everything. I don't know all that you all are doing.” Your stories even, “Please help me to understand. Please teach me.” So Staff, for all of the pains at times, really has developed me to have a better appreciation for that. I would tell you in command, “Oh, my goodness, command is all I ever want to do,” which is both naive and probably a very elementary way of thinking about things I just love command, and command has taught me so much.   Naviere Walkewicz 47:16 What do you love about command?   Brig. Gen. Marks 47:20 So, command is special because there isn't really, not really. There isn't period another position in the military where you are statutorily and regulatorily responsible for mission and people, nothing else. There is no other position in the Department of Defense military like command and to — especially at the unit level, the squadron level — to have such an immediate impact on mission like you are able to, as a squadron commander, and have such a positive impact, direct impact on airmen's lives. It is so incredibly fulfilling. And as you progress and command at higher levels, the direct impact on individuals lives lessens, but the direct impact on mission grows exponentially. I absolutely, not only that, but as you command at higher levels. While the impact, and I probably should have said it this way, the impact that you would have on so many individual airmen's lives' lessons, the impact that you can have on an individual airman's life magnifies based on rank. It is significant also. And I always — one of the things that I tell people all the time is the… it's an oversimplification, but the only reason to have rank is to do good, is to do good things, to make things happen in a positive way that affect positively mission and benefit airmen's lives. That's it. That's all. And if it if rank becomes something different than that for you, you are in the wrong business, or we've given it to the wrong person, if I'm being honest with you.   Naviere Walkewicz 49:11 Thank you for sharing that. So how did you find out that you — how did it work to become the commandant of cadets? Is that something that you're selected for? How did you find out?   Brig. Gen. Marks 49:23 So, I — well for your listeners, there's a dream sheet, if you will. We have a module that we go into and identify things, jobs, positions, perhaps even locations that we think that our skill-set matches up nicely for or that match our family circumstances, and in that module, I talked about the fact that I wanted to be able to give back to the Air Force Academy in this way. And talked about the fact that for 20 years or so, give or take, I have been trying to get back here to be able to have an impact. And I listed some of the things that I felt enabled me to have that type of impact. And then I got a call from the colonel's group or the general officer's group. I can't remember which one, probably general officer's group, that said, “Hey, the superintendent would like to interview you.” And I said, “OK, very good. I look forward to talking to a superintendent.” And what I will tell you is this: It is very difficult to prepare for an interview like that. Number one, you know, in the short amount of time that you're given to prepare for it. And then two, you just really don't know what you're going to be asked. And my knowledge of the Academy was very, very dated, you know, for 27 years ago when I graduated. But I said, “OK, let's go. Let's do it.” And so, I talked to him on the way home from the Pentagon in my car driving home, and we had a really nice conversation. And I remember parking in our driveway, and I remember staying in the driveway for about 15 more minutes as the conversation concluded, and I remember going into the house, and I remember talking to my wife, and I said, “You know, there are probably a number of people that interviewed, and they are, I'm positive, incredibly well suited for the position. There's always somebody better.” That's another great lesson that the Academy taught me, is there's always somebody better. But I said, “I think I feel like that went well. I don't know that I could have given any more to that interview.” Eventually, the superintendent made a decision. The superintendent had to vet that decision through higher levels as well. And eventually you come out on a list and it is announced that this is your next job.     Naviere Walkewicz That's how you found out? You saw the list?   Brig. Gen. Marks So admittedly, you know, birdies are talking to me ahead of time. But at the same time, you are just as a professional, more than anything else that is, that's meant to be private information for just and your family to kind of get your mind wrapped around those types of things. Because, as we've seen over the course of numerous years now, sometimes these lists come out later, and if you were to find out solely by that, that's not a lot of time to house hunt. That's not a lot of time to arrange schools. That's not a lot of time to arrange PCSing, you know, those types of things. So, and in this particular case, I needed to PCS from the Pentagon. I needed to perform a promotion ceremony. I needed to work a change of command ceremony here as well. And so, my wife and I joke, now this last move was the most difficult move we've ever, ever had, because I did all that in 30 days.   Naviere Walkewicz 53:27 Wow, it was a lot, but this was probably one that you were both excited for, not just her.   Brig. Gen. Marks 53:31 Oh, we were. The amount of YouTube videos that we watched in our household about basic training and about the Wings of Blue, just to get our kids excited about this, which is why, I mean — there is no excuse for not knowing what you're walking into at the Air Force Academy, because there are thousands of videos out there. Yeah, and so we were very excited, and the kids were incredibly well educated on what they could expect, everything from the wildlife that's on the installation, to the climate and the altitude, to what cadet life was going to be like. And so, we were really excited. And I remember — and because the kids had never been here at all, my wife and I had taken a trip here early in our marriage, our kids had never seen it and the excitement over the five days of driving was just really, really building up. And so, when we finally were able to see the big white box on the horizon,     Naviere Walkewicz Yes, the chapel-in-the-box.   Brig. Gen. Marks Yeah, when we were able to see that, and I was pointing to it as we were driving, they were just, they were just absolutely bubbling over with excitement. It was amazing.   Naviere Walkewicz 54:34 How did you feel when you saw it?   Brig. Gen. Marks 54:38 Very, very excited. A little overwhelmed. Also, I would tell you, I was really — I was both naive and I was also incredibly humbled and respectful of what I was walking into. Naive in this regard: I felt like, my goodness, I don't know that I've ever been more prepared for a position that I'm walking into than being the commandant of cadets at the Air Force Academy. Because I graduated from here. I surely have to be well prepared and well suited. You know nothing about the inner workings of the Air Force Academy as a cadet. Nothing, nothing. And so, there was so much to learn about governance, not only that — I will tell you this: I had some troubles academically. I never had any run-ins from an honor perspective. I never had any discipline issues, either. And I don't say that to sound self-congratulatory. I say that to show my ignorance, because there were significant gaps in my knowledge and my understanding of how to manage the Cadet Wing, because I had never had any experience with honor, I'd never had any experience with discipline, and so I had to dive into those when I got here and learn that where somebody else might not have had to do that. Very respectful of what I was — the Academy is an incredibly special place. It is also, I don't say this, I don't mean this pejoratively, it is also a lightning rod for attention. There is always attention being drawn to the Air Force Academy and coming into the institution knowing that, it certainly had my attention up front, and I realized also that the opportunity to shape 4,000 cadets and to be able to be the one with a great, amazing team responsible for their military development, their character and leadership development, to ensure that on graduation they had achieved everything that they needed to do in terms of commissioning education to be responsible for their honor education, to be the one that is ultimately overseeing cadet life, it's an awesome, awesome responsibility, and I had a tremendous amount of respect for it when I came into the institution. So overwhelmed in that regard.   Naviere Walkewicz 57:22 I almost could feel through your eyes what you just expressed in coming back and seeing the Academy again and I think this is a wonderful time, because some of us have had the opportunity, whether it's been recent reunions, to hear you speak at reunion briefings, to catch a glimpse of you know, some of the changes or some of the things that you've brought back. Maybe this is an opportunity to share what's Academy life like now, but through the eyes of the commandant. What would you like to share with our listeners?   Brig. Gen. Marks 57:49 So, I would tell you and your listeners that the life of a cadet has changed and is going to change even more. So, I would start much more strategic and talk about this geo-strategically. Being in an era of great power competition, we recognize that because of who our competitor is, because of the advances that they have made, et cetera, it is incredibly important. It's critical for us to rethink how we do just about anything. Rethink how we train, how we develop, how we organize, how we employ force, how we sustain that employment of force, everything. At the Air Force Academy we're in a developmental business and so it's important for us to step back and ask ourselves, with no indictment on the past and the cadets and the lieutenants, rather that we have created and that we have graduated, but right now today, are we doing everything that we can to ensure that the lieutenants that we graduate are ready to lead on Day 1 and win ultimately, should deterrence fail in great power competition? In that deep dive, we have to explore some of the training techniques that we employ here and whether they are applicable on the outside and the force the greater force, or whether they are potentially creating a hazard of negative transfer, we have to ask ourselves whether some of the traditions that we enjoy, or that we have enjoyed here at the United States Air Force Academy, are appropriate for this day and age, send the wrong message, or are potentially harmful in terms of our culture and our climate. Deep diving into all those things, one of the things that I've come to the realization about is this: What I want to be able to do is ensure that a cadet that has graduated — and I know that I won't be here for four years, but assuming that I was — meeting a cadet on I-Day and walking with them through four years, I want to make sure that they feel like they got their money's worth from a military development perspective or military training perspective. And here's what I mean by that: Anecdotally, as I talked to cadets, hundreds of cadets, and talked about their journey at the Air Force Academy, one of the things that I found is that the institution and the curriculum challenged them as a four degree. I think that is universal. But I would also say, and I would imagine, that many of your listeners who are grads would agree that once you were out of your four-degree year, the institution allowed for it to be, if this was your desire, very easy for you to coast militarily, or, dare I say, potentially hide militarily. And I didn't want that. I wanted essentially the same level of rigor that is placed on you academically and the same level of rigor that is placed on you physically and athletically to be placed on you militarily. Said another way, the same sweaty palms that you get in anticipation of your GR are the same sweaty palms that you get in anticipation of your PFT. I want you to have an anticipation of your inspection, or an anticipation of your formation, or an anticipation of your knowledge test, et cetera, throughout your four years. And so, we have evolved our thinking and more importantly, our focus to developing across all four years with the same level of diligence and the same level of rigor that we placed in our fourth-class development. And so the moniker, or the catch phrase, the bumper sticker that we use is that we have transition from a focus on the fourth-class system, to a four-class system, where you can expect, as a rising three degree, or as a rising two degree, to be taught what we need you to do in terms of your military development, expectations and responsibilities, let loose to go practice those things, those supervisory skills, et cetera; assessed on those things, taught warfighting skills as well, that will prepare you for great power competition, et cetera, et cetera. And I can go into a lot more detail, but suffice it to say, this is a significant shift in how we've been operating, and it's a shift for the better, because this is what our nation needs. This is putting us in a better position to be ready on Day 1 to lead and to win on Day 1. So, I'm really excited about it.   Naviere Walkewicz That is exciting. Brig. Gen. Marks We're also bringing some rigor back into expectations about what it means to be a member of the Cadet Wing. So, in other words, we are increasing the number of formations. We are increasing the number of inspections. We are putting our money where our mouth is with respect to the fact that we say and rightly so, that we value character. We are now adding that too as a function of how we assess from a military performance average perspective, how we assess character, because it's so important, it's so critical. There are a lot of changes that are happening for the better, and these changes are going to affect not only the readiness of our cadets, but it's going to affect the culture of our Wing as well in a positive way. It's just going to take some time.   Naviere Walkewicz 1:04:00 That's outstanding. Do you see that trickling up as well into some of the officers that are involved in this, with you, and shaping the cadets — so the AOCs, also your AMTs, and how they're doing that? Is that part of this as well?     Brig. Gen. Marks 1:04:13 It is, and I'll be honest with you, I don't want to be short-sighted or to minimize the impact that the entire institution is going to have. Believe it or not, the touch points that our faculty have, our coaches and staff have, they are abundant, and we would be doing ourselves and our cadets a disservice if all of us in lockstep were — not attacking the problem, but weren't in this together in terms of this development and this approach that we're taking. And so we are. We absolutely are. The dean and I are classmates. We have a tremendous and positive relationship, same with the athletic director and the executive director of Athletics as well. And together we have coffee on a regular basis, and we share ideas and talk about our approaches so that we can together positively impact our cadets. So yes, it is an all-of-USAFA approach and an all-in approach.   Naviere Walkewicz 1:05:22 Absolutely love that. Well, I have two questions. I want to give them to you so you have a chance to think about. The first one being, you know, as a commandant, what keeps you up at night? I think that's something on the minds of our listeners. But then also, would you share maybe, what's something that you're so proud of that's happened since you've been here kind of under your leadership, and maybe something that you're not so proud of? And you can answer those however you'd like.   Brig. Gen. Marks 1:05:48 What keeps me up at night is the resilience of cadets. And let me explain that just a little bit. In no way is that an indictment of a generational thing; this generation of cadets is less. Not at all. It's me talking about human behavior and saying that our program is difficult, it's challenging, and individuals respond in different ways to that, and what keeps me up is an individual feeling like there is no way out. That bothers me a lot. It really, realy, really concerns me a tremendous amount. And so I spend a lot of time talking to our command teams about this and about the need for us to administratively ensure that we are being as efficient as possible when we adjudicate certain matters, because what we don't want to do is leave someone dangling in terms of decision making for months and months on end, because that exacerbates that problem and my concern. In terms of what I am most proud of — so, the jury is still out, but here's what I'll say: I'm very proud of a lot of things. I'm proud of the team we've assembled. I'm proud of the work that is being done at the Staff level. I'm proud of the work that our commanders and our AMTs are doing. Our commanders, our AOCs. I am also very proud of the partnership that we have across the installation. That partnership has enabled us to make a significant change to what is called the schedule of calls, the construct that defines how cadets, day to day, spend their time, essentially. We have made a significant change to it that enables us to provide a more professionalized delivery of commissioning education. It has allowed for us to provide some white space in cadets lives, significant white space. It has allowed for us to build in time for unit fitness. Unit fitness being the operative phrase there, because the unit is so important and developing that cohesion is so important. It ha

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Yoni Mazor, co-founder and CGO of Getida, discusses the recent changes in Amazon's FBA refund and reimbursement policies and how they will impact sellers. He explains the different types of claims and the time frames for reimbursement. Yoni emphasizes the importance of taking action before the October 23rd deadline to maximize reimbursements. Getida is a company that helps Amazon sellers recover lost inventory and obtain reimbursements from Amazon. The company was founded in 2015 and has since become the largest organization in the world focused on maximizing reimbursements for FBA sellers. They have a team of over 200 people in 12 countries and audit tens of billions of dollars of transactions every day. The name Getida stands for Get Intelligent Data Analytics. The conversation also touched on the importance of optimizing product listings for Amazon's AI tool Rufus and the recent changes in Amazon's policies regarding emojis in bullet points.   Takeaways Amazon is making changes to its FBA refund and reimbursement policies, and sellers need to be aware of the new claim types and time frames for reimbursement. Using a professional service like Getida can help sellers navigate the complex process of auditing and recovering reimbursements. Getida has helped sellers recover large sums of money, with one case resulting in over $400,000 in reimbursement. Amazon pays reimbursements based on retail value, not cost, so sellers can turn a profit by recovering funds. Sellers should take advantage of the opportunity to recover funds now and reinvest them in their business, especially in preparation for Q4. Getida helps Amazon sellers recover lost inventory and obtain reimbursements from Amazon. Optimizing product listings for Amazon's AI tool Rufus is important for visibility and ranking. Recent changes in Amazon's policies include the removal of emojis from bullet points.   Chapters 00:00 Introduction to Yoni Mazor and the Topic of FBA Refund and Reimbursement Policy Changes 04:19 The Three Claim Types and the Time Frame for Reimbursement 10:07 The Financial Impact of the Policy Changes for Sellers 13:38 Success Stories: How Getida Has Helped Sellers Recover Significant Amounts of Money 18:44 The Advantage of Amazon Paying Reimbursements Based on Retail Value 20:45 The Impact of Lost Inventory on Amazon Sellers 24:10 Becoming the Largest Organization in the World for FBA Reimbursements 26:51 The Importance of Optimizing Product Listings for Rufus 29:29 Recent Changes in Amazon's Policies: Emojis in Bullet Points 33:23 Actionable Steps for Amazon Sellers Before the October 23rd Deadline 35:08 Getida's Prime Talk Podcast and How to Get in Touch   Getida special Fearless Sellers offer: getida.com/deadline400 Follow Fearless Sellers Podcast on Instagram! @fearlesssellers Want our PPC help? Email: Joie@AMZInsiders.com  To book a strategy session with Joie and her team: www.Callamz.com