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72 episodes with Chaudhary
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Matt Roush gives us a few things to check out on TV/Streaming. Dr Chaudhary, MD from Beacon Orthopedics & Sports Medicine on knee and hip replacements. Also, Beer Dave!
Matt Roush gives us a few things to check out on TV/Streaming. Dr Chaudhary, MD from Beacon Orthopedics & Sports Medicine on knee and hip replacements. Also, Beer Dave!
Media Meltdown on Pakistan | Sudhir Chaudhary vs Do Took | Rahul Gandhi | Modi Shining | Harsh Kumar
Send us a textJoin hosts Alex Sarlin and Ben Kornell as they explore the latest developments in education technology, from AI in classrooms to workforce shifts and EdTech innovation across the globe.✨ Episode Highlights:[00:03:16] Ezra Klein podcast brings AI and education to mainstream conversation[00:07:20] Alex and Ben compare and critique GPT-4, Claude, Gemini, and other AI tools[00:09:28] Utah emerges as a leading hub for EdTech startups and innovation[00:12:21] New AI bundles help educators explore tools like Superhuman and Perplexity[00:13:19] Surge in media coverage on cheating, lawsuits, and educator use of AI[00:16:17] Lawsuit filed against professor for using AI-generated content in class[00:18:00] Concerns grow about students using AI tools to bypass cognitive learning[00:23:10] Direct-to-student AI sparks debate about academic integrity and design[00:25:20] Google plans to roll out Gemini to students under 13[00:29:41] AI enables hands-on science learning like virtual frog dissections[00:33:43] AI compared to electricity as foundational infrastructure for the future[00:36:09] Rising youth unemployment signals early impact of AI-driven disruption[00:38:57] Major firms lay off workers while shifting strategy toward AI adoption[00:40:34] EdTech must define and prepare students for new AI-native job rolesPlus, special guest:[00:41:22] Sam Chaudhary, Co-founder & CEO of ClassDojo on tutoring, gamified learning, and community building
In this deeply moving podcast episode, we break the silence on Nepal's war crimes and the widespread breaches of international law during the decade-long civil war. Our guest, a survivor of unimaginable trauma, shares her personal story of childhood before the conflict, the brutal killing of farmers, and the army's suspicions that tore her family apart. Through her powerful testimony, we uncover the false narratives that fueled suffering and human rights violations against innocent civilians. This episode also highlights the ongoing legal fight for justice by victims and the urgent need for meaningful national discussions to address these critical issues. We explore how politics has delayed justice and examine what true justice means from the perspective of those who lived through the conflict. Additionally, the conversation sheds light on the inhumane crimes committed, the role of the army in recent initiatives, and survivors' expectations from authorities to ensure accountability. Join us as we hear about the resilience required to move forward after trauma and the hopeful final message for national healing. This episode is essential listening for anyone interested in Nepal's civil war, war crimes, human rights, and the relentless pursuit of justice. GET CONNECTED WITH Sushila Chaudhary: Linkedin: https://np.linkedin.com/in/sushila-chaudhary-216700251
Achieving Success with Olivia Atkin Episode 133 "Achieve Conscious Leadership: Awaken Your Inner Greatness with Bhupendra Chaudhary"Olivia talks personal and professional achievements with Bhupendra Chaudhary. Bhupendra is a visionary researcher, philosopher, and author whose work is reshaping the landscape of self-discovery and human potential. He is the creator of The Meta Awakening, a transformative technique/methodology designed to empower individuals to lead lives of clarity, purpose, and resilience. Bhupendra is also the author of the book ‘Corporate Blackholes', a groundbreaking exploration of the unseen forces that shape corporate life. As an internationally recognized peak performance strategist, entrepreneur, investor, trainer, speaker, healer, and corporate consultant, he has consistently demonstrated an extraordinary ability to navigate complex business environments with insight and innovation. Through The Meta Awakening, Bhupendra has developed practical techniques that help individuals uncover their real selves, enabling them to achieve a harmonious balance between thought and action, as well as between emotional and practical aspects of life. His mission is to make life meaningful by infusing joy, love, success, prosperity, and passion into every endeavor.Join Olivia every Tuesday as she brings on top notch guests to talk about how they are Achieving Success! Career Development Book and More at Achieving-success.comStay Connected With Us:Linkedin: https://www.linkedin.com/company/achieving-success-llcInstagram: @_achievingsuccessTwitter: @_achievesuccessFacebook: @Achieving SuccessYou can find Bhupendra Chaudhary:Website: https://bhupendrachaudhary.com/Email: bhupendra.soul@gmail.comInstagram: @bhupendrazLinkedIn: https://www.linkedin.com/in/bhupendra-c-7bba24128/Become a supporter of this podcast: https://www.spreaker.com/podcast/achieving-success-with-olivia-atkin--5743662/support.
In this episode of the FHS Podcast, Marina Franolic speaks with Rahul Chaudhary, Managing Director & CEO of CG Corp Global and CG Hospitality Holdings. Rahul shares the bold investment strategy behind CG's presence in nearly 200 hotels across emerging markets — from Sri Lanka and India to the Middle East and Africa. He reflects on building through conflict, the rise of wellness as the new luxury, and why sustainability and digitisation are redefining hospitality. The conversation also touches on geopolitical challenges, tourism's power to unify, and CG's mission to create purposeful travel experiences rooted in simplicity, authenticity, and resilience.
In 1978, Nand Kishore Chaudhary (NKC) got a job offer from a Government bank and the chance to move from Churu to Jaipur -- something most people could only dream of back in the day.But, he declined that offer. He saw an opportunity in the carpets business which was a 100% export market and was growing steadily. He also saw this as an opportunity to impact lives and connect with people.So, he took a leap of faith. He took a loan of INR 5000 from his father. Bought a bicycle. Two looms. And started working with 9 artisans in Churu.And that's how Jaipur Rugs was born.Fast forward to today, he has created a sprawling empire with their carpets being exported to 60 different countries. They have trained >40,000 artisans and run various social initiatives via Jaipur Rugs Foundation.NKC & Jaipur Rugs are a shining example of how a business can create lasting impact in the lives of people.I learnt a lot while speaking to NKC and we spoke about a range of topics like:(02:03): How NKC started his entrepreneurial journey with INR 5,000(08:14): Inception of JaipurRugs — navigating early challenges of doing biz in the 1980s(14:49): What goes into making an exquisite handcrafted rug? Wool > Yarn > Carpet(20:31): How long does it take to make one carpet?(22:02): Challenges in the rug making biz - machine made carpets + reduction of artisans(25:28): BIG OPPORTUNITY — Evolution of luxury rugs market in India(28:17): Jaipur Rugs Foundation — changing lives of artisans(32:12): BUILDING LEGACY — Integrating children into the family biz(36:33): New initiatives @ JaipurRugs - converting artisans to artists(39:41): RAPID FIRE QsYou can check out their website @ JaipurRugs
Et si l'intelligence artificielle devenait l'alliée n°1 des restaurants pour lutter contre le gaspillage alimentaire ?Dans cet épisode, je reçois Tayeba Chaudhary, cofondatrice de Fullsoon, une solution qui aide les restaurateurs à anticiper leurs ventes, optimiser la gestion de leurs stocks, automatiser le passage des commandes... et faire des économies.Comment fonctionne cette IA ? Pourquoi le gaspillage reste un angle mort dans la gestion de nombreux établissements ? Et surtout : comment convaincre un secteur encore très attaché à l'intuition ?Avec Tayeba, on parle data, restauration durable, algorithmes au service du bon sens… et on imagine un avenir où technologie et écologie font vraiment équipe.Un échange qui s'adresse aux restaurateurs, consultants foodtech, responsables RSE, ou entrepreneurs engagés, et qui donne des clés concrètes pour conjuguer performance, durabilité… et bon sens.À écouter si vous cherchez à faire mieux, avec moins.Liens utiles :Insta du Podcast : https://www.instagram.com/le_mot_de_la_faim/Pour en savoir plus sur Fullsoon : https://fullsoon.co/Contacter Tayeba : https://www.linkedin.com/in/tayeba-chaudhary-152124125/Le mot de la Faim est un podcast artisanal et indépendant.Production, réalisation et montage : @Yassir KaboriCrédit bande-annonce : @Tarik AzzouzHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.
In this episode, we sit down with Niren Chaudhary, former Chairman and CEO of Panera Bread, and VEST Member Beverly Carmichael, a seasoned corporate board director for several iconic brands. Together, we explore the rising demand for empathetic leadership in today's volatile and unpredictable world.“Leaders have to be peddlers of hope,” Niren Chaudhary.For our guests full bio and show notes click here. Drawing on the moving story of his late daughter Aisha—who accomplished extraordinary things in her 18 years despite a terminal illness—Chaudhary shares how profound personal loss reshaped his perspective on life, leadership, and legacy.From this experience emerged a leadership philosophy anchored in three core values:Courage: Focus on what you can control.Gratitude: Celebrate life's gifts, even in hardship.Generosity: Lead by serving others.He introduces a four-step framework for processing loss and leading with resilience:AcceptanceSelf-forgivenessSelf-loveRenewed hope through purposeThese principles are not only healing—they're actionable strategies for leaders navigating uncertainty and change.Chaudhary also reflects on the challenges of leading multigenerational teams, and building cultures that thrive, by providing:Clarity of missionOpportunities for personal masteryShared purpose as a multiplier for goodand challenges the false divide between purpose and profit. He shares how leaders can foster a virtuous cycle where values-driven decisions enhance both customer and employee experiences—not through isolated acts of charity, but through integrated, sustainable impact. Tune in to discover how courage, gratitude, and generosity can transform your leadership—and your organization. Be sure to share this episode with a friend and don't forget to leave us a review.If you enjoyed the episode share it with a friend and don't forget to leave us a review. If you are ready to take your career to the next level, apply to join our community of professional women, all eager to help you get there and stay there. Check out our VEST Membership and apply today! www.VESTHer.co
On this episode, Vinit Chaudhary, founder of Elemental Composites, joins the podcast. Elemental Composites specializes in fabricating non-woven intermediates for composite industries. Their innovative process consists of two distinct stages: (1) Unique Mixing: This process involves the deagglomeration of fiber bundles and the uniform mixing of various types of fibers. (2) Dry-laid Technique: The mixing stage […] The post Unlocking the Potential of Natural Fibers – Interview with Vinit Chaudhary of Elemental Composites first appeared on Composites Weekly. The post Unlocking the Potential of Natural Fibers – Interview with Vinit Chaudhary of Elemental Composites appeared first on Composites Weekly.
Welcome to season seven of the RUSCA Supply Chain Central Podcast hosted by Liam Ripberger and Nathaniel Perez! This episode's guest is Akshita Chaudhary, an RBS alumni and former VP of Marketing for RUSCA who now works at Johnson & Johnson. Tune in to hear insights into what a day in the life is like for Akshita at Johnson & Johnson, and what advice she has for aspiring supply chain and BAIT students at RBS!
Ashrayata Karki Chaudhary is the Chairperson of the Nepal Super League (NSL) and the current Chairperson of Nepal Sports and Events Management (NSEM). Shreyans Karki serves as the Managing Director of the Nepal Super League (NSL).
Protests on Waqf | Nagpur Riots | Kejriwal Back | AAP vs Farmers | Anupam K Singh, Omkar Chaudhary
In this episode of WP Builds, I talk with Akshat Choudhary, founder of Block Vault, about his new product, Airlift. Airlift is a WordPress optimisation tool that promises to speed up websites with the click of a button by automatically implementing performance enhancements like caching, CDN, and image optimisation. Akshat discusses the challenges and importance of making websites faster for user engagement and conversions. Although building Airlift took longer than anticipated, with three-and-a-half years of development, the goal is to make fast websites accessible to everyone, emphasising the impact on user experience and engagement. Go listen.
In this episode of foHRsight, co-host Mark Edgar connects with Mumtaz Chaudhary, Chief Experience Officer & Co-founder of Pragilis. They talk about practical approaches to change management and the criticality of leadership, two-way communication and identifying tangilble measures of success.In the conversation, Mumtaz refers to the ADKAR model you can learn more about here:https://www.prosci.com/methodology/adkarYou can learn more about Mumtaz's work here:https://www.pragilis.com/#about-usAnd connect on LinkedIn here:https://www.linkedin.com/in/mumtaz-chaudhary/Don't forget to sign up for our weekly newsletter foHRsight at http://www.futurefohrward.com/subscribe.Follow us on LinkedIn:Mark - www.linkedin.com/in/markedgarhr/Naomi - www.linkedin.com/in/naomititlemancolla/future foHRward - www.linkedin.com/company/future-fohrward/And on Instagram - www.instagram.com/futurefohrward/Support the show
In this episode of The TRU Leader Podcast, Tracy and Michelle are joined by Ruchira Chaudhary. Ruchira shares her transformative journey from unfulfilling careers to a purposeful life as a leadership coach. Drawing from her role as an executive coach at the University of Chicago's Booth School of Business and her groundbreaking book “Coaching: The Secret Code to Uncommon Leadership,” Ruchira highlights the power of coaching in helping leaders thrive while empowering others. The conversation explores frameworks like the “4C + Model,” which uses the "4 C's"—Capability, Clarity, Consciousness, and Confidence—to unlock personal growth and self-belief, especially for women navigating self-doubt. Together, they stress that coaching isn't about offering answers but fostering self-discovery and potential through thoughtful guidance.Ruchira advocates for building coaching into the fabric of organizational culture, replacing rigid performance reviews with continuous, supportive feedback. From insights on creating psychological safety in culturally diverse environments to practical tips for developing self-awareness and a growth mindset, this episode is packed with actionable advice for leaders looking to elevate their impact. Tune in to gain valuable strategies for coaching and leadership that can transform not just your professional life but also those you lead.For full show notes and links, visit https://www.missinglogic.com/truleaderIf you found value in this episode, please subscribe and leave us a review on Apple Podcasts!SOCIAL MEDIA LINK:https://www.linkedin.com/company/missinglogic-llcSummary:This episode of The TRU Leader Podcast features Ruchira Chaudhary's journey from an unfulfilling career to becoming a leadership coach and author. Ruchira and co-hosts Tracy and Michelle discuss the transformative power of coaching in leadership, highlighting frameworks like the “4C+ Model” with its “4 C's”—Capability, Clarity, Consciousness, and Confidence—that foster self-awareness, growth, and confidence, particularly for women overcoming self-doubt. They emphasize integrating coaching into organizational cultures through continuous feedback, creating psychological safety, and aligning personal and organizational goals, offering valuable insights into developing leaders who empower others while achieving their own potential.In this podcast, business leaders navigate the challenges of high-pressure jobs, tackling burnout, micromanagement, and decision fatigue while honing emotional intelligence, communication skills, and problem-solving abilities to strengthen their leadership identity. Through discussions on leadership development, stress management, conflict resolution, and time management, listeners gain insights into achieving work-life balance, overcoming the struggles of being overworked, and fostering personal growth in the ever-evolving workplace.
In this episode of The Brand Called You, N.K. Chaudhary, CMD, and Founder of Jaipur Rugs, shared insights into building a globally recognized yet locally rooted brand in India. He emphasized the conscious inclusion of employee upliftment in his decision-making and business strategies. Chaudhary also discussed the "circle of positivity" that connects artisans with customers, creating a unique bond through the brand's products. He elaborated on the challenges of building a sustainable and responsible brand while scaling it globally. Additionally, he shared his philosophy, centered on two core principles: totality and inclusion. 00:33- About N K Chaudhary Mr. Nand Kishore Chaudhary is the CMD and founder of Jaipur Rugs, which is a globally recognised social enterprise, He's often been referred to as the Gandhi of the corporate carpet industry. His philosophy of totality, inclusion, and for-profit solutions to society are widely discussed, and he has been recognised, awarded, and felicitated several times.
Macrodose is on a winter break this week, but we're excited to share a special recording from back in May 2024: the book launch of The Exhausted of the Earth by Ajay Singh Chaudhary. This compelling conversation, hosted by Dalia Gebrial, Lecturer in Geography and Social Justice at King's College London, dives into the urgent political and scientific realities of the climate crisis. Ajay explores the bitter struggle between those clinging to the power, wealth, and security of the status quo and the rest of us—exhausted, in every sense, by “business-as-usual.” Together, they unpack the radical politics and collective power needed to navigate our burning world, moving beyond survival toward something far better.
Ajay Singh Chaudhary returns to This Is Hell! to talk about his Baffler Magazine article, "Sick and Tired: Against Resilience," an excerpt from, The Exhausted of the Earth: Politics in a Burning World (Repeater Books). Help keep This Is Hell! completely listener supported and access weekly bonus episodes by subscribing to our Patreon: https://www.patreon.com/thisishell
The Rise of Modi, Yogi, and the New Indian Politics | Omkar Chaudhary, Baba Ramdas
In this episode, Deepa Chaudhary, the CEO and Founder of GrantOrb, joins Jarrett to discuss her company, why she founded it and how it's empowering nonprofit and for profit companies to apply to grants using AI in a fraction of the time previously needed. Watch on YouTube - https://youtu.be/us8OQ05dcyc?si=hVMVRDCoGXerMMBc EPISODE CHAPTERS 00:00 - Intro To Deepa's Work With GrantOrb 01:34 - Welcoming Deepa To The Show 02:45 - Deepa's Dive Into Crypto/Web3 In The Pandemic 09:30 - Pivoting To AI To Build GrantOrb 17:54 - Deepa Defines AI 19:14 - Deepa Defines Grants 20:44 - Purpose Of Grants In The World -- Lifeline Of Growth & Innovation 23:39 - Grants Are Ideal For These Organization Types 28:50 - The Challenging Realities Of Grant Writing 38:46 - Impacts Of Poor Grant Writing 43:24 - LIVE GrantOrb AI Grant Writing Demo 56:58 - Q&A With Deepa GrantOrb's Website - https://grantorb.com/ Deepa's X - https://x.com/deeparocks Deepa's LinkedIn - https://www.linkedin.com/in/deepachaudhary/ Future Signal is a podcast hosted and produced by Jarrett Carpenter that explores tomorrow's tech today via guest live streamed guest interviews All of Future Signal's content is not financial advice but rather edu-tainment. All of our episodes are available on YT as well as wherever you listen to podcasts. Please follow us on social media and check out our website: Instagram - https://www.instagram.com/futuresignalpod/ Facebook - https://www.facebook.com/futuresignalpod LinkedIn - https://www.linkedin.com/company/future-signal-pod/ YouTube - https://www.youtube.com/@futuresignalpod Twitch - https://www.twitch.tv/futuresignalpod For more info on the podcast, please check out https://www.futuresignal.xyz/ To learn more about Future Signal's Host - https://www.jarrettcarpenter.com/
Varun Chaudhary is a Managing Director of CG Hospitality Holdings & CG Corp Global. As the youngest member of the Chaudhary Group, a multinational conglomerate with a rich legacy, he has been instrumental in driving success across industries such as hospitality, manufacturing, and consumer goods, making a lasting impact on the global business arena.
Rahul Gandhi in Big Trouble | Yogi's Message for UP | Fadnavis | Omkar Chaudhary, VN Bhatt
Anup Chaudhary is a versatile content creator, creative director, and product marketing enthusiast who crafts entertaining and relatable content for Instagram and TikTok. Shrishes Manandhar, a talented Nepali content creator and former DJ, brings his unique flair and humor to the table. Together, they create hilarious skits that have taken the internet by storm. With their witty storytelling and relatable scenarios, they bring laughter to audiences everywhere. Don't miss out on their creative genius and comedic brilliance – subscribe now for more laughs and good vibes!
Election Voting Day Analysis | Bhau Torskar, Omkar Chaudhary, Abhishek Tiwari, Varun
Election Result Analysis ft. Bhau Tosekar, Abhishek Tiwari, Omkar Chaudhary | The Jaipur Dialogues
Welcome to another episode of Supra Insider. This time, Marc and Ben sat down with Sunil (Sunny) Chaudhary, a former product leader turned recruitment director at Riviera Partners, one of the top recruiting firms in tech. Sunny shares his journey from leading product teams to helping companies hire the right product leaders, offering a unique perspective from both sides of the hiring table.In this episode, Sunny also dives deep into how the product leadership market is evolving, from the rising demand for AI expertise to the increasing focus on doers over managers. He shares actionable advice for candidates on standing out in competitive hiring processes, breaking into AI roles, and navigating compensation trends for super senior ICs and managers.Whether you're a product leader looking to land your next role or a founder hiring for a critical product position, Sunny's insights into market trends, recruiter dynamics, and interview best practices are invaluable.All episodes of the podcast are also available on Spotify, Apple and YouTube (video).New to the pod? Subscribe below to get the next episode in your inbox
Ruchira Chaudhary is an author, educator, coach, and consultant who straddles the corporate and academic worlds. With over two decades of experience in emerging markets, she is a leading executive coach, adjunct faculty at several top-tier business schools, and runs a boutique consulting firm focused on organizational strategy solutions.Here are a few highlights about Ruchira:Author of the acclaimed book "Coaching: The Secret Code to Uncommon Leadership";Expert in coaching, leadership development, and organizational strategy; and,Recipient of several awards in the field of women's leadership.In this episode, Ruchira and I chat about:Her leadership roles Her leadership style Her leadership journey The leaders that helped her rise The challenges she faced on her journey How she navigated those challenges How she thinks you can become a strong and kind leader Her ‘take home' leadership messages for the listeners, and What she is currently excited to be working on.Ruchira can be found and contacted via the following online platform addresses:LinkedIn: https://www.linkedin.com/in/ruchira-chaudhary-89757b/Coaching: The Secret Code to Uncommon Leadershiphttps://ruchirachaudhary.com/resources/#emeritusPlease reach out to Dr Harrison for individual coaching and/or organisational training via dr.adam@coachingmentoringdoctors.com.His web address and social media profile links / handles include:www.dradamharrison.comhttps://www.linkedin.com/in/dradamharrison/www.youtube.com/c/DrAdamPhysicianCoachhttps://www.facebook.com/coachingmentoringdoctors/https://www.instagram.com/dradamharrison/
Maharashtra Polarisation of Hindus, Jharkhand Phase 1 Analysis | Omkar Chaudhary, Anupam K Singh
In this episode of the Long Blue Leadership Podcast, Cadet First Class Andrew Cormier opens up about his inspiring journey from growing up in Massachusetts to becoming a squadron commander at the U.S. Air Force Academy. He reflects on the early influences that shaped his values, the value of community service and service before self, sharing the leadership lessons he's learned along the way. SUMMARY Andrew also talks about launching his own podcast, designed to help fellow cadets explore their career paths and grow as leaders. Throughout the conversation, he highlights the importance of understanding diverse career opportunities, the personal growth that comes from podcasting, and the power of community engagement. With a focus on national pride and perspective, he emphasizes that true leadership is about serving others—putting the team first rather than seeking personal recognition. 5 QUOTES "It's not about you. It's not about you. It's about the team." "When you're a leader, it's your job. There shouldn't be any extra, you know, kudos given to you. Everyone has their own piece in the puzzle, and just because your face is more prominent than others does not mean that the mission is any less doable with like one piece missing or another piece missing." "I just really urge people to try to understand other people's perspectives and listen more than they talk, because those pieces for me, like I'm a Pretty staunch capitalist, but I recently bought the Communist Manifesto. I want to understand where these ideas stem from." "American ideals are amazing, and they need to be protected. And in order for me to have any say in that, I need to have skin in the game. And that's what I look at my service as is me gaining skin in the game." "It's not difficult, it's just super time consuming and kind of annoying. And so, I mean, it even like stays true to today, everything I have to do isn't necessarily difficult. I'm a management major. I don't know what the Astro or aero people are going through. I'm sure that's very difficult. But for me, it's more just like getting the reps in it, and it's very gradual." - C1C Andrew Cormier '25, October 2024 SHARE THIS EPISODE LINKEDIN | TWITTER | FACEBOOK CHAPTERS 00:00: Introduction to Cadet Andrew Cormier 02:52: Andrew's Early Life and Background 05:52: Discovering the Military Path 08:46: Community Service and Humanitarian Efforts 12:10: Transitioning to the Air Force Academy 15:07: Experiences in Basic Training 17:57: Leadership and Followership at the Academy 20:47: Becoming a Squadron Commander 24:11: The Role of a Squadron Commander 27:12: Starting the Podcast Journey 34:54: Understanding Career Paths in the Air Force 39:30: The Impact of Podcasting on Personal Growth 44:45: Engagement and Value in the Cadet Community 52:36: Navigating Post-Graduation Decisions 01:00:05: The Importance of National Pride and Perspective 01:04:53: Leadership Lessons: It's Not About You ANDREW'S 5 KEYS TO LEADERSHIP SUCCESS Leadership is not about you, it's about the team. As a leader, your job is to represent and protect your people, not focus on personal privileges. Seek to understand different perspectives and listen more than you talk. Don't take American ideals and freedoms for granted - they need to be actively defended. Balance future planning with living in the present. Don't become overly fixated on the future at the expense of enjoying the moment. Perseverance, critical thinking, and resourcefulness are key to success. Rely on these core strengths rather than trying to control everything. Diverse experiences and mentorship are invaluable. Seek out advice from those who have walked the path you want to follow, and be open to learning from a variety of backgrounds. ABOUT ANDREW BIO C1C Andrew D. Cormier is a cadet at the U.S. Air Force Academy (USAFA) in Colorado Springs, CO. Cadet Cormier is the commander of squadron 15, the Mighty War Eagles. C1C Cormier is originally from Fitchburg, MA and entered the Air Force Academy in June of 2021 following his lifelong passion to “serve others.” Throughout his cadet career he has held the squadron position of Diversity & Inclusion NCO and Spark Innovator, but on an unofficial level has hosted the “For the Zoomies” podcast interviewing over 75 officers to better understand their experiences in the Air Force for the sake of helping cadets make career decisions, as well as been a widely trusted barber in the dormitories. C1C Cormier plans to complete his Bachelor of Science in Business Management in May 2025. Immediately following graduation he intends to commission as a Second Leiutenant in the U.S. Air Force and become an Acquisitions Officer. - Copy and Image Credit: Andrew Cormier CONNECT WITH ANDREW LINKEDIN | INSTAGRAM | TWITTER RECOMMENDED LISTENING: FOR THE ZOOMIES PODCAST with C1C Andrew Cormier LISTEN NOW! 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 SPEAKERS GUEST: C1C Andrew Cormier | HOST: Lt. Col. (Ret.) Naviere Walkewicz '99 Naviere Walkewicz 00:00 My guest today is Cadet 1st Class Andrew Cormier, USAFA Class of '25. Andrew stands out among the finest examples of those who have taken the service-before-self aspect of their work as developing leaders very seriously. In Andrew's case, he helps and supports his fellow cadets by guiding them to their optimal career paths through the guests and their experiences on his podcast. This is a new approach for Long Blue Leadership, and one we think you'll appreciate, because we're looking at leadership through the eyes of one who both follows and leads, thriving in both spaces. We'll talk with Andrew about his life before and during his time at the Academy. We'll ask where he's headed when he graduates. We'll discuss the role he's taken on as a podcaster, and we'll ask how he's successfully led and followed. We'll end with Andrew's takeaways and leadership tips. Andrew, welcome to Long Blue Leadership. We're so glad you're here. Andrew Cormier Thanks for having me, Naviere. Naviere Walkewicz Absolutely. So it's got to be a little bit different being on the other side of the podcast mic. Andrew Cormier Yeah, no, it's definitely interesting to be here. I've done a few before, but they weren't in person, and this was like the highest quality, so I have a little bit of imposter syndrome, not gonna lie. Naviere Walkewicz Oh goodness. Well, we'll learn from each other, right? I think that's the best. We can always be learning; we can always get better. So, I'm excited to take in some of the things that you do as well. Feel really good about that. Well, one of the things we like to do on Long Blue Leadership is we rewind the clock a little bit. Some clocks are further rewound back than others, and so I'm really excited to kind of get to know. Where were you before the Academy? Where'd you grow up? What was life like? Andrew Cormier OK, I'm not as chronologically advanced, like, relative to maybe my experience in high school. I grew up in Fitchburg, Massachusetts, lot of pride coming from the East Coast. My parents, my dad, he worked as a general contractor, so I spent a lot of summers laying tile, you know, doing framing houses, all that sort of stuff, just like, you know, a general laborer. Honestly, just like sweeping up a lot of dust and mess, as he actually did all the hard work. And then I went to a tech school, Montachusett Regional Vocational Technical High School. That's a mouthful, but I went there mostly because my brother went there. I wasn't a huge decision maker back then, like I consider myself somewhat now. And I studied machine technology, and working on metal pieces like running lathes and mill machines and electronic discharge machines, just to — I didn't really know what preparing for the future was like, but that was the kind of path I was on. But then, I grew up playing hockey and lacrosse, and I realized that I had an opportunity with that somewhat, and I was traveling the East Coast playing lacrosse. Think it was after a tournament in Ashton, Pennsylvania, me and my dad got a phone call from Coach Wilson, the Air Force Academy lacrosse coach, saying, “Hey, we saw you play this weekend. We'd love to have you out.” And so that's like a really quick rundown of where I come from, but I guess moral of the story: I really appreciate the background, the kind of blue-collar experiences that I've had when it comes to growing up in Massachusetts. Naviere Walkewicz No, that's awesome. And I think it's, it's great know that you're not afraid to get your hands dirty, to work hard and grit. I mean, that kind of is also synonymous with hockey. I feel like you work hard, you dig. So let's talk about that a little bit more. Older brother then. So you're one of two? Any other siblings? Andrew Cormier Yeah, just me and my brother. Naviere Walkewicz OK, and so what was it like growing up with an older brother? You know, were you always the one that he got to test things on? Or what did that look like? Andrew Cormier No, my brother — he's about three and a half years older than me, so we never really were in school at the same time. He was always, four grades ahead. So we went to all the same schools, but he was leaving just as soon as I was arriving. But no, he was a great big brother. I was more of like the wild child, me and my mom will sometimes look at the family videos, and it's me kind of just being this goofball, like not appreciating things, like complaining, whining, all this stuff while Zach's over here, trying to help me. Like, I remember this video: We lived in this house where the driveway was very steep, and so we would just like drive our little like plastic carts down the driveway right, and my brother was over here, like, trying to push me up the hill, and I'm over here, like yelling at him— Naviere Walkewicz Go faster! Andrew Cormier No, I was like, “Stop, Zach, stop!” Like, looking back, I'm like, wow, I was just a goofball. He's over here trying to help me, right? But no, he was. He was a great big brother. And to be honest, growing up, I consider myself to have, like, a really spongy brain in terms of, I want to learn things through other people's experiences so that I don't make the same mistakes myself. And so when I would see my brother do all these things, he got into lacrosse. I got into lacrosse. He went to Monty Tech. I saw what cool opportunities there were with that. I went there. And so it was kind of like he tested the waters for me, and then I ended up, following suit. And it's, it's kind of changed since then, I've come to a little bit more of like an independent person. But, you know, growing up, you kind of always look up to your big brother. Naviere Walkewicz Yes, I love that. And so, aside from being recognized through your lacrosse sport, how? How did the military come into play? Was that something always on the radar? Is it somewhere in your family, maybe not with your dad or your mom, but elsewhere? Andrew Cormier Yeah, um, my family wasn't big on the military, not that — you know, we grew up pretty disciplined, but the on my mom's side, her parents are immigrants from Canada. There's not a whole bunch of military history there. But on my dad's side, my Pepe, his dad, was drafted for the Korean War, and so he did communications for four years, and then he got out. But beyond that, I mean, he passed when I was young, so I never really got to really — he never really had the opportunity to instill lessons into a sentient person, more or less. So, yeah, I felt more or less like I was doing this for the first time, like it wasn't a huge military thing. But in high school again, my brother, it was an open house. I was in seventh or eighth grade. I get brought to the Marine Corps Junior ROTC program at my high school. And I was really like, what's going on here? Naviere Walkewicz In an excited way, or? Andrew Cormier Kind of. It was more like, intrigued, not super— my first question after he gave his little pitch was, “So do I have to serve?” And he was like, “No, no, no.” And I was kind of relieved. So that's kind of my initial impression. I go to school, I'm not enrolled initially, and to be honest, I don't remember what urged me to enroll in the program, but I ended up enrolling. I loved it. Naviere Walkewicz What year was that? Andrew Cormier It was freshman year, so I did all three years, because I transferred to a different school my senior year, but I did it all three years, and I loved it, mostly because of the service aspect of it. We did a lot of — it wasn't like, I feel like ROTC, especially at the Academy, because, you know, if other cadets see this, they're probably gonna flame me for it. But this has, it has this perception of collecting badges and ribbons and, cadet general, all that sort of stuff. And that was so far from what my program was all about, we were doing a bunch of community service. Like, you know, in Fitchburg, we would go near the Boys & Girls Club and pick up trash in the area. Obviously, picking up the trash wasn't fun, but just like, going out and do something with your buddies on the weekend, that was fun. Countless Salvation Army collections, like we'd sit outside the grocery store— Naviere Walkewicz Ring the bell? Andrew Cormier Yeah, collect money. All those sorts of things were what really pushed me on. And then I think the culminating thing that really pushed me to want to pursue this was, my sophomore year, we did a humanitarian trip after Hurricane Harvey hit in Texas. So we went down to Wharton, raised a whole bunch of money, took 50 of the about 100 cadet corps, and we posted up in this Boys & Girls Club gymnasium, all on cots. We'd march to breakfast at Wharton Community College, and then we'd spend the day going back and forth in teams, in our vans, either bringing cabinetry to houses, flooring to houses, drywall to houses. And then we'd install it, because it was all flooded up to pretty much the knee from Hurricane Harvey. And so that week that we spent down there was super impactful to me, especially at the end. There was a bunch of little projects, but centrally, there was a big project, because this house was basically destroyed. And coming from a tech school, we have a bunch of plumbers, carpenters, cabinet makers, all the all these different trades coming together, and they ended up doing something really good for this one family. And so they left for a week, and then they were able to reintroduce them on that Friday, and it was super heartwarming. I don't know how I feel saying that word, because I emasculated myself, but, that sort of feeling. It was like, “Wow, we really, like, helped a family,” and it was impactful to me. And so, you know, now at the Academy, I'm like, I haven't had time to do community service, and I feel bad about it, but that's kind of what really got me interested in it. Naviere Walkewicz Well, I think it's fascinating how, you know, your ability — you worked with your dad, so I think you brought some of those skills, and then again through school. But I think a heart of service is kind of the theme that we're hearing early on in this conversation. What I think we're going to even talk about more. So you were discovered through lacrosse, the little — you went on a, probably an intercollegiate, tour of the Academy. And were you like, “Yes, this is it,” or was it still like a “Well…” Andrew Cormier Yeah, so backtrack a little bit. My senior year I ended up transferring to Northfield Mount Hermon. It's a college preparatory school, so I was boarding there. And I say that because when I came here, I was really interested in old schools that have a lot of heritage, a lot of tradition. My school, it was like, I — all my fellow “Hoggers” are going to be disappointed that I forget the year that it was founded by Dwight L. Moody, but it's a very old school. Lots of traditions, a lot of fun stuff to like, you know, students are looking forward to and seeing what a lot of the freshmen had to do in my trip here, despite it being a relatively younger school compared to West Point and Annapolis, I was like, “That's cool.” Like, I like the hierarchy structure of it. I really like seeing it. The chapel was out, so I got to see, ya know, it was one of those sort of situations where I was really looking for a school that had fit the criteria of getting able to, you know, serve tradition. And I really wanted to play college lacrosse and at that time it looked like it was gonna fit those descriptions. Naviere Walkewicz Yeah, so the Academy it was, and what was day 1 like for you? Andrew Cormier 12:41 A few disclaimers: I want to say that, one, I didn't end up making lacrosse team, so I don't want to be, you know, claiming I made it and I didn't. And two, so… Naviere Walkewicz …so let's pause there a second. So you were initially recruited, but you got and you had to do the whole application and get in on your own, because you ended up not being a recruited athlete? Andrew Cormier Yes, and I got denied my first time. Naviere Walkewicz OK, let's talk about that. Andrew Cormier Yeah, so I, I applied Well, trade school, education, trade one week, education, other week. So you can see I might be slightly deficient in in certain academic realms. And so that's why I transferred to college Preparatory School, because I wanted to, you know, go all in on my academics, hopefully, you know, get me in. It worked in terms of really opening my perspective, but didn't work in terms of getting me into the Academy the first try, which I was initially a little bummed about, but now looking back on it, I'm like, that was, you know, the Falcon Foundation, shout out to him, or shout out to them, and Gen. Lorenz, everyone. We actually had the dinner last week that was super fun. But I didn't get in. But I got offered Falcon Foundation Scholarship, and I ended up going to again, picking schools off of tradition, Marion Military Institute, which is the oldest one on the list of options. And yeah, I went there for a year during COVID, and that's where I guess the gap is because I'm a Class — I was Class of 2020 in high school, graduating Class of '25, there's that gap. I hope I answered your question. Naviere Walkewicz That's fantastic, actually. And, and I think for those listeners who may not be aware of the Falcon Foundation. You know, we have a number of different college preparatory, military preparatory programs that are affiliated with our Academy. And I think it's a wonderful testament to — you apply for the Air Force Academy. You don't apply for a preparatory school, but the Academy recognizes when we have areas that are maybe just under the cut line, but someone we're really interested in, and how do we get them there? And so I think it's fantastic that you were able to get a Falcon Foundation Scholarship. And I don't call that a gap. I call that just an extra year of preparatory So, yeah, it's wonderful. Andrew Cormier I was definitely prepared more. Naviere Walkewicz Yes, OK, so you came in on day 1 feeling pretty good then, because, you know, where others might have been the whole basic training experience, just kind of, you know, knock their socks off. You're like, “All right, we know this military thing.” Is that true? Andrew Cormier Yeah. And, I mean, I guess in terms of, I know how to make a bed, I know how to wear a uniform, that was less daunting. I'm a management major. I don't know what the Astro or Aero people are going through. I'm sure that's very— Naviere Walkewicz I'm glad you put that caveat in there. OK. Andrew Cormier Yes, I'm a management major. All the assignments are more or less easy, but it's more just like getting the reps in and it's very gradual. So I don't want this to make it sound like the Academy is easy by any means, because what's difficult about it is the task-saturation they have you doing. It's like stuffing 10 pounds of sand in a 5-pound bag, that sort of deal. That's where it's difficult, at least for me. And so coming into it with hearing those sort of perceptions, that's how I went into it feeling, and I was kind of right. I mean, basic training wasn't super rigorous. Naviere Walkewicz You were fit. Andrew Cormier I was, you know, I was able to memorize things. Naviere Walkewicz Good, your mind is a sponge, so that was probably helpful. Andrew Cormier Yeah, I had all my— my bed making skills were already down pat, so all the really tactical things were taken care of, and I understood that I was going to get yelled at no matter what. And coming into it with that, I was just like, OK, this is a game of attrition, and I just can't quit. Naviere Walkewicz I love that. So how did you translate what you felt was maybe not as difficult and you saw others struggling? Have there been times where you've had to step up and take on a role of being more of a support or a leader amongst your peers? Andrew Cormier Yes, of course. I mean, in my baby squad, we had — I wasn't the only, not only preppy, but also they call them prepsters. I was technically a prepster because I didn't go to the “P” but, you know, I was still did a prep year, and we had a prior enlisted person, and so the four or five of us had already seen all this stuff before. And when it came to studying the Contrails, showing people how to, you know, make their closet and all those sort of things. And also when it came to just being away from home, I had been away from home since I was about 17, and I got there when I was 19 or 20. And so acclimating to living away from home is kind of difficult challenge. And so just being there for the people that are like, “I miss home, I miss my mom, I miss my dad, I miss my home food” and all this sort of stuff. You know, there, there aren't a lot of opportunities for chit chat during basic training, at least towards the beginning, but towards the end, I'm like, you know, “You got this, let's power through.” Naviere Walkewicz And yeah, I love that. So let's talk about, while you've been a cadet, maybe some of the ways that you've been a follower and some of the ways that you've been a leader, aside from the one you just kind of shared, what have been some ones that have stood out to you as you're continuing to develop your leadership skills? Andrew Cormier 18:48 OK, following — very much freshman year you're following. Trying to think of some concrete examples. I think credibility, like understanding where you fall on the credibility hierarchy is somewhat a dictator, an indicator of where you should be in terms of leading and following, and I understood that relative to the rest of my baby squaddies, I might have been slightly above the average in terms of credibility, but in terms of the entire squadron, lowest of the low. Naviere Walkewicz Tell me why. Let's talk about that. What do you mean? Andrew Cormier Well, I mean, I remember freshman year when we were getting quizzed on our shoulder board rankings. It's a ground-cloud horizon, and freshmen just have the cloud because their heads in the clouds. They're, very unfamiliar with this place. And you know, it's true, not only do you not know what it's like to have a bunch of GRs in a week as a freshman, just coming out of basic training, but you also don't know what it's like to understand an organization. I didn't understand what a reporting structure like — you know, I didn't understand a lot of these intricacies, and I tried my best to have some humility and understanding that and just keeping my ears open for it. And with that credibility spectrum I was confident in the sense that I could be self-sufficient NS take care of what I needed to take care of on the academic front, the knowledge, the K-test front, athletic front. But when it came to, oh wow, I've never been in a 100-person organization before and at the bottom of it, this is a time to take some notes. I think that's definitely a theme's that's definitely followed through with the podcast especially. I kind of avoided giving a concrete example of the followership. Naviere Walkewicz 25:00 You had mentioned you thought it was a whole bunch of KPP, so what is the role really like as a squadron commander? Andrew Cormier 25:07 It's different than I thought it would be. You know, I think there's this perception of leadership at the Academy, amongst cadets, that leadership is land-naving through the athletic fields and like Jacks Valley. You know what I mean? Like, leadership is these super tactical things, like, how can you be as close to George Washington as possible? But, one, there's not many opportunities. And if you're doing that, opportunities for that sort of stuff, and if you're doing that stuff, you're probably not delegating as you should. And so I think the biggest takeaway that I've gotten from this position is like representation of your people and protection of them. Naviere Walkewicz Talk about that. Andrew Cormier 25:57 So even this past week — I don't want it to be tainted that he's a very good friend of mine, because I would have done this for anybody in my squadron. But he received some paperwork from somebody else, his supervisor. He works a group job, so the paperwork was coming from a wing person, and it was outlining how he had failed to do this and all this stuff, and then at the end, it had said something about his like, — I'm super cool. People mess up all the time. I mess up all the time. That's understandable. Mistakes are gonna happen. But the last paragraph rubbed me the wrong way, because it said something about his character, that, knowing him, well, I didn't really — it seemed very out of character. And so, you know, I've had cadet squadron commanders in the past that are just like, you know, hey, I'm going to trust everything that that the wing person said, issue all of the demerits, tours, paperwork that comes with the recommendation and leave it at that, but my attempt to really take this position seriously is to get the perspective of my friend, see what his opinion on it was like. Maybe let me gather a little bit more evidence. And upon doing that, the statement that was at the bottom of it was completely not apparent in the evidence. And this really raised an alarm for me, because if I weren't to do that, not only was it sent to me, but it was sent to permanent party. I'm like, this is, you know, kind of throwing some dirt on his reputation, and it's not true. And so what happened was I immediately texted the guy. It was cool. I worked with him over the summer on wing staff, and I went to his room, and I was like, “Hey, so, you know, just trying to get some understanding. I'm not here to press you about this, but I want to understand what's actually going on here. This is what is outlined in the Form 10. This is the evidence that I gathered from my friend, and they don't really seem to be congruent.” And then he starts giving his case, and I don't disagree with any of the things where he actually, you know, failed to do things. But then, when it came to the part about his character, he was like, “Yeah, so that's the issue. I did that out of anger of somebody else.” Because I remember seeing the group chat and the message was sent, and then my friend responded super politely, super respectfully, and then his co-worker was like, you know, kind of escalatory, aggressive. And then, as a result, both of them got negative paperwork. And I believe that only the negative character should have been put on his co-worker, not on my friend. And he admitted to that, and he was like, “I'm willing to walk that back, because it doesn't give an accurate representation of his character.” And so, you know, my friend was super appreciative, because, you know, we ended up having a permanent party conversation the next day, and we cleared everything up, and they were like, “Thank you for investigating this a little bit more. Because if you didn't, we probably would have just ran with the guy's recommendation and maybe thought a little bit less of him.” So, um, I guess when it comes to protecting my people, maybe that's now thinking back on it, maybe that's a first sergeant job to handle, like the discipline stuff, but maybe that it was my friend that took a little bit more ownership of it, and wanted to make sure it's correct. But that's more or less an example of protecting my people, or representing my people, I guess they kind of go hand in hand on. I guess, another note of protecting— Naviere Walkewicz Or even what you've learned since being in the role of squadron. Andrew Cormier 30:04 Yeah. Naviere Walkewicz Peer leadership is hard, wouldn't you agree? Andrew Cormier 30:04 It is very difficult. And I think maybe part of the reason why I was selected was because I have a relatively good reputation in squadron to be friendly. Last semester I was D&C. So, you know, I'm outside of the formation, making corrections – Naviere Walkewicz What is D&C? Andrew Cormier D&C: drilling and ceremonies. So I'm outside of the squadron making corrections as people are marching. And it's not an easy thing to do when it's somebody older than you as well. And I'm over here cracking jokes with them and making sure that I do it to everyone, not just certain people. I dig in a little bit more to my friends who I know can accept it, and then it might ease the tension of all the other people who might be not doing it right. And then I go talk to them, like, “Hey, chest up a little bit,” or, like, “'Fix your dress.” But yeah, I think that that was a big piece of me getting picked for it, because I have to uphold a standard, especially in today's Cadet Wing. I don't know if the listeners are privy to all the change going on in the Cadet Wing, but there's a much larger emphasis on standards. “Hey, I'm low key doing you a favor by correcting you so that you don't end up in a three-star's office.” And so as much as it's made cadet life as a whole, somewhat more difficult, it's made my job as a squadron commander, supposed to enforce these standards, a little bit easier, because they know that I'm not like the highest person that's like enforcing this. This isn't me power tripping. This is me trying to look out for people. That perception makes a big difference. Naviere Walkewicz No, that's really helpful, and probably more than you thought we were going to be talking about, because you were probably thought we spending a lot of time talking about For the Zoomies, and I'd like to get there. So let's, let's talk about that right now. So, when did it start and why? Andrew Cormier The reason changed over time, but I started it. I came out of CST, combat survival training, after my freshman-year summer. So it was approximately July timeframe. And I've always been an avid podcast listener. Loved hearing conversations, new ideas, learning, you know, while I just drive. I might think I'm a little bit more productive, like multitasking. And so I've always wanted to start one, but I wanted to be meaningful, not just me and my friends just yapping in some microphones. So what I did was, after freshman year, all of the fever dream of it was over. I could start projecting into the future, not just living in the present. I started projecting into the future, and I'm like, “Oh crap, I have an active-duty service commitment. I actually have to think about that decision for a little bit.” And I was scared because I didn't want to be a pilot. We had Career Night, which is one night every year, and then Ops, which was a whole year out. So I'm just like, I'm not the type to just sit back and let things happen to me. And so to address this issue, I went ahead and was like, you know, Col. Rutter. I went asked him, “Hey, is this feasible? What sort of problems you think I could run into? You know, like, PA, whatever?” And he was like, “Dude, go for it.” And so I started off just interviewing AOCs around base, getting — he was my first episode, talking about A-10s, even though I didn't want to be a pilot, you know, even though I don't want to do that, I'd like to learn more about it. Same thing, maintenance, acquisitions — being a management major was something I was very exposed to in the classroom, and then, you know, it just kind of like expanded. I covered a decent number of AFSCs, and then I started getting to the point where I had this better picture of not only what job I wanted, but also a holistic understanding of how these jobs and career fields intertwined, and it gave me a better picture of what the Air Force does as a whole. And so that was like a big learning piece for it, but it transitioned to, “OK, I don't want to just interview people and like, “Oh, this is what a maintenance officer does the entire time.” People get out after five years. And the reputation right now is that if you want to be a president, go to the Naval Academy. If you want to be a CEO, go to West Point. If you want to be a FedEx pilot, go to the Air Force Academy. And I heard that joke plenty of times, and as funny as it is, I'll admit it, I laughed at it, but like, I don't want that to be the perception of this place, because we produce much, much better leaders than just, pilots, not to poo-poo pilots, but like, CEO versus pilot, like it's, a different game. And so my idea was, how can I highlight that being an airline pilot, a cargo pilot, whatever it is, is not the only avenue to take after commissioning, what else can we do? And that's where I started picking up more perspectives, both on leadership, “What is it like to be a consultant?” I did, you know, definitely lean more towards things that I was interested in, but like equity research, private equity — all these different things, like podcasts, specifically about getting an MBA out of a service academy, all these sort of, like, super tangible things that, because I'm the target audience, I felt would, felt like it would resonate with the cadet wing, and so that was kind of like the motivation moving forward. And you know, it's had so many opportunities for me, like last week. Shout out Ted Robertson behind me, invited me to interview Dr. Ravi Chaudhary, and I'm getting all these super cool opportunities to expand my network and learn what it's like to do things at a more strategic level. And so it's been this really interesting, evolving project over the past two years, and I'll even share this little story. So this summer, I worked a cadet summer research program at Lockheed Martin in D.C. And one of the last days that we were there, they had this quarterly face to face, because it's a global, the corporate strategy arm is a global thing. So they have a like an in person thing every year — or every quarter. And how they started it was, we're gonna talk about just things that you've picked up, whether it's personal life, listen to a podcast, read a book that you wanna share with people. And so I was at the end of this big circle, and I was like, “What am I gonna say?” You know, like, all these people are spouting off this knowledge and wisdom, and I'm sitting here as this intern, trying to come up with something that would be useful to them, and then I actually started thinking. I was like, you know, this podcast changed my perspective on a lot of things, and I get a lot of praise for it, but as much as, like, you know, I acknowledge it was a good thing to help other people expand my own knowledge base of this, it had some downfalls and drawbacks as well. Namely, being I became super fixated on the future, and I was unable to really focus on the present, living in the moment like, get a little dark here, I was a little existential at certain points of time, because I was just constantly thinking future, and I'm like, What am I doing like right now? And it became like a frustrating thing for me, because not only was I interacting with a lot of older people, it was kind of making me feel unrelatable to my peers, and that was bothersome to me, because, you know, I never want to be perceived as this person who's a sycophant, like, just brown-noser and all that sort of stuff. And so it was definitely some drawbacks. And then I, like, brings me to the point of the reason why I started this was that fear. I started because I was scared of not knowing what the future was going to entail. It was this fear of uncertainty. And, you know, reflecting upon that I came into the Academy this, like this confident person and like, where'd that go? Am I not confident? Like the two things that I think if anybody can have will be successful in any realm of life, is perseverance and critical thinking. Those two things, in my opinion, will carry you anywhere. And I felt like I had those things, but I was just discounting them so heavily, to the point that I was like, I need to figure all this stuff out, or else I'm gonna be screwed, when in reality,why am I not just relying on these two things that I know, that I have, you know, maybe you can work in resourcefulness, but I have these two things. Why am I discounting those? And I think that was the big reflection point that I was able to share with the people in this room at this, you know — face to face. And I was like, you know, I had this really big pendulum swing to trying to control everything. And I really don't perceive myself to be a control freak. As, like, a micromanager. I think if you talk to anybody in the squad, they, they won't perceive me that way. But when it comes to my own future, like I want to — in the past — I'm trying to correct it. I'm still not perfect, but I was trying to correct for this. And I'm like, No, that's it's not right. That's not a long term, feasible thing I'm gonna end up burning out, never really living in the moment, never really enjoying things. And so, like that was a big learning lesson from this whole idea. Naviere Walkewicz And you learned that when you're sitting in that circle, or did you learn that — was that when it kind of culminated into how you articulated it? Or had you already felt that way? Andrew Cormier 41:40 The cadet experience, like I said, is very task-saturating, and so I never feel like I have a time to reflect during the semester. This was about July, like this past July, and so although I was working, it was like four day weeks, so I had a decent amount of time to reflect. I always treat my Christmas breaks and my summer breaks as points to reflect, and because that's the only time I have, like, the bandwidth to. And like that whole time period, like I was just so locked in on — like all this work I have my my notion planner and checking boxes, Life is checking boxes. And it took me, you know, shout out to Cylas Reilly, 100% because as much as we're different — like, he's much more, like, happy go lucky, like super high energy guy — being with him on the C-SERP at Lockheed, he, allowed me to put my hair down a little bit like, just take a little road trip, talk about stuff, not be so analytical about everything. And so I guess that's that point where — I had about month, because this was at the end of it. I was leaving the next day. And so we had about a month to talk about things. I had a month to reflect on it, and then this was something that was — like it had been the first time I'd ever put it to words, I'll say that. It wasn't the first time I was trying to process it, but it was the first time that I was putting it into words. Naviere Walkewicz How did you feel after you said that? Andrew Cormier Uh, slightly cathartic. I don't know it is. It's weird because as soon as you put something to words, then you can, like, I feel like understanding is like, if you can talk, if you can think about it, that's like, the lowest level of understanding. If you can talk about it, that's slightly higher. But then writing about it is the highest level. And so, like, I always keep a journal, and I've been trying to write about it, to put it into more concise words. But that was a big — it was kind of like a breakthrough of like, I'm having a higher understanding of this lesson that seems to be apparent in life. Naviere Walkewicz Wow. And I think that's something that our listeners can — and those watching too — can really gravitate toward, because, you know, sometimes we get so caught up in the churn of the “what's next?” and the “do this” and “get here.” And I think an important lesson you just shared with us, and I love that you've learned it earlier on, is the key of reflection and really assessing “where am I?” and “how do I feel about that?” and “what's next?”. So For the Zoomies. Let's talk about that. First off, I mean, you've gotten a lot of praise for it, because they're fantastic, your episodes. What has the cadet wing — how have they embraced it? Andrew Cormier 44:31 You know, I wish Spotify had a little bit better of the data. I can't attach an IP number to a listen. But to be honest, I was never looking for listens. But then as soon as I started growing, I'm, you know, a little bit more tied to it. It's kind of like seeing a lot of likes and stuff on Instagram or whatever. Naviere Walkewicz Affirmations are wonderful. Andrew Cormier 44:53 Yeah, but so I think it was received somewhat well. And I always try to add value to the cadet wing. Some of them I admit are a little bit selfish. They're mostly for me, like I really want to talk to this person. But then I had an episode with the Office of Labor and Economic Analysis about a change in how cadets were going to get matched their AFSCs, and I was thankful that — shout-out to Maj. Ian McDonald. He's the person who reached out for me. He is a representative from OLEA who was like, “Hey, I heard about your podcast. This might be a good episode idea.” And I'm like, “You're a genius. You're a genius.” And so we sat down — him and Col. Joffrion in the economic department. They were—. Naviere Walkewicz Justin Joffrion? Andrew Cormier Yes, classmate, my upper-classmate. He's '98. Andrew Cormier OK, OK. And so we sat down and we walked through how cadets — because the initial, or I guess the legacy system, was OPA, your class, rank, your major, and then your preference. Those were the three things that would get put into this algorithm, this black box, and then you'd be spit out your AFSC. Now, and I think it's still in pilot. Maybe it's confirmed for a Class of '26 but at least for the '24/'25 those were, you know, where it was being tested, and it was much more like an open job market, where you actually able to submit a narrative about things that you projects that you've worked on, capstones, research that you've done, and it was super impactful. Because one, I really appreciate the new system, to be honest, because the military can be very — I've studied a lot of Austrian economics in my time, so I'm very of the mind, like, free markets, don't tell people what to do, like, they'll pick what's right for them. And so seeing this moving more towards a market structure, I was like, this is a good idea. But being able to share that with the Cadet Wing — that's the highest-listen episode, because I think it really, like, drives value. People don't want to, they want to know how the system works so that they can game the system. And one of my questions on the episode was like, “So, are you worried about people gaming the system? Because they know how it works?” And they're like, “Do it. We want you to get the right job.” And so, yeah, it's been super impactful to me that cadets valued the product that I put out there. And they would value it because it was useful to them. I wouldn't want it to be artificially inflated just for the sake of that affirmation, even though it feels good, but, yeah, it felt good to be able to contribute in that way. Naviere Walkewicz I love that. So that's the most listened from the cadet perspective, what was been the most rewarding from the podcast seat, from your side of it? Andrew Cormier Like, most rewarding in terms of— Naviere Walkewicz Either a guest episode or just the experience of podcasts, okay, I'll let you take it where you'd like. Andrew Cormier I have a lot of people pose this sort of question to me a lot about, like, who's your favorite episode? Like, who's your favorite guest? And, you know, they, like, kind of hint at, like, all, like, Gen. Clark, like, or anyone with stars was probably a really cool episode. And, you know, it is an honor and a privilege to be able to get an hour on their calendar because they're super busy. They're strategic thinkers. They don't usually have a whole bunch of time on their hands, but they were able to open up their calendar to me, and so it's an honor, and usually I do come away with a lot of practical knowledge from those things. I shouldn't say that those are always the most enjoyable. One of my favorites thus far has been with Julian Gluck, Cosmo. Because, you know, we sit down, same thing with Sam Eckholm, we sit down and we just — it is a little bit of yap-sesh, so maybe it's more for the people who are looking for entertainment than advice or information on the Air Force as a whole. But we just sit down and talk about cadet life. And I really enjoy the evolution of the Academy experience, year over year. And Sam Eckholm, being a relatively recent grad. Cosmo being — I think he's 2010, so it's like, you know, in these sort of 10-year chunks, and then even… Naviere Walkewicz Is he ‘08 or ‘10? Andrew Cormier He might be — in that timeframe. Yeah. And even Dr. Chaudhary, which was super fun, because for the first half of the episode, we were just talking about spirit missions. And so usually, with these senior leaders, it's more of “What's the strategic landscape?” “What can cadets take away from this?” But with him, it was like, you know, talking about chickens on the freaking football field and like, going up on Flat Iron. And so I always enjoy those episodes from a personal perspective of really having institutional pride, is seeing the evolution of this place and seeing the ebbs and flows of it. And it's like telling that — it makes me understand that the difficulty of this place and like the perception that the cadet wing is getting softer. It's not something that's been this ever since '59 it's been this gradual decline, persistently. It's a thing that comes and goes and honestly, we're more-or-less on an uptrend than not, relative to the adversaries that we're facing. So I guess that's a big piece of it is, as much as I really enjoy learning and getting different people's perspectives on, “Oh, what base should I choose given these goals?” Or, you know, “What does a maintenance officer do at Red Flag?” Naviere Walkewicz Yes, oh, my goodness. Well, I think one of the things that you've highlighted in and this journey of yours is, yes, it's about impact. Yes, it's about, you know, taking care of one another. But there's also this intrinsic piece which is really about relationships, and that's what I hear when you talked about the ones that you really enjoyed most. I think it was that human connection. That's that thread that connects us. Andrew Cormier Yeah, I think you hit the hammer on that thing. You know what I'm trying to say. Naviere Walkewicz Yes, no, I'm with you. So, Andrew, what's next for you? Upon graduation, we know you're not going to be a pilot. What are you going to be doing? Andrew Cormier 52:29 I dropped 63 Alpha Acquisition Manager. Naviere Walkewicz And that's what you wanted? Andrew Cormier Yes, first pick. Naviere Walkewicz So you gamed the system properly? Andrew Cormier Yes. I gamed it properly, yes. And I think the narrative piece of it, I included how I went to Lockheed, and they're very — the project I was working on, was very acquisition-oriented, so I think I really put a lot of emphasis on, “Give me this.” Naviere Walkewicz “I really, really want this.” I'm so happy for you. Andrew Cormier Thank you. Thank you. But so we just put in base preferences. That was a pretty long conversation with a lot of people that I had to have. Naviere Walkewicz Including Chloe. Is she…? Andrew Cormier Yeah, no, she was the main stakeholder outside of me. We probably had three different conversations about it. I'd talk to her first, go get some other input from grads. Talk to her again, more input. Talk to her, and then finally, input. And so, you know, I talked to my sponsor, Maj. Bryce Luken. And the reason I talked to a lot of people that I wanted to be somewhat like, like, I envision myself as them somewhat in the future. You know, they're reservists, entrepreneurial, very like — not sit back 9 to 5, but how are we gonna, you know, improve national security and have our own spin on things, have autonomy over, you know, what we do and our time and so, like, those are the criteria over, like, who I was talking to, so I had a conversation with him. He's like, “You should go to L.A.” I'm like, “Air Force people aren't going to L.A. That's Space Force…” Like, Boston. And so he's like, “Dude, you should go to Boston, MIT, Lincoln Lab.” Naviere Walkewicz Hopefully you talked to Cosmo as well. Andrew Cormier I actually haven't, but yeah, I should let him know I ended up putting in Hanscom. But you know Col. Misha, I saw him at the Falcon Foundation dinner, Forrest Underwood. Yes, they were giving me the same like urging me go to Boston. You're a young professional who wants to get his hands dirty. Don't go to, you know, Langley, where — you know you can still be industrious down there, but you'll be under-resourced compared to if you went to Boston. Naviere Walkewicz See, and that's great feedback that you know maybe others aren't thinking about in their decisions. So I think that's a really great process in the way you approached it. People that are in the ways of where you want to go. And also the important people in your life that you want to make sure stay important. Andrew Cormier Yeah. I mean, at the end of every single episode on the podcast, I always ask for advice for cadets looking to pursue a similar path. Emphasis on “pursue a similar path.” I get a lot of advice, and not that I think anyone is, you know, basing their advice off of maybe an incomplete conclusion. But when you're getting advice, you really have to understand, what are what is their envisioning or like, how are they envisioning your outcome, and is their envision outcome the same as like, what you want? And so I think getting to your point, I really look — I got the advice. Same thing. This past Sunday, I called up Chase Lane, who went to Langley first. And I think that's why he really stuck out to me. But he urged me to go to Boston. And also, kind of like, walked me through. He's like, you know, Chloe works at Space Foundation. She really wants to be in the space world. And so, she's like, “Let's go to Patrick. Right near Cape Canaveral, Cocoa Beach.” Super cool location, you know. I mean, prayers out to the people in Florida right now. I hope that they're all right. But like, you know, that'd be a good spot. Uh, relative, you know, Boston, wet snow every single day. But you know, he kind of like, Chase, walked me through how I should approach a conversation like this. And so, you know, the other night when I sat down with Chloe, as much as you know, I want to value her perspective and wanting to value all inputs, understand where those inputs come from, and find a middle point, a middle ground for everybody, because the team won't last if we're only valuing certain inputs. And you know, it does take a little bit of convincing, but also more of like, open your eyes to what the opportunity really is. Are you making assumptions about this? Am I making assumptions about this? Let's clear those up. And so that's a sort of conversation that we ended up having. And, you know, she's on board with Boston now and so. Naviere Walkewicz I think that's wonderful. I think communication is key. Luckily for you, you're big on communication, And no, I think that's wonderful for our listeners, even. You know, yes, there's probably times when you have to make a decision, there's a lead decision maker, maybe in in a partnership or in a relationship, but when you take in all of those perspectives, like you said, I think the end of the day, when you're coming to that decision, you're in a place of transparency and, yeah, you kind of go for it together. So I think that's great lessons for all of our listeners. Andrew, we're going to get to some of the key thoughts that you have, and I also would love for you to share, and you have a limited to think about this, but something that is, you know, unique to you, that you would love our listeners to kind of hear or learn about you. I think that's one of the things that we've been able to pick up in Long Blue Leadership, is it's kind of neat when people just know what's relatable or what they think is really cool. So, give you a second on that. But before we do, I'd like to take a moment and thank you for listening to Long Blue Leadership. This podcast publishes Tuesdays in both video and audio, and is available on all your favorite podcast platforms. Watch or listen to episodes of Long Blue Leadership at long blue leadership.org Naviere Walkewicz 58:38 So Andrew, here we are, and we can go in either order. I think, you know, we always like to make sure our listeners kind of have a way to encapsulate the leadership lessons you want to leave them with that's close to you. But also just kind of, what's the thing you want to leave them with that's all about, Andrew? Andrew Cormier It's weird talking about myself, to be honest, because I bet I'm always on the other side of the microphone. Naviere Walkewicz Yes. It's much easier asking the questions. Andrew Cormier Yes. I think one thing that I really wanted to talk about that I guess wasn't outlined in this, was the regular question of “Why'd you come?” versus “Why'd you stay?” And like I mentioned before, the service piece was why I came, but seeing how I haven't done community service really since high school, the reason why I've been staying is because American ideals are amazing, and they need to be protected. And in order for me to have any say in that, I need to have skin in the game. And that's what I look at my service as, is me gaining skin in the game. And, you know, I just, I am by no means a scholar of American history. Massachusetts Public Education did not teach me about the Alamo, unfortunately, so when I went to San Antonio for the first time, I was learning it. But what they did teach me was about our founding fathers. And, you know, being from Massachusetts, Plymouth Rock, it's where the Pilgrims landed, and what it really took for people to come across an entire ocean, fight tyranny. Like ask me, “How do you think I like my tea?” Naviere Walkewicz How do you like your tea? Andrew Cormier In the harbor. You know what I mean? Yeah, like, there's this sort of state and then largely national pride as — it's audacious what has transpired over the past 250 years, and I just want Americans not to take that for granted. I recently watched Civil War. Have you seen that movie? It's like, kind of a journalist's take on what would happen if, you know, states seceded. And it's like a, it's like a reminder of, “Oh, this actually happened. There was a civil war,” but like, you know, we were able to remand it, and like those reminders, tell me that this, this should not be taken for granted. And so, you know, with the kind of, like national landscape, the whole climate, I just really urge people to try to understand other people's perspectives and listen more than they talk, because those pieces for me, like I'm a pretty staunch capitalist, but I recently bought TheCommunist Manifesto. This is probably gonna get clipped or something, but I bought it, and I still haven't started reading it yet, because this semester's been crazy. But I want to understand where these people are coming from. Naviere Walkewicz Critical thinking. Andrew Cormier I want to understand where these ideas stem from. And I want to listen, and I want other people to listen as well. I want a more general understanding of the ideas that are guiding all of this change. What are they actually rooted in? And I think that understanding will make it much more clear as to like, a direction that we should all head in rather than, you know, all this public descent over very more or less menial things that are petty and not worth having the uproar that is ensuing. So I don't know, I guess. I don't know exactly where I was going with that, but my national and state pride gives me this urge to go, in some way, shape or form, defend these ideals and to encourage other people to look at — you know, I didn't mention a whole bunch about Northfield, Mount Herman, but I went to four schools in four years, Monty, Tech, NMH, Marion Military Institute and then here, all four different years, Massachusetts, Alabama, Colorado — in, you know, Massachusetts, my hometown, it's blue collar, NMH, super liberal. I was very international. I was in class with a Malaysian prince. I was exposed to very different perspectives there than I was when I was in Alabama. Here, there's people from all corners of the United States, and so there's this expanding perspective that allows me to be like, what we have here really shouldn't be taken for granted. I think I'm just beating a dead horse at this point, but I just really want Americans to think a little bit more and, like, listen a little bit more and understand a little bit more. I'm off my soapbox. Naviere Walkewicz 1:04:27 I'm really glad you shared that perspective. I mean, I think it's an insight into you know, your deeper calling, and, like you said, why you stay but the threads of everything you've shared have played into that part of that of who you are at the fabric of Andrew. So, any additional leadership nuggets you want to leave with our listeners? Andrew Cormier 1:04:53 I don't want to defer to other things that I said earlier in the conversation, but it's not about you. It's not about you. I have a couch in my room. It's like, Naviere Walkewicz Tell me more about that. Andrew Cormier It's a squadron commander privilege. I have my own room. I have all these like privileges. I have up top parking. It's very like ivory tower-centric. And that's like the perception of this. But it's not about me at all. It is about going and defending my friend. It is about when permanent party is directing frustration towards me, how do I not pass that frustration onto them? How do I make sure that the voices below me are heard. How do we reopen Hap's? Those are the jobs that are mine, and that involves no, like — it's my job, that I think that's the main thing. When you're a leader, it's your job. There shouldn't be any extra, you know, kudos given to you. Everyone has their own piece in the puzzle, and just because your face is more prominent than others does not mean that the mission is any less doable with one piece missing or another piece missing. So I guess it's not about you, it's about the team. Naviere Walkewicz 1:06:23 So, For the Zoomies, just to kind of recap, where is it headed, and how can they find it, our listeners? Andrew Cormier 1:06:33 Spotify podcasts, or Apple podcasts, I guess that's where you can find it. I'm not gonna lie; it's been on a little bit of a hiatus. I've been returning to posting, but had to give myself a break at the beginning of the semester. To be honest, I'm looking to just get to 100 episodes upon graduation and calling it a repository. I'm looking forward to some of the upcoming guests. I reached out to Gen. Mike Minihan the other day on LinkedIn, and he got back to me, and I was like, wow, so maybe he might be on the show by the time this is released. But yeah, I kind of want cadets to understand more. There's a lot of things that are advertised about pilots, but there's more out there. And I want this also be a testament of you don't need to do something in your extracurricular time that is an Academy club. Cadets can do their own thing. Yeah, I hope that answers the question. Naviere Walkewicz That's outstanding. Is there anything that I didn't ask you that you want to share before we close out this amazing episode? Andrew Cormier No, I think, I think I'm good. I've been talking way too long. Naviere Walkewicz Well, it's that, well, we want you to talk because you've been our guest. But Andrew, it's been a pleasure. Andrew Cormier It's been a really — I didn't say this in the beginning, but really, thank you for having me on. It means a lot to me that, you know, I'm the first cadet here, and I don't know what the plan is moving forward, but it means a lot to me that you saw enough in me to put me in company with all the other guests that you have on the show so far, and so I just hope you know it's pressure for me not to do anything to let you guys down. Naviere Walkewicz Well, I think you being who you are, you've already not let us down. You're amazing. Thank you so much. KEYWORDS Air Force Academy, leadership, cadet experience, community service, podcasting, military career, personal growth, mentorship, squadron commander, humanitarian efforts, Air Force Academy, leadership, career paths, podcasting, personal growth, cadet community, national pride, decision making, leadership lessons The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation
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Join Mark on this week's episode of the Chief Executive Podcast for an insightful discussion with Niren Chaudhary, former Chairman of the Board and CEO at Panera Brands, and David Reimer, CEO and Managing Partner of The ExCo Group. Niren and David share strategies for leading in an era of profound change and the evolving demands on today's CEOs. Key takeaways include: The Evolving CEO Role David emphasizes the need for CEOs to stay adaptable in an ever-changing environment. Building a Resilient Pipeline Both leaders stress the importance of fostering curiosity and resilience in future executives, preparing them to lead in unpredictable times. Creating Psychological Safety Niren underscores the value of challenging ideas and embracing dissent: "Don't tell me why you agree with me, tell me why you disagree." Data Meets Judgment Niren encourages leaders to use data for informed decisions but warns against waiting for perfection—act when "70% certain" and trust your judgment for the rest. Discover how today's leaders can stay agile and foster innovative cultures. Tune in to learn these strategies for navigating modern leadership challenges.
Dr. Ravi Chaudhary, Assistant Secretary of the Air Force for Energy Installations and Environment, is a leader who has taught his team to, "Eat no for breakfast." He lives by a value he learned from his mother at an early age: "If you do your full duty, the rest will take care of itself." SUMMARY In this edition of Long Blue Leadership, Dr. Chaudhary discusses his role in modernizing and reoptimizing Air Force installations to withstand kinetic, cyber, economic, and extreme weather threats. He emphasizes the importance of ruggedizing installations for the Great Power Competition. Dr. Chaudhary shares his background, including his upbringing in Minneapolis and his parents' immigrant journey, and highlights the values instilled in him. He also discusses his work on the implementation of microgrids and microreactors to enhance energy resilience at critical installations like Eielson Air Force Base. 5 QUOTES "If you do your full duty, the rest will take care of itself." - This quote from Dr. Chaudhary's mother reflects the importance of dedication and doing one's job well. "We eat no for breakfast." - This quote highlights Dr. Chaudhary's team's determination to not accept limitations and push boundaries. "Love what you do. Love our nation." - Dr. Chaudhary emphasizes the importance of passion and patriotism in leadership. "America is not about what goes on entirely in Washington. It's about neighbors. It's about what you do for your neighbors." - This quote reflects Dr. Chaudhary's belief in the power of community and service. "Get out of the way and let them in." - Dr. Chaudhary's advice on enabling the next generation of leaders to excel. SHARE THIS EPISODE LINKEDIN | TWITTER | FACEBOOK CHAPTERS 00:00 Introduction to Dr. Ravi Chaudhary and His Role 03:07 The Importance of Air Force Installations 06:08 Dr. Chaudhary's Early Life and Family Background 09:03 Lessons from Family: Service and Community 11:52 Reflections on the Air Force Academy Experience 14:54 Leadership Lessons from Cadet Days 18:01 The Role of Innovation in the Air Force 20:48 Strategic Imperatives for Future Operations 23:59 Optimism for the Future of the Air Force Academy 25:07 A Lifelong Dream: Becoming a Pilot 27:31 Launching Innovations: The GPS Program 28:36 Inspiring the Next Generation of Pilots 30:14 Adapting to Modern Challenges in Aviation 32:40 Navigating Change: The Evolution of Standards 34:57 Learning from Failure: A Personal Journey 35:42 The Role of the Assistant Secretary 38:55 Preparing for Great Power Competition 41:09 Innovative Energy Solutions for the Future 44:58 Leadership Lessons and Final Thoughts 5 KEYS TO LEADERSHIP Embrace failures as opportunities for growth. Dr. Chaudhary shared how his failures, like failing a check ride, ultimately helped him grow as a leader. Keep moving forward, even in the face of adversity. Dr. Chaudhary emphasized the importance of keeping your "legs moving" and not giving up when faced with challenges. Leverage the bonds formed with your team. Dr. Chaudhary highlighted how the bonds he formed with his classmates at the Academy carried over into his missions, demonstrating the power of camaraderie. Empower and enable the next generation. Dr. Chaudhary expressed optimism about the capabilities of the current cadets and emphasized the need to get out of their way and let them excel. Maintain a service-oriented, patriotic mindset. Dr. Chaudhary's passion for serving his country and community was evident throughout the interview, underscoring the importance of this mindset in effective leadership. ABOUT DR. CHAUDHARY '93 BIO Dr. Ravi I. Chaudhary is the Assistant Secretary of the Air Force for Energy, Installations, and Environment, Department of the Air Force, the Pentagon, Arlington, Virginia. Dr. Chaudhary is responsible for the formulation, review and execution of plans, policies, programs, and budgets to meet Air Force energy, installations, environment, safety, and occupational health objectives. Dr. Chaudhary most recently served as the acting Deputy Assistant Secretary of the Navy for Energy. Prior to this role, he served as the Director of Advanced Programs and Innovation, Office of Commercial Space Transportation, at the Federal Aviation Administration. He provided technical leadership and oversight for the commercial space industry, to include research and development activities to support Department of Transportation and White House National Space Council initiatives. Prior to this role, he served as Executive Director, Regions and Center Operations, at the FAA. In this role, he was responsible for leadership, integration and execution of aviation operations in nine regions nationwide. Dr. Chaudhary served as second in command to the Deputy Assistant Administrator and was responsible for providing Department of Transportation and FAA-wide services in the areas of operations, safety, policy, congressional outreach and emergency readiness for the National Aerospace System. Dr. Chaudhary commissioned in the Air Force in 1993 upon graduation from the United States Air Force Academy. He completed 21 years of service in a variety of command, flying, engineering and senior staff assignments in the Air Force. As a C-17 pilot, he conducted global flight operations, including numerous combat missions in Afghanistan and Iraq, as well as a ground deployment as Director of the Personnel Recovery Center, Multi-National Corps, Iraq. As a flight test engineer, he was responsible for flight certification of military avionics and hardware for Air Force modernization programs supporting flight safety and mishap prevention. Earlier in his career, he supported space launch operations for the Global Positioning System and led third stage and flight safety activities to ensure full-operational capability of the first GPS constellation. As a systems engineer, he supported NASA's International Space Station protection activities to ensure the safety of NASA Astronauts. Dr. Chaudhary is a DoD Level III Acquisition Officer and has published numerous articles in future strategy, aircraft design, business transformation and space operations. - Bio Copy Credit to AF.MIL CONNECT WITH DR. CHAUDHARY LINKEDIN | INSTAGRAM | TWITTER 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, The Honorable Dr. Ravi I. Chaudhary '93 | Host, Lt. Col. (Ret.) Naviere Walkewicz '99 Naviere Walkewicz 00:00 My guest today is the assistant secretary of the Air Force for energy installations and environment, the Honorable Dr. Ravi Chaudhary USAFA, Class of '93. Against the backdrop of Great Power Competition, Dr. Chaudhry leads the modernization and reoptimization of the Air Force to ruggedize our installations across the globe against what he describes as kinetic threats, as well as non-kinetic cyber, economic and extreme weather threats. He has served as acting deputy assistant secretary of the Navy for energy; the director of advanced programs and innovation, Office of Commercial Space Transportation at the Federal Aviation Administration; and he has led in the commercial space industry research and development in the support of the Department of Transportation and the White House, National Space Council. We'll talk with Dr. Chaudhry about his life before, during and after the Academy. We'll discuss his role, modernizing and re-optimizing initiatives and strategies for the Air Force. We'll touch on leading through new and changing threats and making decisions with climate in mind, and we'll discuss Dr. Chaudhary's work with the secretary of the Air Force and leadership at the base, command and warfighter levels. Finally, we'll ask Dr. Chaudhary to share advice for developing and advanced leaders. Dr. Chaudhary, welcome to Long Blue Leadership. We're so glad to have you. Dr. Chaudhary 01:18 Navier, thank you so much. Thank you for that way too kind of an introduction, and I only have one regret. On this weekend, did you have to mention that I was in the Navy for a little while? You just about blew me away. I know you've got some white clear liquid here. I'm just about ready to find out what the clear liquid is. Naviere Walkewicz Cheers. Dr. Chaudhary 01:40 Off we go, and we'll let our audience speculate, and depending on how it goes, we'll critique ourselves. Just an honor to be here, and congrats to you on your career of service in the Air Force. Naviere Walkewicz Thank you so much. This is truly a pleasure. And I think what we love about Long Blue Leadership is it's really about our listeners getting to know you. And we have so many different listeners that are really excited. So let's start with the hat. I've noticed we've got a hat on right here. “Air Force Installations: Best in the World.” Let's talk about it. Dr. Chaudhary Yeah, let's talk about that. Because we do have the best installations in the world. Our installations are power projection platforms. Every Air Force installation has a mission that begins and terminates with it. If you go all the way back in our history, Gen. Hap Arnold had this to say about our installations: “Air bases are the determining factor in air operations.” Think about that. Think about why we need to make sure that our installations are ready to go, and why we invest in them as an Air Force. It's because you can't get the jets out of town unless they have a good runway that works, unless they are hardened and ready to absorb the types of blows that have come to us in the past. And I'm telling you right now that we've got to be ready for this future, in a decade of consequence in Great Power Competition. We've got to focus on ruggedizing and ensuring that our installations are as survivable as they ever have been. Naviere Walkewicz Absolutely. Well, I can say that that is certainly true, having been at bases where we've seen some challenges, it does halt and sometimes stop operations. So yeah, you're right. Yeah. So it's incredible the work you're doing, and we're going to talk about that today. But before we get there, can we rewind the clock a little bit? Dr. Chaudhary Please don't rewind it too far, but I have a feeling you will. Naviere Walkewicz Just a little bit. Just enough to kind of get to know who Ravi was as a young boy. What were you like growing up? Tell us about your family and where you grew up. Dr. Chaudhary That's cool. So, I was born and raised in Minneapolis, Minnesota. I grew up there all my life. My parents came from India in 1960s and they always dreamed to do the unusual, it was the American Dream that brought them to this country. And they had kids, you know, and growing up as a South Asian American, you know, people in community would be like, “Hey, you know, why are you going to join the military? Why are you going to, you know, once you just be a doctor or engineer or lawyer or something like that?” Kind of fit the stereotype. But I always thought about it this way: If my parents would give up everything they wanted in their life, their language, their culture, everything to pursue their dreams, wouldn't they want that for their children as well? And so off I went to the Air Force Academy, and the values that my parents instilled in me rang true just about every single day. In fact, when I grow up, my mom would always tell me this. She'd say, “You know, if you do your full duty, the rest will take care of itself.” Naviere Walkewicz That sounds very familiar to me. Dr. Chaudhary And she would say, in the Sanskrit word for that — and my faith tradition is Hinduism — the Sanskrit word for that is “dharm.” If you follow your dharm, everything will take care of itself. And lo and behold, I'm getting choked up a little bit, because when I showed up and opened that Contrails and saw that quote, I knew that Mom and Dad had prepared me, had prepared me for the challenges that would come, not just the Academy, but everything from 9/11 to deploying to Iraq to raising a family and making sure they have everything they need to prosper. So, all that brought me to an institution that honestly brought out the flavor and gave me in the same opportunity that this country gave my father. So, it's just been a pinch-me career, and it's just an honor to be here with you today and with the entire AOG team talking about this. Naviere Walkewicz 05:36 That's amazing. I mean, I, thinking about what you just said, that your parents came and they pursued a dream. What was that like in your household? What did that look like? Dr. Chaudhary 05:45 Here's what it looked like. My dad — he actually came to this country with about $165, $80 of which went to his tuition. He was at University of Missouri, and then he eventually went to University of Minnesota. The rest he used to get a house and fill the fridge. And so, when he was looking for an opportunity to serve, he wanted to be in the U.S. Department of Agriculture and serve as a fed and so he didn't get that chance. So, what he did, he literally drove, put me and my brother and my mom in a car and drove to Washington. When he drove to Washington, he dropped us off at the Lincoln Memorial and walked up the stairs of the Capitol. Two senators from Minnesota, one was walking out, Sen. Walter Mondale. He said hello to him. He didn't know him from Adam. And then he went to the office of Hubert Humphrey and he sat down with him, and he told his story to Hubert Humphrey and Hubert Humphrey said, “This is what America is all about.” And he was kind enough to give my dad a shot in Minneapolis. And he spent his entire career, 25 years, as a federal inspector in the U.S. Department of Agriculture. Naviere Walkewicz My goodness. Dr. Chaudhary It's an incredible story. But you know what? It all came together about a year and a half ago when I was confirmed and during my swearing, and it was honored to have Sec. Kendall swear me in, but to have my dad walk up the front steps of the Pentagon with my mom and I. We go up the stairs, and I said, “Dad, would you turn around for a second?” And he turned around. I said, “You know, you can see the Lincoln Memorial and you can see the Capitol.” And I said, “Look what you've done in one generation.” That is the embodiment of the American dream. And as he was kind of — I'm getting choked up — he wiped the tears from his eyes. He realized that that that what this country has given to us is something that we've got to always think about giving back and giving back, and that's really what my career has always been about, giving back to the country that has given my family everything. Naviere Walkewicz 07:59 That is amazing. Wow. I mean, I'm almost without words, because I can see what your dad has instilled in you, made possible, but instilled in you as a servant leader as well. I'm just… that's pretty impressive. So, tell me about your mom, because it sounds like she also instilled some pretty incredible traits in you and some beliefs in how to treat people. What did that look like in, her leadership in your life? Dr. Chaudhary 08:26 What can I say about my mom? She's a pillar of the community back in Minneapolis. She runs a nonprofit called Seva. In Hindi, seva means service, to serve, serve your fellow citizens, serve your nation. And again, I told you about her, her enduring quote, “If you do your full duty, the rest will take care of itself.” So, in that nonprofit, she is actually bringing cultural-specific services, health services, to the Asian American community. One thing she did during Covid was incredible. She pulled together a meal team, and she served somewhere around 20,000 seniors. And it wasn't just Asian Americans, anybody in the Minneapolis community that was struggling, that couldn't get food, that was having a tough time. And then, as you know, after the George Floyd tragedy occurred, the town, the city went through a tough time, and there was an area right around one of the police stations where the riots were going on and everybody was fleeing when. When the community was fleeing, she was mobilizing her team to go in. They were going in and they were rescuing people from shelters to get them to a safe place. And two days later, she brought a team into the community that was still smoldering and set up meal stations to just give people sandwiches, bread, whatever — to just make everybody feel good and move forward, and that's what America is about. Sometimes we get so wrapped up in the times and differences, but we realize that America is more than just Washington. America is about neighbors and neighbors caring for each other. So, where did I learn that? I learned that from my mom, but the Air Force Academy brought it out, and I applied that every single day, whether it was a mission launching GPSs, doing engineering — tough engineering problems, or flying missions into the CENTCOM AOR, where we had to bring crews to bear to execute incredible missions. And so, reflecting on that — boy, you're really tearing me up today… Naviere Walkewicz No, not at all… Dr. Chaudhary …because you're bringing this all out of my heart, and it's just an honor to be here and humbling to tell the story. But I know that there are thousands and thousands of grads out there that have just as inspiring stories, and that's why I love to come to AOG. That's why I like to spend time with our cadets today, which was just as incredible. I went down to Jacks Valley and got to see the assault course as well. Luckily, I didn't have too many flashbacks. Naviere Walkewicz I was going to say, did you have your rubber ducky with you? Dr. Chaudhary Yeah, I did not. They didn't push me through it, but the demo was incredible. And I know our secretary was equally impressed with the cadets and the caliber of students that are here, the caliber of our cadets, and how I'm so optimistic for the future of our Air Force and Space Force. Naviere Walkewicz 11:33 Absolutely. And I can share, based off of what you shared about your mom and dad, there's no reason why you're [not] able to take on a job that almost seems impossible with the scope and breadth of what you're responsible for. So, I can't wait to get into that as well. Can we go to when you're at the Academy? I want to know more about you as a cadet, because as interesting as you are as an adult, what were you like as a cadet? Dr. Chaudhary 11:54 There's a lot that I really shouldn't disclose. Okay, so we've got to be really, really careful. So, me and my classmates, we have this thing called “mutually assured destruction.” You know stories about me, I know stories about you. Just leave it there. But let me tell you, the Academy was just the honor of a lifetime. But you know what — going through it with your classmates is something. I was just having lunch with our cadets today. I was a grad of Delta Tau Deuce, and to spend time with them and tell them stories, and hear about their stories, about what Deuce is like these days, was absolutely just, I was just blown away with it. But yep, I was primarily in Deuce. I had the just pleasure of beaing a squadron commander and having peers that really care for each other, peers that I keep in touch with. To this very day, I have them up on text. Naviere Walkewicz Oh, wow. Dr. Chaudhary And we share with each other. We have challenges. We go through it together, but I will tell you one story about why your cadet story matters, and you don't realize it until the balloon goes up. When I graduated from pilot training, I graduated essentially the day after 9/11 and I was actually in the planning room when 9/11 happened, and within a few weeks — I did my check ride that day — within a few weeks, I was at Charleston Air Force Base, and my squadron commander had me look out the window and said, “We don't have time to mission qual you. We don't have enough pilots. We're going to marry you up with a crew to go down range.” And you know what he did? He married me up with two people, one who was my classmate from the Class of 1993, Naviere Walkewicz Really? Dr. Chaudhary Two was a member of my squadron from Deuce, and he was a new aircraft commander. We had an experienced first pilot, and I didn't know nothing from nothing. I was a brand-new co-pilot. And so, getting ready for that, for those missions, a new environment for me, required something that our squadron commander knew that if I put three Academy graduates together, the bond that they've had in their years was going to carry them through toughest conditions, in unknown conditions. And sure enough, we clicked and did well. But to anybody who's a current cadet and listening in and wondering, “Hey, is this bonding — is what's going on now, the time that we have together here in the Academy going to amount to anything?” I'm here to tell you, it does and through my own life experiences, and quite honestly, in a number of missions, we fly working it together as a team. The bonds we create as cadets carry over for decades. Naviere Walkewicz 14:54 So maybe you can share some of those bonding moments at the Academy. You said you were a squadron commander. What were some of the lessons you learned from a leadership aspect, in leading your peers, but also while still trying to bond with them? Dr. Chaudhary 15:08 Yeah, when you look back, sometimes you're separated by age and rank, right? You got age and you got rank and your peer groups kind of set you that way. At the Academy, it's completely different because your peers, as a senior, you're all peers and colleagues, and to take on a leadership role is what I would say is the toughest challenge of all. To lead a team of peers and colleagues can be challenging. And there's challenges that really kind of come with everything like that, but to me, you can't do it without collaboration, without consulting folks and being inclusive in how you give people a voice. Now the jury is out — I'm not going to judge whether I was successful or not. Probably not, you know? But I will say we did one thing: It was gonna be we were gonna be the athletic squadron of the year. We were a beast. In fact, we decided that we were gonna go for one thing: We were the athletic squadron. And so, we did. Naviere Walkewicz That's impressive! Dr. Chaudhary We kicked some serious buttt. So, back in the day, you do what was called a sweep. So, if you swept all your sports and intramurals that day, you would, the next day, you would get Mitch's Mountains. And so, the lore of Mitch's Mountains was incredible. And today, interestingly enough, we had what I would call Mitch's Mountain version 2.0 — probably half the calories and twice the caffeine. I don't know what it is. But I actually whipped out a picture of an old Mitch's Mountain. And I show them, they're like, it was really funny, because to see the look in their eyes and to see an original Mitch's Mountain, it was like, oh, you know they looked at and they're like, “That's what a Mitch's…” And they're like, “There's an Oreo cookie on top!” I'm like, for us, “Ok, this is a nice 2.0” and everything, like you gotta go back to… Naviere Walkewicz 17:05 So, how many of those did you get? If you were actually the athletic squadron, you must have swept multiple days. Dr. Chaudhary 17:12 You see the love handles on me right now? That was the one challenge. Because, you know, [you‘ve] got to stay in shape. But we kicked some serious butt; we would sweep all the time. I was actually on the water polo team… Naviere Walkewicz 17:25 …we share that. I did not enjoy it. It sounds like you might. Dr. Chaudhary 17:30 I don't know. So, I'm a decent swimmer. I'm pretty good. Grew up in Minnesota, tons of lakes. I could say I'm a decent swimmer, but I can tell you I am not a water polo player. So, what they used me for in water polo… Naviere Walkewicz Were you the buouy? Dr. Chaudhary I was the anti-buoy, because whoever was the good player, they'd say, “Go and put your arms over that one and get them underwater,” so that our fellow water polo teammate could go in and score. And so, probably one of my most beloved plaques in my life is my water polo plaque because we were Wing champs. Naviere Walkewicz Oh, my goodness! Dr. Chaudhary We ran the tables and were Wing champs, and that plaque still sits on my desk. It's one of my most beloved things. You know, my wife, she's getting ready to toss it. I'm like, “No, no, not that!” Naviere Walkewicz Not the water polo plaque! Dr. Chaudhary She's like, “Oh, what about this graduation plaque from the Academy?” You can get rid of that, but don't get rid of my water polo plaque. That is beloved. So anyways, I was asking cadets today, “What's Deuce like?” I'm like, “So are you guys a training squadron?” Naviere Walkewicz What are they like? Dr. Chaudhary They're like, “We're the standards squadron.” And I'm like, “Wow, that's impressive.” I'm like, “What about Mach One? Are they the training?” So, they're like, “Mach One. Nah, not really.” They're like, “We're No. 1 in SAMIs. We're No. 1 is…? I'm like, “Oh, wow, they still have SAMIs and stuff like that.” Have fun. Yeah, that was a haze for me. Triple threats were always a haze, yes, so I never liked that, because well… Naviere Walkewicz 18:49 Maybe the Deuce team does now. Dr. Chaudhary 18:53 Mach One, they loved it. I've got friends from Mach One. They're gonna kill me, but yeah, they love it. They're all into it. Cleaning their rooms and Deuce would be on the corner going, “Would Mach One please go to bed?” So anyway, sorry. But yeah, it was an interesting time, you know, talking with some of our cadets. Naviere Walkewicz 19:26 I love these stories. So, were you this happy as a cadet? Dr. Chaudhary 19:31 No, I was not a happy cadet. I was a surviving kid. I was trying to get through the next day. And honestly, to me, it was always a wonder to be there, and I was always grateful for being there to serve. I was in a tough major, aero major, and honestly, it didn't come right away to me. And so I was not one of those sterling cadets that just rocks the house and everything. I was on the Comm List for a good portion of the time, but the academics took some time for me. I spent a lot of time in the aero lab. And, you know, the cool thing is, … I did projects and drag reduction, and we we tested these winglets on the tips of wings, and we did flow visualization. I had this professor. His name was Tom Yechout, and I was talking to some aero majors today. They're like, “You know, Tom Yechout?” And I'm like… Naviere Walkewicz He's still there. Dr. Chaudhary “He teaches controls here” I go, “Well, he taught me flight controls as well.” But he supervised me, and one time, I think, maybe at the last reunion, he brought me to the cabinet, and he opened up the cabinet and he showed me the hardware that we used for our project. Naviere Walkewicz 20:39 From your class? Dr. Chaudhary 20:43 Yeah. Naviere Walkewicz That's amazing! Dr. Chaudhary And here's why I'm telling you that: When in my interview with Sec. Kendall, he sat me down and he was talking about, “Hey, in your in your team, we're doing some drag reduction activities.” And he's like, “What do you know about blended wing body aircraft?” And it turns out, not only had I done some research on that, I had done a project at Staff College and to me, you know, my message to cadets out there who are working on a project who are wondering, “Hey, is this going to amount to anything? Does this matter?” I'm here to tell you that it does, because the type of work that goes on at this Academy is literally out of this world. We got folks who are working with SpaceX. I went down and that we're actually doing a project called the blended wing aircraft, which is like a big flying manta ray. It's going to reduce fuel consumption by roughly 30% to reduce fuel for fuel consumption across our Air Force and extend our range. Naviere Walkewicz How are we going to do that? Dr. Chaudhary Well, we're going to build a prototype in 2027. One of my sections is operational energy, and we have a team dedicated to reducing drag on aircraft, finding efficiencies. Why is this important? Well, it's because in Great Power Competition, we know that our adversaries are going to come after our logistics and fuel — our resources. And as a logistician, you know that. Our adversaries are targeting our installations, they're going to target our fuel resources. So, what's the best thing we can do? We can be as efficient as we can with our fuel and flying C-17s, is one thing you get to know real quick that if you land at an austere location, you're going to drain that fuel bladder almost instantly. And what does that mean? That means less sorties. That's less fire missions if you're flying Apache's out of there. That means less fuel for generators if you lose power. That means less ability to get your CAPs in the air, and we've got to embody that as a department and be ready for what that challenge holds for us. So getting efficient with our field, to me, isn't something that we're going to do because we're nice. We're going to do it because it's going to be an imperative. It's going to be a strategic imperative, and we've got to be ready for that. And so, we've been working hard at those things. The blended wing body aircraft is a long-term thing that it's been out there for a long time, but we've got to proof it. And so, it's really cool… Naviere Walkewicz It's almost full-circle for you. Dr. Chaudhary Yeah, it's incredible. And we just were at this, at the plant for Jet Zero. We did a visit there to spend some time with them and look at look at their production facility. And what do I see when I walk in the conference room? Five cadets sitting on the end of the table, learning, taking notes, interacting with the top systems engineers. And interestingly enough, one of those cadets had come and visited me and spent the summer — actually, three of them. She was part of a team of three that came and visited my organization and worked on the impacts of strategic temperature changes and how it will affect payloads for tanker aircraft. And so, they did this research, presented me this paper, and now here I am seeing them at industry being on the leading edge. And to me — let me tell you that filled me with so much optimism and excitement for the future, and most importantly, what we're producing here at the Air Force Academy, a top-notch engineering school that is regarded across the industry. So, a little turn to academics there, but big shout out to what we're doing across our academic programs. I just think we're on the right track, and we need to keep up the momentum. Naviere Walkewicz 24:30 No, that's huge. I was actually going to ask you, how are you leveraging some of our cadets in some of the things you're doing? But it sounds like they're already doing it. Dr. Chaudhary 24:40 Check! Done. They're rocking the house. Just, just leading the way. It's awesome. Naviere Walkewicz 24:43 That's amazing. Yeah. So, let's talk about — and I'm really curious — so, after you graduate the Academy, did you know you always wanted to be a pilot, by the way? Did you know you wanted to fly? Dr. Chaudhary 24:50 I can't remember a day where I wasn't drawing airplanes. And you're asking me about when I was younger. You know, “What kind of kid were you?” I was a kid who was drawing airplanes. OK, I was the kid with the airplane books. I was a kid who was checking out every single airplane book and library and learning about them and trying to understand them and wanting to know more. And so naturally, it was just — I can't think of a day where I didn't want to be an aerospace engineer, be a pilot. And you know, sometimes the ebb and flow of demand for the Air Force —there was a time of reduction in pilots for the for the Academy, and I didn't get that opportunity then and it was a bummer. But you know, if you do your full duty, the rest will take care of itself. And so, I landed at Los Angeles Air Force Base where we launched this program. I got to launch rocket programs. And you may have heard of this particular payload: It's called GPS. Naviere Walkewicz 25:44 I might have heard of that one, yes… Dr. Chaudhary 25:47 …and it was the first time we were doing it. And we're young lieutenants, and we're at Los Angeles Air Force Base, and I was getting the responsibility for third-stage engines and ordnance systems and some of the avionics, and my boss said, “We don't have time. We're launching rockets every single month. I need you to go out to this corporation called Thiokol, and I want you to buy that rocket.” And by the way, he said it in a way that was like, “Don't screw this up,” right? Naviere Walkewicz The undertone was there. Dr. Chaudhary Yeah, we've had that don't-screw-it-up moment. And so that was one of them. And so, the one thing that I remember is that our Academy demands a lot, and it demands a lot for a reason. Because leaders will be demanding a lot of brand new officers. Now the jury's out as to how well I did, but we had three we had three successful missions, and we delivered full operational capabilities for our department. And to me, I look back on that. I, believe it or not, still keep in touch with the captain who welcomed me, who brought me on the team and, in 2018, I got the incredible opportunity to let the last Delta II rocket go. And I brought my wife and my daughter with me, and that kind of brought the whole band back together. And it was cool to have kind of the old space cowboys and in the room again going, “Well, let's, let's let this rocket go for one last time.” Naviere Walkewicz That is really cool. Dr. Chaudhary And the best part of it was, after that rocket went and you felt the rumble — the rumble of a rocket, there's nothing like it in the world. When you feel the rumble go into your stomach — I leaned over my daughter. I go, “What do you think?” She said, “I am doing that.” Naviere Walkewicz 27:34 I was just going to ask you, did it bleed over into your daughter? Dr. Chaudhary 27:38 Now, she's a cadet at Georgia Tech. She just finished field training, and of course, like every good Academy graduate should do, buck the system. So, she bucked the system with her dad and said, “I'm gonna do ROTC and go to Georgia Tech. So, good luck this weekend against Navy. I'll kind of vote for you, but just want to let you know the Academy is a lot easier than Georgia Tech.” So, she and I jaw back and forth, but watching her grow has been really cool. And I got a chance to take her up and fly and get her ready for her career. She wants to be a pilot. And let me tell you, we got nothing on this next generation. They are ready for technology. They are ready for the leading edge, and we've just got to enable them. Honestly, we've got to get the hell out of the way and let them in. There's one situation, we had new avionics on the aircraft. I won't bore you with the details, but it allows you to deconflict from traffic. It's a GPS-based instrument, and I was kind of flying with her one time a few years ago, and I said, “All right, well, this is what is so, you know that little piece, you know 2,000 below you, positive means 2,000 above you. It's closing it…” She's like, “Dad, Dad, Dad, stop, stop!” Naviere Walkewicz 28:58 She knew… Dr. Chaudhary 29:00 She knew how to interact with that technology, and honestly, I didn't. I was learning how to interact with that technology. So, we've got to really make sure that we're blazing a path for our next generation, but at the same time, make sure that that we're not getting in their way. And I think sometimes we do that as grads. We're like, “I was like this when I was there…” You know? I was at Mitchell Hall today, and I saw the 0-96 up there and it's memorialized. And I walked by that thing… Naviere Walkewicz 29:32 Did you scan the QR code to fill one out? Dr. Chaudhary 29:33 Yeah, I did not do the QR code. I was like, that's too much for me. But when you look at it, you know, I thought, I'm like, that's probably where that thing ought to be right now. It's a great remembrance of why it's important, why standards are important, and then the example of how it paid off in combat conditions and saved a life was pretty important. But I'll be honest with you, we find other ways today with this next generation. I can remember flying one mission and we lost SATCOMMS with a particular field, and we were roughly maybe six hours out for Iraq in the combat zone, and we didn't know the status of the field. And one of the things you need to do is make sure the field's not under attack. So, before we did that, we're like, “Hey, how do we get our 30-minute… You know, it just wasn't happening. But you know what we're doing. We had brevity codes. And all along the line, all the C-17s that were lined up miles after miles going all the way back to Azerbaijan at 30,000 feet. We're all on. We're communicating. … We're using brevity code, so, we're not giving anything away. We're using our brevity code, and we're saying this is the status of the field. And we're relaying, we're literally relaying a half world away. That's a testament to our pilot corps, testament to duty. And so it's really in the spirit of that 0-96 there that we've adopted. So, when people say, “Oh, that tradition is going to ruin us, you know, we're going to lose standards.” I could tell you that, even though we got rid of that thing, that we're still an effective force. And I think we have to understand that a little more and as we kind of move through a period of change at USAFA — I was talking to our cadets about, “Hey, what do you think about the changes?” and, “Yeah, well, restrictions, but I understand on the importance.” I'm going to hearken back to 1991 or so, when the first Gulf War kicked off, and we were cadets when that thing kicked off, and almost instantly we moved into BDUs. We started wearing those every day. We started creating the warfighter mindset. We sealed off to make sure that we had good security. We canceled a lot of passes, and you know what we did? We moved from a fourth-class system to a four-class system. Sound familiar? Sound familiar? That was after the war kicked off. Think about that. After the war kicked off. Our superintendent is trying to do it before the war kicks off, to make sure that we're ready, ready to fight the fight and get into it. So, I have a lot of respect for our superintendent and taking this step. I do agree that we've got to get execution right. Sometimes you get some growing pains with those things, but I think we've got to step back in the grad community and digest a little bit and get behind some of the changes that have been going on. And I was talking to some cadets last night, I go, “What do you think of this?” And they're like, “We understand it. It hurts a little bit.” Because the expectations … the environment that we're in has now changed. And you know, honestly, I'll shoot straight from the hip and say that sometimes it feels like the goal post is being moved on you, because you meet one standard, and then they move again. Yeah, you know, things get tough, but we're a resilient institution, and when you get down to the brass tacks of who we are as grads, the core of what we do and execute our mission will never go away. And we've just got to blaze a path for our next generation to be successful. Naviere Walkewicz 33:24 Absolutely. Well, speaking of blaze a path — and I think some of our listeners want to hear sometimes, you know they have times when they fail at things in leadership. How do you grow from that? Can you share a time when you experience failure and what it looked like, to help inspire them through that. Dr. Chaudhary 33:42 Yep. Well, worst day of my life was when I failed a check-ride. I failed a simulator check-ride in the C-17. And it hurt. It hurt bad. I had aspirations in my career. I was like, “What's this gonna mean for me?” But you know some really smart folks, and that's when you turn to people who you really go to for advice, and it's like, you know, “Ravi, there are those who have and those who will.” So honestly, I just needed a smack in the head. They're like, “Get over it, man. You know, whatever you failed check-ride. Go out there, clean that thing up and those ups and downs in a flying career occur.” I'm being 100% honest with you, my failures are stacked up right next to my successes. And so, I think, to me, the failures were the things that helped me grow, grow through things and sometimes you think, “OK, well, that failure was unfair. I got, you know, I got a raw deal out of that.” Maybe I did, maybe I didn't, but you keep moving forward. Keep taking one step after another. Now I'm not a football guy. I love football. Watch about I never played football, but I do know what running back coaches say. I think, I'm not sure, they say, “Above all, always keep your legs moving. Don't ever up when you're running. Keep your legs moving.” And so, to me, I've always taken that advice. I've given that advice to other people too, especially when they come to me with challenges. Naviere Walkewicz 35:09 That's great advice. So maybe we can talk about your role now a little bit. And so, can you actually explain what you do? It might actually be shorter to say what you don't do, because when I look at the description, it's quite a bit. We have listeners that are parents and that maybe don't have a lot of military background and really understand. So, I think it's wonderful to share with the full community. Dr. Chaudhary 35:31 Yeah, let me talk about the position. So, the job is one of those long titles. It's the assistant secretary for energy, installations and the environment. First thing first. I'm not a military member. I am a presidential appointee, so my job is as an appointee, a Senate-confirmed appointee. That means that you go through a hearing like you see in TV, and you get voted on, right? You get the vote. I was lucky enough to have after a period of being held, I had a bipartisan vote. And so that was pretty neat to have that. But my role specifically is to ensure that our installations are ready for the fight, for the future fight, and for current conditions. Things that I lose sleep over: Right now we're in a decade of consequence that our secretary and chief regularly say that decade of consequence includes great power competition in which China and Russia seek to shape the world order in ways that that work to their advantage, in autocratic manner, and so we've got to be ready for that, and that includes establishing an important deterrence. So, my job is to make sure installations are strong and present an approach of deterrence, and when deterrence failed, be ready to win. So, what does that mean for us? That means ensuring that our installations have power capabilities, that have strong runways, that have strong hangars, strong facilities, and included in which — families live on installations as well — to ensure we have top-notch housing. So, you'll see me reaching across all those areas, but importantly enough, making sure that those installations have the right power is critical. Our adversaries have declared their intent and have the capacity to go after our critical infrastructure, and that's the one thing that keeps me up at night: making sure that we have critical redundancies and opportunities to if somebody comes after our infrastructure tries to cut our power, we have redundant capabilities, that our control systems are cyber hardened. And you mentioned earlier, both kinetic and cyber threats. So roughly in the past two decades, as China has modernized our CENTCOM theater has really shaped an environment in which CONUS installations are under threat a little bit, but not entirely. We could be relatively confident that Grand Forks would be generally safe from ISIS from a major attack. In Great Power Competition, all of that goes out the window. Our adversaries, to include Russia and China, know how to go after critical infrastructure. They know how to employ cyber capabilities, and that's why we've got to make sure that we are pursuing cyber hardened energy control systems that protect you from those threats, and the ability to island from the local grid when we need to. So, here's one thing we're doing. I'm on a march over the next five years to bring 20 or so micro grids across our most critical installations. A micro grid — it's kind of like a power bar. You plug it in the wall and you can plug in renewable energy, you plug in wind, geo, you know, all kinds of things into that — solar — to build critical redundancies. So ultimately, building those redundancies allows you to harden your capabilities at the installation and micro-reactors give you the ability to manage and distribute power where you need it. Now we can also put in battery storage. So, battery storage allows you to — when the balloon goes up, boom, put in a firewall with the local community and get the jets out of town. Keep your employed in-place mission moving and build critical redundancies. Then once the jets are out of town, plug back in and share that power with a local community, because we know that our adversaries are going to be driving civil disruption to affect the efficiency of our installations as well, too. So that dynamic is really complex. Naviere Walkewicz Wow, and the time is compressed. Dr. Chaudhary And the time is compressed, so we won't have time to react as quickly. So, we've got to prepare for an all-new environment in our installations. And it goes right back to the Hap Arnold quote. We've got to make sure that they're ready to ensure our operations are effective. And I was recently at Eielson Air Force Base, and what we're doing at Eielson is really novel. We're going to put in a small, modular micro-reactor, a small baby nuclear reactor. Naviere Walkewicz Is there a small version of that? Dr. Chaudhary Yeah, there is a small version, but it hadn't been developed yet, and we decided that we're going to push on with this new capability and bring it to Eielson Air Force Base. The key is to now — back in the day, we used to do something, proof it military-wise, and then see if it's viable in the in the commercial market, right? Not anymore. We're going to do it all concurrently. So, we're going to pursue a Nuclear Regulatory Commission license. We've been engaging the local community. They love it, including tribal nations, who know that power advantages are going to be important for sharing in the community. And so that will be the first micronuclear reactor in any installation. We're looking to award in the spring or sooner, and then get this thing up and running in 2027. Why is this important at Eielson? And you're like, “Whoa, it's way up in Alaska.” Eielson is a critical entry point for the INDOPACOM theater. Naviere Walkewicz I was gonna say, where it's located… Dr. Chaudhary It's where the one of the highest concentrations of our 5th-gen fighter force is at. It's where we do air defense, and it's where our mobility forces will be moving from Fort Wainwright all the way down range. So that's a critical node, and there's a few more of those that we've got to really, really stay focused on. So, energy and, by the way, a happy Energy Action Month as well. This month is Energy Action Month where we're looking at how we can improve power consumption across our Air Force and be more efficient. And bringing these micro-grids online is going to be a crucial, crucial aspect of that. Naviere Walkewicz 42:07 Well, something I've learned about you is that you're not afraid to push the envelope, push the speed, but do it, like you said, concurrently and to find some solutions. And I don't know that there's anyone else that could do it just like are you're doing it. Dr. Chaudhary 42:19 It's not me, it's my team. I have an incredible team of folks that refuse to accept anything [less] than excellence in our department. In fact, we have a saying in our organization that, “We eat no for breakfast.” So, I dare you to tell us no and that we can't do something. One of our coolest announcements recently that we were told “no” to for roughly three years, was a new apartment complex at Edwards Air Force Base. So, some folks may not know this, but Edwards Air Force Space is very isolated, and it's located in the desert, and so it takes roughly 45 minutes to get to the base once you get through the gate. And so, isolation of our military members, especially our junior enlisted, has been around for roughly four decades or more. And when we said, “Hey, let's do a venture-backed business model that allows us to bring state of the art departments not in MILCOM timeline like right now, timeline…” And so, we just announced an all-new venture commercial apartment complex that we just broke ground on, and we're going to start building, hopefully done by 2026 and these are timelines that allow us to move the Air Force forward aggressively. Another thing that we're doing is, I just announced a $1.1 billion investment in our dormitories and CDCs. As you know, quality of life is so critical. Back to this: If we're going to be, say that we're the number, have the number one installations in the world, we've got to live up to it, and that means our families need that too, as well. So, you've heard a lot about the GAO reports, everything from mold to decrepit housing. We're going to fix that, we're going to get ahead of it, and we're going to stay ahead of it. And so that's why our secretary, in our most recent president's budget, announced this. All we need is a budget now, yeah, and so, so our secretary is pressing hard for that, and we know that once that budget is approved, we can get working on these things and start changing quality of life and start upping our game in our installations. Naviere Walkewicz 44:23 Well, I'm gonna take one of those leadership nuggets as “just eat no for breakfast,” but we're gonna learn more about your final takeaway lessons. Before we do that with you. Dr Chaudhary, I wanna thank you for listening to Long Blue Leadership. The podcast publishes Tuesdays in both video and audio, and it's available on all your favorite podcast platforms, watch or listen to all episodes of Long Blue Leadership at longblueleadership.org. Dr Chaudhary, this has been incredible. If you might leave our listeners with one thing, what would you like to share with them when it comes to leadership, or maybe just some lessons or anything about you that you'd like to share? Dr. Chaudhary 44:57 Love what you do. Love our nation. I love my country because it's given me and my family everything. And I want everybody to believe that, you know, sometimes we get in these periods where we feel divided right across the spectrum, and it doesn't matter what your affiliation is, sometimes you just feel that. But I want folks to remember that America is not about what goes on entirely in Washington. It's about neighbors. It's about what you do for your neighbors. And to me, that's our biggest strength as a nation. You know, many years ago, our forefathers felt that the values of equality, fair treatment and self-determination would be enough to topple an empire, and it is. We should believe that too, and I want everybody to know that. So, it's an honor to be here. But before I go, I want to say thank you for just an intriguing hour. It's an honor to be here, and I want to give you my personal challenge coin… Naviere Walkewicz Oh my goodness… Dr. Chaudhary …and say thank you so much. It embodies a lot of what we do, military family housing, airfields, of course our beautiful 5th-gen fighter aircraft and our wind power and capabilities as a symbol of what we've got to do for installation school. Naviere Walkewicz 46:16 That is an honor, sir. Thank you. Thank you so much. Oh my goodness, thank you. Dr. Chaudhary 46:20 It was a great hour, and just a pleasure to spend time with… Naviere Walkewicz 46:26 It was my pleasure. There's so much I wanted ask you and I know we're limited on time … Is there anything we can do for you? Dr. Chaudhary 46:36 Just keep doing what you do. Keep making sure that our grads out there have a voice, have a say, and can contribute to all this institution has to offer our nation. And so, you're doing it, and I can't thank you enough for it. Naviere Walkewicz 46:49 Thank you very much. KEYWORDS Air Force, Dr. Ravi Chaudhary, leadership, installations, energy, community service, innovation, military, great power competition, sustainability, Air Force Academy, leadership, aviation, innovation, energy solutions, GPS, pilot training, military standards, personal growth, resilience MORE FROM DR. CHAUDHARY ON THE FOR THE ZOOMIES PODCAST with C1C ANDREW CORMIER '25 The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation
Maharashtra Elections Logjam in MVA | BJP In Plum Position | Exit Polls Will Fail? | Omkar Chaudhary
My guests are Danielle Godfrey and Zuraiz Chaudhary from SetApart Financial Services! Danielle and Zuraiz are the leading providers of audit, review, tax, and accounting services to startups engaged in crowdfunding Regulation CF and Regulation A fundraising in United States. Social and Website: Website: https://www.setapartfs.com/ Linkedin: https://www.linkedin.com/in/zuraiz-chaudhary-22a2b9121/ Follow Digital Niche Agency on Socials for Up To Date Marketing Expertise and Insights: Facebook: https://www.facebook.com/digitalnicheagency Linkedin: https://www.linkedin.com/company/digitalnicheagency Instagram: DNA - Digital Niche Agency @digitalnicheagency Twitter: https://twitter.com/DNAgency_CA YouTube: https://www.youtube.com/@DigitalNicheAgency
बटेंगे तो कटेंगे का चला जादू | Muslims in Huddle | Modi in Full Form | Omkar Chaudhary, Sanjay Dixit
Oral Arguments for the Court of Appeals for the Fifth Circuit
Azhar Chaudhary Law v. Ali
Exit Polls will be Proved Wrong? | Kashmir Hung Assembly and Haryana Gone? | Omkar Chaudhary
Welcome to the Arete Coach Podcast, hosted by Severin Sorensen. In this episode, titled, "Coaching as a Life Skill: Listening, Leading, and Lifting Others," we are honored to have Ruchira Chaudhary, a distinguished executive coach, author, and CEO of True North Consulting. Ruchira is renowned for her expertise in leadership development, coaching, and organizational strategy, with over two decades of experience across Asia, the Middle East, and North Africa. She is also an acclaimed author of "Coaching: The Secret Code of Uncommon Leadership" and serves as adjunct faculty at prestigious institutions like Chicago Booth School, SMU, and IMD Singapore. In an engaging conversation, Ruchira Chaudhary shares her inspiring journey from a diverse corporate background to becoming a leading voice in executive coaching. Her career began in advertising and human resource consulting, evolving through various roles in multinational corporations before discovering her passion for coaching. Over the past decade, Ruchira has dedicated herself to mastering and teaching coaching skills, developing her proprietary "4C plus" model of coaching. Recognized globally, Ruchira has been honored as one of the 21 women leaders in 2021 and awarded the Woman of Excellence Award in 2022. This episode delves into Ruchira's profound commitment to creating leaders who coach and take others along in their journey, perfectly aligning with the Arete Coach Podcast's exploration of excellence in executive coaching. Ruchira Chaudhary's approach to executive coaching emphasizes the importance of developing a coaching mindset in leaders across all levels of an organization. Her "4C plus" model focuses on enhancing capability, consciousness (self-awareness), clarity, and confidence in coachees. This comprehensive framework provides a structured approach to coaching that goes beyond traditional skill development, addressing the holistic growth of individuals. One of the key insights from the episode is Ruchira's emphasis on coaching as a life skill rather than just a corporate tool. She advocates for a shift in leadership paradigms, moving away from command-and-control styles towards more empathetic, question-based approaches. This perspective aligns with modern leadership demands, especially in the wake of global challenges like the COVID-19 pandemic, which highlighted the need for adaptable and inclusive leadership styles. Ruchira also brings attention to the unique challenges faced by women in leadership roles and the importance of tailored coaching approaches. She emphasizes the need to focus on building confidence and self-belief in women leaders, addressing issues like imposter syndrome and work-life balance. This insight highlights the role of coaching in promoting diversity and inclusivity in leadership, ultimately contributing to more robust and dynamic organizational cultures. The Arete Coach Podcast seeks to explore the art and science of executive coaching. You can find out more about this podcast at aretecoach.io. This episode was recorded via Zoom on September 3, 2024. Copyright © 2024 by Arete Coach™ LLC. All rights reserved.
Haryana Elections for BJP is Do or Die Situation | Advantage Congress | Omkar Chaudhary
Karan Chaudhary is the Executive Director at CG Holdings and the 22nd president of the NADA Automobiles Association of Nepal. He also oversees board governance, financial performance, and strategic planning at Nepal Lube Oil Ltd., including its operations with Gulf Oil Nepal. Join us for this episode of On Air, where Karan Chaudhary discusses his entrepreneurial journey, his role as president of NADA, and his insights into the automobile industry in Nepal. He will also delve into the future of electric vehicles in Nepal and share updates on Nepal Lube Oil Ltd. and CG Holdings.
"So as I as I always say, Brendan, India is now the coolest party in town and if you are late, you might not get in!"The story of Indian fintech is one of almost unimaginable speed and scale, and watching it from the front lines was Kabeer Chaudhary. So I sat down with him to talk about digitising loans and learning from banks and fintechs to deliver a project that works with loss rates that allow you to sleep peacefully at night.You can find ClickMyLoan at https://clickmyloan.com/ or on LinkedIn at https://www.linkedin.com/company/clickmyloan/You can find Kabeer at https://www.linkedin.com/in/kabeer-chaudhary-18bb7984/Please seek me out on LinkedIn, too, where I'm open to all genuine new connections - https://www.linkedin.com/in/brendanlegrange - please also follow the show's page while you're there.Meanwhile, my action-adventure novels are on Amazon, some versions even for free, and my work with ConfirmU and our gamified psychometric scores is discussed at https://confirmu.com/ and on episode 24 of this show https://www.howtolendmoneytostrangers.show/episodes/episode-24And finally, I'm also co-creating a new podcast called hAIghtened senses which will look at the intersection between human senses and technology, especially AI-powered technology. You can already start to follow it wherever you're listening to this one - there's only a trailer there at the moment, but we've recorded some of the early episodes and it's going to be a fun ride!Keep well, Brendan Hosted on Acast. See acast.com/privacy for more information.
We wrap up season 8 with Dr. Kulreet Chaudhary and her powerful, dynamic conversation with Sharon. Dr Chaudhary is a neurologist, neuroscientist, and Ayurvedic practitioner. She combines modern neuroscience with ancient wisdom. She also coaches executives of large corporations on how to connect. Dr. Chaudhary completed the Hoffman Process in 2022. She shares a powerful, pivotal moment from her Process. She was paired up with another student which provided the perfect invitation to be - messy. As she tells us, she's been trained to keep things clean in her life and work. But at this moment, she let go. Kulreet shares, "I don't think I have ever been that emotionally messy in my entire adult life." She tells us that because of her willingness to let go fully into her emotional messiness, she also found a freedom she'd never felt before as an adult. After she completed the Process, Dr. Chaudhary dove into the Hoffman practices and tools. For about six months, she embraced a daily practice to deepen the transformation that had happened during her Process. It is hard to describe what happened to Kulreet after working with the tools and practices diligently. What stands out is how in the moment of incredible transformation and healing, Kulreet was holding herself in a profound, unwavering, self-love. As she held herself in the radiance of this self-love, the darkness that she thought was within her shattered. It wasn't at all what she'd thought it was. This is the raw power of self-love. We hope you enjoy and find benefit from this profound conversation with Kulreet and Sharon. We'll see you again in the second half of August for our next series of conversations. More about Dr. Kulreet Chaudhary: Meet Dr. Kulreet Chaudhary, a neurologist, neuroscientist, and a pioneering voice in Sound Medicine and Ayurveda. Combining modern neuroscience with ancient wisdom, Dr. Chaudhary has helped thousands achieve health goals they never thought possible. She passionately advocates for a wellness-based medical system that empowers patients, moving beyond traditional disease-focused approaches. Dr. Chaudhary is the acclaimed author of "The Prime: Prepare and Repair Your Body for Spontaneous Weight Loss" and "Sound Medicine: How to Use the Ancient Science of Sound to Heal the Body and Mind." She has shared her insights on national platforms like The Dr. Oz Show and Home & Family. With decades of experience, Dr. Chaudhary continues to advance medical research, participating in over 20 clinical studies on conditions like multiple sclerosis, Alzheimer's, and Parkinson's disease. Her work includes pioneering stem cell therapies and uncovering ancient Siddha Medicine texts in India. As part of the Healthy Directions family, she's developing an at-home wellness program to help millions lead healthier, happier lives. Discover more about Dr. Chaudhary's unique approach to wellness at www.drkulreetchaudhary.com. Follow her on Instagram and Facebook. Article: The Connection Between the Gut and Brain in Ayurveda (https://www.healthydirections.com/articles/ayurvedic-medicine/ayurveda-gut-brain-connection) As mentioned in this episode: Dark Side Stomp (Check) Ayurveda Medicine Siddha Medicine Tradition Star Wars - Return of the Jedi Enlightenment
Contributor: Aaron Lessen MD Educational Pearls: The case: A gentleman came in from a nursing home with symptoms concerning for sepsis. He was hypotensive, hypoxic, febrile, and mentally altered. His past medical history included previous strokes which had left him with deficits for which he required a feeding tube. Initial workup included some point of care labs which revealed a sodium of 165 mEq/L (normal range 135-145) Hypernatremia What causes it? Dehydration, from insufficient fluid intake. This might happen in individuals who cannot drink water independently, such as infants, elderly, or disabled people, as was the case for this patient. Other causes of dehydration/hypernatremia include excessive sweating; diabetes insipidus; diuretic use; kidney dysfunction; and severe burns which can lead to fluid loss through the damaged skin. How do you correct it? Need to correct slowly, not more than 10 to 12 meq/L in 24 hours Can do normal saline (0.9%) or half saline (0.45%) and D5, at 150-200 mL per hour. Check the sodium frequently (every 2-3 hours) Will likely need ICU-level monitoring What happens if you correct it too quickly? Cerebral edema Seizures Bonus fact: Correction of hyponatremia too quickly causes osmotic demyelination syndrome (ODS). References Chauhan, K., Pattharanitima, P., Patel, N., Duffy, A., Saha, A., Chaudhary, K., Debnath, N., Van Vleck, T., Chan, L., Nadkarni, G. N., & Coca, S. G. (2019). Rate of Correction of Hypernatremia and Health Outcomes in Critically Ill Patients. Clinical journal of the American Society of Nephrology : CJASN, 14(5), 656–663. https://doi.org/10.2215/CJN.10640918 Lindner, G., & Funk, G. C. (2013). Hypernatremia in critically ill patients. Journal of critical care, 28(2), 216.e11–216.e2.16E20. https://doi.org/10.1016/j.jcrc.2012.05.001 Muhsin, S. A., & Mount, D. B. (2016). Diagnosis and treatment of hypernatremia. Best practice & research. Clinical endocrinology & metabolism, 30(2), 189–203. https://doi.org/10.1016/j.beem.2016.02.014 Summarized by Jeffrey Olson MS2 | Edited by Meg Joyce & Jorge Chalit, OMSIII
The right have ditched climate denial and found something worse. They're doubling down on the exhaustion of people and planet alike, making us run ever-faster just to stay in place. Can we turn our collective exhaustion into a climate politics of rest and recuperation? That's the urgent question Ajay Singh Chaudhary asks in The Exhausted of […]
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