Podcasts about Chief technology officer

How is Sabey Data Centers adapting to the AI-driven surge in computational power while maintaining energy efficiency? In this exclusive #JSATV interview from DCD Connect New York, John Sasser, Chief Technology Officer, discusses how the company is implementing liquid cooling technologies, reducing its carbon footprint, and adapting to the rise of edge computing. Plus, he shares insights into the future of data center design and the key trends shaping the next generation of digital infrastructure. Don't miss this expert take on sustainability, AI, and the evolving data center landscape.

In this episode of Builders Wanted, we're joined by Eric Helmer, Chief Technology Officer at Rimini Street. Eric shares his insights on how to modernize mission-critical systems without compromising performance. Learn about the misconceptions about tech modernization, the importance of agility and flexibility in tech stacks, and the shift from reactive to proactive IT roles.-------------------Key Takeaways:The importance of modernizing critical systems without diving headfirst into vendor-driven migrations to the cloud.Transparency in operations and involving end-users early in the process can build trust and ensure smoother transitions.By optimizing existing configurations and processes before implementing new technologies, organizations can achieve significant cost savings and efficiency gains.------------------- “ When you show organizations that you genuinely want to help them by showing them all the different options that they have in an agnostic way, it's a really best way to build fantastic relationships and keep that engagement simple and strategic. You have to figure out where you're going to spend your budgets. You have to take the emotion out of it. You gotta take tradition out of it and boil it down to data points that create obvious best choices.” – Eric Helmer-------------------Episode Timestamps:‍*(02:08) - How Eric defines his mission as a builder‍*(06:12) - One major shift in how IT leaders approach long-term transformation‍*(13:49) - How Eric keeps customer engagement simple and strategic ‍*(22:05) - A recent transformation Eric is proud of ‍*(28:19) - A low-profile change that made a surprising difference‍*(36:27) - One thing every CIO should start or stop doing‍-------------------‍Links:Connect with Eric on LinkedInConnect with Kailey on LinkedInLearn more about Caspian Studios‍-------------------SponsorBuilders Wanted is brought to you by Twilio – the Customer Engagement Platform that helps builders turn real-time data into meaningful customer experiences. More than 320,000 businesses trust Twilio to transform signals into connections—and connections into revenue. Ready to build what's next? Learn more at twilio.com.

In this episode, David Millili and Steve Carran sit down with Dino Pietropaolo, the dynamic Chief Technology Officer at Optii. From global tech ventures to co-founding a cybersecurity firm, Dino's journey into hospitality tech is anything but ordinary.We dive into how AI can truly revolutionize hotel operations—not just through automation but by enhancing the human connection. With practical insights and a few laughs (and even a surprise gift!), this is an episode you won't want to miss.In this episode, you'll learn:How Dino's background in cybersecurity and big data led him to hospitalityWhy hospitality is slow to adopt AI, and how that's changing fastThe difference between buzzword AI and AI that actually drives business outcomesHow Optii's new tools let hotels automate job requests with voice, pictures, and natural languageWhat “job automation through AI” really means and why resolution time mattersWhy personalization is the overlooked secret to guest experienceWatch the FULL EPISODE on YouTube: https://youtu.be/Bx65jDNyedcThis episode is sponsored by Optii: https://www.optiisolutions.com/Join the conversation on today's episode on The Modern Hotelier LinkedIn pageThe Modern Hotelier is produced, edited, and published by Make More MediaLinks:Dino on LinkedIn: https://www.linkedin.com/in/dinopietropaolo/Optii: https://www.optiisolutions.com/For full show notes head to: https://themodernhotelier.com/episode/168Follow on LinkedIn: https://www.linkedin.com/company/the-...Connect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

On the 53rd episode of Enterprise AI Innovators, hosts Evan Reiser (Abnormal AI) and Saam Motamedi (Greylock Partners) talk with Sineesh Keshav, Chief Technology Officer at Prologis. With over 1.3 billion square feet under management and over 8 billion in revenue, Prologis is the world's largest logistics real estate company. In this conversation, Sineesh shares his perspective on how Prologis drove 95% company-wide adoption of generative AI through personal productivity use cases. He also discusses the future of SaaS as enterprises begin to take greater ownership of their data and AI models, and how AI is enabling a shift from static infrastructure to dynamic, self-optimizing supply chains.Quick hits from Sineesh:On understanding build vs. buy with AI: "If everyone has access to the latest, greatest models, which should be our assumption, then the only thing that differentiates your company is your data, and how you use it. And anything that touches proprietary data should be built internally.”On the importance of enterprise AI strategy: "This isn't something you can afford to sit out. There's a minimum investment every company needs to make—don't skimp on licenses; don't wait to see how it shakes out. Make it accessible, find champions, and start now.”On how AI empowers employees: "At the most basic level, it's a productivity driver. Some people use it to proofread emails, others use it to summarize a 40-page memo, or draft that memo entirely. Every employee can use it in completely different ways—and that's exactly the point.”Recent Book Recommendation: When Breath Becomes Air by Paul Kalanithi--Like what you hear? Leave us a review and subscribe to the show on Apple, Google, Spotify, Stitcher, or wherever you listen to podcasts.Enterprise AI Innovators is a show where top technology executives share how AI is transforming the enterprise. Each episode covers the real-world applications of AI, from improving products and optimizing operations to redefining the customer experience. Find more great insights from technology leaders and enterprise software experts at https://www.enterprisesoftware.blog/ Enterprise AI Innovators is produced by Josh Meer.

In this episode, Justin Anderson, Mawer's Chief Technology Officer, sits down to discuss the evolving “build-in vs. build-out” technology framework. Justin explains how Mawer approaches technology decisions—balancing vendor solutions with in-house customization—and shares practical examples from the firm, including proprietary solutions such as trade&MAWER and M42. The conversation explores how advances in AI and large language models are accelerating the shift toward more tailored, efficient solutions. He also offers insights for investors on what to look for in management teams as organizations adapt to rapid technological change.   Key Takeaways: The “build-in vs. build-out” framework focuses on how companies customize technology for their unique needs, beyond simply buying or building from scratch. Advances in AI and large language models are making it easier and more cost-effective to develop in-house solutions. Mawer's internal platforms, such as trade&MAWER and M42, demonstrate the benefits of a build-out approach. Leadership and culture are critical—successful organizations encourage experimentation, embrace new technology, and balance innovation with risk management. Investors should look for companies whose management teams understand technology, address technical debt, and foster a culture of curiosity and adaptability. Host: Andrew Johnson, CFA, Mawer Institutional Portfolio Manager Guest: Justin Anderson, CFA, MSc, Chief Technology Officer   This episode is available for download anywhere you get your podcasts.  Founded in 1974, Mawer Investment Management Ltd. (pronounced "more") is a privately owned independent investment firm managing assets for institutional and individual investors. Mawer employs over 250 people in Canada, U.S., and Singapore.  Visit Mawer at https://www.mawer.com. Follow us on social: LinkedIn - https://www.linkedin.com/company/mawer-investment-management/ Instagram - https://www.instagram.com/mawerinvestmentmanagement/ 

Retail media is evolving fast, but not always in the right direction. In this episode of Leader Generation, Drew Cashmore, Chief Strategy Officer at Vantage, joins Tessa Burg fresh from the Cannes Lions Festival to break down the biggest conversations shaping the future of retail and commerce media. Drew shares what he's seeing across the industry—the opportunities, the challenges and where marketers should focus their energy. If you're working with retail media in any capacity, you'll benefit from Drew's candid insights into what's working, what's not and how to create real value through presence, simplicity and strategic alignment. From the power of in-store media to the fragmentation of first-party data systems, this episode brings clarity to a complex landscape. Leader Generation is hosted by Tessa Burg and brought to you by Mod Op.  About Drew Cashmore: Drew Cashmore is the Chief Strategy Officer at Vantage and a seasoned retail and retail media strategist. He has a background in building, commercializing and scaling intrapreneurial ventures within some of the world's largest retailers. Drew was an original architect and former executive at Walmart Connect in both the U.S. and Canada, where he played a key role in scaling the business to over $2 billion. His contributions included insourcing the business, establishing brand and sales enablement practices, leading internal change management, and developing the in-store advertising strategy. He was also a founding member of Walmart's eCommerce and digital marketing platforms, and previously served as the CMO of Firework, and is the Co-Founder and Managing Director of Adaptive Retail Group. About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.

Send us a textAI promises to revolutionize clinical trials and reshape regulatory oversight. But is the pharma industry ready? And can the FDA keep pace with the technology? In this episode of the HealthBiz Podcast, host David Williams is joined by Tom Doyle, Chief Technology Officer of Medidata, to discuss the promises and potential pitfalls of AI in clinical trials.

In this conversation, Laura welcomes Nakisha Muhammad to discuss the leadership competencies of diplomacy and political savvy, through her point of reference as an executive leader.   Nakisha shares her unique journey from entrepreneurship to her current role as Chief Technology Officer at 1nHealth, chronicling how she learned to honor her own boundaries while navigating the demands of leadership and emphasizing the importance of understanding oneself and others in fostering effective communication and diplomacy.  Laura and Nakisha share the intricate dynamics of leadership, focusing on integrity, boundaries, and the importance of self-care, while navigating work spaces as Black women. They also discuss the challenges of maintaining personal values in professional settings, the necessity of setting and respecting boundaries, and the strategies for dealing with resistance in leadership roles.   Overall, the dialogue emphasizes the need for political savvy as a crucial skill for career advancement, and strategies for engaging in difficult conversations while maintaining professionalism. About Nakisha Nakisha serves as the Chief Technology Officer at 1nHealth, bringing her cross-industry technology background into healthcare. A serial entrepreneur, Nakisha has founded, operated, and scaled SaaS businesses as well as eCommerce brands. A self-taught developer and technologist, Nakisha has built multiple data-management and data visualization companies, managing developer teams and IT infrastructure. Nakisha's philosophy in software engineering is rooted in a methodology that centers on the user experience first and then building the functionality around the user's needs. Connect with Nakisha on LinkedIn   Resources: Now enrolling for both the August 2025 sessions of the Early Career and Mid-Career programs.  Learn more at https://blackwomanleading.com/programs-overview/ Full podcast episodes are now on Youtube.  Subscribe to the BWL channel today! Credits: Learn about all Black Woman Leading® programs, resources, and events at www.blackwomanleading.com Learn more about our consulting work with organizations at https://knightsconsultinggroup.com/ Email Laura: info@knightsconsultinggroup.com Connect with Laura on LinkedIn Follow BWL on LinkedIn Instagram: @blackwomanleading Facebook: @blackwomanleading Youtube: @blackwomanleading  Podcast Music & Production: Marshall Knights  Graphics: Téa Campbell Listen and follow the podcast on all major platforms: Apple Podcasts Spotify Stitcher iHeartRadio Audible Podbay  

What if AI could think like a legal professional—breaking down complex tasks, making decisions, and even taking action autonomously? In this sneak peek of ILTA's Just-In-Time Roundtable Encore to Evolve: Agentic AI and the Possibilities for Legal, industry expertsndive into the game-changing potential of Agentic AI—where AI evolves from a chatbot to a proactive teammate.  Spoiler: The billable hour might never be the same. Moderator:   Josh Lazar, Founder and CEO, TechThinkTank LLC  Speakers:  Reanna Martinez, Director of Innovation, Systems, and Data, Munger, Tolles & Olson LLP  Sara Miro, Director of Knowledge Solutions, Sullivan & Cromwell LLP Rob Saccone, Chief Technology Officer, Lega Inc.

AI, fraud, compliance, and the future of fintech take centre stage in this special crossover episode of the c-suite podcast and Sumsub's 'What The Fraud?' recorded live at Money20/20 Europe in Amsterdam. We hand over hosting duties to 'What the Fraud?' presenter, Thomas Taraniuk, who was joined by the following guests: 1/ Mitch Trehan, Chief Compliance Officer, Allica Bank 2/ Daniele Tonella, Chief Technology Officer, ING 3/ Katherine Yeung, Chief Risk & Compliance Officer, 10x Banking 4/ David McHenry, Managing Director, Head of Global Treasury & Payments Advisory - UK, HSBC Innovation Banking 5/ Lee McNabb, Head of Group Payment Strategy, NatWest

Today our own Chris Nichols sits down with Raphael Reznek, Chief Technology Officer of Mascoma Bank. They discuss bank architecture and focus on leveraging technology to your bank's benefit in the current, evolving world around AI.   Learn more about and register for Elevate here! The views, information, or opinions expressed during this show are solely those of the participants involved and do not necessarily represent those of SouthState Bank and its employees. SouthState Bank, N.A. – Member FDIC

The Big Unlock Podcast · When Technology Meets Care Management, Outcomes Improve. – Podcast with Rob Posner In this episode, Rob Posner, Chief Technology Officer, AbsoluteCare discusses how the organization is transforming care delivery through a member-centric, value-based model that emphasizes advanced care management and the social determinants of health. Rob explains AbsoluteCare's proactive, longitudinal care management approach – enabled by technology that empowers mobile care teams to engage with members wherever they are, whether at home, in the community, or within hospital settings. He underscores the importance of real-time data access, EMR availability at the point of care, and the role of transitional care managers in ensuring continuity post-discharge. Rob also emphasizes how governance, change management, and attention to operational details such as connectivity, mobility, and privacy are critical to success. Rob also explores AbsoluteCare's innovation strategy, including the use of ambient clinical documentation, AI-driven diabetic retinopathy screening, and organization-wide adoption of Microsoft Copilot. Rob shares his vision for the future of AI agents and robotic process automation to streamline workflows, reduce provider burden, and ultimately improve care outcomes. Take a listen.

In this episode of Leader Generation, Tessa Burg chats with Matt Bretz and Gary Goodman, two seasoned veterans in the games and entertainment space.  With decades of experience, Matt and Gary share their journeys from working in Hollywood and gaming to leading creative teams at Mod Op. They discuss the evolution of the industry, the importance of data and AI, and how both play a role in crafting emotionally resonant marketing strategies.  If you're interested in understanding the power of combining creativity with technology to connect with audiences, this conversation offers valuable insights into how AI and data are reshaping marketing in gaming and entertainment.  Leader Generation is hosted by Tessa Burg and brought to you by Mod Op.  Contributors: Matt Bretz, EVP of Creative Innovation at Mod Op Gary Goodman, EVP of Creative Innovation at Mod Op About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.  

Dr. Luiz E. Bertassoni is the founding director of the Knight Cancer Precision Biofabrication Hub and Professor in the Division of Oncological Sciences at the Knight Cancer Institute, where he is also co-section head for Discovery and Translational Oncology. He is also faculty in the Department of Biomedical Engineering, the Cancer Early Detection Advanced Research (CEDAR) Center, and the Oregon Health and Sciences University (OHSU) School of Dentistry. Luiz is co-founder of 2 biotech spin-off companies which resulted from his work on cancer research and regenerative medicine: he is Co-Founder and Chief Technology Officer of HuMarrow and Co-Founder and Chief Medical Officer of RegendoDent. Outside of science, Luiz is a big fan of surfing, and he enjoyed frequent trips to the beach while completing his PhD in Sydney, Australia, and a postdoctoral fellowship in San Francisco, California. In addition to spending time in the water, Luiz loves music. He is a singer-songwriter who plays various instruments, including guitar, drums, bass, and piano. In his research, Luiz applies engineering tools to biology to build human tissues in the lab. The goal of Luiz's lab is to create new models to better understand cancers and develop methods to regenerate lost or damaged tissues. Luiz was awarded his Doctor of Dental Surgery (DDS) degree from the Pontifical Catholic University of Parana in Brazil. Afterwards, he conducted postdoctoral research at the University of California, San Francisco. He then enrolled in a graduate program and received his PhD in Biomaterials from the University of Sydney. Next he accepted a postdoctoral fellowship in Harvard Medical School and MIT's joint program in Health Sciences and Technology. He served on the faculty at the University of Sydney before joining the faculty at OHSU in 2015. His work on vascular bioprinting was listed in the top 100 research discoveries by Discover Magazine, and he has received over 30 national and international research awards, including the Medical Research Foundation New Investigator award, the Silver Family Faculty Innovation award, and many others. In this interview, Luiz shares more about his life and science.

985: How does a $48B tech distributor reinvent itself as a platform company? In this episode, Peter High speaks with Dham Pathervellai, Chief Technology Officer of Ingram Micro, a global distributor and technology platform connecting 2500+ vendors with 160,000 customers in 200+ countries. Dham unpacks the company's evolution from a traditional distributor to a platform-first enterprise. Dham shares his perspective on building Ingram's digital backbone, leading enterprise architecture, and scaling a global technology team. He also outlines how Ingram's data mesh, intelligent data assistant, and “come as you are” integration strategy are helping to drive customer value, fuel innovation, and power AI transformation.

Today's guest is Sukhi Gill, Co-Founder and Chief Technology Officer at Calitii. Founded in 2023, Calitii is a specialist ServiceNow partner, experienced in delivering major programs in complex, highly regulated environments. Their team's design centered approach ensures implementations are accelerated across the organization, future proofing for tomorrow's competitive environment. Calitii can guide you in avoiding potential pitfalls and develop best practices to achieve success in your organization.With over 35 years of industry experience, Sukhi has an outstanding record of achievement in sales and delivery of very large scale IT services in multi-billion dollar application development and infrastructure modernization programs. He has a strong track record of establishing successful partnerships with key business sponsors, influencing strategic and architectural direction, ensuring that the organization gains significant business advantage through the strategic deployment of technology and process innovation.In the episode, Sukhi talks about:0:00 His journey from civil service to founding a ServiceNow startup3:29 Taking a sabbatical to explore mountains and startups, seeking change5:35 Why hiring smart people and collaboration is crucial for success7:11 Letting others contribute often improves ideas and outcomes10:12 How both technology and business process knowledge are needed for successful outcomes13:04 Helping regulated industries, particularly banks, meet regulatory compliance14:55 Focus on outcomes, involve people and prioritize continuous improvement17:48 Address technology, people, process and governance for transformation outcomes

AI is coming to finance with some major Shifts to the  investment landscape Sumo Politics in full force. We got a  China deal, or did we? Seeking out innovation with our guest, Steven Sanders - EVP, Interactive Brokers.  NEW! DOWNLOAD THIS EPISODE'S AI GENERATED SHOW NOTES (Guest Segment) Steve Sanders is Executive Vice President of Marketing & Product Development at Interactive Brokers. In this capacity, he oversees all marketing and product development efforts at the company and introduces Interactive Brokers' low commissions, advanced trading technology and breadth of product worldwide to advanced individual and institutional investors globally. Steve joined Interactive Brokers in 2001 to establish the company's platform for financial advisors. Since that time, he has been responsible for many key initiatives including building a direct / digital marketing program, developing a new account structure and registration process for institutional investor clients and contributing to the deployment of the company's Integrated Investment Account.  During his over twenty-year tenure with the company, Steve has remained focused on providing IBKR clients with the products, tools and resources necessary to meet a wide variety of trading and investing objectives, which he believes has contributed to the company's extraordinary growth over the years. Prior to joining Interactive Brokers, Steve spent fifteen years at Citibank in a variety of positions including Managing Director and Chief Technology Officer of Cybic, a “Request for Quote” exchange to facilitate the distribution of OTC derivative products to retail investors, which he developed. Before that, he held diverse roles throughout the organization in credit & risk management, marketing, financial planning, and product structuring functions. Steve holds an MBA in Finance from the University of Chicago and an undergraduate degree from SUNY at Albany in Accounting and Computer Science. Check this out and find out more at: http://www.interactivebrokers.com/ Follow @andrewhorowitz Looking for style diversification? More information on the TDI Managed Growth Strategy - HERE Stocks mentioned in this episode: (PLTR), (SPY), GLD), (TOST), (IWM)

Robots are rapidly reshaping home life, factory floors, and farms. Chris Stegh, Chief Technology Officer at E-Group here in Chicago joins Rob Hart on the WBBM Noon Business Hour with the details...

In 2011, HP killed a $1.2 billion innovation in just 49 days. I was the Chief Technology Officer who recommended buying it. What happened next reveals why smart people consistently destroy breakthrough technology—and the systematic framework you need to avoid making the same mistake. HP had just spent $1.2 billion acquiring Palm to get WebOS—one […]

If you've ever wondered how to go beyond ChatGPT and actually connect AI to real-world systems and workflows, this conversation is for you.    Tessa Burg gathers with three Mod Op experts—Fabio Fiss, Aaron Grando and Javier López—to break down key technologies like MCP (Model Context Protocol) and A2A (Agent-to-Agent). The team explains how they work, and shares examples of how they're already being used in creative and powerful ways.   More than just a technical discussion, this episode tackles the bigger picture—how AI will (and won't) replace human jobs, how it can serve as a teammate and how it's enabling people at all levels to do more, faster.    Whether you're building websites, leading creative teams or optimizing business operations, you'll walk away with practical insights, relatable analogies and renewed clarity on where to start integrating AI meaningfully into your workflow.   Leader Generation is hosted by Tessa Burg and brought to you by Mod Op.    Contributors: Fabio Fiss, VP of Technology at Mod Op Aaron Grando, VP of Creative Innovation at Mod Op Javier López, Senior Software Engineer at Mod Op   About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.  

Most of the noise around AI focuses on developers, creatives, and knowledge workers. But what about everyone else? The nurses, store associates, logistics teams, and warehouse staff make up nearly 80 percent of the global workforce. In today's conversation, I sat down with Tom Bianculli, Chief Technology Officer at Zebra Technologies, to talk about AI that meets people where they work. Not in a document editor or code repository but on the shop floor, in hospital corridors, and inside fulfillment centers. Tom shared how Zebra's strategy, built on research, acquisitions, and strategic partnerships, is helping to bring practical, purpose-built AI to frontline industries. From generative assistants to machine vision systems, Zebra is developing tools that support real-world tasks without replacing the people doing them. Whether it's improving shelf visibility in retail, enabling rapid quality control in manufacturing, or automating picking assistance through wearable cameras, the focus is on helping workers complete their tasks more efficiently, accurately, and with greater satisfaction. One of the standout topics was Zebra Companion, the company's AI-powered assistant for frontline teams. With four dedicated agents covering knowledge, sales, merchandising, and device support, it is a tool designed for immediacy, speed, and seamless integration with the daily workflow.  Tom explained how Zebra is utilizing feedback from pilot programs to enhance the experience and why a human-centered approach to automation is crucial for reducing attrition and boosting morale. We also examined how AI and machine vision are driving measurable improvements in logistics and manufacturing. Recent acquisitions have strengthened Zebra's capabilities in 3D vision and high-speed industrial scanning. Looking ahead, we discussed omniscient store concepts, collaborative robotics, and the increasing value of real-time operational data. While much of the AI conversation stays focused on the office, Zebra is showing what happens when intelligence meets physical work. This episode is a reminder that AI is not just about prompts and pixels. It is also about boxes, shelves, scanners, and real people doing real jobs. How is your business planning to bring AI to the teams that keep everything moving?

This week, we are joined by Michael Gorelik, Chief Technology Officer from Morphisec, discussing their work on "New Noodlophile Stealer Distributes Via Fake AI Video Generation Platforms." A new threat dubbed Noodlophile Stealer is exploiting the popularity of AI-powered content tools by posing as fake AI video generation platforms, luring users into uploading media in exchange for malware-laced downloads. Distributed through convincing Facebook groups and viral campaigns, the malware steals browser credentials, cryptocurrency wallets, and can deploy a remote access trojan like XWorm. The campaign uses a layered, obfuscated delivery chain disguised as legitimate video editing software, making it both deceptive and difficult to detect. The research can be found here: ⁠⁠New Noodlophile Stealer Distributes Via Fake AI Video Generation Platforms Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, we are joined by Michael Gorelik, Chief Technology Officer from Morphisec, discussing their work on "New Noodlophile Stealer Distributes Via Fake AI Video Generation Platforms." A new threat dubbed Noodlophile Stealer is exploiting the popularity of AI-powered content tools by posing as fake AI video generation platforms, luring users into uploading media in exchange for malware-laced downloads. Distributed through convincing Facebook groups and viral campaigns, the malware steals browser credentials, cryptocurrency wallets, and can deploy a remote access trojan like XWorm. The campaign uses a layered, obfuscated delivery chain disguised as legitimate video editing software, making it both deceptive and difficult to detect. The research can be found here: ⁠⁠New Noodlophile Stealer Distributes Via Fake AI Video Generation Platforms Learn more about your ad choices. Visit megaphone.fm/adchoices

Description:In this episode, I engage with Sloane Paul and Tom Chep, the founders of Arc Motors, a pioneering company in the conversion of classic internal combustion engine vehicles to electric vehicles. Sloane, the CEO, shares her passion for classic cars and the inspiration behind Arc Motors, which began with her own 1969 Ford Bronco. We delve into the challenges and successes of their conversion process, exploring how they educate customers about the complexities and investments involved in creating modern, re-engineered classic cars. Tom, the Chief Technology Officer, provides insights into the meticulous engineering and planning that ensures each converted vehicle maintains high safety and performance standards. Together, we discuss the bespoke nature of their services, the financial realities of electric conversions, and their vision of becoming leaders in the electric vehicle industry.Support the Show:PatreonAcast+Other Podcasts:Beyond the Post YouTubeBeyond the Post PodcastShuffle Playlist918Digital WebsiteGuest Links: Arc Motors (Website)All the Socials: @ArcMotorsCompany*Show Art Created By Dall-eSupport this show http://supporter.acast.com/kilowatt. Hosted on Acast. See acast.com/privacy for more information.

In this episode of Innovation and the Digital Enterprise, Patrick and Shelli talk to Jeff Miller, Vice President of Engineering at LinenMaster. Jeff discusses his journey in the tech industry and his role at LinenMaster, a leading laundry management solutions provider. He delves into his previous roles at various prominent Chicago technology companies focusing on his work to modernize platforms and streamline operations. We talk about his earlier interest in tech; he built a computer when he was a kid. Then Jeff shares insights into this hands-on approach, the challenges of transforming legacy systems, and the importance of iterative development. He discusses his leadership philosophy of roadmapping transformation with the customer in mind, and building trust through execution.(00:00) Introducing Jeff Miller, VP of Engineering at LinenMaster(01:14) Jeff Miller's Career Journey(04:38) Roadmapping Strategy at LinenMaster(06:24) Technological Transitions and Innovations(09:36) Leadership and Decision-Making(09:37) Jeff's Early Interest in Technology(12:58) Rebuilding Trust and Modernizing Software(25:02) Advice for Tech Professionals and Founders(28:47) Conclusion and FarewellJeff Miller is Vice President of Engineering at LinenMaster. Previously he moved up through a variety of roles at Yello.co culminating in a position as Chief Technology Officer. Before that he was Vice President Of Engineering at Fooda and he launched his career at Enova International. He earned a Bachelors degree in Computer Science and Mathematics from the University of Wisconsin-Madison, where he was also President of the Madcity Skydiving Club.If you'd like to receive new episodes as they're published, please subscribe to Innovation and the Digital Enterprise in Apple Podcasts, Spotify, or wherever you get your podcasts. If you enjoyed this episode, please consider leaving a review in Apple Podcasts. It really helps others find the show.Podcast episode production by Dante32.

The rollercoaster origin and growth story of 1080 Motion, as told by the engineer who created it all, Christoffer Bergkvist. Tune in as he shares the biggest stories from the original Quantum, to almost going bankrupt, to the secret development of the Sprint 2, and everything in between.2:15 Origin story of Christoffer and 1080 Motion, starting with the 1080 Quantum right out of college14:15 First launch of the 1080 Quantum, 100 invited and only 5 showed up17:14 Origin story of the 1080 Syncro, attempting to replicate the 1,100lb "Brake Man" machine23:20 2 lawsuits involving fraud and the government, almost causing the end (bankruptcy) of 1080 Motion27:09 Origin story of the 1080 Sprint 1, Manni/Anna-Carin/Ola/Peter join the team33:33 The secret development of the 1080 Sprint 239:59 Launching the 1080 Sprint 2 in 2023Episode on YouTube: https://youtu.be/eserb1XQMXEA thank you to this show's sponsors: ⁠1080 Motion⁠ | ⁠Samson Equipment

In this eye-opening conversation, join host Rajiv Parikh as he unveils Arena AI – their revolutionary platform that's transforming how marketing campaigns are planned, executed, and optimized. Sajjan Kanukolanu (VP of Global Operations) and Vikrant V.(CTO) walk us through how their team has embedded 20 years of marketing expertise into a system that combines project management, unified analytics, and AI agents that execute real marketing work.• Arena includes project management specifically designed for marketing workflows• The Calibrate interface provides unified dashboards pulling data from 130+ platforms• RPA technology connects even to custom platforms without APIs• AI co-pilot powered by multiple agents that execute specific marketing tasks• Built on what Position Squared calls their "Growth Language Model"• Platform incorporates 20 years of industry-specific marketing expertise• System provides 95% accurate predictive analytics using LSTM neural networks• Campaign strategies incorporate industry data and competitor analysis• Human oversight remains crucial at decision points for optimal results• AI agents work together to handle everything from ICPs to ad creationThe marketing technology landscape has exploded with specialized tools, leaving marketers buried under mountains of disconnected data and endless manual tasks. What if there was a way to harness artificial intelligence not just for insights, but to actually do the work?The most fascinating aspect of Arena isn't just its ability to connect data from hundreds of platforms (even proprietary ones without APIs), but how it deploys specialized AI agents to handle specific marketing tasks. Unlike generic AI tools that provide broad recommendations, Arena's Growth Language Model understands the nuances of different industries and buyer personas, delivering highly targeted strategies that have historically driven results.What makes this conversation particularly valuable is how openly the team discusses their journey from service provider to software company.  Their practical approach demonstrates that effective AI implementation isn't about theoretical capabilities, but about solving real problems that marketers face daily.Sajjan Kanukolanu: https://www.linkedin.com/in/sajjank/Sajjan serves as Vice President of Global Operations & Strategy at Position². He has experience as a digital marketing, growth & digital experience strategist and previously led strategy & growth at Ogilvy, & Wunderman. Sajjan is an AI Advisor and Speaker, having accepted a role on the AI Advisory Board at the University of San Francisco School of Management. He holds a Ph.D. in Marketing, an MBA, and an MS Electrical Engineering. Vikrant V.: https://www.linkedin.com/in/vikrantv/Vikrant V is the Chief Technology Officer at Position². Prior to his current role at Position², he served as Chief Technology Officer at TiLa from July 2020 to September 2023. Vikrant has led large ecommerce and analytics teams at Amazons and Moneyview, a fast growing fintech company. Vikrant holds an MS in Software Systems from Birla Institute of Technology and Science, Pilani.Website: https://www.position2.com/podcast/Rajiv Parikh: https://www.linkedin.com/in/rajivparikh/Sandeep Parikh: https://www.instagram.com/sandeepparikh/Email us with any feedback for the show: spark@postion2.com

John Stankey has led AT&T as CEO since July 2020, and was elected Chairman of the Board in February this year. Over his 40-year tenure, John has held multiple senior leadership roles across the breadth of AT&T’s businesses, including turns as Chief Strategy Officer and Chief Technology Officer. In this episode, John speaks with McKinsey senior partner and North America Chair Eric Kutcher about his journey at AT&T. They discuss how John pivoted the portfolio, how he trusted in long-term ‘big bets’ amidst the current wave of economic change, and the meaning of leaving a legacy at a 150-year-old company. Related Insights Becoming CEO, just in time for global crisis: David Gitlin, Chairman and CEO of Carrier Global Corporation How boards can tackle geopolitical risk How Judy Marks leads Otis Worldwide Corporation through uncertainty and technological evolution The art of 21st-century leadership: From succession planning to building a leadership factory Author Talks: IBM’s Ginni Rometty on leading with ‘good power’ Getting fit for growth: The leadership mindsets and behaviors that matter CEO Perspectives The Strategic CEOSupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Hospitals are facing mounting pressure from staff shortages, rising costs, and increasingly stringent compliance requirements. Surgical suites and sterile processing departments (SPDs) are two of the most resource-intensive areas, yet many still rely on manual processes and fragmented data. According to the American Hospital Association, nearly 1,400 hospitals, or 31% of hospitals, reported a critical staffing shortage to the federal government as of January 19, 2022, highlighting the urgent need for innovative solutions. In response, AI in surgery is gaining traction as a practical tool to augment clinical teams and streamline perioperative workflows without compromising patient safety.How can hospitals use AI to increase surgical efficiency, meet compliance standards, and improve patient outcomes without overwhelming already-burdened staff?This episode of ConCensis by Censis Technologies, hosted by Amy Chadoff, features Harshil Goradia, Chief Technology Officer and VP of IT at Censis. Together, they explore how AI in surgery is transforming sterile processing and operating rooms, highlighting real-world examples from hospital networks and unpacking how AI is shifting from pilot phase to enterprise necessity.Key Highlights:AI Drives Throughput Without Adding Burden: At St. Luke's Health Network, AI tools helped increase sterilization throughput by 20%, processing 5,000 more trays a month with the same staff.Agentic AI Enables Real-Time Action: Emerging agentic AI can autonomously adjust surgical schedules, flag shortages, and optimize workflows, offering actionable insights instead of just analytics.Compliance and Safety at Scale: AI supports SPD technicians by cross-referencing IFUs in real time, identifying assembly errors, and improving standardization across facilities.Harshil Goradia is the Chief Technology Officer and VP of IT at Censis Technologies, where he leads R&D, AI innovation, and IT strategy. Prior to Censis, he served in the AI Center of Excellence at Fortive and spearheaded digital transformation initiatives in manufacturing and healthcare. His background spans predictive analytics, generative AI, and large-scale system integration, making him a thought leader in operationalizing AI across healthcare environments.

Welcome to Monday Night Live https://media.blubrry.com/negotiators_podcast/content.blubrry.com/negotiators_podcast/graham-jones-chat.mp3

Battery energy storage is rapidly becoming a cornerstone of Australia's evolving electricity system. As the National Electricity Market (NEM) transitions to accommodate rising renewable penetration, new policy mechanisms, and famously volatile prices, batteries are taking on a broader range of roles, from firming and arbitrage to frequency control and capacity support. But developing and operating storage in this environment requires more than just technology. It calls for strategic decision-making across commercial, technical, and market dimensions.In this episode, Wendel is joined by Eku Energy's Chief Technology Officer - Elias Saba. The conversation explores how project developers like Eku are approaching duration and sizing, managing merchant risk, accessing FCAS revenues, and navigating the emerging capacity market landscape. We also look at how international experience can inform decision-making in Australia. Key insights include: Why the NEM is a proving ground for batteries: The opportunities and risks of operating in a high-volatility, high-renewables environment.Duration and design choices: How CapEx trends, price signals, and regulatory uncertainty are shaping battery configurations.Revenue stacking in practice: Merchant trading, FCAS markets, and the role of contracting in stabilising returns.Global context, local application: Lessons from other advanced markets and how they translate to the Australian grid.Building for scale: The internal capabilities and strategic frameworks required to run a high-performing storage business.About our guestElias Saba is the Chief Technology Officer and a founding team member at Eku Energy, a global battery storage developer and operator with active projects across Australia, Japan, Italy, and the UK. At Eku, Elias leads technical strategy, project optimisation, and market integration across multiple jurisdictions. His work sits at the intersection of engineering, commercial strategy, and energy market operations shaping how large-scale batteries are deployed and monetised in complex and fast-moving grid environments. For more information, head to their website.About Modo EnergyModo Energy helps the owners, operators, builders, and financiers of battery energy storage solutions understand the market - and make the most out of their assets.All of our podcasts are available to watch or listen to on the Modo Energy site. To keep up with all of our latest updates, research, analysis, videos, podcasts, data visualizations, live events, and more, follow us on LinkedIn or Twitter. Check out The Energy Academy, our bite-sized video series breaking down how power markets work.

Battery energy storage is rapidly becoming a cornerstone of Australia's evolving electricity system. As the National Electricity Market (NEM) transitions to accommodate rising renewable penetration, new policy mechanisms, and famously volatile prices, batteries are taking on a broader range of roles, from firming and arbitrage to frequency control and capacity support. But developing and operating storage in this environment requires more than just technology. It calls for strategic decision-making across commercial, technical, and market dimensions.In this episode, Wendel is joined by Eku Energy's Chief Technology Officer - Elias Saba. The conversation explores how project developers like Eku are approaching duration and sizing, managing merchant risk, accessing FCAS revenues, and navigating the emerging capacity market landscape. We also look at how international experience can inform decision-making in Australia. Key insights include: Why the NEM is a proving ground for batteries: The opportunities and risks of operating in a high-volatility, high-renewables environment.Duration and design choices: How CapEx trends, price signals, and regulatory uncertainty are shaping battery configurations.Revenue stacking in practice: Merchant trading, FCAS markets, and the role of contracting in stabilising returns.Global context, local application: Lessons from other advanced markets and how they translate to the Australian grid.Building for scale: The internal capabilities and strategic frameworks required to run a high-performing storage business.About our guestElias Saba is the Chief Technology Officer and a founding team member at Eku Energy, a global battery storage developer and operator with active projects across Australia, Japan, Italy, and the UK. At Eku, Elias leads technical strategy, project optimisation, and market integration across multiple jurisdictions. His work sits at the intersection of engineering, commercial strategy, and energy market operations shaping how large-scale batteries are deployed and monetised in complex and fast-moving grid environments. For more information, head to their website.About Modo EnergyModo Energy helps the owners, operators, builders, and financiers of battery energy storage solutions understand the market - and make the most out of their assets.All of our podcasts are available to watch or listen to on the Modo Energy site. To keep up with all of our latest updates, research, analysis, videos, podcasts, data visualizations, live events, and more, follow us on LinkedIn or Twitter. Check out The Energy Academy, our bite-sized video series breaking down how power markets work.

In this episode of Gov Tech Today, we dive deep into the innovative approaches CAL FIRE is taking to manage wildfires. Jennifer Saha sits down with Ben Rogers, Chief Technology Officer at CAL FIRE, as he shares his unique journey from the UK private sector to his pivotal role in California's firefighting efforts. They discuss the department's strategic focus on technology, data management, and public safety, highlighting initiatives like the RFI Squared process, 3D mapping, and AI-driven solutions. Ben explains the challenges of balancing rapid technological change with the necessity for accurate, real-time information and the importance of cross-departmental and vendor collaborations to drive transformative change in wildfire management. 00:00 Introduction and Guest Welcome00:38 Ben Rogers' Background and Career Journey02:33 Transition to CAL FIRE and Initial Challenges05:58 Innovation and Technology at CAL FIRE14:12 Future Plans and Technological Advancements21:33 The Importance of Data in AI22:24 Overwhelmed by Technological Advancements22:51 The Role of Business Analysts23:32 Data Governance and Stewardship24:02 Breaking Down Departmental Silos25:22 Generative AI and Full-Stack Professionals28:05 Challenges in Recruitment and Retention29:23 Balancing Speed and Accuracy in Information33:00 Engaging with Vendor Community39:15 Concluding Remarks and Safety Message  

Franciscan Health's Journey to the Cloud: Pioneering Epic on Microsoft Azure On this episode Chuck Christian, Chief Technology Officer at Franciscan Health talks to host Ben Hilmes about the health system's migration of Epic to Microsoft Azure. Chuck talks about the complexities of cloud cost management and how it's able to save them millions of dollars, and he also shares the leadership lessons that have shaped his career, especially around staying curious, practicing humility, and truly working together as a team. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen/

The way people search for information is changing fast. In this episode of Leader Generation, Tessa Burg is joined by Maurice White and Chris Harihar for a discussion about Generative Engine Optimization (GEO).  They explore how search behavior is evolving with the rise of AI tools like ChatGPT and Perplexity, and what that means for brands aiming to show up in these new discovery environments. Maurice and Chris break down the parallels between GEO and traditional SEO, why marketers need to rethink their content strategy, and how PR now plays a crucial role in driving visibility in results powered by large language models (LLMs).  This episode offers real-world tips, fresh thinking and a bit of reassurance for those feeling overwhelmed by the shift. Whether you're in SEO, content, PR or digital strategy, you'll walk away with clear insights and actionable ideas to stay ahead. Leader Generation is hosted by Tessa Burg and brought to you by Mod Op.  Mod Op Contributors: Chris Harihar, EVP of PR at Mod Op Maurice White, Senior SEO Strategist at Mod Op About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.  

Aneesh Chopra, America's first-ever Chief Technology Officer under Obama, joins The Gist to assess Elon Musk's rebranded takeover of government tech via “Doge.” He outlines how the US Digital Service began under Obama, evolved during Trump's first term, and now—chainsaw and hat aside—retains surprising policy continuity across administrations. Plus, even as a Colorado hate crime occurs under the banner of "Free Palestine", it's important to remember that violent people perpetuate violent acts, not impassioned, or even wrong sentiments. And in the spiel - can we please put an end to the term "Stochastic Terrorism"? Produced by Corey WaraProduction Coordinator Ashley KhanEmail us at ⁠⁠⁠⁠thegist@mikepesca.com⁠⁠⁠⁠To advertise on the show, contact ⁠⁠⁠⁠ad-sales@libsyn.com⁠⁠⁠⁠ or visit ⁠⁠⁠⁠https://advertising.libsyn.com/TheGist⁠⁠⁠⁠Subscribe to The Gist: ⁠⁠⁠⁠https://subscribe.mikepesca.com/⁠⁠⁠⁠Subscribe to The Gist Youtube Page: ⁠⁠⁠⁠https://www.youtube.com/channel/UC4_bh0wHgk2YfpKf4rg40_g⁠⁠⁠⁠Subscribe to The Gist Instagram Page: ⁠⁠⁠⁠GIST INSTAGRAM⁠⁠⁠⁠Follow The Gist List at: ⁠⁠⁠⁠Pesca⁠⁠⁠⁠ ⁠⁠⁠⁠Profundities | Mike Pesca | Substack Learn more about your ad choices. Visit podcastchoices.com/adchoices

Welcome to the American Railroading Podcast! In this episode our host Don Walsh is joined by guest Jeff Necciai, Chief Technology Officer of Duos Technologies, Inc. Together they discuss the importance of timely and accurate railcar inspections, how far railcar inspection technology has come over the last 25 to 30 years, how important railcar inspections are to safety, the role Ai is playing in the advancement of railcar inspection technology, and its ability to promptly communicate its findings. Tune in to this episode to gain valuable insights and broaden your understanding of American Railroading! You can find this episode and more on the American Railroading Podcast's official website at www.AmericanRailroading.net , and watch our YouTube Channel at the link below. Welcome aboard!KEY POINTS: The American Railroading Podcast remains in the Top 10% of all podcasts globally!When Don began inspecting railcars, paper and pencil were the standard inspection method of the day.Don was involved in early Beta testing of the first cradle to grave, real-time system for railcar repair facilities. Jeff is listed on several technology-based patents and has contributed to articles for publications such as American Shipper, World Cargo News and the Journal of Commerce.Duos Technologies was founded 25 years ago, with its initial foray into the railroad industry involving surveillance technology. Using Ai technology, the Duos Technologies - Railcar Inspection Portal can inspect railcars at operating speeds from 3 MPH to 125 MPH.The Duos RIP system can report findings within 60 seconds.Don states during his closing “My Two Cents” segment in part that improving railcar safety (via timely and accurate inspections) also improves security, asset downtime and overall costs.If you like what we do, please leave us a 5-Star Review!LINKS MENTIONED: https://www.americanrailroading.nethttps://www.therevolutionrailgroup.com https://www.youtube.com/@americanrailroadingpodcast https://www.buymeacoffee.com/dwalshX https://www.enviroserve.com https://www.duostechnologies.com

Dr. Shalabh Gupta, founder and CEO of Unicycive Therapeutics, shares his inspiring journey from practicing medicine to leading groundbreaking innovations in kidney disease treatment. Dr. Gupta discusses his comprehensive framework for identifying and developing medical solutions, his vision for Unicycive's future, and the importance of focus and execution in medical startups. He reveals the challenges and triumphs of bringing life-changing products to market and offers profound advice for new entrepreneurs in the industry.   Guest links: https://unicycive.com/  Charity supported: Feeding America Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host: Lindsey Dinneen Editing: Marketing Wise Producer: Velentium   EPISODE TRANSCRIPT Episode 056 - Dr. Shalabh Gupta [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I am so excited to introduce you to my guest, Dr. Shalabh Gupta. Dr. Gupta is the founder and CEO of Unicycive Therapeutics. He is a visionary in healthcare, leading groundbreaking efforts to design innovative therapies and reimagine how we approach unmet medical needs. His work goes beyond the lab as he's driving a healthcare revolution by developing innovative therapies addressing critical gaps in treatment. His perspective combines decades of experience and expertise in drug design with a deep commitment to equity in health care. Well, welcome to the show, Shalabh. I'm so excited that you're here with me today. [00:01:35] Dr. Shalabh Gupta: Thank you. Thank you for hosting me. [00:01:36] Lindsey Dinneen: Of course. I'd love if you wouldn't mind just telling us a little bit about yourself, your background, and what led you to MedTech. [00:01:45] Dr. Shalabh Gupta: By way of background, I'm a physician, trained, practiced, did my medical training in internal medicine, residency in physical medicine and rehab, research fellowship in cardiac and pulmonary rehabilitation, board certified physician, practice in New York at NYU hospital, NYU Medical Center. This is where I did my medical training for roughly decade after finishing medical school. I also have a graduate degree in finance management from NYU. While I was doing my residency training, I realized that I wanted to find a way to have a broader impact on society as well as what we were working on in learning medicine. So, I started my career working initially with a biotechnology company at the time to help them get their drug with FDA through a regulatory approval process. The beginning of the process is called IND following a investigation new drug application, IND application. I actually visited FDA on their behalf, met with FDA back in the time when everything used to be in person. Built from there onward, joined Wall Street from working as a stock analyst. So I covered biotech companies as a stock analyst, and the weekend and holidays that were available, I worked to continue to practice the medicine at NYU as an attending physician, and then joined another bank and covered pharmaceutical stocks and worked covering six of the largest pharma companies that include Pfizer, Merck, Viacom, Selling Power, Eli Lilly, Bristol Myers Squibb. From there, I moved to California. I worked for Genentech in corporate strategy. Genentech, at the time, and continues to be, one of the largest biotechnology companies. And from working at Genentech, I got my inspiration to start my own companies. So I founded two companies prior to finding starting Unicycive. All my companies are focused on aesthetic therapeutic area. Unicycive is focused on nephrology, treatment of kidney diseases, and we have two drugs in development. We have a lead drug that is pending approval from the US FDA in June of 2025 this year. And the second, I guess, finish phase 1 clinical trial in the UK. And we are in discussion with the agency to proceed with the next stage of clinical trial in the US. So that's a quick background. [00:04:14] Lindsey Dinneen: Wow. That's incredible. Thank you for sharing your story. Yeah. So let's talk about your company now. You've become CEO of this company. You're developing these products that are going to change lives. What first made you realize that there was a gap that needed to be filled in the market for this? And then, what prompted you to go, "You know what? Hey, I think I can have the solution for this or I can have the answer to this." [00:04:38] Dr. Shalabh Gupta: The first question that you ask, understanding the unmet need in medicine, there are a lot of problems that you can address. So, to give you a framework, if I am thinking about a problem, I want to understand if a couple of things, and in order of priorities, these are: can I find a solution that with my resources-- resources is time, energy, and money-- can I create a product that will truly make it to the market? Number two is that I also feel that one can get very blindsided that "I have a solution," but not understand what other solutions exist in the market. So understanding the competitive landscape. If I create this drug, this device, this product, and it is going to take three to four years in the market to come to the market-- which, by the way, in medical word is a still very fast track because it takes much longer-- what will the competitive landscape look like for 5 years down the road? So that's the second part. And third is that what is the solution that I'm developing? Is it unique in terms of having a novel, either as a drug device or drug device combination, or as a patented drug, patented device, because in our industry, it's not really possible to scale up something until unless you have an IP or intellectual property protection. And then from there onward, the last thing is also, who's going to fund me, how I think about funding, not for next six months a year, but also a continuum of the product development. If I think about all these 4-5 problems, then you start to narrow it down. There are some problems that are very much worthy of exploration. For example, treatment of Alzheimer's, we all know it's a big unmet need, we all know there's a big market opportunity. But I realized that was something we couldn't do it with the products or the development candidates that I had seen. So, being able to define where is the end point and goal. Being able to understand, can I make an impact? And when I say I, I speak for myself, but each one of us, I always remind entrepreneurs, we each one of us have our own deck of cards. We have to play with our cards, we can't compare ourselves with somebody else, or we can compare some other cases study. So understanding more about what is so unique that I can bring to table that can I make a difference and then making a business around this where the thesis lies. Once you identify that, then there's a question about continuing to execute and keep changing your plan as you go along. [00:07:11] Lindsey Dinneen: Yeah, absolutely. Well, I love your framework for thinking through all of those things. And so of course you use that when you thought, "Hey, here's this issue. I could potentially have a solution," and you went through this process. And then can you tell us about your innovation now and how that is helping and how you expect it to help change all these wonderful lives? [00:07:33] Dr. Shalabh Gupta: So, so for treatment of kidney diseases, first of all, it has been one area of development that has not had that much of innovation. And, and I think that is where the initial part of the thesis was that focusing on nephrology of kidney diseases is not same as developing a drug for cancer treatment. Cancer treatment changes every six months a year. The standard of care continues to evolve. Is there an unmet need in cancer treatment? A hundred percent, but the part is that the pace of innovation is very rapid. Is it same in nephrology? It's getting there, but it's still the development of a new products in nephrology still is not at the same pace. So I thought there was something we could make a difference by a small company. The drug that I acquired from another company was a drug that had finished a clinical trial. So it had shown that the drug is safe. It had also shown some signal of it working in healthy volunteers. That's a phase one trial. And the innovation came from a car battery company that had figured out how to make a big, large size pill to make it smaller. And sometimes greatest innovation, greatest insight come from the fact that when I talk to the kidney doctors, the physicians who take care of these patients there with the treatment of kidney diseases, they said the problem for these patients are the patients have to take 12 to 15 pills per day. And this innovation allowed us to be able to make that number of pills go down from 13 to 12 or 15 to three pills per day, one pill with each meal. And then the regulatory pathway became a bit more clear that if I can show that our drug is similar to the drug that was in the market, maybe there was an opportunity to go through expedited pathway, which is what we did. And I acquired the drug in 2018, went to FDA right after acquiring the drug to expedite the pathway again, thinking about de risking the development pathway. And as I mentioned in 2025, we are expecting the approval. So that is the process about it. And that's the story behind the lead drug. [00:09:51] Lindsey Dinneen: Great. Excellent. So that is really exciting. And as you continue to go forward with this company and the innovations that you're creating, what is your ultimate goal or dream that you're really striving for? [00:10:06] Dr. Shalabh Gupta: So, the focus for Unicycive is building new novel treatment for kidney diseases. Our lead drug is expecting approval in June 2025. But we have a second drug in development, and we continue to think about what will be something that we as a small company can bring to market. There are other areas of unmet need in kidney treatment. But instead of doing too many things at the same time, we continue to think, "How do we grow our company? What will be the vision for the company three years down the road, five years down the road?" And what we want to continue doing is to develop the drug candidates, advance them. Right now, after the first drug we get through approval, it will be the second drug. There is a thought process behind it. One of the biggest challenges that I've seen for smaller companies and startups is that they end up in doing too many things at the same time, which is difficult to do, even for big companies. You know, big companies, they have a one product that is a marquee product, they launch that and then they develop other things. So, being able to stay focused is also key because you can have a lot of energy, you can have a lot of ideas, but you have to focus on which one you can do first. [00:11:22] Lindsey Dinneen: Yeah, that is so true. It's such great advice, a good reminder. Yes, focus is so important. You know, honestly, that's probably one of the tricky things that startups in this particular field might struggle with is that focus. So I'm wondering what kind of advice do you have for say a brand new entrepreneur in the industry who has these great ideas, but you know, maybe has so many that they're a little too scattered. [00:11:52] Dr. Shalabh Gupta: Right. So, I think you may start with 10 ideas but the framework I gave you that: can this idea in this given timeframe with my resources and the funds that I can raise, can it make a difference? So you start to narrow it down. You start with a big funnel, narrow it down. And then maybe you have two or three ideas. Instead of thinking to yourself that "No, I'm not going to tell my idea to anyone because somebody else can take it away," find people who will be willing to pressure test those ideas. Then you will have identified something, maybe one Idea that is worth the pursuit. So then you focus on that. So that's one part of how to triage it because we all have ideas, but those ideas may not be worth developing once you go and talk to the marketplace. And marketplace is your investors, the physicians, and the patients. I keep saying about these three stakeholders, because if physicians cannot prescribe what you are developing, then it's of no use. If patients don't necessarily benefit, then it's of no use. And if you cannot get insurance companies a reimbursement for that means the product will never get here. So it's a process, but nobody can come up with an idea. And there is no great idea. There are ideas that you have to, and then once you find that one idea that resonates with all the stakeholders, physicians are excited about it. If you talk to patients, and you want to do that early on, you don't want to develop an idea and then go, you know, that is the greatest idea but nobody really perceives it that way that except you and a couple of your friends and people who work with you. I don't mean in a bad way. I mean, that you want to be able to test this idea very quickly. So once you get that idea, once you identify what is that the company should be focused on, then the question about is actually building an execution plan. And the only advice I can give is that at any given day for a company, startup, especially whether you're a founder or you're a founding team member, the list of priorities is 50, 5, 0, or maybe 100. It takes time to figure out of those 50, which are the top three that are most important and then being able to focus on those three. You know, the reason I say that no one can work on 50 priorities at the same time. But we all can take two or three priorities and say, "These are the three things that I'm going to work on today. That is this week. Those are the things I'm going to do this month." And therefore you start to develop identifying priorities. The right ones takes time. Sometimes it is a fundraising. Sometimes it's a building a team. Sometimes it's a product development. Sometimes it's all three of them, but being able to allocate your time and energy and focus is a key. People say it's the question of money. I don't think it's a question of money. Money is one of the resources, but the biggest resource we all have is a time and energy and focus. In a company of our size, we are a publicly listed company, and we now have grown from where we used to be, and it's still small. Even today, there are a lot of things we choose not to do. We choose not to go to conferences. We choose not to publish papers. If something is a priority to us, we say, "This is the only thing we're going to focus on. This is the next three months, this is our main goal." And every team meeting I have, I always remind people, three priorities. More than three, way too many. One may not be enough. But because if you can't remind people, what is the priority for the company, then you will not succeed. It is a very challenging environment to think about a startup company or companies in general. And when you have too many priorities, you tend to lose focus on. By building priorities, having priorities, executing them. You create momentum, you create confidence. They create success and you keep climbing the ladder. But truly the biggest challenge for us in the beginning of the career is that identifying which are those three priorities that matter. And once you have had some experience, then the challenge is to keep those priorities and change them as you go along, right? As you go along, you have to continue to grow. For example, in the beginning, it may be the five people you have and that may be enough. But as where we are in the company, it's a question about growth of the organization, right size, not too many people, not too little, hiring enough people so we can continue to execute on our vision and the promises that we made to ourself and to our investors. [00:16:27] Lindsey Dinneen: Thank you for that advice. That was fantastic. And such a great way to narrow it down and help people understand how to narrow down so that they can actually focus and succeed before moving on. I love that. Thank you. So, you know, looking back over your life, and of course, you've had such an incredible career that has really taken you in a lot of different directions. Could 10 year old you have ever anticipated where you'd be today? [00:16:54] Dr. Shalabh Gupta: I don't think so. I think I think we all have a what I call a true north compass. What I did think at the 10 years of age, if I can go back, maybe 10 is too early but maybe 15 or 16 or 17, that hasn't changed. Let me tell you 2 things that I always felt most inspired and excited about. Number one was that I wanted to be in healthcare because, intellectually, I like biological sciences. I felt, "My gosh, what could I do with that if I could make a difference?" And number two was that I, from very early on, I wanted to be something which could help people directly. As you know, there are many ways you can help people, but being in medicine or healthcare, I felt there was a direct impact. Now, looking back after several decades, I feel that part of the influence was my dad. My dad is a physician, continues to see patients and do pro bono work. So that had a very lasting influence on me. That helped me to think about, okay, this is what I want to do. Then being trained as a physician, then going to work on Wall Street, then there was a question about understanding how the impact can be broadened, if you will. The way to think about what I do today versus what I did, say, as a physician, physicians see, say, 10 patients, maybe 12 patients if you're seeing an outpatient basis per day. And if you're in an ICU or ICU doctor, an ER doctor, you could see more number of patients, but then smaller time. And you multiply that impact that many patients, let's just say 10 patients per day, and you work at 300, 350 days, 360 days, 365 days, don't take any break, but that is that many patients a year. What we do today has a potential to impact hundreds and thousands and millions of patients and not just in the U S, globally. So from one vantage point is just magnifying the impact. And the other vantage point is doing what I would have done before. I still love sciences every day. My job is to not just talk about business, but also think about, "How do we fundamentally solve the problem?" And having had those experiences you know, it helps you to keep yourself grounded. One part, I know this wasn't your question, but one advice I can give people who are thinking about developing their careers as an entrepreneur, if you are a founder and CEO, especially think about your career or skill set as I spoke, a wheel, a circle. Every skill that you have, some of us start with more technical background, like me and MD. Then you have to develop their finance and business skills and the business development skills. So sometimes people say, "Well, you know, ABC went to grad school and they dropped out of grad school and they started a company." That's wonderful, but think about much longer beyond a two-year, three-year, five-year time horizon. And that's what helped me to think about my career. So I worked on the Wall Street, but that gave me a finance and understanding about how public companies are valued, not just by the company, but how stock analysts value the company, how investors value the company, what moves the stock, what did Genentech to understood. That gave me the chance to understand how a big biopharma company thinks about their product development. And at Genentech, in some interactions we have had, we were looking at the products from other smaller companies, either to collaborate with them or to acquire those products. So that's a different skill set. I went very early on, as I said, in my career, I went to FDA. So even though I'm not regulatory expert, but I understand how agencies think about the product approval so that helps you to make a more of a holistic viewpoint because the business has become more complex, and you cannot just have a only business degree and you say, "Well, I'm going to succeed." Some people have rounded that up by years and years of experiences. And then there is also innate desire to learn. I learned from not just doing the work I do every day, but my, my, you know, talked a lot about it. I read anytime I get I read books that are not related to medicine, that are not necessarily related to health care, because you have to understand how to grow a revolution. You have to understand leadership skills that are not necessarily taught in schools. So, you have to find a way to continue to refine yourself, because the only way you can create a great company is to become a better version of yourself. [00:21:31] Lindsey Dinneen: Thank you so much for talking about that and for sharing your advice. And I love that image of the wheel. It's a good reminder that sometimes life takes you on very interesting tangents, but sometimes they all do merge at some point. You've got this little sliver of this knowledge that you're working on, and then this experience, and then they start building and I really love that, that, that way of thinking about it and also remembering that It's very useful. So, so like even earlier, I was struck, you talked about how there was inspiration from car batteries, right? And so how interesting is that to go from, what you might expect within your industry, here's how to solve a problem. But then you guys went outside and said, how do other people solve problems? Like maybe we can borrow from that. And I think that's really cool. [00:22:21] Dr. Shalabh Gupta: And I also think that if you stop focusing on only in your industry, learn from anywhere. Some of the best learnings that I have personally, that felt inspirational to me, did not come from biotech companies. They come from tech companies, truly. When you think about the worst, most successful tech companies like Amazon, Apple. I can go on and on, but there are things that you can learn from them. There are things you can learn from the founder of Amazon, Jeff Bezos. He talks about building Amazon and he talks about doing many experiments at a smaller scale that fail at Amazon in order for them to succeed at a few that really work. And this is where I was saying that culling the ideas, you may start with 10 ideas, but no one can develop 10 ideas, no one. And it's not because of money. People say, "Well, that if I had money." There have been numerous examples where companies have been funded with lots of money and the companies fail. Part of the problem is that when you get too much money, I think you may not realize that you still have to deliver. Because focus and execution takes really knowing what the target is, and then hitting the target and not one time and time again. Targets may change, but the companies cannot focus in 20 different things. In the beginning, you have to start with a very key thesis. [00:23:39] Lindsey Dinneen: Yeah. Absolutely. Absolutely. And yeah, so learning from other industries, and that actually kind of also brings up a thought. So as you've gone along in your career and you've had many different iterations of who you are and what you bring to the world, now, are there any moments that really stand out to you as affirming, "Yes, I am in the right place at the right time?" [00:24:04] Dr. Shalabh Gupta: Yeah, that's a very good question. And I have had a chance to think about it every now and then. So there are there, there are certain observations I'll make. You know, people always say, " What will be your dream job?" And I think the dream job for someone is the job that which you will do any given day, and you will feel a joy that you're doing it and you're not doing for remuneration. You're not doing because you're going to get paid. And we all have those different moments in time. People talk about "flow" where the time stops because you're doing something so deeply engaging that you lost track of time. You forgot where you are. You're not feeling tired. For me building of this company and the team that we have assembled at Unicycive is that flow. Any day that I'm not traveling, I am in my office. I don't work from home. I am every single day in my office. And sure we have a small team, but when we work with the team, these are motivated, driven people with decades of experiences. We feel that we are in a common mission, like we are solving the world's greatest problem. And I know that may be exaggeration, but that's how it feels. And being with them in a room and thinking about a complex problem-- and not just thinking of a problem like how big companies think about it-- but thinking of the problem in a scientific way, but delivering it a solution that only a small company can do that to me is a joy. Number two part is that as I've gone further on my career, I, I am a mentor to a number of startups from Stanford and UCSF, and many Stanford companies, many of them come with a very different problem than purely a biotech company. Since the pro bono work, I do this because I find by telling other people from their problem, I get to reflect on my own problem, and I do that on every quarter. There's one or two companies and I've been really privileged. I feel one of the greatest joys to meet with these great CEOs and Stanford has been a great collaborator. They have a program called Start X in which they have these companies that are participating in a accelerator program. And Stanford's accelerator is different and unique that they don't take any equity. They provide you the opportunity for mentorship. I was part of that program many years ago. So I meet with the CEOs and many of these CEOs will come very different problem. As an example, there is a company that's focused on artificial intelligence using interaction between a physician or healthcare provider and patient, and being able to use AI to streamline that interaction. That is a point that I saw of 10 years of clinical practice, how that communication is broken, literally is broken. Patients go to doctors, not because doctors are the world's greatest knowledge source, but patients at the end of day, they need someone to help them feel better, help them understand the problem that the physician can solve it. What ended up in being in today's healthcare system in the U. S. is that doctors have become mechanical and not because doctors are bad, because we are given these many things to document these many things to chart. If you talk to a physician, a primary care physician, many times the physician is sitting behind the computer screen. Those bedside manners are gone, like literally they are not there until you go into concierge medicine because the physician has to fill up this chart. I practice medicine. So understanding how this company and this CEO, this entrepreneur is trying to solve that problem, I lean back to the years of clinical practice. Then I lean back to the building the company. They're prioritizing it, having three priorities, having five priorities, and then being able to understand. And every company has some things which are similar, growth of your product development, continuing to advance the company, continuing to tell the story, attracting the right team members. It just gets magnified at a broader level. But the problems start similar, very similar. You know, think about when we talk about tech companies, Apple, the first thing they had to do, develop a product, then build a team, then sell the product, tell the, sell the vision, you know, and then continue to raise money. And that part is seems sometime very lonely. It also seems that I am uniquely burdened with these problems. And I always remind people, "You know, as much as you would like to think that you are unique. I assure you, it is not a problem that we are gifted with. We all have to face the same set of problems, sometimes more, sometimes less." So then you start to take them less personally. You start to say, "Okay, I'm not the first one to face this problem. These problems have happened to people like me before and they will overcome. How can I do it?" Then you'd become safe, a solution based thinking versus a place where you get overwhelmed with the problem because problems exist. And if anyone is listening to this podcast and if they've developed a started a company, I can assure you the problems come with a flood. They are not going to end ever. So it is disappointing. Sometime it feels that, "Oh my gosh, it is me versus the world," but it is not so. If you have good set of mentors, people who are not directly involved in day to day in your business, there are people who can help you think through it. And that is something that I find a great joy in talking to these CEOs, being able to help them understand the problem. And I say, you know, a couple of hours a month, but then when I go back to my own work, one that I realized this was the same problem I faced a few years ago. Two, it's a similar version of the problem I face at a slightly larger scale today. And three, being able to step out of from your own narrow zone, it gives you perspective. Then what I said to you about that problems are not, these are not personal problems. These are the problems we all face developing a product. It doesn't matter whether you healthcare. People tell me health care or product development is really hard. You talk to my colleagues, our CEOs who are running tech companies. Products in development and tech companies may seem easier, but to create a great product that truly solves customers problem, it's not easy. [00:30:30] Lindsey Dinneen: Yeah, and well, I love that mentorship and sort of teaching and guiding, giving advice to the next generation is something is of a core value of yours and something you really care about. And it actually is a great segue into my next question, which is just pivoting the conversation for fun, imagine that you were to be offered a million dollars to teach a masterclass on anything you want. It can be within your industry, what you're doing right now, but it doesn't have to be. What would you choose to teach? [00:31:02] Dr. Shalabh Gupta: I think as much as we all feel that entrepreneurship is an external game, I think it's a lot of internal mindset, being able to understand yourself better. Being able to understand who you are, what are your true core values, what really drives you. It takes time and it requires a continuous interrogation, asking yourself, "Is this really what I enjoy?" Some of us feel it's a glamour that we feel like we want to be CEO. Some of us would be better off as a CTO, Chief Technology Officer. Some of us would not want to do startups. It's not for everybody. And it's okay because you can work in a bigger company and can be, you know, people talk about entrepreneurial pursued within a large organization. Maybe that's what for you. But being able to understand yourself, it's a very important part. And I think unfortunately, formal education does not help us no matter what degrees and which schools. And it really doesn't matter whether you a science degree, MD, PhD, or your business school degree like MBA, we're all very uniquely different, and we have different values. What one person sees inspired by, for somebody else, it may be a nightmare, you know. It's a thing that people think that startups are so much fun. I read a joke. It says, "People leave 9 to 5 job to work from 5 to 9, which is 5 a. m. to 9 p. m." So I think that's because this is some truth to it. And I've said to people again and again that if making money is your objective, please don't go as to run a startup. It is probably the worst way to think about pursuing the financial part. You do something because you have a faith and belief in something. And it doesn't have to be the faith about changing humanity. It's about something that you have a unique skill set or unique product idea that you believe you can bring to the marketplace. The biggest focus we all can have is making an impact. If I can serve a large number of patients, I can serve a large physician, I will have a product that will make money, therefore, that will make money for enterprise that will make money for investors. And therefore, as a company, we will make money. It's a very simple truth, but we like to make it complicated. I really mean it. The more I got to understand this part of the process better, which goes back to the basic thing that I said to you, if you said that you have a master class, the one thing I will say to you, it's spend time to understand yourself. And it's okay to realize that what I thought I like, I don't like it. The part that I talked to you about flow, it takes efforts. I've had many careers, but when I work in my company, the time can stop for four or five hours, literally we can be working on something. And I have a team and it's not just me alone. I have a team that when we think about a problem, these are people who have spent three decades in working in different companies, large, small, many size companies, we could work cohesively, collectively, think about a problem. And that to me, it's a joy. For me, that is a creation, right? You know, we're thinking about the problem, which may be a design of a clinical trial, because we have to think we have to use brains. And I always say, "God gave us a gift, which is a neuron. So use it, let's use them." And challenge yourself, right? And the challenge in a good way, not be a condescending ending jerk and say "No, how could you do it?" I try to say to people, "Look, I understand this is how it is done, but I want to do two things. Number one, please believe me that we can do better, faster, cheaper. And number two, I promise you that whatever I'm telling you, I'm not going to tell you and walk out of the conference room. I will work hand to hand." We call it a hand to hand combat is essentially that I'm not just telling you I'm going to work with you. I want to find the solution, but we can't do that thing that are you used to. Every trial, people tell me it's going to take 18 months, 12 months, it's going to cost as much. We shrink that thing timeline cost by not 10, 20%. We talking 50%. And these are people have done this before. So, so I need the courage to be honest and say, "No, we can't do it. We have to do it faster, better, cheaper, but how?" And then asking them. So, I say, "It's okay that we walk away and we don't have a clue. It's okay. Today's Thursday. Let's come back. Take three days to think about it." But the reason is that because when you ask yourself from a place that I can't do it, the mind is start to find solution versus when you say, no, I can't do it. Because in that case, it's a subconscious mind that keeps on giving you 15 reasons why you can't do it. People talk about growth mindset. I've always said to people, "We may not be able to do this thing today, but the understanding that with a little bit of help, a little bit of patience, a little bit of it, making ourself better, we can become that company, we can become that organization." And that really requires challenging ourself. And that's where I went back to. I want to go back to this question you asked earlier. People talk a lot about entrepreneurship as if it is some very specific skill set. I think because if you know yourself, you know what is your true zone is, then you want to surround yourself places that you are either not good at, or you don't enjoy doing it, right? In the beginning, it is just you and a vast amount of problems to face. Then you start to build your team. Then you start to see yourself, "You know, maybe Bob can do this work. I really, I'm not that good at it. I don't like doing it." Then you start to rely and surround yourself with not same skill set, but the people who are complementary skill set. And that's how you build a team. That's the foundation of team. Then you build trust and you say to Bob, "Whatever you do, it's not your fault. I'm here to protect you." You don't point fingers at each other. We always remind the example of Navy SEAL. You know, I've never worked in the US Army. I was not an Army veteran, but the ethos that Navy SEAL uses where the team wins, I always tell people we are a winning team. We are not looking for MVPs, you know, because the teams win. Teams create products, teams create value. Individual glories is not useful and this is something you have to keep reminding us that we keep drilling it down and say " No, it's not Bob. It's not John. It's not James. It's us. It's as a team." Again, as you grow through the company stages, your skill set has to continue to evolve and people always say, "Well, how do you lead a team?" The first thing that I always said, "Every single person in my team, you are a leader. Why? You wake up in the morning, brush your teeth. You're leading yourself." Really! Like, what do you do with your day? If you happen to be a parent or partner, a spouse or somebody, you have people you influence around yourself, right? So instead of worrying about, "Oh, you know, I want to lead a company." First, you have to lead yourself and you have to lead with courage. It's starting a company, building a company, right? Yeah. No matter what the media tells you, it is hard. It's hard to develop a product. It's hard because the challenges are not one or two. There are many. Being able to drill down, saying "These are the three things I'll focus on. These are the only things that matter." And then if something new comes up, you have to face that challenge and put the third in your list. It comes in a different page. You know, I use this basic exercise. I have a notebook, a physical notebook and not electronic one, and a piece of paper. What are the top three priorities? And then the other part is that I've asked people to do this exercise when startup companies, CEOs come and tell me all their problems, all the things they want to do. I said, "Humor me if you will. This is the end of the year. And let's say today is we are in 2025. What would you like to tell yourself a year from now? If everything happened the best you could imagine, how many customers, how many products, what will be the stage of product, who would have funded you? Who are the people behind you?" And I asked him to write in a whiteboard. And I say, imagine, no, this is the five thing. If they write 25 things, I say, "No, this is down to five things. What are those five things you would like?" And again, everything has just gone and you can't believe you're sitting there. What will it take? Is it this? And then you start to have a goalpost, right? It's a target. Then you work backward. [00:39:37] Lindsey Dinneen: Yeah. Yeah. Well, that's great. That is such great advice. So thank you, first of all, for sharing, but I think in general, your masterclass would be so much-- you'd have to have a full day or more. That's great though. I love that. How would you wish to be remembered after you leave this world? [00:39:57] Dr. Shalabh Gupta: That's a very good question. That's one that I ask myself every day. The most important thing for me is to be who I am to make a difference for people who are around me. For me, my family is very important. I have kids and I always think about it. What will my children remember? Then it comes down to people who work with me. We want to give an experience to people. I've had people who have worked for I keep saying it two or three decades. My true wish is that I always say for whatever time they work at Unicycive, I want them to be remembering this is the best time they work for a company and that is the best hope we can do it. Because as a entrepreneur, if I can make our company the best experience, best environment, then that creates the best products. And a company like us, we realize that we are going to face challenges and it's not a question of this, the question is how many challenges. The question is not going to be, "Will the challenge defeat us?" The question is, "How do we overcome the challenges?" So it's about growth mindset, having a very distinct, clear vision and empowering people. And last thing is that what we do in healthcare affects millions of people people. Our drug is not going to be just in the U. S. We have partnerships outside U. S. We think about patients in China, South Korea, Southeast Asia. We are talking to companies in Europe. It's an opportunity to make a difference globally. And that is what keeps us going. That's what, you know, when that's when I talk with flow, that is what makes you want to work, whether it's a weekend or whether it's a late evening. And I think that is something which we all need to do to find something that is meaningful. And meaning means different things to different people in different phases of life. So it doesn't have to be, you know, I tell even my own team member, " Unicycive does not have to be the purpose of your life, but let me help you to manifest your best version so you can work well, because you are working here, you are spending your time, might as well make it meaningful for you and for the company." So finding that balance is key and it's a constant challenge. I never take anything for granted. It's a constant to my own team members. How can we make it better? You know, people always say the company grows and we started with the company. We went to IPO with one person. That was just me as an employee, which is not a common thing. I frankly don't know any other company that I've ever seen that went to a straight IPO with one employee. But that wasn't about me. It was about building the company, building the team. Today, we have 25 or so more, but it's still a small team. And people always ask me, "How do we go from 25 to 50 and it still remain the same." I said "Exactly how we became 5 to 10 to 15, 15 to 20." Because if you keep the culture same, focus same, and you remind people that it's not about who we are individually, but it's what we could be collectively. And you have it going and you know, something you're passionate about, you will give all that you got and then some more or else there is not worth fighting for because life is hard and building a product developing a technology or running a company is hard. So, either you are a full believer or else you can't do it. I mean, if you can do it, it's going to be miserable on both front. You want to do a good job and you will find it very difficult. So. [00:43:24] Lindsey Dinneen: Yeah. Indeed. Yeah. Excellent. Well, and then final question. What is one thing that makes you smile every time you see or think about it? [00:43:36] Dr. Shalabh Gupta: I think when you look back on the challenges that you once thought were unsurmountable, and then you say to yourself, "Huh, that was just a curve in the road, not a roadblock." Then you start to smile because of not because how smart you are, but how much together a team can accomplish. And you start to find, if you're working in a company setting, you start to feel that people start to feel empowered. My team says that you did it. I said, "No, we did it. I just showed you a judicious path, but you did it. I didn't do it. All I said to you is to change your framework." Because it's a framework. It's a mindset. And I keep saying about mindset because if you come with the idea that " No, I only, I need this much money, this much time, these many resources," you'll find you the subconscious mind keeps on validating those challenges. But if you say, "No, people like us have done it before I can do it, we can do it." And give them the time and space and say, "Look, you don't have to have an answer right now, but please go back and just think about it." Then they come back with the answer and they themselves surprised. But it truly requires a authenticity, a vulnerability, and being absolutely willing to fall on your face and get up and just fight again. And that's part people don't realize. People think about that every company is a smooth road up, but the companies go through the cycle. It's not when you're going up, it's what happens when you fall down. Can you pick yourself up? And it's not just with your team, but with your investors too. You know, we thought that we're going to file an NDA in 2020. You know, 2024, we had planned for everything and the whole thing was there, but we ended up in having to run an additional trial and then you have to communicate with integrity through transparency. This is what happened. This is what is there, but we can accomplish that. So then that all of all that helps you to look back a smile, laugh and say, "Okay, I accomplished that. We can do the next one." And that keeps the growth happening. And at the end of the day, we are not happy because we accomplished small things by doing small effort. Most of us as human beings want to be challenged in the right way and we feel joy in doing hard things that take a lot of efforts and once seemed just impossible to do it. And the question is, can you do it with your entire team, not just personally? And that's what inspires people. We want to be that company that people want to work for not because they need a job, not because we can take care of their 401k. I mean, those are a wonderful thing and I'm blessed that we can do all of that, because once upon a time, we didn't have any of that. So I don't take it for granted, it is something. But the fact is that what was the mission hasn't changed ever. And you know, that that is something which is worth pursuing it. And I think if people start to see that they can accomplish that, these challenges are not personal, that they are bound to come. And then they have a support group, you know, we all need somebody other than ourselves and people whom we are surrounded with somebody to hold our hand and say no, you fell down, but it's okay. You can get up. I think it's that support system, right? The more you can have it, the more different types of people you can relate to and call them friends, mentors, that helps. And I have tons and tons of them because my gosh, I mean, there are days seems like, how would I ever get out of this? As much as you may think that I have all the source of inspiration, but then if somebody else holds your hand, they say, no, you can do it. That is what gets you going to the next step. [00:47:25] Lindsey Dinneen: Absolutely. Well, goodness, this has been an amazing conversation, just packed full of incredible, helpful advice, and just very practical down to earth sharing. So thank you so much for your time today. I really appreciate everything you're doing to, to make an impact. So thanks again for your time. [00:47:44] Dr. Shalabh Gupta: Thank you very much. Thank you for hosting me and thank you for your time and interest. Really appreciate it. [00:47:49] Lindsey Dinneen: Of course. We are so honored to be making a donation on your behalf today to Feeding America, which works to end hunger in the United States by partnering with food banks, food pantries, and local food programs to bring food to people facing hunger. And also they advocate for policies that create long term solutions to hunger. So thank you so much for choosing that charity to support, and we just wish you the most continued success as you work to change lives for a better world. And thank you also to our listeners for tuning in. And if you're feeling as inspired as I am right now, I'd love it if you'd share this episode with a colleague or two, and we will catch you next time. [00:48:31] Ben Trombold: The Leading Difference is brought to you by Velentium. Velentium is a full-service CDMO with 100% in-house capability to design, develop, and manufacture medical devices from class two wearables to class three active implantable medical devices. Velentium specializes in active implantables, leads, programmers, and accessories across a wide range of indications, such as neuromodulation, deep brain stimulation, cardiac management, and diabetes management. Velentium's core competencies include electrical, firmware, and mechanical design, mobile apps, embedded cybersecurity, human factors and usability, automated test systems, systems engineering, and contract manufacturing. Velentium works with clients worldwide, from startups seeking funding to established Fortune 100 companies. Visit velentium.com to explore your next step in medical device development.

980: “Enterprise data platforms must evolve to express context to AI systems.” In this episode of Technovation, Peter High speaks with Louis Landry, Chief Technology Officer at Teradata, a $1.75B cloud analytics and AI data platform. Louis shares how Teradata is reshaping its core platform to meet the demands of the AI era through open, hybrid architectures, vector search integration, and mixed workload optimization. A 11-year veteran of the company, Louis reflects on Teradata's evolution from centralized analytics to a hybrid, multi-cloud powerhouse, and what it means to support some of the world's largest banks, airlines, and healthcare providers. He also offers insight into agentic AI, data-centric intelligence, and model-sharing futures.

The rollercoaster origin and growth story of 1080 Motion, as told by the engineer who created it all, Christoffer Bergkvist. Tune in as he shares the biggest stories from the original Quantum, to almost going bankrupt, to the secret development of the Sprint 2, and everything in between.2:15 Origin story of Christoffer and 1080 Motion, starting with the 1080 Quantum right out of college14:15 First launch of the 1080 Quantum, 100 invited and only 5 showed up17:14 Origin story of the 1080 Syncro, attempting to replicate the 1,100lb "Brake Man" machine23:20 2 lawsuits involving fraud and the government, almost causing the end (bankruptcy) of 1080 Motion27:09 Origin story of the 1080 Sprint 1, Manni/Anna-Carin/Ola/Peter join the team33:33 The 6-year secret development of the 1080 Sprint 239:59 Launching the sprint 2 in 2023Episode on YouTube: https://youtu.be/eHQf-_rNDOwA thank you to this show's sponsors: 1080 Motion | Samson Equipment

For decades, hydraulic fracturing—or fracking—has relied heavily on water and sand to crack underground rock and release oil and gas. Fracking is safe, proven, and reliable, and in collaboration with horizontal drilling, has resulted in the huge growth in hydro carbon production in the US and Canada.    But fresh water is a scarce resource particularly in arid settings, and in many places under stress because of climate change. Disposal of used water is a technical challenge and costly. The sand resource, or proppant, is both costly to mine and heavy to ship. The mechanical process of forcing water and sand under pressure down the wells and into the rock generates a substantial carbon footprint.    Enter RocketFrac, a Calgary-based innovator using solid rocket fuel to crack the status quo.   Unlike conventional fracking, RocketFrac's technology eliminates the need for water and sand, which dramatically lowers carbon emissions and site disturbance. This self-propping, solid-fuel-based technique also opens up economically stranded assets, including abandoned or underperforming wells, with potential applications in water-stressed regions like California and the Middle East. It's an innovation that could redefine the economics and environmental impact of oil extraction.   In this episode I speak with Pavan Elapavuluri, Chief Technology Officer at RocketFrac, to hear firsthand about the origin of RocketFrac's solution, the physics behind the technology, its regulatory journey, and the digital tools they're using to model outcomes and rank well candidates. From carbon offsets to offshore potential, this episode is an explosive look at what could be the next big leap in oilfield operations.   And yes, those puns are all intended!    ⸻  

Summary In this insightful episode, Marc Schein interviews Snehal Antani, the CEO and co-founder of Horizon3.ai, about his entrepreneurial journey, the evolution of his company, and the future of cybersecurity. Snehal shares how Horizon3.ai grew from a handful of engineers working in a basement to a cutting-edge firm revolutionizing autonomous penetration testing. He walks listeners through the different startup phases, emphasizing how critical it is to develop a repeatable sales process, retain customers, and build operational excellence at scale. Snehal discusses the complex challenge of preserving organizational culture during rapid growth, highlighting mistakes made during their first hyper-growth phase and the importance of investing in strong, well-indoctrinated management. He explains how a thoughtful approach to onboarding managers as cultural ambassadors ultimately led to a more stable, scalable team. He offers a candid perspective on venture funding—detailing both the pitfalls of dealing with inexperienced investors and the value of bringing on seasoned operators as board mentors. Snehal uses his experience with crises, including the collapse of Silicon Valley Bank and the loss of his father, to underline the importance of developing "muscle memory" within leadership teams. He compares this to special operations units, where preparation and planning allow for excellence under pressure. The episode shifts into technical terrain with a compelling explanation of autonomous penetration testing. Snehal shares how Horizon3.ai developed a system capable of autonomously discovering vulnerabilities and compromising environments without human input—essentially transforming cyber warfare into an algorithmic domain. He compares pen testing to chess, where well-defined opening and closing moves are followed by dynamic midgames. Finally, Snehal forecasts a future in which cyberattacks will be AI-powered and nearly instantaneous. He warns that most current defensive tools are designed for human-centered responses, which will soon be obsolete. As evidence, he cites Horizon3.ai's autonomous agent compromising a bank in under five minutes—twice as fast as the previous year. He predicts the first deepseek-enabled cyberattack within 90 days, calling it a wake-up call for the industry. Key Points Startup Phases: Snehal outlines the four key startup phases: building value, repeatable sales, scaling operations, and achieving operational excellence. Culture During Hypergrowth: The key to scaling culture is hiring the right management and giving them time to assimilate before they scale their teams. Autonomous Pen Testing: Horizon3.ai's agent can autonomously discover and exploit vulnerabilities without human involvement. Crisis Leadership: True leadership is tested during crises; muscle memory and planning are essential for executive teams. AI-Powered Cyber Threats: Snehal predicts that the next wave of cyberattacks will be powered by open-weight AI models capable of adaptive exploitation. Key Quotes "You want to build that muscle memory as a CEO as early as possible… so you can stack excellence upon excellence." "PowerPoint is cheap. YouTube videos are cheap. Let our results do the talking." "My primary competitor is mediocre consultants." "Every defensive tool in the market today is designed for humans at the center—and every one of them will be rendered obsolete." "The future of cyber warfare will be algorithms versus algorithms, and humans by exception." About Our Guest Snehal Antani is the CEO and co-founder of Horizon3.ai, a pioneering cybersecurity company that leverages artificial intelligence to autonomously conduct penetration testing. Before founding Horizon3, Snehal served as the first Chief Technology Officer for the Joint Special Operations Command (JSOC), where he was instrumental in leading initiatives in data analytics, cloud/edge computing,

In this episode of The Analytive Podcast, we dive deep into the evolving world of AI with Jeff Townes, Chief Technology Officer at Gorilla Logic. With a background that bridges enterprise architecture, cloud strategy, and marketing tech, Jeff brings a rare blend of technical depth and business insight.We explore how AI is transforming software development—from supercharging developer productivity and redefining governance, to integrating generative tools into real-world products. Jeff also unpacks the difference between hype and reality in AI adoption, shares best practices for enterprises navigating this shift, and explains why developers won't be replaced—but they will need to evolve.Whether you're leading a dev team, running marketing ops, or just trying to figure out where to start with AI, this conversation will give you a clear-eyed look at what's changing, what's not, and what's next.******************************The Analytive Podcast is created and hosted by Tyler Brooks at Analytive. If you're wanting to grow your business through measurable, trackable channels (including ABM, SEO, Facebook ads, and funnels), reach out to us. We'd love to chat.

In today' s episode of You Can Overcome Anything Podcast Show, CesarRespino.com brings to you a special guest by the name of Georges Cordoba.His life purpose is to help people live their best lives.He is a stage IV melanoma survivor, having battled metastasis to the brain. He fought the disease for ten years and underwent ten surgeries. When pharmaceuticals nearly destroyed his body, he turned to natural, holistic methods for healing. Now, twelve years cancer-free, he continues to thrive. He became a Holistic Health and Life Coach, earned mastery in Transformational Coaching, and became a Functional Nutritionist, Professional Speaker, Reiki Teacher and Practitioner, and Hypnotherapist—all to provide greater value to his clients. He now views his survival experience as a blessing, one that gave him the chance to sing the song he was born to sing: helping others live in wellness and purpose. Seven years ago, he transitioned from his role as a Chief Technology Officer to working directly with individuals facing chronic cancer or seeking to prevent the disease. He now helps them transform their health and vitality. He is also an Amazon best-selling author of Beating the Odds, which chronicles his holistic journey to overcome advanced cancer. Best-Selling Book: Beating The Odds – My Journey Through Holistic Health to Overcome Advanced Cancer A former NCAA Division I tennis player for New Mexico State University, he enjoys competing in 10K and half-marathon races. He is also a pianist and a passionate music lover. He invests in planting trees worldwide and supports efforts to feed underprivileged populations across America.Georges message to you is:A ten-year and ten-surgery battle with advanced melanoma with metastasis in my brain. In year eight, I decided to stop conventional treatments and took the Holistic Health Journey to heal, and this past July was my twelfth year free of cancer.To connect with Georges go to:https://www.youtube.com/@healinginsideoutlinkedin.com/in/georges-córdoba-76883427https://www.facebook.com/georges.cordobahttps://www.instagram.com/coach.georgesTo Connect with CesarRespino go to:

In this episode Patrick and Shelli talk with Firasat Hussain, the Chief Product and Technology Officer at SnapCare. Firasat shares his 25-year journey through various technology leadership roles at companies like Ticketmaster, Orbitz, and RR Donnelley, emphasizing the significance of thoughtful leadership and iterative innovation. He describes his transition to SnapCare, where he is leading the integration of new AI tools and modern tech stacks to transform healthcare staffing. The discussion delves into Firasat's leadership philosophies, the importance of trust and influence over demands, and his commitment to growth and learning, both personally and professionally.(00:00) Welcome to Firasat Hussain, CPTO at SnapCare(01:23) From Accounting to Technology: Firasat's Early Career(04:32) Transition to Healthcare Tech: Joining SnapCare(05:26) The Role of Technology in Healthcare Staffing(07:11) Personal Insights: Leadership and Growth(12:03) The Importance of Travel and Broader Perspectives(14:41) SnapCare's Mission and Operations(20:13) Balancing Leadership in Work and Family Life(24:18) The Power of Trust and Kindness Over Demands(27:07) Building Trust Through Honest Conversations(30:05) The Importance of Active Listening(32:23) Establishing Priorities and Reducing Cognitive Overload(37:59) Reflecting on Personal and Professional Growth(41:50) Final ThoughtsFirasat Hussain is the Chief Product and Technology Officer at SnapCare, a technology-driven healthcare staffing firm. His 25+ year career has spanned varied industries and organizations at a range of stages, from established global tech firms to promising startups. He was Chief Technology Officer at arrivia, VP of Software Engineering at Ticketmaster, and VP of Enterprise Architecture at RR Donnelley. He spent 10 years growing and leading at Orbitz Worldwide, with six years as Director of Hotel Product Development. He launched his early career at Cysive and Oracle.If you'd like to receive new episodes as they're published, please subscribe to Innovation and the Digital Enterprise in Apple Podcasts, Spotify, or wherever you get your podcasts. If you enjoyed this episode, please consider leaving a review in Apple Podcasts. It really helps others find the show.Podcast episode production by Dante32.

My guest today is Gustav Söderström. Gustav is the Co-President, Chief Product Officer & Chief Technology Officer at Spotify. Gustav lets us behind the scenes on how Spotify thinks about the future of audio and video, and what leadership lessons he's learned from making mistakes and taking risks in a rapidly changing technological landscape. He shares fascinating insights on their synchronized team structure and how they have positioned themselves as "the R&D department" for the entire music industry. We discuss their integration of AI, their unique "bets board" process for allocating resources, and how they've evolved from a music service into a multimedia platform with over 650 million users. Please enjoy my conversation with Gustav Söderström. For the full show notes, transcript, and links to mentioned content, check out the episode page⁠ here.⁠ ----- This episode is brought to you by⁠ Ramp⁠. Ramp's mission is to help companies manage their spend in a way that reduces expenses and frees up time for teams to work on more valuable projects. Go to⁠ Ramp.com/invest⁠ to sign up for free and get a $250 welcome bonus. –  This episode is brought to you by⁠ AlphaSense⁠. AlphaSense has completely transformed the research process with cutting-edge AI technology and a vast collection of top-tier, reliable business content. Invest Like the Best listeners can get a free trial now at⁠ Alpha-Sense.com/Invest⁠ and experience firsthand how AlphaSense and Tegus help you make smarter decisions faster. – This episode is brought to you by⁠ Ridgeline⁠. Ridgeline has built a complete, real-time, modern operating system for investment managers. It handles trading, portfolio management, compliance, customer reporting, and much more through an all-in-one real-time cloud platform. Head to⁠ ridgelineapps.com⁠ to learn more about the platform. ----- Editing and post-production work for this episode was provided by The Podcast Consultant (⁠https://thepodcastconsultant.com⁠). Show Notes: (00:00:00) Welcome to Invest Like the Best (00:05:27) Spotify's Journey Through Technological Shifts (00:06:28) The Impact of Generative AI on Consumer Products (00:09:36) AI in Coding and Productivity (00:11:11) Consumer Engagement and AI Playlisting (00:14:43) Strategic Frameworks and Decision-Making at Spotify (00:19:39) The Bets Process: Structured Innovation (00:31:11) The Future of AI and Business Models (00:44:31) The Future of AI and Inference Costs (00:46:21) The Concept of Computronium and Infinite Computing (00:47:02) David Deutsch and the Beginning of Infinity (00:48:55) The Power of Explanations and Human Understanding (00:54:03) Spotify's Free Tier and Consumer Needs (00:56:45) Spotify's Relationship with the Music Industry (01:03:03) The Rise of Podcasting and Audiobooks (01:15:45) Personal Interests and Continuous Learning (01:20:32) The Kindest Thing Anyone Has Ever Done For Gustav

Koray Kavukcuoglu is the Chief Technology Officer of Google DeepMind. Kavukcuoglu joins Big Technology to discuss how his team is pushing the frontier of AI research inside Google as the company's Google IO developer event gets underway. Tune in to hear Kavukcuoglu break down the value of brute scale versus novel techniques and how the new inference-time “DeepThink” mode could supercharge reasoning. We also cover Veo 3's sound-synced video generation, the open-source-versus-proprietary debate, and what a ten-percent jump in model quality might unlock for users everywhere.

Jake Hoffman and Joe Lynch discuss the container payment portal and the rise of AI in freight. Jake is the Chief Technology Officer of Gnosis Freight, a logistics tech company focused on the lifecycle of a shipping container as it moves around the world. About Jake Hoffman Jake Hoffman is the Chief Technology Officer of Gnosis Freight, a logistics tech company focused on the lifecycle of a shipping container as it moves around the world. He has led the engineering team since the company's inception in 2017, bringing a deep understanding of technology and trends in the industry to bear in driving the company's technical strategy. About Gnosis Freight Gnosis Freight is a leading provider of supply chain visibility and execution software, made available through its proprietary Container Lifecycle Management® (CLM) platform—the world's first supply chain platform focused on the full lifecycle of your shipping containers. Powered by the most complete, accurate, and low latency container tracking data available, the CLM platform provides logistics professionals with a smarter way to track and manage their containers, from booking until returned empty. Gnosis Freight's global footprint encompasses a diverse customer base, including top cargo owners (BCOs), ocean carriers, forwarders, truckers, 3PLs, technology providers, and other critical supply chain partners—all utilizing the CLM platform to achieve new levels of efficiency, cost savings, and collaboration within their supply chain. Key Takeaways: The Container Payment Portal and the Rise of AI in Freight Jake Hoffman and Joe Lynch discuss the container payment portal and the rise of AI in freight. Jake is the Chief Technology Officer of Gnosis Freight, a logistics tech company focused on the lifecycle of a shipping container as it moves around the world. Container Lifecycle Management® Platform: Gnosis Freight specializes in its proprietary Container Lifecycle Management® (CLM) Platform, which provides comprehensive visibility and execution software for the entire lifecycle of shipping containers, from booking until they are returned empty. Real-time Container Tracking and Data: The CLM platform is powered by highly accurate and low-latency container tracking data, enabling logistics professionals to efficiently monitor and manage their containers. This real-time data is crucial for optimizing container movements and reducing dwell times. Partnership with PayCargo for Hapag-Lloyd's Container Payment Portal (CPP): Gnosis Freight has integrated its CLM platform with PayCargo's payment network to power Hapag-Lloyd's new Container Payment Portal (CPP). This collaboration aims to streamline import demurrage payments and accelerate cargo movement for Hapag-Lloyd customers in the U.S. AI for Automated Compliance and Invoicing: While not explicitly stated as "AI," the CPP's ability to provide "Automated real-time OSRA-compliant invoice generation based on pickup date" strongly implies the use of intelligent automation or AI to process data, apply rules, and generate compliant invoices efficiently, reducing manual effort and errors. Streamlining Operations and Enhancing Efficiency: The CPP, a result of the Gnosis-PayCargo partnership, offers features like real-time container status updates, seamless electronic payments, and integrated dispute resolution tools. These functionalities are designed to enhance cargo movement efficiency, reduce container dwell times, and improve payment processes for all stakeholders. Addressing Regulatory Compliance: The Container Payment Portal directly addresses compliance with the Ocean Shipping Reform Act of 2022 (OSRA) and the revised demurrage and detention rules from the U.S. Federal Maritime Commission (FMC), simplifying complex regulatory requirements for Hapag-Lloyd customers. Digitalization and Innovation in Shipping: The integration of advanced payment processing with comprehensive container tracking through the CPP represents a significant step forward in the digitalization of the shipping industry, showcasing Gnosis Freight's commitment to delivering innovative logistics technology solutions. Learn More About The Container Payment Portal and the Rise of AI in Freight Jake Hoffman | Linkedin Gnosis Freight | Linkedin Gnosis Freight Container Lifecycle Management: Gnosis Freight Streamlines International Logistics with Jake Hoffman Big Changes at the Port with Lauren Beagen The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

I recently sat down with Pankaj Singh, a mindfulness and leadership expert. In this episode, we talk about how mindfulness can make you not just a better leader, but a better person. It was a pleasure chatting to Pankaj, a multi-faceted and dynamic individual known for redefining leadership through mindfulness practices. He has extensive experience in business as an engineer and notably steered National Auto Care through a ransomware attack within 48 hours as their Chief Technology Officer.  Pankaj has been a lifelong practitioner of mindfulness after studying with a lama at the age of 14, and has developed The Ascendancy Action™ System and Mindful Leadership Mastery Compass™ to give leaders practical tools that help them become calmer, more confident, and more well-rounded.  In our conversation, we dive deep into meditation and mindfulness, getting actionable advice on how to implement mindfulness in the boardroom, as well as everyday life. We also get into the more esoteric aspects of mindfulness, like becoming the observer, and learning to sit with the uncomfortable loudness of our thoughts.  I invite you to listen to the full conversation on becoming a better leader through mindful practices. And now I give you, Pankaj Singh.  

In the leadership and communications section, How CISOs can talk cybersecurity so it makes sense to executives, Firms to spend more on GenAI than security in 2025, Europe leads shift from cyber security ‘headcount gap' to skills-based hiring, and more! Next, pre-recorded interviews from RSAC Conference 2025, including: This segment is sponsored by Fortinet. Visit https://securityweekly.com/fortinetrsac to learn more about them! Unpacking the latest annual report from Fortinet's FortiGuard Labs. We're talking with Derek Manky, Chief Security Strategist and Global VP Threat Intelligence, Fortinet's FortiGuard Labs, to get a snapshot of the active threat landscape and trends from 2024, including a comprehensive analysis across all tactics used in cyberattacks, as outlined in the MITRE ATT&CK framework. The report reveals that threat actors are increasingly harnessing automation, commoditized tools, and AI to systematically erode the traditional advantages held by defenders. Read the full report at https://securityweekly.com/fortinetrsac. This segment is sponsored by Cobalt. Visit https://securityweekly.com/cobaltrsac to learn more about them! In this interview, Gunter Ollmann, Chief Technology Officer at Cobalt, unpacks the findings from the State of Pentesting Report 2025, spotlighting both measurable security progress and the rising challenges introduced by generative AI (genAI). While the report shows that organizations are resolving vulnerabilities faster than ever, genAI systems stand out as a growing security blind spot: only 21% of serious genAI vulnerabilities identified during penetration testing are fixed, compared to over 75% for API flaws and 68% for cloud vulnerabilities. Nearly 32% of genAI-related findings were classified as high risk — more than double the average across other systems. And although 98% of organizations are adopting genAI-powered features, only 66% are running regular security assessments on those systems. Segment Resources: https://www.cobalt.io/blog/key-takeaways-state-of-pentesting-report-2025 https://resource.cobalt.io/state-of-pentesting-2025?gl=1*zwbjgz*gclaw*R0NMLjE3MzcwNTU5ODMuQ2owS0NRaUEtYUs4QmhDREFSSXNBTF8tSDltRlB0X2FmSVhnQnBzSjYxOHlRZ1dhcmRMQ0lHalo3eVgxcTh1cHVnWFVwV0todHFPSDFZZ2FBb0hNRUFMd193Y0I.*gcl_au*MTc4MjQwMTAwNC4xNzQ0NjM0MTgz Visit https://www.securityweekly.com/bsw for all the latest episodes! Show Notes: https://securityweekly.com/bsw-395